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2025-03-19 CC Packet
Page 1 of 6 City Council Regular Meeting AGENDA (to be held both at the physical and virtual locations below) Civic Center Council Chamber ♦ 300 Seminary Avenue ♦ Ukiah, CA 95482 To participate or view the virtual meeting, go to the following link: https://us06web.zoom.us/j/86186923579 Or you can call in using your telephone only: • Call (toll free) 1-888-788-0099 • Enter the Access Code: 861 8692 3579 • To Raise Hand enter *9 • To Speak after being recognized: enter *6 to unmute yourself Alternatively, you may view the meeting (without participating) by clicking on the name of the meeting at www.cityofukiah.com/meetings. March 19, 2025 - 5:15 PM 1. ROLL CALL 2. PLEDGE OF ALLEGIANCE 3. AB 2449 NOTIFICATIONS AND CONSIDERATIONS 4. PROCLAMATIONS/INTRODUCTIONS/PRESENTATIONS 4.a. Receive Presentation of Exceptional Employee Recognition Awards. Recommended Action: Receive a presentation of the Exceptional Employee Recognition Awards. Attachments: None 5. PETITIONS AND COMMUNICATIONS 6. APPROVAL OF MINUTES 6.a. Approval of the Minutes for the March 5, 2025, Regular Meeting. Recommended Action: Approve the minutes for the March 5, 2025, Regular Meeting. Attachments: 1. 6a 2025-03-05 Draft Minutes 7. RIGHT TO APPEAL DECISION Page 1 of 427 Page 2 of 6 Persons who are dissatisfied with a decision of the City Council may have the right to a review of that decision by a court. The City has adopted Section 1094.6 of the California Code of Civil Procedure, which generally limits to ninety days (90) the time within which the decision of the City Boards and Agencies may be judicially challenged. 8. CONSENT CALENDAR The following items listed are considered routine and will be enacted by a single motion and roll call vote by the City Council. Items may be removed from the Consent Calendar upon request of a Councilmember or a citizen in which event the item will be considered at the completion of all other items on the agenda. The motion by the City Council on the Consent Calendar will approve and make findings in accordance with Administrative Staff and/or Planning Commission recommendations. 8.a. Report of Disbursements for the Month of February 2025. Recommended Action: Approve the report of disbursements for the month of February 2025. Attachments: 1. February 2025 Summary of Disbursements 2. Account Codes for Reference 3. Object Codes for Reference 4. February 2025 Disbursement Detail 8.b. Authorize the City Manager to Negotiate and Execute an Amendment to the Contract for Medical Control Oversight with Dr. Brandon Begley, Extending the Contract to the End of the 24/25 Fiscal Year and an Increase in the Amount of $14,700 for a Total Compensation of $86,700. Recommended Action: Authorize the City Manager to negotiate and execute an amendment to the contract for Medical Control Oversight with Dr. Brandon Begley, increasing the total compensation to $86,700.00 and extending the contract to the end of the 24/25 Fiscal Year. Attachments: 1. ASR - Item 7e 3-17-21 2. Contract 2021-181 8.c. Consideration of Approval of a Budget Amendment in the Amount of $10,000 to Fund an Amendment to the Professional Services Agreement with Community Development Services for Professional Consulting Services Related to CDBG Business Assistance Program Loan Underwriting. Recommended Action: Staff recommends that Council approve a budget amendment in the amount of $10,000 to fund an amendment to the professional services agreement with Community Development Services for professional consulting services related to CDBG Business Assistance Program loan underwriting. Attachments: 1. Agreement_2324-105_CDS_9-25-23 2. Agreement_CDS_COU_Amendment_1 8.d. Report of Disposition of Surplus Materials, Used Equipment, and Supplies. Recommended Action: Receive and file report regarding the disposition of surplus materials, used equipment, and supplies. Attachments: 1. SoldAssetReport 8.e. Requesting Consideration for Approval of a Budget Amendment Supporting Pre-Annexation Related Services in the Amount of $60,000, and Consideration of a Sole Source Professional Services Agreement for Land Surveying Services Related to the City’s Proposed Annexation Efforts. Recommended Action: Approval of a budget amendment supporting pre-annexation related services in the amount of $60,000 and approval of a sole source Professional Services Agreement with Ron Franz for Land Surveying Services related to the City of Ukiah’s proposed annexation efforts. Attachments: Page 2 of 427 Page 3 of 6 1. ProfSvcsAgreement-Ron Franz 8.f. Approval of Contract Amendment 2 in the Amount of $163,000.00 with Larry Walker and Associates for Technical Permitting Assistance Related to the City’s National Pollutant Discharge Elimination System (NPDES) Permit and Recycled Water Permit. Recommended Action: Approve contract amendment with Larry Walker and Associates for the additional technical permitting assistance related to the City’s NPDES and Recycled Water Permits. Attachments: 1. LWA Contract Amendment Request (revised, January 2025) 8.g. Approve the Purchase of Cisco Meraki Cameras from Rhino Networks in the Amount of $37,144.09; Approve a 5-Year Enterprise Agreement for the Associated Licensing in the Amount of $201,179.21; and Approve Corresponding Budget Amendment. Recommended Action: Approve the purchase of Cisco Meraki cameras from Rhino Networks for the amount of $37,144.09, approve a 5-year Enterprise Agreement (EA) for the associated licensing in the amount of $201,179.21, and approve the corresponding budget amendment. Attachments: 1. City of Ukiah - Adjusted Camera Quote - QN-082656 2. City of Ukiah - 5YR Annual Billing EA Quote - QN-082053 (002) 9. AUDIENCE COMMENTS ON NON-AGENDA ITEMS The City Council welcomes input from the audience. If there is a matter of business on the agenda that you are interested in, you may address the Council when this matter is considered. If you wish to speak on a matter that is not on this agenda that is within the subject matter jurisdiction of the City Council, you may do so at this time. In order for everyone to be heard, please limit your comments to three (3) minutes per person and not more than ten (10) minutes per subject. The Brown Act regulations do not allow action to be taken on audience comments in which the subject is not listed on the agenda. 10. COUNCIL REPORTS 11. CITY MANAGER/CITY CLERK REPORTS 12. PUBLIC HEARINGS (5:30 PM) 12.a. Conduct a Public Hearing to Consider a Resolution Updating the Electric Utility Fixed Fee Schedule. Recommended Action: Conduct a Public Hearing and Adopt the Resolution updating the Electric Utility Fixed Fee Schedule. Attachments: 1. 1997-03-05 Resolution for Fixed Fees 2. Schedule of Electrical Connection Charges 3. Schedule of Electrical Fixed Charges FY2025 - Proposed 4. Resolution Adopting Electric Utility Fixed Fee Schedule 12.b. Conduct a Public Hearing to Consider Adoption of a Resolution Approving the Submittal of a CDBG Program Income-Only Application in Response to the 2023 State Community Development Block Grant Program Notice of Funding Availability, Amendment 1; and Approve Corresponding Budget Amendments if Awarded Funding for the Application. Recommended Action: Staff requests that Council 1) conduct a public hearing; 2) adopt the Resolution in Attachment 4 authorizing a CDBG PI-Only application be submitted to HCD for a Code Enforcement Services Program; and 3) approve corresponding budget amendments if the application is awarded. Attachments: 1. 2023_CDBG_NOFA_Amendment1 Page 3 of 427 Page 4 of 6 2. LocalAppPublicNotice 3. Local_App_2024 4. Resolution 12.c. Conduct a Public Hearing to Consider Introduction by Title Only of an Ordinance Amending Section 2130 in Division 2, Chapter 1, Article 3 of the Ukiah City Code to Increase the Amount of Application Processing Fees for Business Licenses. Recommended Action: Introduce by title only an Ordinance amending section 2130 in Division 2, Chapter 1, Article 3 of the Ukiah City Code to increase the amount of application processing fees for business licenses. Attachments: 1. Fee Analysis - Business Licenses 2. Ordinance (marked up) 3. Ordinance (clean) 13. UNFINISHED BUSINESS 13.a. Receive and Approve Submittal of the 2024 Annual Progress Reports to the Department of Housing and Community Development and the Governor's Office of Land Use and Climate Innovation. Recommended Action: Receive and approve submittal of the 2024 annual progress reports to the Department of Housing and Community Development and the Governor's Office of Land Use and Climate Innovation, and provide direction to Staff as necessary. Attachments: 1. 2024 APR - Housing Element 2. 2024 APR - General Plan 13.b. Status Report on Emergency Contract with Diamond D Construction, LLC for the Emergency Repair of the Western Hills Mudslide at the City Water Tank (Pressure Zone 1-North, or PZ1-N) and Request for Authorization to Continue Work Under This Emergency Contract. Recommended Action: Receive report and approve the continued work on the emergency contract with Diamond D Construction for the emergency repair of the Western Hills mudslide at the City water tank PZI-N. Attachments: 1. Resolution 2025-08 - Emergency Procurement for Mudslide at PZ1 2. Diamond D Estimate for PZ1 3. Purchase Order for Diamond D Slide 4. Slide Pictures 14. NEW BUSINESS 14.a. Receive a Report and Accept the 2025 Parks Gap Analysis as Complete and Fulfilling Implementation Goal 5.10 of the 2040 General Plan. Recommended Action: Accept the 2025 Parks Gap Analysis as complete and fulfilling implementation goal 5.10 of the 2040 General Plan. Attachments: 1. Gap Analysis DRAFT_3_5_25 2. PopulationNodesUPDATE 3. AOI and Sphere Map 4. Greater Ukiah node park coverage 5. Heat Map of Rec Users 6. 14a - Correspondence Received - Linda Sanders Page 4 of 427 Page 5 of 6 14.b. Receive Annual Status Update and Report Regarding Community Center and Winter Homeless Shelter at 1045 South State Street and the Annual AB 362 Compliance Report; and Provide Direction to Staff as Necessary. Recommended Action: Receive annual status update and report regarding Community Center and Winter Homeless Shelter at 1045 South State Street and AB 362 compliance and provide direction to Staff as necessary. Attachments: 1. AB 362 HCD Info Bulletin 3-18-22 2. CalMatters Article- AB 362 3. 2024-25 UPD Calls Report 4. Site Visit Report- B2 9.17.24 14.c. Receive Updates on City Council Committee and Ad Hoc Assignments, and, if Necessary, Consider Modifications to Assignments and/or the Creation/Elimination of Ad Hoc(s). Recommended Action: Receive report(s). The Council will consider modifications to committee and ad hoc assignments along with the creation/elimination ad hoc(s). Attachments: 1. 2025 City Council Special Assignments and Ad Hocs 15. CLOSED SESSION - CLOSED SESSION MAY BE HELD AT ANY TIME DURING THE MEETING 15.a. Conference with Legal Counsel – Anticipated Litigation (Government Code Section 54956.9(d)(4)) Initiation of litigation (4 cases) 15.b. Conference with Legal Counsel – Existing Litigation (Government Code Section 54956.9(d)(1)) Name of case: Vichy Springs Resort v. City of Ukiah, Et Al; Case No. SCUK-CVPT-2018-70200 15.c. Conference with Legal Counsel – Existing Litigation (Government Code Section 54956.9(d)(1)) Name of case: Vichy Springs Resort, Inc v. City of Ukiah, et al.; Case No. 24-cv-07106-JSC 15.d. Conference with Legal Counsel – Existing Litigation (Government Code Section 54956.9(d)(1)) Name of case: Russian River Keepers et al. v. City of Ukiah, Case No. SCUK-CVPT-20-74612 15.e. Conference Involving a Joint Powers Agency (Inland Water and Power Commission) City representative on IWPC Board (Mari Rodin) Discussion will concern: (Conference with Real Property Negotiators (Gov’t Code §54956.8) Property: PG&E Potter Valley Project; Agency Negotiators: Scott Shapiro, Janet Pauli. Negotiating Parties: IWPC and PG&E Under Negotiation: Price and Terms) Recommended Action: Attachments: None 15.f. Conference with Labor Negotiator (54957.6) Agency Designated Representative: Sage Sangiacomo, City Manager Employee Organizations: All bargaining units Unrepresented Employee: Police Chief Page 5 of 427 Page 6 of 6 16. ADJOURNMENT Please be advised that the City needs to be notified 72 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, 8:00 am to 5:00 pm. Any handouts or presentation materials from the public must be submitted to the clerk 48 hours in advance of the meeting; for handouts, please include 10 copies. 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 72 hours prior to the meeting set forth on this agenda. Araceli Sandoval, Deputy City Clerk Dated: 3/14/25 Page 6 of 427 Page 1 of 2 Agenda Item No: 4.a. MEETING DATE/TIME: 3/19/2025 ITEM NO: 2025-208 AGENDA SUMMARY REPORT SUBJECT: Receive Presentation of Exceptional Employee Recognition Awards. DEPARTMENT: Human Resources / Risk Management PREPARED BY: Tim Mitchell, H.R./Risk Manager Analyst PRESENTER: Department Directors, City Manager, and Mayor. ATTACHMENTS: None Summary: The Mayor will present selected employees with Exceptional Employee Recognition awards. Background: The City of Ukiah prioritizes the retention and attraction of outstanding employees and recognizes their role in our goal of providing exceptional customer service. The Exceptional Employee Program recognizes (through a nomination process) and awards those employees or teams of employees who have truly gone above and beyond. Once each quarter, nominations are considered from the categories of field crews, public safety, and administration. Discussion: The recipients of the Exceptional Employee program for the first quarter of 2025 are as follows: Deven Castanon, Evidence Technician/Crime Analyst, Police Department: Evidence Tech./Crime Analyst Deven Castanon has been employed with the City of Ukiah since August 2023. During his time at the Ukiah Police Department (UPD), Deven has assisted the UPD Detective Bureau and Patrol Division with crime scene documentation/photographs, collecting statistical information for the Department's annual report, and he works closely with the District Attorney's Office personnel regarding UPD evidence requests. One specific action that Deven achieved recently is entering reports electronically into the DA's Office Karpel system, resulting in savings of both time and funding. Deven is a huge asset to the UPD. He wears many hats that assist the UPD personnel on a daily basis. Deven displays the core values of the City of Ukiah (Professionalism, Service, Teamwork, Innovation, and Safety), as well as the UPD's core values (Safety, Professionalism, and Community Service), every day he shows up to work. Rob Gibson, Parks Superintendent, Community Services Department: Rob has worked for the City of Ukiah for over 20 years and has steadily advanced in both position and responsibility. When his supervisor unexpectedly went out on medical leave, Rob immediately stepped in and took on the additional responsibilities. He has shown outstanding leadership and improved the productivity of his team. Concurrently, Rob has fostered a stronger sense of teamwork in the Parks division, while also developing the team’s working relationships with other groups. As he prepares for retirement, he has worked to ensure a smooth transition and helped prepare the team for new responsibilities and growth as the City looks toward further annexation. Rob's leadership has improved working conditions for his crew and has prepared the team and the City for lasting success. Recommended Action: Receive a presentation of the Exceptional Employee Recognition Awards. BUDGET AMENDMENT REQUIRED: N/A CURRENT BUDGET AMOUNT: N/A Page 7 of 427 Page 2 of 2 PROPOSED BUDGET AMOUNT: N/A FINANCING SOURCE: N/A REVENUE: No GRANT: No PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A COORDINATED WITH: The City Manager's Office and Department Directors STRATEGIC PLAN (SP): Recruit, retain, and advance a community of staff that reflects, values, and celebrates the diversity of the community we serve. CLIMATE INITIATIVES (CI): N/A GENERAL PLAN ELEMENTS (GP): N/A Page 8 of 427 AGENDA ITEM 6a Page 1 of 5 CITY OF UKIAH CITY COUNCIL MINUTES Regular Meeting CIVIC CENTER COUNCIL CHAMBERS 300 Seminary Avenue, Ukiah, CA 95482 Virtual Meeting Link: https://us06web.zoom.us/j/81282548717 March 5, 2025 5:15 p.m. 1. ROLL CALL Ukiah City Council met at a Regular Meeting on March 5, 2025, having been legally noticed on February 28, 2025. The meeting was held in person and virtually at the following link: https://us06web.zoom.us/j/81282548717. Mayor Crane called the meeting to order at 5:18 p.m. Roll was taken with the following Councilmembers Present: Mari Rodin, Heather Criss, Juan V. Orozco, Susan Sher, and Douglas, F. Crane. Staff Present: Sage Sangiacomo, City Manager; David Rapport, City Attorney; and Araceli Sandoval, Deputy City Clerk. MAYOR CRANE PRESIDING. 2. PLEDGE OF ALLEGIANCE The Pledge of Allegiance was led by Mayor Crane. 3. AB 2449 NOTIFICATIONS AND CONSIDERATIONS 4. PROCLAMATIONS/INTRODUCTIONS/PRESENTATIONS a. Community Partnership Update and Introduction of PG&E Government Liaison. Presenters: Traci Boyl, Sr. Management Analyst to the City Manager’s Office and Alison Talbott, PG&E Government Liaison. No public comment was received. Presentation was received. 5. PETITIONS AND COMMUNICATIONS Deputy City Clerk, Araceli Sandoval, stated that all communications had been distributed. 6. APPROVAL OF MINUTES a. Approval of the Minutes for the February 19, 2025, Special Joint Meeting. b. Approval of the Minutes for the February 19, 2025, Regular Meeting. Motion/Second: Rodin/Sher to approve Special Joint and Regular meeting minutes of February 19, 2025, as submitted. Motion carried by the following roll call votes: AYES: Rodin, Criss, Orozco, Sher, and Crane. NOES: None. ABSENT: None. ABSTAIN: None. 7. RIGHT TO APPEAL DECISION 8. CONSENT CALENDAR a. Authorize the City Manager to Negotiate and Execute a Purchase Order Change Order in the Amount of $153,500 with Milsoft for Utility Billing for Ukiah Valley Water Authority Members – Finance. Page 9 of 427 City Council Minutes for March 5, 2025, Continued: Page 2 of 5 b. Adopt Resolution (2025-09) Amending Resolution 2025-07, "Ratifying the Proclamation of a Local Emergency Due to Ongoing Atmospheric Rivers Causing Damaging to Public Infrastructure," and Affirming that the Local Emergency Remains in Effect – City Manager. c. Adoption of an Ordinance Modifying Ukiah City Code to Preserve and Strengthen Agricultural Uses In and Around Ukiah Consistent with the Ukiah 2040 General Plan – Community Development. ORDINANCE NO. 1253 ORDINANCE OF THE CITY COUNCIL OF THE CITY OF UKIAH AMENDING VARIOUS SECTIONS OF DIVISIONS 7 AND 9 OF THE CITY CODE TO REGULATE AGRICULTURAL USES AND CERTAIN CANNABIS BUSINESS STANDARDS. d. Adoption of Resolution Reappointing Eric Crane and Randal S. Beckler to the Airport Commission – City Clerk. – Pulled by Staff and placed as agenda item 14b. e. Assignment and Assumption Agreement (COU No. 2425-194) – Ukiah Valley Sanitation District and Willow County Water District – Finance. f. Approve the Purchase (PO No. 48781) of a Pierce-International 2100 Gallon Water Tender from Golden State Fire Apparatus for the amount of $574,948.03, and Approval of Corresponding Budget Amendment – Fire. g. Notification of Change Order to Ghilotti Construction Inc. for Work Related to the Urban Core Project and Approval of Corresponding Budget Amendments – Public Works. h. Report of Contract with Placer Labs Inc. for an up to 3-Year Agreement for the Purpose of Demographic Data for Use by Multiple Departments – City Manager. Motion/Second: Sher/Criss to approve Consent Calendar Items 8a-8c and 8e-8h, as submitted. Motion carried by the following roll call votes: AYES: Rodin, Criss, Orozco, Sher, and Crane. NOES: None. ABSENT: None. ABSTAIN: None. 9. AUDIENCE COMMENTS ON NON-AGENDA ITEMS Public Comment: Elise Cox – mic etiquette; and Maureen (surname inaudible) – crosswalk and intersection safety. 10. COUNCIL REPORTS Presenter: Councilmember Criss and Councilmember Sher. 11. CITY MANAGER/CITY CLERK REPORTS Presenters: Sage Sangiacomo, City Manager; and • Construction Update – Tim Eriksen, Public Works Director / City Engineer. • Fire Hazard Severity Zones Update – Craig Schlatter, Community Development Director. 12. PUBLIC HEARINGS (5:30 PM) 13. UNFINISHED BUSINESS a. Annual Military Equipment Report from Ukiah Police Department, in Compliance with California Assembly Bill No. 481. Presenter: Tom Corning, Police Captain. Page 10 of 427 City Council Minutes for March 5, 2025, Continued: Page 3 of 5 No public comment was received. Motion/Second: Orozco/Criss to receive and approve annual military equipment report. Motion carried by the following roll call votes: AYES: Rodin, Criss, Orozco, Sher, and Crane. NOES: None. ABSENT: None. ABSTAIN: None. b. Discussion with Possible Direction to Staff Regarding Alternatives for Completion of an Updated Historic Resources Survey and a City of Ukiah Historic Preservation Code. Presenter: Craig Schlatter, Community Development Director. Public Comment: Pinky Kushner RECESS: 6:53 - 7:03 P.M. Public Comment: Holly Rodgers. Motion/Second: Rodin/Orozco to create a Historic Preservation Code Ad Hoc consisting of Councilmembers Sher and Criss. Motion carried by the following roll call votes: AYES: Rodin, Criss, Orozco, Sher, and Crane. NOES: None. ABSENT: None. ABSTAIN: None. c. Presentation of City's Audited Annual Comprehensive Financial Report (ACFR) and Audit Reports for the Year Ended June 30, 2024. Presenter: Dan Buffalo, Finance Director. No public comment was received. Report was received. d. Second Quarter Financial Report and Mid-Year Budget Review. Presenter: Dan Buffalo, Finance Director. No public comment was received. Report was received e. Status Report on Emergency Contract with Diamond D Construction, LLC for the Emergency Repair of the Western Hills Mudslide at the City Water Tank (Pressure Zone 1- North, or PZ1-N) and Request for Authorization to Continue Work Under This Emergency Contract. Presenter: Sage Sangiacomo, City Manager. No public comment was received. Motion/Second: Rodin/Criss to receive report and approve the continued work on the emergency contract with Diamond D Construction for the emergency repair of the Western Hills mudslide at the City water tank PZI-N. Motion carried by the following roll call votes: AYES: Rodin, Criss, Orozco, Sher, and Crane. NOES: None. ABSENT: None. ABSTAIN: None. Page 11 of 427 City Council Minutes for March 5, 2025, Continued: Page 4 of 5 14. NEW BUSINESS a. Receive Updates on City Council Committee and Ad Hoc Assignments and, if Necessary, Consider Modifications to Assignments and/or the Creation/Elimination of Ad hoc(s). Presenter: Sage Sangiacomo, City Manager. Motion/Second: Sher/Criss to create a Fire Severity Ad Hoc consisting of Councilmembers Rodin and Orozco. Motion carried by the following roll call votes: AYES: Rodin, Criss, Orozco, Sher, and Crane. NOES: None. ABSENT: None. ABSTAIN: None. Note: Special Assignments list with new modifications is attached. b. Adoption of Resolution Reappointing Eric Crane and Randal S. Beckler to the Airport Commission – from Consent Calendar Item 8d. *Additional applications have been received after agenda publication requiring review from Council Presenter: Araceli Sandoval, Deputy City Clerk. RECESS: 8:49 – 8:52 P.M. No public comment was received. Motion/Second: Sher/Rodin to adopt Resolution (2025-10) reappointing Eric Crane and Randal S. Beckler to the Airport Commission. Motion carried by the following roll call votes: AYES: Rodin, Criss, Orozco, Sher, and Crane. NOES: None. ABSENT: None. ABSTAIN: None. THE CITY COUNCIL ADJOURNED TO CLOSED SESSION AT 8:58 P.M. 15. CLOSED SESSION a. Conference with Legal Counsel – Anticipated Litigation (Government Code Section 54956.9(d)(4)) Initiation of litigation (4 cases) b. Conference with Legal Counsel – Existing Litigation (Government Code Section 54956.9(d)(1)) Name of case: Vichy Springs Resort v. City of Ukiah, Et Al; Case No. SCUK-CVPT-2018-70200 c. Conference with Legal Counsel – Existing Litigation (Government Code Section 54956.9(d)(1)) Name of case: Vichy Springs Resort, Inc v. City of Ukiah, et al.; Case No. 24-cv-07106-JSC d. Conference with Legal Counsel – Existing Litigation (Government Code Section 54956.9(d)(1)) Name of case: Russian River Keepers et al. v. City of Ukiah, Case No. SCUK-CVPT-20-74612 e. Conference Involving a Joint Powers Agency (Inland Water and Power Commission) City representative on IWPC Board (Mari Rodin) Discussion will concern: (Conference with Real Property Negotiators (Gov’t Code §54956.8) Property: PG&E Potter Valley Project; Agency Negotiators: Scott Shapiro, Janet Pauli. Negotiating Parties: IWPC and PG&E Under Negotiation: Price and Terms) Page 12 of 427 City Council Minutes for March 5, 2025, Continued: Page 5 of 5 f. Conference with Labor Negotiator (54957.6) Agency Designated Representative: Sage Sangiacomo, City Manager Employee Organizations: All bargaining units Unrepresented Employee: Police Chief No action reported; direction provided to Staff. 16. ADJOURNMENT There being no further business, the meeting adjourned at 9:50 p.m. ________________________________ Araceli Sandoval, Deputy City Clerk Page 13 of 427 2025 CITY COUNCIL SPECIAL ASSIGNMENT LIST LOCAL / UKIAH VALLEY MTG DATE/TIME MEETING LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT City Broadband Project TBD TBD Civic Center 300 Seminary Ave. Ukiah, CA 95482 to evaluate the Request for Proposal (RFP) for the Internet Service Provider (ISP) for the California's Public Utilities Commission (CPUC) Last Mile Broadband Orozco Jim Robbins, Grants Manager, 463-6708; jrobbins@cityofukiah.com Investment Oversight Committee Varies Civic Center 300 Seminary Ave. Ukiah, CA 95482 Civic Center 300 Seminary Ave. Ukiah, CA 95482 Reviews City investments, policies, and strategies Crane Orozco - Alternate Alan Carter, Treasurer Dan Buffalo, Director of Finance; 463-6220 dbuffalo@cityofukiah.com Disaster Council Shall meet a minimum of once a year at a time and place designated upon call of the chair Place designated upon call of the chair or, if she/he is unavailable or unable to call such meeting, the first vice chair and then the City Manager or her/his designee. Office of Emergency Management 300 Seminary Ave. Ukiah, CA 95482 467-5720 - Traci Boyl Develop any necessary emergency and mutual aid plans, agreements, ordinances, resolutions, rules, and regulations. Orozco Criss - Alternate Traci Boyl, City Manager's Office Management Analyst; 467-5720; tboyl@cityofukiah.com Greater Ukiah Business & Tourism Alliance (GUPTA) 4th Monday of month, 10 a.m. 200 S School St. Ukiah, CA 95482 200 S School St. Ukiah, CA 95482 Promotes tourism and works to strengthen and promote the historic downtown and businesses within the greater Ukiah area Marianne Davison - Community Services Department Staff Orozco - Alternate Shannon Riley,Deputy City Manager; 467-5793 sriley@cityofukiah.com Mendocino County Inland Water and Power Commission (IWPC) 2nd Thursday of month, 6:00 p.m. Civic Center 300 Seminary Avenue conference room 5 IWPC Staff P.O. Box 1247 Ukiah, CA 95482 391-7574 - Candace Horsley Develops coordination for water resources and current water rights: Potter Valley project - Eel River Diversion Rodin Orozco - Alternate Sean White,Director of Water Resources; 463-5712 swhite@cityofukiah.com North Coast Opportunities (NCO)4th Wednesday of month, 2 p.m.Alternating locations - Ukiah and Lakeport Governing Board Chair North Coast Opportunities 413 North State Street Ukiah, CA 95482 Assist low income and disadvantaged people to become self reliant Neil Davis Neil Davis, Community Services Director; 467-5764 ndavis@cityofukiah.com Sun House Guild ex officio 2nd Tuesday of month, 4:30 p.m. Sun House 431 S. Main St. Ukiah, CA 431 S. Main Street Ukiah, CA 95482 467-2836 Support and expand Grace Hudson Museum Orozco, Sher Neil Davis - Alternate David Burton, Museum Director; 467-2836 dburton@cityofukiah.com Ukiah Valley Basin Groundwater Sustainability Agency (GSA) 2nd Thursday of month, 1:30 p.m. Board of Supervisors Chambers; 501 Low Gap Road Ukiah, CA County Executive Office 501 Low Gap Rd., Rm. 1010 Ukiah, CA 95482 463-4441 GSA serves as the Groundwater Sustainability Agency in the Ukiah Valley basin Crane N/A - Alternate Sean White, Director of Water Resources; 463-5712 swhite@cityofukiah.com MENDOCINO COUNTY MTG DATE/TIME MEETING LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT City Selection Committee Called as required by the Clerk of the Board BOS Conference Room 501 Low Gap Rd. Rm. 1090 Ukiah, CA C/O: BOS 501 Low Gap Rd., Rm 1090 Ukiah, CA 95482 463-4441 Makes appointments to LAFCO and Airport Land Use Commission (Mayor - Primary; Vice Mayor - Alternate) Mayor Crane Vice Mayor Sher Kristine Lawler, City Clerk; 463-6217 klawler@cityofukiah.com Economic Development & Financing Corporation (EDFC) 2nd Thursday of month, 2:00 p.m. Primarily 631 S. Orchard Street (location varies) Executive Director 631 South Orchard Avenue Ukiah, CA 95482 467-5953 Multi-agency co-op for economic development and business loan program Riley (appointed 12/19/18) Shannon Riley, Deputy City Manager; 467-5793 sriley@cityofukiah.com Library Advisory Board 3rd Wednesdays of alternate months; 1:00 p.m. Various Mendocino County Libraries Ukiah County Library 463-4491 Review library policy and activities Sher Rodin - Alternate Kristine Lawler, City Clerk; 463-6217; klawler@cityofukiah.com Mendocino County 1st District Liaison Monthly; TBD Civic Center Annex conference room #5 411 West Clay St. Ukiah, CA 95482 Civic Center 300 Seminary Ave. Ukiah, CA 95482 To coordinate activities and policy development with the City's 1st District Supervisor Crane Rodin - Alternate Sage Sangiacomo, City Manager; 463-6221; ssangiacomo@cityofukiah.com Mendocino County 2nd District Liaison 1st Wednesdays of month, 8:00 a.m. Civic Center Annex conference room #5 411 West Clay St. Ukiah, CA 95482 Civic Center 300 Seminary Ave. Ukiah, CA 95482 To coordinate activities and policy development with the County's 2nd District Supervisor Criss Rodin - Alternate Shannon Riley, Deputy City Manager; 467-5793 sriley@cityofukiah.com Mendocino Council of Governments (MCOG) 1st Monday of month, 1:30 p.m. Board of Supervisors Chambers 501 Low Gap Road Ukiah, CA Executive Director 367 N. State Street, Ste. 206 Ukiah, CA 95482 463-1859 Plan and allocate State funding, transportation, infrastructure and project County wide Criss Sher - Alternate Tim Eriksen, Public Works Director/City Engineer ; 463-6280 teriksen@cityofukiah.com Mendocino County Airport Land Use Commission As needed BOS Conference Room 501 Low Gap Rd., Rm. 1090, Ukiah, CA Mendocino County Executive Office 501 Low Gap Rd. Rm. 1010 Ukiah, CA 95482 To formulate a land use compatibility plan, provide for the orderly growth of the airport and the surrounding area, and safeguard the general welfare of the inhabitants within the vicinity Liaisons: Owen/Schlatter Greg Owen, Airport Manager; 467-2855; gowen@cityofukiah.com Craig Schlatter, Director of Community Development; 463-6219; cschlatter@cityofukiah.com Mendocino County Local Area Formation Commission (LAFCO) 1st Monday of month, 9:00 a.m.Board of Supervisors Chambers Executive Director 200 S. School Street, Ste. 2 Ukiah, CA 95482 463-4470 Required by legislation - planning spheres of influence, annexation, service areas, and special districts Rodin Crane - Alternate for both city seat members on Commission Craig Schlatter, Director of Community Development; 463-6219; cschlatter@cityofukiah.com Updated: 2/10/2025 Page 14 of 427 2025 CITY COUNCIL SPECIAL ASSIGNMENT LIST MENDOCINO COUNTY Continued MTG DATE/TIME MEETING LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT Mendocino Solid Waste Management Authority (MSWMA) 3rd Thursday of every other month (varies), 10:00 a.m. Willits Council Chambers Solid Waste Director 3200 Taylor Drive Ukiah, CA 95482 468-9710 County-wide Solid Waste JPA Crane Sher - Alternate Tim Eriksen, Public Works Director/City Engineer; 463-6280 teriksen@cityofukiah.com Mendocino Transit Authority (MTA) Board of Directors Last Wednesday of month, 1:30 p.m. Alternating locations - Ukiah Conference Center or Fort Bragg, or Point Arena Executive Director 241 Plant Road Ukiah, CA 95482 462-1422 County-wide bus transportation issues and funding Sher Rodin - Alternate Tim Eriksen, Public Works Director/City Engineer; 463-6280 teriksen@cityofukiah.com Mendocino Youth Project JPA Board of Directors 3rd Wednesday of month, 7:45 a.m.776 S. State Street Conference Room Mendocino Co. Youth Project 776 S. State Street, Ste. 107 Ukiah, CA 95482 707-463-4915 Targets all youth with a focus on drug and alcohol prevention, healthy alternatives and empowering youth to make healthy choices Criss Max Brazill, Admin Lieutenant - Alternate Cedric Crook, Police Chief; 463-6771; ccrook@cityofukiah.com Russian River Flood Control District (RRFCD) Liaison 1st Monday of month, 5:30 p.m. 151 Laws Ave.,Suite D Ukiah, CA 151 Laws Ave., Ukiah, CA 95482; rrfc@pacific.net; 462-5278 Proactively manage the water resources of the upper Russian River for the benefit of the people and environment of Mendocino County White/Orozco Sean White, Director of Water Resources; 463-5712 swhite@cityofukiah.com Ukiah Players Theater Board of Directors 3rd Tuesday of month, 6:00 p.m 1041 Low Gap Rd Ukiah, CA 95482 462-1210 1041 Low Gap Rd Ukiah, CA 95482 462-1210 To oversee the activities, organization and purpose of the Ukiah Players Theater Greg Owen, Airport Manager (appointed 12/19/18) Kristine Lawler, City Clerk; 463-6217 klawler@cityofukiah.com Ukiah Unified School District (UUSD) Committee Quarterly 511 S. Orchard, Ste. D Ukiah, CA 95482 511 S. Orchard Ukiah, CA 95482 Information exchange with UUSD Board Chair, Mayor, Superintendent, and City Manager Orozco, Criss Sage Sangiacomo, City Manager Cedric Crook, Police Chief Sage Sangiacomo, City Manager; 463-6221 ssangiacomo@cityofukiah.com REGIONAL MTG DATE/TIME LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT Great Redwood Trail Agency (GRTA)Bi-monthly, 3rd Thursdays, 10:30 a.m.Various Locations - announced 419 Talmage Road, Suite M Ukiah, CA 95482 463-3280 Provides a unified and revitalized rail infrastructure meeting the freight and passenger needs of the region Rodin Sher- Alternate Neil Davis, Community Services Director 467-5764 ndavis@cityofukiah.com League of California Cities Redwood Empire Legislative Committee Prior to Division Meetings, meets 3x in person and then via conference call Various locations that are announced Redwood Empire League President; Public Affairs Program Manager (916) 658-8243 Elected city officials and professional city staff attend division meetings throughout the year to share what they are doing and advocate for their interests in Sacramento Orozco Criss - Alternate Sage Sangiacomo, City Manager; 463-6221 ssangiacomo@cityofukiah.com Russian River Watershed Association (RRWA) 4th Thursday of month, 9:00 a.m. (only 5 times a year) Windsor Town Hall 9291 Old Redwood Hwy, #400 Windsor, CA 95492 707-838-1000 Russian River Watershed Association 2235 Mercury Way, Suite 105 Santa Rose, CA 95407 info@rrwatershed.org 707-508-3670 (message only) Consider issues related to Russian river - plans projects and funding requests Rodin Sher - Alternate Tim Eriksen, Public Works Director/City Engineer; 463-6280 teriksen@cityofukiah.com Northern California Power Agency (NCPA) - Commission 4th Thursday of month, 9:00 a.m. (see NCPA calendar) Roseville, CA and other locations 651 Commerce Drive Roseville, CA 95678 916-781-4202 Pool of State and local power utilities developing and operating power generation, providing scheduling and related energy services and providing regulatory and legislative support. Crane - Commissioner Sher - City Council Alternate Sauers - Alternate and Commissioner in absence of Commissioner Crane Cindi Sauers - Electric Utility Director; 463-6286 csauers@cityofukiah.com Northern California Power Agency (NCPA) – Lodi Energy Center (LEC) Appointment 2nd Monday of month, 10:00 AM Lodi, CA and other locations 651 Commerce Drive Roseville, CA 95678 916-781-4299 Committee oversees the operation, maintenance and expenditures of the LEC 300 MW generating project. Sauers – Project Participate Appointee Cindy Sauers, Electric Utility Director, 463‐6286, csauers@cityofukiah.com Transmission Agency of Northern California (TANC) 4th Wednesday of month, 10 a.m.35 Iron Point Circle Suite 225 Folsom, CA 35 Iron Point Cir #225 Folsom, CA 95630 916-852-1673; info@tanc.us Provide electric transmission to its Member utilities through transmission line ownership or contract arrangements. Crane Sauers - Alternate Cindi Sauers - Electric Utility Director; 463-6286 csauers@cityofukiah.com STANDING COMMITTEES MTG DATE/TIME LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT Diversity and Equity TBD Virtual Meeting Room (link to be created) Civic Center 300 Seminary Ave. Ukiah, CA 95482 Improve diversity and equity in the City’s workforce and municipal services Orozco/Criss Traci Boyl, City Manager's Office Management Analyst; 467-5720; tboyl@cityofukiah.com Fire Executive Committee 2nd Tue, every other month beginning in January; 5:00 p.m. Ukiah Valley Conference Center, 200 S. School Street Ukiah, CA Civic Center 300 Seminary Ave. Ukiah, CA 95482 sabba@cityofukiah.com Per the recently adopted agreement between the City of Ukiah and the Ukiah Valley Fire Protection District Orozco/Sher Alternates: Criss Doug Hutchison, Fire Chief; 463-6263; dhutchison@cityofukiah.com Countywide Oversight Board to the RDA Successor Agencies 4th Thursday of January, 4:00 p.m.; meets annually Ukiah Valley Conference Center, 200 S. School Street Ukiah, CA City of Ukiah ATTN: City Clerk 300 Seminary Ave. Ukiah, CA 95482 Oversee and direct the Successor Agencies of the former redevelopment agencies Crane Dan Buffalo, Director of Finance; 463‐6220 dbuffalo@cityofukiah.com Kristine Lawler, City Clerk; 463‐6217, klawler@cityofukiah.com Water Executive Committee (Ukiah Valley Water Authority) 1st Tue of each month at 6:00 p.m. Ukiah Valley Conference Center, 200 S. School Street Ukiah, CA City of Ukiah ATTN: Sean White 300 Seminary Ave. Ukiah, CA 95482 Oversight of UVWA; set annual budget for the combined water system; Manage rates and collect levies; modify existing water rights for the provision of water service; mediation and dispute resolution; Crane/Orozco Sean White, Director of Water Resources; 463-5712 swhite@cityofukiah.com Updated: 2/10/2025 Page 15 of 427 COMMITTEE ASSIGNED TO PRINCIPAL STAFF SUPPORT Electric Grid Operational Improvements Crane/Orozco Cindy Sauers, Electric Utility Director; 463-6286 csauers@cityofukiah.com Trench Cut Policy Development Crane Tim Eriksen, Public Works Director/City Engineer; 463- 6280 teriksen@cityofukiah.com Advance Planning & Policy for Annexation Applications Crane/Rodin Craig Schlatter, Community Development Director 463-6219 cschlatter@cityofukiah.com UVSD/ City Relations Ad hoc committee to address specific issues with the Ukiah Valley Sanitation District, including discussion of overall sewer system service delivery policies, operating policy revisions, potential revisions to the current Operating Agreement, and cost sharing Crane/Orozco Dan Buffalo, Director of Finance; 463‐6220 dbuffalo@cityofukiah.com Sean White, Water Resources Director 463‐5712 swhite@cityofukiah.com Orr Street Bridge Corridor Rodin/Sher Tim Eriksen, Public Works Director/City Engineer; 463- 6280 teriksen@cityofukiah.com Complete Streets Rodin/Crane Tim Eriksen, Public Works Director/City Engineer; 463- 6280 teriksen@cityofukiah.com Shannon Riley, Deputy City Manager 467-5793 sriley@cityofukiah.com Neil Davis, Community Services Director 467-5764 ndavis@cityofukiah.com Special Districts (Water District Consolidation)Orozco/Crane Shannon Riley, Deputy City Manager 467‐5793 sriley@cityofukiah.com Corp Yard Planning Crane/Orozco Jason Benson, Senior Civil Engineer 463‐6284 jbenson@cityofukiah.com Mendocino County Courthouse Project and Reuse Sher/Orozco Shannon Riley, Deputy City Manager 467‐5793 sriley@cityofukiah.com Climate Action Plan Will coordinate with the Community Development Director to identify and assign representation to each of the identified categories, and also coordinate with the Community Development Director and the Climate Action Plan Working Group related to other outreach efforts during the development of the draft municipal Climate Action Plan related to the 2040 General Plan Sher/Criss Craig Schlatter, Community Development Director 463-6219 cschlatter@cityofukiah.com City's 150-Year Anniversary Planning Orozco/Rodin Shannon Riley, Deputy City Manager 467‐5793 sriley@cityofukiah.com Zoning Reform Function is to explore creation of a new ministerial zoning permit and identify additional zoning streamlining and reform efforts to provide better and more consistent development outcomes Crane/Orozco Craig Schlatter, Community Development Director 463-6219 cschlatter@cityofukiah.com Community Health Needs Assessment (CHNA) Steering Committee assist in the creation of the 2025 CHNA Report for the communities served by the three Adventist Health hospitals in Mendocino County. providing insight, identifying, gathering and analyzing the health needs of our community. Additionally Rodin/Sher Jeremy Malin, NP Director of Community Health Analytics Adventist Health Howard Memorial Adventist Health Ukiah Valley Adventist Health Mendocino Coast 978-289-3330; malinjr@ah.org Parks & Recreation Special District Exploration Rodin/Orozco Neil Davis, Community Services Director 467-5764 ndavis@cityofukiah.com Downtown Zoning code Crane/Rodin Craig Schlatter, Community Development Director 463-6219 cschlatter@cityofukiah.com Tourism Advisory Committee Rodin/Sher Shannon Riley, Deputy City Manager 467‐5793 sriley@cityofukiah.com Historic Preservation Code Sher/Criss Craig Schlatter, Community Development Director 463-6219 cschlatter@cityofukiah.com Fire Severity Rodin/Orozco Craig Schlatter, Community Development Director 463-6219 cschlatter@cityofukiah.com City Council Handbook Review and Update Sher Kristine Lawler, City Clerk 463‐6217; klawler@cityofukiah.com 2025 AD HOC COMMITTEES *Note: Changing the composition of an existing ad‐hoc among current councilmembers after work has begun presents potential Brown Act issues. Requests for fully filled ad‐hocs are represented on the draft, but staff does not recommend changes except to fill vacated assignments. The current requests on the sheet for fully composed ad‐hocs are primarily intended to convey interest in topics covered by these ad‐hoc committees for possible future consideration of new assignments. Updated: 3/6/2025 Page 16 of 427 Page 1 of 2 Agenda Item No: 8.a. MEETING DATE/TIME: 3/19/2025 ITEM NO: 2022-1479 AGENDA SUMMARY REPORT SUBJECT: Report of Disbursements for the Month of February 2025. DEPARTMENT: Finance PREPARED BY: MaryJo Reynolds PRESENTER: Consent Calendar ATTACHMENTS: 1. February 2025 Summary of Disbursements 2. Account Codes for Reference 3. Object Codes for Reference 4. February 2025 Disbursement Detail Summary: The Council will review and consider approval of the report of disbursements for the month of February 2025. Background: Payments made during the month of February 2025 are summarized in the Report of Disbursements. Further details are supplied on the Schedule of Bills, representing the four (4) individual payment cycles within the month. Accounts Payable Check Numbers (City & UVFA): 3061386-3061460; 3061461-3061516; 3061517-3061615; 3061616-3061707 Accounts Payable Wire Transfers:132 Payroll Check Numbers: 517055-517149; 517150-517243 Payroll Manual Check Numbers:517055; 517150;517151-517152 Direct Deposit Numbers:134297-134634; 134635-134986 Manual Direct Deposit Numbers: NA Void Check Numbers: NA Void Direct Deposit Numbers: N/A Discussion: This report is submitted in accordance with Ukiah City Code Division 1, Chapter 7, Article 1. Attachment #1: February 2025 Summary of Disbursements Attachment #2: Account Codes for Reference Attachment #3: Object Codes for Reference Attachment #4: February 2025 Disbursement Detail Recommended Action: Approve the report of disbursements for the month of February 2025. BUDGET AMENDMENT REQUIRED: N/A Page 17 of 427 Page 2 of 2 CURRENT BUDGET AMOUNT: N/A PROPOSED BUDGET AMOUNT: N/A FINANCING SOURCE: N/A REVENUE: N/A GRANT: N/A PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A COORDINATED WITH: N/A STRATEGIC PLAN (SP): N/A CLIMATE INITIATIVES (CI): N/A GENERAL PLAN ELEMENTS (GP): N/A Page 18 of 427 Attachment 1 FUNDS: 100 General Fund $180,840.19 700 Sanitary Disposal Site Fund $11,121.26 101 GF-(Sub-Fund) Visit Ukiah $34,324.05 701 Landfill Corrective Fund 105 GF-(Sub-Fund) Fire Authority $30,984.08 702 Disposal Closure Reserve Fund $2,383.50 106 USDA Forest Serv CWDG $2,740.99 704 Post Closure Fund - Solid Waste 110 Special General Fund 710 Ambulance Services Fund $42,600.76 120 Streets Capital Improvement 720 Golf Fund $1,990.22 130 Gov'tl Debt SVC/Reserve Fund 730 Confernence Center Fund $8,432.33 131 Debt Service Reserve 2022 LRB 750 Visit Ukiah 200 City Adminstrative Services $59,055.19 777 Airport Fund $8,427.33 201 Worker's Comp Fund $68,373.39 778 Airport Capital Improvement Fund 202 Liability Fund $11,813.77 779 Special Aviation Fund 203 Garage Fund $25,466.92 800 Electric Fund $1,157,100.20 204 Purchasing Fund $725.74 801 Electric Capital Reserve Fund $653,185.67 205 Billing & Collections Fund $18,722.32 803 Lake Mendocino Bond Reserve $516,425.00 206 Public Safety Dispatch Fund $97,243.79 805 Street Lighting Fund $9,073.95 207 Payroll Posting Fund $427,051.30 806 Public Benefits Fund $3,605.00 208 Building Maintenance/Corp Yard Fund $48,810.07 807 Cap and Trade 209 IT Fund $35,536.26 820 Water Fund $140,125.67 220 Equipment Reserve Fund 821 Water Capital Reserve Fund $2,523.75 249 City Housing Bond Proceeds 822 Water Capital Improvement Fund $913.71 250 Special Revenue Fund 830 Recycled Water Fund $756,766.06 251 Special Projects Reserve Fund 840 City/District Sewer Fund $256,437.33 252 Streets/ROW Improvement Fund 841 Sewer Contruction Fund $999,215.02 253 CITY PROP 172 843 Sewer Capital Fund 300 Park Development Fund 900 Special Deposit Trust $2,238.13 301 Anton Stadium Fund 901 General Service (Accts Recv) 302 Observatory Park Fund 902 U.S.W. Billing & Collection $69,591.73 303 Playground & Park Amenities Fund 903 Public Safety - AB 109 $0.00 304 Swimming Pool Fund 905 Federal Emergency Shelter Grant 305 Riverside Park Fund 905 Mendocino Emergency Service Authority 306 Skate Park Fund 911 Russian River Watershed Association $26,097.94 308 Opioid Settlement Fund 915 UVFD $284.25 310 Museum Grants $0.00 916 UVFD PROP 172 311 Alex Rorbaugh Recreation Center Fund $4,468.89 917 UVFD Measure B 312 Downtown Business Improvement Fund $5,036.12 918 UVFD Mitigation 313 LMIHF Housing Asset Fund 920 MSWMA Operations $31,612.60 314 Winter Special Events $31,449.12 922 Millview County Water District $19,180.78 315 Advanced Planning Fund 927 Redwood Valley Water District $11,944.90 316 SPECIAL RECREATION EVENTS 940 Sanitation District Special Fund 500 2106 Gas Tax Fund 942 Rate Stabilization - UVSD Fund 501 2107 Gas Tax Fund 943 Sanitation District Capital Improvement Fund 503 2105 Gas Tax Fund 952 REDIP Sewer Enterprise Fund 505 Signalization Fund 960 Community Redevelopment Agency 506 Bridge Fund 961 RDA Housing Pass-Through 507 1998 STIP Augmentation Fund 962 Redevelopment Housing Fund 508 SB325 Reimbursement Fund 963 Housing Debt 509 S.T.P. Fund 964 RDA Capital Pass-Through 510 Trans-Traffic Congest Relief Fund 965 Redevelopment Capital Improvement Fund 511 Rail Trail Fund 966 Redevelopment Debt Service 600 Community Development Block Grant 967 Housing Bond Proceeds 601 EDBG 94-333 Revolving Loan 968 Non-Housing Bond Proceeds 602 Community Development Fund 969 RDA Obligation Retirement Fund 603 08-HOME-4688 844/944 Sewer Capital Projects Fund $4,512.39 604 CDBG Grant 09-STBG-6417 605 11-HOME-7654 Fund $0.00 606 CDBG Grant 10-EDEF-7261 607 Prop 84 Grant Fund 609 13-CDBG-8940 610 City RDA Projects Fund 613 Home Program Activities Retainage Withheld $74,547.28 620 CASP Train 611 CDBG 16-CDBG-11147 630 Asset Seizure Fund 631 Asset Seizure Fund (Drug/Alcohol) 633 H & S Education 11489(B)(2)(A1) 634 Federal Asset Seizure Grants 635 SUP Law Enforcement Service Fund 636 CBTHP Officer 637 Local Law Enforcement Block Grant 638 Asset Forfeiture 11470.2 H & S 639 Special Revenue - Police 640 Parking District Fund $564.53 670 Federal American Rescue Fund 691 Museum Fund 695 Transfer Station Fund 696 Solid Waste Mitigation Fund $12,204.59 PAYROLL CHECK NUMBERS: 517055-517149 DIRECT DEPOSIT NUMBERS: 134297-134634 TOTAL DEMAND PAYMENTS- A/P CHECKS $5,905,748.07 PAYROLL PERIOD: 01/19/25-02/01/25 TOTAL DEMAND PAYMENTS- EFT's $0.00 PAYROLL CHECK NUMBERS: 517150-517243 TOTAL PAYROLL CHECKS & DIRECT DEPOSITS $1,554,154.52 DIRECT DEPOSIT NUMBERS: 134635-134986 TOTAL PAYROLL EFT's (TAXES, PERS, VENDORS)$854,480.13 PAYROLL PERIOD: 02/02/25-02/15/25 * vendor name( if applicable) PAYROLL CHECK NUMBERS: DIRECT DEPOST NUMBERS: PAYROLL PERIOD: VOID CHECK NUMBERS: NA TOTAL PAYMENTS $8,314,382.72 517055; 517150-517152 WIRE TRANSFER NUMBERS: 132 CERTIFICATION OF CITY CLERK This register of Payroll and Demand Payments was duly approved by the City Council on ____________________. City Clerk APPROVAL OF CITY MANAGER CERTIFICATION OF DIRECTOR OF FINANCE I have examined this Register and approve same.I have audited this Register and approve for accuracy and available funds. ____________________________________________________________________________________________ City Manager Director of Finance MANUAL CHECK NUMBERS: CITY OF UKIAH REPORT OF DISBURSEMENTS REGISTER OF PAYROLL AND DEMAND PAYMENTS FOR THE MONTH OF FEBRUARY 2025 Page 19 of 427 Account Code Summary Attachment 2 10000000 GENERAL FUND 20012300 COMMUNITY OUTREACH/PUBLIC INFO 10017200 SUCCESSOR AGENCY 20012500 CITY CLERK 10020000 POLICE - GEN FUND 20012600 ECONOMIC DEVELOPMENT 10020210 POLICE PATROL 20012800 EMERGENCY MANAGEMENT 10020214 POLICE VOLUNTEERS 20013210 ACCOUNTS PAYABLE 10020216 COPS GRANT 20013220 PAYROLL 10020217 POLICE ANIMAL CONTROL 20013400 ACCOUNTING 10020218 POLICE CSO 20013401 BUDGET MANAGEMENT 10020220 CODE ENFORCEMENT 20014000 CITY ATTORNEY 10020224 MAJOR CRIMES TASK FORCE 20015100 CITY TREASURER 10021210 CITY FIRE 20016100 HUMAN RESOURCES 10022100 PARKS 20023510 HOUSING GRANTS 10022300 AQUATICS 20023520 NON-HOUSING GRANTS 10022700 MUSEUM - GEN FUND 20100000 WORKER'S COMP FUND 10022810 RECREATION ADMINISTRATION 20116220 WORKERS COMPENSATION 10022821 ADULT BASKETBALL 20200000 LIABILITY FUND 10022822 ADULT SOFTBALL 20216200 RISK MANAGEMENT 10022824 CO-ED VOLLEYBALL 20300000 GARAGE FUND 10022831 YOUTH BASKETBALL 20324100 GARAGE 10022832 YOUTH SOFTBALL 20324110 FLEET MAINTENANCE 10022840 DAY CAMP 20400000 PURCHASING FUND 10022850 CLASSES & CLINICS 20413500 PURCHASING 10022860 SPECIAL ACTIVITIES 20413510 CAPITAL ASSET MANAGEMENT 10022900 COMM SVCS SPECIAL SERVICES 20413520 GRANTS AND SPECIAL PROJECTS 10023100 PLANNING SERVICES 20414000 LEGAL SERVICES/EXPENSES 10023110 CURRENT PLANNING 20500000 BILLING AND COLLECTION FUND 10023300 BUILDING INSPECTION 20513300 UTILITY BILLING 10023320 BUILDING INSPECTION 20513380 METERING-ELECTRIC 10023411 CDBG GENERAL ADMIN 20513382 METERING-WATER 10024200 ENGINEERING/STREETS 20600000 PUBLIC SAFETY DISPATCH FUND 10024210 ENGINEERING 20620231 POLICE UKIAH DISPATCH 10024214 TRAFFIC SIGNAL OPERATIONS 20620232 POLICE FT BRAGG DISPATCH 10024224 STORM WATER 20700000 PAYROLL POSTING FUND 10024310 CORP YARD MAINTENANCE 20800000 BUILDING & MAINTENANCE 10024620 STREETS 20822500 BUILDING & MAINTENANCE 10100000 GF- (SUB-FUND) VISIT UKIAH 20824300 BLDG MAINT CORP YARD 10112700 GF-(SUB-FUND) VISIT UKIAH 20900000 IT FUND 10500000 MEASURE S GENERAL FUND 20913900 INFORMATION TECHNOLOGY 10521210 FIRE AUTHORITY 22000000 FIXED ASSET FUND 10600000 USDA FOREST SERV CWDG 25100000 SPECIAL PROJECTS RESERVE FUND 12000000 STREET REHABILITATION 25200000 STREETS/ROW IMPROVEMENT FUND 12024200 PUBLIC WORKS ENGINEERING 25224220 STREETS/ROW IMPROVEMENT FUND 13000000 GOV'TL DEBT SVC/RESERVE FUND 25300000 PROP 172 FUND 13100000 DEBT SERVICE RESERVE 2022 LRB 25321210 CITY FIRE 20000000 CITY ADMINISTRATIVE SERVICES 30000000 PARK DEVELOPMENT FEES FUND 20010000 CITY COUNCIL 30022200 PARK DEVELOPMENT 20012100 CITY MANAGER 30100000 ANTON STADIUM FUND Page 20 of 427 Account Code Summary Attachment 2 20012200 ADMINISTRATIVE SUPPORT 63500000 SUP.LAW ENFORCE.SVC.FD(SLESF) 30200000 OBSERVATORY PARK FUND 63520210 SLESF 30300000 PLAYGROUND & PARK AMENITIES FU 63600000 CBTHP OFFICER 30322230 PLAYGROUND AND PARK AMENITIES 63620210 CBTHP OFFICER 30400000 SWIMMING POOL FUND 63800000 ASSET FORFEITURE 11470.2 H&S F 30522250 RIVERSIDE PARK 63820210 ASSET FORFEITURE 11470 EXPENDI 30600000 SKATE PARK FUND 63900000 SPECIAL REVENUE POLICE 30700000 SOFTBALL COMPLEX FUND 64000000 PKG. DIST. #1 OPER & MAINT FUN 30800000 OPIOD SETTLEMENT FUND 64012600 ECONOMIC DEVELOPMENT 31100000 ARRC GENERAL OPERATING FUND 64020213 POLICE PARKING ENFORCEMENT 31122000 ARRC 67000000 FEDERAL AMERICAN RESCUE FUNDS 31200000 DOWNTOWN BUSINESS IMPROVEMENT 69500000 TRANSFER STATION 31212600 ECONOMIC DEVELOPMENT 69624000 SOLID WASTE MITIGATION FUND 31300000 LMIHF HOUSING ASSET FUND 70000000 SANITARY DISPOSAL SITE FUND 31323400 HOUSING 70024500 LANDFILL 700 31323431 LMI GENERAL ADMIN 70124500 LANDFILL CORRECTIVE 31500000 ADVANCED PLANNING FUND 70200000 DISPOSAL CLOSURE RESERVE FUND 31523100 COMMUNITY PLANNING 70224500 LANDFILL CLOSURE 31600000 SPECIAL RECREATION EVENTS 70400000 POST CLOSURE FUND-SOLID WASTE 31622861 SPECIAL RECREATION EVENTS 71000000 AMBULANCE SERVICES FUND 50000000 GAS TAX FUND 71021100 AMBULANCE SERVICES 50024214 TRAFFIC SIGNAL OPERATIONS 72000000 GOLF FUND 50500000 SIGNALIZATION FUND 72022400 GOLF 50800000 SB325 REIMBURSEMENT FUND 73000000 CONFERENCE CENTER FUND 50824210 SB325 ENGINEERING 73022600 CONFERENCE CENTER 50900000 S.T.P.77700000 AIRPORT FUND 50924210 STP ENGINEERING 77714000 CITY ATTORNEY 51100000 RAIL TRAIL FUND 77725200 AIRPORT OPERATIONS 51124210 Rail Trail 77800000 AIRPORT CAPITAL IMPROVEMENT FU 60000000 COMM. DEVELOPMT. BLOCK GRANT F 77825200 AIRPORT CAPITAL 60023411 CDBG GENERAL ADMIN 77900000 SPECIAL AVIATION FUND 60023412 CDBG ACTIVITY DELIVERY 77925200 AIRPORT SPECIAL 61100000 CDBG 16-CDBG-11147 80000000 ELECTRIC FUND 61112600 CDBG ECONOMIC DEVELOPMENT 80014000 CITY ATTORNEY 61123410 16-CDBG-11147 80026110 ELECTRIC OVERHEAD 61123411 CDBG GENERAL ADMIN 80026120 ELECTRIC UNDERGROUND 61200000 FUND 612 UNASSIGNED 80026200 TELEMETRY & CALIBRATION 61223400 HOME CDD HOUSING 80026210 SUBSTATION 61223422 HOME ACTIVITY DELIVERY 80026220 HYDROELECTRIC PLANT 61323400 HOME HOUSING ACTIVITIES 80026400 ELECTRIC ADMINISTRATION 61323421 HOME GENERAL ADMIN 80026440 POWER PURCHASES 62000000 CASP CERTIF & TRAINING 80100000 ELECTRIC CAPITAL RESERVE FUND 62023320 CASP CERTIF & TRAINING 80126100 ELECTRIC CIP 63000000 ASSET SEIZURE FUND 80126220 HYDROELECTRIC PLANT 63020210 ASSET SEIZURE EXPENDITURE 80500000 STREET LIGHTING FUND 63300000 H&S EDUCATION 11489(B)(2)(A1)80526150 STREET LIGHTING 63320210 H&S ASSET SEIZURE EXPENDITURE 80600000 PUBLIC BENEFITS CHARGES FUND Page 21 of 427 Account Code Summary Attachment 2 63400000 FEDERAL ASSET SEIZURE GRANTS F 63420250 FED ASSET SEIZURE EXPENDITURE 80626450 PUBLIC BENEFITS 80700000 ELECTRIC CAP AND TRADE FUND 80800000 ELECTRIC LOW CARBON FUEL STDS 80826100 ELECTRIC LOW CARBON FUEL STDS 82000000 WATER FUND 82027110 WATER 82027111 PROD OPERATIONS & MAINTENANCE 82027114 DISTRIB OPERATIONS & MAINT 82100000 WATER CAPITAL RESERVE FUND 82200000 WATER CONNECTION FEE FUND 82227113 WATER DISTRIBUTION CAPITAL 83000000 RECYCLED WATER 83027330 RECYCLED WATER 84000000 CITY/DIST. SEWER OPERATING FUN 84027220 WASTE WATER 84027221 CITY WASTE O & M 84027225 WASTE TREATMENT O & M 84100000 SEWER BOND DEBT SERVICE FUND 84127226 WASTEWATER TREATMENT CAPITAL 84200000 RATE STABILIZATION-CITY FUND 84300000 CONNECTION FEE SEWER FUND (CAP 84400000 CITY SEWER CAPITAL PROJECTS FU 84427221 CITY WASTEWATER O&M 844 84427222 CITY WASTE CAPITAL 90000000 SPECIAL DEPOSIT TRUST FUND 91500000 UKIAH VALLEY FIRE DEPARTMENT 91521400 UVFD FIRE ADMINISTRATION 91600000 UVFD PROP 172 91621400 UVFD PROP 172 91700000 UVFD MEASURE B UNASSIGNED 91721400 UVFD FIRE 91800000 UVFD MITIGATION FEES 91821400 UVFD MITIGATION 92000000 MSWMA OPERATIONS 92200000 MILLVIEW COUNTY WATER DISTRICT 92700000 REDWOOD VALLEY WATER DISTRICT 96900000 REDEVELOPMENT OBLIGATION RETIR 96917200 SUCCESSOR AGENCY 96995669 969 - RDA OBLIGATION RETIREMEN Page 22 of 427 51211 PERS UNFUNDED LIABILITY 54101 POSTAGE 51220 INSURANCE 54102 SMALL TOOLS 51230 WORKERS COMP 54103 LAB SUPPLIES 51240 MEDICARE 54106 SPECIALTY SUPPLIES 51260 FICA 54107 EMS SUPPLIES 51270 UNIFORM ALLOWANCE 54120 PW - SPECIAL SUPPLIES 51290 CELL PHONE STIPEND 54121 PW - ASPHALT CONCRETE 52100 CONTRACTUAL SERVICES 54122 PW - AGGREGATE BASE 52110 AMBULANCE BILLING 54124 PW - CONCRETE/SUPPLIES 52111 DEFIBRILLATOR MAINTENANCE 54125 PW - TRAFFIC PAINT 52112 M. S. OVERSIGHT 54126 PW-PREMARKS 52113 PLANNING STUDIES 54127 PW - SIGN POSTS/SHEETING 52114 COMPLIANCE STUDIES 54128 PW - COLD PATCH MATERIAL 52130 EDUCATIONAL & MARKETING MATL'S 54129 PW - TACK OIL 52131 ASSISTANCE TO SENIORS 54130 PW - SAFETY 52133 MONTHLY DISCOUNT PROGRAM 54131 PW - BARRICADES & CONES 52134 GENERAL ADMIN 54161 BACKGROUND & PHYSICALS 52135 ENERGY CONSERVATION PROGRAM 54162 ADVERTISING 52137 PUBLIC BENEFITS PROGRAM MGMT 54163 INTERVIEW SUPPLIES 52139 RESEARCH DEVELOPMENT & DEMO 54165 NEW EMPLOYEE FINGERPRINT 52150 LEGAL SERVICES/EXPENSES 54166 DOT TESTING PROGRAM 52151 EMPLOYEE BENEFIT ADMIN FEES 54167 EMPLOYEE DEVELOPMENT 52155 ACTIVITY DELIVERY 54169 LIVESCAN 52180 SECURITY SERVICES 54201 PRISONER EXPENSE 52181 VOLUNTEER EXPENSES 54202 MAJOR CRIME INVESTIGATIONS 52301 PROPERTY TAX ADMIN FEE 54203 RECRUITMENT 52304 LAFCO FEES AND PROP TAX EXP 54320 SOFTWARE 52500 TRUSTEE FEES 54330 COMPUTER AND TECHNOLOGY 52510 ADVERTISING & PROMOTION 54500 EQUIP RENTS AND LEASES 52515 ADVERTISING & PUBLICATION 54700 FINES & PENALTIES 52521 LIABILITY INSURANCE PREMIUM 55100 TELEPHONE 52522 LIABILITY & PROPERTY DEDUCT 55200 PG&E 52524 PROPERTY INSURANCE PREMIUM 55210 UTILITIES 52525 WORKER'S COMP. EXPENSE 56100 VEHICLE & EQUIPMENT MAINT. & R 52526 REMIF ASSESSMENT PAYMENTS 56112 EQUIPMENT PARTS FOR RESALE 52527 A.D.P. PREMIUM & DEDUCTIBLE 56120 EQUIPMENT MAINTENANCE & REPAIR 52528 LIABILITY INSURANCE 56125 LAB EQUIP-REPAIR & MAINT. 52529 EARTHQUAKE & FLOOD (DIC)56130 EXTERNAL SERVICES 52532 SAFETY & TRAINING SUPPORT 56210 FUEL & FLUIDS 52533 UVFA RETIREE HEALTH INS 56300 BUILDING MAINT. & REPAIR 52600 RENT 56410 EQUIPMENT RENTAL - PRIVATE 52601 DATA STORAGE & CONNECTIVITY 56504 FACILITY MAINTENANCE & REPAIR 52602 RENTAL OF CITY PROPERTY 56600 AIRFIELD MAINTENANCE & REPAIR 52841 SUCCESSOR AGENCY ADMIN 57100 LEARNING AND DEVELOPMENT 53000 LAWSUIT SETTLEMENT 57101 CONF & TRAINING-AQUATICS 54100 SUPPLIES 57300 MEMBERSHIPS & SUBSCRIPTIONS Object Code Summary Attachment 3 Page 23 of 427 58101 NCPA PLANT GENERATION 58102 NCPA POWER PURCHASES 58103 NCPA TRANSMISSION 58104 NCPA MANAGEMENT SERVICES 58105 NCPA THIRD PARTY SALES 58202 CHEMICALS 58401 AVIATION FUEL 58410 GARAGE LUBRICANTS & PARTS 58510 REIMBURSABLE JOBS 59100 PROPERTY TAXES PAID 59101 FEES 59102 FRANCHISE FEES 59105 CONTRIBUTIONS TO OTHER AGENCY 59106 SENIOR TRASH SUBSIDY 59108 BANK FEES 59400 OTHER EXPENSES 59500 LOANS ISSUED 59502 SCHOLARSHIPS 61200 PURCHASING ALLOCATION 61300 BILLING & COLLECTION ALLOCATIO 61410 RENT ALLOCATION 61420 BUILDING MAINTENANCE ALLOCATIO 61422 IT ALLOCATION 61430 CORP YARD ALLOCATION 61500 INSURANCE ALLOCATION 61600 GARAGE ALLOCATION 61700 DISPATCH 62100 ADMIN & OVERHEAD ALLOCATION 63000 INTERFUND SERVICES USED 70101 LOAN PAYMENTS MADE 70102 BOND INTEREST EXPENSE 70103 LOAN INTEREST 70201 LOAN PRINCIPAL PAYMENTS 70202 BOND PRINCIPAL PAYMENTS 74500 CAPITAL LEASE PRINCIPAL 74501 CAPITAL LEASE INTEREST 80100 MACHINERY & EQUIPMENT 80210 LAND ACQUISITION 80220 BUILDING IMPROVEMENTS 80230 INFRASTRUCTURE 90100 LOAN PROCEEDS 90101 LOAN PAYMENT RECEIVED Page 24 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail The following list of bills payable was reviewed and approved for payment. Signature List of Checks Presented for Approval on 2/7/2025 Attachment 4 Page 25 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/7/2025 Page 26 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/7/2025 Page 27 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/7/2025 Page 28 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/7/2025 Page 29 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/7/2025 Page 30 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/7/2025 Page 31 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/7/2025 Page 32 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/7/2025 Page 33 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/7/2025 Page 34 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/7/2025 Page 35 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail The following list of bills payable was reviewed and approved for payment. Signature List of Checks Presented for Approval on 2/14/2025 Page 36 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/14/2025 Page 37 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/14/2025 Page 38 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/14/2025 Page 39 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/14/2025 Page 40 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/14/2025 Page 41 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/14/2025 Page 42 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/14/2025 Page 43 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/14/2025 Page 44 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail The following list of bills payable was reviewed and approved for payment. Signature List of Checks Presented for Approval on 2/21/2025 Page 45 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/21/2025 Page 46 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/21/2025 Page 47 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/21/2025 Page 48 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/21/2025 Page 49 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/21/2025 Page 50 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/21/2025 Page 51 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/21/2025 Page 52 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/21/2025 Page 53 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/21/2025 Page 54 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/21/2025 Page 55 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/21/2025 Page 56 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/21/2025 Page 57 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/21/2025 Page 58 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/21/2025 Page 59 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/21/2025 Page 60 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/21/2025 Page 61 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail The following list of bills payable was reviewed and approved for payment. Signature List of Checks Presented for Approval on 2/28/2025 Page 62 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/28/2025 Page 63 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/28/2025 Page 64 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/28/2025 Page 65 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/28/2025 Page 66 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/28/2025 Page 67 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/28/2025 Page 68 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/28/2025 Page 69 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/28/2025 Page 70 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/28/2025 Page 71 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/28/2025 Page 72 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/28/2025 Page 73 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/28/2025 Page 74 of 427 Invoices Vendor Name Invoice # Invoice Description Invoice Amt Account Detail and Allocation Detail List of Checks Presented for Approval on 2/28/2025 Page 75 of 427 Page 76 of 427 Page 77 of 427 Page 1 of 2 Agenda Item No: 8.b. MEETING DATE/TIME: 3/19/2025 ITEM NO: 2025-203 AGENDA SUMMARY REPORT SUBJECT: Authorize the City Manager to Negotiate and Execute an Amendment to the Contract for Medical Control Oversight with Dr. Brandon Begley, Extending the Contract to the End of the 24/25 Fiscal Year and an Increase in the Amount of $14,700 for a Total Compensation of $86,700. DEPARTMENT: Fire PREPARED BY: Myles Fisette, Purchasing Manager PRESENTER: Doug Hutchison, Fire Chief ATTACHMENTS: 1. ASR - Item 7e 3-17-21 2. Contract 2021-181 Summary: Council will consider authorizing the City Manager to negotiate and execute Amendment No. 2 to City of Ukiah Contract No. 2021-181, a Professional Services Agreement for Medical Direction Oversight with Dr. Brandon Begley in the amount of $14,700.00 to extend the existing contract through the end of the 24/25 Fiscal Year. Background: All agencies in California that provide Advanced Life Support (ALS) services are required to have a Medical Director for oversight of the program under Title 22 regulations. In 2021, the Ukiah Valley Fire Authority (UVFA) contracted with Dr. Brandon Begley for these services as approved by Council (Attachment #1). The resulting contract is provided for as Attachment 2; services began on June 1, 2021. Discussion: In 2023, the Ukiah Valley Fire Authority implemented a new Continuous Quality Improvement (CQI) program to ensure the objective review of all Patient Care Reports (PCRs). Previously, these reviews were performed by on-duty team members as part of their assigned duties. However, increasing call volumes and task saturation from additional assigned duties led staff to seek external support. Dr. Begley, already under contract with UVFA, for controlled substance authorization and limited on-call CQI oversight, now plays a more active role under the new program. As Medical Director, he reviews PCRs and engages directly with paramedics when issues arise. This shift has significantly increased his time commitment, especially at the beginning of the program. In 2023, UFVA generated over 3,000 PCRs, many of which require his review, particularly in the early stages of the program. Staff recommends extending the contract with Dr. Begley through the end of the 24/25 Fiscal Year to maintain continuity of review services and allow time to develop a new procurement for ongoing services that aligns with the current scope of duties. Funds will be made available through an internal budget transfer; therefore, a budget amendment is not needed. Recommended Action: Authorize the City Manager to negotiate and execute an amendment to the contract for Medical Control Oversight with Dr. Brandon Begley, increasing the total compensation to $86,700.00 and extending the contract to the end of the 24/25 Fiscal Year. BUDGET AMENDMENT REQUIRED: No CURRENT BUDGET AMOUNT: N/A Page 78 of 427 Page 2 of 2 PROPOSED BUDGET AMOUNT: N/A FINANCING SOURCE: REVENUE: Yes / No GRANT: Yes / No PREVIOUS CONTRACT/PURCHASE ORDER NO.: 2021181 COORDINATED WITH: Doug Hutchison, Fire Chief; Jessie Brunell, Controller; Eric Singleton, Battalion Chief STRATEGIC PLAN (SP): CLIMATE INITIATIVES (CI): GENERAL PLAN ELEMENTS (GP): Page 79 of 427 Page 1 of 2 Agenda Item No: 7.e. MEETING DATE/TIME: 3/17/2021 ITEM NO: 2021-761 AGENDA SUMMARY REPORT SUBJECT: Consideration and Possible Action to Enter into a Professional Services Agreement with Dr. Brandon Begley, MD, to Provide Medical Direction Oversight to the Ukiah Valley Fire Authority (UVFA) for Paramedic Services. DEPARTMENT: Fire PREPARED BY: Doug Hutchison, Fire Chief PRESENTER: Consent Calendar ATTACHMENTS: 1.Medical Director SOW and Functionsv_1 Summary: Council will consider approval of a contract with Dr. Brandon Begley, MD to provide Medical Direction oversight. Background: Every agency providing Advanced Life Support (ALS) in California is required by Title 22 regulations to have a Medical Director to provide oversight to ALS providing agencies. By these provisions the agency’s paramedics work under the Doctor's medical license. Discussion: The Ukiah Valley Fire Authority (UVFA) provides ALS care daily with ambulance service and ALS capabilities on staffed fire engines. Current Medical Director services are limited to signatures for required pharmaceutical purchases, including controlled substances. The proposed agreement will provide the Fire Authority with Medical Director services that will expand existing services to include continuing education, provide oversight and quality assurance of our paramedics, and assist with protocol development and implementation. Dr. Begley was chosen for his extensive experience in emergency medicine. Dr. Begley started his medical career as a Paramedic and thus is acutely aware of the job and what it entails. Dr. Begley is a practicing Emergency Department physician, and also serves as the medical director for Med Star ambulance. As such, Dr. Begley will be able to provide the service that we need to continuously increase the effectiveness of our Paramedic program, as well as the quality of care that we provide. Attachment 1 shows a Scope of Work and Essential Functions of the Medical Director for the UVFA. Recommended Action: Approve a three-year Professional Services Agreement with Brandon Begley, MD, to provide Medical Direction oversight, at an amount not to exceed $10,000.00 per year. BUDGET AMENDMENT REQUIRED: No. CURRENT BUDGET AMOUNT: 10021210.52112: $5,000.00; 71021000.52112: $3,000 PROPOSED BUDGET AMOUNT: N/A FINANCING SOURCE: N/A PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A COORDINATED WITH: Doug Hutchison- Fire Chief, Justin Buckingham- Battalion Chief Attachment 1 Page 80 of 427 Attachment 2 Page 81 of 427 Page 82 of 427 Page 83 of 427 Page 84 of 427 Page 85 of 427 Page 86 of 427 Page 87 of 427 Page 88 of 427 Page 89 of 427 Page 90 of 427 Page 1 of 2 Agenda Item No: 8.c. MEETING DATE/TIME: 3/19/2025 ITEM NO: 2025-253 AGENDA SUMMARY REPORT SUBJECT: Consideration of Approval of a Budget Amendment in the Amount of $10,000 to Fund an Amendment to the Professional Services Agreement with Community Development Services for Professional Consulting Services Related to CDBG Business Assistance Program Loan Underwriting. DEPARTMENT: Community Development PREPARED BY: Jim Robbins, Housing and Grants Manager PRESENTER: Jim Robbins, Housing and Grants Manager ATTACHMENTS: 1. Agreement_2324-105_CDS_9-25-23 2. Agreement_CDS_COU_Amendment_1 Summary: Council is requested to consider approval of a budget amendment in the amount of $10,000 to fund an amendment to the professional services agreement with Community Development Services for performing loan underwriting and consulting services related to the City's State Community Development Block Grant (CDBG) Business Assistance Program. Background: City Council approved the professional services agreement between the City and Community Development Services (CDS), COU No. 2324-105 (Attachment 1), on September 20, 2023, in the amount of up to $5,356 for State Community Development Block Grant (CDBG) Business Assistance program loan underwriting services. Between 2022 and 2024, with the underwriting and consulting assistance from CDS, Staff completed loans assisting six small businesses. All loans were funded by CDBG funds within standard agreement No. 20- CDBG-12041 and CDBG Program Income (PI). Loans provided to these six Ukiah businesses created and/or retained approximately eight full-time jobs. By May 2024, the City had expended all Business Assistance Program grant funds within 20-CDBG-12041. Discussion: Although the City's Business Assistance program, which has been in existence since 2010, has been successful in delivering financial assistance to start-ups and existing businesses, a critical need long expressed by existing businesses has been for a facade improvement program. Since the loss of State Redevelopment funding in 2011, the City has in the past been unable to identify a funding source that would provide adequate grant funding to stand up such a program. However, given the City's recent modeling of other CDBG programs, including the COVID-19 forgivable business assistance loan program and the combination Housing Rehabilitation and Code Enforcement Services program, as well as HCD's support and funding of the City's efforts to model such programs, Staff believes the City's existing Business Assistance program can be modified to create a facade improvement program. If Staff can design such a program and secure support/approval from HCD, the City could pursue an application for up to $1.5 million in funding in response to the 2025 Notice of Funding Availability (NOFA). CDS, which has been the City's CDBG Business Assistance partner since approximately 2012-13 and which has worked side-by-side Staff in developing the CDBG business assistance forgivable loan program, is a key partner for this analysis and research.To assist Staff in developing a redesigned Business Assistance program Page 91 of 427 Page 2 of 2 with a facade improvement component, Staff is requesting a budget amendment of $10,000 to increase the contract funding (Attachment 2) for CDS to support this work. Recommended Action: Staff recommends that Council approve a budget amendment in the amount of $10,000 to fund an amendment to the professional services agreement with Community Development Services for professional consulting services related to CDBG Business Assistance Program loan underwriting. BUDGET AMENDMENT REQUIRED: Yes CURRENT BUDGET AMOUNT: 20023510.52100: $2,000 PROPOSED BUDGET AMOUNT: 20023510.52100: $12,000 FINANCING SOURCE: Cost Allocation REVENUE: Yes / No GRANT: Yes / No PREVIOUS CONTRACT/PURCHASE ORDER NO.: 2324-105 COORDINATED WITH: Craig Schlatter, Community Development Director; Mary Horger, Financial Services Manager STRATEGIC PLAN (SP): SP 4A - Identify and remove barriers to economic development while leveraging economic opportunities. CLIMATE INITIATIVES (CI): N/A GENERAL PLAN ELEMENTS (GP):GP-A2 - Economic Development Element, goal ED-10. Page 92 of 427 ATTACHMENT 1 Page 93 of 427 Page 94 of 427 Page 95 of 427 Page 96 of 427 Page 97 of 427 Page 98 of 427 Page 99 of 427 Page 100 of 427 Page 101 of 427 Page 102 of 427 Page 103 of 427 Page 104 of 427 Page 105 of 427 Page 106 of 427 COU #2324‐105 Amendment 1 CITY OF UKIAH AMENDMENT 1 TO PROFESSIONAL SERVICES AGREEMENT BETWEEN COMMUNITY DEVELOPMENT SERVICES and THE CITY OF UKIAH This Amendment No. 1, entered on March 20, 2025, revises the Agreement for Professional services dated September 25, 2023 between the City of Ukiah and Community Development Services, for professional consulting services relating to CDBG Business Assistance Program loan underwriting. This Amendment No. 1 adds an additional not-to-exceed amount of $10,000.00, for a total revised contract amount of $15,356.00. This Amendment No. 1 also extends the time period of the contract an additional 24 months from September 25, 2024, as amended, from the original contract date of September 25, 2023, and as authorized under Section 3.1 of the Professional Services Agreement, to a new completion date of September 25, 2026. Except as expressly amended by this Agreement, all other terms and conditions of the agreement remain unchanged and in full force and effect. IN WITNESS WHEREOF, THE PARTIES HAVE EXECUTED THIS AMENDMENT ON THE EFFECTIVE DATE: COMMUNITY DEVELOPMENT SERVICES BY: DATE: JEFF LUCAS, PRINCIPAL CITY OF UKIAH BY: ___ DATE: SAGE SANGIACOMO, CITY MANAGER ATTEST BY: DATE: KRISTINE LAWLER, CITY CLERK ATTACHMENT 2 Page 107 of 427 Page 1 of 2 Agenda Item No: 8.d. MEETING DATE/TIME: 3/19/2025 ITEM NO: 2025-256 AGENDA SUMMARY REPORT SUBJECT: Report of Disposition of Surplus Materials, Used Equipment, and Supplies. DEPARTMENT: Finance PREPARED BY: Myles Fisette, Purchasing Manager PRESENTER: Consent Calendar ATTACHMENTS: 1. SoldAssetReport Summary: Council will receive a report of the disposition of surplus materials, used equipment, and supplies. Background: In January 2025 an on-line auction was released for the sale of miscellaneous items from City departments that have been determined obsolete, or in poor condition, and no longer used. As per policy, all departments were notified of the availability of these items in surplus prior to the auction, in the case of an unknown use for another department. The total amount of the sale was $36,898. Attachment 1 provides the list of items sold, the amount they sold for, and the departments the sale proceeds have been applied to. Discussion: At the time of the auction, in addition to the wide-span marketing that GovDeals.com conducts, alerts of the auction were placed on the City's website, ads were run in The Ukiah Daily Journal, and banners were posted to attract potential local buyers to the sale. GovDeals.com is used by public agencies throughout the country to sell surplus items. The auction is accessible both locally and abroad. Recommended Action: Receive and file report regarding the disposition of surplus materials, used equipment, and supplies. BUDGET AMENDMENT REQUIRED: N/A CURRENT BUDGET AMOUNT: N/A PROPOSED BUDGET AMOUNT: N/A FINANCING SOURCE: N/A REVENUE: Yes / No GRANT: Yes / No PREVIOUS CONTRACT/PURCHASE ORDER NO.:N/A COORDINATED WITH: Mary Horger, Financial Services Manager; Dave Mendez, Buyer II; David Kirch, Fleet & Facilities Maintenance Manager STRATEGIC PLAN (SP):N/A CLIMATE INITIATIVES (CI):N/A GENERAL PLAN ELEMENTS (GP):N/A Page 108 of 427 Page 2 of 2 Page 109 of 427 Attachment 1 Item #ID Inventory ID Description Category Sold Amount Tax Department 1 195 195 Wood Dance Floor Fitness and Recreation Equipment $210.00 20.97 Community Services 2 196 196 Conference Chairs Office Furniture and Equipment $10.00 1.00 WWTP 3 198 198 Kawasaki Push Mower Mowing Equipment $130.00 12.98 WWTP 4 199 199 SMC Scraper Tractor Rake Attachment Agricultural and Forestry Equipment $307.00 30.65 WWTP 5 200 200 Dredge - Rotomite 142P Heavy Equipment and Construction $6,980.00 696.91 WWTP 6 201 201 Server Cabinets Computer accessories $10.00 1.00 WWTP 7 202 202 Ridgid Gas Engine Portable Air Compressor Compressors $94.00 9.39 WWTP 8 203 203 Brush Push Mower- Craftsman Weed Trimmer Mowing Equipment $10.00 1.00 WWTP 9 205 205 3 Phase Air Compressor Compressors $10.00 1.00 WWTP 10 207 207 Stihl Weed Eater Mowing Equipment $40.00 3.99 WWTP 11 208 208 Homelite Mini Chainsaw Agricultural and Forestry Equipment $27.00 2.70 WWTP 12 209 209 30" DAYTON DIAMETER BELT DRIVE TUBEAXIAL Industrial Process and Production Equipment $310.00 30.95 Electric Utilities 13 210 210 2010 Chevrolet Express Ambulance/Rescue $2,691.00 0.00 Fire 14 211 1000 WIRTGEN W500 ASPHALT GRINDER Asphalt Equipment $9,600.00 958.50 Streets 15 212 3760 1997 Dodge Ram 1500 LT Reg. Cab 6.5-ft. Bed 2WD Pickup Trucks $1,888.00 0.00 Electric Utilities 16 213 213 Dual Axle Trailer Trailers $925.00 0.00 Streets 17 214 214 Eagle Compressor Trailer Trailers $4,750.00 0.00 Fire 18 215 215 2014 Ford Taurus Automobiles/Cars $691.00 0.00 Police 19 216 216 2015 Ford Explorer SUV $975.00 0.00 Police 20 217 217 2015 Ford Explorer SUV $1,500.00 0.00 Police 21 218 218 2009 Ford Crown Victoria Automobiles/Cars $430.00 0.00 Police 22 219 219 Compressor Compressor Parts and Accessories $525.00 0.00 WTP 23 220 220 Toro Mower Mowing Equipment $1,525.00 152.26 Parks 24 221 221 Paint Sprayer Industrial Equipment, General $77.00 7.69 Streets 25 222 222 2008 International 4300 Sweeper Sweeper - Street $3,050.00 0.00 Streets 26 223 223 Pallet of Misc. Equipment Building Maintenance $57.00 5.69 Corp Yard 27 224 224 Misc. Edge Trimmer & Mowers Mowing Equipment $22.00 2.20 Corp Yard 28 225 225 Compressor, Generators, Vacuum and Refrigerant Recovery Recycling and Recharging Station Industrial Equipment, General $54.00 5.39 Garage $36,898.00 $1,944.27 Community Services Corp Yard Electric Utilities Fire Garage Parks Police Streets WTP WWTP $525.00 $7,618.00 $7,441.00 $54.00 $1,525.00 $3,596.00 $13,652.00 TOTAL DISTRIBUTION OF SALE PROCEEDS $210.00 $79.00 $2,198.00 Sold Asset Report February 2025 Page 110 of 427 Page 1 of 2 Agenda Item No: 8.e. MEETING DATE/TIME: 3/19/2025 ITEM NO: 2025-258 AGENDA SUMMARY REPORT SUBJECT: Requesting Consideration for Approval of a Budget Amendment Supporting Pre-Annexation Related Services in the Amount of $60,000, and Consideration of a Sole Source Professional Services Agreement for Land Surveying Services Related to the City’s Proposed Annexation Efforts. DEPARTMENT: City Manager / Admin PREPARED BY: Maya Simerson, Project & Grant Administrator PRESENTER: Maya Simerson, Project and Grant Administrator and Craig Schlatter, Community Development Director ATTACHMENTS: 1. ProfSvcsAgreement-Ron Franz Summary: Council will consider a budget amendment supporting pre-annexation related services in the amount of $60,000 and approval of a sole source professional agreement with Ron Franz for land surveying services to support the City of Ukiah's proposed annexation efforts. Background: The City is currently working on an application to the Mendocino Local Agency Formation Commission (LAFCo) for annexation of land in the Ukiah Valley, and specialized support services are needed for this work. Support will include environmental analysis and a determination related to the California Environmental Quality Act (CEQA) analysis and GIS Services to support the City with mapping and associated analysis for the proposed Annexation project in compliance with City and LAFCo procedures. Support services also include specialty legal counsel. Discussion: In addition to CEQA, GIS Services, and specialty legal counsel, a significant component of the application relies on survey work as it relates to the property boundaries and mapping. A land surveyor plays a crucial role in preparing documents for an annexation application to the Local Agency Formation Commission. Certain documents and maps produced by the land surveyor are required for final State Board of Equalization (BOE) approval of an annexation application, after the LAFCo's local approval. Ron Franz, a local land surveyor with over thirty years of experience and vast knowledge of the Ukiah Valley, has the unique skills, qualifications, ability, background, certifications, licenses, knowledge, and experience necessary to provide the services required to support the City’s current annexation efforts. A draft Professional Services Agreement and Scope of Work for Ron Franz are detailed in Attachment A to the draft Professional Services Agreement (Attachment 1) and includes the following: • Researching public documents pertaining to the subject parcels. • Compiling and analyzing the necessary reference documents to prepare a “metes and bounds” legal description in accordance with the applicable Mendocino LAFCo and State Board of Equalization (SBE) requirements. • Preparing a “metes and bounds” legal description of the overall record boundary. • Performing revisions to the “Metes and Bounds” Legal Description and Annexation Boundary Exhibit Map drawing for the City’s review and comments. • Providing updated AutoCAD, MS Word and PDF files of the above documents. Page 111 of 427 Page 2 of 2 This work will be done on an as-needed basis at the rate of $160.00 an hour for services provided directly by Ron Franz. Franz’s work will allow the City to both be prepared to submit the LAFCo application and also be prepared to quickly respond as the application moves through the LAFCo review process. When analyzing the timeline and the resources available, Staff has identified budgetary impacts from the above-mentioned support services are anticipated to be $60,000 over the initially budgeted funds. Staff recommends that City Council approve this budget amendment to fund 20012200.52304 (LAFCO FEES AND PROP TAX EXP) with an additional amount of $60,000, and for approval of a Professional Services Agreement with Ron Franz. Recommended Action: Approval of a budget amendment supporting pre-annexation related services in the amount of $60,000 and approval of a sole source Professional Services Agreement with Ron Franz for Land Surveying Services related to the City of Ukiah’s proposed annexation efforts. BUDGET AMENDMENT REQUIRED: YES; $60,000 CURRENT BUDGET AMOUNT: 20012200.52304: $195,762.99 PROPOSED BUDGET AMOUNT: 20012200.52304: $255,762.99 FINANCING SOURCE: Funds are billed by existing contracts and, for Ron Franz funds will be billed by direct service time; primary funds are allocated to fund 20012200.52304 (LAFCO FEES AND PROP TAX EXP) REVENUE: Yes / No GRANT: Yes / No PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A COORDINATED WITH: Philip Williams, Special Counsel; Craig Schlatter, Community Development Director; and Sage Sangiacomo, City Manager STRATEGIC PLAN (SP):SP 1B - Provide services that support a high quality of life for all residents, including fostering diverse, inclusive, sustainable, and accessible neighborhoods. CLIMATE INITIATIVES (CI): 5b – Protect against sprawl through completion of annexations. GENERAL PLAN ELEMENTS (GP):GP-A1 - Land Use Element Page 112 of 427 ATTACHMENT #1 COU No. ______________ Std – ProfSvcsAgreement- November 20, 2008 PAGE 1 OF 7 AGREEMENT FOR PROFESSIONAL CONSULTING SERVICES This Agreement, made and entered into this day of March , 2025 (“Effective Date”), by and between CITY OF UKIAH, CALIFORNIA, hereinafter referred to as "City" and _Ron Franz____, a ___sole proprietorship [sole proprietorship, corporation, partnership, limited partnership, limited liability company, etc.] organized and in good standing under the laws of the state of __California_, hereinafter referred to as "Consultant". RECITALS This Agreement is predicated on the following facts: a. City requires consulting services related to land surveying services. b. Consultant represents that it has the qualifications, skills, experience and properly licensed to provide these services, and is willing to provide them according to the terms of this Agreement. c. City and Consultant agree upon the Scope-of-Work and Work Schedule attached hereto as Attachment "A", describing contract provisions for the project and setting forth the completion dates for the various services to be provided pursuant to this Agreement. TERMS OF AGREEMENT 1.0 DESCRIPTION OF PROJECT 1.1 The Project is described in detail in the attached Scope-of-Work (Attachment "A"). 2.0 SCOPE OF SERVICES 2.1 As set forth in Attachment "A". 2.2. Additional Services. Additional services, if any, shall only proceed upon written agreement between City and Consultant. The written Agreement shall be in the form of an Amendment to this Agreement. 3.0 CONDUCT OF WORK 3.1 Time of Completion. Consultant shall commence performance of services on an as needed basis from receipt of the Notice to Proceed. Consultant shall complete the work to the City's reasonable satisfaction, even if contract disputes arise or Consultant contends it is entitled to further compensation. 4.0 COMPENSATION FOR SERVICES 4.1 Basis for Compensation. For the performance of the professional services of this Agreement, Consultant shall be compensated on an hourly time basis. Labor charges Page 113 of 427 ATTACHMENT #1 COU No. ______________ Std – ProfSvcsAgreement- November 20, 2008 PAGE 2 OF 7 shall be based upon hourly billing rates of $160.00/hr for the Consultant to perform the Scope of Work as set forth in Attachment A. 4.2 Changes. Should changes in compensation be required because of changes to the Scope-of-Work of this Agreement, the parties shall agree in writing to any changes in compensation. "Changes to the Scope-of-Work" means different activities than those described in Attachment "A" and not additional time to complete those activities than the parties anticipated on the date they entered this Agreement. 4.3 Sub-contractor Payment. The use of sub-consultants or other services to perform a portion of the work of this Agreement shall be approved by City prior to commencement of work. The cost of sub-consultants shall be included within guaranteed not-to-exceed amount set forth in Section 4.1. 4.4 Terms of Payment. Payment to Consultant for services rendered in accordance with this contract shall be based upon submission of monthly invoices for the work satisfactorily performed prior to the date of the invoice less any amount already paid to Consultant, which amounts shall be due and payable thirty (30) days after receipt by City. The invoices shall provide a description of each item of work performed, the time expended to perform each task, the fees charged for that task, and the direct expenses incurred and billed for. Invoices shall be accompanied by documentation sufficient to enable City to determine progress made and to support the expenses claimed. 5.0 ASSURANCES OF CONSULTANT 5.1 Independent Contractor. Consultant is an independent contractor and is solely responsible for its acts or omissions. Consultant (including its agents, servants, and employees) is not the City's agent, employee, or representative for any purpose. It is the express intention of the parties hereto that Consultant is an independent contractor and not an employee, joint venturer, or partner of City for any purpose whatsoever. City shall have no right to, and shall not control the manner or prescribe the method of accomplishing those services contracted to and performed by Consultant under this Agreement, and the general public and all governmental agencies regulating such activity shall be so informed. Those provisions of this Agreement that reserve ultimate authority in City have been inserted solely to achieve compliance with federal and state laws, rules, regulations, and interpretations thereof. No such provisions and no other provisions of this Agreement shall be interpreted or construed as creating or establishing the relationship of employer and employee between Consultant and City. Consultant shall pay all estimated and actual federal and state income and self- employment taxes that are due the state and federal government and shall furnish and pay worker's compensation insurance, unemployment insurance and any other benefits required by law for himself and his employees, if any. Consultant agrees to indemnify and hold City and its officers, agents and employees harmless from and against any claims or demands by federal, state or local government agencies for any such taxes or benefits due but not paid by Consultant, including the legal costs associated with defending against any audit, claim, demand or law suit. Page 114 of 427 ATTACHMENT #1 COU No. ______________ Std – ProfSvcsAgreement- November 20, 2008 PAGE 3 OF 7 Consultant warrants and represents that it is a properly licensed professional or professional organization with a substantial investment in its business and that it maintains its own offices and staff which it will use in performing under this Agreement. 5.2 Conflict of Interest. Consultant understands that its professional responsibility is solely to City. Consultant has no interest and will not acquire any direct or indirect interest that would conflict with its performance of the Agreement. Consultant shall not in the performance of this Agreement employ a person having such an interest. If the City Manager determines that the Consultant has a disclosure obligation under the City’s local conflict of interest code, the Consultant shall file the required disclosure form with the City Clerk within 10 days of being notified of the City Manager’s determination. 6.0 INDEMNIFICATION 6.1 Insurance Liability. Without limiting Consultant's obligations arising under Paragraph 6.2 Consultant shall not begin work under this Agreement until it procures and maintains for the full period of time allowed by law, surviving the termination of this Agreement insurance against claims for injuries to persons or damages to property, which may arise from or in connection with its performance under this Agreement. A. Minimum Limits of Insurance Consultant shall maintain limits no less than: 1. General Liability: $1,000,000 combined single limit per occurrence for bodily injury, personal injury and property damage including operations, products and completed operations. If Commercial General Liability Insurance or other form with a general aggregate limit is used, the general aggregate limit shall apply separately to the work performed under this Agreement, or the aggregate limit shall be twice the prescribed per occurrence limit. 2. Automobile Liability: $1,000,000 combined single limit per accident for bodily injury and property damage. 3. B. Deductibles and Self-Insured Retentions Any deductibles or self-insured retentions must be declared to and approved by the City. At the option of the City, either the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects to the City, its officers, officials, employees and volunteers; or the Consultant shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses. C. Other Insurance Provisions Page 115 of 427 ATTACHMENT #1 COU No. ______________ Std – ProfSvcsAgreement- November 20, 2008 PAGE 4 OF 7 The policies are to contain, or be endorsed to contain, the following provisions: 1. General Liability and Automobile Liability Coverages a. The City, it officers, officials, employees and volunteers are to be covered as additional insureds as respects; liability arising out of activities performed by or on behalf of the Consultant, products and completed operations of the Consultant, premises owned, occupied or used by the Consultant, or automobiles owned, hired or borrowed by the Consultant for the full period of time allowed by law, surviving the termination of this Agreement. The coverage shall contain no special limitations on the scope-of-protection afforded to the City, its officers, officials, employees or volunteers. b. The Consultant's insurance coverage shall be primary insurance as respects to the City, its officers, officials, employees and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees or volunteers shall be in excess of the Consultant's insurance and shall not contribute with it. c. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the City, its officers, officials, employees or volunteers. d. The Consultant's insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability. 2. All Coverages Each Insurance policy required by this clause shall be endorsed to state that coverage shall not be suspended, voided, canceled by either party, reduced in coverage or in limits except after thirty (30) days prior written notice by certified mail, return receipt requested, has been given to the City. D. Acceptability of Insurers Insurance is to be placed with admitted California insurers with an A.M. Best's rating of no less than A- for financial strength, AA for long-term credit rating and AMB-1 for short-term credit rating. E. Verification of Coverage Consultant shall furnish the City with Certificates of Insurance and with any original Endorsements effecting coverage required by this Agreement. The Certificates and Endorsements for each insurance policy are to be signed by a Page 116 of 427 ATTACHMENT #1 COU No. ______________ Std – ProfSvcsAgreement- November 20, 2008 PAGE 5 OF 7 person authorized by that insurer to bind coverage on its behalf. All Certificates and Endorsements are to be received and approved in writing by the City before Consultant begins the work of this Agreement. The City reserves the right to require complete, certified copies of all required insurance policies, at any time. If Consultant fails to provide the coverages required herein, the City shall have the right, but not the obligation, to purchase any or all of them. In that event, the cost of insurance becomes part of the compensation due the contractor after notice to Consultant that City has paid the premium. F. Subcontractors Consultant shall include all subcontractors or sub-consultants as insured under its policies or shall furnish separate certificates and endorsements for each sub- contractor or sub-consultant. All coverage for sub-contractors or sub-consultants shall be subject to all insurance requirements set forth in this Paragraph 6.1. 6.2 Indemnification. Notwithstanding the foregoing insurance requirements, and in addition thereto, Consultant agrees, for the full period of time allowed by law, surviving the termination of this Agreement, to indemnify the City for any claim, cost or liability that arises out of, or pertains to, or relates to any negligent act or omission or the willful misconduct of Consultant in the performance of services under this contract by Consultant, but this indemnity does not apply to liability for damages for death or bodily injury to persons, injury to property, or other loss, arising from the sole negligence, willful misconduct or defects in design by the City, or arising from the active negligence of the City. “Indemnify,” as used herein includes the expenses of defending against a claim and the payment of any settlement or judgment arising out of the claim. Defense costs include all costs associated with defending the claim, including, but not limited to, the fees of attorneys, investigators, consultants, experts and expert witnesses, and litigation expenses. References in this paragraph to City or Consultant, include their officers, employees, agents, and subcontractors. 7.0 CONTRACT PROVISIONS 7.1 Ownership of Work. All documents furnished to Consultant by City and all documents or reports and supportive data prepared by Consultant under this Agreement are owned and become the property of the City upon their creation and shall be given to City immediately upon demand and at the completion of Consultant's services at no additional cost to City. Deliverables are identified in the Scope-of-Work, Attachment "A". All documents produced by Consultant shall be furnished to City in digital format and hardcopy. Consultant shall produce the digital format, using software and media approved by City. 7.2 Governing Law. Consultant shall comply with the laws and regulations of the United States, the State of California, and all local governments having jurisdiction over this Agreement. The interpretation and enforcement of this Agreement shall be governed by Page 117 of 427 ATTACHMENT #1 COU No. ______________ Std – ProfSvcsAgreement- November 20, 2008 PAGE 6 OF 7 California law and any action arising under or in connection with this Agreement must be filed in a Court of competent jurisdiction in Mendocino County. 7.3 Entire Agreement. This Agreement plus its Attachment(s) and executed Amendments set forth the entire understanding between the parties. 7.4 Severability. If any term of this Agreement is held invalid by a court of competent jurisdiction, the remainder of this Agreement shall remain in effect. 7.5 Modification. No modification of this Agreement is valid unless made with the agreement of both parties in writing. 7.6 Assignment. Consultant's services are considered unique and personal. Consultant shall not assign, transfer, or sub-contract its interest or obligation under all or any portion of this Agreement without City's prior written consent. 7.7 Waiver. No waiver of a breach of any covenant, term, or condition of this Agreement shall be a waiver of any other or subsequent breach of the same or any other covenant, term or condition or a waiver of the covenant, term or condition itself. 7.8 Termination. This Agreement may only be terminated by either party: 1) for breach of the Agreement; 2) because funds are no longer available to pay Consultant for services provided under this Agreement; or 3) City has abandoned and does not wish to complete the project for which Consultant was retained. A party shall notify the other party of any alleged breach of the Agreement and of the action required to cure the breach. If the breaching party fails to cure the breach within the time specified in the notice, the contract shall be terminated as of that time. If terminated for lack of funds or abandonment of the project, the contract shall terminate on the date notice of termination is given to Consultant. City shall pay the Consultant only for services performed and expenses incurred as of the effective termination date. In such event, as a condition to payment, Consultant shall provide to City all finished or unfinished documents, data, studies, surveys, drawings, maps, models, photographs and reports prepared by the Consultant under this Agreement. Consultant shall be entitled to receive just and equitable compensation for any work satisfactorily completed hereunder, subject to off-set for any direct or consequential damages City may incur as a result of Consultant's breach of contract. 7.9 Execution of Agreement. This Agreement may be executed in duplicate originals, each bearing the original signature of the parties. Alternatively, this Agreement may be executed and delivered by facsimile or other electronic transmission, and in more than one counterpart, each of which shall be deemed an original, and all of which together shall constitute one and the same instrument. When executed using either alternative, the executed agreement shall be deemed an original admissible as evidence in any administrative or judicial proceeding to prove the terms and content of this Agreement. 8.0 NOTICES Any notice given under this Agreement shall be in writing and deemed given when personally delivered or deposited in the mail (certified or registered) addressed to the parties as follows: Page 118 of 427 ATTACHMENT #1 COU No. ______________ Std – ProfSvcsAgreement- November 20, 2008 PAGE 7 OF 7 CITY OF UKIAH RON FRANZ CITY MANAGER 300 SEMINARY AVENUE 2335 APPOLINARIS DRIVE UKIAH, CALIFORNIA 95482-5400 UKIAH, CALIFORNIA 95482 9.0 SIGNATURES IN WITNESS WHEREOF, the parties have executed this Agreement the Effective Date: CONSULTANT BY: __________________________ ____________________ Date PRINT NAME: _________________ __________________ IRS IDN Number CITY OF UKIAH BY: ____________________ Date CITY MANAGER ATTEST ____________________ CITY CLERK Date Page 119 of 427 ATTACHMENT #1 COU No. ______________ Std – ProfSvcsAgreement- November 20, 2008 PAGE 8 OF 7 AGREEMENT WITH RON FRANZ FOR PROFESSIONAL CONSULTING SERVICES ATTACHMENT A SCOPE OF SERVICES/ DIRECT EXPENSES Labor charges shall be based upon hourly billing rates of $160.00 per hour. The scope of work includes: 1. Research public documents pertaining to the subject parcels. 2. Compile and analyze the necessary reference documents to prepare a “metes and bounds” legal description in accordance with the applicable LAFCo and State Board of Equalization (SBE) requirements. 3. Prepare an updated “metes and bounds” legal description of the overall record boundary prepared to State Board of Equalization specifications. 4. Perform revisions as needed to the “Metes and Bounds” Legal Description and Annexation Boundary Exhibit Map drawing from the City’s and County's review and comments. 5. Coordinating printing of tentative and recorded maps/ plats. Provide AutoCAD, MS Word and/or PDF files of the above documents. Page 120 of 427 Page 1 of 2 Agenda Item No: 8.f. MEETING DATE/TIME: 3/19/2025 ITEM NO: 2025-272 AGENDA SUMMARY REPORT SUBJECT: Approval of Contract Amendment 2 in the Amount of $163,000.00 with Larry Walker and Associates for Technical Permitting Assistance Related to the City’s National Pollutant Discharge Elimination System (NPDES) Permit and Recycled Water Permit. DEPARTMENT: Public Works PREPARED BY: Seth Strader, Administrative Analyst PRESENTER: Sean White, Director of Water Resources ATTACHMENTS: 1. LWA Contract Amendment Request (revised, January 2025) Summary: Council will consider approving a contract amendment with Larry Walker and Associates for the additional technical permitting assistance related to the City’s National Pollutant Discharge Elimination System (NPDES) and Recycled Water Permits. Background: The City, with the assistance of Larry Walker and Associates (LWA) filed an application for the renewal of its National Pollutant Discharge Elimination System (NPDES) Permit for the Wastewater Treatment Plant in 2016 and submitted an application for the City's Recycled Water Permit in 2018. LWA was successful in obtaining both permits for the City. LWA has also worked with the City on its Sewer System Management Plan for 2020. LWA has performed all of its services to City Staff's satisfaction. Discussion: The North Coast Regional Water Quality Control Board (Board) has mandated numerous terms and conditions that must be met to remain compliant and avoid fees. The City will require further technical assistance in 2025 to keep meeting these permit conditions and continue the renewal process for the NPDES permit. LWA will cooperate with City Staff and Regional Water Board staff to evaluate data, develop compliance strategies, implement compliance programs, and prepare required reports. LWA has submitted a proposal for their continued technical assistance. See Attachment 1. This proposed amendment of $163,000.00 would bring the contract total to $374,326. Staff recommends Council approve contract amendment 2 in the amount of $163,000 with Larry Walker and Associates for the additional technical permitting assistance related to the City’s NPDES and Recycled Water Permits. Recommended Action: Approve contract amendment with Larry Walker and Associates for the additional technical permitting assistance related to the City’s NPDES and Recycled Water Permits. BUDGET AMENDMENT REQUIRED: NO CURRENT BUDGET AMOUNT: 84027225.52100: $182,681 PROPOSED BUDGET AMOUNT: N/A FINANCING SOURCE: Wastewater Revenue REVENUE: Yes / No GRANT: Yes / No PREVIOUS CONTRACT/PURCHASE ORDER NO.: 2122077 COORDINATED WITH: Sean White, Water Resources Director and Ryan Kriken, Waste Water Treatment Plant Supervisor Page 121 of 427 Page 2 of 2 STRATEGIC PLAN (SP): CLIMATE INITIATIVES (CI): 7a – Expand sustainable water practices. GENERAL PLAN ELEMENTS (GP): Page 122 of 427 Page 1 of 4 January 1, 2025 (Revised) Mr. Sean White Sewer & Water Director City of Ukiah 300 Seminary Avenue Ukiah, CA 95482 SUBJECT: CONTRACT AMENDMENT REQUEST - WASTEWATER, STORMWATER, AND RECYCLED WATER PERMIT SUPPORT (JANUARY 1, 2025 TO DECEMBER 31, 2026) Dear Sean: The City of Ukiah (City) has requested continued support from Larry Walker Associates (LWA) to implement requirements specified in the City’s wastewater, stormwater, and recycled water permits. The current permits and enforcement orders are identified and described below. Regional Water Board Order No. R1-2024-0016 (WWTP NPDES Permit) – Requirements for operation of the Ukiah Wastewater Treatment Plant (WWTP), recycled water production, monitoring effluent and recycled water quality, discharge to the percolation ponds, and discharge to the Russian River. Regional Water Board Settlement Agreement, Compliance Project Stipulated Order No. R1-2022-0042 – Requirements to complete a Compliance Project to suspend payment of Administrative Civil Liability. Notice of Violation for Non-Qualified Discharge of Secondary Treated Wastewater to the Russian River – Reporting of corrective actions implemented to prevent unauthorized discharges to the Russian River. State Water Board Order WQ 2022-0103-DWQ (Sanitary Sewer System Permit) – Requirements for management of the City’s wastewater collection system to prevent and report occurrences of Sanitary Sewer Overflows (SSOs). State Water Board Order No. 2014-0057-DWQ (Stormwater NPDES Permit) – Requirements for managing stormwater runoff associated with activities at the WWTP. State Water Board Order No. WQ 2016-0068-DDW (Recycled Water Permit) and Regional Water Board Order No. R1-2018-0058 (Recycled Water Monitoring and Reporting Program) – Requirements for operation, monitoring, and reporting of the City’s recycled water program. LWA has provided water quality regulatory assistance for the City since 2016, working with City and Regional Water Board staff to evaluate data, develop compliance strategies, implement compliance programs, and prepare required reports. Under the current contract (which started in September 2021), LWA has prepared technical reports, facilitated reissuance of the WWTP 1480 Drew Ave, Suite 100 Davis, CA 95618 www.lwa.com 530.753.6400 530.753.7030 fax ATTACHMENT 1 Page 123 of 427 Page 2 of 4 Scope of Work NPDES Permit, and provided assistance with industrial waste permitting, collection system management, disposal of pond solids, and coverage under the Stormwater NPDES Permit. Additional assistance is required during the next two years to prepare the 2024 and 2025 annual reports, update the Source Control Technical Report and Industrial Waste Survey, assist with preparation of the Disaster Preparedness Report, update the City’s Sewer System Management Plan (SSMP), and provide permit compliance advice. The scope of work, schedule, and budget are described in the following sections. SCOPE OF WORK The anticipated work activities are listed by task below. Additional assistance will be provided at the direction of City staff. Draft reports will be provided to the City for review and the City’s comments will be incorporated before finalizing the documents for submittal. Communication with regulatory agencies will be conducted by phone, email, or in-person meetings. To ensure City awareness and to maintain a record of communication with the regulatory agencies, LWA will prepare written summaries of phone call discussions, copy City staff on email correspondence, or prepare meeting minutes. Task 1: NPDES Permit • Conduct phone calls and emails with City and Regional Water Board staff regarding NPDES permit requirements. Provide advice to City staff on implementation of NPDES permit requirements (as needed). • Assist with preparation of annual Self-Monitoring Reports (SMRs). • Prepare Septage Management Program prior to operating Septage Receiving Station. • Prepare Disaster Preparedness Assessment Report and Action Plan. • Review water quality monitoring data to evaluate compliance, consider special studies, and revise monitoring approach. • Develop strategy to address permit violations and enforcement actions. Task 2: Source Control Program Support • Update the Source Control Technical Report and the Industrial Waste Survey. • Conduct phone calls and emails with City and Regional Water Board staff regarding source control program requirements. • Provide advice to City staff as they implement source control program requirements. Task 3: Laboratory and Sampling Support • Respond to questions, provide advice on sampling methods and requirements. • Review chronic toxicity species screening procedures and results. • Review and prepare updates to the Generic TRE Workplan (if needed). Task 4 – Stormwater Permit Support • Assist with routine stormwater permit reporting requirements such as uploads to the Stormwater Multiple Application and Report Tracking System (SMARTS) database and Annual Reports. Page 124 of 427 Page 3 of 4 Scope of Work • Review monitoring data and answer questions from City staff. • Provide permit implementation guidance, Best Management Practice (BMP) assistance, and updates on permit reissuance. • Update the Stormwater Water Pollution Prevention Plan (SWPPP) to reflect current site conditions and operations (if needed). • Update stormwater training materials (if needed). • Assist with responses to Numeric Action Level Exceedances, conduct Exceedance Response Actions (ERA) evaluations and develop ERA reports (if needed). Task 5 – Recycled Water Permit Support • Conduct phone calls and emails with Regional Water Board and DDW staff regarding recycled water permit requirements. • Prepare permit compliance reports, including Annual Recycled Water Program Reports, Annual Volumetric Monitoring Reports, and recycled water spill/off-spec recycled water production reports (as needed). • Respond to questions from City staff on permit requirements and implementation procedures. Task 6 – Collection System Permit Support • Assist with the required internal audit, updates, and re-certification of the City’s SSMP to ensure compliance with new permit requirements. • Assist with preparation and submittal of the Collection System Annual Reports. • Respond to questions from City staff on permit requirements and implementation procedures. PROJECT SCHEDULE AND COST ESTIMATE The permit requirements and deadlines for reports that must be submitted from January 1, 2025 to December 31, 2026 are listed in Table 1. LWA will work with City staff to prepare documents that meet compliance requirements and deadlines. Other activities specified above will be conducted on an on-call basis. As shown in Table 2, LWA is requesting an additional $163,000 to assist with these activities which will increase the contract total to $374,326. The estimated costs are based on LWA’s 2024/25 hourly rates. LWA typically modifies hourly rates on July 1 of each year. Denise Conners (Associate II) will be the Project Manager and oversee contract administration. Table 1. 2025 and 2026 Permit Requirements and Deadlines Requirements Deadlines Compliance Project Completion Report 2/1/25 Annual SMR, Source Control, Pollutant Minimization Report 3/1/25 and 3/1/26 Stormwater Annual Report 7/15/25 and 7/15/26 Page 125 of 427 Page 4 of 4 Scope of Work Collection System Annual Report 4/1/25 and 4/1/26 SSMP Internal Audit 2/2/25 Review and Update TRE Work Plan 6/1/25, 9/1/25 SSMP Update and Recertification 8/2/25 Source Control Program Technical Report 10/1/25 Notice of Violation Final Corrective Action 10/1/25 Industrial Waste Survey 12/31/26 Recycled Water Annual Report 4/1/25 and 4/1/26 Recycled Water Volumetric Monitoring Report 4/30/25 and 4/30/26 Disaster Preparedness Assessment Report and Action Plan 4/1/26 Septage Management Plan Prior to operating Septage Receiving Station Table 2. Budget Request Contracts Amount Original Budget (COU No. 2122-077) $140,000.00 Amendment No. 1 (COU No. 2122-077) $71,326.00 Funds Expended (estimate through December 31, 2024) -$201,535.00 Remaining Funds (estimate as of December 31, 2024) $9,800.00 Estimated Costs (January 1, 2025 to December 31, 2026) $172,800.00 Adjustment for Remaining Funds -$9,800.00 Amendment No. 2 (Additional Budget Request) $163,000.00 Total Contract Amount $374,326.00 Please contact me at (530) 753-6400 or denisec@lwa.com if you have any questions. Sincerely, Denise H. Conners Associate II Page 126 of 427 Page 1 of 5 Agenda Item No: 8.g. MEETING DATE/TIME: 3/19/2025 ITEM NO: 2025-278 AGENDA SUMMARY REPORT SUBJECT: Approve the Purchase of Cisco Meraki Cameras from Rhino Networks in the Amount of $37,144.09; Approve a 5-Year Enterprise Agreement for the Associated Licensing in the Amount of $201,179.21; and Approve Corresponding Budget Amendment. DEPARTMENT: Information Services PREPARED BY: Scott Shaver, I.T. Manager, Ryan Burkhart, IT Manager, James Brown, Mary Horger, Financial Services Manager PRESENTER: Consent Calendar ATTACHMENTS: 1. City of Ukiah - Adjusted Camera Quote - QN-082656 2. City of Ukiah - 5YR Annual Billing EA Quote - QN-082053 (002) Summary: Council will consider approving the purchase of Cisco Meraki cameras from Rhino Networks in the amount of $37,144.09, approving a 5-year Enterprise Agreement (EA) for the associated licensing in the amount of $201,179.21, and approving the corresponding budget amendment. Background: The City of Ukiah's current camera system has reached the end of its lifecycle, with many units now failing due to aging hardware. Replacement is critical to ensure continued security and operational effectiveness. Additionally, the new Electric Utility Service Center at Hastings requires new cameras, and those are also included in this purchase request, but are not included in the cost comparison table. Discussion: The City's current on-premises camera system and 35 cameras are at their end of life. Additionally, the Electric Utility Department's Hastings Service Center is in need of 8 cameras. In order to stay compliant with California state law, the City is also in need of storage to provide access to 24-7-365 audio-video (A/V) footage. Cost Comparison Staff researched and collected costs from several different camera providers. Below is a detailed cost analysis of each vendor. (Please note that this analysis is based the 35 cameras for the replacement of the existing system, and does not include the additional cameras for the Hastings site. However the unit price savings still applies.) Vendo r Cost Type One-Time Cost Per Camera Total One- Time Cost (35 Cameras) 5-Year Cost Per Camera Meraki Mgmt Dashbo ard (licensin g) 5-Year Cost Per camera Meraki Mgmt Dashbo ard Total 35 cameras 1-Year Cloud Archive Cost 5-Year Cost Cloud Archive Per Camera (licensin g) 5-Year Cost Cloud Archive Total 35 Cameras (licensin g) Wall Mounti ng Bracke ts (35 Camer as) Total Five- Year Cost (35 Cameras ) Meraki (5-year retenti on) One- Time + Licenses $618.80 $21,658.00 $390.85 $13,679. 75 N/A $3,973.6 6 $139,077 .75 $3,503. 50 $177,919 . (excludes tax) Page 127 of 427 Page 2 of 5 Flock (1- year) Annual Subscript ion N/A N/A $3,000 N/A $105,00 0 N/A $525,000 N/A $525,000 Avigilo n (Gayno r) (1- year retenti on) One- Time $6,171.94 $215,718.98 N/A N/A $88,062. 70 $440,313 .50 N/A N/A $656,032 .48 Verkad a One- Time $4,398– $5,098 $153,930– $178,430 N/A N/A N/A $2,699 $94,465 $4,409. 65 $277,304 .65 The following are key observations as a result of the review of the above information: Meraki: Total five-year cost includes: • Hardware (MV73 Outdoor Camera): $618.80 per camera (prices will vary by model but Cisco will maintain our pricing that is locked in), totaling $21,658 for 35 cameras. • MV Enterprise License (5 years): $390.85 per camera, totaling $13,679.75 for 35 cameras. • MV 365-Day Cloud Archive License (5 years): $3,973.66 per camera, totaling $139,077.75 for 35 cameras. • Wall mount brackets consisting of 35 units totaling $3,503.50. • Combined total five-year cost: $177,919. • 1-Year Cost Per Camera: $618.80. Flock: • Subscription-only model results in recurring costs with no hardware ownership. • Five-year total cost is $525,000, more than 3 times the cost of Meraki. Avigilon (Gaynor) (1-Year Retention): • Total first-year cost: $215,718.98 due to high licensing and hardware fees. • Five-year total cost: $656,032.48, more than 3 times the cost of Meraki. • The system is not expandable to additional cameras and external sites. Verkada: • Cost per camera varies between $4,398 and $5,098, depending on features and storage options. • Unknown Additional Costs: Extended Cloud Backup Licensing is required to achieve 365-day retention. Verkada is not transparent with its pricing, but 11 licenses per camera to equal 1-year of retention would be necessary, likely increasing the total five-year cost significantly beyond Cisco Meraki. • Lack of pricing transparency makes cost projections unreliable. Page 128 of 427 Page 3 of 5 Quotes and Overall Purchase Request: Please refer to Attachment 1 for a copy of the camera quote that includes 35 cameras to replace the existing system, and 8 cameras for the Hastings site. Please refer to Attachment 2 for a copy of the 5-year enterprise agreement for the software licensing. Provided below are the key cost details. • Camera Purchase Cost: $37,841.36 • First-Year Enterprise Agreement for Licensing: $40,235.85 • Total First-Year Cost: $78,077.21 Additional considerations regarding the Enterprise Agreement: 1. Enterprise Agreement (EA) Install Base Credit: o The last item in the quote, EA-IBC "Enterprise Agreement - Install Base Credit," reflects the value of the unused licenses currently in force for some of the equipment covered under the EA. This was necessary in order to put into place the EA. o The EA-IBC line item deducts their value ($34,027.80) from the cost of the EA. 2. Payment Terms for the EA: • One-fifth of the total EA cost will be invoiced annually at the start of each contract year for the duration of the EA, plus true-forward charges if applicable. • Invoicing schedule: o Year 1: $40,235.85 invoiced upon receipt of the purchase order (Net 30). This invoice date establishes the Anniversary Date. o Years 2, 3, 4, and 5: $40,235.84 invoiced on the Anniversary Date each year, adjusted for any hardware additions exceeding the threshold set forth in the EA (Net 30). 3. License Price Guarantee: • License prices for products covered in the EA are guaranteed for the term of the contract executed between Cisco and the City of Ukiah. • True-forward costs will be prorated based on the prices quoted in QN-082053 for the remaining months in the EA term. 4. True Forward Invoice Adjustments: • True Forward invoice amounts are calculated based on usage during the measurement period relative to the entitlement. • If usage exceeds entitlement during the True Forward review, the City will be required to pay for the increased usage for the remainder of the suite term. The entitlement will then be adjusted to the new usage level going forward. If approved, the system will provide: 1. Security and Reliability: The Cisco Meraki camera solution offers advanced security features such as end-to-end encryption, role-based access control, and real-time alerting capabilities. These features are critical to protecting sensitive footage while significantly reducing vulnerabilities inherent in the current on- Page 129 of 427 Page 4 of 5 premises system, which is at the end of its lifecycle. Additionally, the reliability of the Meraki system ensures consistent and uninterrupted coverage, providing peace of mind for public safety. 2. Scalability and Integration: Cisco Meraki provides unmatched scalability to address both current and future needs. Its seamless integration with other Meraki devices already deployed within the City’s IT infrastructure creates a unified management platform. This single dashboard not only streamlines operations but also reduces the administrative burden on IT Staff, allowing for efficient and centralized oversight of all connected devices. 3. Cost Savings and Operational Efficiency: Adopting Cisco Meraki will result in significant cost savings for the City. The solution eliminates reliance on costly third-party support by enabling in-house management through an intuitive interface and access to Cisco’s TAC support. Operational efficiencies include remote monitoring, automated firmware updates, and reduced downtime through proactive detection of hardware and software issues. Additionally, the system’s energy-efficient design contributes to lower power consumption, further enhancing cost savings. 4. Compliance with State Laws: The Cisco Meraki solution ensures full compliance with California state laws governing audio-video media, including strict requirements for data retention, access control, and privacy protections. This compliance mitigates legal risks while positioning the City as a leader in adopting responsible and transparent practices. 5. Enhanced Storage Capabilities: The system’s robust storage capabilities address the City’s growing demands for 24/7 audio-video (A/V) footage retention. With a combination of on-device storage and secure cloud-based options, the solution provides redundancy and eliminates the risk of data loss. These capabilities ensure the City’s ability to meet operational and regulatory requirements. 6. Long-Term Strategic Goals: This project aligns seamlessly with the City’s long-term IT modernization strategy, prioritizing cybersecurity, streamlined operations, and future-ready infrastructure investments. Additionally, the adoption of Cisco Meraki supports smart city initiatives by offering advanced analytics and integration with other IT devices, laying the groundwork for further technological innovation. 7. In-House Installation and Maintenance: City Staff will take full responsibility for the installation and maintenance of the Cisco Meraki video system. This eliminates the need for outside vendors, significantly reducing additional costs and ensuring that the system is managed by personnel who understand the City’s unique operational requirements. Leveraging the expertise of existing Staff not only enhances cost savings, but also ensures rapid response times and continuity of service. Given the critical need for replacement, cost savings, operational efficiencies, and transparency in pricing, proceeding with this purchase will address the immediate risk of hardware failures as well as secure a modern, scalable, and cost-effective video solution that meets the City's immediate needs and long-term operational goals. Note, the scalability and modernization of the system will allow for additional cameras and locations to be added as needed. Staff recommends Council approve the Cisco Meraki cameras from Rhino Networks in the amount of $37,144.09, approve the 5-year enterprise agreement for the amount of $201,179.21, and approve corresponding budget amendment. Recommended Action: Approve the purchase of Cisco Meraki cameras from Rhino Networks for the amount of $37,144.09, approve a 5-year Enterprise Agreement (EA) for the associated licensing in the amount of $201,179.21, and approve the corresponding budget amendment. BUDGET AMENDMENT REQUIRED: Yes CURRENT BUDGET AMOUNT: 20913900.80100.18433: $0 PROPOSED BUDGET AMOUNT: 20913900.80100.18433: $78,077.21 Page 130 of 427 Page 5 of 5 FINANCING SOURCE: Cost Allocation REVENUE: No GRANT: No PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A COORDINATED WITH: Myles Fisette, Purchasing Manager; Mary Horger, Financial Services Manager; Dan Buffalo, Finance Director STRATEGIC PLAN (SP): N/A CLIMATE INITIATIVES (CI): N/A GENERAL PLAN ELEMENTS (GP): N/A Page 131 of 427 QUOTE Rhino Networks Quote Number: QN-082656 www.rhinonetworks.com Quote Date:2/27/2025 Quote Valid Until:3/29/2025 Bill To:Ship To: City of Ukiah City of Ukiah James Brown James Brown 1320 Airport Rd 411 West Clay St Ukiah, CA 95482 Ukiah, CA 95482 (707) 467-5774 (707) 467-5774 jbrown@cityofukiah.com jbrown@cityofukiah.com SKU Product MSRP Cost Qty Ext. MSRP Ext Cost MV73M-HW Meraki MV73M Cloud Managed Outdoor Camera $2,210.00 $618.80 38 $83,980.00 $23,514.40 MA-MNT-MV-48 Meraki Wall Mount Arm Bracket for MV 3rd Generation Cameras$250.25 $100.10 38 $9,509.50 $3,803.80 MV53X Meraki MV53X Cloud Managed Outdoor Camera $3,215.00 $1,359.30 5 $16,075.00 $6,796.50 TRN-CLC-004 1 Cisco Training credit. Expires in 1 yr. Team Captain required$100.00 $0.00 105 $10,500.00 $0.00 Notes:Retail Price MSRP Subtotal:$120,064.50 Discounts based on volume purchase.Tax:$10,661.72 Additional surcharges may apply when using credit card.Shipping:$0.00 Pricing Reflects Wire Transfer / ACH / Company Check. MSRP Total:$130,726.22 For full order details please reference our updated terms and policies. rhinonetworks.com/terms-and-policies Discounted Price Discounted Subtotal:$34,114.70 Tax:$3,029.39 Shipping:$0.00 DiscountedTotal:$37,144.09 Please remit physical check payments to: Rhino Networks 4 Long Shoals Rd, Ste B486, Arden, NC 28704 1-855-462-9434 ATTACHMENT 1 Page 132 of 427 QUOTE Rhino Networks Quote Number: QN-082053 www.rhinonetworks.com Quote Date:2/14/2025 Quote Valid Until:3/16/2025 Bill To:Ship To: City of Ukiah City of Ukiah James Brown James Brown 1320 Airport Rd 411 West Clay St Ukiah, CA 95482 Ukiah, CA 95482 (707) 467-5774 (707) 467-5774 jbrown@cityofukiah.com jbrown@cityofukiah.com SKU Product MSRP Cost Qty Ext. MSRP Ext Cost E3N-MX-S-E (5YR)Meraki MX Small Essentials EA 3.0 LIC and Support $2,400.00 $1,192.80 2 $4,800.00 $2,385.60 E3N-MX-M-E (5YR)Meraki MX Medium Essentials EA 3.0 LIC and Support$7,200.00 $3,578.40 5 $36,000.00 $17,892.00 E3N-MS-100-M-E (5YR)Meraki MS100 Medium Essentials EA 3.0 LIC and Support$660.00 $328.02 3 $1,980.00 $984.06 E3N-MS-100-L-E (5YR)Meraki MS100 Large Essentials EA 3.0 LIC and Support$1,020.00 $506.94 3 $3,060.00 $1,520.82 E3N-MX-L-E (5YR)Meraki MX Large Essentials EA 3.0 LIC and Support $18,300.00 $9,095.10 1 $18,300.00 $9,095.10 E3N-MR-E (5YR)Meraki MR Essentials EA 3.0 LIC and Support $780.00 $387.66 25 $19,500.00 $9,691.50 E3N-SM-E (5YR)Meraki Systems Manager Essentials Device EA 3.0 LIC $120.00 $59.64 100 $12,000.00 $5,964.00 E3N-MV-E (5YR)Meraki MV Essentials EA 3.0 LIC and Support $1,080.00 $390.85 43 $46,440.00 $16,806.55 E3N-MV-CA365-E (5YR)Meraki MV 365 Day Cloud Archive EA 3.0 License $10,980.00 $3,973.66 43 $472,140.00 $170,867.38 EA-IBC Enterprise Agreement - Install Base Credit $0.00 -$34,027.80 1 $0.00 -$34,027.80 Notes:Retail Price Billable 1/5 annually in at the start of each contract year plus true-forward charges if any.MSRP Subtotal:$614,220.00 Discounts based on volume purchase.Tax:$0.00 Additional surcharges may apply when using credit card.Shipping:$0.00 Pricing Reflects Wire Transfer / ACH / Company Check. MSRP Total:$614,220.00 For full order details please reference our updated terms and policies. rhinonetworks.com/terms-and-policies Discounted Price Discounted Subtotal:$201,179.21 Tax:$0.00 Shipping:$0.00 DiscountedTotal:$201,179.21 Please remit physical check payments to: Rhino Networks 4 Long Shoals Rd, Ste B486, Arden, NC 28704 1-855-462-9434 ATTACHMENT 2 Page 133 of 427 Controlled Doc. # EDCS-23300076 Ver: 1.2 Last Modified: Tue Nov 14 11:53:32 PST 2024 Enterprise Agreement 3.0 Program Terms for End Users.docx © Cisco and/or its affiliates. All rights reserved. Cisco Enterprise Agreement 3.0 Program Terms – End Users These Cisco Enterprise Agreement 3.0 Program Terms – End Users (“EA Program Terms”) apply when You Order Suites and Add-Ons through the Cisco Enterprise Agreement 3.0 Buying Program (the “EA Program ”). Capitalized terms, unless defined in these EA Program Terms, have the meaning in the General Terms. 1. Program Overview 1.1 EA Program. The EA Program provides You access to certain Software, Cloud Services, and Services offered as Suites and Add-Ons . 1.2 Applicable Terms. These EA Program Terms and the Buying Program Offer Descriptions govern the EA Program and are Supplemental Terms to the End User Terms that govern Your Use of the Suites and Add-Ons purchased under the EA Program (“Purchased Suite(s )”). These EA Program Terms must be signed and will be effective the earlier of (a) You placing Your Initial EA Order with an Approved Source, or (b) the date of signature of these EA Program Terms. 2. Purchases and Adjustments 2.1 Ordering. All purchases under the EA Program will be made through Your Approved Source and all pricing will be provided by Your Approved Source. Your first Order under these EA Program Terms must meet the minimum requirements for the EA Program (“Initial EA Order”). Following Your initial Full Commit Suite purchase in a Portfolio, You may only purchase additional Suites or Add-Ons within that Portfolio through the Approved Source that sold the initial Full Commit Suite within that Portfolio. 2.2 Subsequent Purchases . Provided there is at least 12 months remaining in the EA Term, Suites and Add-Ons purchased after Your Initial EA Order will be governed by these EA Program Terms and, by default, co-terminate with the purchases in the Initial EA Order. 2.3 Separate Purchases. The following scenarios must be covered under a new EA Program purchase subject to Cisco’s then-current Enterprise Agreement Program Terms - End Users or through a separate purchase outside of the EA Program: (i) Suites and Add-Ons purchased with less than 12 months remaining in the EA Term, (ii) Suites and Add -Ons with a desired Suite Term end date after the EA Term, or (iii) Embedded Software delivered within the last 12 months of or after the end of the EA Term. 2.4 Payment Obligations and Growth. You will pay for the EA Commitment for the EA Term and any increases in Use. (A) True Forward . Cisco has a process to periodic al ly review, invoice, and adjust Entitlements for increases in Use above Your then -current Entitlement (“True Forward”). At True Forward, if Your Use of a Suite or Add-On is greater than Your then-current Entitlement for the measured Suite or Add -On , then (i) Cisco has the right to invoice for all associated charges for such increased Use over the applicable Entitlement prospectively through the remainder of the Suite Term , (ii) You will pay for all such charges , and (iii) Cisco will adjust Your Entitlement for that Suite or Add-On going-forward to the increased Use level. (1) General. During the Suite Term, the True Forward will, by default, be conducted at the annual anniversary of the Initial EA Order date. Page 134 of 427 Controlled Doc. # EDCS-23300076 Ver: 1.2 Last Modified: Tue Nov 14 11:53:32 PST 2024 Enterprise Agreement 3.0 Program Terms for End Users.docx © Cisco and/or its affiliates. All rights reserved. Page 2 of 4 (2) Off-Cycle True Forward. If Your Use of a Suite or Add -On exceeds 115% of Your then-current Entitlement (“Exceptional Growth”), Cisco has the right to initiate an off-cycle True Forward at the next semi-annual anniversary of the Initial EA Order date in addition to Your annual True Forward . (B) Adjustments to True Forward Calculation . Certain Full Commit Suites are eligible for value shift, as specified in the Buying Program Offer Descriptions. (1) Intra Suite Value Shift. During a True Forward, the remaining value of any purchased but unused Software, Cloud Services, or Services in the applicable Purchased Suite will automatically be applied to offset fees for increased Use within the same Suite. (2) Cross Suite Value Shift. During a True Forward, for a Full Commit Suite, You may apply the remaining value in full or in part of (i) purchased but unused Software, Cloud Services, or Services and (ii) Software, Cloud Services, or Services previously Used that You agree to no longer Use, to offset amounts owed for increased Use in another eligible Suite in the same Portfolio. To take advantage of Cross Suite Value Shift You will need to: (i) have Ordered Suite(s) from the same Approved Source with the same Suite Term end date, and (ii) provide Your Approved Source with 60 days ’ notice before Your next annual True Forward anniversary. 2.5 Price Predictability. True Forward charges will be based on either a: (i) Not-to-Exceed Pricing for Full Commit Suites or (ii) fixed discount for applicable Partial Commit Suites or Add-Ons, in each case as provided to You by Your Approved Source. The pricing and discount terms for specific Suites and Add-Ons apply only to the Approved Source from whom You purchased such Suites and Add-Ons. 2.6 Responsibility for Affiliates . Your payment obligation will be based on the EA Commitment by You and any Affiliates that You have identified as participating in this EA Program. You remain responsible for all actions and omissions and payment of all charges incurred by You, any of Your Affiliates, or any other Authorized Users . In addition, You will provide Your Approved Source with an updated list of participating Affiliates to ensure compliance with the EA Program. 3. Term and Termination 3.1 EA Term. These EA Program Terms will remain in effect until expiration or termination of all the Suites and Add-Ons purchased in Your Initial EA Order (“EA Term”). 3.2 Termination. (A) Either party may terminate these EA Program Terms (or Use of specific Suites or Add-Ons, as applicable) if the other party materially breaches the Applicable Terms, and that party does not cure the breach within 30 days of written notice from the non-breaching party. If You materially breach the Applicable Terms (including for non-payment of undisputed fees to the Approved Source), Cisco may also suspend Your access to the EA Program (including Use of specific Suites or Add-Ons, or resources such as the Cisco EA Tool) after providing You noti ce and an opportunity to cure as set forth in this section . (B) Except as required by law or Section 3.2(a) above, these EA Program Terms and any Orders accepted under the EA Program may not be cancelled or terminated. 3.3 Consequences of Termination or Expiration of a Suite Term . (A) Upon expiration of the Suite Term or termination pursuant to Section 3.2(a), all rights to Use the affected Suites and Add -Ons, or the Cisco EA Tool and resources available as part of the Suites and Add -Ons, will terminate. Page 135 of 427 Controlled Doc. # EDCS-23300076 Ver: 1.2 Last Modified: Tue Nov 14 11:53:32 PST 2024 Enterprise Agreement 3.0 Program Terms for End Users.docx © Cisco and/or its affiliates. All rights reserved. Page 3 of 4 (B) If You terminate for Cisco’s uncured material breach, Cisco will provide a refund to Your Approved Source for the remaining pro rata portion of amounts prepaid to Cisco for the terminated Purchased Suites and attributable to the period after termination. (C) If Cisco terminates for Your uncured material breach, You will pay all unpaid fees through the end of the then-current Suite Term for all Purchased Suites terminated. 3.4 Assignment and Transfer. Neither these EA Program Terms, nor any right or obligation herein, may be assigned or transferred by a party (including under the Cisco Software Transfer and Re- licensing Policy) without the other party’s prior written consent, which may not be unreasonably conditioned, withheld, or delayed. However, to continue providing You with the benefits of the EA Program, Cisco may assign or transfer its obligations (in whole or in part) upon written notice to You in the event of an acquisition of business assets to which these EA Program Terms relate. When validly assigned or transferred, these EA Program Terms will bind and inure to the benefit of the parties and their successors and assigns. 4. Delivery, Tax and Customs 4.1 Delivery. Cisco will make electronically delivered Software available to You and Your Affiliates in the transaction country of record and You are responsible for distributing such Software across Your organization. Software delivered on newly purchased Hardware will be made available to You and Your Affiliates at the address provided with the purchase order for the Hardware. For purchases of Hardware with Embedded Software, You must use the EA Tool during the setup of Your Cisco Enterprise Agreement. 4.2 Embedded Software. During the Suite Term, for Purchased Suites that include Embedded Software, the value of Embedded Software may be deducted from the purchase price of the related Hardware from Cisco to Your Approved Source. If You are required to pay an i mportation fee, Your jurisdiction may use the value of both the Hardware and Embedded Software to calculate the importation fee and related duties . Accordingly, the importation fee on the value of the combined products may be higher than if calculated solely using the price of the Hardware. 5. Interpretation 5.1 Order of Precedence. If there is any conflict between the EA Program Terms , the Buying Program Offer Descriptions, and the End User Terms, the order of precedence is: the Buying Program Offer Descriptions, these EA Program Terms, Offer Descriptions or Services Descriptions, and then the General Terms or equivalent written agreement between You and Cisco for accessing and using Software and Cloud Services. This order of precedence supersedes the order of precedence in the General Terms for Orders in the EA Program . 5.2 Entire Agreement. These EA Program Terms, together with the applicable Buying Program Offer Descriptions and End User Terms, are the complete agreement between the parties regarding the purchase of Software, Cloud Services, and Services under the EA Program and supersedes all prior or contemporaneous communications, understandings, or agreements (whether written or oral). 6. Definitions Term Meaning Add-On An optional Software, Cloud Services, and Services offering that is available as an additional add-on purchase to an underlying Suite, as described in the Buying Program Offer Descriptions. Applicable Terms The EA Program Terms, Buying Program Offer Descriptions and End User Terms, as described in Section 1.2. Buying Program Offer Descriptions The description of EA Program features applicable to the Software, Cloud Services and Services in the EA Program available at the Offer Descriptions site. Page 136 of 427 Controlled Doc. # EDCS-23300076 Ver: 1.2 Last Modified: Tue Nov 14 11:53:32 PST 2024 Enterprise Agreement 3.0 Program Terms for End Users.docx © Cisco and/or its affiliates. All rights reserved. Page 4 of 4 Term Meaning Cisco EA Tool The applicable platform, website, tool, or portal that Cisco makes available to You under the EA Program from time to time to enable You to: (i) view and manage Your Entitlement and Use of the Suites and Add-Ons; and (ii) access information about the EA Program. Cross Suite Value Shift The ability to shift value across eligible Suites as described in Section 2.4(b)(2). EA Commitment (i) The initial Entitlement under Your Initial EA Order, (ii) additional Entitlements associated with subsequent purchases of Suites and Add -Ons, and (iii) increases in Use. Embedded Software Software that is delivered on newly purchased Hardware. End User Terms As specified in the Buying Program Offer Descriptions: (i) For Cisco Software and Cloud Services, the General Terms (including applicable Offer Descriptions), or equivalent written agreement between You and Cisco for accessing and using Software and Cloud Services; and (ii) For Services, the applicable Service Descriptions. Entitlement The type, quantity or value, and duration of Suites and Add-Ons that You have committed to acquire (or previously acquired and agreed to cover under the EA Program), as adjusted (e.g., as a result of a True Forward). Full Commit Suite A Suite acquired on terms (including duration, price, and quantities) that fulfill the minimum requirements for a ‘Full Commit Suite’, as set out in the Buying Program Offer Descriptions. Intra Suite Value Shift The ability to shift value within an eligible Suite, as described in Section 2.4(b)(1 ). Not-to-Exceed Pricing Pricing model that (i) includes a maximum price and (ii) allows for lower prices if applicable list price decreases. Partial Commit Suite A Suite acquired in addition to a corresponding Full Commit Suite, that does not meet the minimum eligibility requirements for a Full Commit Suite. Portfolio A standardized grouping of Suites and optional Add -Ons. Services Services for the applicable Hardware, Software, or Cloud Services corresponding to the Purchased Suite. Suite A defined combination of Software, Cloud Services, and Services made available under the EA Program. Suite Term With respect to each Purchased Suite, the duration of the Purchased Suite, commencing on the earliest date any Software, Cloud Services and Services in the Purchased Suite is available for Your Use. Use To download, install, activate, provision, enable, or otherwise access or have available Suites and Add- Ons under the EA Program. You or Your The individual or legal entity purchasing the Software, Cloud Services, and Services under the EA Program. Page 137 of 427 Controlled Doc. # EDCS-23300076 Ver: 1.0 Last Modified: Fri Jun 24 10:46:03 PDT 2022 CISCO CONFIDENTIAL INFORMATION, Enterprise Agreement 3.0 Program Terms for End Users.docx 1 Terms and Conditions Acceptance I have read the terms and conditions above and understand that if an order is placed, these terms and conditions will apply to the purchased suites. End User Acceptance End User Authorized Representative Name Authorized Representative Title Date Signature CITY OF UKIAH Page 138 of 427 Page 1 of 2 Agenda Item No: 12.a. MEETING DATE/TIME: 3/19/2025 ITEM NO: 2025-160 AGENDA SUMMARY REPORT SUBJECT: Conduct a Public Hearing to Consider a Resolution Updating the Electric Utility Fixed Fee Schedule. DEPARTMENT: Electric Utility PREPARED BY: Cindy Sauers, Electric Utility Director PRESENTER: Cindy Sauers, Electric Utility Director ATTACHMENTS: 1. 1997-03-05 Resolution for Fixed Fees 2. Schedule of Electrical Connection Charges 3. Schedule of Electrical Fixed Charges FY2025 - Proposed 4. Resolution Adopting Electric Utility Fixed Fee Schedule 5. 12a Electric Utility Fixed Fees Summary: The City Council will hold a public hearing on March 19, 2025 to consider adopting a resolution updating the Electric Utility's Fixed Fee Schedule, complying with Ukiah City Code Division 4, Chapter 6 Sections 3950 through 3957. Legal notices were published in accordance with City Code 3953. The Agenda Summary Report and the City Manager's Report are to be considered the same report. Background: The City of Ukiah's Electric Utility is a publicly owned, nonprofit utility, governed by the Ukiah City Council. The City Council provides oversight, direction, and approves rates and fees. Fixed fees for utility services are set charges that cover the costs associated with providing specific, routine services, such as installing a new service connection. These fees ensure that the Utility covers the actual cost of labor, materials, and equipment necessary to complete the work, rather than distributing those costs to all ratepayers. The Utility's Schedule of Fixed Fees was originally established in 1986 and updated once in 1997 (Attachment 1 and 2). Discussion: The Utility's fixed fees for these routine services have remained unchanged since 1997. Over the past several decades, the cost of labor, materials, and equipment have increased significantly. As a result, the current fees no longer reflect the true cost of providing these services, resulting in a persistent shortfall in cost recovery. Without an adjustment, the Utility will continue to subsidize these services using general utility revenues, which are intended for system-wide infrastructure and operational needs. The recommended fee adjustments are designed to reflect the actual service costs. The proposed Electric Utility Fixed Fee Schedule (Attachment 3) was developed using the City's Personnel Charge-Out Schedule to ensure full cost recovery for Staff time as well as current material costs. Staff recommends Council approve the proposed Electric Utility Fixed Fee Schedule by Resolution (Attachment 4). Recommended Action: Conduct a Public Hearing and Adopt the Resolution updating the Electric Utility Fixed Fee Schedule. BUDGET AMENDMENT REQUIRED: No CURRENT BUDGET AMOUNT: N/A PROPOSED BUDGET AMOUNT: N/A FINANCING SOURCE: N/A Page 139 of 427 Page 2 of 2 REVENUE: Yes / No GRANT: Yes / No PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A COORDINATED WITH: Sage Sangiacomo, City Manager; Diana Ramos, Electric Rate and Resource Analyst STRATEGIC PLAN (SP):SP 2B - Identify and/or develop funding for essential and vital infrastructure for the long-term. CLIMATE INITIATIVES (CI): GENERAL PLAN ELEMENTS (GP): Page 140 of 427 Attachment 1 Page 141 of 427 Page 142 of 427 Page 143 of 427 Page 144 of 427 Page 145 of 427 Page 146 of 427 Page 147 of 427 Page 148 of 427 Page 149 of 427 Page 150 of 427 Page 151 of 427 Page 152 of 427 Page 153 of 427 Page 154 of 427 Page 155 of 427 Page 156 of 427 SCHEDULE OF ELECTRICAL CONNECTION CHARGES (BASED ON CITY COUNCIL RESOLUTION 86-29 WITH SCHEDULE 1615) 1.FEE RESIDENTIAL (SINGLE FAMILY) SERVICES $100.00 1-PHASE, 125 AMP MAX., SERVICE LENGTH 100 FT. MAX $250.00 UNDERGROUND 1-PHASE, 200 AMP MAX., SERVICE LENGTH 100 FT. MAX $300.00 UNDERGROUND 1-PHASE, 400 AMP MAX., SERVICE LENGTH 100 FT. MAX $500.00 COMMERCIAL, INDUSTRIAL, OR MULTIPLE FAMILY RESIDENTIAL SERVICES $100.00 1 OR 3 PHASE, 3 OR 4 WIRE, 200 AMP, 240 VOLT MAX., SERVICE LENGTH 100 FT. MAX.$300.00 1 OR 3 PHASE, 3 OR 4 WIRE, 200 AMP, 600 VOLT MAX., SERVICE LENGTH 100 FT. MAX.$500.00 1 OR 3 PHASE, 3 OR 4 WIRE, 600 AMP, 600 VOLT MAX., SERVICE LENGTH 100 FT. MAX.$600.00 FOR SERVICE REQUIRING GREATER LENGTH OR CAPCITY THAN ABOVE ACTUAL INSTALLATION COSTS 2.Where City Distribution is Underground: RESIDENTIAL (SINGLE FAMILY) SERVICES 1 PHASE, 125 AMP, 250 VOLT MAK., SERVICE LENGTH 100 FT. MAX.$150.00 1 PHASE, 200 AMP, 250 VOLT MAK., SERVICE LENGTH 100 FT. MAX.$175.00 FOR SERVICES REQUIRING GREATER LENGTH OR CAPACITY THAN ABOVE ACTUAL INSTALLATION COSTS COMMERCIAL, INDUSTRIAL, OR MULTIPLE FAMILY RESIDENTIAL SERVICES 1 OR 3-PHASE, 3 OR 4 WIRE, 200 AMP, 600 VOLT MAX., SERVICE LENGTH 100 FT. MAX.$250.00 FOR SERVICES REQUIRING GREATER LENGTH OR CAPACITY THAN ABOVE ACTUAL INSTALLATION COSTS No overhead service for new construction is permitted except where underground service is not feasible. Where such overhead service is allowed, an overhead service fee shall be charged. A. SERVICES TO NEW CONSTRUCTION: Where City Distribution System is Overhead: UNDERGROUND SERVICE OVERHEAD SERVICE WHEN ALLOWED (200 AMP MAX., 100 FT. MAX) UNDERGROUND SERVICE OVERHEAD SERVICE WHEN ALLOWED (200 AMP MAX.) Admin/Financials/Fixed Fees/Schedule of Electrical Connection Charges Page 157 of 427 SCHEDULE OF ELECTRICAL CONNECTION CHARGES (BASED ON CITY COUNCIL RESOLUTION 86-29 WITH SCHEDULE 1615) EXISTING OVERHEAD SERVICES CUSTOMER WISHES TO CHANGE SERVICE PANEL TO A SIZE LARGER THAN 125 AMP (200 AMP MAX.), BUT EXISTING SERVICE DROP CONDUCTOR IS INADEQUATE SAME AS OVERHEAD FEES ABOVE EXISTING UNDERGROUND SERVICES CUSTOMER WISHES TO CHANGE SERVICE PANEL TO A SIZE LARGER THAN 125 AMP, BUT THE EXISTING CONDUSTOR/CONDUIT SIZE IS INADEQUATE SAME AS UNDERGROUND FEES ABOVE C.TEMPORARY SERVICES: OVERHEAD TEMPORARY SERVICE TO CUSTOMER-OWNED SERVICE POLE, 1 PH, 125 AMP, 250 VOLT MAX, SERVICE LENGTH 150FT. MAX.$75.00 FOR SERVICES REQUIRING GREATER LENGTH OR CAPACITY THAN ABOVE ACTUAL INSTALLATION COSTS UNDERGROUND TEMPORARY SERVICE City Electric will supply the service conductor from existing distribution facilities to designated point of connection. Any additional facilities shall be supplied and removed a the customer's expense. Customer shall furnish an install all material from the designated point of connection. City Electric will provide connectors and make the connection. TO CUSTOMER-OWNED SERVICE POLE OR FACILITY $60.00 B. REPLACEMENT OF EXISTING SERVICES: City Electric will supply the service drop conductors from existing distribution facilities. Any additional facilities shall be supplied and removed at the customer's expense. If City Electric Utility determines replacement of service conductors is necessary, replacement will be done without charge except under the following circumstances: Admin/Financials/Fixed Fees/Schedule of Electrical Connection Charges Page 158 of 427 Administrative\Financials\Fixed Fees\Utility Connection Charges SCHEDULE OF ELECTRIC FIXED FEES Effective Date 03/19/2025 Supersedes Schedule 1615 APPLICABILITY: This schedule applies to all connections to the City’s electric distribution system except those which serve street lighting or traffic signals. TERRITORY: Within the incorporated limits of the City and land owned or leased by the City. DESCRIPTION OF CHARGES: All work completed by the Utility shall be completed during normal business hours. If a customer requests that the work be completed during other than regular business hours (Monday – Thursday 7am-4pm), it shall be completed at the customer’s sole expense at a time agreed upon by the Utility. A.Overhead Services: No overhead service shall be permitted for new construction except upon prior approval of the Electric Utility Director. Such approval shall be granted only upon a determination, pursuant to Section 3854 of Article 6, “Undergrounding of Utilities,” of the Ukiah Municipal Code, that the installation of an underground service is not feasible. In the event overhead service is authorized, an overhead service fee shall be assessed pursuant to Table 1 of the Schedule of Electrical Connection Charges. B.Underground Services: Where the City installs the service conductors, a service fee shall be assessed pursuant to Table 1 of the Schedule of Electrical Connection Charges. C.Temporary Service: A fee will be applied for all temporary service installations. The customer is responsible for installing all necessary infrastructure up to the point of connection, including but not limited to conduit, box pads (provided by the City), pull boxes (provided by the City), and service poles. The Electric Utility will provide the service drop, conductors, and meter. Any additional facilities required for service beyond the standard installation must be supplied and removed at the customer's sole expense. D.Upgraded Service: If the customer wishes to upgrade their service, a service fee shall be assessed pursuant to Table 1 of the Schedule of Electrical Connection Charges. E.Solar Meters: Bi-directional meters are required for solar customers and exceed the cost of a regular meter. The difference in this cost is to be borne by the customer. A fee for this advanced meter must be paid prior to meter installation. See Table 1 for charges. ATTACHMENT 3 PR O P O S E D Page 159 of 427 SCHEDULE OF ELECTRIC FIXED FEES- PROPOSED FY25 Table 1 1.CURRENT FEE PROPOSED RESIDENTIAL (SINGLE FAMILY) SERVICES OVERHEAD SERVICE WHEN ALLOWED (200 AMP, 100 FT. MAX)$100.00 $775.00 UNDERGROUND 1-PHASE, 200 AMP, SERVICE LENGTH 100 FT. MAX $300.00 $1,125.00 UNDERGROUND 1-PHASE, 400 AMP, SERVICE LENGTH 100 FT. MAX (Self-contained meter)$500.00 $1,215.00 UNDERGROUND 1-PHASE, 400 AMP, TEST BYPASS, SERVICE LENGTH 100FT. MAX. (Self-contained meter)$300.00 $1,215.00 FOR SERVICE REQUIRING GREATER LENGTH OR CAPCITY OR CITY INSTALLED CT'S ACTUAL INSTALL COSTS ACTUAL INSTALL COSTS 2.Where City Distribution is Underground: RESIDENTIAL (SINGLE FAMILY) SERVICES 1 PHASE, 200 AMP, 240 VOLT, SERVICE LENGTH 100 FT. MAX. $175.00 $1,125.00 1 PHASE, 400 AMP, 240 VOLT, SERVICE LENGTH 100 FT. MAX. (Self-contained meter)$1,215.00 FOR SERVICES REQUIRING GREATER LENGTH OR CAPACITY OR CITY INSTALLED CT'S ACTUAL INSTALL COSTS ACTUAL INSTALL COSTS COMMERCIAL UNDERGROUND 1 PHASE, 400 AMP, TEST BYPASS, SERVICE LENGTH 100 FT. MAX. (Self-contained meter)$1,215.00 FOR SERVICES REQUIRING GREATER LENGTHOR CAPACITY OR CITY INSTALLED CT'S ACTUAL INSTALL COSTS EXISTING SERVICES CUSTOMER WISHES TO CHANGE SERVICE PANEL TO 200 AMP MAX., AND EXISTING SERVICE DROP CONDUCTOR IS ADEQUATE (DISCONNECT/RECONNECT ONLY)SAME AS OVERHEAD FEES ABOVE $350.00 C.TEMPORARY SERVICES: Customer shall furnish and install all infrastructure as outlined by City Electric and the City Electric will provide equipment, connection and make ready. City Electric will supply the service conductor from existing distribution facilities to designated point of connection. OVERHEAD TEMPORARY SERVICE TO CUSTOMER-OWNED SERVICE POLE, 1 PH, 200 AMP MAX., 250 VOLT MAX, SERVICE LENGTH 100FT. MAX.$75.00 $775.00 FOR SERVICES REQUIRING GREATER LENGTH OR CAPACITY THAN ABOVE ACTUAL INSTALL COSTS ACTUAL INSTALL COSTS TO CUSTOMER-OWNED SERVICE POLE, 1 PH 200 AMP MAX., 250 VOLT MAX., TRANSFORMER, SERVICE LENGTH 100 FT. MAX.$1,425.00 UNDERGROUND TEMPORARY SERVICE TO CUSTOMER-OWNED SERVICE POLE OR FACILITY, 1 PHASE, 200 AMP MAX., 250 VOLT MAX., SERVICE LENGTH 100FT. MAX.$60.00 $1,800.00 TO CUSTOMER-OWNED SERVICE POLE OF FACILITY, 1 PHASE, 200 AMP MAX., 250 VOLT MAX., TRANSFORMER SERVICE LENGTH 100 FT. MAX $2,700.00 D.SOLAR METER FEES Residential Bi-Directional Meter $150.00 Commercial Bi-Directional Meter $300.00 No overhead service for new construction is permitted except where underground service is not feasible. Where such overhead service is allowed, an overhead service fee shall be charged. A. SERVICES TO NEW CONSTRUCTION: Where City Distribution System is Overhead: COMMERCIAL SERVICE B. REPLACEMENT OF EXISTING SERVICES: 1 Admin/Financials/Fixed Fees/Schedule of Electrical Connection Charges PR O P O S E D Page 160 of 427 RESOLUTION NO. 2025- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UKIAH ADOPTING ELECTRIC UTILITY FIXED FEE SCHEDULE. WHEREAS, the City of Ukiah (“City”) provides electric utility service to residents and businesses in the City, and Ukiah Electric Utility is the City’s publicly owned electric utility with the City Council providing local governance and oversight; and WHEREAS, the City has operated the municipal electric utility for more than 110 years and the electric rates are based on the cost to provide service; and WHEREAS, the Utility provides essential, routine services to residents and businesses; and WHEREAS, the current fixed fees for routine utility services have not been adjusted since 1997, despite significant increases in labor, materials, and equipment; and WHEREAS, a recent cost of service analysis has determined that the existing fees recover only a portion of the actual costs incurred by the Utility, resulting in a financial shortfall; and WHEREAS, without an adjustment, the Utility would continue to subsidize these services using general utility revenues, which are intended for system-wide infrastructure and operational needs rather than individual service requests; and WHEREAS, the proposed fee adjustments are designed to reflect the actual cost of providing these services, ensuring fairness and financial sustainability; and WHEREAS, the City Manager and Staff recommend implementing the proposed Electric Utility Fixed Fee Schedule, effective March 20, 2025; and NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Ukiah determines that each of the findings set forth above is true and correct. BE IT FURTHER RESOLVED that the City Council of the City of Ukiah hereby adopts the Electric Utility Fixed Fee Schedule, as set forth in Exhibit A and that these fees shall be effective immediately, unless otherwise ordered by the City Council on March 19, 2025. All prior fee schedules in conflict herewith are repealed upon the effective date of the new schedule. All other contract conditions for service remain unaltered and in full effect and the City Clerk shall cause the publication of this resolution in the Ukiah Daily Journal within 10 days following City Council action on March 19, 2025, pursuant to the provisions of Section 3957 of the Ukiah City Code. PASSED AND ADOPTED this day of 2025, by the following roll call vote: AYES: NOES: ABSENT: ABSTAIN: Douglas Crane, Mayor ATTEST: Kristine Lawler, City Clerk Attachment 4 Page 161 of 427 Attachment 4 Exhibit A SCHEDULE OF ELECTRIC FIXED FEES Effective Date 03/20/2025 Supersedes Schedule 1615 APPLICABILITY: This schedule applies to all connections to the City’s electric distribution system except those which serve street lighting or traffic signals. TERRITORY: Within the incorporated limits of the City and land owned or leased by the City. DESCRIPTION OF CHARGES: All work completed by the Utility shall be completed during normal business hours. If a customer requests that the work be completed during other than regular business hours (Monday – Thursday 7am-4pm), it shall be completed at the customer’s sole expense at a time agreed upon by the Utility. A.Overhead Services: No overhead service shall be permitted for new construction except upon prior approval of the Electric Utility Director. Such approval shall be granted only upon a determination, pursuant to Section 3854 of Article 6, “Undergrounding of Utilities,” of the Ukiah Municipal Code, that the installation of an underground service is not feasible. In the event overhead service is authorized, an overhead service fee shall be assessed pursuant to Table 1 of the Schedule of Electrical Connection Charges. B.Underground Services: Where the City installs the service conductors, a service fee shall be assessed pursuant to Table 1 of the Schedule of Electrical Connection Charges. C.Temporary Service: A fee will be applied for all temporary service installations. The customer is responsible for installing all necessary infrastructure up to the point of connection, including but not limited to conduit, box pads (provided by the City), pull boxes (provided by the City), and service poles. The Electric Utility will provide the service drop, conductors, and meter. Any additional facilities required for service beyond the standard installation must be supplied and removed at the customer's sole expense. D.Upgraded Service: If the customer wishes to upgrade their service, a service fee shall be assessed pursuant to Table 1 of the Schedule of Electrical Connection Charges. E.Solar Meters: Bi-directional meters are required for solar customers and exceed the cost of a regular meter. The difference in this cost is to be borne by the customer. A fee for this advanced meter must be paid prior to meter installation. See Table 1 for charges. Page 162 of 427 SCHEDULE OF ELECTRIC FIXED FEES- PROPOSED FY25 Table 1 1.CURRENT FEE PROPOSED RESIDENTIAL (SINGLE FAMILY) SERVICES OVERHEAD SERVICE WHEN ALLOWED (200 AMP, 100 FT. MAX)$100.00 $775.00 UNDERGROUND 1-PHASE, 200 AMP, SERVICE LENGTH 100 FT. MAX $300.00 $1,125.00 UNDERGROUND 1-PHASE, 400 AMP, SERVICE LENGTH 100 FT. MAX (Self-contained meter)$500.00 $1,215.00 UNDERGROUND 1-PHASE, 400 AMP, TEST BYPASS, SERVICE LENGTH 100FT. MAX. (Self-contained meter)$300.00 $1,215.00 FOR SERVICE REQUIRING GREATER LENGTH OR CAPCITY OR CITY INSTALLED CT'S ACTUAL INSTALL COSTS ACTUAL INSTALL COSTS 2.Where City Distribution is Underground: RESIDENTIAL (SINGLE FAMILY) SERVICES 1 PHASE, 200 AMP, 240 VOLT, SERVICE LENGTH 100 FT. MAX. $175.00 $1,125.00 1 PHASE, 400 AMP, 240 VOLT, SERVICE LENGTH 100 FT. MAX. (Self-contained meter)$1,215.00 FOR SERVICES REQUIRING GREATER LENGTH OR CAPACITY OR CITY INSTALLED CT'S ACTUAL INSTALL COSTS ACTUAL INSTALL COSTS COMMERCIAL UNDERGROUND 1 PHASE, 400 AMP, TEST BYPASS, SERVICE LENGTH 100 FT. MAX. (Self-contained meter)$1,215.00 FOR SERVICES REQUIRING GREATER LENGTHOR CAPACITY OR CITY INSTALLED CT'S ACTUAL INSTALL COSTS EXISTING SERVICES CUSTOMER WISHES TO CHANGE SERVICE PANEL TO 200 AMP MAX., AND EXISTING SERVICE DROP CONDUCTOR IS ADEQUATE (DISCONNECT/RECONNECT ONLY)SAME AS OVERHEAD FEES ABOVE $350.00 C.TEMPORARY SERVICES: Customer shall furnish and install all infrastructure as outlined by City Electric and the City Electric will provide equipment, connection and make ready. City Electric will supply the service conductor from existing distribution facilities to designated point of connection. OVERHEAD TEMPORARY SERVICE TO CUSTOMER-OWNED SERVICE POLE, 1 PH, 200 AMP MAX., 250 VOLT MAX, SERVICE LENGTH 100FT. MAX.$75.00 $775.00 FOR SERVICES REQUIRING GREATER LENGTH OR CAPACITY THAN ABOVE ACTUAL INSTALL COSTS ACTUAL INSTALL COSTS TO CUSTOMER-OWNED SERVICE POLE, 1 PH 200 AMP MAX., 250 VOLT MAX., TRANSFORMER, SERVICE LENGTH 100 FT. MAX.$1,425.00 UNDERGROUND TEMPORARY SERVICE TO CUSTOMER-OWNED SERVICE POLE OR FACILITY, 1 PHASE, 200 AMP MAX., 250 VOLT MAX., SERVICE LENGTH 100FT. MAX.$60.00 $1,800.00 TO CUSTOMER-OWNED SERVICE POLE OF FACILITY, 1 PHASE, 200 AMP MAX., 250 VOLT MAX., TRANSFORMER SERVICE LENGTH 100 FT. MAX $2,700.00 D.SOLAR METER FEES Residential Bi-Directional Meter $150.00 Commercial Bi-Directional Meter $300.00 No overhead service for new construction is permitted except where underground service is not feasible. Where such overhead service is allowed, an overhead service fee shall be charged. A.SERVICES TO NEW CONSTRUCTION: Where City Distribution System is Overhead: COMMERCIAL SERVICE B.REPLACEMENT OF EXISTING SERVICES: 1 Admin/Financials/Fixed Fees/Schedule of Electrical Connection Charges Page 163 of 427 ELECTRIC UTILITY FIXED FEES Presentation given on 3/19/25 Page 164 of 427 Electric Utility Fixed Fees Existing fees have remained unchanged since 1997. Significant increase in cost of labor, materials and equipment. Subsiding these services which are intended for system-wide infrastructure and operational needs. Page 165 of 427 Page 166 of 427 THANK YOU Page 167 of 427 Page 1 of 3 Agenda Item No: 12.b. MEETING DATE/TIME: 3/19/2025 ITEM NO: 2025-252 AGENDA SUMMARY REPORT SUBJECT: Conduct a Public Hearing to Consider Adoption of a Resolution Approving the Submittal of a CDBG Program Income-Only Application in Response to the 2023 State Community Development Block Grant Program Notice of Funding Availability, Amendment 1; and Approve Corresponding Budget Amendments if Awarded Funding for the Application. DEPARTMENT: Community Development PREPARED BY: Jim Robbins, Housing and Grants Manager PRESENTER: Jim Robbins, Housing and Grants Manager ATTACHMENTS: 1. 2023_CDBG_NOFA_Amendment1 2. LocalAppPublicNotice 3. Local_App_2024 4. Resolution Summary: Council will conduct a public hearing to consider adoption of a resolution approving the submittal of a CDBG Program Income-Only application in response to the 2023 State Community Development Block Grant Program Notice of Funding Availability, Amendment 1 (Attachment 1); and consider approval of corresponding budget amendments if awarded funding for the application. Background: Over the past two and a half years the California Department of Housing and Community Development (HCD) has made changes to the application procedures for accessing the City’s Community Development Block Grant (CDBG) Program Income (PI). A new process has been created by which local jurisdictions can submit PI-Only applications to access their PI funds. As of February 28, 2025, the City had approximately $250,000 in CDBG PI, which HCD procedures require the City apply to a PI-only application or allocate to a project in response to the 2025 CDBG NOFA. Given that the 2025 NOFA has not yet been released, Staff recommends that Council conduct a Public Hearing to consider and adopt a Resolution submitting an application to HCD to allocate the City’s PI Cash-On-Hand to a new Code Enforcement Services Program. The proposed new Code Enforcement Services Program has been designed to operate in a similar fashion to a successful CDBG Code Enforcement Services Program that was approved by Council through Resolution 2021-12 passed on April 7, 2021 and operated under state CDBG standard agreement 21-CDBG-NH-20004. The most notable proposed changes to the new program include further integration of code enforcement activities with the work of other Community Development Department and City of Ukiah divisions, including the Housing Division, and programmatic coordination with the City’s upcoming HOME Owner-Occupied Rehabilitation Program, if it is funded, starting in late 2025 or early 2026. Once a standard agreement is executed, the PI-only Code Enforcement Services Program will exist for 2 years and 9 months, the current maximum allowed by the state CDBG program. State CDBG Citizen Participation regulations require a design phase public hearing to initiate the annual CDBG funding cycle. Staff conducted a design phase public hearing on February 12, 2024. Regulations also require a public hearing to adopt a Resolution authorizing submittal of applications to HCD. That is the purpose of this public hearing. Page 168 of 427 Page 2 of 3 City of Ukiah Local Application Process The City has developed a local application process to both inform stakeholders and potential applicants of the CDBG NOFA and to establish a fair process by which local applicants can be considered for a possible City CDBG application submitted to the State. On January 30, 2024, the City published a public notice in the Ukiah Daily Journal (Attachment 2) announcing the public meeting and describing the 2023 and 2024 NOFA process. Staff also emailed local stakeholders about the meeting. On February 12, 2024, Staff met with local stakeholders and other City Staff to discuss the 2023 and 2024 NOFAs and City's local application process. Staff also distributed the City's Local Application form (see Attachments 2 and 3), which mirrors application threshold requirements in the State CDBG application. Local applications were due by February 26, 2024, and three applications were received from the Community Development Department by the deadline. The three applications were for a Business Assistance Program, a planning project related to fire stations, and a CDBG First-Time Homebuyer Program (FTHB). The FTHB program was proposed partially in response to citizen comments at the February 12 meeting that homeownership opportunities are in high demand in the Ukiah area. A Code Enforcement Services Program was not proposed in February 2024 because the City has an active CDBG Code Enforcement program that does not end until September 2025. Staff recommends that the City substitute a Code Enforcement Services Program for the Business Assistance Program, so the City can expend its CDBG Program Income on Code Enforcement and apply for a $1.5 million Business Assistance Program in response to the 2025 CDBG NOFA. Discussion: On August 21, 2024, Council adopted resolution No. 2024-38 to authorize the City Manager to submit a non-competitive PI-only application for a $250,000 Business Assistance Program. In February 2025, the state CDBG program responded to the application with a request for a number of changes, including a revised public hearing and resolution. Due to changed circumstances since the Business Assistance application was submitted in August 2024, Staff recommends the City Council substitute the original Business Assistance PI-only application with a Code Enforcement PI-only application to fund the City’s Code Enforcement Services Program from September 2025 through June 2028. The City could then apply for up to $1.5 million in response to the 2025 state CDBG NOFA, which may be released in late summer or fall 2025. Staff Recommendation to Council The following is requested and is included in the attached Resolution (Attachment 4): City of Ukiah Code Enforcement Services Program - $250,00 (includes activity + activity delivery + general administration). To proceed with this recommendation, Staff requests that Council 1) conduct a public hearing; 2) adopt the Resolution in Attachment 4 authorizing a PI-only application be submitted to HCD for the above activities; and 3) approve corresponding budget amendments if the application is awarded. Recommended Action: Staff requests that Council 1) conduct a public hearing; 2) adopt the Resolution in Attachment 4 authorizing a CDBG PI-Only application be submitted to HCD for a Code Enforcement Services Program; and 3) approve corresponding budget amendments if the application is awarded. BUDGET AMENDMENT REQUIRED: Yes (Contingent on Award) CURRENT BUDGET AMOUNT: $0.00 PROPOSED BUDGET AMOUNT: $250,000.00 FINANCING SOURCE: CDBG PI-only Grant Standard Agreement REVENUE: N/A GRANT: N/A PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A COORDINATED WITH: Craig Schlatter, Community Development Director; Andrea Trincado, Project and Grants Manager Page 169 of 427 Page 3 of 3 STRATEGIC PLAN (SP):SP 1B - Provide services that support a high quality of life for all residents, including fostering diverse, inclusive, sustainable, and accessible neighborhoods. CLIMATE INITIATIVES (CI): N/A GENERAL PLAN ELEMENTS (GP): GP-A8 - Housing Element (2019-2027), Policy 1-1: Encourage the rehabilitation of existing residential units. Page 170 of 427 STATE OF CALIFORNIA - BUSINESS, CONSUMER SERVICES AND HOUSING AGENCY GAVIN NEWSOM, Governor DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT DIVISION OF FEDERAL FINANCIAL ASSISTANCE 2020 W. El Camino Avenue, Suite 200, 95833 P.O. Box 952054 Sacramento, CA 94252-2054 (916)263-2771 www.hcd.ca.gov January 31, 2024 MEMORANDUM FOR: All Potential Applicants FROM: Sasha Hauswald, Deputy Director Division of Federal Financial Assistance SUBJECT: 2023 Community Development Block Grant Program Notice of Funding Availability – Amendment #1 The California Department of Housing and Community Development (Department) is announcing the release of an amendment to the Community Development Block Grant (CDBG) Program 2023 Notice of Funding Availability (NOFA) issued on September 29, 2023. The original NOFA was for approximately $19 million in federal funds for the Community Development Block Grant Program only for applications from projects that remain on the waitlist established for Over-the-Counter projects after the 2019-2020 CDBG NOFA. This Amendment #1 makes available another $19 million for Housing, Community Development, and Economic Development Projects in an Over-the-Counter process. Funding for this NOFA is available to the state from the United States Department of Housing and Urban Development (HUD), pursuant to the Housing and Community Development Act of 1974, as amended, and 24 Code of Federal Regulation (CFR) Part 570 Subpart I “State Community Development Block Grant Program.” These regulations require the state to make funds available to the state’s non-entitlement Units of General Local Government (UGLGs). Units of General Local Government are defined by HUD as political subdivisions of the state, which in California are towns, cities, and counties. Only non-federally recognized Tribes can receive funding through applications submitted by non-entitlement Units of General Local Government. No direct funding from the Department can be provided to Tribes, Tribally-Designated Housing Entities, or nonprofits. To award the balance of available 2023 funding, the Department is amending the original September 29, 2023 NOFA as follows: 1.To make an additional $19 million available for Housing, Community Development, and Economic Development Projects. Applications for new projects are due on or before Tuesday, April 30, 2024. California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 1 ATTACHMENT 1 Page 171 of 427 2. To include in the additional $19 million available, a 5% set-aside for Colonias as required under Section 916 of the National Affordable Housing Act 3. To include in the additional $19 million available, a 1.25% set-aside for Non- federally recognized Tribes as required by HSC 50831. Applicants are encouraged to set-up profiles in the eCivis Portal at eCivis Portal | Login as early as possible. Profile set-up instructions and other technical assistance can be found in the eCivis Grants Network External User Manual found on the Department’s CDBG webpage under the “Resources” tab. Applicants are encouraged to begin the application process early to ensure successful submission before the application deadline. If you have issues logging into the portal or have questions on how to complete the online application, please contact the Department at cdbg@hcd.ca.gov. To receive CDBG program NOFA FAQs, emails, and other information and updates, please sign up for emails and check the “Federal Programs” box. If you have any questions, please submit them to cdbg@hcd.ca.gov. All activities in this NOFA are subject to availability of funds and continuing HUD and legislative authority. Attachments California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 2 Page 172 of 427 Community Development Block Grant Program 2023 Notice of Funding Availability Gavin Newsom, Governor State of California Tomiquia Moss, Secretary Business, Consumer Services and Housing Agency Gustavo Velasquez, Director California Department of Housing and Community Development Division of Financial Assistance, Federal Programs Branch Community Development Block Grant Program 2020 W. El Camino Avenue, Suite 200, Sacramento, CA 95833 Email: cdbg@hcd.ca.gov September 29, 2023 Amended January 31, 2024 California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 3 Page 173 of 427 I. Table of Contents I. Table of Contents ............................................................................................................................ 4 II. Overview .......................................................................................................................................... 6 A. Notice of Funding Availability ...........................................................................................................6 B. Estimated Timeline .......................................................................................................................... 7 C. What is new in this NOFA ................................................................................................................ 7 D. Authorizing Legislation .....................................................................................................................9 E. Allocation and Funding .................................................................................................................. 10 F. Definitions...................................................................................................................................... 10 III. Program Requirements ................................................................................................................ 11 A. Eligible Applicants ..........................................................................................................................11 B. Non-Entitlement Status.................................................................................................................. 11 C. Housing Element Compliance ....................................................................................................... 11 D. Growth Control Limitations ............................................................................................................. 12 E. Application Submittal ..................................................................................................................... 12 F. Limits for Administration and Planning .......................................................................................... 13 G. Activity Delivery ............................................................................................................................. 14 H. Insufficient Demand ....................................................................................................................... 15 I. Eligible Activities............................................................................................................................ 15 J. Application Limits........................................................................................................................... 15 IV. Application Requirements............................................................................................................ 16 A. National Objectives........................................................................................................................ 16 B. Milestones...................................................................................................................................... 16 C. Conditions...................................................................................................................................... 17 V. Application Threshold and Initial Requirements .......................................................................18 A. Threshold Requirements ............................................................................................................... 18 B. Application and Activity Requirements .......................................................................................... 22 VI. Application Review ....................................................................................................................... 25 VII. Award Recommendations ............................................................................................................ 26 VIII. Application Submission ............................................................................................................... 26 A. Workshops..................................................................................................................................... 26 B. Submission Process ...................................................................................................................... 27 C. Applicant Responsibility ................................................................................................................. 27 D. Disclosure of application ................................................................................................................ 27 IX. Appeal Criteria and Process ........................................................................................................ 28 A. Appeal process and deadlines .......................................................................................................28 B. Appeal decisions............................................................................................................................28 C. Effectiveness ................................................................................................................................. 29 X. Awards announcement and grant implementation ....................................................................29 A. Awards announcements ................................................................................................................ 29 B. Standard Agreements.................................................................................................................... 29 XI. Federal program requirements .................................................................................................... 29 A. Federal Cross-Cutting Requirements ............................................................................................29 California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 4 Page 174 of 427 B. Build America, Buy America Act (BABA) .......................................................................................30 C. Relocation Plan Requirements ...................................................................................................... 31 D. Procurement .................................................................................................................................. 31 E. False, Fictitious or Fraudulent Claims ........................................................................................... 31 F. Detecting, Preventing, and Reporting Fraud .................................................................................32 G. Combatting Fraud.......................................................................................................................... 32 H. Whistleblower Protection Acts ....................................................................................................... 33 XII. LIST OF APPENDICES .................................................................................................................. 36 California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 5 Page 175 of 427 II.Overview A. Notice of Funding Availability The California Department of Housing and Community Development (Department) announces the availability of approximately $19 38 million in funding available through the federal Small Cities Community Development Block Grant Program (CDBG) for the 2023 funding year. Under this NOFA as amended , $19 million in CDBG funds are provided as grants to Non-Entitlement Units of General Local Government (UGLGs) for project applications for CDBG -eligible activities that were waitlisted under the 2019-2020 Over-the-Counter waitlist (Waitlisted Projects), and pursuant to this Amendment, another $19 million in CDBG funds are provided as grants to Non-eEntitlement Units of General Local Government (UGLGs) for applications for new CDBG -eligible Housing, Community Development, and Economic Development Projects (New Projects) in an Over-the-Counter process.. All CDBG activities must meet one of the following National Objectives: Benefit low- and moderate-income persons Aid in the prevention or elimination of slums and blight Meet certain urgent community needs The objectives of the CDBG program are to develop viable communities by the provision of decent affordable housing, a suitable living environment, and to expand economic opportunities, principally for the benefit of Low- and Moderate- Income (LMI) persons, families, households, and neighborhoods. Applicants are expected to plan activities that will reduce disparities and increase racial and socioeconomical equity in their communities. Applicants are to ensure all eligible persons receive equitable access to services, and are served with dignity, respect, and compassion regardless of circumstance, ability, or identity, which includes marginalized populations, including but not limited to, Black, Native and Indigenous, Latinx, Asian, Pacific Islanders and other people of color, immigrants, people with criminal records, people with disabilities, people with mental health and substance abuse vulnerabilities, people with limited English proficiency, people who identify as LGBTQ+, and other individuals that may not traditionally access mainstream support. All applications will be reviewed for completeness and compliance with state and federal requirements. Only complete and compliant applications will be eligible for application review, approval, and potential funding. California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 6 Page 176 of 427 B. Tentative Estimated Timeline Original CDBG NOFA and application release September 29, 2023 Application for Waitlisted Projects opens for submittal October 30, 2023 Application for Waitlisted Projects deadline When funds are exhausted or 60 days from application open date, whichever comes first HCD announces awards for Waitlisted Projects Rolling basis (January – April 2024) Contract Execution for Waitlisted Projects Rolling basis (March – May 2024) Expenditure Deadline 2 years, 9 months from contract execution CDBG NOFA amendment for New Projects release January 31, 2024 Application for New Projects Opens for Submittal March 1, 2024 Application for New Projects deadline When funds are exhausted or 60 days from application open date, whichever comes first HCD announces awards for New Projects Rolling basis (May – July 2024) Contract Execution for New Projects Rolling basis (July – September 2024) Expenditure Deadline 2 years, 9 months from contract execution Applications submitted before the application start open date or after the respective due date or closing date will not be accepted. There will be no exceptions. The Department recommends Applicants plan to submit their application(s) well before the application deadline to provide opportunity for troubleshooting if needed. Each application will be digitally time -stamped upon submittal. If theis NOFA is undersubscribed, unawarded funds will be made available under the a subsequent NOFAJanuary 2024 Competitive and Over-the-Counter NOFA. If funds become disencumbered between theis NOFA release and the application deadline, the disencumbered funds will be made available to Waitlisted or New Projects under this NOFA. If disencumbered funds exceed applications, the disencumbered funds will be made available under the January 2024 Competitive and Over-the-Countera subsequent NOFA. C. What is new in this NOFA California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 7 Page 177 of 427 This is a limited NOFA. Funding will only be made available to shovel -ready projects from the OTC -waitlisted projects (WaitlistWaitlisted Projects) submitted under the 2019-2020 NOFA and new shovel -ready Housing, Community Development, and Economic Development Projects (New Projects). . Waitlist Applicants will have 60 days from the applicable application open date to submit a complete application. After the 60-day period, the application will close and no additional applications or changes will be accepted. Awards will be made on a first-come, first-served basis. Waitlisted Project aApplicants will only be allowed to apply for up to the originally applied for amount of funds. Any cost increases must be covered by other funding sources or scope must be reduced to fit within the available budget. Applicants who applied for funding for a Waitlisted Project may also apply for funds for a New Project. Each jurisdiction can apply for one (1) New Housing, Community Development, and Economic Development Projects (New Projects) will be allowed to apply for one (1) application per jurisdiction in an amount not to exceed $3.253 million. All Applicant projects must pass threshold, including sufficiently demonstrating readiness as detailed in the threshold section of this NOFA. There is expected to be sufficient funding available to fund all Waitlisted Projects, but projects will only be funded if they meet threshold requirements prior to the application deadline. The Standard Agreement term has been adjusted to require full expenditure of funds within 33 months (2 years 9 months), leaving 90 days (3 months) for final reimbursement and activity closeout. State Objectives have been removed from the Threshold criteria and have been replaced with questions on how the applied for activity “Affirmatively Furthers Fair Housing” and supports Disaster Resiliency. All Applicants and Applicant partners must not be debarred, suspended, proposed for debarment, declared ineligible, voluntarily excluded from participation, and/or unregistered in SAM from federally- assisted programs. However, submittal of an incomplete or incorrect debarment check will no longer disqualify an Applicant. HCD will work with Applicants to ensure correct submittal of debarment checks for Applicants and all Applicant Partners before award of funds. If project/activity is in a public right of way or easement, Applicant must submit an opinion of counsel that all rights, easements, and permits have been obtained. Successful Applicants will be subject to requirements of phased California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 8 Page 178 of 427 implementation of the federal Build America, Buy America Act (BABA). For 2023 CDBG funds, covered infrastructure projects will have to use iron and steel produced in the United States. Applicants will be required to certify participating in the CDBG Application training to apply for funding under thisthe 2023 NOFA funding, as amended herein. D. Authorizing Legislation Funding under this NOFA is made available pursuant to the Housing and Community Development Act of 1974. This NOFA should be read in conjunction with the following statutes, regulations, and guidelines that establish state and federal CDBG requirements. Relevant legal authorities include, but are not limited to, the following: 24 Code of Federal Regulations (CFR) §570.480, et. Seq, Federal CDBG Regulations 24 CFR Part 58, Environmental Review Procedures 2 CFR Part 200, Uniform Grant Administration Requirements Health & Safety Code (HSC) §§50825-50834, State of California CDBG program 2020-2024 State of California Consolidated Plan 2022-2023 State of California Annual Action Plan CDBG Program Guidelines, California Department of Housing and Community Development If there are changes to federal or state statutes or regulations, other laws governing the CDBG program, or funding is modified by Congress, HUD, the Department, or the state Legislature, these changes may become effective immediately and apply to funded activities under this NOFA. Note: The Housing and Community Development Act of 1974 (HCDA) is codified as Title 42 U.S.C. §5301, et. seq.: thus, those citations are interchangeable and cite the same statute language. For example, the citation of HCDA 105(a)(22) and 42 U.S.C.§5305(a)(22) are references to the same statute language. For the purposes of this NOFA, we will use the 42 U.S.C. §5301 citations for references to the federal statutes. In administering this NOFA, if there is a conflict between the federal statutes or regulations and state statutes or guidelines, the federal statutes and regulations shall prevail. All activities in this NOFA are subject to availability of funds and continuing HUD and California legislative authority. The Department reserves the right, at its sole discretion and at any time, to rescind, suspend or amend this NOFA and any or all its provisions. The Department will notify interested parties through listserv emails and by posting notification on the Department website if the Department rescinds, California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 9 Page 179 of 427 suspends, or amends this NOFA. This NOFA is not a commitment of funds to any Activity or Applicant. E. Allocation and Funding Funds will be allocated in accordance with federal regulations found in 24 CFR §570 and state statute, as found in HSC §50827, et seq. For more information, please reference the CDBG Guidelines, Section 200. The table below include the estimated percentage of Funding Allocations for the 2023 NOFA, as amended: Funding Allocation Percentage Estimated Dollar Amount State Operations 3% + $100,000 of 2023 CDBG Award from HUD Award $670,0001,000,000 Local Administration 7% $1,330,000$2,660,000 Over-the-Counter Awards to 2019- 2020 Waitlisted Projects (Infrastructure, Public Facilities, Housing Projects, Economic Development Projects) 9045% $17,000,000 Over-the-Counter Awards to New Projects (Housing, Community Development, and Economic Development ProjectsInfrastructure, Public Facilities, Housing Projects, Economic Development Projects) 45% $17,000,000 Colonias Set-Aside (Section 916 of the National Affordable Housing Act) Set-aside of 5% $1,500,000 (Included in the New Projects funding allocation) Non-federally recognized Ttribes sSet- aAside (HSC §50831) Set-aside of 1.25% $375,000 (Included in the New Projects funding allocation) *Note: The amount of total funding available and the allocations of those funds are only estimates and are subject to change without notice. Funding awarded through this NOFA will have a 33 -month (two (2) years and nine (9) months) expenditure and liquidation period. Awards for New Projects will be limited to $3.253 million per application, limit one (1) application per Jurisdiction, except jurisdictions applying on behalf of a Colonia or a non-federally recognized Tribe which may additionally apply for funds under those set-asides allocations. F. Definitions Except as otherwise defined herein, all defined terms have the meaning set forth in 42 U.S.C. §5302(a), 24 CFR Part 570 and the State CDBG Guidelines. California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 10 Page 180 of 427 III. Program Requirements All Program Requirements, Application, Application Threshold, and Initial Requirements set forth in Sections III-V must be met. Failure to include timely satisfy all of the requirements will result in disqualification. A. Eligible Applicants Only non-entitlement Units of General Local Government such as cities, counties and municipalities that had a waitlisted Over-the-Counter applicationWaitlisted Project under the 2019-2020 NOFA or are submitting an application for a new Community Development, Housing, or Economic Development Project are eligible to apply. Waitlisted Project Aapplications can only be submitted for previously-applied for waitlisted projects that have not yet been funded. Federally -recognized Tribes, non- federally -recognized Tribes and nonprofits may receive assistance only by entering into a subrecipient agreement*, a Memorandum of Understanding, or a contract with an eligible Applicant. *A subrecipient agreement is a written agreement in effect for each subrecipient before giving out any CDBG funds and remaining in effect for the period during which a subrecipient has control over any CDBG funds, including Program Income. At a minimum, a subrecipient agreement must contain content required by the federal CDBG regulations at 24 CFR §570.503. B. Non-Entitlement Status CDBG program funds are provided as grants to Non-Entitlement Units of General Local Government (UGLGs). These UGLGs are encouraged to partner with federally- and non-federally recognized Tribes, districts, agencies, nonprofit service providers, and other community organizations, whenever appropriate, to prepare and submit applications for CDBG funding, and to administer and complete CDBG-funded programs and projects. Incorporated cities located in an urban county as defined by 42 U.S.C. §5302 (a)(6) must formally elect to be excluded from participation in the urban county entitlement status. HUD and the Department must be notified that the city has elected to be excluded from the urban county participation as per 24 CFR 570.307(g) for it to be eligible for the state CDBG program. Only eligible activities from eligible Applicants will be considered for an award. Applications for eligible activities outside the Applicant's Jurisdiction must include a legally binding agreement, acceptable to the Department, with the city or county in which the eligible Activity is located. Applicants may not apply to both the state CDBG program and to a CDBG program administered by an Urban County or other entitlement entity during the same program year. C. Housing Element Compliance As per HSC §50829, the Applicant must submit a draft or adopted housing element to the Department in accordance with the requirements listed in Government Code (GC) California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 11 Page 181 of 427 §65580, et seq., and GC §65585 (see Appendix B) prior to an award being granted. Per CDBG Guidelines, Section 202(d)(1), B by the time of award funding, the applicant must have complied with all the Housing Element requirements listed in H.S.C. 50829 and 50830. Applicants that fail to comply with all the Housing Element requirements listed in H.S.C. 50829 and 50830 at the time of award w are ineligible for funding through the state CDBG program. Eligibility cannot be restored until the Applicant has met such requirements. D. WhGrowtht Control Limitations Applicants that have adopted growth controls, including, but not limited to, restrictions on residential building permits and residential buildable lots, that do not meet the exception criteria in HSC §50830 (b) and (c) are ineligible for funding as per HSC §50830. Applicants intending to apply for CDBG funds are required to submit a signed 2023 CDBG Application Certifications and Statement of Assurances form that certifies the Applicant has not adopted any residential growth controls or adopted residential growth controls meet the applicable exception criteria. Failure to submit an executed Application Certifications and Statement of Assurances at the time of application will result in Applicant ineligibility. E. Application Submittal Applicants must meet the following requirements when the application is submitted to be eligible to apply for funding under this NOFA: An eligible Applicant may apply on its own behalf. An eligible Applicant may apply on behalf of one or more other eligible Applicants. Two or more eligible Applicants, which share an activity, may submit a joint application. An eligible Applicant may apply on behalf of an eligible subrecipient including a non-federally recognized Tribe or nonprofit. Awards for Waitlisted Projects will be limited to the amount previously applied for under the 2019-2020 NOFA. Awards for New Projects will be limited to one (1) application per jurisdiction in an amount not to exceed $3.253 million. In addition to Activity and application limits identified in theis NOFA, an eligible Applicant may apply for activities in service areas within or outside of the Applicant'’s Jurisdiction when the Applicant is applying for funds set aside by the California State Legislative for non- federally recognized Tribes (HSC §50831) and/or Colonias. Awards will be limited to the amount previously applied for under the 2019-2020 NOFA. California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 12 Page 182 of 427 F. Limits for Administration and Planning 1. Program Administration The Department can use 3% of total funding for administration costs. 2. General Administration Applicants may request up to a flat 7% of the total CDBG grant funding requested by that Applicant for General Administration (GA). GA costs may include, but are not limited to, the following categories: Salaries, wages, and related costs of the Grantee’s staff engaged in activities associated with the general administration of the CDBG program, including general management, general legal services, accounting, and auditing. Travel costs incurred in carrying out the general management of the program. Administrative services performed under third-party contracts, including contracts for such services as general legal services, accounting services, and ad services. Costs for goods and services related to the general management of the program, including rental and maintenance of office space, insurance utilities, office supplies, and rental or purchase of office equipment. Costs incurred in providing information and resources to individuals, families, and households in the LMI group, and to citizen organizations participating in the planning, implementation, or assessment of the Grantee’s program. Administrative funding can also be used for fair housing activities in compliance with the requirements of state CDBG Guidelines §103. Completion of the NEPA Environmental Review Record for General Administration Activities (GA NEPA) All costs must be reasonable, necessary, allocable and otherwise allowable in relation to the administration of the CDBG award and in accordance with 2 CFR 200 Subpart E. If a cost cannot be associated with one of the above listed groups and cannot be associated with direct project costs, the Department will, upon the Grantee's request, review and determine whether it is an administrative cost, an Activity Delivery cost, or an ineligible cost according to 24 CFR §§570.489 and §570.482. The calculation to determine the maximum allowable General Administration amount is the amount of Activity expenses plus Activity Delivery expenses, multiplied by 7%. California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 13 Page 183 of 427 Applicants may elect to assign more funds to Activity costs and take less than the 7% as their GA allocation. GA for Program Income (PI) funds is 17% of the annual PI receipts for the most recently completed HCD Program Year (e.g., for PY 2023, receipts PY 2022 (July 1, 2022 – June 30, 2023). For project budgets with both grant award and PI as funding sources, please identify how much GA will be from each source to ensure that GA stays within the appropriate program caps. G. Activity Delivery Activity Delivery Costs (ADCs) are any allowable costs incurred by the grantee for implementing and carrying out eligible CDBG activities that are separate from the cost of the actual activity (construction reimbursement, Economic Development loan payments, substance payments, etc.). All ADCs are allocable to a CDBG-eligible activity that meets a National Objective, including all costs integral to the delivery of the final CDBG-assisted activity. ADCs are not Administration or funds used for the general operation of CDBG programs, but rather the costs incurred to achieve the specific eligible activity and meet a National Objective. ADCs may include, but are not limited to: Costs for completing a project-specific environmental review and publication. Engineering/design/architectural services for the specific project Marketing for the specific CDBG program Applicant intake/assistance, staff time to sit with applicants to fill out an application or collecting income and application documentation. Completing reports or meetings for the specific CDBG grant HUD does not establish a maximum ADC percentage, as the level of effort and reasonable costs for ADCs will vary by program type, location, and scale. While HCD is not establishing an ADC cap in this NOFA, this section is designed to provide grantees with guidance to ensure program costs and ADCs are reasonable and necessary. Past HUD trainings have indicated, that in general ADCs costs between 15-25%, are reasonable for most CDBG programs. This range can be considered a safe harbor for reasonable ADCs. However, there may be times when significant investment in outreach, application assistance, complex environmental mitigation, etc. could significantly increase the ratio between ADCs and Activity Costs. Grantees must ensure that proper documentation demonstrating that ADCs are cost reasonable and necessary is included in the program file if the ratio of those costs is outside of this safe harbor range. ADCs are generally eligible as pre-agreement costs provided that the initial funding California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 14 Page 184 of 427 for those costs is identified as a temporary funding source (such as a loan from a local fund whereby the loan is float-funding the CDBG Activity pre-agreement costs, but such costs must be repaid so that the temporary loaned funds may be used as originally intended) and that the costs are budgeted to be part of the CDBG Activity. Note: ADC is NOT a separate category when completing the Budget in the eCivis Portal. If budgeting for ADC, ADC should be a line item under the “Activity” category for the Budget when completing the application. H. Insufficient Demand If there is insufficient demand under this NOFA, HCD will make the unused funding available under a subsequent NOFA. I. Eligible Activities For a complete list of eligible activities allowed under the HCDA, go to 42 U.S.C. §5305 and Chapter 2 of the current version of the CDBG Grants Management Manual which is found on the CDBG page of HCD’s website. J. Application Limits Pursuant to both federal and state laws all CDBG costs must: (1) be eligible; (2)be necessary; (3)be reasonable; (4) demonstrate no duplication of benefit; (5) not be used to supplant local or state resources; and (6) be guarded against fraud Each Jjurisdiction can submit applications only for the projects waitlisted under the 2019-2020 Waitlist (a Waitlisted Project) and for no more than one (1) application for a New Project during this NOFA cycle. The maximum award amount per jurisdiction is the amount previously applied for under the 2019-2020 NOFA for a Waitlisted Project, plus $3.253 million for a New Project application. The $3.253 million per jurisdiction limits do not apply to Colonias and Native American set- asides. Program Income (PI) included in an activity budget does not count against the Jjurisdiction’s maximum award limits. Each Project must have a unique application with a complete budget, National Objective, scope of work, and milestone timeline. Applicants are encouraged to review the sample draft Standard Agreement in California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 15 Page 185 of 427 Appendix E as a sample of the applicable terms and conditions required for CDBG funded activities. The form and content of the sample draft Standard Agreement is subject to revision without prior notice. IV. Application Requirements A. National Objectives CDBG -funded activities must meet one of three National Objectives: Benefit LMI persons Aid in the prevention or elimination of slums or blight Meet an urgent need At least 70% of the funds awarded must benefit LMI individuals or households. No Activity or portion of a program assisted by these funds may exclude from its benefits the lowest income-eligible group. Individual activities must meet one of the following National Objectives which are defined and described in detail in Chapter 2 of the CDBG Grants Management Manual: 1. Low- to Moderate-Income 2. Slums and Blight on an area basis (SBA) and on a spot basis (SBS) 3. Urgent Need For the purposes of this NOFA, no Urgent Need applications will be accepted through the NOFA application process without prior Department approval. If you have a program or a project that meets the criteria of Urgent Need, as established by 24 CFR §570.483(d) and you believe your proposed project or program must use Urgent Need as a National Objective to be program eligible, please contact your Department representative for further instructions. Special requirements apply to Urgent Need. Please contact the Department for more information. B. Milestones All CDBG program-funded activities must be timely implemented in accordance with the milestones defined in the Standard Agreement. Applicants must include at least five (5) milestones per Activity application. The first and last milestone and the eExpenditure dDeadline will be prepopulated and cannot be edited by Applicants, nor can they be changed without a contractual signed amendment to the Department’s Standard Agreement: California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 16 Page 186 of 427 First Milestone: Activity Initiation. Must be completed no later than 60 days from contract executionthe Effective Date of the Standard Agreement. Milestone Two: [populated by Applicant – examples below] Milestone Three: [populated by Applicant]” Milestone Four: [populated by Applicant] Final Milestone: Activity closeout (must be completed no later than 90 days after the Expenditure Deadline.) Additional milestones are optional, though encouraged for best practice of Activity implementation. Milestones may be adjusted for delays in application review and Standard Agreement execution. Applicants are encouraged to evaluate feasibility of meeting milestones and build time for unexpected delays into the milestone schedules. Milestones may not extend beyond the Tterm of the Standard Agreement. All milestones proposed by Applicants are subject to the review and approval of the Department in its discretion. TIP: The Department realizes that Applicants’ proposed milestone dates are estimates. Instead of using an actual date for all optional milestones, please put a time frame. For example: Milestone Two: First submittal of a request for reimbursement no later than XX days from the effective date of the Standard Agreementcontract execution. Milestone Three: 50 percent completion no later than XX days from the Effective Date of the Standard Agreement.contract execution Milestone Four: Final Building Permits issued no later than XX days from the Effective Date of Standard Agreement These milestones canmay be updated by your CDBG representative if changes are needed to be made. C. Conditions Applicants and awardees acknowledge that the funding opportunities referenced in this NOFA, and all obligations of the Department herein, are expressly subject to and conditioned upon the ongoing availability of funds, as well as the continued authority of the Department to operate the CDBG program. In the event that funds are not available, the CDBG Program or Act California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 17 Page 187 of 427 under this NOFA is eliminated, or in any way restricted, the Department shall have the option, at its sole discretion, to amend, rescind, suspend, or terminate this NOFA and any associated funding pursuant to the provision set forth immediately above. This NOFA is not a commitment of funds to any Activity or Applicant. V. Application Threshold and Initial Requirements All applications are required to pass threshold requirements. Over-the-Counter applications that do not meet threshold will not be reviewed for award and will be immediately disqualified. The Department strongly recommends a careful review of the application and application instructions PRIOR to beginning the application. A. Threshold Requirements The following threshold requirements must be met at the time of application: 1. Applicant must be an Eligible Applicant as defined under Program Requirements of this NOFA. 2. Applicant must demonstrate to the satisfaction of the Department that it is compliant with the financial management requirements of 2 CFR §200. 3. Applicant must provide the Department with its most recent single audit (as submitted to the State Controller’s Office), if applicable. If the Applicant had or has single audit findings identified in the audit, the Applicant must include the remediation plan/agreement; the Applicant will be deemed ineligible for funding through the CDBG program until the findings are resolved or a remediation plan or agreement is established. Any and all single audit findings are included in this evaluation. This requirement is not limited to federal funds administered by the Department. If an Applicant is not subject to single audit requirements, the Applicant is not required to submit an audit. If an Applicant is not required to submit an annual single audit, they must provide a certification to such affect. 4. Applicant must submit evidence of site control in accordance with 24 CFR §578.25. a. If securing federal funding is contemplated for any stage of a California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 18 Page 188 of 427 project at the time a project site is acquired, grantee must complete a NEPA environmental review record prior to completing the acquisition. Failure to do this will result in a choice limiting action, which prohibits the project from receiving any federal funds in the future. If a site is to be acquired for a CDBG-funded project, regardless of whether CDBG funds are used for acquisition or development and construction, acceptable evidence of site control will be a conditional purchase contract that is contingent on completion of a NEPA environmental review record and securing federal funds. b. Construction-related activities must have documented site control for the year in which the application is submitted and for the duration of the Standard Agreement. Public facilities are subject to a five-year no change in use restriction. This restriction will be recorded against the property, will runs with the land, and remains in effect regardless of the ownership of the property. c. If project/activity is in athe public right of way or easement, the grantee must submit an opinion of counsel that all necessary rights, easements, and permits have been obtained. d. If site control is expected to expire during the open activity period, the Applicant must document that either an alternative site will be made available or that the activity operators intend to extend or renew the site control on the existing site. All activities will need to provide proof of intent to extend site control and submit documentation upon site control extension. Site control must be maintained through the operation period of the activity. e. Acceptable evidence of site control include: a conditional purchase agreement or enforceable option for projects involving acquisition, a deed or lease, or a title report showing ownership of the property vested in the applicable entity. 5. Applicant must submit the fully executed Certifications and Statement of Assurances (see Appendix D), including but not limited to, using the current form, including the Jurisdiction’s name, initialing all pages [where applicable], and completing the last page. Please review the Statement and confirm compliance with each requirement. Failure to comply with the certifications and assurances may result in disqualification, recapture of federal funds, and debarment. 6. Pursuant to 24 CFR §570.486, Applicants must follow CDBG Public California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 19 Page 189 of 427 7. 8. Participation regulations. Applicants must provide documentation that the Citizen Participation Plan requirements have been met. Note that previously- conducted public hearings when applications were submitted under the 2019- 2020 NOFA will not satisfy this requirement. A new public hearing that references the current NOFA cycle must be conducted to satisfy this requirement. Documentation must include proof of public noticing, information provided during the public hearing or public meeting, and public comments received during the public participation, including Jurisdiction responses to comments. Additional information about public participation requirements can be found in CDBG Grants Management Manual Chapter 4. 6.7.Applicant must submit a completed Authorizing Resolution using the required Department-approved Authorizing Resolution form, which has been duly and approved by the Applicant’s governing board. The Authorizing Resolution designates a person or persons responsible for, and authorized to, execute and deliver all documents related to the application of CDBG funds and, if awarded, the execution of a Standard Agreement with the Department. Please see Appendix C for instructions for completing the resolution along with the Department-approved Authorizing Resolution form as well as instructions on how to complete it. If a governing body must prepare a separate resolution concurrently that conforms to its local standard, it may do so in addition to preparing the Authorizing Rresolution form provided by the Department. Applicants must submit their approved resolutions on the form provided by the Department by the application due date. Failure to provide an acceptable resolution at the time of application will result in a delay executing the Standard Agreement. 8.Applicant must submit the required Government Agency Taxpayer ID (TIN) Form found in the Files tab of each program solicitation. The submitted TIN form must include FEIN, accurate payment information to be complete, and must not have been signed more than one (1) year before submission. 9.Applicant must complete CDBG budget found in the Grants Network portal. Required budget information includes direct costs only. Direct costs for Activity, GA, and Program Income, if applicable, must be completed and clearly identified. Do not include any information on indirect cost, match, or cost share. 9.10.Applicants must submit a Sources and Uses Chart which evidences the commitment of all funds required to complete the applied for CDBG project California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 20 Page 190 of 427 or program. The application will guide Applicants that are using multiple funding sources to upload a comprehensive Activity Sources and Uses Chart. Grantees may use their own form or the template Sources and Uses Chart found in the Files tab of each solicitation. Evidence of commitment of any funding sources other than CDBG needed for a project to be feasible must be uploaded at application. 10.11.Pursuant to 24 CFR Part 5, all CDBG Applicants are required to verify they and their principals, or any/all persons, contractors, consultants, businesses, subrecipients, etc., that are conducting business with the Applicant are not presently debarred, proposed for debarment, suspended, declared ineligible, or voluntarily excluded from participation in the covered transaction or in any proposal submitted in connection with the covered transaction. Applicants and their partners, contractors, consultants, and subrecipients must register with the System for Award Management (SAM) to do business with the U.S. government and have debarment checks that return a registration status of “Active” and “No Active Exclusion Records” under the Exclusion Summary. See Chapter 5 of the CDBG Grants Management Manual for additional guidance. 11.12.The Department will not award any CDBG program funds to Applicants and Applicant partners, including contractors, subrecipients, and consultants that are debarred, suspended, proposed for debarment, declared ineligible, voluntarily excluded from participation, and/or unregistered in SAM from federally-assisted programs. Applicants are not required to perform debarment checks on individual Applicant or partner employees or individual persons unless that person is acting as a contractor, consultant, subrecipient, or program partner and will be receiving payment directly from CDBG funds. Debarment checks for Applicant and all applicant partners must be completed before award of funds. 12.13.The Applicant must answer the questions regarding Affirmatively Furthering Fair Housing and Disaster Resiliency in the application form. 13.14.Pursuant to the National Environmental Policy Act of 1969 (NEPA), Environmental Standards must be met. Applicant must demonstrate compliance by submission of fully complete, current, and applicable Environmental Review Record forms and supporting documentation. Required NEPA process, training, and current forms are available on the HUD Exchange under the ‘Formats’ option. Additional HUD guidance can be found at the Orientation to Environmental Reviews page also on the HUD Exchange and in Chapter 3 of the CDBG Grants Management Manual. California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 21 Page 191 of 427 14.15.If Applicants intend to use CDBG funding for GA Activities, a GA NEPA Environmental Review Record must be submitted, specifying the applicable exemption in 24 CFR §58.34(a). 15.16.All construction projects applying for funding under this NOFA must submit the following documentationdemonstrate of readiness at the time of application, including but not limited to, the submission of the following items: a. Independent Cost Estimate b. Completed NEPA Environmental Review Record for the project c. Bid -Rready Plans and Specs d. Certification from Engineer that Plans and Specs are bid-ready e. Certification from City that bid docs are ready f. Construction timeline g.Demonstration and Certification that Jjurisdiction has the capacity and knowledge to manage the project h.Demonstration and Certification that Ddeveloper mustis be experienced 16. D.B. Application and Activity Requirements 1. Compliance with federal cross-cutting requirements: At time of application submission, all applications must comply with and provide documentation of HUD’s federal cross-cutting requirements found at 24 CFR §570.600, et seq, and summarized in Section XI: Federal Program Requirements of this NOFA. 2. Application verification: Applicants must certify upon submission that their application is true and correct to the best of their knowledge: the required application input fields, attachment uploads, and budget(s). Selecting an input field or uploading a blank document to circumvent the application requirements invalidates the application certification and will result in immediate disqualification. Applicants that intentionally input false information or that intentionally upload blank documents will have their good standing with the Department revoked and may be determined to be ineligible for other Department funding. Applicants are warned that iIntentionally providing false information to the Department may constistute is fraud. 3. Applicants must submit their own applications: Applicants are ultimately responsible for what is submitted at application, even if the application was prepared by a consultant. Applicants that rely on consultants or grant writers to prepare the CDBG application must carefully California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 22 Page 192 of 427 5. and thoroughly review the application for completeness and correctness prior to submittal. All documents requiring signature must be executed by the Authorized Representative identified in the Applicant’s Authorizing Resolution. 4. Timely Submittal: Applicants are strongly encouraged to give plenty of time for submitting prior to the application cutoff date and at least several hours prior to the cutoff time. If an input field, upload requirement, or application component is not functioning correctly, or if there are system outages or other system failures prior to submittal, please contact cdbg@hcd.ca.gov as soon as possible prior to the cutoff time to document the issue so that applications are not disqualified due to technical difficulties. Failure to contact the Department with system issues will not exempt Applicants from application verification requirements. 5. Gap funding: CDBG is intended to provide stop-gap funding for crucial infrastructure, public safety, housing, and social service projects. CDBG funds may not be obligated to Activities that are documented to already have sufficient funding for the Activity as described, or that have identified multiple funding sources for the same costs, resulting in overfunding of the Activity. CDBG funds must be “but-for” funding for every Activity and may not be used to supplant local or state resources. CDBG grant funds cannot be used to replace funds that have been budgeted and/or expended from another funding source for the same Activity (i.e., there cannot be any Duplication of Benefit.) Pre-agreement costs are generally eligible provided that the initial funding for those costs is identified as a temporary funding source (such as a loan from a local fund wherein the loan is float-funding the CDBG Activity pre-agreement costs, but such costs must be repaid so that the temporary loaned funds may be used as originally intended) and that the costs are budgeted to be part of the CDBG Activity. 6. Good Standing: The Applicant, and any co-Applicant, together with all respective affiliates, must be in good standing with the Department (i.e. are current on all loan and/or grant obligations, have a satisfactory past performance history in all their prior dealings with the Department, and are in full compliance with all Department contracts and reporting requirements). Applicants not meeting the foregoing requirements shall be ineligible to apply for or receive funding under this NOFA. California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 23 Page 193 of 427 6.7. Article XXXIV: Applicants engaging in low-income housing project activities that are subject to Article XXXIV of the California Constitution must show that the project approval process complies with Article XXXIV requirements. The state statutes implementing Article XXXIV can be found at HSC §37000. Exceptions to Article XXXIV can be found at HSC §37001. 7.8. Racial equity: Applicants should prioritize the advancement of racial equity in all CDBG programs and across systems and units of government in the Jurisdiction. The Department asks Applicants to be leaders in the community, facilitating partnerships among service organizations, housing providers, units of government, businesses, the homelessness response system, and other partners to promote racial equity practices. All Applicants must identify the work performed to ensure racial equity in access to programs, projects, and activities funded with CDBG resources. Applicants must commit to analyzing disproportionality in access to housing, access to services, quality of service provision, and desired outcomes in Programs and Projects and affirmatively further equitable access, quality of service provision and outcomes for protected classes, including but not limited to Black, Native and Indigenous, Latino/Latina/ Latinx, Asian, Pacific Islanders, and other people of color who have been historically marginalized and are disproportionately impacted by housing segregation, poverty, and homelessness. Applicants cannot simply rely on delivering a standardization of services to address equity. Applicants must commit to reviewing their current policies and procedures and examining available data to ensure all eligible persons receive equitable services, and support, and are served with dignity, respect, and compassion regardless of circumstances, ability, or identity. See Appendix B of the CDBG Grants Management Manual (pending publication) for Best Practices to Advance Equity and Accessibility. When applying for 2023 CDBG funds, Applicants should consider: What are the community’s racial demographics and the demographics of those experiencing homelessness, housing, and economic insecurity? What are the outcomes of the CDBG programs based on race? What are the requirements for all sub-grantees to look at data to determine racial disparities and then put a plan in place to address California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 24 Page 194 of 427 them? How do underserved and marginalized communities learn about and access the CDBG program? What marketing and communication strategies are used to increase equitable access to CDBG programming? How does the grant-making process include prioritization for programs that are addressing the disproportionate impacts that housing insecurity, homelessness, economic insecurity, lack of access to equitable health care, and COVID-19 has on communities of color, particularly Black, Latinx, Asian, Pacific Islander, and Native and Indigenous communities? How are the voices of Black, Latinx, Asian, Pacific Islander, and Native and Indigenous communities and those having lived with the experience of housing insecurity, homelessness and economic insecurity being centered in a meaningful, sustained way in creating effective approaches to addressing these challenges? How are they involved in the funding decision-making process? How are these funds accessible to smaller and non-traditional organizations that have historically been serving communities of color but may not have previously participated formally in government grant programs? How would these funds address the capacity of organizations that are led by Black, Latinx, Asian, Pacific Islander, and Native and Indigenous people? At application, applicants should provide a list of organizations with which the jurisdiction has partnerships that are addressing racial equity in the housing and homelessness response system, the Economic Development sector, and the health care sector and describe how you partner with them. The Department will require successful Applicants to submit related racial and ethnic data metrics of their CDBG programming on a quarterly reporting basis. VI. Application Review All applications that pass the tThreshold evaluation phase will be reviewed for Activity eligibility. Activities that do not meet program eligibility requirements will be disqualified for funding. The Department reserves the right, at its sole discretion, to suspend, amend, or modify the California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 25 Page 195 of 427 provisions of this NOFA at any time, including, without limitation, the amount of funds available hereunder. This includes, but is not limited to, authorizing an eligible increase in funding to any Applicant after the Department makes an award under this NOFA. VII. Award Recommendations Applications that are eligible, complete, timely submitted, and that satisfy all threshold requirements may be recommended for funding, subject to the availability of funds for the activity(ies) applied for. Applicants recommended for award will officially be notified of awards via an award letter sent via email. Subsequently, the grantee will receive award notification through the eCivis Grants Network. The award notification will include instructions for accepting or declining the award, as well as an executable Standard Agreement. Applicants that are not recommended for awards or that fail threshold will be officially notified via email that their application was not awarded or failed to pass threshold. The Final Award List will be posted on the Department’s CDBG webpage. Applicants may request a copy of their application reviews after the review has been completed and the Applicant has been notified of the results. VIII. Application Submission A. Workshops The Department is conducting a series of both live and pre-recorded application workshops. These workshops will include training on: Resolutions: What is required and why How to complete the correct level of Environmental Review How to pull a debarment check How to complete the eCivis Grants Network Budget How to pick the correct National Objective How to pick the correct Matrix Code How to write a narrative How to address racial equity in your CDBG funded projects and programs How to complete the September 2023 NOFA Application September 2023 NOFA review CDBG 2023 NOFA Amendment #1 Review Applicants are required to attend these virtual workshop sessions. If they are unable to attend the live virtual workshop, Applicants must certify that they have reviewed these workshops on the CDBG website. This website also provides California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 26 Page 196 of 427 Training and Technical Assistance materials on the CDBG program, the CDBG Program Redesign, using Grants Network, and preparing a CDBG program application in Grants Network. Please visit the Department’s website for upcoming information. B. Submission Process Applicants must follow instructions in this NOFA, the online application, and the CDBG program Guidelines. The Department strongly encourages Applicants to have all required documents on hand when completing the application. Failure to follow instructions and timely submit all required documentation may result in disqualification. Once submitted, applications must stand on their own. It is the Applicant’s responsibility to ensure that the submitted application is clear, complete, and accurate. Department staff may request clarifying information but are unable to accept any new documentation that would provide an unfair advantage over other applications. It is strongly recommended that all documents be reviewed and saved to their own electronic files PRIOR to submission. The CDBG Application and all required attachments must be submitted to the Department through the eCivis Portal. Applicants must certify that all information is true and complete to the best of their knowledge, under penalty of perjury. Per 83 FR 5848 “Any person who knowingly makes a false claim or statement to HUD may be subject to civil or criminal penalties under 18 U.S.C. §287, 1001 and 31 U.S.C. §3729.’’ Applicants that do not have an account with the eCivis Portal should create an account through the eCivis website. Use the “Create an account” option to initiate a profile. See the available training on the CDBG webpage to learn how to open an account. There is no cost associated with an eCivis Portal account. C. Applicant Responsibility It is the duty and responsibility of each Applicant to review the provisions, requirements, and limitations of all funding sources applied for and obtained for a particular project, program, or activity to ensure that each and every requirement of those funding sources is compatible with all Department program requirements and restrictions. Incompatibility of funding sources may result in the denial or cancellation of an award or may result in the placement of conditions or limitations on an award, all as determined by Department in its sole and absolute discretion. D. Disclosure of application California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 27 Page 197 of 427 Information provided in the Application will become public record available for review by the public pursuant to the California Public Records Act (GC §7920, et. seq). As such, the Department may disclose any materials provided by the Applicant to any person making a request under this Act, without prior notice to the Applicant. The Department cautions Applicants to use discretion in providing information not specifically requested, including, but not limited to, bank account numbers, personal phone numbers, home addresses, or other personally- identifying information. By providing this information to the Department, the Applicant is waiving any claims of confidentiality, and consents to the Department’s disclosure of the Applicant’s material upon receipt of a Public Records Act request and without advance notice to the Applicant. IX. Appeal Criteria and Process A. Appeal process and deadlines To lodge an appeal, Applicants must submit to the Department a written appeal by the filing deadline set forth below, which states all relevant facts, arguments, and evidence upon which the appeal is based. Furthermore, the Applicant must provide a detailed reference to the area(s) of the Application that provide clarification and substantiation for the basis of the appeal. No new or additional information will be accepted if this information would result in a competitive advantage to an Applicant. Once the written appeal is submitted to the Department, no further information or materials will be accepted or considered thereafter. All Appeals must be submitted to the Department via email at cdbg@hcd.ca.gov PLEASE do not send Appeals to Department staff directly. Emails to the email address listed above will be accepted so long as the email time stamp is prior to the appeal deadline. Filing Deadline: Appeals must be received by the Department no later than ten (10) business days from the date the Department notifies the Applicant that their application has failed to meet eligibility, threshold, or was not timely submitted. Late appeals will not be reviewed. E.B. Appeal decisions It is the Department’s intent to render its decision in writing within fifteen (15) business days of receipt of the Applicant’s written appeal. All decisions rendered shall be final, binding, and conclusive, and shall constitute the final action of the Department with respect to the appeal. California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 28 Page 198 of 427 F.C. Effectiveness If the applicable statutes and/or Guidelines governing the CDBG program contain an existing process for appealing decisions of the Department with respect to NOFA awards, then this section shall be inapplicable, and such existing authority shall govern all appeals. X. Awards announcement and grant implementation A. Awards announcements The Department anticipates that Waitlisted Project awards will be announced no later than April 31, 2024 and that New Project awards will be announced no later than July 31, 2024. OTC awards will be announced on a rolling basis as applications are approved for funding. All awards are subject to availability of funds and compliance with all applicable legal requirements of the Program. Until awards are announced, the CDBG staff will not be able to discuss applications or the status of applications. B. Standard Agreements Successful Applicants (awardees) will enter into a Standard Agreement with the Department. A draft, sample Standard Agreement is included as Appendix E to this NOFA. The Standard Agreement contains all the relevant state and federal requirements, Activity performance and management requirements, and disbursement requirements. The form and content of the sample draft Standard Agreement is subject to revision without prior notice. A condition of award will be that a Standard Agreement must be executed by the awardee within 30 days (contracting period) of the awardee’s receipt of the Standard Agreement(s). Failure to execute and return the Standard Agreement(s) to the Department within the contracting period may result in award cancellation. Award cancellations are final. To ensure that the Standard Agreements are being sent to the correct individual, Applicants MUST complete ALL required sections of the profile section of the application and must let HCD know in writing if the contact information has changed since the time of application submittal by emailing cdbg@hcd.ca.gov. XI. Federal program requirements A. Federal Cross-Cutting Requirements The CDBG program is administered under the rules and regulations promulgated California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 29 Page 199 of 427 primarily in 24 CFR §570.600, et seq. These primary regulations are known as the federal cross-cutting requirements and form the basis of the programmatic requirements. The Department incorporates all federal cross-cutting requirements into the state CDBG program, and the regulations in Part 570 are translated into required actions on the part of all Grantees of the state CDBG program. The following is a list of some of the most commonly applicable federal cross-cutting requirements. This is not an exhaustive list. Environmental Standards (based on National Environmental Policy Act of 1969 [NEPA]) Labor Standards (Davis-Bacon and related laws) Achieving a HUD National Objective Public participation requirements Fair Housing and Affirmatively Furthering Fair Housing Equal Opportunity and Non-Discrimination in federal Grant Programs Federal Procurement Guidelines National Flood Insurance Program compliance Relocation and displacement requirements Employment and Contracting Opportunities Section 3 Compliance Lead-based paint requirements No use of debarred, ineligible, or suspended contractors or sub-recipients Uniform Administrative Requirements and Cost Principles Conflict of interest prohibitions Compliance with the Architectural Barriers Act and the Americans with Disabilities Act Compliance with Eligibility Restrictions for certain resident aliens Federal reporting requirements Grant and subrecipient monitoring requirements Build America, Buy America Act (BABA) requirements C.B. Build America, Buy America Act (BABA) On November 15, 2021, the Build America, Buy America Act (the Act) was enacted as part of the Infrastructure Investment and Jobs Act (IIJA). Pub. L. 117-58. The Act establishes a domestic content procurement preference, the BAP, for federal programs that permit federal financial assistance to be used for infrastructure projects. In Section 70912, the Act further defines a project to include “the construction, alteration, maintenance, or repair of infrastructure in the United States” and includes within the definition of infrastructure those items traditionally included along with buildings and real property. Starting May 14, 2022, new awards of Federal financial assistance from a program for infrastructure, and any of those funds obligated by the grantee, are covered under the Build America, Buy California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 30 Page 200 of 427 America (BABA) provisions of the Act, 41 U.S.C. 8301. Note, while HUD has issued a waiver of the application of the BAP through HUD’s Notice, “General Applicability Waiver of Build America, Buy America Provisions as Applied to Recipients of HUD Federal Financial Assistance” (87 FR 26219), HUD will begin requiring compliance with BAP for all new funds obligated on or after November 14, 2022, unless covered by a subsequent waiver. Additional details on fulfilling the BABA requirements can be found aton HUD’s website Build America, Buy America (BABA).] and will be provided by HUD prior to the expiration of the waiver and full implementation of BABA. Additional direction will be provided when the same is made available by HUD. D.C. Relocation Plan Requirements Applicants engaging in project-specific activities that may or will cause the temporary or permanent relocation and displacement of persons, property, or businesses must provide a project-specific relocation plan as part of the application. The plan must meet the standards established in the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970 (URA). Applicants must successfully demonstrate that they have met URA requirements prior to the start of the project or displacement Activity. Applicants must include relocation costs in project budgets. Applicants must provide relocation assistance to persons who may be displaced if the Activity in the grant application is funded. This plan must outline how the Grantee will enforce and manage the project’s relocation and displacement activities and estimate what relocation benefits will be required so those costs can be included in the project’s development budget. E.D. Procurement Pursuant to 24 CFR §570.489(g), all Grantees must comply with federal procurement requirements. The Department will review the Grantee’s procurement documents for services (i.e., administrative sub-contractor, Davis- Bacon consultant, etc.) at time of monitoring or upon the Grantee’s request. Requirements for federal procurement can be found at 2 CFR §200.317-327. Applicants are responsible for meeting all federal procurement standards for goods and services funded through federal programs. Failure to meet procurement requirements may result in disqualification, recapture of federal funds, and debarment. F.E. False, Fictitious or Fraudulent Claims California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 31 Page 201 of 427 Warning: Any person who knowingly makes a false claim or statement to HUD or the Department may be subject to civil or criminal penalties under 18 U.S.C. §287, 1001 and 31 U.S.C. §3729. G.F. Detecting, Preventing, and Reporting Fraud Fraud is a white-collar crime that has a devastating effect on the CDBG program because the CDBG program beneficiaries are victims of this crime when the CDBG program is abused. The Department wants to stop any criminal assault on the CDBG program it administers, and in doing so all CDBG funds go to people it was designed to help and improve their living conditions. H.G.Combatting Fraud The HUD Office of Inspector General (OIG) is committed to protecting HUD’s programs, operations, and beneficiaries from dishonest individuals and organizations. HUD cannot combat fraud alone; they rely on Department and CDBG NOFA Applicants to combat CDBG program fraud. HUD also relies on Applicants for, and people receiving, HUD benefits, such as: tenants receiving rental assistance, borrowers with HUD insured loans, or citizens having their communities restored using HUD grants. The HUD OIG Hotline number is 1-800-347-3735. This is the primary means to submit allegations of fraud, waste, abuse, mismanagement, or Whistleblower related matters for the CDBG program to the OIG. HUD OIG accepts reports of fraud, waste, abuse, or mismanagement in the CDBG program from HUD employees, anyone administering the CDGB program, anyone working in the CDBG program, contractors, and the public. You can report mismanagement or violations of law, rules, or regulations by HUD employees or program participants. Fraud, Waste and Abuse in the CDBG program and its operation may be reported in one of the following four (4) ways: By email to: hotline@hudoig.gov By phone: Call toll free: 1-800-347-3735 By fax: 202-708-4829 California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 32 Page 202 of 427 By mail: Department of Housing & Urban Development HUD OIG, Office of Investigation, Room 1200 Field Office One Sansome Street San Francisco, CA 94104 (213) 534-2518 HUD OIG, Office of Investigation Suite 4070 Regional Office 300 North Los Angeles Street Los Angeles, CA 90012 (213) 534-2518 I.H. Whistleblower Protection Acts (Federal Whistleblower Protection Act (5 U.S.C Section 2302(b)(8)) The Federal Whistleblower Protection Act (WPA) protects employees from retaliation for making protected disclosures. The WPA also provides penalties for supervisors who retaliate against Whistleblowers. 1. A disclosure is protected under the WPA if the employee discloses information the employee reasonably believes to be evidence of: a. a violation of any law, rule, or regulation, b. gross mismanagement, c. a gross waste of funds, d. an abuse of authority, or e. a substantial and specific danger to public health or safety. 2. In general, an employee or applicant may make a protected disclosure to anyone, including non-governmental audiences, unless the information is classified or specifically prohibited by law from release. Options for making a protected disclosure include: a. Informing a supervisor or someone higher up in management, b. Submitting a complaint to the OIG by emailing the OIG at oig@ftc.gov, c. Filing a complaint with the Office of Special Counsel (OSC) http://www.osc.gov/ The California Whistleblower Protection Act (Title 2, Division 1, Chapter 6.5, Article 3.5, Gov. Code §§ 8548-8548.5) California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 33 Page 203 of 427 The California Whistleblower Protection Act authorizes the California State Auditor to receive complaints from state employees and members of the public who wish to report an improper governmental activity. An "improper governmental activity" is any action by a state agency or any action by a state employee directly related to state government that: (1) Violates any state or federal law or regulation, (2) Violates an Executive Order of the Governor, a California Rule of Court, or any policy or procedure required by the State Administrative Manual or State Contracting Manual, or (3) Is economically wasteful or involves gross misconduct, incompetency, or inefficiency. Complaints received by the State Auditor are confidential, and the identity of the complainant may not be revealed without the complainant's permission, aside from to an appropriate law enforcement agency conducting a criminal investigation. There are many ways to file a complaint: 1. By Telephone: You may call the Whistleblower Hotline at (800) 952-5665 to file a complaint by talking to one of the State Auditor's employees. The hotline generally is staffed Monday through Friday from 8:00 a.m. to 5:00 p.m. If you call when the hotline is not being staffed, or staff is occupied with other calls, you may leave a voicemail message requesting a return call. 2. By Mail or Facsimile: You may file a complaint in the form of a letter to the State Auditor addressed as follows: Investigations California State Auditor P.O. Box 1019 Sacramento, CA 95812 Or you may fax the letter to the State Auditor at (916) 322-2603. As an alternative, you may complete the electronic version of the complaint form (which is available on the State Auditor website at auditor.ca.gov), print it out, and return it by mail or facsimile as stated above. 3. Online: Although the State Auditor does not accept complaints by e-mail, you may file a complaint online at https://www.auditor.ca.gov/contactus/complaint California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 34 Page 204 of 427 The State Auditor will not undertake an investigation unless there is a basis for believing that your complaint has sufficient merit to warrant spending resources on an investigation. Your complaint should therefore include: 1. A clear and concise statement of what you are alleging to be improper activity and why you believe it is improper. 2. The name or other information that clearly identifies the person you are alleging has acted improperly and the department where that person works. 3. The names and contact information for any witnesses who can confirm the truth of what you are saying. 4. Copies of any documents that will support what you are saying. (You should not submit original documents, as they cannot be returned.) California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 35 Page 205 of 427 XII. LIST OF APPENDICES Appendices are located in the eCivis Grants Network under the ‘Files’ tab on within each specific program solicitation. Appendix A: Non-Entitlement CDBG Units of Local Government Census and American Community Survey Data Need Scoring (Not applicable for the September 2023 NOFA) Appendix B: Housing Element and Growth Control Requirements Appendix C: HCD Resolution template (Required) Appendix D: 2023 CDBG Application Certifications and Statement of Assurances Appendix E: Sample DRAFT Standard Agreement Appendix F: Threshold and Scoring Matrix (Not applicable for the September 2023 NOFA) California Department of Housing and Community Development 2023 Community Development Block Grant Program NOFA – Amendment #1 36 Page 206 of 427 Legal No. Ukiah Daily Journal 617 S. State St Ukiah, California 95482 (707) 468-3500 sfullbright@ukiahdj.com I am a citizen of the United States and a resident of the County aforesaid; I am over the age of eighteen years, and not a party to or interested in the above entitled matter. I am the principal clerk of the printer of the Ukiah Daily Journal, a newspaper of general circulation, printed and published daily in the City of Ukiah, County of Mendocino and which newspaper has been adjudged a newspaper of general circulation by the Superior Court of the County of Mendocino, State of California, under the date of September 22, 1952, Case Number 9267; that the notice, of which the annexed is a printed copy (set in type not smaller than non-pareil), has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to wit: 01/30/2024 I certify (or declare) under the penalty of perjury that the foregoing is true and correct. Dated at Ukiah, California, January 30th, 2024 PROOF OF PUBLICATION (2015.5 C.C.P.) STATE OF CALIFORNIA COUNTY OF MENDOCINO Sue Fullbright, LEGAL CLERK 0006806435 2117148 CITY OF UKIAH ATTN: ACCOUNTS PAYABLE 300 SEMINARY AVE UKIAH, CA 95482 r.BP16-07/12/17 1 ATTACHMENT 2 Page 207 of 427 2024 STATE COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM 300 Seminary Ave. Ukiah, CA 95482 Phone: (707) 463-6219; Fax: (707) 463-6204 Email: housing@cityofukiah.com LOCAL APPLICATION In response to January 31, 2024 Notice of Funding Availability (NOFA) Note: completed applications are due by 4:30 p.m. February 26, 2024 to the Department of Community Development, 300 Seminary Ave. Ukiah, CA 95482. For applications to be deemed complete, each question must be answered completely, and any required supporting documentation must be provided. ATTACHMENT 3 Page 208 of 427 1. APPLICANT INFORMATION Organization: Address: Contact Person: E-mail: Fax: Phone: 2. PROJECT OR PROGRAM ACTIVITY INFORMATION Project/Program Name: Project/Program Activity Allocation (refer to NOFA): Address of Project/Program: For Program activities, list the address of the organization. Amount Requested: (Activity) (AD) (GA) AD = Activity Delivery; GA = General Administration (refer to NOFA for details) Are you requesting funding for an OTC project? _____ (Yes) _____ (No) Are you requesting funding for a competitive program? (Yes) (No) A separate application must be submitted for each individual project or program. This application cannot be used for multiple activities. National Objective: (LMA) (LMC) (LMH) (LMJ) If proposing LMA, Low- Mod Area Benefit, please attach census block group information supporting this national objective. How many beneficiaries will be assisted through this activity? LMA = number of Low-Moderate Income (LMI) persons in service area that will benefit. LMC = Number of LMI persons that will benefit. LMH = Number of LMI households that will benefit. LMJ = Number of LMI jobs created/retained. Activity Description: In the lines below, or in a separate attachment, enter a detailed description of your activity, which should include at a minimum: what the activity is, why it is needed, who the beneficiaries will be, where will it take place, how it will be done and when it will be complete. This should be a similar description provided for the NEPA environmental review. Additionally, please indicate if this will be a new activity, a modification to an existing activity, or if a new type of assistance will be added to an existing activity. Page 209 of 427 Detailed Scope of Work – Deliverable Narrative In the lines below, or in a separate attachment, provide a detailed narrative describing the deliverables that will be completed as part of this activity. (i.e.: Deliverable 1- marketing plan; Deliverable 2- town hall meeting minutes; Deliverable 3- labor compliance files etc.) 3. PROGRAM OR PROJECT FUNDING – MATCHING SOURCES Is the CDBG funding requested gap funding? (Yes) (No) If Yes, please attach a separate budget worksheet, listing and describing by line item or as a pro forma, all sources of funding and uses of the funding for the project. If No, please contact the City of Ukiah Community Development Department. Per the CDBG program, CDBG funds are to be used for gap financing and are not to supplant state and local funds that were previously dedicated to this activity. Page 210 of 427 4. OTC PROJECTS (N/A) If your organization is applying for an Over the Counter (OTC) capital improvement project through the CDBG program, answer the following questions. If your organization is applying for a program, check the line above for N/A. Do you have site control? (Yes) (No) If Yes, attach proof of site control. Do you have bid-ready plans and specs ____ (Yes) ____ (No) Bid ready plans and specs must be reviewed by the Community Development Department for completeness prior to request for approval of the application by the City Council. Can your project be ready to go to bid within 90 days of execution of the standard agreement between the City of Ukiah and State of California? ___ (Yes) ___ (No) 5. APPLICATION CERTIFICATION Applicant hereby certifies that it has read and understands the regulations governing the State Community Development Block Grant (CDBG) Program, and the City of Ukiah’s CDBG Local Application process. Applicant further agrees to abide by such regulations, and agrees that violations of these regulations shall constitute grounds for cancellation of any funding commitment. Applicant hereby certifies that the information submitted in the Local Application, and any supporting materials, is true, accurate, and complete to the best of its knowledge. Applicant acknowledges and understands that if facts and/or information herein are found to be misrepresented, it shall constitute grounds for the rejection of this application and eligibility for City of Ukiah 2024 CDBG projects or programs. Printed Name/Title Signature Date Printed Name/Title Signature Date Page 211 of 427 Page 212 of 427 Page 213 of 427 Page 214 of 427 ATTACHMENT 4 Department of Housing and Community Development Resolution Form Revised 2/14/2024 2023 - 2024 CDBG NOFA Appendix C: Resolution Template of the Governing Body Applicants are required to use the resolution form on the following page with no changes to content other than what is in the fillable fields. Please note: On the next page, hidden text is used to provide instructions. One a document is printed or converted to a pdf, the hidden text will be omitted. To display hidden text: 1. Go to the Files Tab 2. Select Options from the bottom of the left hand column 3. Click on the “Display” option 4. Check the “Hidden Text” box. 5. Make sure the “Print hidden text” box is not checked. This will ensure that when you convert to PDF or print the document, the instructional, hidden text is not displayed. 6. Note: The attesting officer cannot be the person identified in the Resolution as the authorized signer. Page 215 of 427 Resolution of the Governing Body RESOLUTION NO. 2025-XX A RESOLUTION APPROVING AN APPLICATION FOR FUNDING AND THE EXECUTION OF A GRANT AGREEMENT AND ANY AMENDMENTS THERETO FROM THE 2023 AND/OR 2024 FUNDING YEAR OF THE STATE CDBG PROGRAM BE IT RESOLVED by the City Council of the City of Ukiah as follows: SECTION 1: The City Council has reviewed and hereby approves the submission to the State of California of one or more application(s) in the aggregate amount, not to exceed, of $250,000 for the following CDBG activities, pursuant to the 2023 and 2024 CDBG NOFAs: List activities and amounts Activity (e.g. Public Services, Infrastructure, etc.) Dollar Amount Being Requested for the Activity City of Ukiah Code Enforcement Services Program (Activity + Activity Delivery + General Administration) $ 250,000 $ $ $ $ SECTION 2: The City Council hereby approves the use of Program Income in an amount not to exceed $250,000 for the CDBG activities described in Section 1. SECTION 3: The City Council acknowledges compliance with all state and federal public participation requirements in the development of its application(s). SECTION 4: The City Council hereby authorizes and directs the City Manager or designee*, to execute and deliver all applications and act on the City’s behalf in all matters pertaining to all such applications. SECTION 5: Page 216 of 427 If an application is approved, the City Manager or designee*, is authorized to enter into, execute and deliver the grant agreement (i.e., Standard Agreement) and any and all subsequent amendments thereto with the State of California for the purposes of the grant. SECTION 6: If an application is approved, the Community Development Director or designee*, is authorized to sign and submit Funds Requests and all required reporting forms and other documentation as may be required by the State of California from time to time in connection with the grant. PASSED AND ADOPTED at a regular meeting of the City Council of the City of Ukiah held on 3/19/2025 by the following vote: AYES: Enter # of votes or names NOES: Enter # of votes or names ABSENT: Enter # absentees or names ABSTAIN: Enter # of abstains or names Douglas F. Crane City Council STATE OF CALIFORNIA City of Ukiah I, Kristine Lawler, City Clerk of the City of Ukiah, State of California, hereby certify the above and foregoing to be a full, true and correct copy of a resolution adopted by said City Council on this 19th day of March, 2025 and that said resolution has not been amended, modified, repealed, or rescinded since its date of adoption and is in full force and effect as of the date hereof. Kristine Lawler, City Clerk of the City of Ukiah, State of California ______________________________________ By: Kristine Lawler, City Clerk Page 217 of 427 Page 1 of 2 Agenda Item No: 12.c. MEETING DATE/TIME: 3/19/2025 ITEM NO: 2025-257 AGENDA SUMMARY REPORT SUBJECT: Conduct a Public Hearing to Consider Introduction by Title Only of an Ordinance Amending Section 2130 in Division 2, Chapter 1, Article 3 of the Ukiah City Code to Increase the Amount of Application Processing Fees for Business Licenses. DEPARTMENT: Community Development PREPARED BY: Matt Keizer, Chief Building Official / Fire Code Official UVFD PRESENTER: Matt Keizer, Chief Building Official ATTACHMENTS: 1. Fee Analysis - Business Licenses 2. Ordinance (marked up) 3. Ordinance (clean) Summary: Council will conduct a public hearing to consider the introduction by title only of an Ordinance amending section 2130 in Division 2, Chapter 1, Article 3 of the Ukiah City Code to increase the amount of application processing fees for business licenses. Background: In 2024, business license application review and issuance were reassigned to a newly created Business Services Division of the Community Development Department. Over the last 12 months, Staff has analyzed the business licensing application process, making minor improvements to the application process, issuance process, and enforcement process. Such changes were designed to increase efficiencies and deliver a high level of customer service and education to the public and business owners. The City currently receives fees for the processing of business license applications as established under section 2130 of Ukiah City Code. The last update to application processing fees was completed in 1993, and over the last 30+ years, the cost of providing business license services, including administrative and processing expenses, has increased. The biggest increase in application processing costs has been for new businesses in the built environment within the City limits that require zoning and planning review prior to issuance. The City has absorbed these growing costs without adjusting the fees to match inflation or the increasing costs of Staff to process applications and renewals. As a result, the current fees no longer reflect the actual administrative cost involved in providing business licensing services. Discussion: In order to better align fees with the cost of services and administrative functions required for business license applications, Staff is recommending an increase to the processing fees. The proposed fee increase is designed to ensure the City can continue to effectively process business license applications and renewals while maintaining a high level of service to the business community. In preparing this recommendation, Staff performed a fee study (Attachment 1) to analyze the costs of Staff's application processing, as well as reviewing the amount of business license application processing fees in similar-sized and neighboring jurisdictions. While review of neighboring jurisdictions is important, the cost- recovery analysis of Ukiah's operations/services is the basis for which the proposed fees were developed. Page 218 of 427 Page 2 of 2 The proposed fee adjustment will modify the current application fees for new businesses and renewals, currently set at $10.00 and $5.00, respectively. The adjusted fees for new licenses will be $30.00 for businesses located outside city limits and $206.00 for businesses within city limits. Planning and zoning checks for new businesses operating within the city are essential to ensure compliance with local land use ordinances and promote compatible activities within the city’s various zones. Businesses located outside city limits are not subject to local planning or zoning review within Ukiah’s jurisdiction but typically undergo similar reviews and associated costs in their respective jurisdictions. Additionally, the renewal fee for all businesses, regardless of their location within or outside city limits, will increase from the current $5.00 per application to $30.00 per application. A "marked up" version of the proposed Ordinance, showing the proposed changes to Section 2130 in Division 2, Chapter 1, Article 3, is contained in Attachment 2, and a "clean" version of the Ordinance is within Attachment 3. Staff recommends Council conduct a public hearing and introduce by title only the Ordinance amending Section 2130 in Division 2, Chapter 1, Article 3 of Ukiah City Code to increase the application processing fees for business licenses. Recommended Action: Introduce by title only an Ordinance amending section 2130 in Division 2, Chapter 1, Article 3 of the Ukiah City Code to increase the amount of application processing fees for business licenses. BUDGET AMENDMENT REQUIRED: N/A CURRENT BUDGET AMOUNT: N/A PROPOSED BUDGET AMOUNT: N/A FINANCING SOURCE: N/A REVENUE: Yes PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A COORDINATED WITH: Craig Schlatter, Community Development Director STRATEGIC PLAN (SP):SP 4A - Identify and remove barriers to economic development while leveraging economic opportunities. CLIMATE INITIATIVES (CI): N/A GENERAL PLAN ELEMENTS (GP): N/A Page 219 of 427 ATTACHMENT 1 1 | Page Fee Analysis – Business Licenses NEW BUSINESS APPLICATION - BRICK AND MORTAR - IN CITY LIMITS - WITH PLANNING AND ZONING REVIEW Application AB 1379 Tax Fee Ukiah Example 2 (N) $206.00 $4.00 $112.50 $322.50 Clearlake $10.00 $4.00 $121.0 $135.00 Lakeport $150.00 $4.00 FTE 6x10.00 $60.00 $214.00 Santa Rosa $500.00 $4.00 $504.00 Application Review Tech Fee Hayward $27.00 $4.00 $98.00 $10.00 $139.00 $- Mendo county $357.00 $4.00 $361.00 Average $279.25 Ukiah Over/Under Average $43.25 BUSINESS RENEWAL - IN AND OUT OF CITY LIMITS Ukiah Example 2 (R) $30.00 $4.00 $112.50 $146.50 Clearlake $10.00 $4.00 $121.00 $135.00 Lakeport $150.00 $4.00 FTE 6x10.00 $60.00 $214.00 Santa Rosa $500.00 $4.00 $504.00 Hayward $27.00 $4.00 $98.00 $10.00 $139.00 Mendo county $40.00 $4.00 $44.00 Average $197.08 Ukiah Over/Under Average $(50.58) Page 220 of 427 ATTACHMENT 1 2 | Page NEW BUSINESS APPLICATION – BRICK AND MORTAR – IN CITY LIMITS WITH PLANNING AND ZONING REVIEW Page 221 of 427 ATTACHMENT 1 3 | Page BUSINESS RENNWAL – IN AND OUT OF CITY LIMITS Page 222 of 427 Page 1 of 2 ORDINANCE NO.X ORDINANCE OF THE CITY COUNCIL OF THE CITY OF UKIAH AMENDING SECTION 2130 IN ARTICLE 3, CHAPTER 1, DIVISION 2 OF THE CITY CODE TO INCREASE THE AMOUNT OF THE APPLICATION PROCESSING FEES FOR BUSINESS LICENSES. The City Council of the City of Ukiah hereby ordains as follows: SECTION ONE. Section 2130 in Division 2, Chapter 1, Article 3 of the Ukiah City Code is hereby amended to read as follows (unchanged text is omitted and is shown by “* * *”): §2130 APPLICATION PROCESSING FEE * * * G. Each applicant shall pay a minimum fee to cover the cost of processing a license application. This fee shall be in addition to the business license tax and shall not be prorated. The fee shall not be refunded if the application is denied. If the applicant notifies the Finance Department of a withdrawal of the application before any field inspection or investigation has taken place, all fees paid exceeding ten dollars ($10.00) shall be refunded. The following application categories shall pay an application processing fee in the amount specified: Application not requiring field inspection and/or investigationfor a business with a primary business address that is within the City limits. $20610.00 Application for a business with a primary business address that is outside the City limits that conducts business in the City limits.that requires field inspection and/or investigation 340.00 Annual application renewal processing fee (all licenses) 305.00 SECTION TWO. 1.Publication: Within fifteen (15) days after its adoption, this Ordinance shall be published once in a newspaper of general circulation in the City of Ukiah. In lieu of publishing the full text of the Ordinance, the City may publish a summary of the Ordinance once 5 days prior to its adoption and again within fifteen (15) days after its adoption. 2.Effective Date: The ordinance shall become effective thirty (30) days after its adoption. 3.Severability: If any section, subsection, subdivision, paragraph, sentence, clause or phrase of this Ordinance, or its application to any person or circumstance, is for any reason held to be invalid or unenforceable, such invalidity or unenforceability shall not affect the validity or enforceability of the remaining sections, subsections, subdivisions, paragraphs, sentences, clauses or phrases of this Ordinance, or its application to any other person or circumstance. The City Council of the City of ATTACHMENT 2 Page 223 of 427 Page 2 of 2 Ukiah hereby declares that it would have adopted each section, subsection, subdivision, paragraph, sentence, clause or phrase hereof, irrespective of the fact that any one or more other sections, subsections, subdivisions, paragraphs, sentences, clauses or phrases hereof be declared invalid or unenforceable. Introduced by title only on , 2025, by the following roll call vote: AYES: NOES: ABSENT: ABSTAIN: Adopted on , 2025, by the following roll call vote: AYES: NOES: ABSENT: ABSTAIN: Douglas F. Crane, Mayor ATTEST: Kristine Lawler, CMC/City Clerk Page 224 of 427 Page 1 of 2 ORDINANCE NO. ORDINANCE OF THE CITY COUNCIL OF THE CITY OF UKIAH AMENDING SECTION 2130 IN ARTICLE 3, CHAPTER 1, DIVISION 2 OF THE CITY CODE TO INCREASE THE AMOUNT OF THE APPLICATION PROCESSING FEES FOR BUSINESS LICENSES. The City Council of the City of Ukiah hereby ordains as follows: SECTION ONE. Section 2130 in Division 2, Chapter 1, Article 3 of the Ukiah City Code is hereby amended to read as follows (unchanged text is omitted and is shown by “* * *”): §2130 APPLICATION PROCESSING FEE * * * G. Each applicant shall pay a minimum fee to cover the cost of processing a license application. This fee shall be in addition to the business license tax and shall not be prorated. The fee shall not be refunded if the application is denied. If the applicant notifies the Finance Department of a withdrawal of the application before any field inspection or investigation has taken place, all fees paid exceeding ten dollars ($10.00) shall be refunded. The following application categories shall pay an application processing fee in the amount specified: Application for a business with a primary business address that is within the City limits: $206.00 Application for a business with a primary business address that is outside the City limits that conducts business in the City limits: $30.00 Annual application renewal processing fee (all licenses): $30.00 SECTION TWO. 1.Publication: Within fifteen (15) days after its adoption, this Ordinance shall be published once in a newspaper of general circulation in the City of Ukiah. In lieu of publishing the full text of the Ordinance, the City may publish a summary of the Ordinance once 5 days prior to its adoption and again within fifteen (15) days after its adoption. 2.Effective Date: The ordinance shall become effective thirty (30) days after its adoption. 3.Severability: If any section, subsection, subdivision, paragraph, sentence, clause or phrase of this Ordinance, or its application to any person or circumstance, is for any reason held to be invalid or unenforceable, such invalidity or unenforceability shall not affect the validity or enforceability of the remaining sections, subsections, subdivisions, paragraphs, sentences, clauses or phrases of this Ordinance, or its application to any other person or circumstance. The City Council of the City of Ukiah hereby declares that it would have adopted each section, subsection, subdivision, paragraph, sentence, clause or phrase hereof, irrespective of the fact that any one or more other sections, subsections, subdivisions, paragraphs, sentences, clauses or phrases hereof be declared invalid or unenforceable. ATTACHMENT 3 Page 225 of 427 Page 2 of 2 Introduced by title only on , 2025, by the following roll call vote: AYES: NOES: ABSENT: ABSTAIN: Adopted on , 2025, by the following roll call vote: AYES: NOES: ABSENT: ABSTAIN: Douglas F. Crane, Mayor ATTEST: Kristine Lawler, CMC/City Clerk Page 226 of 427 Page 1 of 4 Agenda Item No: 13.a. MEETING DATE/TIME: 3/19/2025 ITEM NO: 2025-251 AGENDA SUMMARY REPORT SUBJECT: Receive and Approve Submittal of the 2024 Annual Progress Reports to the Department of Housing and Community Development and the Governor's Office of Land Use and Climate Innovation. DEPARTMENT: Community Development PREPARED BY: Katherine Schaefers, Planning Manager PRESENTER: Katherine Schaefers, Planning Manager ATTACHMENTS: 1. 2024 APR - Housing Element 2. 2024 APR - General Plan 3. 13a 2024 APR Presentation Summary: Council will receive the 2024 annual progress reports from Staff and possibly approve submittal of the reports to the Department of Housing and Community Development and the Governor's Office of Land Use and Climate Innovation; and provide additional direction to Staff as necessary. Background: Government Code requires the City's Community Development Department to provide an Annual Progress Report (APR) to the City Council, Governor's Office of Land Use and Climate Innovation (LCI), and the California Department of Housing and Community Development (HCD) regarding the City's progress in implementing its adopted housing element, as well as its general plan. Annual reports are due by April 1st of the proceeding calendar year for which the reports are prepared (CY 2024 report due 4/1/2025). Discussion: Below is a summary of the City's 2024 progress in implementing the 2019-2027 Housing Element and 2040 General Plan. For details, please refer to the Housing Element APR in Attachment 1 and General Plan APR in Attachment 2. 2024 HOUSING ELEMENT (HCD) APR For the 2019-2027 Housing Element/6th Planning Cycle, Ukiah was assigned a Regional Housing Needs Allocation (RHNA) of 239 residential units. The following table (Table 1) summarizes Ukiah’s progress in meeting its RHNA housing targets. This information is also provided in Table A of the Housing Element APR. From 2019 to 2023, the City made significant progress towards its RHNA goals across all income-level categories through the permitting of Accessory Dwelling Units (ADUs), new single-family residential homes, and large multi-family housing projects. Notably, the 'Very Low-Income' target of 86 units was met by the end of 2023, primarily through the 72-unit Acorn Valley Plaza project at 197 & 199 East Gobbi Street. In 2024, Ukiah also met its 'Above Moderate-Income' allocation with the 32-unit housing project at 191 Cooper Lane. Table 1 – RHNA Allocation and Progress Income Level 2019-2027 RHNA Original Allocation Issued Units in 2024 RHNA Remaining Very Low-Income 86 0 0 Low-Income 72 0 15 Page 227 of 427 Page 2 of 4 Moderate-Income 49 8 14 Above Moderate-Income 32 33 0 Total 239 20 29 In 2024, the City issued 10 building permits for new residential units (Table 2), and with past and projected housing production, Ukiah is on track to meet and exceed its RHNA goals by 2027. The remaining RHNA targets for 'Low Income' and 'Moderate Income' households, 15 units and 14 units, respectively, are expected to be met with an upcoming housing project on Cooper Lane, as well as the continued development of ADUs and infill housing over the next two years. Full details and a year-by-year breakdown of Ukiah's RHNA progress may be found in Table B of the Housing Element Annual Progress Report. Table 2 – 2024 Building Permits by Income Income Level Number of Units Moderate-Income 8 Garage and shed conversions into ADUs 3 Detached ADUs 4 Attached ADU 1 Above Moderate-Income 33 Single-family residence 1 Multi-family housing complex 32 The City of Ukiah's Housing Element APR includes multiple tables that document housing production, program implementation, and land use decisions. Below is a description of what each of these tables provides: • Tables A, A2, and B: Provide information on housing production and progress toward the RHNA allocation. • Table C: Not applicable, as the City is on track to meet regional housing targets without needing to rezone sites. • Table D: Summarizes program implementation in the Housing Element. • Tables E and F: Not applicable, as the City did not utilize commercial development bonuses or acquire units for alternative sites. • Table F2: Not applicable, as there were no conversions of above-moderate income units to lower affordability levels. • Table G: Shows the two locally owned sites sold by the City for housing development. • Table H: Documents the City's formal action to declare surplus land. • Table I: Not applicable, as no subdivided properties used SB9 (Government Code 66411.7). • Table J: Not applicable, as the City did not use a density bonus for student housing. • Table K: Not applicable, as the City has no local tenant preference ordinance. • LEAP Reporting: Local Early Action Planning (LEAP) funds are grants provided to cities to improve processes and plans aimed at accelerating housing production. In 2024, the City successfully utilized LEAP funds by updating lot adjustment policies, implementing the new LEAP-funded electronic permit system (CitizenServe), and other projects, with final invoices submitted to HCD for reimbursement by the 2024 deadline. Since the adoption of the 6th Cycle Housing Element in October 2019, City Staff have prioritized implementation of programs contained in Section 7 of the Housing Element to advance its goals and policies. Page 228 of 427 Page 3 of 4 All Housing Element Implementation Programs were completed in 2024. This status is reported in Table D of the Housing Element APR. Certain completed programs will continue as ongoing as Staff secures additional funding. 2024 GENERAL PLAN (LCI) APR The Ukiah 2040 General Plan provides a long-term framework for the City’s growth, focusing on sustainable development that promotes economic prosperity, environmental stewardship, housing affordability, and improved mobility. The General Plan is organized into eight sections: Land Use, Economic Development, Mobility, Public Facilities, Services and Infrastructure, Environment and Sustainability, Safety, Agriculture, and Housing. Each section includes specific implementation programs, with goals set for completion in the 2022- 2025, 2026-2030, and 2031-2040 timeframes. Some programs are also designated as ongoing or annual tasks. The 2024 General Plan Annual Progress Report (APR) outlines Ukiah’s progress in these areas. Staff has compiled key actions that demonstrate progress in implementing the General Plan. Below are a few of the key highlights (note progress on the Housing Element is reported above): 1. Land Use Element Implementation Progress - Missing Middle Housing Ordinance Adopted: Supports diverse housing types per Policy LU-9. - Zoning Code Updates in Progress: Ensuring consistency with General Plan land-use designations per Policy LU-10.1 (Downtown Zoning Code), LU-11.7 (Sign Regulations), and LU-11.9 (Historic Preservation and Restoration). 2. Economic Development Implementation Progress - Economic Development Strategy Launched: Stakeholder engagement and data collection phase initiated in August 2024. - Draft Strategic Framework Scheduled for Completion in 2025. 3. Mobility Element Implementation Progress - School Street Multimodal Transportation Study Launched: $238,999.99 contract awarded to analyze pedestrian, bicycle, and vehicle circulation. 4. Public Facilities Element Implementation Progress - Parks Gap Analysis: The draft of this initial analysis was undertaken. 5. Environment and Sustainability Element Implementation Progress - Climate Action Plan (CAP) Initiation: The City is preparing its Municipal Climate Action Plan (CAP) for possible adoption in April 2025. The CAP outlines the City's strategies to reduce greenhouse gas emissions and achieve carbon neutrality by 2045. - $1.39 million CAL FIRE Grant: Grant awarded towards future (2031-2040) Implementation Program Goals. The City was awarded $1.39 million to establish a climate-resilient forest canopy of 722 trees across the community, supporting Policy ES-3.1, which aims to expand the city’s tree canopy and promote sustainable urban forestry practices. - Historic Resources Survey and Historic Preservation Code: Preparation work begun. 6. Safety Element Implementation Progress - Office of Emergency Management (OES) continues to respond to community needs. - Multi Jurisdiction Hazard Mitigation Plan (MJHMP) and Community Wildfire Protection Plan (CWPPP) work begun: Partnered with the County of Mendocino. - Addressed FEMA flood map and CalFIRE High Fire Severity Zone changes. 7. Agriculture Element Implementation Progress - Right to Farm Ordinance Adopted: Implements Policy AG-3.1. Page 229 of 427 Page 4 of 4 - Agricultural Consistency Ordinance Drafted: Supports Policy AG-2.2. Staff recommends Council receive and approve submittal of the 2024 Annual Progress Reports to HCD and LCI and provide additional direction to Staff as necessary. Recommended Action: Receive and approve submittal of the 2024 annual progress reports to the Department of Housing and Community Development and the Governor's Office of Land Use and Climate Innovation, and provide direction to Staff as necessary. BUDGET AMENDMENT REQUIRED: N/A CURRENT BUDGET AMOUNT: N/A PROPOSED BUDGET AMOUNT: N/A FINANCING SOURCE: N/A REVENUE: Yes / No GRANT: Yes / No N/A PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A COORDINATED WITH: Jim Robbins, Grants Division & Housing Division Manager; Blake Adams, Chief Resilience Officer; Jesse Davis, Chief Planning Manager; Craig Schlatter, Community Development Director; City Manager's Office STRATEGIC PLAN (SP): SP 3A - Review and revise land use planning documents to be reflective of the long-term vision for the community. CLIMATE INITIATIVES (CI): N/A GENERAL PLAN ELEMENTS (GP): GP-A1 - Land Use Element; GP-A2 - Economic Development Element; GP-A3 - Mobility Element; GP-A4 - Public Facilities, Services, and Infrastructure Element; GP-A5 - Environment and Sustainability Element; GP-A6 - Safety Element; GP-A7 - Agriculture Element; GP-A8 - Housing Element (2019-2027) Page 230 of 427 ATTACHMENT 1 Page 231 of 427 Table A Page 232 of 427 Table A2 Page 233 of 427 Table B Page 234 of 427 Table D Table D cont. Page 235 of 427 Table D cont. Page 236 of 427 Page 237 of 427 Table D Cont. Page 238 of 427 Table D cont. Page 239 of 427 Table G Table H Page 240 of 427 LEAP Reporting Page 241 of 427 City of Ukiah 2024 General Plan Annual Progress Report OPR - Cover Sheet CITY OF UKIAH 2040 GENERAL PLAN ANNUAL PROGRESS REPORT 2024 Prepared by COMMUNITY DEVELOPMENT DEPARTMENT PLANNING DIVISION Date of City Council Review: MARCH 19, 2025 ATTACHMENT 2 Page 242 of 427 300 Seminary Avenue • Ukiah • CA • 95482-5400 Phone: (707) 463-6200 · Fax: (707) 463 6204 www.cityofukiah.com GOVERNOR’S OFFICE OF LAND USE AND CLIMATE INNOVATION (LCI) 2024 CITY OF UKIAH GENERAL PLAN ANNUAL PROGRESS REPORT (APR) MEMORANDUM Purpose of the APR: The Governor’s Office of Land Use and Climate Innovation (LCI) Annual Progress Report (APR) provides local legislative bodies and the public with information on the implementation of the General Plan for their city or county. These APRs also serve to update the public on progress toward achieving the City’s identified goals. City Council Review Date: The 2024 LCI APR was presented to the Ukiah City Council on March 19, 2025, for their review and acceptance. 2040 General Plan Adoption Date: On December 7, 2022, the City Council adopted a resolution approving the 2040 General Plan (Resolution No. 2022-79), along with a resolution certifying the Environmental Impact Report (EIR), adopting the Findings of Fact and Statement of Overriding Considerations, and approving the Mitigation Monitoring Reporting Program (Resolution No. 2022-78; State Clearinghouse No. 2022- 050556). In addition, the City’s 6th Cycle Housing element was adopted by the Ukiah City Council on October 23, 2019, and subsequently certified by the California Department of Housing and Community Development on December 5, 2019. EXECUTIVE SUMMARY The Ukiah 2040 General Plan serves as the City’s long-term blueprint for sustainable growth, balancing economic prosperity, environmental stewardship, housing affordability, and mobility improvements. The 2024 APR reflects Ukiah’s commitment to implementing this vision. This report outlines the progress made in each General Plan element, highlighting key implementation milestones, policy updates, and public engagement efforts that align with the General Plan’s objectives. GENERAL PLAN IMPLEMENTATION PROGRESS – 2024 This section summarizes the City’s progress in implementing the Ukiah 2040 General Plan across all elements. General Plan Implementation Programs For full details on the Goals, Policies and Implementation Programs of the Ukiah 2040 General Plan, please refer to the enclosed City of Ukiah 2040 General Plan – Appendix A. 1 LAND USE ELEMENT IMPLEMENTATION The Land Use Element establishes the framework for managing Ukiah’s growth while ensuring land-use decisions align with community goals. Key 2024 Accomplishments: ✔ Missing Middle Housing Ordinance Adopted: Supports diverse housing types per Policy LU-9. Page 243 of 427 300 Seminary Avenue • Ukiah • CA • 95482-5400 Phone: (707) 463-6200 · Fax: (707) 463 6204 www.cityofukiah.com ✔ Zoning Code Updates in Progress: Ensuring consistency with General Plan land-use designations per Policy LU-10.1 (Downtown Zoning Code), LU-11.7 (Sign Regulations), and LU-11.9 (Historic Preservation and Restoration). The Missing Middle Ordinance was adopted to align local regulations with the Ukiah 2040 General Plan (Goal LU-9), promoting more flexible and diverse housing options while supporting the City’s commitment to sustainability and community resilience. Key changes in the Ordinance clarify that duplexes, a critical component of “Missing Middle” housing, are permitted by right in residential zones and exempt from certain objective design regulations. The ordinance also streamlines the approval process for Missing Middle housing types, reduces regulatory barriers, and ensures compatibility with existing neighborhoods. By promoting the development of Missing Middle Housing, the City can enhance housing affordability, increase density in appropriate areas, and create more walkable, livable communities. 2 ECONOMIC DEVELOPMENT ELEMENT IMPLEMENTATION The Economic Development Element supports business growth, job creation, and strategic planning for a resilient economy. Key 2024 Accomplishments: ✔ Economic Development Strategy Launched: Stakeholder engagement and data collection phase initiated in August 2024. ✔ Draft Strategic Framework Scheduled for Completion in 2025. The first phase of the community engagement process included one-on-one interviews and focus groups with key stakeholders and economic development leaders. As part of Implementation Program A, stakeholders included representatives from the local business community, Economic Development and Financing Corporation (EDFC), the Greater Ukiah Business and Tourism Alliance/Visit Ukiah, the West Business Development Center, the Mendocino Private Industry Council, Mendocino County, agricultural stakeholders, and other organizations working to promote Ukiah’s economic development. 3 MOBILITY ELEMENT IMPLEMENTATION The Mobility Element focuses on improving multimodal transportation and enhancing pedestrian and bicycle infrastructure. Key 2024 Accomplishments: ✔ School Street Multimodal Transportation Study Launched: $238,999.99 contract awarded to analyze pedestrian, bicycle, and vehicle circulation. Building on the success of the Downtown Streetscape project, the planning effort for School Street aims to improve pedestrian, bicycle, and vehicle circulation along the School Street corridor from Clay Street Page 244 of 427 300 Seminary Avenue • Ukiah • CA • 95482-5400 Phone: (707) 463-6200 · Fax: (707) 463 6204 www.cityofukiah.com to Henry Street, progressing Goal MOB-1, Policy MOB-1.1 and Implementation Program C, Right of Way Needs. 4 PUBLIC FACILITIES ELEMENT IMPLEMENTATION The Public Facilities Element focuses on enhancing infrastructure, including water systems, sewage systems, stormwater management, and facilities. Key 2024 Accomplishments: ✔ Parks Gap Analysis: Initial draft begun. The plan will help the City of Ukiah assess how well community park needs are currently being met, identify key considerations, and determine necessary action to meet future demands. This analysis will support the City’s efforts to prepare for population growth, shifting demographics, and potential annexations. 5 ENVIRONMENT AND SUSTAINABILITY ELEMENT IMPLEMENTATION This element provides a framework for reducing greenhouse gas emissions, enhancing climate resilience, protecting natural resources, and promoting environmental sustainability. Key 2024 Accomplishments: ✔ Climate Action Plan (CAP) Initiation: The City is preparing to adopt its Municipal Climate Action Plan (CAP) in April 2025. The CAP outlines the City's strategies to reduce greenhouse gas emissions and achieve carbon neutrality by 2045. ✔ $1.39 million CAL FIRE Grant: Grant awarded towards future (2031-2040) Implementation Program Goals. ✔ Historic Resources Survey and Historic Preservation Code: Preparation work begun. In 2024, the City hired its first Chief Resilience Officer and initiated the development of its Climate Action Plan (CAP). In 2025, the City will develop a Climate Adaptation & Resilience Strategy (CARS). Together, the CAP and CARS will establish a strategic roadmap for how the City will reduce greenhouse gas emissions, prepare for climate hazards, and build a more resilient community, aligning with Implementation Programs J (Water Conservation Guidelines) and M (Adopt a Municipal Climate Action Plan). Additionally, the City of Ukiah has received $1.39 million in grant funding from CAL FIRE to establish a climate-resilient forest canopy comprising 722 trees across the community. This initiative aligns with Policy ES-3.1, which aims to expand the city’s tree canopy and promote sustainable urban forestry practices. The grant program will commence in March 2025 and conclude in March 2028, indirectly supporting the completion of the City's Urban Forest Master Plan (Implementation Program E), Tree Protection Ordinance, and Tree Management Guidelines (Implementation Program F). Page 245 of 427 300 Seminary Avenue • Ukiah • CA • 95482-5400 Phone: (707) 463-6200 · Fax: (707) 463 6204 www.cityofukiah.com Another highlight within this Element, the City partnered with the Mendocino County Historical Society to begin addressing Implementation Programs G (Historic Structure Preservation Policy), H (Cultural and Historic Registry) and I (Historic Preservation Ordinance). An RFQ (Request for Qualifications) for a historic resources survey consultant to complete an update to the City’s 1999 Historic Resources Survey was drafted, and planning to develop the City’s first historic preservation ordinance and code commenced. 6 SAFETY ELEMENT IMPLEMENTATION The Safety Element ensures that Ukiah is prepared for natural disasters, public safety threats, and emergency response efforts. Key 2024 Accomplishments: ✔ Office of Emergency Management (OES) continues to respond to community needs. ✔ Multi Jurisdiction Hazard Mitigation Plan (MJHMP) and Community Wildfire Protection Plan (CWPPP) work begun: Partnered with the County of Mendocino. ✔ Addressed FEMA flood map and CalFIRE High Fire Severity Zone changes. In 2024, the Office of Emergency Management provided bilingual communication resources and increased access to emergency preparedness materials for community service organizations. Efforts included training sessions, distribution of informational handouts at community events, and regular updates to the City’s emergency preparedness webpage. These actions align with Implementation Program F (Resilient Communities) and S (Out of Compliance Roadways). The City also partnered with the County of Mendocino to advise on vendor selection for the Mendocino Multi Jurisdiction Hazard Management Plan (MJHMP) - Implementation Program C. Additionally, the City collaborated with the County to prepare the Community Wildfire Protection Plan (CWPPP) in support of Implementation Program J (Fire Service Funding), M (Regional Fire Protection Plans), and N (Local Fire Protection Plan). In 2024, significant changes were proposed to California’s Flood and High Fire Severity Zones. In response, the City engaged with State and Federal entities to assess potential impacts on Implementation Programs AA (Communities at Risk), P (Fire Hazard Zone Update), Q (Public Facilities Hazard Mitigation), and E (Floodplain Development). 7 AGRICULTURE ELEMENT IMPLEMENTATION The Agriculture Element supports the sustainability of local farms and agricultural operations. Key 2024 Accomplishments: ✔ Right to Farm Ordinance Adopted: Implements Policy AG-3.1. ✔ Agricultural Consistency Ordinance Drafted: Supports Policy AG-2.2. Page 246 of 427 300 Seminary Avenue • Ukiah • CA • 95482-5400 Phone: (707) 463-6200 · Fax: (707) 463 6204 www.cityofukiah.com In 2024, the Right to Farm Ordinance became the first implementation program (Implementation Program B) completed under this element, aligning with the City’s annexation goals and the Ukiah Valley Area Plan. The ordinance preserves agricultural operations and prevents conflicts between urban and agricultural land uses. It is also supports the Environment and Sustainability Element by protecting agricultural lands and promoting sustainable practices. The ordinance was developed with input from key stakeholders, including the Mendocino County Farm Bureau and the Mendocino County Local Agency Formation Commission (LAFCo). 8 HOUSING ELEMENT IMPLEMENTATION The Housing Element ensures that Ukiah provides adequate housing opportunities to meet community needs. Key 2024 Accomplishments: ✔ All Implementation Programs Completed and/or Ongoing. ✔ ‘ADU’ Ordinance and ‘Missing Middle’ Ordinance Adopted: Implements Policy H-3 – 3a. to maximize housing development. ✔ Lot Line Adjustment Ordinance Adopted: Implements Policy H-2 – 2g. to maximize housing development. ✔ RHNA Progress. Policy H-3 – 3a. of the Housing Element saw continued implementation in 2024 with both an ‘Accessory Dwelling Unit’ (ADU) and a ‘Missing Middle’ Ordinance. This policy, which calls on the City to research, review and amend the development standards in the zoning code for opportunities to maximize housing development, has already been met via an ADU ordinance in 2020 (Ord. No. 1205), an amendment to the General Plan in 2021, an adoption of a new General Plan in 2022, and the ‘Objective Design and Development’ Ordinance in 2023 (Ord. No. 1234). Yet, the ‘ADU’ and ‘Missing Middle’ Ordinances engender additional flexibility to setbacks, height and allowed unit types. Also in 2024, the Ukiah City Council adopted an ordinance to improve the lot line adjustment process by streamlining review and reducing unnecessary application requirements. This change facilitates residential lot consolidation, making it easier for property owners to combine parcels for residential development. While Mendocino County significantly increased lot line adjustment fees, the Ukiah City Council opted to maintain existing fees and introduce new incentives for residential lot line adjustments (LLAs). These efforts encourage parcel consolidation and modification, promoting efficient land use while ensuring cost-effective development for homeowners and developers. This Lot Line Adjustment initiative completes the remaining Housing Element Implementation Program of the 2019-2027 cycle (Implementation Program H2-2g), which aims to: "Facilitate the consolidation of smaller, multi-family parcels by providing technical assistance to property owners and developers in support of lot consolidation." With the 2024 Housing Element APR, all Housing Element Implementation Page 247 of 427 300 Seminary Avenue • Ukiah • CA • 95482-5400 Phone: (707) 463-6200 · Fax: (707) 463 6204 www.cityofukiah.com Programs are either completed or remain active and ongoing. The following table summarizes Ukiah’s progress in meeting its Regional Housing Needs Allocation (RHNA) housing targets. The City of Ukiah is well on its way to meeting its RHNA goals for the 2019-2027 cycle. Income Level 2019-2027 RHNA Original Allocation Issued Units in 2024 RHNA Remaining Very Low-Income 86 0 0 Low-Income 72 0 15 Moderate-Income 49 8 14 Above Moderate-Income 32 33 0 Total 239 20 29 In 2024, the City of Ukiah made significant progress in advancing the goals and policies outlined in the Ukiah 2040 General Plan, reinforcing its commitment to sustainable development, community resilience, and housing affordability. Key actions across multiple General Plan elements, including Land Use, Economic Development, and Housing, underscore Ukiah’s ongoing efforts to create a balanced, resilient community that serves both current and future generations. The Missing Middle Housing Ordinance aligns with the City’s vision for increased housing diversity and affordability, while the School Street Multimodal Transportation Study exemplifies Ukiah’s dedication to improving its transportation network by prioritizing sustainability and multimodal access, in alignment with the General Plan’s vision for a connected and accessible community. Furthermore, Ukiah continues to prioritize environmental sustainability through the Climate Action Plan and the $1.39 million CAL FIRE grant, which will expand the city’s tree canopy and promote urban forestry. The Right to Farm Ordinance supports the City’s efforts to preserve agricultural lands and protect agricultural operations, aligning with the goals of both the Agricultural Element and the Environment and Sustainability Element. These accomplishments demonstrate Ukiah’s dedication to responsible stewardship of its natural and built environment, ensuring the City remains a thriving, resilient, and sustainable community. Moving forward, Ukiah remains committed to achieving the long-term goals set forth in the Ukiah 2040 General Plan, continuing progress toward a balanced and inclusive future for all residents. Katherine Schaefers, Planning Manager Enclosed: City of Ukiah 2040 General Plan – Appendix A Page 248 of 427 Appendix A | Goals, Policies, and Implementation Programs A Page 249 of 427 Ukiah 2040 General Plan Appendix A Page A-2 Ukiah 2040 General Plan | December 2022 Appendix A | Goals, Policies, and Implementation Programs Section Title Page Land Use Element ........................................................................................................................ 3 Economic Development Element ................................................................................................ 12 Mobility Element .......................................................................................................................... 16 Public Facilities, Services, and Infrastructure Element ............................................................... 22 Environment and Sustainability Element .................................................................................... 28 Safety Element ............................................................................................................................ 36 Agriculture Element..................................................................................................................... 48 Housing Element (2019-2027) .................................................................................................... 51 Page 250 of 427 Policy Document | December 2022 Page A-3 Land Use Element GOALS AND POLICIES Residential LU-1 To provide a variety of housing types that offer choices for Ukiah residents and create complete, livable neighborhoods. LU-1.1 Existing Neighborhoods. The City shall maintain and enhance the quality of existing residential neighborhoods, ensuring adequate public facilities such as parks, streets, water supply, and drainage. LU-1.2 Connectivity. The City shall encourage new residential development to incorporate design features that promote walking and connectivity between blocks. LU-1.3 Neighborhood Infill. The City shall encourage objectively designed infill developments that enhance neighborhood quality and respond to community input in the planning and design of infill projects or non-residential, neighborhood-serving uses. LU-1.4 High-Density Residential Uses. The City shall encourage new high-density residential development to locate in areas close to services and transit. LU-1.5 Existing Neighborhoods. The City shall encourage all new multi-family residential development to comply with objective design and development standards. Mixed-Use LU-2 To encourage mixed-use development projects that create vibrant, walkable districts. LU-2.1 Downtown Mixed-Use. The City shall encourage mixed-use development to locate within the Downtown. Such developments include housing, retail commercial, offices, open space, and other compatible uses. This development pattern should create vibrant, walkable areas, rather than non-pedestrian friendly strip retail developments along downtown corridors. LU-2.2 Compatibility with Adjacent Uses. The City shall require new mixed-use development to be compatible with adjacent land uses, particularly residential uses, through site and architectural design techniques that establish transitions between uses and minimize negative impacts. LU-2.3 Mixed-Use Design. The City shall require new mixed-use development to limit the number of access driveways, minimize building setbacks, and provide public ground floor spaces adjacent to sidewalks. LU-2.4 Pedestrian Orientation. The City shall require new mixed-use and commercial developments with street or bike route frontage to include amenities that connect and create a comfortable environment for walking, sitting, and socializing. LU-2.5 Live/Work. The City shall encourage mixed-uses in appropriate non-residential or existing mixed-use areas, facilitate the adaptive reuse of otherwise obsolete structures, and promote the growth of the arts and small business ventures in the community by allowing combined workspace and living quarters in appropriate buildings in commercial or industrial zoning districts. Downtown LU-3 To improve and enhance the appearance and vibrancy of Downtown Ukiah to create a high-quality place for residents, businesses, and visitors. Page 251 of 427 Ukiah 2040 General Plan Appendix A Page A-4 Ukiah 2040 General Plan | December 2022 LU-3.1 Downtown Activities and Functions. The City shall maintain the Downtown as a center for shopping and commerce, social and cultural activities, and government and civic functions. LU-3.2 New Downtown Development. The City shall ensure new development in the Downtown is compatible with existing uses and enhances the character of the area. LU-3.3 Downtown Arts Entertainment. The City shall encourage private-sector investment in Downtown to transform it into a safe, vibrant, and prosperous arts and entertainment district that offers enhanced shopping, dining, recreational, and cultural experiences and events for residents, families, and visitors. LU-3.4 Downtown Pedestrian Improvements. The City shall work with public agencies and private entities to create a safe, convenient, and pleasant pedestrian environment that supports the continued revitalization of the Downtown area. Improvements could include pedestrian-oriented amenities such as lighting, wider sidewalks, clearly marked pedestrian crossings, benches, landscaping, signage, sidewalk seating areas, and public art. LU-3.5 Downtown Parking. The City shall prepare and implement a Downtown parking plan that provides enough parking downtown to support area businesses while maintaining a pedestrian-friendly environment. Commercial LU-4 To encourage the growth and development of retail, office, service, and entertainment uses in Ukiah to provide jobs, support City services, and make Ukiah an attractive place to live. LU-4.1 High-Quality Building Design. The City shall encourage distinctive and high-quality commercial building design and site planning that respects the character of Ukiah. LU-4.2 Commercial Center Design. The City shall require new commercial centers to incorporate standards of site design, construction, buffering, and screening when located adjacent to residential neighborhoods . LU-4.3 Clustering Commercial Uses. The City shall encourage new commercial uses to group into clustered areas or centers containing professional offices, retail sales and services. New commercial clusters shall be located at the intersections of major thoroughfares and exclude “strip” commercial. LU-4.4 Commercial Property Landscaping. The City shall require that landscaping on commercial properties be well maintained and encourage those commercial properties currently without landscaping to provide landscaping. LU-4.5 Pedestrian Access to Commercial Uses. The City shall support convenient and direct pedestrian access to commercial uses that are located adjacent to residential areas. Industrial LU-5 To encourage, facilitate, and support the development of new employment and industrial uses and retention of existing industry to ensure compatibility with existing surrounding uses and planned uses. LU-5.1 Industrial Park Development. The City shall encourage the development of well-designed industrial park areas to attract new light industrial development to Ukiah. LU-5.2 Industrial Design standards. The City shall ensure that new industrial developments contribute to the overall attractiveness of the community through appropriate site design, architectural design, and landscaping. LU-5.3 Screening Industrial Areas. The City shall require the screening of loading areas and open storage areas so that they are not visible from major roads. Hillside Areas LU-6 To preserve the natural character of hillside development areas. Page 252 of 427 Policy Document | December 2022 Page A-5 LU-6.1 Natural Features. The City shall require development to preserve outstanding natural physical features, such as the highest crest of a hill, natural rock outcroppings, major tree belts, and water features. LU-6.2 Hillside Development. The City shall require new development in hillside areas to minimize grading to retain a natural hillside setting. The City shall encourage clustered dwelling units in hillside areas and roadways to be designed to preserve the ecological and scenic character of the hillsides. LU-6.3 Open Space Access. The City shall encourage new hillside developments to provide public access (as appropriate) to adjacent greenways, open space corridors, trails, and parks if development is proposed adjacent to such facilities. Development Pattern LU-7 To ensure the orderly and timely growth and expansion of the City. LU-7.1 Development Pattern. The City shall ensure an orderly, contiguous development pattern that prioritizes infill development, phases new development, encourages compactness and efficiency, preserves surrounding open space and agricultural resources, and avoids land use incompatibilities. LU-7.2 Annexations. The City shall support property owners and applications that seek to annex adjoining unincorporated land within the City’s Sphere of Influence where the City determines it to be in residents’ interests to do so, to promote orderly development, to implement General Plan goals, and if the annexation would improve the fiscal health of the City, provide a more efficient delivery of municipal services to the area, and/or create a more logical City boundary. The City shall consider annexation of lands outside of the SOI but within the Planning Area if the City and all local agencies with relevant jurisdiction, arrive at an agreement ensuring adequately compensated for the costs it will incur due to development in its Planning Area. LU-7.3 Annexation Considerations. The City shall consider the following factors when reviewing annexation proposals: a. Availability of public services and facilities; b. Proximity to existing urban development; c. Existing agricultural uses; d. Fiscal impacts on City finances; e. Potential economic benefits; f. Regional housing needs; and g. Public health and safety. LU-7.4 Required Public Facilities and Services. The City will support annexation of land for new development only if public services and facilities meeting City standards are available or plans are in place demonstrating their availability in the near future. LU-7.5 Agriculture and Annexation. The City shall discourage urban development of unincorporated land in the City’s Sphere of Influence until such lands are annexed by the City. The City shall support County land use regulations that require minimum lot sizes to protect the viability of local agriculture and to prevent the development of incompatible or undesirable land use patterns prior to eventual annexation and urbanization. LU-7.6 Fair Share Housing Needs Reduction. The City shall amend the Housing Element as a condition of annexation of residential lands from the County, to increase the City's housing fair share by the number of needed housing units the County is surrendering. Page 253 of 427 Ukiah 2040 General Plan Appendix A Page A-6 Ukiah 2040 General Plan | December 2022 LU-7.7 County Housing Needs. The City shall give consideration to the County's regional "fair share" housing needs when reviewing applications for new development within the City’s Planning Area. LU-7.8 Legal Non-conforming Uses. The City shall allow the continued use of legally existing non-conforming land uses in conformance with approved permits. Growth Management LU-8 To promote growth and development practices that improve quality of life, protect open space, natural and historical resources, and reduce resource consumption. LU-8.1 Contiguous Development. The City shall strongly discourage new development that is not contiguous with existing urban development. LU-8.2 Protection of Agricultural Areas. The City shall support the long-term economic viability of agriculture and agri-tourism and encourage landowners with land in agricultural production to undertake succession planning or agricultural preservation, as appropriate. LU-8.3 Infill Development. The City shall encourage population and employment growth toward infill development sites within the city. LU-8.4 Reuse of Underutilized Property. The City shall encourage property owners to revitalize or redevelop abandoned, obsolete, or underutilized properties to accommodate growth. LU-8.5 Historic Preservation. The City shall strive to preserve residential and commercial structures of historic value to the community. LU-8.6 Historic Resource Maintenance. The City shall encourage property owners to maintain these structures in accordance with local, state and federal standards. Missing Middle Housing LU-9 To provide opportunities for housing that can accommodate the needs, preferences, and financial capabilities of current and future residents in terms of different housing types, tenures, density, sizes, and costs. LU-9.1 Mixed Residential Neighborhoods. The City shall encourage creation of mixed residential neighborhoods through new and innovative housing types that meet the changing needs of Ukiah households and expand housing choices in all neighborhoods. These housing types include, but are not limited to, single dwelling units, multi-family dwelling units, accessory dwelling units, small and micro units, use of pre-fabricated homes, and clustered housing/cottage housing. LU-9.2 Housing Types and Designs. The City shall support housing types and designs that increase density while remaining consistent with the building scale and character present in existing neighborhoods. This includes multi- family units or clustered residential buildings that provide relatively smaller, less expensive units within existing neighborhoods. LU-9.3 Adaptation of Existing Residential Units. The City shall encourage the adaptation of existing residential units to support multi-family use. Special Planning Areas LU-10 To assure coordination and consistency with special planning areas. LU-10.1 Downtown Zoning Code. The City shall update the Downtown Zoning Code to assure consistency with the General Plan goals, policies, and land use designations. Page 254 of 427 Policy Document | December 2022 Page A-7 LU-10.2 Ukiah Valley Community. The City shall recognize that the Ukiah Valley is one community and foster collaborative decision-making between the City, county, and other public agencies. LU-10.3 Ukiah Valley Area Plan. The City shall coordinate with Mendocino County to assure consistency with the Ukiah Valley Area Plan goals and policies. LU-10.4 Ukiah Airport Master Plan. The City shall periodically update the Ukiah Airport Master Plan to reflect changing airport needs, aircraft type and use, and new noise and safety standards. LU-10.5 Ukiah Municipal Airport Land Use Compatibility Plan. The City shall require new development within each airport zone that conforms to the height, use and intensity specified in the land use compatibility table of the Ukiah Municipal Airport Land Use Compatibility Plan (UKIALUCP). LU-10.6 Mendocino County Airport Land Use Commission. As required within the UKIALUCP, the City shall refer new development projects in the Ukiah Airport area of influence to the Mendocino ALUC for review and comment. Community Character and Design LU-11 To ensure high-quality site planning, landscaping, and architectural design for all new construction, renovation, or remodeling. LU-11.1 Commercial Character. The City shall update and maintain objective commercial design standards for all commercial land use designations, to enhance community character and encourage economic development. LU-11.2 Gateways. The City shall establish key gateways to Ukiah through landscape design, appropriately-scaled signage, and building form, and historic themes to create a unique sense of place. LU-11.3 Neighborhood Character. The City shall ensure that Zoning Code standards and design guidelines are reflective of neighborhood character and land use intensity, complement views from US 101. LU-11.4 Public Buildings and Spaces. The City shall ensure that all new public buildings and places are consistent with City design review guidelines and standards, designed to be attractive, safe, and serve the neighborhood needs, and conform to standards similar to those applied to private development. LU-11.5 Public Street Furniture. The Public Works Department shall establish public design standards for street furniture and landscaping that enhance the streetscape and general fabric of the City. LU-11.6 Public Art. The City shall encourage the installation of public art and identify permanent funding mechanisms to support new installations and maintenance. LU-11.7 Sign Regulations. The City shall update the Zoning Code sign provisions to incorporate a consistent program for new signs to simplify the signage process. LU-11.8 Tree Preservation. The City shall encourage the preservation of trees on public and private property. Priority should be given to the preservation of trees considered significant due to their size, history, unusual species or unique quality. LU-11.9 Historic Preservation and Restoration. The City shall encourage restorative maintenance to deteriorated buildings, particularly in Downtown, and restrict the demolition of historically and/or architecturally significant buildings to accommodate new development. The City shall encourage adaptive re-use of historic structures to maintain their historic character while supporting economic development. LU-11.10 Water Efficient Landscaping. The City shall ensure that Zoning Code landscape standards and design guidelines reflect the most current water efficient landscape standards that include native, adaptive, and drought resistant vegetation, as well as provisions for street canopies and streetscape enhancement. Page 255 of 427 Ukiah 2040 General Plan Appendix A Page A-8 Ukiah 2040 General Plan | December 2022 Environmental Justice LU-12 To ensure that land use decisions do not adversely impact disadvantaged individuals and groups differently than the population as a whole. LU-12.1 Fair Treatment and Meaningful Involvement. The City shall provide for the fair treatment and meaningful involvement in respect to the development and review of land use decision and policies for all people regardless of income, race, color, or national origin. LU-12.2 Disproportionate Land Use Impacts. The City shall evaluate and avoid, reduce, or mitigate disproportionate adverse health and safety impacts of land use decisions on identified disadvantaged communities. LU-12.3 Coordination on Siting of Utilities . The City shall coordinate with utility providers in the siting, site layout, and design of gas and electric facilities, including changes to existing facilities, to minimize environmental, and safety impacts on disadvantaged communities. LU-13 To ensure that all community members have equal access to healthy foods, education, green spaces, and medical services. LU-13.1 Access to Community Resources. The City shall identify and address gaps in access to residential, commercial, recreation, natural open spaces, and public resources, and ensure these community resources are accessible to all, regardless of income, race, color, or national origin. LU-13.2 Equitable Capital Improvements. The City shall promote equitable investment in capital improvements City- wide. LU-13.3 Public Assistance Collaboration. The City shall support non-profit organizations and public agencies which provide assistance to the homeless and access to healthcare, rental assistance and food assistance, and other poverty alleviating programs and services. LU-14 To develop, implement, and enforce policies to ensure access to safe and sanitary housing throughout the community. LU-14.1 Code Enforcement. The City shall prioritize code enforcement for rental housing in disadvantaged communities to assure safe, sanitary housing. LU-14.2 Clean and Safe Drinking Water. The City shall ensure access to clean and safe drinking water for all community members. LU-15 To promote meaningful dialogue and collaboration between members of disadvantaged communities and decision-makers to advance social and economic equity. LU-15.1 Community Input. The City shall continue to facilitate opportunities for disadvantaged community residents and stakeholders to provide meaningful and effective input on proposed planning activities early on and continuously throughout the public review process. LU-15.2 Communication Channels. The City shall continue to improve communication channels and methods for meaningful dialogue between community members and decision-makers. The City shall also continue to share public information across a variety of media, technological, and traditional platforms, and languages based upon the demographics of the community. LU-15.3 Public Engagement. The City shall hold special meetings, workshops, and other public engagement opportunities at times and locations that make it convenient for disadvantaged community members to attend, particularly stakeholders who are the most likely to be directly affected by the outcome. Page 256 of 427 Policy Document | December 2022 Page A-9 LU-15.4 Translation Services. The City will continue to evaluate the need for the provision of translation services, to the extent feasible, in conveying important information to the community. General Plan Use and Maintenance LU-16 Promote the effective use and implementation of the General Plan Land Use Map. LU-16.1 Land Use Map. The City shall maintain and implement a Land Use Map describing the types of allowed land uses by geographic location and the density of allowed uses within each designation. LU-16.2 Land Use Designations. The City shall apply the land use designation specific parcels of land as designated on the General Land Use Map (Figure 2-1), even if a parcel does not meet other criteria specified in the General Plan. LU-16.3 Zoning Designations. The City shall ensure that zoning designations are consistent with the General Land Use Map (Figure 2-1). LU-16.4 Five-year General Plan Review. The City shall conduct a technical review of the General Plan every five years and revise and update as necessary to assure compliance with State law and responsiveness to current City needs. Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Downtown Pedestrian Improvements The City shall, in collaboration with interested public agencies and downtown businesses, prepare a study of potential sidewalk and streetscape improvements, including lighting, wider sidewalks, clearly marked pedestrian crossings, benches, landscaping, signage, sidewalk seating areas, and public art, to create a safe, convenient, and pleasant pedestrian environment Downtown. LU – 3.4 Public Works ◼ Page 257 of 427 Ukiah 2040 General Plan Appendix A Page A-10 Ukiah 2040 General Plan | December 2022 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Downtown Parking Plan The City shall prepare and implement a Downtown parking plan that provides enough parking downtown to support area businesses while maintaining a pedestrian-friendly environment. The City will collaborate with other public agencies, Downtown businesses, and the Chamber of Commerce to identify parking deficiencies, consider alternatives, and prepare a comprehensive parking strategy. LU – 3.5 Public Works Community Development ◼ Housing Element Amendments to Address Annexation-related RHNA Changes The City shall amend the Housing Element in conjunction upon the annexation of any County land designated for residential uses and identified in the Mendocino County Housing Element as satisfying a portion of the County’s RHNA. The City Housing element amendment will increase the City’s RHNA by a commensurate amount. The City shall coordinate any proposed amendment in advance with the Mendocino Council of Governments and the California Department of Housing and Community Development to assure the amendment is acceptable to both agencies. LU – 7.6 Community Development ◼ City Gateway Design Standards The City shall prepare gateway design standards for all City gateways, The standards will address landscape design and materials, signage, building form, and historic themes that create a unique sense of place. LU – 11.2 Community Development Public Works ◼ Page 258 of 427 Policy Document | December 2022 Page A-11 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Zoning Code Amendments The City shall amend the Zoning Code to address the following topics: • Downtown Zoning Code and Design Guidelines; • Commercial Design standards that address neighborhood character and compatibility, including materials, siting, scale, and landscaping; • Sign regulations; • Water efficient landscape standards; • Historic Structure Preservation; and • Zoning districts and map consistency with the 2040 Land Use Diagram. LU – 10.1 LU – 11 LU – 11.7 LU – 11.10 Community Development ◼ Ukiah Municipal Airport Land Use Compatibility Plan The City shall review every five years and update as necessary the Ukiah Municipal Airport Land Use Compatibility Plan. The review and potential update shall consider changing airport facility and aviation needs, new aircraft types, and new noise and safety standards. LU – 10.4 LU – 10.5 LU – 10.6 Airport ◼ ◼ ◼ Design Standards The City shall update the Commercial Design Guidelines to establish design standards for street furniture and streetscape landscaping. LU – 11.1 LU – 11.4 LU – 11.5 Community Development ◼ Page 259 of 427 Ukiah 2040 General Plan Appendix A Page A-12 Ukiah 2040 General Plan | December 2022 Five Year General Plan Review The City shall conduct a technical review of the General Plan every five years and revise and update as necessary to assure compliance with State law and responsiveness to current City needs. LU – 16.4 Community Development ◼ ◼ Annexation Guide. The City shall develop, maintain, and make publicly-available a City of Ukiah Annexation Guide that includes an annexation applicant’s responsibilities, the requirements for environmental review, requirements for development plans, and fees associated with applications for annexation. LU – 7.2 Community Development ◼ Economic Development Element GOALS AND POLICIES ED-1 To be a key partner with other agencies and organizations to achieve the City’s and the region’s economic goals. ED-1.1 Interagency Coordination. Coordinate with local agencies, jurisdictions, and tribes; and other groups and organizations working to promote Ukiah’s economic development. ED-1.2 Economic Initiatives. The City shall support regional economic initiatives and marketing activities by actively participating in economic development programs. ED-1.3 Public /Private Partnerships. The City shall support and encourage public/private partnerships and other efforts to implement key development projects that meet the City’s economic development goals. ED-1.4 Economic Development Strategy. The City shall prepare and periodically update an Economic Development Strategy, which shall be used as an operational guide to implement the economic development goals, policies, and programs of the General Plan. ED-2 To promote a strong local economy by improving critical infrastructure, including water, transportation, and renewable energy. ED-2.1 City Investment Priorities. During review and updates of public facility master plans and the Capital Improvement Program, the City shall prioritize investment in infrastructure, services, and other assets that are critical to future economic vitality, including public safety, water supply and quality, transportation, energy, and environmental resources, to support job growth and economic development. ED-2.2 Energy Infrastructure. The City shall work to improve energy infrastructure to increase availability, reliability, sustainability, and use of renewable energy sources. ED-3 To provide opportunities for expansion of businesses by ensuring the availability of suitable sites, appropriate zoning, and access to infrastructure and amenities. Page 260 of 427 Policy Document | December 2022 Page A-13 ED-3.1 Land Supply Inventory . The City shall maintain and/or annex an adequate land supply to meet projected commercial and industrial land demand. ED-3.2 Infill Sites. The City shall coordinate with interested developers and relevant public agencies to develop infill sites consistent with the Land Use Diagram. ED-3.3 Airport Industrial Park. The City shall develop adequate linkage from the Airport Industrial Park to the east side of the airport. ED-4 To attract visitors and provide them with the amenities and services to make their stay in Ukiah enjoyable. ED-4.1 Supporting Tourism. The City shall encourage and support the development of sustainable and innovative visitor-serving attractions that expand on the tourism market in Ukiah and Mendocino County and add to the quality of life for residents. ED-4.2 Downtown. The City shall reinforce the Downtown as the civic and cultural heart of Ukiah by supporting public arts, cultural and entertainment programs, restoration of aging structures, lodging, and a robust mix of residential, retail, and service uses. ED-4.3 Boutique Hotel. The City shall encourage and support the development of a boutique hotel in Downtown to provide an opportunity for overnight stays in the heart of Downtown and for visitors to enjoy and explore Ukiah’s local business, restaurants, and nightlife. ED-4.4 Public Art. The City shall reduce barriers for private efforts that create art in public places (e.g., murals, sculptures), and support development of a Public Art Master Plan with appropriate funding mechanisms to support and maintain public art installations. ED-4.5 Tourism-Supporting Services. The City shall support the local dining, lodging, and retail sectors to ensure visitors enjoy Ukiah to the fullest. ED-5 To ensure Ukiah’s long-term economic success and sustainability by diversifying and expanding tourist attractions. ED-5.1 Outdoor Recreation. The City shall maintain existing and promote new outdoor recreation opportunities and facilities at a high level to solidify Ukiah’s position as a leader in outdoor recreation. ED-5.2 Bicycle Tourism. The City shall support efforts to promote and expand the local and regional bicycle trail network to attract visitors seeking a quality outdoor recreation experience. ED-5.3 Great Redwood Trail. The City shall continue to support the expansion of the Great Redwood Trail linking Marin, Sonoma, and Humboldt counties and enhancing trail access in Ukiah. ED-5.4 Special Events. The City shall support special events that benefit local businesses and contribute to the City’s overall economic success. ED-5.5 Agricultural Tourism. The City shall strive to attract tourism centered on the agriculture industry throughout the Mendocino County region, including wineries, cannabis farm tours, farm stays, tasting rooms, and beverage production tours. ED-6 To maintain a supportive business climate and a healthy economy that leads to the expansion of existing businesses and the attraction of new ones. ED-6.1 Regulatory Environment. The City shall promote business-friendliness in the regulatory and permitting process through collaboration, innovation, exchange of ideas and best practices, and the improvement in clarity and Page 261 of 427 Ukiah 2040 General Plan Appendix A Page A-14 Ukiah 2040 General Plan | December 2022 efficiency in the permitting process to take advantage of opportunities for streamlining in the development permit process. ED-7 To grow the local economy and employment base by supporting efforts to retain, expand and attract local businesses. ED-7.1 Attract Skilled Workers. The City shall support, maintain, and enhance the social and cultural amenities of the city (such as attractive public spaces, public art displays, museum(s), historic venues and sites, and recreational facilities and programs). ED-8 To cultivate a culture of entrepreneurship to encourage and support local business start-ups. ED-8.1 Business Incubators. The City shall encourage and support the establishment of local business incubators and programs designed to support the successful development of entrepreneurial companies through an array of business support resources and services. ED-8.2 Home-Based Businesses. The City shall support and expand the opportunities for establishment and operation of home-based businesses that are compatible with surrounding neighborhoods. ED-9 To improve labor force preparedness by providing the local workforce with the skills needed to meet the requirements of evolving business needs. ED-9.1 Interagency Workforce Collaboration. The City shall work with Mendocino College, Ukiah Unified School District, and Mendocino County to support innovation and the development, retraining, and retention of a skilled workforce. ED-9.2 Local Graduate Retention. The City shall actively support efforts to keep local high school and college graduates in the local workforce. ED-9.3 City Hiring Practices. The City shall pursue best practices aimed at maximizing local hiring in coordination with education and training providers. ED-10 To foster a robust and diversified local economy that provides quality employment and attracts stable businesses. ED-10.1 Value-Added Agriculture. The City shall encourage and support the expansion of value-added agricultural products (e.g., processing, packaging, product development) with an emphasis on local distribution and consumption. ED-10.2 Agricultural Support Services. The City shall encourage agricultural support services, such as vineyard and harvest management, to be based in Ukiah. ED-10.3 Airport-Related Businesses. The City shall encourage and promote the development of airport-related businesses at the Ukiah Municipal Airport. ED-10.4 Local-Serving Retail. The City shall encourage the establishment and expansion of commercial businesses that increase local spending within Ukiah and provide needed goods and services to residents and businesses. ED-10.5 Culturally Diverse Businesses. The City shall review and amend its policies and procedures to ensure equity of opportunity to encourage and support a diverse business community. ED-11 To diversify the economic base of Ukiah through the development and expansion of environmental, creative, and innovative businesses, including the non-profit sector. Page 262 of 427 Policy Document | December 2022 Page A-15 ED-11.1 Creative Economy. The City shall encourage the expansion of the local creative economy, including arts businesses, creative and performing arts, and non-profit organizations, as well as professional service sectors built around the creative arts. ED-11.2 Green Economy. The City shall support the development and reduce local regulatory barriers for industries and businesses that promote and enhance environmental sustainability, greenhouse gas reductions, decarbonization, climate change adaptation, resiliency, and renewable energy generation, storage, and transmission, including solar power and other appropriate renewable sources. ED-11.3 Support Green Businesses. The County shall promote the efforts of existing businesses that meet green business criteria; job training in green building techniques and regenerative farming; and strive to build green technologies into and decarbonize existing public facilities. ED-11.4 Sustainable Business Development. The City shall encourage the development and expansion of businesses that advance social equity, environmental quality, and economic sustainability, as well as capitalize on key industry strengths. Economic sustainability includes planning and preparation for disaster response and long-term resiliency of businesses and economic assets in the city. Page 263 of 427 Ukiah 2040 General Plan Appendix A Page A-16 Ukiah 2040 General Plan | December 2022 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Economic Development Strategy The City shall prepare, adopt, and regularly update an Economic Development Strategy, which shall be used as an operational guide to implement the economic development goals and policies of the General Plan. The strategy should address business attraction, retention, and expansion, infrastructure priorities, tourism, intergovernmental coordination and cooperation, economic diversification, and workforce development. The Economic Development Strategy should be prepared in coordination with the local business community, Economic Development and Financing Corporation, Greater Ukiah Chamber of Commerce, West Business Development Center, Mendocino Private Industry Council, Mendocino County, and other groups and organizations working to promote Ukiah’s economic development. Following completion of the Economic Development Strategy, the City shall review and update the Strategy every five years. ED – 1.4 City Manager Community Development ◼ Mobility Element GOALS AND POLICIES MOB-1 To provide a citywide network of complete streets that meet the needs of all users, including pedestrians, bicyclists, motorists, transit, movers of commercial goods, children, seniors, and persons with disabilities. MOB-1.1 Complete Streets. The City shall design streets holistically, using a complete streets approach, which considers pedestrians, bicyclists, motorists, transit users, and other modes together to adequately serve future land uses. MOB-1.2 Multi-modal Access. The City shall require that all new development and redevelopment projects include provisions for multi-modal access provisions such as pedestrian and bicycle facilities, and vehicle and transit where relevant. Page 264 of 427 Policy Document | December 2022 Page A-17 MOB-1.3 Reallocate Space for Complete Streets. The City shall reallocate roadway space to allow complete streets improvements on streets with excess traffic capacity. MOB-1.4 Block Length. The City shall limit block lengths to 600 feet wherever feasible to enhance multi-modal circulation and connectivity. MOB-1.5 Balance Transportation Spending. The City will provide funding for transportation improvements for each of the key travel modes to support the long-term viability and safety of each mode, as well as required maintenance. MOB-1.6 Roundabouts. The City shall consider the installation of roundabouts to enhance safety at intersections, and as a key component of Ukiah’s sustainability strategy. MOB-1.7 Land Use and Street Classification Compatibility. The City shall ensure that General Plan land use density and intensity standards are compatible with the classification of streets from which the land uses are accessed. MOB-1.8 New Development and Complete Streets. The City shall require all new development to provide adequate access for pedestrians, bicyclists, motorists, transit users, and persons with disabilities, as well as facilities necessary to support the City’s goal of maintaining a complete street network. MOB-1.9 Bikeway Network . The City shall strive to complete the citywide bicycle network to create a full network of bicycle facilities throughout Ukiah, including bicycle lanes on all arterial and collector street segments where feasible. MOB-1.10 Bicycle Parking Standards. The City shall maintain efficient and updated parking standards for bicycle parking to ensure development provides adequate bicycle parking, while reducing reliance on automobiles. MOB-1.11 Pedestrian Barriers & Utility Relocation. The City shall support elimination of barriers to pedestrian travel on sidewalks and walking paths including requiring the relocation or undergrounding of utilities where appropriate. Vehicle Miles Traveled MOB-2 To reduce vehicle miles traveled (VMT) to and from residences, jobs and commercial uses in Ukiah. MOB-2.1 Vehicle Miles Traveled (VMT) Reduction. The City shall support development and transportation improvements that help reduce VMT below regional averages on a “residential per capita” and “per employee” basis. MOB-2.2 Transportation Demand Management. The City shall support programs to reduce vehicle trips, including measures such as reduced parking requirements that aim to increase transit use, car-pooling, bicycling and walking. MOB-2.3 Pedestrian Facilities . The City shall encourage new development and redevelopment that increases connectivity through direct and safe pedestrian connections to public amenities, neighborhoods, shopping and employment destinations throughout the City. MOB-2.4 Transit Facility Design. The City shall require new development to include facilities designed to make public transportation convenient. MOB-2.5 Transit Ridership. The City shall support funding and incentives to increase transit ridership opportunities. MOB-2.6 Downtown Transit Center. The City shall support creation of a Transit Center. MOB-2.7 Bicycle Accessible Transit. The City shall encourage the MTA and other public transportation providers to make bus routes connecting Ukiah with other areas bicycle accessible. Transportation Safety and Planning MOB-3 To provide a safe transportation system that eliminates traffic-related fatalities and reduces non-fatal injury collisions. Page 265 of 427 Ukiah 2040 General Plan Appendix A Page A-18 Ukiah 2040 General Plan | December 2022 MOB-3.1 Safety Improvements. The City shall provide safety improvements along high-injury and fatality streets and intersections. MOB-3.2 Safe Routes to Schools . The City shall promote Safe Routes to Schools programs for all schools serving the City. MOB-3.3 Safety and Traffic Calming. The City shall use traffic calming methods within residential and mixed-use areas, where necessary, to create a pedestrian-friendly circulation system. MOB-3.4 Safety Considerations. The City shall ensure that planned non- transportation capital improvement projects, on or near a roadway, consider safety for all travel modes during construction and upon completion. MOB-3.5 Community Engagement . The City shall engage the community in promoting safe walking and bicycling through education and outreach. MOB-3.6 Emergency Access. The City shall work with the Ukiah Valley Fire Authority to address street design and the accessibility required for emergency vehicles. MOB-3.7 Video Enforcement. The City shall consider the use of video surveillance for traffic enforcement. MOB-3.8 Truck Traffic in Residential Areas. The City shall discourage truck traffic on local residential streets to increase safety and reduce noise. Transportation and Mobility Needs MOB-4 To maintain an ongoing periodic evaluation process to inventory transportation and mobility needs. MOB-4.1 Multi-modal Transportation Studies. The City shall conduct multi-modal transportation studies in association with required updates to the Regional Transportation Plan to update the General Plan and appropriately update and amend the Mobility Element. MOB-4.2 Transportation Performance Measures .The City shall evaluate transportation performance holistically, taking into consideration multi-modal system performance measures that emphasize the efficient movement of people. MOB-4.3 Safety Monitoring . The City shall monitor high-priority corridors and intersections to better understand the potential for safety improvements. MOB-4.4 Level of Service. The City shall use peak-hour traffic level of service (LOS) to consider whether a street or intersection has adequate remaining capacity to service the traffic generated by a proposed project, except that meeting traffic LOS goals should not occur in a manner that would limit travel by other modes or result in increased VMT. MOB-4.5 Peak Hour Traffic LOS Goals. The City shall adopt the following intersection peak hour traffic Level of Service (LOS) goals to guide street network planning (but not to be used for assessing CEQA impacts): a) At intersections with signals, roundabouts or four-way stop signs: operation at LOS D, except where pedestrian volumes are high in which case LOS E may be acceptable. b) At intersections with stop signs on side streets only: operation at LOS E, except where side streets have very low traffic volumes, in which case LOS F conditions may be acceptable. MOB-4.6 Alternate Access Routes. The City shall explore the feasibility of establishing alternate north/south and east/west access routes. Page 266 of 427 Policy Document | December 2022 Page A-19 MOB-4.7 Meet Future Travel Demand. The City shall extend existing streets or construct new streets as needed to meet existing and future travel demands Parking MOB-5 To promote a balance of multi-modal options, to be reflected in flexible parking regulations. MOB-5.1. Incentives for Travel Alternatives. The City shall work with downtown businesses and employers reduce the need for and expenses of off-street parking by supporting and encouraging alternatives to single-occupant vehicles such as incentives and priority parking for carpools and vanpools, secure bicycle parking, and free bus passes. MOB-5.2 Support for Charging Stations. The City shall support the provision of charging stations for electric vehicles, as well as other types of vehicles, as new technologies emerge. Aviation MOB-6 To promote the Ukiah Municipal Airport for the Community's benefit and provide for the airport’s long- term viability, including ensuring future development considered by the 2040 Ukiah General Plan is consistent with the Ukiah Municipal Airport Land Use Compatibility Plan (UKIALUCP). MOB-6.1 Airport Promotion. The City shall ensure that the airport is a key part of the City's economic development strategy and promotional efforts. MOB-6.2 Uniform Airport Area Development Regulations. The City shall coordinate with the County to develop a similar or duplicate implementing code for development in and around the airport. MOB-6.3 Infill Policy for Compatibility Zones. The City shall work collaboratively with the County to develop an In-fill Policy within the Municipal Airport Compatibility Zones. Implementation Programs Implements Which Policy(is) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Street Design Standards The City shall update street design standards and street classifications every five years to support provision of a citywide network of complete streets, based on the National Association of City Transportation Officials (NACTO) Urban Street Design Guide. MOB – 1.1 MOB – 1.8 Public Works ◼ ◼ ◼ Transportation Impact Fees The City shall reevaluate and update its transportation impact fees every five years to ensure fees are adequate and fairly apportion to new development. MOB – 1.5 Public Works Community Development ◼ ◼ ◼ Page 267 of 427 Ukiah 2040 General Plan Appendix A Page A-20 Ukiah 2040 General Plan | December 2022 Implementation Programs Implements Which Policy(is) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Right-of-Way Needs The City shall revise and update the projected street right-of-way needs for completion of the City’s future mobility network to ensure provision of complete streets and completion of the planned citywide bicycle and pedestrian networks. MOB – 1.1 MOB – 1.3 Public Works Community Development ◼ Vehicle Miles Traveled (VMT) Performance Measures The City shall adopt criteria for assessing significant transportation impacts based on vehicle miles traveled (VMT) consistent with State CEQA Guidelines, incorporating best practices including guidance provided by the Governor’s Office of Planning & Research (OPR). MOB – 2.1 MOB – 2.2 Community Development Public Works ◼ VMT Modeling The City shall develop a model for assessing VMT for new development consistent with new VMT performance measures. MOB – 2.1 MOB – 2.2 Community Development Public Works ◼ TDM Program The City shall, in coordination with Caltrans and the Mendocino Transit Authority, amend the Development Code to include a menu of options to facilitate and encourage alternate modes of travel and transportation. MOB – 2.2 Community Development Public Works ◼ Transit Center The City shall, in coordination with MTA and other agencies and organizations seek funding for and conduct a feasibility study to develop a downtown transit center, located as close to retail and services as feasible. MOB – 2.7 Public Works Community Development ◼ Page 268 of 427 Policy Document | December 2022 Page A-21 Implementation Programs Implements Which Policy(is) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Net Zero The City shall develop and implement a “net zero” strategy aimed at achieving zero fatalities due to collisions on Ukiah’s street network. MOB – 3.1 MOB – 3.2 MOB – 3.3 MOB – 3.4 MOB – 4.3 Public Works Community Development ◼ ◼ Regional Transportation Plan Updates The city shall conduct transportation studies every five years in association with required updates to the Regional Transportation Plan. The transportation studies shall, at a minimum, assess the need to provide additional future mobility facilities based on the long-term projected traffic, transit, bicycle paths, and pedestrian access needs. MOB – 4.1 MOB – 4.2 Public Works Community Development ◼ ◼ ◼ Short-term Transportation Study The City shall complete a transportation study to make recommendations for the purpose of increasing the provision of multi-modal transportation facilities, enhancing safety, lowering the rate of collisions and reducing travel delays. MOB – 4.1 Public Works Community Development ◼ North/South and East/West Access Routes The City shall prepare a study to explore the feasibility of establishing alternate north/south and east/west access routes, as well as the extension of existing streets or construction new streets meet existing and future travel demands. MOB – 4.6 MOB – 4.7 Public Works Community Development ◼ Airport Parcels The City shall prepare a study to identify parcels on which new development could benefit the airport and supports annexation of those parcels. MOB – 6.1 MOB – 6.2 MOB – 6.3 Community Development ◼ Page 269 of 427 Ukiah 2040 General Plan Appendix A Page A-22 Ukiah 2040 General Plan | December 2022 Public Facilities, Services, and Infrastructure Element GOALS AND POLICIES Water PFS-1 To maintain a safe and adequate water system to meet the needs of existing and future development. PFS-1.1 Water Service Annexation Impacts. The City shall ensure newly annexed areas within the city do not negatively affect water services to existing customers. PFS-1.2 Russian River Water Rights. The City shall protect and confirm all Russian River tributary water rights to which the Ukiah Valley and City may be entitled. PFS-1.3 Consolidation of Water Districts . The City shall support the consolidation of water districts as part of future annexations to establish efficient services and ensure adequate water supply and delivery. PFS-1.4 Water Storage. The City shall encourage the protection and expansion of existing sources and methods of water storage for future development. PFS-1.5 Recycled Water Project. The City shall explore the potential expansion of the Recycled Water Project to provide non-potable water to areas of large-scale urban irrigation, such as Todd Grove Park and the golf course. PFS-1.6 Reduce Reliance on the Russian River. The City shall continue to support the reduction on the reliance of surface water from the Russian River as a water source to serve the community. PFS-1.7 Groundwater Recharge. The City shall enhance groundwater supply by looking to expand its capacity to recharge by developing storm ponding and retention basins where feasible. In some areas these ponds or basins can be incorporated into a recreational area, used as wildlife habitat area, or may be required by new development to offset impacts associated with new nonpermeable surfaces. Wastewater PFS-2 To maintain quality wastewater treatment and disposal services to meet the needs of existing and future development. PFS-2.1 Level of Service. The City shall maintain an adequate level of service in the City's wastewater collection, treatment, and disposal system to meet the needs of existing and projected development and all State and Federal regulations. PFS-2.2 Wastewater System Funding. The City shall ensure that the wastewater collection, treatment, and disposal system has adequate funds and programs for maintenance, upgrades when required, and day-to-day operations. PFS-2.3 Wastewater Service Coordination. The City shall coordinate with the Ukiah Valley Sanitation District to ensure ongoing wastewater treatment capacity within the wastewater treatment plant for future development. PFS-2.4 Ukiah Valley Sanitation District . The City should collaborate with Ukiah Valley Sanitation District to ensure adequate wastewater collection and treatment is provided to properties within City limits and their jurisdictional boundaries. PFS-2.5 Out of Area Service Agreements. The City shall require out of service area agreements in rural areas where the Ukiah Valley Sanitation District cannot feasibly provide wastewater services. PFS-2.6 Wastewater Service Capacity. The City shall ensure there is adequate wastewater service capacity prior to annexation of additional land. Page 270 of 427 Policy Document | December 2022 Page A-23 PFS-2.7 Protect Groundwater Quality . The City shall preserve and protect groundwater quality through the implementation of best practices and innovative methods for modern wastewater disposal. Solid Waste, Composting and Recycling PFS-3 To ensure adequate solid waste, recycling, and composing services and maximize waste diversion from landfills. PFS-3.1 Solid Waste Diversion Targets. The City shall encourage increased community participation in recycling and composting programs and weekly collection of recyclables and organic waste to achieve 85 percent diversion for community waste and municipal operations by 2030. PFS-3.2 Waste Management Services. The City shall continue waste management service contracts to provide quality and cost-effective solid waste removal throughout the city and require all residents and businesses to comply with solid waste collection and recycling service requirements. PFS-3.3 Construction and Demolition Waste. The City shall require all new development to comply with the current CALGreen requirements for construction and demolition waste diversion. PFS-3.4 Recycling Receptacles and Biodegradable/Recycled-Materials Products. The City shall require the availability of recycling and composting receptacles and use biodegradable or recycled-material products instead of single-use plastic products at all City facilities and City-sponsored events. PFS-3.5 Sustainable Purchasing Policy. The City shall prioritize purchasing products that are environmentally friendly; made with postconsumer recycled content; are recyclable, compostable, or reusable; are less toxic than conventional goods; are manufactured locally; and are fairly traded. PFS-3.6 Waste Reduction Education. The City shall collaborate and partner with local organizations to provide waste reduction education programs to residents and businesses. PFS-4 To enforce Citywide codes and ordinances, with special attention regarding private property maintenance, abandoned vehicles, rubbish/weeds, and public nuisances. PFS-4.1 Solid Waste Diversion Targets. The City shall provide adequate staffing to support code enforcement efforts to the extent financially feasible. Stormwater Management PFS-5 To maintain an adequate stormwater management system to accommodate runoff and improve environmental quality. PFS-5.1 Low Impact Development . The City shall require new developments to install green infrastructure consistent with Stormwater Low Impact Development Technical Design Manual and the sustainable objectives of the State and the North Coast Regional Water Quality Control Board, including but not limited to pervious pavement, infiltration basins, raingardens, green roofs, rainwater harvesting systems, and other types of low impact development (LID). PFS-5.2 Pollutants Discharge Reduction. The City shall provide non-point source pollution control programs to reduce and control the discharge of pollutants into the storm drain system and Russian River. Utilities and Energy PFS-6 Improve the efficiency and quality of utility services in the city. PFS-6.1 New Initiatives. The City shall support innovative, sustainable, and alternative practices and technologies for delivering energy and utility services to the community. Page 271 of 427 Ukiah 2040 General Plan Appendix A Page A-24 Ukiah 2040 General Plan | December 2022 PFS-6.2 Undergrounding Utilities . The City shall encourage the conversion of overhead transmission and distribution lines to underground as economically feasible. PFS-6.3 Energy Efficiency Education . The City shall support education for residents and businesses on the importance of energy efficiency. PFS-6.4 Energy Efficient Municipal Buildings. The City shall require municipal and public buildings to operate at the highest energy efficiency level economically and operationally feasible. PFS-6.5 Privately-Owned Building Retrofits . The City shall promote retrofitting of privately-owned buildings to increase energy efficiency. PFS-6.6 Local Power Generation. The City shall support local power generation and production that is economically and operationally feasible. PFS-7 To ensure a safe and resilient utility and infrastructure system. PFS-7.1 Resilient Electric Grid. The City shall explore options for hardening the electric grid to continue to provide ongoing service to the community without disruption caused by natural (seismic events, flooding, wildfires, extreme wind events) or man-made hazards. PFS-7.2 Vegetation Clearance. The City shall require vegetation clearance and tree trimming adjacent to transmission and distribution lines and other critical electrical infrastructure. PFS-7.3 Electric Infrastructure Upgrades. The City shall implement electrical infrastructure upgrades as outlined in the Ukiah Wildfire Mitigation Plan to reduce the risk of wildfires. PFS-8 To transition to sustainable and renewable energy. PFS-8.1 Utility Sustainability. The City shall continue to expand alternative, sustainable electric energy use. PFS-8.2 Sustainable Design and Energy Efficiency . The City shall encourage the site planning and design of new buildings to maximize energy efficiency. PFS-8.3 Solar Photovoltaic Use. The City shall encourage solar photovoltaic systems for existing residential uses to reduce the reliance on the energy grid. PFS-8.4 Residential Electric Appliances. The City shall encourage the use of electric appliances and utility hook-ups in all new residential development. PFS-8.5 LEED Certification. The City shall encourage new construction, including municipal building construction, to achieve third‐party green building certifications, such as LEED rating system, or an equivalent. PFS-8.6 Incentivize Energy Efficiency . The City shall consider providing incentives, such as prioritizing plan review, permit processing, and field inspection services, for energy efficient building projects. Fire Protection and Emergency Response PFS-9 To maintain effective, fast, and dependable fire protection and emergency medical response in Ukiah. PFS-9.1 Emergency Medical Services. The City shall coordinate emergency medical services between agencies servicing the city. PFS-9.2 Fire Prevention . The City shall require all new development to include provisions for onsite fire suppression measures and/or management of surrounding vegetation to provide minimum clearance between structures and vegetation. Page 272 of 427 Policy Document | December 2022 Page A-25 PFS-9.3 Interagency Coordination . The City shall coordinate with Cal Fire and the Ukiah Valley Fire Authority regarding the fire protection and wildfire safety standards. Law Enforcement PFS-10 To provide high-quality public safety and crime reduction services to maintain a safe and secure community. PFS-10.1 Police Staffing. The City shall prioritize the maintenance of Police Department staffing levels in line with community needs. PFS-10.2 Interagency Coordination. The City shall coordinate with the Mendocino County Sherriff’s Office on joint operations and services. PFS-10.3 Community Policing Strategies. The City shall promote community policing strategies that strengthen trust and collaboration with the residents of Ukiah, including those of all races, ethnicities, and cultural backgrounds, economic status, sexual orientation, and disabilities, and ensure public safety through meaningful cooperation and problem-solving techniques. PFS-10.4 School Safety. The City shall collaborate with the Ukiah Unified School District to enhance school security and student, teacher, and administrator safety. PFS-10.5 Public Safety Communications. The City shall use a variety of communication methods (e.g., social media, text messaging, television and radio alerts, website postings) to communicate and inform residents and businesses about crimes, investigations, and emergencies. Community Facilities PFS-11 To ensure adequate community facilities. (Source: Existing GP Goal CF-10, modified) . PFS-11.1 Adequate Community Facilities . The City shall develop or identify adequate and appropriate community facilities for public meetings and cultural activities. PFS-11.2 Joint-Use Facilities . The City shall partner with Mendocino County and the Ukiah Unified School District to provide joint-use facilities. Parks and Recreation PFS-12 To provide parks, recreational facilities, and trails for residents and visitors. PFS-12.1 Connected Park System. The City shall provide an interconnected park system that creates an urban greenbelt and links all trail systems within the City. PFS-12.2 Expansion of Recreational Amenities and Programs. The City shall expand amenities and recreational programs in parks and recreational facilities that accommodate a variety of ages and address the needs of families. PFS-12.3 Equitable Access to Parks and Recreation Facilities . The City shall establish new parks and recreation facilities to ensure all residents have access within a one-mile radius of their place of residence regardless of socio- economic status. PFS-12.4 Access for Persons with Disabilities. The City shall design all parks and recreation facilities to have adequate access for those with accessibility issues. PFS-12.5 Park Visibility. The City shall assure that all parks are visible from the public right-of-way when possible and remain clear of visual obstructions that reduce visual connections for safety concerns. Page 273 of 427 Ukiah 2040 General Plan Appendix A Page A-26 Ukiah 2040 General Plan | December 2022 PFS-12.6 Park Safety. The City Police Department shall patrol and secure parks and recreational facilities from potential crime and misuse. PFS-12.7 Great Redwood Trail – Ukiah. The City shall support the continued phased development of the Great Redwood Trail through and beyond the city limits, to connect adjoining regional trail networks. PFS-12.8 Collaborative Partnerships for Improved Services. The City shall work with Mendocino County, Ukiah schools, and other large land or facility owners to establish and maintain partnerships to improve access and maintenance to parks and recreation. Education PFS-13 To ensure high-quality educational institutions for all community members that foster diversity and educational attainment. PFS-13.1 Consideration of Impacts. The City shall consider potential impacts on the Ukiah Unified School District during the review of new development projects. PFS-13.2 Planning for Future Growth. The City shall collaborate with Ukiah Unified School District in its long-range planning efforts to ensure the adequacy of school facilities to serve new development. PFS-13.3 School Siting Coordination. The City shall coordinate with Ukiah Unified School District on the future location of schools in relation to transportation and land use plans and seek to avoid traffic impacts and facilitate joint use of community parks and other public facilities by schools. Lifelong Learning PFS-14 To enhance the educational support system serving the City to the benefit of all residents, regardless of age and location within the community. PFS-14.1 Implementing Continuing Education. The City should encourage Mendocino College, local vocational schools, and technical training institutes to maintain and improve continuing education courses and certificate programs, including opportunities for on-line learning. Healthy Community PFS-15 To ensure all residents have access to healthy lifestyle options. PFS-15.1 Alcohol and Tobacco Sales. The City shall shall study the feasibility of establishing zoning code provisions limiting the location and concentration of businesses selling alcohol and tobacco near sensitive land uses. PFS-15.2 Healthy Food Options. The City shall support programs that guide healthy food options in the community. PFS-15.3 Support Government-Issued Vouchers. The City shall support the acceptance of Government-issued food vouchers (such as WIC and Cal FRESH) via an Electronic Benefit Transfer (EBT) card at food retailers and farmers markets. PFS-15.4 Vending Machine Options. The City shall support healthy food options for vending machines in City-owned and leased locations. PFS-15.5 Healthy Food at Government-sponsored Events. The City shall support the provision of healthy foods at City-sponsored meetings and events when food is provided. Page 274 of 427 Policy Document | December 2022 Page A-27 PFS-15.6 Healthy Homes. The City shall promote green building practices that support “healthy homes,” such as low VOC materials, environmental tobacco smoke control, and indoor air quality construction pollution prevention techniques. Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Wastewater Annual Review The City shall annually review the wastewater collection, treatment, and disposal system to ensure the financing structure and viability of the system. PFS – 2.2 PFS – 2.3 PFS – 2.6 Public Works ◼ Parks Gap Analysis The City shall prepare a parks gap analysis identifying areas of the city underserved by parks and recreation facilities access. The analysis shall, at a minimum, establish equitable access standards, including the minimum distance between parks every residence, and potential funding mechanisms. PFS – 12.1 PFS – 12.3 Community Services ◼ Park Maintenance and Security Program The City shall establish a comprehensive maintenance and security program for all recreational facilities, parks, and trails in the Ukiah area. PFS – 12.5 PFS – 12.6 Community Services ◼ Alcohol and Tobacco Ordinance The City shall prepare a feasibility analysis studying the establishment of establishing zoning code provisions related to the location and number of businesses selling alcohol and tobacco near sensitive land uses. PFS- 15.1 Community Development ◼ Solid Waste Reduction The City shall review existing programs, and study the feasibility of new or expanded programs related to waste reduction. These efforts should be coordinated with preparation of the City’s Climate Action Plan and incorporated where necessary. PFS-3.1 PFS-3.2 PFS-3.3 PFS-3.4 PFS-3.5 PFS-3.6 Public Works Community Development ◼ Page 275 of 427 Ukiah 2040 General Plan Appendix A Page A-28 Ukiah 2040 General Plan | December 2022 Environment and Sustainability Element GOALS AND POLICIES Open Space ENV-1 Preserve open space land for the commercial agricultural and productive uses, the protection and use of natural resources, the enjoyment of scenic beauty and recreation, protection of tribal resources, and the protection from natural hazards. ENV-1.1 Landscaping Compatibility. The City shall require landscaping in new development to be compatible with preservation and restoration goals of open space management and native vegetation. ENV-1.2 Open Space Management. The City shall manage and maintain City-owned open spaces to preserve the integrity of these public spaces. ENV-1.3 Open Space and Renewable Energy Production. The City shall seek, where feasible, to develop renewable energy production within City-owned open space. ENV-2 To maintain and enhance the urban forest to create a sense of urban space and cohesiveness with the surrounding natural environment. ENV-2.1 Tree Preservation. The City shall update and maintain City tree inventories to support landmark trees preservation and urban biodiversity, including trees designated for streets and parking lots, and city facilities. The City shall also prepare an Urban Forest Master Plan, review its Tree Management Guidelines and study the feasibility of preparing a Tree Protection Ordinance. ENV-2.2 Protect Healthy Trees. The City shall review new construction and landscaping site plans to ensure that healthy trees are not removed unnecessarily. ENV-2.3 Accommodation of Trees along Roadways. The City shall ensure future roadway plans accommodate existing and new trees without compromising sidewalk accessibility. ENV-2.4 Tree Trimming for Fire Prevention. The City shall encourage private tree trimming as a fire hazard mitigation. Historic-Archeological ENV-3 To preserve and protect historic and archaeological resources in Ukiah. ENV-3.1 The City shall support the listing of eligible properties, sites, and structures as potential historic designations and their inclusion in the California Register of Historical Resources and National Register of Historic Places. ENV-3.2 Archaeological Resource Impact Mitigation. The City shall ensure appropriate and feasible mitigation for new development that has the potential to impact sites likely to contain archaeological, paleontological, cultural, or tribal resources. ENV-3.3 Protect Archaeological Resources. The City shall require any construction, grading, or other site altering activities cease if cultural, archaeological, paleontological, or cultural resources are discovered during until a qualified professional has completed an evaluation of the site. ENV-3.4 Tribal Consultation. The City shall proactively engage local Native American tribes in the planning process, particularly when matters related to Native American culture, heritage, resources, or artifacts may be affected. Page 276 of 427 Policy Document | December 2022 Page A-29 ENV-3.5 Educational Outreach. The City shall coordinate with the museum to provide education to the public on how to protect sites and structures. ENV-3.6 City-owned Historic Sites and Structures. The City shall maintain, preserve, and improve City-owned historic structures and sites in an architecturally and environmentally sensitive manner. ENV-3.7 Adaptive Reuse. The City shall encourage appropriate adaptive reuse of historic resources. Conservation ENV-4 To conserve and protect the city’s natural woodlands and water resources for future generations. ENV-4.1 Habitat Preservation. The City shall require new development to preserve and enhance natural areas that serve, or may potentially serve, as habitat for special-status species. Where preservation is not feasible, the City shall require appropriate mitigation. ENV-4.2 Trail Connectivity. The City shall identify appropriate areas for trails along the ridge line that can be connected to trails in the valley. ENV-4.3 Interconnected Greenways. The City shall encourage new development to incorporate and facilitate interconnected greenways that support wildlife conservation and recreational purposes. ENV-4.4 River and Creek Preservation. The City shall work cooperatively with the County and private landowners to develop pedestrian access along creeks flowing through the City where safe and feasible to do so and where it will not cause adverse impacts. ENV-4.5 Recycled Water. The City shall support efforts to increase recycle water use. ENV-4.6 Groundwater Protection. The City shall require, for new development that could result in a significant reduction in groundwater recharge area or water quantity, an analysis, prepared by a licensed hydrologist, of the project impacts on groundwater recharge and quality. ENV-4.7 Water Capturing Permits. The City shall encourage and support residents to have an on-site water capturing system for landscaping and household use. ENV-4.8 Mitigate Water Resource Pollutants. The City shall protect water quality from adverse impacts of urban and agricultural runoff. Biological Resources ENV-5 To ensure the health and viability of the Russian River fisheries and tributaries. ENV-5.1 Local Collaboratives. The City shall participate in local collaborative efforts to restore and preserve the health of the Russian River as a habitat for riparian species. ENV-5.2 Community Education. The City shall work with schools’ education providers, and non-profit community groups, to organize educational trips, cleanup days, and similar activities that promote involvement with and knowledge of the Russian River habitat. ENV-5.3 Russian River Riparian Area. The City shall support the County in maintaining the Russian River as a natural riparian corridor. ENV-6 To preserve and restore creeks, streams, riparian areas, and wetlands. ENV-6.1 Restoration Master Plans The City shall establish a Creek and Stream Restoration Master Plan for each creek flowing through the City limits. Page 277 of 427 Ukiah 2040 General Plan Appendix A Page A-30 Ukiah 2040 General Plan | December 2022 ENV-6.2 Contamination and Sedimentation Prevention. The City shall require new development to use site preparation, grading, and construction techniques that prevent contamination and sedimentation of creeks and streams. ENV-6.3 Waterway Restoration. The City shall encourage and provide resources to landowners in the city to remove invasive species, plant native plant species, and prevent pollution from entering local creeks and waterways. ENV-6.4 Waterway Channelization. The City shall actively support the use of natural waterways within the city by avoiding any new waterway channelization within the city and collaborating with local and regional agencies to restore channelized waterways where feasible. ENV-6.5 Creek Protection. The City shall require new development located adjacent to stream corridors to include appropriate measures for creek bank stabilization, erosion and sedimentation prevention, and natural creek channel and riparian vegetation preservation. ENV-6.6 Erosion Control Plans. The City shall require new development that requires significant grading near creeks, streams, wetlands, and riparian areas to prepare erosion control plans that address grading practices that prevent soil erosion, loss of topsoil, and drainageway scour, consistent with biological and aesthetic values. ENV-6.7 Public Open Space. The City shall work with Mendocino County and the Public Spaces Commission to identify and select appropriate locations along creek channels, hillsides, and ridgelines that would be appropriate for future acquisition and development as trails, pocket parks, wildlife preserves, or other public open space. ENV-6.8 Research and Educational Access. The City shall work with public and private landowners adjacent to creeks to allow public access to creeks, streams, waterways, and riparian areas for educational and research programs. Air Quality ENV-7 To improve air quality to the benefit of public health, welfare, and reduce air quality impacts with adverse effects on residents’ health and wellbeing. ENV-7.1 Transit Oriented Development. The City shall encourage concentration of new development near areas served by transit access and reduce single-occupancy vehicle dependency. ENV-7.2 Active Transportation. The City shall prioritize pedestrian and bicycle access, infrastructure, and education to encourage increased use of alternative modes of transportation as a means to reduce direct and indirect air contaminant emissions. ENV-7.3 Implement Clean Air Plan. The City shall cooperate with Mendocino County Air Quality Management District (MCAQMD) to implement the Clean Air Plan required by the Clean Air Act, reduce non-attainment pollutants, including PM10, PM2.5, and ozone, and enforce air quality standards as required by State and Federal statutes. ENV-7.4 Public Outreach. The City shall cooperate with the MCAQMD and Mendocino County Public Health to create public awareness and education programs about air quality issues and safety measures during hazardous air events. ENV-7.5 Construction and Operations. The City shall require that development projects incorporate feasible measures that reduce construction and operational emissions for reactive organic gases, nitrogen oxides, and particulate matter (PM10 and PM2.5). ENV-7.6 Wood Burning Fireplace Replacement. The City shall promote the replacement of non-EPA certified fireplaces and woodstoves and encourage city residents to participate in MCAQMD and NSCAPCD programs, such as the Wood Stove Rebate Program. Page 278 of 427 Policy Document | December 2022 Page A-31 ENV-7.7 City Vehicle and Equipment Fleet. The City shall continue to purchase low-emission vehicles and use clean alternative fuels as part of their fleet. When possible, the City will replace gas and hybrid vehicles with electric vehicles. ENV-7.8 Residential EV Charging Stations. The City shall encourage new development to install EV charging stations in homes to increase the potential for the public to use zero-emission vehicles, lessening the impacts to air quality through pollution. ENV-7.9 Public EV Charging Stations. The City shall install public charging stations in its commercial areas to provide additional charging options for city visitors. Climate Change and Sustainability ENV-8 To achieve carbon neutrality by or before the year 2045. ENV-8.1 Carbon Neutrality Resolution. The City shall adopt a Carbon Neutrality Resolution that provides a foundation for all subsequent climate actions. ENV-8.2 Micro-grid and Small Battery Storage. The City shall encourage the development of small-scale battery storage and micro grid capacity for storing renewable power for nighttime energy use. ENV-8.3 Municipal Building Electrification Plan. The City shall adopt an electrification plan for all municipal buildings to convert them to all electric using energy from carbon-free and renewable sources by 2035. ENV-8.4 Municipal Preference of Emissions-Reduced Equipment. The City shall contract only with providers who use electric-powered equipment where available and feasible for City construction projects or contract services. ENV-8.5 Energy Conservation and Renewable Energy. The City shall promote energy conservation in municipal facilities by seeking opportunities to install energy efficient fixtures and appliances, solar panels, solar battery storage, and other retrofits to new and existing structures. ENV-9 To become a zero-waste community through responsible procurement, waste diversion, and innovative strategies. ENV-9.1 Zero Waste. The City shall promote innovative activities that reduce waste and increase waste diversion, including sourcing products with reusable, recyclable, or compostable packaging; establishing food diversion programs; gasification, and promoting and educating on waste diversion and its importance. ENV-9.2 Household Waste Programs. The City shall provide convenient, easy-to-use bulky item and household hazardous waste programs that facilitate the reuse and recycling of materials. Page 279 of 427 Ukiah 2040 General Plan Appendix A Page A-32 Ukiah 2040 General Plan | December 2022 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Hillside Ordinance The City shall update its Hillside Ordinance periodically to provide regulations and provisions that balance hillside development and preservation. At a minimum the Hillside Ordinance shall: • Protect of natural terrain and hillside areas on the west side of Ukiah; • Promote habitat connectivity and scenic viewsheds; • Include development standards for grading, road and trail improvements, density, structure design and placement, clustering, erosion and sediment control, habitat preservation; and • Promote wildfire safety standards and site development regulations. ENV – 1.1 ENV – 1.2 ENV – 6.7 Community Development ◼ ◼ Landscaping Standards The City shall update the Zoning Code to include landscaping standards to require drought-resistant and native plants. ENV – 1.1 Community Development ◼ Open Space Management Revise the Zoning Code to include standards for maintaining open space and green areas within new developments. ENV – 1.2 Community Development ◼ Updated Undeveloped Land Inventory The City shall annually update the undeveloped lands inventory. ENV – 1.2 Community Development ◼ Page 280 of 427 Policy Document | December 2022 Page A-33 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Prepare an Urban Forest Master Plan The City shall prepare an Urban Forest Master Plan that includes the types of trees appropriate for Ukiah and locations where the city would receive the greatest benefits of new trees. This plan should include trees within commercial and residential areas, as well as those at city parks and facilities. This plan shall be updated every five years. ENV – 2.1 Community Development Public Works Community Services ◼ Tree Protection Ordinance The City shall review its Tree Management Guidelines and study the feasibility of preparing a Tree Protection Ordinance. ENV – 2.1 ENV – 2.2 Community Development ◼ Historic Structure Preservation Policy and Architectural Inventory The City shall update the Historic Structure Preservation policy and architectural resource inventory in collaboration with the Mendocino County Historical Society to focus on preservation of identified historic and architectural resources, while also streamlining development/demolition of older, non-resource structures. ENV – 3.1 Community Development ◼ Cultural and Historic Registry The City shall update the list of cultural and historic resources worthy of nomination to state or national preservation lists. ENV – 3.1 Community Development ◼ Page 281 of 427 Ukiah 2040 General Plan Appendix A Page A-34 Ukiah 2040 General Plan | December 2022 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Historic Preservation Ordinance The City shall adopt a Historic Archaeological Preservation Ordinance to review permanent changes to the exterior or setting of designated historic or impacts to Archaeological resources. Among other topics, the Ordinance should address the following: archaeological resource impact avoidance, new development in historically- sensitive neighborhood, compatibility of energy conservation retrofitting, design review standards for new structures replacing demolished historic structures, and requirements for preservation of records and artifacts from demolished historic structures. ENV – 3.1 ENV – 3.5 ENV – 3.6 ENV – 3.7 Community Development ◼ Water Conservation Guidelines The City shall prepare guidelines for drought period water conservation strategies for residential zones. ENV – 4.5 ENV – 4.6 ENV – 4.7 Community Development Public Works ◼ Page 282 of 427 Policy Document | December 2022 Page A-35 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Creek and Stream Protection Zone Establishment for New Development The City shall establish creek and stream protection zones for waterways that extend a minimum of 30 feet (measured from the top of a bank and a strip of land extending laterally outward from the top of each bank), with wider buffers where significant habitat areas or high potential wetlands exist. The City shall prohibit development within a creek and stream protection zones, except as part of greenway enhancement, including habitat conservation, bike and walking paths, wildlife habitat, and native plant landscaping). City approval is required for the following activities within the creek and stream protection zones. 1. Construction, alteration, or removal of any structure; 2. Excavation, filling, or grading; 3. Removal or planting of vegetation (except for removal of invasive plant species); or 4. Alteration of any embankment. ENV – 6.1 ENV – 6.3 ENV – 6.6 Community Development Public Works ◼ Erosion Prevention Program The City shall revise the Zoning Code to include design standards for new development that require riparian habitat integration into project design as a means of avoiding potential impacts of river sedimentation and lessening the effects of erosion. ENV – 6.1 ENV – 6.2 ENV – 6.4 ENV – 6.5 ENV – 6.6 Community Development ◼ Adopt a Municipal Climate Action Plan (CAP) The City shall adopt a municipal Climate Action Plan to achieve carbon neutrality for all municipal operations and meet State and City GHG emission reduction goals. ENV – 8 ENV – 8.1 ENV – 8.3 ENV – 9.1 PFS – 3 (and supporting policies) Community Development ◼ Page 283 of 427 Ukiah 2040 General Plan Appendix A Page A-36 Ukiah 2040 General Plan | December 2022 Safety Element GOALS AND POLICIES Geologic and Seismic Hazards SAF-1 Minimize risk to people and property resulting from geologic and seismic hazards through effective development regulation. SAF-1.1 Building Code Requirements. The City shall mitigate the potential impact for harm associated with geologic hazards by adopting and implementing the requirements outlined within the California Building Code and State seismic design guidelines. SAF-1.2 Geotechnical Report. Where projects are proposed within designated risk zones, require professionally prepared geotechnical evaluations prior to site development. If a discretionary permit is required, the geotechnical report shall be submitted with the permit application. SAF-1.3 Resilient Infrastructure – Gathering Places. Encourage privately owned critical facilities (e.g. churches, hotels, other gathering facilities) to evaluate the ability of the buildings to withstand earthquakes and to address any deficiencies identified. SAF-1.4 Resilient Infrastructure – Unreinforced Masonry. Continue an outreach and education program for owners and tenants in downtown unreinforced masonry buildings to understand earthquake risks and precautions and, for owners, to understand retrofitting options and available funding mechanisms. Climate Change Hazards SAF-2 To create a more resilient community that is prepared for, responsive to, and recoverable from hazards created or made worse by climate change. SAF-2.1 Community Service Organization Coordination. The City shall collaborate with community service organizations to ensure that the information and services related to emergency preparedness are made available to persons with limited transportation, communication, and other lifeline resources and services. SAF-2.2 Vulnerable Populations Coordination. The City shall coordinate with the Mendocino County Homeless Services Continuum of Care and other existing programs to ensure that emergency shelters are available during extreme heat events, severe weather and flooding events, and other highly hazardous conditions. Flood Hazards SAF-3 Minimize adverse impacts related to flooding through flood mitigation components and ongoing flood management practices. SAF-3.1 Flood Control Regulation. The City shall coordinate with FEMA to ensure that the City’s regulations related to flood control are in compliance with Federal, State, and local guidelines. SAF-3.2 Flood Plain Management Ordinance. The City shall maintain an updated Flood Plain Management Ordinance specifying proper construction methods in identified flood hazard areas. SAF-3.3 National Flood Insurance Program. The City shall maintain compliance with the provisions of FEMA’s National Flood Insurance Program (NFIP). Page 284 of 427 Policy Document | December 2022 Page A-37 Wildfire SAF-4 To maintain adequate and effective fire protection services for Ukiah. SAF-4.1 Fire Service Rating. The City shall optimize the ISO ratings of the Ukiah Valley Fire Authority to Class 1 by prioritizing agency needs and balancing cost/quality trade-offs. SAF-4.2 Fire Service Funding. The City shall explore opportunities for increased funding for the Ukiah Valley Fire Authority in order to expand services appropriately. SAF-4.3 Fire Protection Resources. The City shall foster cooperative working relationships with public fire agences, including CAL FIRE, to optimize fire protection resources within Ukiah. SAF-4.4 Mutual Aid Participation. The City shall participate in mutual aid systems and agreements to supplement the capacity of the Ukiah Valley Fire Authority. SAF-4.5 Regional Fire Protection Plans. The City shall coordinate with CAL FIRE and the Mendocino County Fire Safe Council to implement and regularly update regional fire protection plans. SAF-4.6 Local Fire Protection Plans. The City shall coordinate with the Ukiah Valley Fire Authority to continue developing local fire protection planning and programs particularly for new development in VHFHSZs. SAF-5 To minimize wildland fire risk to protect life and property. SAF-5.1 Public Facilities Hazard Mitigation. The City shall to the extent possible, ensure that future public facilities are not located in Very High Fire Hazard Severity Zones or in an area lacking service. If facilities are located within Very High Fire Hazard Severity Zones the City shall reduce the hazard potential by requiring the incorporation of hazard mitigation measures during planned improvements. If facilities are proposed in areas lacking existing service, service shall be expanded to such areas to provide adequate fire protection. SAF-5.2 Vegetation and Fuel Management. The City shall require that structures located in the Very High Fire Hazard Severity zone maintain the required hazardous vegetation and fuel management specified within the California Fire Code and Public Resources Code 4291. SAF-5.3 Evacuation Routes. The City shall identify and maintain adequate evacuation routes in the city to safeguard human life in the case of fire. Evacuation routes shall be analyzed for their capacity, safety, and viability under a range of emergency scenarios in accordance with Assembly Bill 747. Evacuation routes within VHFHSZs shall be developed in accordance with SRA Fire Safe Regulations (Title 14, Division 1.5), and residential development in VHFHSZs that do not have at least two emergency evacuation routes shall also be identified in accordance with Senate Bill 99. SAF-5.4 Roadway Vegetation Clearance. The City shall maintain an adequate vegetation clearance on public and private roads to mitigate wildfire hazards. SAF-5.5 Fuel Breaks. The City shall prioritize increasing funding for and the maintenance ofappropriate fuel breaks, reductions, and pest management in high fire hazard areas to prevent the spread of fire and limit potential damages. SAF-5.6 Water Supply Infrastructure. The City shall regularly assess the integrity of for existing and proposed development to ensure adequate fire suppression needs are met. SAF-5.7 Local Fire Ordinance. The City shall adopt and maintain a local fire ordinance in compliance with the Statewide SRA Fire Safety Regulations, including but not limited to, Public Resources Code 4291. SAF-5.8 Site Design Standards for Fire Hazard Reduction. The City shall prioritize the maintenance and update of stringent site design standards (such as those contained within the Hillside Overlay District) to reduce potential fire Page 285 of 427 Ukiah 2040 General Plan Appendix A Page A-38 Ukiah 2040 General Plan | December 2022 hazard risk, particularly within VHFHSZs, and ensure that new development maintains adequate access (ingress, egress). New residential development with VHFHSZs should be minimized. SAF-5.9 Site Design Standards for Fire Hazard Reduction. The City shall prioritize the maintenance and update of stringent site design standards to reduce potential fire hazard risk. SAF-5.10 Adequate Water Supply Infrastructure. All new development shall have adequate fire protection resources. The City shall prioritize new development in areas with adequate water supply infrastructure. This shall include providing information to at-risk populations related to evacuation routes and wildfire evacuation events, defensible space, fire hazard impacts (such as structural damage, wildfire smoke, etc.), fire prevention measures, and structural hardening. SAF-5.11 Fire Safety Education Programs. The City shall coordinate with the Ukiah Valley Fire Authority to inform property owners and residents of the most recent best practices in building and land management and fire safety measures to protect people and property from fire hazards. SAF-6 To ensure that the City is adequately prepared for emergencies of any variety through effective planning measures. SAF-6.1 Evacuation Routes. The City shall coordinate with the Ukiah Valley Fire Authority to review, update, and periodically exercise emergency access, protocols, and evacuation routes to assess their effectiveness. SAF-6.2 Hazard Mitigation Plan. The City shall continue to participate in and implement the Mendocino County Hazard Mitigation Plan to ensure maximum preparedness for hazard events. SAF-6.3 Locally Focused Plans. The City shall maintain and implement locally focused plans, including an Emergency Operations Plan, to maintain consistency with State and Federal requirements. This shall include developing a plan for repopulation and redevelopment after large disaster events. Noise SAF-7 To stabilize or reduce transportation noise impacts on residential uses. SAF-7.1 Noise Inventory. The City shall inventory noise contours for major traffic corridors and the airport. SAF-7.2 Sound Attenuation Strategies. The City shall require all new residential development located along major transportation corridors to incorporate sound attenuation strategies to mitigate noise levels to acceptable levels. SAF-7.3 Airport Noise Disclosure. The City shall require disclosure of potential airport noise impacts for property transactions located within the 55 to 65 decibal airport noise contours. SAF-7.4 Airport Noise Attenuation. The City shall require the incorporation of sound reducing measures in all new construction in the airport compatibility zones, consistent with the Ukiah Municipal Airport Master Plan. SAF-7.5 Roadway Expansion. The City shall require the use of accepted acoustic engineering features when designing for the expansion of existing roads examples include low landscaped berms, landscaping, below-grade construction, and speed control - to minimize expansion of the existing Design to Cost (DTC). SAF-7.6 Noise Equipment. The City shall require that commercial passenger service aircraft comply with the best available noise equipment standards to reduce noise impacts on the ground. SAF-8 To reduce noise impacts through the enforcement of appropriate building and land use codes. SAF-8.1 Update Noise Attenuation Standards. The City shall review and update Article 6 of the City Municipal Code to ensure enforcement of best practices for noise attenuation standards. Page 286 of 427 Policy Document | December 2022 Page A-39 SAF-8.2 Noise Impact Analysis. The City shall ensure adequate analysis of noise impacts when reviewing project permits. SAF-8.3 Noise Attenuation Requirements. The City shall require all new commercial and manufacturing uses that could produce excessive noise to incorporate applicable noise mitigation measures to reduce noise levels to acceptable levels. SAF-8.4 Acoustical Studies. The City shall require acoustical studies for all new development projects with potential to generate excessive noise to identify potential noise impacts and appropriate mitigation measures. Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Building and Zoning Code The City shall review and update the building and zoning code upon amendments to the California Building Code, Alquist-Priolo Act, and all published regulations related to development and construction. SAF – 1.1 Community Development ◼ Geotechnical Report The City shall update Municipal Code with provisions to require professionally prepared geotechnical evaluations prior to site development. If a discretionary permit is required, the geotechnical report shall be submitted with the permit application. SAF – 1.2 Community Development ◼ Resilient Infrastructure The City shall reach out to property owners of privately owned critical facilities (e.g., hospitals, emergency shelters) and coordinate building inspections to evaluate the ability of the buildings to withstand moderate to significant earthquakes and to address any deficiencies identified. SAF – 1.3 Community Development ◼ Page 287 of 427 Ukiah 2040 General Plan Appendix A Page A-40 Ukiah 2040 General Plan | December 2022 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Resilient Infrastructure – Unreinforced Masonry The City shall continue an outreach and education program for owners and tenants in downtown unreinforced masonry buildings and provide ongoing information regarding earthquake risks, precautions, retrofitting options, and available funding mechanisms. SAF – 1.4 Community Development ◼ Floodplain Development The City shall review and update the City Code to incorporate FEMA Flood Insurance Program standards and regulations for development within identified floodplains or areas subject to inundation by a one-hundred-year flood. The standards shall prohibit development within floodways except as permitted by Federal Emergency Management Agency Flood Insurance Program. SAF – 3.1 SAF – 3.2 SAF – 3.3 Community Development ◼ Resilient Communities The City shall coordinate and collaborate with community service organizations to ensure that the information and services related to emergency preparedness are made available through handouts, outreach meetings, and online resources to persons with limited transportation, communication, and other lifeline resources and services. SAF-2.1 SAF-2.2 City Manager Ukiah Valley Fire Authority ◼ Storm Drain Maintenance for Flood Control The City shall maintain and regularly assess the local storm drains for adequate operation to prevent flooding and debris flows. SAF – 3.1 SAF – 3.3 Public Works ◼ Page 288 of 427 Policy Document | December 2022 Page A-41 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Fire Protection Rating Monitor the City’s fire protection rating and cooperate with the Ukiah Valley Fire Authority to correct deficiencies. SAF – 4.1 City Manager Ukiah Valley Fire Authority ◼ Insurance Services Officer (ISO) The City shall work with the County, special districts, and the State to implement ISO recommendations and take steps necessary to maintain or improve the areas’ ISO Rating. SAF – 4.1 City Manager Community Development ◼ Fire Service Funding The City shall explore opportunities such as state and federal grants and partnerships with other organizations for increased funding related to fire risk mitigation. Funding opportunities for private landowners will be promoted through City communications channels. SAF – 4.2 Ukiah Valley Fire Authority ◼ Fire Liaison Designate a Fire Safety Liaison to regularly coordinate with CAL FIRE and neighboring fire agencies on staffing, local programs, and key issues. SAF – 4.2 SAF – 4.3 City Manager Ukiah Valley Fire Authority ◼ Mutual Aid Participation The City shall participate in mutual aid systems and agreements to supplement the capacity of the Ukiah Valley Fire Authority. SAF – 4.4 City Manager Ukiah Valley Fire Authority ◼ Regional Fire Protection Plans The City shall coordinate with CAL FIRE and the Mendocino County Fire Safe Council to implement and regularly update regional fire protection plans. SAF – 4.5 SAF – 5.3 City Manager CAL FIRE Mendocino Mendocino County Fire Safe Council ◼ Page 289 of 427 Ukiah 2040 General Plan Appendix A Page A-42 Ukiah 2040 General Plan | December 2022 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Local Fire Protection Plans The City shall request quarterly meetings with the Ukiah Valley Fire Authority to develop and implement local fire protection planning and programs. If new residential subdivisions are proposed within the VHFHSZ a Fire Protection Plan with the following components shall be included in the proposal and reviewed by the Ukiah Valley Fire Authority: • Risk Analysis. • Fire Response Capabilities. • Fire Safety Requirements – Defensible Space, Infrastructure, and Building Ignition Resistance. • Mitigation Measures and Design Considerations for Non- Conforming Fuel Modification. • Wildfire Education Maintenance and Limitations. SAF – 4.6 City Manager Ukiah Valley Fire Authority ◼ Fire Safety Standards The City shall review the Ukiah City Code every five years to confirm compliance with all applicable State regulatory standards related to fire safety and update the Code as necessary. SAF – 5 SAF – 5.7 SAF – 5.8 Community Development ◼ ◼ ◼ Fire Hazard Zone Update The City shall continue to update and adopt local fire hazard zones designations as changes to the state zoning designation occur. SAF – 5 SAF – 5.8 Community Development ◼ Public Facilities Hazard Mitigation The City shall require the incorporation of hazard mitigation measures during planned improvements for public facilities located in the Very High Fire Hazard Severity Zone. SAF – 5.1 Community Development ◼ Page 290 of 427 Policy Document | December 2022 Page A-43 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Evacuation Route Standards The City shall establish minimum road widths and flammable vegetation clearances for evacuation routes in accordance with California regulatory standards. SAF – 5.2 SAF – 5.3 SAF – 6.1 City Manager Ukiah Valley Fire Authority Community Development ◼ Out of Compliance Roadways The City shall identify all road networks in VHFHSZs that do not meet State standards outlined in Title 14, Chapter 7 of the California Code of Regulations and prepare recommendations and a program for bringing the roadways into compliance with State standards. SAF – 5.4 Public Works Ukiah Valley Fire Authority ◼ Fuel Break Assessment The City shall develop a strategic Fuel Break Assessment to establish priorities for developing and maintaining fuel breaks within the city. SAF – 5.5 Community Development Ukiah Valley Fire Authority ◼ Cooperative Pest Management The City shall collaborate with state and federal land management agencies on pest and fuel management activities. SAF – 5.5 Community Development Ukiah Valley Fire Authority ◼ Community Chipper Program The City shall participate annually and expand the Mendocino County Fire Safe Council’s Community Chipper Program to provide a free service to chip and haul limbs and brush for residences defensible space. SAF – 5.5 Community Development Ukiah Valley Fire Authority Mendocino County Fire Safe Council ◼ Page 291 of 427 Ukiah 2040 General Plan Appendix A Page A-44 Ukiah 2040 General Plan | December 2022 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Water Supply Infrastructure The City shall regularly assess the integrity of existing water supply infrastructure through water tests and inspections of water lines and prioritize developments in areas with adequate water supply infrastructure. SAF – 5.6 SAF – 5.9 Public Works ◼ Hillside Development Standards The City shall review and update the Hillside Development Standards outlined within the Ukiah City Code by 2030 for consistency with new wildfire safety legislation. SAF – 5.7 SAF – 5.8 Community Development ◼ Site Design Standards The City shall coordinate with the Ukiah Valley Fire Authority to update site design standards in accordance with published State guidance and current conditions. SAF – 5.8 Community Development Ukiah Valley Fire Authority ◼ Public Information Program The City shall develop a comprehensive public information program related to fire safety to inform residents of present hazards and strategies for mitigation. SAF – 5.10 City Manager Ukiah Valley Fire Authority ◼ Communities at Risk The City shall identify and map existing multi-family housing, group homes, or other community housing located in VHHSZs and require the development of adequate evacuation or shelter in place plans. SAF – 4.6 SAF – 5.10 City Manager Community Development Police Department Ukiah Valley Fire Authority ◼ Page 292 of 427 Policy Document | December 2022 Page A-45 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Fire Safety Education The City shall coordinate with the Ukiah Valley Fire District to schedule and host annual public meetings to review established wildfire prevention and protection measures as well as emergency response plans, especially evacuation plans and routes. SAF – 5.10 City Manager Police Department ◼ Mendocino MJHMP The City shall update city plans, regulations, and standards to implement the 2020 Mendocino County Multi- Jurisdiction Hazard Mitigation Plan. SAF – 6.2 Police Department Community Development ◼ Mendocino County EOP The City shall update city plans, regulations, and standards every five years to assure compatibility with the Mendocino County Emergency Operations Plan. SAF – 6.3 Police Department City Manager Community Development ◼ ◼ ◼ Sound Attenuation Regulations The City shall require any new residential development located along a major transportation corridor to reduce any potential noise impacts to a less than significant level by using current best practices, including building materials, site design, barriers and berms, and other methods of noise reduction. SAF – 7.2 Community Development ◼ Page 293 of 427 Ukiah 2040 General Plan Appendix A Page A-46 Ukiah 2040 General Plan | December 2022 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Airport Disclosure The City shall prepare an ordinance requiring that the following statement be included in all property transactions or as a part of the issuance of use permits for property or projects within the airport's area of influence, both core and peripheral. • This project/residence is in close proximity to the Ukiah Municipal Airport which is a major noise generating source. Development in this area will be subject to overflights of aircraft taking off from and landing at the airport. These aircraft include privately- owned corporate jets and firefighting air tankers from the California Department of Forestry. It is anticipated that the volume of traffic and resulting noise may increase in future years.” SAF – 7.3 Planning Services Building Services ◼ Airport Noise Attenuation The City shall update the Municipal Code to require the incorporation of sound reducing measures, as needed, in all new construction in the airport compatibility zones, consistent with the Ukiah Municipal Airport Master Plan. SAF – 7.4 Planning Services Building Services ◼ Page 294 of 427 Policy Document | December 2022 Page A-47 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Roadway Expansion The City shall require the use of accepted acoustic engineering features when designing for the expansion of existing roads where such expansion has the potential to result in a noise impact that can be feasibly mitigated. Examples include low landscaped berms, landscaping, below-grade construction, and speed control - to minimize expansion of the existing Design to Cost (DTC). SAF – 7.5 Public Work Department ◼ Noise Attenuation The City shall review and update Article 6 of the City Municipal Code to ensure enforcement of best practices for noise attenuation standards, and to include a requirement for all new commercial and manufacturing uses that could produce noise that exceeds the noise limit regulations listed in Article 6 to incorporate applicable noise mitigation measures to reduce noise levels to acceptable levels. SAF – 8.1 SAF – 8.3 Planning Services Building Services ◼ ◼ Noise Impact Analysis Where noise analysis has been required as a condition of project approval, the City shall ensure adequate analysis of noise impacts when reviewing project permits by requiring noise details and specifications as part of the submittal packet. SAF – 8.2 Planning Services Building Services ◼ Acoustical Studies The City shall add provision to Municipal Code to require acoustical studies for all new development projects with potential to generate excessive noise to identify potential noise impacts and appropriate mitigation measures. SAF – 8.4 Planning Services Building Services ◼ Page 295 of 427 Ukiah 2040 General Plan Appendix A Page A-48 Ukiah 2040 General Plan | December 2022 Agriculture Element GOALS AND POLICIES AG-1 To preserve and strengthen agricultural uses in and around Ukiah that influence the regional economy. AG-1.1 Reduce Agricultural/Urban Conflict . The City shall reduce conflict between incompatible uses and agriculture within and adjacent to the City. AG-1.2 Preserve Agricultural Lands. With the exception of presently proposed or approved subdivisions, the City shall discourage urban development on unincorporated land within its Sphere of Influence until annexed by the City. The City shall support County land use regulations that protect the viability of local agriculture in the Ukiah Valley. AG-1.3 Plan Together. The City shall identify and involve stakeholders, as well as advisors with knowledge and expertise, to create and implement a comprehensive planning framework that preserves and strengthens agricultural uses in and around Ukiah that inform and influence the regional economy. AG-2 To create a healthy, equitable and resilient local-food system that further integrates agriculture into the City’s identity. AG-2.4 Backyard Food The City shall allow and encourage residents to undertake supplementary local agriculture, including backyard gardens, apiaries, poultry, and ‘foodscaping’. Examples include community, school, backyard, and rooftop gardens with a purpose extending beyond home consumption and education. AG-2.5 Buy Local, Enjoy Local. The City shall encourage additional farmer and community markets, food trucks, and farm stands to support production, distribution, and sale of locally grown foods and continue to support community- based food production and local, nutritious food by working with local landowners for the creation of additional community gardens. AG-2.6 Support Gardeners. The City shall coordinate with the University of California Cooperative Extension (UCCE) Mendocino County Master Gardener Program, to connect city residents with backyard gardening knowledge. AG-2.7 Farmer’s Markets. In conjunction with the Mendocino County Farmers Market Association, the City shall research and identify additional ways to support the sale of local produce and goods at farmers markets within the City of Ukiah. AG-3 Help existing agricultural stakeholders move ‘Beyond the Farm’. AG-3.1 Establish Infrastructure to Grow the Agricultural Economy. The City shall support existing agriculture operators by encouraging a diverse, vibrant, and innovative agriculture economy that creates new opportunities and products from regional producers. In conjunction with stakeholders, the City shall encourage the creation of agricultural business incubators, shared kitchens, and workforce development programs that create locations to strengthen agricultural operators within the region. AG-3.2 Agritourism. The City shall support expansion of the agricultural tourism industry by assessing utilization use of tourism facilities (e.g., hospitality, restaurants, etc.), as well as supporting efforts to plan and integrate the Great Redwood Trail into the agricultural economy. AG-3.3 University Research. The City shall encourage research, particularly at the University of California Cooperative Extension, pertinent to the Ukiah Valley to identify new potential uses and enhancement for existing agricultural industries, especially pomology, ‘forestry, livestock, ‘and viticulture. Page 296 of 427 Policy Document | December 2022 Page A-49 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Agricultural Buffer The City shall work with Mendocino County to establish setback or buffers for new non-agricultural development adjacent to agricultural lands to reduce hazardous exposures and conflict between incompatible land uses. AG – 1.2 Community Development ◼ Right to Farm The City shall adopt a right-to-farm ordinance to ensure appropriate disclosure of agricultural activities both within and adjacent to the City of Ukiah. AG – 1.2 Community Development ◼ Align Agricultural Standards The City shall revise agricultural standards and use terminology to be consistent with adjacent jurisdictions within the Ukiah Valley for the support of future annexation efforts. AG – 1.2 AG – 1.3 Community Development ◼ Williamson Act In coordination with the County Assessor, the City shall establish a Williamson Act program that aligns with ongoing efforts to preserve agricultural lands across Mendocino County. AG – 1.2 Community Development City Manager ◼ Reduce Regulation – Local Agriculture The City shall revise the Zoning code to allow low-intensity agricultural activities on residential parcels, including but not limited to back yard beehives, chickens and gardens. The revision will include objective use, development, and environments standards, and minimal permit fee requirements. AG – 2.4 Community Development City Attorney ◼ Foodscaping The City shall revise the City’s objective development and design standards for multi-family housing projects to include the definition of and provisions for ‘foodscaping’. AG – 2.4 Community Development ◼ Page 297 of 427 Ukiah 2040 General Plan Appendix A Page A-50 Ukiah 2040 General Plan | December 2022 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g “No Mow May” To encourage additional pollinators, the City shall prepare a pilot program for a “No Mow May” to encourage more ecologically beneficial lawns within the City of Ukiah. AG – 2.4 Community Development City Manager ◼ Urban Agricultural Definitions The City shall revise the City Zoning Code definitions, standards, and limitations for “Urban Agriculture”, including rooftop gardens, aquaculture, hydroponics, etc. AG – 2.4 Community Development ◼ Support Community Gardens The City shall revise the Zoning code to streamline the regulatory permitting process to support the creation of additional community gardens within the City. AG – 2.5 AG – 2.6 Community Development City Manager ◼ Urban Agricultural Incentive Zone The City shall research and consider implementation of an Urban Agricultural Incentive Zone (AB 551). “The Urban Agriculture Incentive Zones Act authorizes a city… and a landowner to enter into a contract to restrict the use of vacant, unimproved, or otherwise blighted lands for small-scale production of agricultural crops and animal husbandry.” AG – 2.4 Community Development City Manager ◼ Local Food: Food Trucks & Farm Stands The City shall revise the Zoning Code to support the distribution and sale of locally- grown food via Food Trucks, Farm Stands, and farmer/community markets. AG – 2.5 Community Development Public Works ◼ Page 298 of 427 Policy Document | December 2022 Page A-51 Implementation Programs Implements Which Policy(ies) Responsible Supporting Department(s) 20 2 2 – 20 2 5 20 2 6 – 20 3 0 20 3 1 – 20 4 0 An n u a l On g o i n g Farmers Markets In conjunction with the Mendocino County Farmers Market Association, the City shall research and identify additional ways to support the sale of local produce and goods at farmers markets within the City of Ukiah. (Source: New Implementation Program) AG – 2.7 Community Development Public Works ◼ Local Purchasing The City shall research and prepare a local preference purchasing policy for future adoption to promote and support local preference purchasing policies for the City of Ukiah, local school districts and other institutions as a means to foster awareness and build relationships across the regional economy. AG – 3.1 Community Development City Manager ◼ Housing Element (2019-2027) GOALS AND POLICIES Goal H-1 Conserve, rehabilitate, and improve the existing housing stock to provide adequate, safe, sustainable, and decent housing for all Ukiah residents. Policy 1-1: Encourage the rehabilitation of existing residential units. Policy 1-2: Promote the use of sustainable and/or renewable materials and energy technologies (such as solar and wind) in rehabilitated housing and new housing construction; and reduce greenhouse gas emissions. Policy 1-3: Preserve at-risk housing units. Policy 1-4: Promote increased awareness among property owners and residents of the importance of property maintenance to long-term housing quality. Policy 1-5: Continue to implement effective crime prevention activities. Goal H-2 Expand housing opportunities for all economic segments of the community, including special needs populations. Policy 2-1: Continue to allow placement of manufactured housing units on permanentfoundations in residential zoning districts. Policy 2-2: Encourage the development of a variety of different types of housing. Page 299 of 427 Ukiah 2040 General Plan Appendix A Page A-52 Ukiah 2040 General Plan | December 2022 Policy 2-3: Ensure that adequate residentially designated land is available to accommodate the City’s share of the Regional Housing Need. In order to mitigate the loss of affordable housing units, require new housing developments to replace all affordable housing units lost due to new development. Policy 2-4: Pursue State and Federal funding for very low, low, and moderate income housing developments. Policy 2-5: Facilitate the production of housing for all segments of the Ukiah population, including those with special needs. Policy 2-6: Expand affordable housing opportunities for first time homebuyers. Goal H-3 Remove governmental constraints to infill housing development. Policy 3-1: Improve building and planning permit processing for residential construction. Policy 3-2: Encourage the use of density bonuses and provide other regulatory concessions to facilitate housing development. Policy 3-3: Encourage the development of mixed residential and commercial uses in the commercial zoning districts where the viability of the commercial activities would not be adversely affected. Goal H-4 Promote well-planned and designed housing opportunities and projects for all persons, regardless of race, gender, age, sexual orientation, marital status, or national origin. Policy 4-1: Promote fair housing practices in the sale or rental of housing with regard torace, color, national origin, ancestry, religion, disability/medical conditions, sex, age, marital status, familial status, source of income, sexual orientation/gender identify, or any other arbitrary factors. Policy 4-2: Promote and facilitate community awareness of the City of Ukiah’s goals, tools, available resources and programs for lower income households. Goal H-5 Provide support for future housing needs. Policy 5-1: Pursue annexation efforts that lead to an orderly expansion of growth, where services are adequate for future residential development. Policy 5-2: Continue to encourage and facilitate public participation in the formulation and review of the City’s housing and development policies. Policy 5-3: Assume a leadership role in the development of all types of housing in the community. Implementing Programs Responsible Department(s) Schedule 1a Implement a residential rehabilitation program. Emphasize rehabilitation of mobile homes, detached single- family dwelling units, and lower-income multifamily housing projects. Prioritize funding for health and safety repairs, energy efficiency improvements, and ADA accommodations. Assist in completing the rehabilitation of at least 25 lower income housing units in the planning period. Funding: CDBG, HOME, and/or other local, state or federal sources Community Development Department, Housing Services Division Ongoing, as funding is available Page 300 of 427 Policy Document | December 2022 Page A-53 Implementing Programs Responsible Department(s) Schedule 1b Continue the City’s Energy Efficiency Public Benefits Fund and renewable energy and energy efficiency rebate programs. Funding: Energy efficiency and renewable energy rebate program funds Electric Utility Department Ongoing, as funding is available 1c Support funding or other applications that would preserve/conserve existing mobile home parks. This might include programs such as the Mobile Home Park Rehabilitation and Resident Ownership Program. Funding: N/A – application support through technical assistance. Community Development Department, Housing Services Division. Ongoing, as funding is available 1d Continue providing informational materials to the public through the Green Building Information Center and at the public counter. Provide updated information regarding sustainable and green building practices and materials and provide information on the maintenance of residential units. Funding: Departmental budget Community Development Department, Building Services Division Ongoing, as funding is available 1e Develop standards and design guidelines for residential development in the Medium Density Residential (R-2) and High Density Residential (R-3), Community Commercial (C-1) and Heavy Commercial (C-2) zoning districts. Given the significant increase in the City’s RHNA over the next eight years, the City proposes to create development standards and design guidelines that would both facilitate development at the allowable densities and provide guidance and certainty in design standards to ensure quality housing is developed in the community. Funding: General Funds and/or other funding if available. Community Development Department, Planning Services Division Establish development standards and design guidelines by the end of calendar year 2020. Page 301 of 427 Ukiah 2040 General Plan Appendix A Page A-54 Ukiah 2040 General Plan | December 2022 Implementing Programs Responsible Department(s) Schedule 1f Develop an At-Risk Units Program. Maintain an inventory of at-risk affordable housing units and work with property owners and non-profit affordable housing organizations to preserve these units by identifying and seeking funds from Federal, State, and local agencies to preserve the units. Funding: Ukiah Housing Trust Fund, CDBG, HOME, and/or other funding sources as available and as needed Community Development Department, Housing Services Division Develop At-Risk Program by the end of calendar year 2020. 1g Tenant Education and Assistance for Tenants of At-Risk Projects. Require property owners to give notice to tenants of their intent to opt out of low-income use restrictions. Provide tenants of at-risk units with education regarding tenant rights and conversion procedures. Funding: Departmental budget Community Development Department, Housing Services Division Develop education program and notification procedures by June 30, 2020; implement program on an ongoing basis throughout the 2019-2027 planning period. 2a Update the inventory of vacant and underutilized parcels. Make copies of the inventory available on the City’s website and at the public counter for distribution. Funding: Departmental budget. Community Development Department, Planning Services Division Updated annually, by June 30 of each year; posted on the City’s website and at the public counter. 2b Monitor the rate of conversion of primary residences to short-term rental units. Research ordinances limiting short-term rentals and present report to City Council. Funding: General Funds. Community Development Department, Planning Services Division; City Council. Develop monitoring program by June 30, 2020; annually track number of short-term rentals and present information along with annual progress report to City Council each year; short-term rental ordinance research report due June 30, 2025 Page 302 of 427 Policy Document | December 2022 Page A-55 Implementing Programs Responsible Department(s) Schedule 2c Monitor the conversion of single-family residential homes to commercial uses. If conversions continue and the City’s vacancy rate for homeownership is greater than three percent citywide, the City will design an ordinance that restricts the conversion of single-family residences to commercial uses. Funding: Departmental budget. Community Development Department, Planning Services Division. Gather data and report findings to City Council by June 30, 2021. 2d Pursue additional funding sources to augment the Ukiah Housing Trust Fund, creating a permanent source of funding for affordable housing. Utilize funding to develop and support affordable housing programs and projects, providing financial assistance to private developers and nonprofit agencies, principally for the benefit of extremely low-income, very low-income, and low- income households. Prepare and/or support the preparation of at least eight applications for additional funding within the 2019-2027 planning period. Funding: Low- and Moderate-Income Housing Asset Fund; other local, State, and Federal funding sources as they become available. Community Development Department, Housing Services Division. Ongoing. 2e Continually engage with a variety of housing developers who specialize in providing housing to each economic segment of the community. This effort is designed to build long-term development partnerships and gain insight into specialized funding sources, particularly in identifying the range of local resources and assistance needed to facilitate the development of housing for extremely low-income (ELI) households and households with special needs, including persons with disabilities and persons with developmental disabilities. This policy is also designed to encourage the production of a variety of housing types, including multi- family supportive, single room occupancy, shared housing, and housing for the “missing middle.” Funding: Departmental budget. Community Development Department, Housing Services Division; City Manager’s Office- Economic Development Section Ongoing community and stakeholder outreach, occurring at least on a quarterly basis and continuing throughout the 2019-2027 planning period. Page 303 of 427 Ukiah 2040 General Plan Appendix A Page A-56 Ukiah 2040 General Plan | December 2022 Implementing Programs Responsible Department(s) Schedule 2f Amend the zoning code as follows: Emergency Shelters. The City will amend the Zoning Code to redefine homeless facilities as emergency shelters, according to State Government Code. Transitional/Supportive Housing. Pursuant to SB 2, the City must explicitly allow both supportive and transitional housing in all zones that allow residential uses and supportive and transitional housing is to be only subject to those restrictions applicable to other residential dwellings of the same type in the same zone (note: this is not limited to residential zones). The City will amend the Zoning Code to specifically define transitional/supportive housing as defined in Government Code. Single-Room Occupancy Housing. The City will amend the Zoning Code to allow Single-Room Occupancy (SRO) units in the medium density residential (R-2) and high density residential (R-3) zoning districts for the purpose of increasing the number of units affordable to extremely low, very low, and low-income persons. Manufactured/Factory-Built Homes. The City will amend the Zoning Code to define and allow manufactured and factory- built homes in the same manner and use as all other types of residential dwellings in all zoning districts. Funding: Departmental budget Community Development Department, Housing Services Division Complete draft Zoning Code amendments by December 30, 2020; secure adoption by June 30, 2021. 2g Facilitate the consolidation of smaller, multi-family parcels by providing technical assistance to property owners and developers in support of lot consolidation. Research and present a report on possible lot consolidation incentives to the Planning Commission and City Council. Funding: Departmental budget Community Development Department, Planning Services Division Present report to Planning Commission and City Council, with recommendations, by June 30, 2026. Page 304 of 427 Policy Document | December 2022 Page A-57 Implementing Programs Responsible Department(s) Schedule 2h Ensure capacity of adequate sites for meeting RHNA. The City of Ukiah has been assigned a Regional Housing Needs Allocation (RHNA) of 239 units for the 2019-2027 Housing Element. To accomplish this mandate by the State, the City will: Update C1 and C2 Zones to allow by-right housing development, with objective design and development standards. Units allowed by-right will include multifamily, SROs, duplexes, triplexes, and fourplexes. 92 2019-2027 City of Ukiah Housing Element Adopted October 23, 2019 Update the R-2 Zone to allow up to 15 dwelling units per acre instead of 14 dwelling units per acre. Update the C-N Zone to increase residential density and allow similar housing types as those allowed in R-2. By-right housing program for select parcels. Specific to APNs 00304077, 00304078, and 00304079, rezone these parcels at the default density of 15 du/ac. Also rezone these parcels to allow residential use by-right for developments with at least 20% of the units affordable to lower income households. Funding: Departmental budget Community Development Department, Planning Services Division Ongoing, with annual reports to HCD and the City Council; develop and implement a project evaluation procedure pursuant to Government Code 65863, by June 30, 2021. 2i Monitor residential capacity (no net loss). Proactively monitor the consumption of residential acreage to ensure an adequate inventory is maintained for the City’s RHNA obligations. Implement a project evaluation procedure pursuant to Government Code 65863. Should residential capacity fall below the remaining need for lower income housing, the City will identify and if necessary rezone sufficient sites to accommodate the shortfall and ensure “no net loss” in capacity to accommodate the RHNA. Funding: Departmental budget Community Development Department, Planning Services Division Ongoing, with annual reports to HCD and the City Council; develop and implement a project evaluation procedure pursuant to Government Code 65863, by June 30, 2021. Page 305 of 427 Ukiah 2040 General Plan Appendix A Page A-58 Ukiah 2040 General Plan | December 2022 Implementing Programs Responsible Department(s) Schedule 2j First Time Homebuyer Assistance. The City of Ukiah offers assistance to eligible first-time homebuyers to purchase new or existing single-family or condominium units in the City. The program utilizes a combination of HOME, CalHome, CDBG, and/or other resources as they become available- through the Ukiah Housing Trust Fund. Restrictions apply and funds are available on a first-come, first-served basis. Funding: CDBG, HOME, Low- and Moderate-Income Housing Assets Funds, CalHome, and/or other funding sources as available Community Development Department, Housing Services Division Ongoing 2k Collaborate with local service providers on addressing homelessness. Continue participation in the Mendocino County Continuum of Care. Funding: N/A City Manager’s Office Ongoing 2l Review existing City processes for compliance with AB 2162. Revise zoning codes/processes to allow supportive housing by right in zones where multifamily and mixed uses are permitted, including nonresidential zones permitting multifamily uses. Funding: Departmental budget Community Development Department, Planning Services Division Complete review of existing City processes by June 30, 2020; revise zoning codes/processes by December 31, 2020 2m Housing Units Replacement Program. The City will require replacement housing units subject to the requirements of Government Code, section 65915, subdivision (c)(3) on sites identified in the site inventory when any new development (residential, mixed-use or non-residential) occurs on a site that has been occupied by or restricted for the use of lower-income households at any time during the previous five years. This requirement applies to 1) non-vacant sites; and 2) vacant sites with previous residential uses that have been vacated or demolished. Funding: Departmental budget Community Development Department, Planning Services Division The replacement requirement will be implemented immediately and applied as applications on identified sites are received and processed. Page 306 of 427 Policy Document | December 2022 Page A-59 Implementing Programs Responsible Department(s) Schedule 2n Homeless Shelter Overlay District Evaluation. Evaluate the Homeless Shelter Overlay District to determine suitability for accommodating the identified number of homeless persons. At the minimum, this evaluation will include an analysis of environmental conditions, physical features, location, and capacity of the zone to accommodate the identified number of homeless persons. Depending on the results of this evaluation, the City will consider options including possible amendment of the District to maintain compliance with SB 2. Funding: Departmental budget Community Development Department, Planning Services Division Complete evaluation of overlay district on a bi- annual basis, with the first report due to Planning Commission by June 30, 2020. Depending on results of evaluation(s), make recommendations to Planning Commission and/or City Council for options including possible amendment of the District within 6 months of the date the report is due. 3a Research, review and amend the development standards in the zoning code for opportunities to maximize housing development. Specific areas of research and amendments may include the following: Increasing maximum allowable height for new residential buildings. Increasing density. Reducing yard setbacks. Reducing minimum site area. Upzoning R-1 (Single-family Residential) and R-1-H (Single- family-Residential Hillside Combining) zoning districts to allow by-right and/or permit other residential building types and densities. Funding: Departmental budget Community Development Department, Planning Services Division; Planning Commission; City Council Complete draft Zoning Code amendments by December 30, 2021; secure adoption by June 30, 2022 3b Develop flexible parking policies for new residential development. The intent of this policy is to reduce parking requirements, especially in zoning districts that allow for lower-income housing developments. Funding: Departmental budget and other funding sources as available Community Development Department, Planning Services Division; Planning Commission; City Council Complete draft policy by June 30, 2020 Page 307 of 427 Ukiah 2040 General Plan Appendix A Page A-60 Ukiah 2040 General Plan | December 2022 Implementing Programs Responsible Department(s) Schedule 3c Explore other policies and regulations that facilitate new infill housing development. Produce report with recommendations and present to Planning Commission and City Council. Possible areas of research include, but are not limited to, the following: Temporary housing options. Low Impact Development offsite mitigation. Community benefit zoning. Funding: Departmental budget Community Development Department, Planning Services Division; Planning Commission; City Council Complete draft report by June 30, 2026 3d Facilitate improvements to permit processing to streamline housing development. Continue to work on improving processing procedures and by June 30, 2021 develop a brochure to guide developers through City processes. Continue to offer a pre-application conference with project applicants to identify issues and concerns prior to application submittal. Funding: Departmental Funding Community Development Department, Planning Services Division, Building Services Division Pre-application conferences ongoing; City processing procedures brochure developed by June 30, 2021 3e Continue to apply the CEQA infill exemption to streamline environmental review. Funding: Departmental budget Community Development Department, Planning Services Division Ongoing 3f Review Site Development Permit and Use Permit Processes. Produce report for City Council analyzing processes and making recommendations for how to revise processes and/or Ukiah City Code such that project approval process is accelerated. Funding: Departmental budget Community Development Department, Planning Services Division Report due to City Council by December 31, 2020; process and/or code improvements to be implemented immediately thereafter. Page 308 of 427 Policy Document | December 2022 Page A-61 Implementing Programs Responsible Department(s) Schedule 4a Continue to collaborate with the Ukiah Police Department and property owners and managers to keep housing safe. Support the Crime Prevention through Environmental Design standards through continued referral of residential new construction projects to the Ukiah Police Department. Funding: General Funds Community Development Department, Planning Services Division, Building Services Division; and Ukiah Police Department Ongoing 4b Continue to refer housing discrimination complaints to Legal Services of Northern California, State Fair Employment and Housing Commission, and the U.S. Department of Housing and Urban Development (HUD). Funding: Departmental budget Community Development Department, Housing Services Division Ongoing 4c Develop project referral procedural for referral of all proposed General Plan amendments to the appropriate military office for review and comment. Revise the planning permit application form to include this step of referral. Funding: Departmental budget Community Development Department, Planning Services Division Develop referral procedure and revise planning permit application form by December 31, 2019; implement on January 1, 2020. 5a Maintain a housing resources webpage. Included on the webpage are resources such as funding sources and programs, affordable housing developers, and a list of publicly assisted housing providers. Funding: Departmental budget Community Development Department, Housing Services Division Updated regularly, as new and relevant information is available. 5b Complete the update of the 2020 Sphere of Influence, Municipal Service Review, and Ukiah 2040 General Plan. Include an annexation policy. Funding: Departmental budget, other funding as available 2020- Sphere of Influence and Municipal Service Review; 2021- Ukiah 2040 General Plan. Community Development Department, Planning Services Division Page 309 of 427 Ukiah 2040 General Plan Appendix A Page A-62 Ukiah 2040 General Plan | December 2022 Implementing Programs Responsible Department(s) Schedule 5c Work collaboratively with stakeholder jurisdictions for opportunities to lessen or remove development constraints, and update the housing plan accordingly. Funding: Departmental budget, other funding as available Community Development Department, in conjunction with stakeholder jurisdictions. Ongoing, at least on an annual basis. Page 310 of 427 2024 Annual Progress Reports Katherine Schaefers, Planning Manager Presentation given 3/19/25 Page 311 of 427 Annual Progress Reports (APR) HCD: Each jurisdiction must prepare and submit a Housing Element Annual Progress Report to the Department of Housing and Community Development (HCD) on status and progress in implementing its housing element. LCI : The General Plan APR submitted to the Governor’s Office of Land Use and Climate Innovation (LCI) should outline the status of the General Plan and progress in its implementation over the previous year’s 12-month reporting period. 2Page 312 of 427 2024 Housing Updates Page 313 of 427 6th Cycle Housing Production: 2018-2024 Income Level 2019 2020 2021 2022 2023 2024 Total Building Permits Issued RHNA Remaining 2018 RHNA Assignment Very Low Deed Restricted 30 66 96 86Non-Deed Restricted Low Deed Restricted 30 24 57 15 72Non-Deed Restricted 2 1 Moderate Deed Restricted 35 14 49Non-Deed Restricted 3 5 6 6 7 8 Above Moderate 3 9 3 4 5 33 57 32 Total 8 45 39 100 12 41 245 29 239 4 6th Cycle RHNA –December 31, 2028 –August 31, 2027 Page 314 of 427 Housing Element Completion and Ongoing Progress ‘Lot Line Adjustment’ Ordinance ‘Missing Middle’ Ordinance ‘ADU’ Ordinance 5Page 315 of 427 2024 General Plan Updates Page 316 of 427 General Plan Timeline and 2024 Progress 2022-2025 Land Use E. Zoning Code Amendments Economic Development Economic Development Strategy Mobility C. Right of Way Needs 2026-2030 Environment & Sustainability G. Historic Structure Preservation Policy I. Historic Preservation Ordinance 2031-2040 Environment & Sustainability E. Prepare an Urban Forest Master Plan F. Tree Protection Ordinance Annual Public Facilities A. Wastewater Annual Review (Example) Ongoing Safety A. Building and Zoning Code (Example) 7 =Public Facilities B. Parks Gap Analysis Safety CC. Mendocino Multi Jurisdiction Hazard Management Plan (MJHMP) Agriculture B. Right to Farm C. Align Agricultural Standards Page 317 of 427 Adapting to Change: How Climate Action, FEMA, and CAL FIRE Shape Our General Plan Climate Action Plan (CAP) Initiated Addressed FEMA flood map and CalFIRE High Severity Zone changes 8Page 318 of 427 Recommendation Staff recommends Council receive and approve submittal of the 2024 Annual Progress Reports to HCD and LCI and provide additional direction to Staff as necessary. 9 Page 319 of 427 Page 1 of 2 Agenda Item No: 13.b. MEETING DATE/TIME: 3/19/2025 ITEM NO: 2025-275 AGENDA SUMMARY REPORT SUBJECT: Status Report on Emergency Contract with Diamond D Construction, LLC for the Emergency Repair of the Western Hills Mudslide at the City Water Tank (Pressure Zone 1-North, or PZ1-N) and Request for Authorization to Continue Work Under This Emergency Contract. DEPARTMENT: Water Resources PREPARED BY: Sean White, Water Resources Director PRESENTER: Sage Sangiacomo, City Manager ATTACHMENTS: 1. Resolution 2025-08 - Emergency Procurement for Mudslide at PZ1 2. Diamond D Estimate for PZ1 3. Purchase Order for Diamond D Slide 4. Slide Pictures Summary: Council will receive a status report on the contract with Diamond D Construction for the emergency repair of the Western Hills mudslide at the City water tank and consider approving continued work. Background: During the major rain event on February 4-5, a mudslide occurred in the western hills, settling at the base of a City water tank referred to at Pressure Zone 1-North (PZ1-N). Due to the muddy conditions, slope of the hillside, and specialized nature of the repairs, City crews determined that a professional contractor would be required to perform the work. Additionally, significant rain was forecast for the following days, causing concern that the water tank and hillside would potentially be compromised if emergency repairs did not commence immediately. On February 19, 2025, City Council approved a Resolution approving the procurement without public bidding of construction services to repair the mudslide at the City water tank in the western hills (Attachment 1). Discussion: Staff worked with the Procurement Department to assess availability and obtain proposals from local contractors. Diamond D Construction was available to begin immediately and was determined to be qualified to do the work (Attachments 2 and 3). Work to temporarily remediate the site began on February 7th and was completed on February 12th. Work involved removing material at the toe of the slope that had built up against the tank and removing material perched immediately above the tank. Due to the extremely wet condition of the site, only material within the reach of an excavator could be graded or removed. A small ditch was also cut in the hillside above the tank to redirect runoff. The slide area was then tarped to protect it from rainfall. City Staff also added jute netting to other portions of the site to further protect the hillside. See Attachment 4 for pictures of remediation efforts. Once the area has dried further grading will be required. To fully stabilize, this site will require a geotechnical investigation and plan, followed by extensive eatherwork. Page 320 of 427 Page 2 of 2 Staff is requesting the Council's approval to continue using the emergency contract with Diamond D Construction, LLC. Recommended Action: Receive report and approve the continued work on the emergency contract with Diamond D Construction for the emergency repair of the Western Hills mudslide at the City water tank PZI-N. BUDGET AMENDMENT REQUIRED: TBD CURRENT BUDGET AMOUNT: PROPOSED BUDGET AMOUNT: FINANCING SOURCE: Water Fund; 82027113-80230-18234 REVENUE: YES / No GRANT: YES / No PREVIOUS CONTRACT/PURCHASE ORDER NO.: PO 48757-00 COORDINATED WITH: Sage Sangiacomo, City Manager; Sean White, Water Resources Director STRATEGIC PLAN (SP): CLIMATE INITIATIVES (CI): GENERAL PLAN ELEMENTS (GP): Page 321 of 427 Attachment 1 Page 322 of 427 Page 323 of 427 Attachment 2 Page 324 of 427 Page 325 of 427 Attachment 3 Page 326 of 427 Page 327 of 427 Attachment 4 Page 328 of 427 Page 329 of 427 Page 330 of 427 Page 1 of 4 Agenda Item No: 14.a. MEETING DATE/TIME: 3/19/2025 ITEM NO: 2025-248 AGENDA SUMMARY REPORT SUBJECT: Receive a Report and Accept the 2025 Parks Gap Analysis as Complete and Fulfilling Implementation Goal 5.10 of the 2040 General Plan. DEPARTMENT: Community Services PREPARED BY: Neil Davis, Community Services Director PRESENTER: Neil Davis, Community Services Director ATTACHMENTS: 1. Gap Analysis DRAFT_3_5_25 2. PopulationNodesUPDATE 3. AOI and Sphere Map 4. Greater Ukiah node park coverage 5. Heat Map of Rec Users 6. 14a - Correspondence Received - Linda Sanders Summary: Council will receive a report on the 2025 Park Gap Analysis and consider accepting the 2025 Parks Gap Analysis as complete and fulfilling implementation goal 5.10 of the 2040 General Plan. Background: The City of Ukiah’s 2040 General Plan's section 5.10 (Implementation Programs; page 5-16) identifies the need for a Parks Gap Analysis. Section 5.10 B (Parks Gap Analysis) states, “The City shall prepare a parks gap analysis identifying areas of the city underserved by parks and recreation facilities access. The analysis shall, at a minimum, establish equitable access standards, including the minimum distance between parks, every residence, and potential funding mechanisms.” City Staff began the process of developing a Parks Gap Analysis in early 2024 by conducting a literature review. The geographic scope allowed comparison of park and recreation services between the Area of Interest, the Sphere of Influence, the City limits, and six areas of population concentration (population nodes). A timeline was developed, and Staff began the process of evaluating existing conditions and community needs through site assessments by Staff, online and in-person bilingual surveys, community event tabling, one-on- one meetings, and facilitated focus group discussions. Evaluations were based on eight “levels of service.” A level of service is the measure of how the City is performing per area of service. The identified levels of service include; 1) Quantity, 2) Quality and Diversity of Parks, 3) Accessibility, 4) Commitment, 5) Community and Social Capital, 6) Climate Readiness, 7) Native American Co-Stewardship, and 8) Addressing Homelessness and Gentrification. These eight levels of service created the basis for Park and Recreation Goals. All community input was oriented around assessing these eight levels of service and the Gap Analysis follows this format. Over 300 surveys were completed and tabling took place at the Sundays in the Park and PumpkinFest. Ten facilitator-led focus groups were convened representing 1) Business people, 2) Real Estate Agents, 3) Mendocino County staff, 4) Team Sports leaders, 5) LatinX representatives, 6) Alex Rorabaugh Center participants, 7) UUSD leaders, 8) Climate Action and Healthy Communities advocates, 9) the City’s Diversity Equity and Inclusion Committee, and 10) the Public Spaces Commission (PSC). Staff has discussed this subject with the PSC at the May 14, July 9, and the November 12, 2024, meetings. An Page 331 of 427 Page 2 of 4 initial draft Gap Analysis document was presented to the PSC on January 14th and the final draft was presented on March 11th 2025 (Attachment 1). Discussion: While Mendocino County collectively is rural in nature, the City of Ukiah is an urban center. Ukiah is recognized as a micropolitan area core with the primary commute flow within the “large urban cluster.” A secondary commute flow leaves Ukiah to access a larger urban area. However, most of the commute and service flow from around the Ukiah Valley is to the City of Ukiah. Growth adjacent but outside City limits has created a population concentration this report refers to as the Greater Ukiah Node that extends beyond the City limits. For many local people, everything within this node is considered “Ukiah.” Outside the Greater Ukiah Node, an additional five population centers, or “nodes,” are within short driving distance, and have many of the characteristics and act as suburbs to the micropolitan Greater Ukiah Node (Attachment 2). For this report, the population nodes have been designated as Talmage/Knob Hill, Vichy Springs, El Dorado/Deerwood, Eastside Calpella/Lake Mendocino, and Calpella. The populations of these nodes range from 312 to 1,912. The Local Area Formation Commission has mapped the Sphere of Influence and Area of Interest for the Ukiah Valley and this report evaluated park and recreational opportunities between and among these zones (Attachment 3). The City of Ukiah has over twenty designated parks. This report establishes a goal of providing a park within a half-mile of all residents. While all parks have benefits, some parks, such as pocket parks and specialty parks, lack broad appeal or use and therefore will not meet the needs of the general public. The Greater Ukiah Node includes nine parks that are large enough and include a sufficient variety of features to meet the park needs of all who live within a half mile. These nine parks are well distributed and ensure that the vast majority of residents living inside the city limits are within a half mile of a significant park. A notable exception is the Wagenseller neighborhood (Attachment 4). Outside the City limits, but within the Greater Ukiah Node to both the north and south of the City limits, are areas underserved by parks. To meet the park needs of these residents, a new park on the north side of the node and one large and two small parks to the south of the city will likely be needed. Outside the Greater Ukiah Node, there are few park and recreation opportunities. However, total population and population densities in these areas are too low to provide an economy of scale to allow for park and recreation opportunities. Citizens who opt to live in sparsely populated areas are prioritizing dark skies, low crime rates, inexpensive real estate, and light traffic over public services. Attempting to provide urban services to these areas is not financially feasible. On the other hand, the City’s recreation department already provides services to residents living within the Area of Interest and beyond, with many of these residents traveling to Ukiah to utilize both parks and recreation opportunities (Attachment 5). On-site Staff assessments of the parks concurred with community input in determining the parks to be well maintained and in overall good shape. The one exception was the County-managed Low Gap Park. While residents desire a greater diversity of park features, they also expressed overall satisfaction with existing park diversity of features. Desirable park features that are not represented in City parks include dog parks, pickleball courts, skating venues, neighborhood basketball courts, river access, shade, and cooling or misting stations. The City of Ukiah’s budget for parks is adequate to maintain current facilities, but expanding or improving the system of parks will require additional funds. The recreation team is doing more than other similar-sized municipalities and already serves the entire Area of Interest. While homelessness is an issue throughout the City, the problem is neither created nor solved by parks. Page 332 of 427 Page 3 of 4 Nevertheless, the impact of homelessness on parks is felt by the community, and feelings of insecurity and unsanitariness decrease the use and enjoyment of parks. Most respondents expressed satisfaction with the efforts of the City to keep parks clean and safe while also acknowledging the ongoing challenge and negative impact of the issue. Gentrification can become an issue when parks in low-income areas are improved. Coordination and planning between the Community Services and Community Development departments can help address the issue of gentrification before it becomes an issue. Climate change will have a disproportionately large impact on cities and Ukiah will be no exception. Parks provide an opportunity to help mitigate climate change and help residents adapt to the impacts of climate change. Existing parks will need to be adapted as possible and new parks should be designed to maximize permeable surfaces, provide flood control elements, sequester carbon with trees and plants, provide nature- based elements to help children develop an ecological awareness, and to provide a refuge from heat. Open spaces should be managed to balance the need for maximizing carbon sequestration while being fire resilient and providing recreational access to nature. City Park and Recreation Staff should employ a continuous improvement process with a strong commitment to community engagement. As part of the Gap Analysis, the City completed the National Park and Recreation Association Agency Performance Review. This survey allows municipalities to track progress and compare levels of service to similar-sized municipalities. The City should complete the survey/review at least once every ten years. Community engagement should include efforts to ensure parks and recreation services are diverse, equitable, and inclusive and should aim for Native American co-stewardship as possible. Should the City annex all or part of the Sphere of Influence prior to 2040, there will be both challenge and opportunity. Although annexation will not directly lead to the City taking over management of Low Gap Park, the park is an integral part of the community’s park and recreation infrastructure. The City’s large park staff is much better equipped to address the issues at Low Gap Park than is the minimally staffed County of Mendocino. Working with the County to address the substantial deferred maintenance at Low Gap Park is in the best interest of the region. Additionally, updating the Municipal Pool, creating new parks to serve residents on the north and south ends of the Greater Ukiah node, assuring parks are prepared for climate change, and addressing missing park features will be an expensive but necessary step to ensure the community's quality of life and health. As the City’s recreation team is already providing services to the entire Area of Interest, unless there is a surge in population, additional recreational staff and resources should not be needed. Further, the City’s Community Services team and grant writers from the Community Development team will be available to seek grant funding and explore creative opportunities for fundraising. Staff recommend Council accept the 2025 Parks Gap Analysis as complete and fulfilling implementation goal 5.10 of the 2040 General Plan. Recommended Action: Accept the 2025 Parks Gap Analysis as complete and fulfilling implementation goal 5.10 of the 2040 General Plan. BUDGET AMENDMENT REQUIRED: NO CURRENT BUDGET AMOUNT: NA PROPOSED BUDGET AMOUNT: NA FINANCING SOURCE: NA REVENUE: NA PREVIOUS CONTRACT/PURCHASE ORDER NO.: NA COORDINATED WITH: STRATEGIC PLAN (SP):SP 1A - Build neighborhoods that provide access for all to a compatible balance of housing, employment, commercial, medical, education, and recreational resources.SP 1A - Build neighborhoods that provide access for all to a compatible balance of housing, employment, commercial, Page 333 of 427 Page 4 of 4 medical, education, and recreational resources.SP 1B - Provide services that support a high quality of life for all residents, including fostering diverse, inclusive, sustainable, and accessible neighborhoods. CLIMATE INITIATIVES (CI): 4a – Implement nature-based climate solutions. GENERAL PLAN ELEMENTS (GP):GP-A4 - Public Facilities, Services, and Infrastructure Element; GP-A5 - Environment and Sustainability Element Page 334 of 427 0 Attachment 1 February 2025 Adopted Some Date, 2025 City of Ukiah Park Gap Analysis 2025 A COMMITMENT OF THE 2040 GENERAL PLAN Page 335 of 427 1 Parks Gap Analysis 2025 A Commitment of the Public Facilities, Services, and Infrastructure Element of the 2040 General Plan 5.10 Implementation Programs; B. Parks Gap Analysis “The City shall prepare a parks gap analysis identifying areas of the city underserved by parks and recreation facilities access. The analysis shall, at a minimum, establish equitable access standards, including the minimum distance between parks every residence, and potential funding mechanisms.” TABLE OF CONTENTS Introduction 3 Executive Summary 3 Glossary of Terms 6 Demographics 9 Ukiah Parks Gap Analysis Planning Boundaries 11 Level of Service 13 Park and Recreation Goals 17 Current State of Parks 20 Recreation Services 29 Community Input 30 Next Steps – Case Studies 37 Funding 43 Conclusions 44 References 45 Maps 48 Tables 53 Page 336 of 427 2 Page 337 of 427 3 Introduction The City of Ukiah is committed to fostering a healthy and vibrant Ukiah Valley. The City Council’s Strategic plan speaks to “enhancing our neighborhoods,” and “developing quality infrastructure.” The City’s 2040 General plan and the Ukiah Valley Area Plan (2011) identify the importance of parks, recreational facilities and trails for residents and visitors, while the City’s Climate Initiatives speak to maintaining wild lands and protecting parks and recreation. Further, the City’s Bike and Pedestrian Master Plan emphasizes the need for connectivity and the Equity Action Plan asserts the City’s commitment to diversity and equity. All these diverse plans converge in support of a built environment that relies on parks and trails to achieve the overarching goal of creating a healthy and vibrant quality of life for all who live in and visit the City of Ukiah. The City’s 2040 General Plan specifically sets an action step of performing a parks gap analysis to help the City achieve these goals. City of Ukiah staff began the analysis in the Spring of 2024 with an extensive literature review. The literature review helped inform the creation of draft level of service measures, goals, and processes for conducting the analysis. It is hoped this analysis can assist in identifying necessary improvements to existing infrastructure as well as places where new parks may be required, while assessing the City’s ability to provide equitable park and recreation services to the City’s present and future residents within existing city limits and beyond to potential areas of annexation. Executive Summary Ukiah is located at the base of the Ukiah valley and approximately 100 miles north of San Francisco. The natural landscape includes forested hillsides, the Russian river, and valley flatlands. With both City of Ukiah and County administrative offices within the city, Ukiah boasts many public sector employment opportunities, particularly in education and social services. While Mendocino County collectively is rural in nature, the City of Ukiah is an urban center. Ukiah is recognized as a micropolitan area core with the primary commute flow within the “large urban cluster.” A secondary commute flow leaves Ukiah to access a larger urban area. However, most of the commute and service flow from around the Ukiah Valley is to the City of Ukiah. While the median household income in Ukiah is modest compared to California averages, there are wide swaths of the community that are rated as “Disadvantaged” or ‘Severely Disadvantaged.” The City of Ukiah’s boundaries have remained essentially unchanged for decades. Growth adjacent but outside city limits has created a population concentration this report refers to as the Greater Ukiah Node that extends beyond the city limits. For many local people everything within this node is considered “Ukiah.” Outside the Greater Ukiah Node an additional five population centers, or “nodes,” are within short driving distance and have many of the characteristics and act as suburbs to the micropolitan Greater Ukiah Node. For this report the nodes have been designated as Talmage/Knob Hill, Vichy Springs, Eldorado/Deerwood, Eastside Calpella/Lake Mendocino, and Calpella. The Greater Ukiah node is home to 21,201 residents while the “suburban nodes have populations rang ing from 312 to 1,912. Page 338 of 427 4 The Local Area Formation Commission has mapped the Sphere of Influence and Area of Interest for the Ukiah Valley and this report evaluated park and recreational opportunities between and among these zones. The City of Ukiah has over twenty designated parks. This report establishes a goal of providing a park within a half mile of all residents. While all parks have benefits, some parks such as pocket parks and specialty parks lack wide appeal or use, and therefore will not meet the needs of the general public. The Greater Ukiah node includes nine parks that are large enough and include a sufficient variety of features to meet the park needs of all who live within a half mile. These nine parks are well distributed and ensure that the vast majority of residents living inside the city limits are within a half mile of a significant park. A notable exception is the Wagenseller neighborhood. Outside the city limits but within the Greater Ukiah Node to both the north and south of the city limits are areas underserved by parks. A new park on the north side of the node and one large and two small parks are likely needed to meet the needs of those residents. Outside the Greater Ukiah Node there are few park and recreation opportunities. However, total population and population densities in these areas are too low to provide an economy of scale to allow for park and recreation opportunities, as managed by the City of Ukiah. However, these rural areas often have proximity to County, State or Federal or acquirable lands that may serve as regional parks. Additionally, these community members will still rely on the City for recreational programming and other community related services or events. Citizens who opt to live in sparsely populated areas are prioritizing dark skies, low crime rates, inexpensive real estate, and low traffic volumes over public services. Attempting to provide urban services to these areas is not financially feasible. On the other hand, the City’s recreation department already provides services to residents living within the Area of Interest and beyond with many of these residents traveling to Ukiah to utilize both parks and recreation opportunities. Community input for this report included bilingual online and in-person questionnaires, one-on- one interviews, and a series of facilitated focus groups. The focus groups included stakeholders representing Alex Rorabaugh Recreation Center, business community members, a real estate group, climate action and healthy communities, LatinX, County of Mendocino employees, competitive sports enthusiasts, Ukiah Unified School District, and elected officials. The same focus group questions were presented to the Public Spaces Commission (PSC) and the Diversity, Equity, and Inclusion Committee (DEI). Community engagement was designed to elicit information in line with the report’s eight designated park goals. The goals address Quantity, Quality and Diversity of features, Accessibility, Commitment, Community and Social Capital, Climate Readiness, Native American Co- Stewardship, and Homelessness. On-site staff assessments of the parks concurred with community input in determining the parks to be well maintained and in overall good shape. The one exception was the County managed Low Gap Park. While residents desire a greater diversity of park features, they also expressed overall satisfaction with existing park diversity of features. Desirable park features that are not represented Page 339 of 427 5 in city parks include dog parks, pickleball, courts, skating venues, neighborhood basketball courts, river access, shade, and cooling or misting stations. The City of Ukiah’s budget for parks is adequate to maintain current facilities but expanding or improving the system of parks will require additional funds. The recreation team is doing more than other similar size municipalities and already serves the entire Area of Interest. While homelessness is an issue throughout the city, it is not created or solved with parks. Nevertheless, the impact of homelessness on parks is felt by the community and feelings of insecurity and unsanitariness decrease the use and enjoyment of parks. Most respondents expressed satisfaction with the efforts of the City to keep parks clean and safe while also acknowledging the ongoing challenge and negative impact of the issue. Gentrification can become an issue when parks in low-income areas are improved. Coordination and planning between the Community Services and Community Development departments can help address the issue of gentrification before it becomes an issue. Climate change will have a disproportionately large impact on cities and Ukiah will be no exception. Parks provide an opportunity to help mitigate climate change and help residents adapt to the impacts of climate change. Existing parks will need to be adapted as possible and new parks should be designed to maximize permeable surfaces, provide flood control elements, sequester carbon with trees and plants, provide nature-based elements to help children develop an ecological awareness, and to provide a refuge from heat. Open spaces should be managed to balance the need for maximizing carbon sequestration while being fire resilient. A continuous improvement process should be implemented with a strong commitment to community engagement. The City of Ukiah completed a survey to participate in the 2024 National Park and Recreation Association Agency Performance Review. This survey should be completed periodically to track progress and compare levels of service to similar sized municipalities. Community engagement should include efforts to assure parks and recreation services are diverse, equitable, and inclusive and should aim for Native American co -stewardship as possible. Should the City annex all or part of the Sphere of Influence prior to 2040 there will be both challenge and opportunity. Creating new parks to serve residents on the north and south end of the Greater Ukiah node, updating the Municipal Pool, and working with the County to address the substantial deferred maintenance at Low Gap Park, will be expensive. However, the City’s large park staff is much better equipped to address the issues at Low Gap Park than is the minimally staffed County of Mendocino. As the City’s recreation team is already providing services to the entire Area of Interest, additional staff and recreational resources would not be needed. Further, the City’s Community Services team and grant writers from the Community Development team will be available to seek grant funding and explore opportunities for fundraising and the possibility of a parks district. Page 340 of 427 6 Glossary of Terms Accessibility – Is the measure of the number of residents who live within a half mile of a park combined with the degree to which parks are connected to allow for free movement between parks, facilities, and neighborhoods, particularly for non-motorized transportation. Area of Interest - An Area of Interest is a geographic area beyond the sphere of influence in which land use decisions or other governmental actions of one local agency (the "Acting Agency") impact directly or indirectly upon another local agency (the "Interested Agency"). For example, approval of a housing project developed to urban densities on septic tanks outside the city limits of a city and its sphere of influence may result in the city being forced subsequently to extend sewer services to the area to deal with septic failures and improve city roads that provide access to the development. The City of Ukiah in such a situation would be the Interested Agency with appropriate reason to request special consideration from the Acting Agency in considering projects adjacent to the city. Connectivity - The extent to which a landscape facilitates or impedes the movement of living things between patches. Commitment - Is a measure of resources that are devoted to building and maintaining a parks system. Climate Readiness - Targeted action to preserve and improve our region’s economy, infrastructure, and resources while safeguarding our community members’ health, safety, and quality of life in the face of climate change. First Tier Facility/Park – A first tier facility or park is open all day every day and free to the public. Feature(s) – A feature is a park amenity such as a playground, ball court or field, trail, BBQ area or picnic table, shade structure, etc. Gentrification - The process whereby the character of a poor urban area is changed by wealthier people moving in, improving housing, and attracting new businesses, leading to the displacement of current inhabitants in the process. Level of Service - The measure of how we are performing per area of service (Park or Recreation) Micropolitan - A population area that includes a city with 10,000 to 50,000 residents and its surrounding communities such as Ukiah. Open Space - An undeveloped or minimally developed large area conserved for habitat and general conservation value. Park – A park is outdoors, is a named destination, is publicly accessible and advertised, encourages informal public use, and encourages socializing, play or exercise, or an opportunity to enjoy nature. o Pocket Park - Very small park, may have a bench. o Neighborhood Park – Often includes a playground and park area generally for non- organized activities. May include a restroom. Page 341 of 427 7 o Community Park - Designed for organized activity with users traveling from some distance often including parking, sports fields and restrooms. o Regional Park - Larger park which may be more isolated from population nodes. May be limited to trails and outdoor recreation, but may have additional facilities. o Special Use Park - Specialized use recreational areas, usually single use, such as dog parks and skate parks that do not fit another category. o Linear Park - A park along a travel corridor, generally narrow and long. o School “Park” - School-owned facilities with limited availability. The City of Ukiah has a Facility Use Agreement that allows for bilateral shared use of facilities between the City and Ukiah Unified School District (UUSD). School recreation areas act as a second-tier parks during non -school hours. Their primary purpose is student education. Recreation that does not interfere with the education mandate is allowed on school grounds. Park Pressure - Park pressure analyses park size in relation to population density and quantifies how population density affects parks. Population Nodes - Outside the city limits, but within the Sphere of influence and the Area of Interest there are six areas of population concentration. These unnamed population concentrations will be referred to as population “nodes” for this report. Railbank - A voluntary agreement between a railroad company and a trail sponsor to use an out-of- service rail corridor as a trail. The goal is to preserve the corridor for possible future rail use while allowing for alternative trail use in the meantime. Recreation Facility – A facility (as opposed to a “feature”) provides an indoors location, is a named destination, is publicly accessible and advertised, encourages informal public use, and encourages socializing, play or exercise, or an opportunity to learn about nature. The equivalent of a park, but indoors. Rural – An area with a low population density and lots of open space. Special District - A special district is a local government that provides specific services to a community within defined boundaries. Special districts are separate from cities, counties, and school districts. They are autonomous entities but are overseen by the state government. Special districts are accountable to the voters or landowners they serve. Suburban - A place with a mix of residential and commercial development located on the outskirts of a city with most residents traveling to a city to shop and work. Second Tier Recreational Facility or Park – A second tier recreational facility or park is open for limited hours or fee based thereby making it inaccessible to a percentage of the public. Social Capital - The networks of relationships among people who live and work in a particular society, enabling that society to function effectively. Sphere of Influence - The Mendocino County Local Agency Formation Commission (LAFCo) establishes the Sphere of Influence (SOI), which defines the probable 20-year growth physical boundary and service area of a local agency. An SOI typically includes both incorporated and Page 342 of 427 8 unincorporated areas within which the City will have primary responsibility for the provision of public facilities and services. The City’s Sphere of Influence was most recently updated in 2022. Urban - A city or town with a high population density and many buildings. Page 343 of 427 9 The Ukiah Valley Demographics History and Character Ukiah is located at the base of the Ukiah valley and approximately 100 miles north of San Francisco. The natural landscape includes forested hillsides, the Russian river, and valley flatlands. The Pomo lived in much of what is now Mendocino County and primarily lived in small groups which relied on hunting, fishing, and foraging. In 1859, Ukiah was designated the seat of Mendocino County and was incorporated in 1876. The name “Ukiah” draws from the history of the Pomo people as Ukiah is an anglicized version of the Pomo word yokaya, meaning “deep valley.” Ukiah’s prime soils and climate supported farming and agricultural opportunities, which became a dominant economic driver during the early settlement period of the city. The dominant crop grown during this time was hops. The city experienced rapid growth post 1920, especially after World War ll. The population growth coincided with the growth of the logging industry in California’s northern coasts. This further increased growth in the region and created additional employment opportunities. In 2025, Ukiah is still the county seat and largest city in Mendocino County with approximately 16,296 residents. With both City of Ukiah and County administrative offices within the city, Ukiah boasts many public sector employment opportunities, particularly in education, government, and social services. Outside the public sector, the city is known for strong retail and service industries and a bustling tourism industry catering to travelers and adventurers looking to explore the Ukiah Valley. Regional Setting The Ukiah Valley is approximately nine miles long, running north to south, comprising more than 40,000 acres along U.S. Route 101. The Russian River follows the valley, winding through agricultural lands just outside of Ukiah to the east. The valley is approximately 630 feet in elevation, with the hills of the Mendocino and Mayacamas ranges that flank the valley reaching up to 3,000 feet in elevation. Located 45 miles north of Healdsburg and 155 miles south of Eureka, the City of Ukiah spans more than 3,000 acres (4.6 square miles). It functions as a center for commerce, recreation, medical and social services, and cultural events. The nearest major city to Ukiah is Santa Rosa, a city of 175,000, which is located approximately 60 miles to the south. Larger urban centers including San Francisco and Sacramento are approximately 100 miles to the south and southeast. Ukiah’s relative isolation from major population centers increases its importance as a regional center. Closer to Ukiah, there are several small unincorporated communities in the Ukiah Valley, as well as in the neighboring Redwood Valley to the north. While Mendocino County collectively is rural in nature, the City of Ukiah is an urban center. The USDA Rural-Urban Commuting Area Code lists Ukiah as a micropolitan area core with the primary commute flow within the “large urban cluster.” A secondary commute flow leaves Ukiah to access a larger urban area. However, most of the commute and service flow from around the Ukiah Valley is to the City of Ukiah. Economic Demographics: Page 344 of 427 10 The Ukiah Valley economy is primarily driven by agriculture, government services, retail, and tourism. The surrounding region is renowned for its wine production, particularly organic vineyards, and other forms of sustainable agriculture, including the cultivation of cannabis, which has become increasingly regulated and economically significant. Small businesses and local services dominate the economy, with healthcare, education, and government being major employers. The city has also seen growing interest in sustainable practices and green technology industries. While the median household income in Ukiah is modest compared to California averages, there are wide swaths of the community that are rated as “Disadvantaged” or ‘Severely Disadvantaged” by the California State Parks Statewide Parks Program Community FactFinder (https://www.parksforcalifornia.org/communities/.) These disparities are reflected in the distribution and quality of regional parks and recreational opportunities. Senate Bill (SB) 244 (Wolk), approved by Governor Brown in October 2011, requires cities to identify and describe disadvantaged unincorporated communities (DUCs) within or near its boundaries. The intention of this legislation is to address the complex legal, financial, and political barriers that contribute to regional inequity and associated infrastructure deficits. State law further requires the identification and analysis of DUCs as part of municipal service reviews (MSRs), annexation requests, and sphere of influence (SOI) updates undertaken by Local Agency Formation Commissions (LAFCos). The City identified five (5) DUCs, as part of its 2022 MSR, including: 1) Ukiah SXSW 2) Norgard Lane 3) Empire Gardens 4) Talmage 5) The Forks Cultural Demographics: Culturally, Ukiah reflects a mix of influences from its Native American roots, Hispanic heritage, and the area's countercultural movements. The city is known for embracing sustainable living, environmentalism, and progressive values. It's also home to a vibrant arts scene, with local artists, musicians, and cultural festivals playing a significant role in the community. The nearby City of Ten Thousand Buddhas, one of the largest Buddhist communities in the Western Hemisphere, adds to the city's diverse cultural fabric, fostering interfaith understanding and cultural exchange. Ethnic Demographics: Ukiah's population is diverse, with a significant Hispanic/Latino community, comprising 35-40% of the population. This reflects broader demographic trends in California, especially in agricultural regions. The city is also home to Native American communities, particularly those from the Pomo tribe, who have a longstanding historical connection to the area. Additionally, Ukiah has a small but growing Asian population, thanks in part to the presence of the Buddhist community. The remainder of the population is primarily White, with smaller percentages of African Americans and other ethnic groups. Page 345 of 427 11 Ukiah Parks Gap Analysis Planning Boundaries This Gap Analysis will compare Level of Service between various areas of the Ukiah Valley (Map 1). The outer limits of the study are outlined by the Local Area Formation Commission’s (LAFCo) map of the City of Ukiah’s Area of Interest. The level of service in this area will be compared to the Sphere of Influence, the city limits, and a half dozen population nodes. The population nodes were identified by city staff for this report. All other areas are consistent with the City of Ukiah’s General Plan 2040 and LAFCo documents. City Limits The boundary that includes all land that has been incorporated into a city. Ukiah has land use authority over all land within its city limits. Ukiah encompasses approximately 4,300 acres. Sphere of Influence The Mendocino County Local Agency Formation Commission (LAFCo) establishes the Sphere of Influence (SOI), which defines the probable 20-year growth physical boundary and service area of a local agency. An SOI typically includes both incorporated and unincorporated areas within which the City will have primary responsibility for the provision of public facilities and services. The City’s Sphere of Influence was most recently updated in 2022. Area of Interest An Area of Interest is a geographic area beyond the SOI in which land use decisions or other governmental actions of one local agency (the "Acting Agency") impact directly or indirectly upon another local agency (the "Interested Agency"). For example, the location of a new school or residential development within the City's area of interest could alter the types of recreational facilities needed or provided by the City. A new high school may create demand for additional sports fields, gymnasiums, or aquatic facilities, which could place added pressure on city-operated parks and recreation programs, whereas a new senior development would create different improvements almost entirely. The City, in this situation, may request coordination to ensure that the housing development aligns with local recreation planning and that necessary infrastructure improvements are addressed through partnerships, conditions of approval, or funding agreements. Population Nodes Outside the city limits, but within the Sphere of Influence and the Area of Interest there are six areas of population concentration (Map 2). These unnamed population concentrations will be referred to as population “nodes” for this report. The first node (“Greater Ukiah”) includes the City of Ukiah and an area to the north and south with existing contiguous areas of housing and associated development similar to the concentration inside the city limits. The Greater Ukiah Area node excludes undeveloped areas inside the city limits, and includes areas of population concentration outside the city Limits. This node is believed to represent what the average person thinks of as “Ukiah” irrespective of the defined city limits. The Greater Ukiah Node therefore includes fewer acres and more population than is included in the existing city limits and has nearly double the population density. This is the area of population that is actually served by the Parks and Recreation Page 346 of 427 12 teams. For example, the Ukiah Municipal Airport and wastewater treatment center do not use Park and Recreation services so are not included in calculations. The other five identified population nodes are seen in Map 2 and include 1) Talmage/Nob Hill, 2) Vichy Springs, 3) El Dorado / Deerwood, 4) Eastside Calpella /Lake Mendocino, and 5) Calpella. The Greater Ukiah node is, and for the foreseeable future, will be the urban center of the Ukiah Valley. The other five nodes are effectively suburbs of Ukiah. Were the City to annex the entire Area of Interest, the City would include within its city limits an urban center, five suburbs, and surrounding rural areas. The ability for the City to provide park and recreation needs will differ for these different settings. Urban, suburban, and rural areas will each provide their own unique benefits to residents, but park and recreation opportunities will be greater in the urban population center. Page 347 of 427 13 Level of Service Measures The “level of service” is the measure of how we are performing per area of service. These measures were identified based on a literature review and rely heavily on National Recreation and Park Association documents11,19,26. These measures are supported by the American Planning Association’s PAS MEMO “Alternatives for Determining Parks and Recreation Level of Service3” Additional measures were added based on PolicyLink’s document “Advancing Park Equity in California15, and Tools for Equitable Park Planning Design: Digital Workflows to Enhance Park Access and Quality 30. For this analysis levels of service include Quantity of Parks, Quality & Diversity of Parks, Accessibility, Commitment, Community and Social Capital, Climate Readiness, Native American Co-Stewardship, and Addressing Homelessness. Quantity of Parks The first measure relates to the quantity of Parks. For this report, quantity of parks is measured as “Acres of Parkland per 1000 residents,” “Total Parks per 1000”, and “Facilities per 1000 residents.” Assuring adequate park space requires more than simply providing a high total acreage. The parks must be distributed equitably while providing a diversity of park types and experiences. “Although increasing parkland space is encouraged, there are situations where available land is sparse and the parks that are available may be unevenly distributed, resulting in areas where park space is unavailable within a convenient travel distance. Park access and quality is not a quick or easy matter to resolve as it requires intimate understanding of a park system, its users, the operational and programmatic elements, and various other factors and needs which may result in unbalanced access and quality. One universal guideline is to provide equal access, park amenities, and quality of experience throughout a community as effectively as possible, while allowing parks to serve as a green infrastructure buffer for climate change where applicable.” Tools for Equitable Park Planning and Design: Digital Workflows to Enhance Park Access and Quality30 Providing an adequate quantity of parks is key to maintaining a comfortable park pressure (avoiding crowding). Park pressure increases with the number of users per acre. When parks become too crowded, they are no longer enjoyable for the user and some amenities may be effectively rendered unavailable. An adequate quantity of parks is necessary to assure the total acreage is distributed equitably while also providing a diversity of park experiences. Observational surveys of City of Ukiah’s parks suggest existing parks are not currently over pressured. Facilities provide indoor experiences. In Ukiah’s hot climate, exacerbated by climate change, having adequate facilities is essential. This was confirmed in this report’s focus groups with participants stating they need more indoor opportunities during inclement weather. Page 348 of 427 14 Quality and Diversity of Parks Quality of parks is a more subjective measure and was assessed with field visits and evaluations by City of Ukiah Community Services staff. Additionally, through online surveys and focus groups the community was asked to discuss their impressions of park quality. Ideally a parks system will be diverse with various sizes, features, and intents. The largest parks in this system (Low Gap Park and Riverside Park) are predominantly open space providing hiking and nature experiences. The smallest parks also have value. Accessibility The primary measure of Accessibility is the number of residents who live within a half mile of a park. “A growing number of studies have found that people who live in close proximity to parks or other green spaces experience lower levels of stress and are less likely to experience depression and other mental health problems.”14 However, accessibility also requires connectivity. Parks that are connected allow for free movement between parks, facilities, and neighborhoods, particularly for non-motorized transportation. These connections should be treated as linear parks and when possible, should provide landscaping, shade, and places to rest. Commitment Commitment is a measure of resources that are devoted to building and maintaining a parks system. It has been said, “if you want to know an organization’s priorities, don’t look at their stated goals, look at their budget.” Providing quality park and recreation resources to the community require a commitment to funding the efforts. Measuring commitment can be done by evaluating 1) the number of full-time equivalent staff provided per capita, and 2) the operating expenditure per capita. These figures can be used as a comparison to other communities as well as to track the trend of funding over time. Community and Social Capital Community and Social Capital are seen in the networks of relationships among people who live and work in a particular society, enabling that society to function effectively. Community Capital is evidenced by mutually respectful relationships, connectedness and trustworthiness among people. Often volunteerism, voting rates, and emergency response are seen as evidence of healthy social capital in a community. Further, the 2011 Ukiah Valley Area Plan (UVAP) goal PR-1 references the need for “recreation, cultural resources, and on-going education” and PR-3 references the need to “promote a greater sense of community through events, gathering places, and shared facilities.” These UVAP goals have been included as goals 5.1 and 5.2 in this study. This subjective measure was addressed via survey and focus group questions. The survey asked respondents to agree or disagree with the two following questions: “Nationwide nearly one in three people do not have a park or natural area within10 minutes of their home.” 10 Page 349 of 427 15 1) “I feel like Ukiah Valley Parks provide as sense of place and history.” 2) “I feel like parks in the Ukiah Valley are safe enough for me to comfortably use.” Focus groups were asked “Do you think our parks are promoting a sense of community?” and “How could they do that better?” Climate Readiness The City of Ukiah’s 2040 General plan addresses climate change in the Environment and Sustainability Element and the Safety Element. Safety Element SAF – 2 is “to create a more resilient community that is prepared for, responsive to, and recoverable from hazards created or made worse by climate change.” Climate change induced fire, flooding, and heat island effects and will have the greatest impact on cities and population centers. City and regional parks can provide both a refuge and a buffer to these impacts. A Trust for Public Land Study of over 14,000 cities found that areas of cities and towns “within a 10-minute walk of a park are as much as 6 degrees cooler than areas beyond that range .”10 Planting trees is an obvious intervention, but parks can also help as a defensible space in the slowing of wildfire spread and can provide swales and ponds to help absorb storm water runoff. The inclusion of splash pads, shade, and keeping parks open during cooler evening can create areas of refuge during extreme heat. Incorporating active mobility design elements, such as installation of bike racks and co-locating bus stops at parks, can help reduce the city’s carbon footprint, whereas planting trees and installing shade structures, misting/cooling stations, drinking fountains, and splash pads will help the community adapt to a warming climate. For local parks, applying these principles ensures that recreational access, habitat conservation, and wildfire prevention strategies align with long-term ecological sustainability. This approach also guides decision-making on forest restoration, habitat protection, and climate adaptation in publicly managed open spaces. With each park project, the City should evaluate options in light of the Forest Management principles of resistance, resilience, and transition. 4 Native American Co -Stewardship The 2011 Ukiah Valley Area Plan’s (UVAP) section 10 relates to Historical and Archeological Preservation. This analysis will adopt the UVAP goal “to protect Native American cultural and archeological resources.” However, as the Native American community embodies a living culture “Climate change is bearing down on the world faster than scientists predicted, making life in cities especially challenging. Densely built environments, dominated by concrete and pavement, absorb and hold heat longer than natural landscapes. They are also more prone to flooding as extreme precipitation dumps so-called rain bombs on urban areas that become inundated with dangerous—even lethal—amounts of stormwater” 10 Page 350 of 427 16 represented by sovereign nations, simply protecting artifacts and historic sites is only the first step. Indigenous voices are increasingly acknowledged as a vital source of time-tested land management practices. Further, current cultural needs of Native American park users need to be considered in parks and recreation planning. Addressing Homelessness and Gentrification Homelessness and gentrification both provide challenges related to income inequality and both need to be addressed to assure the City of Ukiah maintains safe, healthy, and equitable parks. While parks neither create nor cure homelessness, the presence of the homeless can present both real and perceived health, safety, and security concerns. Tracking the presence and effects of the homeless in parks will assist in finding the best ways to mitigate impacts. Gentrification is the process whereby the character of a poor urban area is changed by wealthier people moving in, improving housing, and attracting new businesses, typically displacing current inhabitants in the process. To date the City of Ukiah has not seen neighborhood improvements cause gentrification. However, the risk of gentrification is real, particularly on the south end of the Greater Ukiah node should new parks be built and housing pressures create a market transition. Page 351 of 427 17 Park and Recreation Goals Park services, like all other City of Ukiah services, should be subject to some kind of continuous improvement process. Ideally a circular process should be initiated that involves planning, design, implementation, and evaluation; evaluation then leads to a new planning phase and renews the cycle. Setting goals is a critically important part of this continuous improvement process. These goals provide a target to aim for, and a benchmark to measure improvement. In developing goals for this report, a review of the City of Ukiah’s 2040 general plan, the Ukiah Valley Area Plan (2011), and a robust literature review led to the formation of eight broad goals for Ukiah Parks. These eight goals are then broken down into a total of thirty sub-goals. The Goals identified in this plan align with the plan’s Levels of Service. Additionally, both the public survey and the focus group questions were written to reflect these common themes. The goals assess the quantity and quality of parks as well as accessibility. In this context “accessibility” is not an ADA term but the very specific measure of population within a half mile of the park. “Commitment” is a measure of resources that are devoted to building and maintaining a parks system. Goal five, “Community and Social Capital,” evaluates if the parks are addressing the community’s need for recreation, cultural resources, and on-going education. Climate readiness is addressed with goal six and goal seven addresses Native American Co-stewardship. Additionally goal eight assesses the concerns of homelessness. Goals (coordinated with Level of Service Measures) 1 Quantity 1.1 Assure a minimum of 3 acres of parks per 1000 residents (CA Parks and Rec recommendation) in all areas with a population density greater than 5 people per acre within any area with a minimum of 2500 residents. 1.2 Evaluate “park pressure” through periodic user experience surveys and location analytics platforms. 2 Quality and Diversity of Features 2.1 Maintain and enhance the area’s natural resources by balancing protection, conservation, replenishment, and sustainable use. (UVAP Goal 9OC-1) 2.2 Conserve Open Space, hillsides, and indigenous habitats for the enjoyment of future generations. (UVAP Goal 9OC-2) 2.3 Preserve historical buildings and spaces that create a sense of place. (UVAP Goal 10 HA-1) 2.4 Work with other entities to ensure there are a variety of parks, recreational facilities, and points of river access. (UVAP Goal PR-2) 2.5 Consider resources like the Magical Bridge Foundation in developing new more accessible low-barrier parks. Page 352 of 427 18 3 Accessibility 3.1 Assure there is a first-tier park within a half mile of all residents living inside an area with a population node greater than one thousand residents with a density greater than 5 residents per acre. 3.2 Support the development and access to second tier recreational opportunities in identified population nodes. 3.3 Create connections between parks, facilities and neighborhoods to maximize ease of access, encourage neighbor interactions, and encourage non-motorized transportation. 3.4 Treat connectors as Linear Parks and provide landscaping to make the connections appealing locations as part of the park’s infrastructure. 4 Commitment 4.1 Participate in the National Parks and Recreation Association Agency Performance Review at least once every ten years and improve area’s competitiveness with other municipalities in terms of staffing and committed funding. 4.2 Maintain a minimum of 1 Recreation staff for every 1500 residents. 4.3 Identify and create the funding mechanisms necessary to sustain maintenance and service obligations. 4.4 Reinforce partnerships and opportunities with the UUSD and County to ensure efficiencies across programming, facilities and open-space. 5 Community and Social Capital 5.1 Meet the community’s need for recreation, cultural resources, and on-going education. (UVAP Goal PR-1) 5.2 Promote a greater sense of community through events, gathering places, and shared facilities. (UVAP Goal PR-3) 5.3 Utilize best practices in new park development including utilizing the CA State Parks “Designing Parks Using Community-Based Planning Methods” or similar with an emphasis on inclusive practices. 5.4 Prioritize funding projects that increase park access for low-income communities and communities of color in terms of park proximity and the quantity of parks space available per person. 6 Climate Readiness 6.1 Assure all parks are accessible for pedestrians and bicyclists. 6.2 Work with Mendocino Transit authority to improve bus access to parks. 6.3 Assure parks have tree canopy or other shade structures commensurate with the size and intent of the park. 6.4 Apply strategies of Resistance, Resilience and Transition into maintenance and preservation of local or regional parks. 6.5 Explore opportunities to include cooling, misting or similar stations in parks. 6.6 Convert all parks irrigation to achieve 100% compliance with the City’s Water Efficient Landscaping Ordinance, and reduce the use of unnecessary turf as encouraged by State law. Page 353 of 427 19 7 Native American Co-Stewardship 7.1 Protect Native American cultural and archaeological resources. (UVAP Goal 10 HA-2) 7.2 Explore options for increasing engagement and developing co-stewardship or co- management opportunities in parks. 7.3 Include and compensate indigenous people for their time and expertise during planning. 8 Addressing Homelessness 8.1 Continue to work with Mendocino County HHSA and Sheriff to compassionately assure the health, safety, and security of parks. 8.2 Utilize the Mendocino County HHSA Homeless Encampment Coordination Protocol to manage collaboration between organizations and provide compassionate approach to homelessness in parks. 8.3 Convene a minimum one meeting per year with HHSA to discuss management of Homelessness in Parks. Page 354 of 427 20 Current State Ukiah City Limits and the Greater Ukiah Population Node The Greater Ukiah node (Figure 1) includes the city and the populated area to the north and south of the current city limits. The node includes the area where people predominantly live and excludes the airport and areas that are principally industrial or open, undeveloped space. The intent is to assess “living space,” or the area where people go about their activities of daily living and to accurately capture real-world, experienced population density and park coverage. Quantity and Accessibility of Parks in the Greater Ukiah Node (Goal 1 and 3) There are twenty-one designated parks inside Ukiah city limits that host over 600,000 park visits per year. Todd Grove Park is the most heavily visited with 175,000 visits. The City’s parks include small pocket parks, specialty parks, linear parks, neighborhood parks, community parks, and a regional park. While all these parks provide value, some are either too small or too specialized to completely serve the park needs of those living within a half mile. Excluding the small or specialized parks, the Greater Ukiah node has nine neighborhood, community, and regional parks that are well distributed allowing the vast majority of residents to live within a half mile of a significant park (Map 3). The Wagenseller neighborhood is a notable exception. Additionally, a few underserved pockets exist that are within a half mile of a park “as the crow flies” but more than a half mile by surface street route. Outside the city limits but within the Greater Ukiah population node there are underserved areas both to the north and the south of the City. North of Empire Drive is primarily underserved (no park within a half mile) as well as a few isolated areas to the south of Empire Drive that are farther than a half mile by actual surface street routes. Figure 2 shows the half mile radii from Vinewood and Low Gap parks showing the areas outlined in red to be more than a half mile away from a park. The Wagenseller neighborhood, also underserved and outlined in red, is shown on the east side of the map. There are no first-tier parks to the south of current city limits including the densely populated, low-income area inside the Greater Ukiah node (Map 2). Second tier options for residents in this area include Grace Hudson Elementary School and the Ukiah Athletic Club. Figure 1 - Greater Ukiah Node Figure 2 - Underserved Areas on North End of Greater Ukiah Node in Red Page 355 of 427 21 The City of Ukiah has established goals for assuring an adequate number of parks. The goals for the number of parks only apply to areas with a population density of greater than 5 residents per acre. The Greater Ukiah node has a population density of 8.6 residents per acre and the City of Ukiah has a population density of 5.3 residents per acre. There are sixteen parks in the City of Ukiah with a total of 152 acres. Consistent with State of California standards, Goal 1.1 establishes a minimum standard of 3 acres of parks per thousand residents. According to David Barth2 “there are no LOS standards for recreation facilities in the U.S., and the number of facilities needed can vary widely due to a number of variables between communities.” Rather than establishing a minimum quantity of “parks” the City’s focus is on assuring an adequate diversity of features in the park system while simultaneously assuring all residents are living within a half mile of a park. With the vast majority of Ukiah residents living within a half mile of a park and with over 9 acres of parks per 1000 residents the City is meeting Goal 1. However, to meet this goal for the Greater Ukiah node at least one park will need to be added on the north end of the node, and one large, or two small parks will need to be added on the south end of the node. Quality and Diversity of Parks in the Greater Ukiah Node (Goal 2) The quality and diversity of existing parks was determined through staff onsite evaluations, surveys, and focus groups. Surveys, focus groups, and on-site evaluations all support the conclusion that the parks are in good shape and well maintained. The playground and group BBQ area at Todd Grove Park were both replaced in 2024. While Todd Grove Park is well maintained, the municipal pool is aging and requires frequent maintenance. The eighty-year-old facility has a wading pool that is closed, a solar water heater that is non-functioning, and a variety of features that have been removed as irreparable or obsolete. The City’s Community Services team is working on a stand- alone Municipal Pool review and feasibility study aimed at outlining the best approach to address the many issues. Replacement of the municipal pools is a likely conclusion. In the last ten years a steady effort from both City and grant funding has seen significant capital improvements at Vinewood, Oak Manor, and Observatory parks as well as the Skate Park. Monthly inspections of play structures by certified inspectors assure minor problems are found and corrected quickly. Parks staff consistently keeps up with routine maintenance including mowing and leaf blowing and respond to the ongoing instances of graffiti and vandalism. It’s important to note, that while graffiti, vandalism, and litter can be found around town, City crews respond quickly to these issues in our parks. Similarly, City crews respond quickly to issues that arise related to the activities of the homeless. The City has policies in place to ensure compassionate interactions with those experiencing homelessness, but camping and littering are not tolerated in City parks. The sole exception to the conclusion of well-maintained parks is at the County managed and maintained Low Gap Park. Low Gap Park has a significant amount of deferred maintenance, has had to remove features that were failing to the point of being dangerous, and has additional features that arguably should be removed for safety reasons. The paths need repair, and the disc golf course use is taking a toll on the surrounding plant life with many of the trees suffering and at risk of death. The public restroom utilizes a fifty-year-old septic system. Remnants of the out-of-use caretaker’s site remain in place, and there are significant drainage issues at the dog park. Additionally, the entrance to the park does not meet the standards of the Americans with Page 356 of 427 22 Disabilities Act (ADA). Furthermore, the bridge that allows access to most of the park likely needs replacement rather than repair. Low Gap Park is a popular community asset that suffers from a combination of heavy use and insufficient maintenance. Ideally a parks system will be diverse with various sizes, features, and park styles9. Not all parks can have all things, so the required diversity of park features need to be dispersed throughout the system. The parks system needs a variety of park sizes, with all community desired features represented somewhere in the system (Table 1). Not all users are looking for the same experience. As such the system of parks needs to include locations for boisterous children as well as opportunities for resting seniors. The largest parks in this system (Low Gap and Riverside) are predominantly open space, providing hiking and nature experiences. In addition to open space and trails, Low Gap Park provides a wide variety of features including disc golf, archery, a fitness course, a dog park, picnic areas, creek access, tennis courts and a playground. These regional parks provide numerous recreation opportunities for residents as well as drawing tourism and visitors from the far reaches of the County. The smallest parks also have value. For example, the tiny Gardner Park is nestled under Redwoods along a sidewalk next to a parking lot. Though few will go out of their way to go to the park, it provides a bench on which to rest in the shade during a walk, and a picnic table for a quiet place for a lunch break close to downtown. Community and Neighborhood parks provide a wide variety of opportunities for those living within a half mile of the park but will also attract residents from around the city. Both Todd Grove and Oak Manor have reservable picnic areas that are in frequent use by residents for parties, celebrations, and get-togethers. Todd Grove Park is also the home to the popular Sundays in the Park concert series, as well as the Community Yard Sale, the Kids Triathlon, and many more community building events. Seven of the city parks include playgrounds, fields, and structures desired by children and their parents while Observatory, Riverside, and McGarvey Parks all provide more restful experiences. Community input provided a long list of desired but unavailable park features. The only dog park in the Greater Ukiah node is at Low Gap Park. This is likely the most mentioned, clearly necessary addition immediately needed for our parks system. Other features that were unearthed during community input included, pickleball courts, places to roller skate, river access, volleyball, and indoor facilities and splash pads. These unavailable features offer the opportunity to improve the diversity of city parks and should be considered for inclusion in the establishment of new parks. Park Type Distribution Regional Parks Low Gap Park Mill Creek Park Riverside Park Lake Mendocino Community Park Todd Grove Park Oak Manor Park Neighborhood Park Observatory Park McGarvey Park Orchard Park Ukiah Civic Center Vinewood Park Pocket Park Gardner Park Railroad Depot Park Special Use Park Alex Rorabaugh Center Giorno Park/Anton Stadium Grace Hudson Museum Ukiah Skate Park Ukiah Sports Complex Table 1 Ukiah Park Distribution Page 357 of 427 23 Goal 2.1 and 2.2 both speak to the importance of preserving natural resources and open space. With Low Gap Park, Riverside Park, and the City’s newly acquired but not yet open to the public Western Hills Watershed Protection Area the city is clearly meeting these goals. Goal 2.3 addresses the need to preserve historic spaces and is met with the historic gate and wall at Todd Grove Park and the many historic features at Observatory Park. Goal 2.4 is the most subjective of the Quality and Diversity goals. Focus group comments indicated that the community is happy with the diversity of park features while also wanting more. The lack of dog parks, pickleball courts, and river access suggest there is more to be done in this area. Additionally, the need for climate adaptation suggests a need for more opportunities to cool off such as splash pads and misting stations. Figure 3 Observatory Park half mile radius in green. Underserved area inside city limits in red. Park Accessibility in the Greater Ukiah Node (Goal 3) As discussed in the Quantity of Parks section, the vast majority of Ukiah residents live within a half mile of a park (Goal 3.1). The Wagenseller neighborhood is the most notable exception. Surface transportation routes create a few additional small, underserved areas. For the Greater Ukiah node additional parks are needed to both the north and the south. Additionally, in both the city limits and the Greater Ukiah node improved connectivity (Goal 3.3) and landscaping improvements in those corridors (Goal 3.4) will enhance the park system and community quality of life. Commitment in the Greater Ukiah Node (Goal 4) Commitment is a measure of resources that are devoted to building and maintaining a parks system. The City Parks team has a $1.884 million dollar budget with most of the money going to Page 358 of 427 24 support a maintenance staff of eleven full-time equivalent employees. The Parks team works under the direction of the Director of Community Services and with the advice of the City Council appointed Public Spaces Commission. The Parks team works collaboratively and partners daily with the five-member recreation staff. The Parks Superintendent and the Parks Lead Worker manage the day-to -day activities of the team. Although the maintenance work is shared by all, workers tend to specialize in either hardscape or landscape maintenance. Goal 4.1 suggests the need to participate in the National Parks and Recreation Association (NPRA) Agency Performance Review at least once every ten years. The City has for the first time filled out this survey as a part of this analysis but results have not yet been received from the NPRA. Compared to neighboring municipalities, the City of Ukiah (COU) has a strong commitment to parks. Neither the City of Willits, Fort Bragg, or the County of Mendocino have a parks division. For these municipalities parks are maintained by some form of general services department. Community and Social Capital in the Greater Ukiah Node (Goal 5) Social Capital is defined as the networks of relationships among people who live and work in a particular society, enabling that society to function effectively. Parks should help meet the community’s need for recreation, cultural resources, and on-going education (Goal 5.1). Additionally, parks should promote a greater sense of community through events, gathering places, and shared facilities9(Goal 5.2). Community input is the primary way to assess how well this is being achieved. Over seventy-five percent of survey respondents agreed or strongly agreed with the statement “I feel like Ukiah Valley Parks provide a sense of place and history.” Focus group participants also generally stated a positive impression of the park’s role in building community and social capital. Most responses referred to recreation programs, particularly the Sundays in the Park concert series and community yard sales, but also went on to include murals, community gardens, and “connectivity” as important infrastructure elements to increase community and social capital. Connectivity is addressed as goal 3.2 in this plan identifying the need to “create connections between parks, facilities and neighborhoods to maximize ease of access, encourage neighbor interactions, and encourage non-motorized transportation.” As addressed in the Climate Readiness section of this report, bike and pedestrian infrastructure around the parks is good. Nevertheless, there is a clear benefit to adding additional connectivity to the parks system. The City of Ukiah has created a Diversity, Equity, and Inclusion Committee to help monitor Goal 5.4; “Prioritize funding projects that increase park access for low-income communities and communities of color in terms of park proximity and the quantity of parks space available per person.” The City is pursuing options to create a park in the underserved, low-income Wagenseller neighborhood. Further, a park planning process is scheduled for July of 2025 to seek community input on a proposed park at the end of Norgard Lane, which also falls into the underserved, low- income category. Climate Readiness (Goal 6) Transportation is a primary contributor to climate change6. Goal 6.1 and 6.2 suggest a need to reduce climate impact by encouraging the use of bicycles, walking, and public transportation (alternative transportation). The first-tier parks within the Area of Interest were evaluated for Page 359 of 427 25 alternative transportation infrastructure. A four-point scale was used with one point apiece given for 1) complete sidewalks within a half mile, 2) bike lane access to the park, 3) public transportation stop within one quarter of a mile, and 4) low traffic volume. The results (Table 2) show the most significant Greater Ukiah node parks score a three or four with good to excellent options for alternative transportation. The need for refuge in the form of shade from trees or other shade structures is identified in goal 6.3. Some parks (Todd Grove and McGarvey) are almost entirely shaded while others have little shade (Ukiah Sports Complex) or no shade (Great Redwood Trail). The lack of shade on the Great Redwood Trail needs to be addressed and tree planting has begun. All other parks have reasonable amounts of shade. Goal 6.4 speaks to the need to apply strategies of Resistance, Resilience and Transition4 into maintenance and preservation of local or regional parks. A more detailed discussion of this approach is covered in the “Next Steps” section on page 37 Goals 6.5 suggesting the importance of cooling stations with splash pads and misting stations is not being met. Similarly, water reduction measures spelled out in goal 6.6 require investment. Backstrom2 et al identified a need to reconsider how playgrounds are designed, approved, and built. The consensus of subject matter experts asserted a need to utilize more permeable “nature- based” playgrounds and play structures. This approach can add shade, retain water, and help to create “ecological affiliation” in children. Native American Co -Stewardship (Goal 7) The Ukiah Valley is the ancestral land and current home of Northern Pomo and other displaced tribes. In November of 2021, President Biden announced the Tribal Homelands Initiative. One of the key components of the Initiative is ensuring that “Tribal governments play an integral role in decision making related to the management of Federal lands and waters through consultation, capacity building, and other means consistent with applicable authorities.”6 Ukiah City Council’s Strategic Plan Priority 1 is to “enhance our neighborhoods” and speaks to the importance of creating vibrant “ community spaces that reflect the diversity of our cultures.” Doing so requires developing strong collaborative working relationships with sovereign tribal governments. This report has identified three aspirational goals for this area. Goal 7.1 is to protect cultural resources. This goal is being met primarily through California Environmental Quality Act (CEQA) compliance. Goal 7.2 is to explore options for increasing engagement and developing co - stewardship or co-management opportunities in parks. The City has not yet effectively engaged the Native American community in the management of parks. The City’s Diversity, Equity, and Inclusion Committee is a partner in this effort and the City will continue to work on this goal. The City complies with all CEQA requirements including the identification and protection of cultural resources during all CEQA triggering projects. Goal 7.3 is to include and compensate indigenous people for their time and expertise during planning demonstrating another area where the City can improve. Addressing Homelessness (Goal 8) Page 360 of 427 26 The City of Ukiah has policies and practices in place to help mitigate the impacts of homelessness. The City’s position is that Parks and Recreation infrastructure and programs neither create nor solve homelessness. The presence of people lingering, sleeping, or setting up “camp” in a park detracts from the experience of most users1. Not all litter and graffiti are created by the homeless, but much of it can be attributed to their use of the park spaces. City staff are trained to treat all members of the public with decorum, compassion, and respect. When it feels safe to do so, staff will ask people to clean up their trash and remind them there is no camping in city parks. In accord with goals 8.1 and 8.2 city staff operate under a Memorandum of Understanding (MOU) with the County to address encampments. The MOU requires seventy-two -hour notice be given before disbanding and cleaning up an encampment. Any materials collected, no matter the item or condition, is placed in storage for ninety (90) days and is made available to property owners who feel their possessions were lost during a cleanup. The impacts of homelessness have the greatest impact on the urban center of Ukiah. Homeless activity is greatest in public spaces along creeks, and in parks and along trails. Outside city limits the areas of greatest impact are along the abandoned railroad corridor at locations where it nears services, and at Lake Mendocino’s campgrounds. The City of Ukiah’s parks and streets crews monitor and maintain the sections of developed Great Redwood Trail. The City, in collaboration with the Great Redwood Trail Agency, has the capacity to manage and mitigate the impacts of homelessness within the city limits and the Greater Ukiah node. The creation of new or improved parks in poor neighborhoods poses the risk of gentrification11. Gentrification is the process whereby the character of a poor urban area is changed by wealthier people moving in, improving housing, and attracting new businesses, leading to the displacement of current inhabitants in the process. The potential for gentrification is greatest on the south end of the Greater Ukiah node. Meeting the community needs in this area will require adding parks. Unfortunately, few best practice park and recreation solutions for this problem have been identified. It may be that the best approaches to gentrification will be found in the Community Development and Housing arenas specifically by increasing housing stock. Great Redwood Trail The conversion of the old railroad corridor to a multi-use path has been established as a legislative priority by the State Legislature. The legislature created the Great Redwood Trail Agency (GRTA) tasked with building the new Great Redwood Trail (GRT) in 2021. The future GRT will bisect the Area of Interest for a total of eleven and a half miles with approximately ten miles in the Sphere of Influence. Currently approximately two miles of the trail has been built inside the city limits with an additional two miles slated to be built by the end of 2025. The Great Redwood Trail has tremendous unmet recreation potential. However, the GRTA has not yet completed the process of railbanking the rail line. Railbanking will allow the removal of the unused rails and ties and allow for a relatively inexpensive conversion to trail. Without railbanking the trail must be built alongside the rails at a much greater, potentially prohibitive cost. The City has begun the process of adding landscaping to the existing trail to create a linear park. The trail will provide recreational opportunities for hikers, bicyclists, skaters, and nature lovers. The 100-foot-wide corridor is wide enough to allow additional features including small playgrounds, fitness courses, and other park features but the City awaits railbanking to allow complete property Page 361 of 427 27 access. The GRT will provide recreational benefit to residents in the Lake Mendocino and Calpella nodes and act as a regional park serving the entire Area of Interest. Area of Interest Outside the City Limits and the Greater Ukiah Node The evaluation of the current state of parks within the City of Ukiah’s Area of Interest reflects the input of GIS review, on site evaluations, focus group surveys, one-on-one interviews, and community surveys. Outside the Greater Ukiah node, but within the Area of Interest there are three first tier park entrances at Lake Mendocino. Outside the Greater Ukiah node, these are the only first tier parks (Figure 4). While Lake Mendocino serves well as a regional park, very few people live within half a mile of the park entrances. Neither Mill Creek Park nor Cow Mountain have trail heads inside the City’s Area of Interest. However, like Lake Mendocino, they serve the Ukiah Valley as regional parks and provide valuable outdoor opportunities to residents as well as economic benefit through tourism. Outside the Greater Ukiah node there are two significant second tier homeowner association (HOA) parks, three trailer park association parks, and one Ukiah Unified School District school (Calpella Elementary). There are also a few private (second tier) recreational areas including the Rifle and Pistol Club and the Vichy Springs Resort in the Vichy Hills node, while the Deerwood/ El Dorado Node includes a pool and tennis courts at the Ukiah Bible Church. The Vichy Hills HOA park serves the vast majority of the residents in the Vichy Hills node well. It includes a 7.5-acre greenway and a 9.6-acre open space area with a trail. While these areas do not include any play equipment or other features, with over 17 acres of open space they provide an affordable approach to serve the five hundred and seventeen residents living in this rural/suburban setting. The West Fork Estates subdivision’s HOA park includes a small area of turf, suitable for a game of “catch”,” a small play structure, and bocce courts. The HOA comprises approximately 130 homes but is not open to the majority of the 1,912 people living in the Eastside Calpella/Lake Mendocino node. Each of the three trailer parks in this node provide small parks that meet the minimum requirements for park access to those residents. Calpella Elementary School provides after hours recreational access to the 312 residents in the Calpella Node. Overall, outside the city limits park and recreation opportunities are very limited. Goal 1.1 and 1.2 establish a threshold density of five people per acre combined with a minimum population over Figure 4 Outside the Greater Ukiah node: First Tier locations in green. Second Tier locations in red. Page 362 of 427 28 which the City expects to provide parks. The Vichy Springs node with a population density of 4.5 people per acre is the most densely populated area outside the city limits. By contrast, the Greater Ukiah population node has nearly twice that density providing a much greater economy of scale to support parks and recreation. The population density threshold of five per acre excludes the requirement of providing parks and facilities beyond the limits of the Greater Ukiah node. However, park and recreation services inside the urban Greater Ukiah node need to be adequate to serve all the residents living within the Area of Interest. Further, as outlined in Goal 1.3, the urban parks need adequate resources to not become over “pressured.” Currently the parks in the Greater Ukiah node are meeting the needs of the surrounding area without experiencing the “pressure” of overuse. In selecting a place to live residents can choose locations that best meet their needs. Residents who choose to live in rural or lightly populated areas reap the benefits of dark skies, remote neighbors, lower land costs, and more natural home settings. Those benefits, however, come at the cost of substantially reduced park and recreation opportunities. New housing developments could increase the population and density of an identified node to a point where the City would work to provide new parks, but with the exception of the Greater Ukiah node, none of the outlaying nodes currently provide adequate density or an economy of scale to merit the development of a new park. Page 363 of 427 29 Recreation Services The mission of the recreation team is to fill recreation gaps that are not met by for-profit, or non- profit organizations, but are desired by the public. In some cases, such as the municipal pool at Todd Grove Park, the recreation team provides a low-cost alternative to otherwise expensive recreational needs. The City of Ukiah (COU) boasts a five-member recreation team providing a robust and varied slate of recreation opportunities. The Gap Analysis survey and recreation sign up lists confirm the recreation team currently serves the entire Area of Interest and beyond. While the majority of people signing up for recreation activities and attending COU recreation sponsored events are from the Greater Ukiah Node, the services are also used by many from the Area of Interest. The COU recreation team organizes team-sports leagues, swimming lessons, an after-school program, a summer school program, an intramural elementary school sports program, and a multitude of classes. Additionally, the team partners with Ukiah Unified School District (UUSD) to organize games and practices at Anton Stadium. Adult team sports include softball, volleyball, and basketball. Youth team sports cover the same sports plus flag football. Cumulatively, there are year-round team sports opportunities for residents of the Ukiah valley. The recreation team hires umpires and referees and oversees the work of the volunteer coaches for all the teams. Ukiah’s Sports Complex hosted nearly seventy-three thousand visits in the last year. Over 150 coaches and volunteers are employed by the recreation team to support team sports services. At this time adult and youth soccer leagues are provided by local non-profit organizations and therefore not conducted by the COU Recreation. In addition to sports, the recreation team puts on multiple large events throughout the year. The largest events are the Sundays in the Park Series (six concerts per summer with close to 26,000 attendees) and the Pumpkin Fest. The Ice Rink and Hometown Holidays are now drawing over 10,000 visitors per year and the 2024 Light Parade attracted over 6,000 attendees. City sponsored classes are held year-round linking teachers to students interested in music, art, health & fitness, aquatics, dance, pets, and children’s activities. The recreation team publicizes these activities primarily through social media and contact lists. Participants can review and sign up for leagues and classes through the online “Rec Desk” portal. The Rec Desk portal includes a contact list of over 8,000 potential participants and 85 instructors and coaches. Major Annual Events All American Picnic Community Yard Sale Dias De Los Muertos Earth Day Friday Night Grinds Grasshopper Gravel Bike Race Holiday Ice Rink Hometown Holidays Kids Triathlon Let it Glow Festival Light Parade Moonlight Movies Pumpkin Fest Sundays in the Park Page 364 of 427 30 Community Input Overview Community input for this report included a survey (online and paper, English and Spanish), focus groups, tabling events, one-on-one meetings, and discussions with the Public Spaces Commission (PSC) and Diversity, Equity, and Inclusion Committee (DEI). Community input began with the project design being discussed with the Public Spaces Commission (PSC) at its May 14th, 2024, and July 9th, 2024, meetings. Community input solicitations were designed to be in alignment with the Goals and identified Levels of Service. The survey was designed using the Survey Monkey application and included twenty questions. Surveys were publicized via a press release, and social media outreach. Additionally, the surveys were promoted and available via “tabling” events at two Sundays in the Park and the Pumpkinfest. A total of 283 surveys were completed. One-on-one meetings were held with representatives from the Bureau of Land Management (Cow Mountain) and the US Army Corps of Engineers (Lake Mendocino). Although there is no public access to BLM property within the area of interest, input from BLM was requested as they provide a significant recreational opportunity in the region and additional access points could bring the recreation area into the area of interest. A total of 10 stakeholder focus groups were convened. The focus group design, recruitment, and facilitation were done in collaboration with facilitator Jen Dalton of Kitchen Table Consulting. The focus groups included stakeholders representing Alex Rorabaugh Recreation Center, business community members, a real estate group, climate action and healthy communities, LatinX, County of Mendocino employees, competitive sports enthusiasts, Ukiah Unified School District, and elected officials. The same focus group questions were presented to the Public Spaces Commission (PSC) and the Diversity, Equity, and Inclusion Committee (DEI). On September 10th, 2024 the PSC Community Forum included a facilitated discussion using the Focus Group questions. This publicly noticed and publicized meeting was offered both in person and remotely and had an attendance of 15 and included Spanish language translation. The DEI Commission provided input at their regularly scheduled and publicly noticed October 23rd, 2024, meeting. Community Input Summation Focus Groups Universally, stakeholders expressed appreciation for the opportunity to provide input. When asked about the quantity of parks, an immediate request for more parks was frequently expressed. This likely has more to do with the popularity of parks rather than a true need for more parks. When asked for more detail on the need for “more parks” it often emerged that it was more specifically a greater diversity of park features that was of interest. On further questioning, most groups saw a true need for more parks on the south side of Ukiah outside current city limits. The need for parks in the Wagenseller area was also noted by many focus group members. The quantity of parks question preceded the diversity of features question about parks so both questions elicited lists of desired Page 365 of 427 31 but unavailable features including dog parks, skating surfaces, pickleball courts, soccer areas, and indoor facilities. The need for river access, restrooms, and ADA features were less commonly noted needs. Heat Map Showing Origins of Attendees for Sunday in the Park Performance June 30, 2024 Questions regarding the quality of parks were generally quite positive with many avowing to the cleanliness and tidiness of the parks. New facilities at Todd Grove Park were praised, and while the aging of facilities was noted, most participants seemed to feel they were not yet past their reasonable life span. Low Gap Park was a notable exception that was frequently called out as having dilapidated features, many of which are seen as deteriorated to the point of being unusable. To explore issues of community and social capital focus group members were asked “Do you think our parks are promoting a sense of community? How could they do that better?” The answers tended to feature recreation programs as opposed to parks infrastructure. However, community gardens, murals, and connectivity along the Great Redwood Trail were all mentioned as important infrastructure for building community. The LatinX group expressed a need for a public square or a place for people to walk and mingle as a park-like feature that would be culturally appropriate and desired. The old Montgomery Ward storefront next to the Alex Rorabaugh Center site was specifically mentioned as having potential for this feature. Previous discussions with the LatinX community also suggest a strong desire for family gathering areas. Page 366 of 427 32 Focus group participants were asked about their perception of Safety in the parks; “Do you think our parks feel welcoming to you? Do you feel safe in parks?” Generally, participants spoke to feeling safe during daylight hours. This was biased by gender with one participant stating, “sure, I feel safe, but I’m six foot four.” The Great Redwood Trail and Low Gap Park were spoken of as parks that feel less safe, but this too was by no means universal. Most comments regarding perceived danger focused on a general discomfort with homeless or people under the influence with little concern expressed about robbery, violence, or gangs. Some participants expressed surprise that others did not feel safe. It also should be noted that a number of parents qualified their positive statements of perceived safety with the qualifier “but I don’t want my child to be there alone.” Restrooms were called out as a potentially unsafe place and a need for single stall, individual restrooms were desired to avoid being trapped in an enclosed place with a potential assailant. One group suggested the need for a greater police presence only to be countered with “not everyone feels safer with the police.” The presence of park staff, rangers, or park “ambassadors” was seen as a good option for increasing perceived safety. Improved lighting was also mentioned as a means to improve safety. It should be noted that the facilitators generally steered the conversation away from homelessness. The facilitators took the position that homelessness is a separate issue that effects all public spaces and that parks “neither create nor solve homelessness.” The issue of homelessness did come up at all the focus group meetings and while no one was prohibited from speaking about it, most participants seemed to agree it is a subject that requires its own separate discussion and its own separate solution. There was no dispute, and this report acknowledges that homelessness negatively impacts the perception of safety and park cleanliness thereby decreasing user enjoyment of parks. The final focus group question was “Lack of funding is a barrier. Many communities set up special districts or pass bond measures to pay for parks. Do you think that might be a good option for here?” Few participants categorically ruled out assessing additional taxes to support parks. However, many felt that “now is not a good time” and a lack of trust that additional taxes would not be diverted away from parks for other uses. Many participants expressed a willingness to pay additional taxes if they could be assured the money would be exclusively earmarked for parks and recreation. The Real Estate Focus group expressed the most resistance to new taxes with concern that property owners pay an unfair share of taxes. The use of fundraisers, grants, and donations were suggested by virtually all groups. There was little or no discussion of Public / Private partnerships or “pay for play” options. One-on-One Meetings One-on-one meetings were set up with Poppy Burkhead from the US Army Corps of Engineers (USACE) at Lake Mendocino and Shane Garside of BLM. Staff met with Lake Mendocino’s Operations Project Manager Poppy Burkhead on August 6th, 2024. Lake Mendocino offers many recreational opportunities including two camping areas, boat-in camping, approximately 15 miles of hiking and biking trails, two disc golf courses and multiple playgrounds. Some of the trails are in the 700-acre wilderness area, where native wildlife can be viewed. There are five large day-use areas with covered picnic shelters and barbeques. For on-the-water recreation, there is boating, Page 367 of 427 33 swimming and water skiing. Fishing for large and small mouth bass, stripers, crappie, blue gill and three varieties of catfish is a popular activity. In recent years the lake level has become more variable with extended periods of low water level due to drought. During these periods of low water, fishing and boating become unavailable. Additionally, efforts to assure adequate water flow to the Russian River has led to storing greater amounts of water creating periods of flooding. Flooding submerged the boat launch areas and the access road to the largest area of campgrounds leading to the majority of their campsites being closed. Fishing, boating, swimming, and camping have all been significantly curtailed due to the unpredictability of the lake level. The USACE has entered a partnership with the Greater Ukiah Business and Tourism Alliance (GUBTA) to explore options for improving recreational opportunities at the Lake. While Lake Mendocino provides regional park opportunities in the City of Ukiah’s Area of Interest, very few residents live within walking distance of the park’s features. The USACE is interested in installing a “destination playground” in the hopes that it will draw tourists to the park. Although a large playground for 5-12 year-olds would have appeal to local families as a regional destination, it does not meet the community need for “accessible” (within a half mile) parks. A one-on-one meeting with Assistant Field Manager Shane Garfield of the BLM was convened on August 14th, 2024. Although there is no public access to BLM property within the area of interest, input from BLM was requested as they provide a significant recreational opportunity in the region. Cow Mountain provides over 50,000 acres of open space. The North Cow Mountain Recreation (non-motorized) Area is located within the Mayacamas Mountains, east of the City of Ukiah and west of the City of Lakeport, in Northwestern California. The recreation management area consists of approximately 26,000 acres of public land that is managed for non-motorized use. The recreation area boasts almost 30 miles of hiking, biking, and equestrian trails. South Cow Mountain is contiguous and located immediately to the south. South Cow Mountain is open to motorized vehicles and boasts over 90 miles of trails and roads. The western boundary of North Cow Mountain is within the City of Ukiah’s Area of Interest, but no trailheads are within the Area of Interest. Further, the only legal shooting range on Cow Mountain is in the middle of the non-motorized area. Unregulated, illegal shooting is rampant and a serious deterrent to users from the Ukiah Valley. The lack of a convenient trailhead and overly steep trails further reduce the recreational appeal of the trails. Mr. Garfield acknowledged these issues and stated that moving the shooting range is not an option, and staffing for enforcement is extremely limited. The benefits of establishing a trailhead on the west side of the property were discussed. Page 368 of 427 34 Surveys and Tabling A 20-question survey was developed using the online Survey Monkey application. The questions were designed to align with this project’s Levels of Service and Goals. The survey was available in English and Spanish and advertised via a press release, on social media, and via tabling events. Over 300 surveys were completed. The surveys were available at tabling events as well, and participants were encouraged to discuss the questions and parks in general in one-on-one interactions. The majority of respondents (76%) live in the greater Ukiah Valley node and are frequent users of the parks. Generally speaking, the more often people used parks, the more likely they were to fill out the survey, a bias that should be considered. Over forty percent felt we need more parks, but in the comments section there were many statements like “we could always use more parks.” Some respondents also noted that having well dispersed parks is as important as having more parks. Seventy percent of respondents expressed that the parks are clean and well maintained with only thirteen percent disagreeing with that. The question regarding park cleanliness specifically stated “other than homelessness” do you feel the parks are clean and well maintained. Many respondents used the comment areas in the survey to bemoan the negative impact of people experiencing homelessness. For the authors of the survey, it was important to try to separate the success of the City in routine maintenance of the park as opposed to the issues related to mitigating the impact of homelessness. Survey responses did seem to indicate that the Parks maintenance team is doing a good job with routine maintenance. The survey indicated that for the majority of users, park use is a social activity. Less than one in five respondents reported “always” or “usually” going to the park alone. This is contrasted with over sixty percent stating they “always” or “usually” go with “my family or a larger group of friends” and forty-three percent “always” or “usually” going with one or more friends. This suggests a potential need for more facilities to support group use. The survey indicated that the parks are not overcrowded, and the available space is adequate to meet community needs. Additionally, sixty percent of respondents feel the parks provide a “sense of place and history.” Thirty percent had no opinion on this question, leaving less than ten percent who disagreed. Page 369 of 427 35 Seventy-one percent of respondents stated they feel the parks are safe enough to use. Less than fifteen percent disagreed. However, when asked about specific parks, only forty-three percent stated they feel safe in all the parks. A third of respondents do not feel the Great Redwood Trail is safe, while more than seventeen percent deem Riverside Park, Oak Manor Park, and Low Gap Park unsafe. Understanding the recreational interests of users will help City of Ukiah staff to plan for and provide the appropriate park features and recreational programs. The survey asked participants to cite their top three recreational interests. “Trail Use” and “Picnic/Relax/Hangout” both were cited by fifty- seven percent of respondents. These were followed by “River Access” (31%) and swimming (28%) as the most popular activities. All the rest of the options were selected by five to fifteen percent of participants. Interestingly, this included pickleball with only twelve percent choosing it as one of their top three activities. These results suggest strong community interest in nature-based outdoor recreation. Approximately two thirds reported taking recreation department classes and activities in the last “few years” while ninety percent stated they would take a class if the time and activity suited them. Not surprisingly, there was significant interest in most of the recreation options provided. Similarly interest in team or competitive sports was spread fairly evenly across the options provided. Fifty-one percent of respondents agreed or strongly stated support for a potential tax to pay for parks and recreation support. An additional twenty-five percent of respondents neither agreed nor disagreed with only thirteen percent disagreeing or strongly disagreeing. The self-selection of the survey no doubt biased the results with a high percentage of frequent park users more likely to support a parks tax than might the general population. The survey was also skewed with women twice as likely to participate as men. Three quarters of respondents were well distributed by age between thirty and sixty or older. Nineteen percent were under thirty and a small percentage declined to state. Despite efforts at engagement, only thirteen percent of respondents identified as Hispanic and three quarters as White/Caucasian. A small sampling of typical survey comments: “I think a hard-packed sand (or something non-slippery like that) walking trail just inside the stone wall at Todd Grove Park would be a welcomed improvement. It would be a mostly shaded area for walking at any time of the day especially in the summer. Maybe other parks would like to have such a feature also.” “I think it would be awesome if lights could be installed (where possible) to illuminate grass areas and basketball courts for after work recreation during the winter. I would support special district taxes to support these improvements” “The south end of town could use another park. Also, easier/more access to rivers would be amazing.” “The south side of Ukiah deserves more park access, the areas of the Ukiah valley with the highest percentage of Latino residents have the lowest access to safe parks/recreation activities.” Page 370 of 427 36 ”I would really like the city to expand the riverside park to make use of the river there for more swim activities.....even to create a large beach area. It seems a shame that we don't have access to the Russian River for families in the summer.” Page 371 of 427 37 Next Steps – Case Studies The City of Ukiah’s existing parks largely meet community needs for those living within the city limits. However, survey and focus group input suggest residents would like both more parks and additional features like dog parks, pickleball courts, and lighting. Further, the areas immediately to the north and south of the city are underserved. Beyond the Greater Ukiah node, population densities are too low to support park development. Many of these areas may be relatively close to current or future open spaces, but otherwise, these residents will need to travel to a park in the Greater Ukiah node. This section will discuss opportunities to expand the City’s park system to meet current and future needs. Table 4 provides a Capital Improvement Project list of potential acquisitions and park feature improvements or additions associated with this section’s recommendations. Connectivity Each individual park offers a different set of recreational opportunities and ideally, a system of parks will provide all the varied opportunities a community desires. A parks system with good connectivity will ensure that the sum of recreational opportunities is greater than its parts. By allowing users to combine experiences and transform travel to, from, and between parks from a task to part of the experience increases the overall impact of the park system. Great Redwood Trail - Linear parks provide the most obvious example of enhancing parks through connectivity. The Great Redwood Trail (GRT) will one day span from the south end to the north end of the Area of Interest. In addition to serving as a recreational space it will serve as a transportation corridor. The completed path will double as an alternative transportation “arterial” or major route. The trail is currently open to the public from Commerce Drive to Brush Street and construction is under way to extend to the southern city limit with a grand opening planned for Fall of 2025. The Ukiah section of the GRT lacks landscaping, shade, and amenities. The City of Ukiah’s GRT Master plan (2020) provides guidance for the addition of park features along the trail. The City is currently working with the Great Redwood Trail Agency to create new sites to access the trail. Orr Creek Greenway – The Ukiah Bike and Pedestrian Master Plan (2015) and the Low Gap Park Trail Plan (2016) describe the benefits of creating a multi-use path along Orr Creek from Low Gap Park to the Russian River (Figure 5). This path would cross the GRT and add an east-west arterial corridor for bicyclists and pedestrians in addition to the north-south GRT arterial. This path would connect the recreational opportunities at Low Gap Park, Ukiah High, Pomolita Middle School, and the Ukiah Sports Complex. Page 372 of 427 38 Figure 5 Orr Creek Greenway Park Development Opportunities North Ukiah The north end of the Greater Ukiah node is underserved by parks. A park located in the vicinity of the west end of Lover’s Lane could provide most of the underserved area in Figure 6 with access to a park. Alternatively, a park on Ford Road would provide good access to about half the homes in the underserved area. New housing developments on the north end of the node would require the addition of parks. Figure 6– Homes on the north end of the Greater Ukiah node greater than a half mile from a park outlined in red. Page 373 of 427 39 South Ukiah – The south side of the Greater Ukiah node has a relatively high population density with most of the residents in a severely disadvantaged community (CA State Parks Fact Finder). Assuring all residents in the area live within a half mile of a park and have a diversity of park features will likely require the creation of three new parks. Schools on the south end of town may provide opportunities as well as other under utilized properties. Further, a strong argument can be made that to achieve equity, one of the parks should be a large community park reminiscent of Todd Grove Park. The City owns property on the end of Norgard Lane which could potentially be developed as a park. Additionally, the proposed Bella Vista development on the south end of the Greater Ukiah node may present an opportunity for the third park in the area (Figure 7). Wagenseller Neighborhood Park Opportunities There are five identified but unsecured options for meeting the park needs of the Wagenseller neighborhood, all with pros and cons. In no order of importance or feasibility, the first option would be to develop a section of the Great Redwood Trail (GRT) sufficiently to meet community needs. This option cannot happen until the GRT is “railbanked” and there is no identified timeline for this to occur. However, once railbanked this would provide an affordable and suitable option. The second option would be to create an underpass or overpass across highway 101 to allow access to the Ukiah Sports Complex. A few additional features would allow this park to transition from a special use park to a neighborhood park. However, the financial and bureaucratic hurdles to this option are very high. The third option would be to build a new park in the Brush Street triangle. Should this area be developed, the inclusion of a park could be a condition of development. The fourth option is to acquire property from the International Church of the Foursquare Gospel. However, it is unknown if the church has any interest in selling. The fifth option would be to create a public-private partnership with the Rural Community Housing District to open and improve their grounds for public use to meet the neighborhood’s needs. Open Space Opportunities Results of this study’s survey showed a strong predilection for trails and outdoor, passive use recreation like hiking and nature viewing. Preservation of open space presents a number of associated co-benefits including watershed protection, carbon sequestration, and improvements to air quality. Recreation benefits are enjoyed by residents who recreate in the area while the economic benefits of increased tourism extend to the entire community. Open space preservation that is opened to public recreation would generally create a designation of regional park. Figure 7 Potential South Side Park Locations Page 374 of 427 40 Western Hills Open Space The City of Ukiah has acquired over 700 acres of open space now named the Western Hills Watershed Protection Area (WHWPA). A management plan was adopted by the City Council in 2024. The management plan defines the western hills as ranging from the valley floor to the ridge near “lookout peak” and from highway 253 north to Low Gap Road. Although the City has only acquired 700 acres, there is recreational and environmental benefit to preserving the entire area. Linking the WHWPA via trail to Low Gap Park would greatly extend the ease of access to the area and the hills to the west of Lovers Lane would be a natural extension to be added to the area if feasible. Landfill Site Open Space The City also owns approximately 170 acres of undeveloped oak woodland immediately to the north of the old landfill at the end of Vichy Hills Drive. This area has potential as an open space “trail” park. Cow Mountain Open Space Access The hills to the east of the Ukiah Valley also hold potential for open space preservation. The western edge of the BLM’s Cow Mountain recreation area extends close to four miles and holds a host of opportunities for land acquisitions or public access easements to extend land preservation and open space recreation from Cow Mountain to the valley floor. River Access Opportunities The Russian River bisects the Sphere of Influence and skirts the east side of the City of Ukiah. Traditionally, the river was freely accessed by residents for recreation. However, over the last two to three decades, private property owners have been increasingly unwilling to allow free access across their properties for public river access. River access is available at Riverside Park and limited access at the Vichy Springs Bridge – Fishing Area. Riverside Park allows river access but lacks infrastructure to ease entry. River levels vary greatly and the best spots for accessing the river flood most years. The post flood detritus limits use and raises a challenge for any riverside improvements. Further, the presence of illegal encampments discourages use. Few people take advantage of the access points at this time. The County-owned “Vichy Springs Bridge – Fishing Area” is a 2.7-acre parcel located directly under the Perkins Street overpass bridging the Russian River, and allows access to the west bank of the river. The property was acquired in a settlement agreement in 1991, following negotiations over rights-of-way for a new bridge and approach routes on East Perkins Street at the Russian River WHWPA Vision Statement Creating an Open Space Preserve, Balancing Resource Management, Fire Risk Abatement, and Public Engagement Our vision for the WHWPA is to establish an Open Space Preserve that harmoniously integrates resource management, fire risk abatement, and public access for healthy outdoor recreation. We aspire to protect native plants and wildlife communities, prevent erosion, and maintain water quality. Simultaneously, we aim to engage the public in citizen science, education, and passive recreation while ensuring the protection of historical resources and providing essential infrastructure for the benefit of our community. Page 375 of 427 41 crossing. The settlement terms allowed the County to own and maintain limited access to the area but prohibited any recreational development. The Vichy Springs Bridge is intended only for day use fishing access. Should the City develop the Norgard Lane property as a park it would be possible for people to enter the river at Riverside Park and float to a take-out spot at Norgard Lane. Improved signage, strict enforcement of no-camping regulations, and prompt post flood clean-ups would make river access more tenable. Unmet Park Feature Needs Community input and staff evaluations identified a variety of park features that are not currently available in the Ukiah Valley. Dog parks are arguably the single most important missing park feature. The high percentage of dog owners combined with a paucity of dog run areas or parks leads to the unsanctioned use of City parks as de facto dog parks. The unsanctioned “off-leash” use of areas does not serve dogs or their owners well and leads to conflict with other users. The need for pickleball and skating areas both received the support of vocal and organized proponents. However, the results of community input suggest these are not the most popular activities. This should not dismiss the need of the features, but should be considered when prioritizing limited funding. Trail use was the most popularly desired activity identified in the survey and efforts are underway to expand the trail system. The next most desired activity was “picnicking and hanging out.” The rentable group picnic areas are frequently reserved, suggesting a need for more group areas, particularly those that provide shade. New parks, and improvements to existing parks, should be pursued with a strong consideration of the impacts of climate change. Shade and permeable surfaces should be included whenever feasible, particularly for play areas. The lack of shade on the Ukiah section of the Great Redwood Trail substantially decreases the number of users while missing an opportunity for carbon sequestration. Additionally, the provision of lights at parks can allow for expanded hours and use during the relative cool of mornings and evenings. Indoor facilities are desired but exceedingly expensive. An emphasis should be placed on finding or acquiring small areas for additional neighborhood basketball hoops and multi-use soccer courts. Low Gap Park is in desperate need of maintenance. The County of Mendocino conducted a Parks Needs Assessment in two phases in 2020 and 20224. The authors calculated a need for over a million dollars in maintenance simply to address the park’s health and safety concerns. They calculated a need for an additional fifty thousand dollars to allow for “minimum function”, and another five-hundred thousand dollars for “future improvements.” Finally, the City of Ukiah’s municipal pool has aged to a point that maintenance is verging on unfeasible and unaffordable. Modern pool design also provides a wide range of advantages unavailable with the existing facility. Even without the pressure of climate change, a high quality and affordable municipal pool is an essential component of a complete park system in the Ukiah Valley. Planning and preparation to provide a modern pool facility should be undertaken as soon as possible. Page 376 of 427 42 Preparing for Climate Change The forest management framework5—focusing on resistance, resilience, and transition, as shown in the figure/image below—can be applied across all elements of a parks system and play a key role in guiding investments and resource allocation for City Parks, particularly those vulnerable to natural hazards such as flooding, fire, and landslides: This framework for forest management—focusing on resistance, resilience, and transition— applies directly to the management of local and regional parks that include natural areas, trails, and forested open spaces. Key applications include: 1. Resistance: If maintaining current park conditions is the goal, management would focus on reducing tree density to lower fire risk, controlling invasive species, and maintaining existing recreational and ecological functions. This would help parks resist climate-driven changes, but ongoing intervention would be required to preserve these conditions. 2. Resilience: This approach recognizes that disturbances (wildfires, droughts, pest infestations) are inevitable. Parks would be managed to withstand and recover from these impacts, possibly by maintaining mature, seed-producing trees, promoting species diversity, and allowing some natural disturbances (like controlled burns) to occur to enhance ecosystem health. 3. Transition: If change is expected to alter the forest structure of parklands, proactive management would involve gradual shifts in species composition and habitat structure. This could mean replacing water-dependent species with drought-tolerant trees, creating more open-canopy conditions, or introducing plant communities that can better handle future conditions. It could also mean reducing recreational activities or access with a focus on preservation of this area for other needs. For local parks, applying these principles ensures that recreational access, habitat conservation, and wildfire prevention strategies align with long-term ecological sustainability. This approach also guides decision-making on forest restoration, habitat protection, and climate adaptation in publicly managed open spaces. Page 377 of 427 43 Funding Funding for acquisition and development of current and future parks can come from donations, fundraising, sponsorships, grants, or taxes. Successfully funding all the desired projects will likely rely on all these funding sources. Donors do not typically give to municipalities. However, supporting non-profits can be a valuable partner in helping the City of Ukiah fund projects. City parks currently benefit from the support of the Ukiah Valley Trail Group, the Sanhedrin Chapter of the Native Plant Society, Ukiah Little League, the Rusty Bowl BMX, Ukiah Lion’s Football and Cheer, and the Alex Rorabaugh Recreation Center. These groups tend to have their own agendas and solicit funds or contribute in-kind labor to meet their own priorities. These groups should be supported, thanked, and encouraged as they provide tremendous benefit to the city. The UVTG, Rusty Bowl, and Ukiah Little League all provide park features that would otherwise be unmet. The city would benefit from a non-profit with a mission to provide general support for parks or a non-profit focused on one or more of the City’s priority park projects. The Public Spaces Commission could potentially foment the creation of a non-profit to support parks. The City leans heavily on sponsorships to fund events. Utilizing sponsors to support park infrastructure, however, requires much larger contributions and therefore is more challenging. Soliciting sponsors for individual features at a park may be a fruitful approach. The cost of installing a new playground, dog park features, or a single trail could be offered at a level in line with the cost of the feature. Should the opportunity arise to create a new park, a donor/sponsor may be willing to contribute enough to merit an offer of naming rights. Additionally, this kind of sponsorship could be used as a required match in a grant application. A wide variety of grants are available to support the creation and development of parks, but the competition is fierce. The City has made a commitment to this revenue stream by hiring a Grant Manager who works full-time pursuing and assisting other staff in their pursuit of grants. Over a half million dollars in grants have been used in city parks in the last three years. City staff are well aware of available grant opportunities and also make a practice of searching for new grant opportunities. The final funding opportunity comes through the assessment of taxes. Park maintenance and incremental improvements are funded by the City’s general fund. Most significant additions, feature replacements, and improvements rely on grant funding. Additional assessments could be used to finance bond measures or provide ongoing funding specifically for parks. Many communities establish special park districts to obtain needed park funding. Special Districts are authorized and created by the Local Area Formation Commission (LAFCo) and are set up to cover a specific mapped area. A special park district could be set up to cover the Sphere of Influence, the Area of Interest, or some other customized area. Property taxes are the most common item taxed, but sales taxes or luxury taxes among others are options. Setting up a special park district does not require an election, but taxing the residents of the district would. Page 378 of 427 44 Conclusions On-site staff assessments of the parks concurred with community input in determining the Greater Ukiah Node parks to be well maintained and in overall good shape. The one exception was the County managed Low Gap Park. While residents desire a greater diversity of park features, they also expressed overall satisfaction with the existing park diversity of features. Some desirable park features that are not represented in City parks include dog parks, pickleball, courts, skating venues, neighborhood basketball courts, and multiple river access points. The majority of people living in the city limits live within a half mile of a first tier, community, neighborhood, or regional park. Staffing for the parks is adequate to maintain existing facilities. Additional funding will be needed to expand, create new, or improve existing parks. While few parks exist outside the Greater Ukiah Node, the total population and population densities do not support the creation of new parks. Residents choosing to live in rural areas and lightly populated nodes should not expect the City of Ukiah to attempt to provide parks in their vicinity even should the area be annexed into the city limits. The City can, however, work to expand the amount and access to open space. Trails and passive recreation provide an affordable and popular park and recreation opportunity. The Russian River also provides a valuable opportunity to affordably improve Ukiah Valley recreation. Should annexation occur to the boundary of the Greater Ukiah node, or to include the entire Sphere of Influence, it will not make a significant difference in current park needs. In either case population densities should support the maintenance of new parks on the north and south side of the current city limits. However, the capital investment required to acquire the land and build the parks will require grant funding, fund-raising, and, or the creation of a parks district. Page 379 of 427 45 Citations and References 1. Abel, Dana (2019) TURNING THE PLAYGROUND INTO A HOME; THE IMPACT OF HOMELESSNESS IN PUBLIC PARKS. CA State University Northridge Thesis. 2. Bäckström, Martin Karaba., Lundgreen, Eva., Slaug, Bjorn (2023). MITIGATING THE EFFECTS OF CLIMATE CHANGE IN CHILDREN’S OUTDOOR PLAY ENVIRONMENTS. Scandinavian Journal of Occupational Health. Pages 1-13 | Received 16 Apr 2023, Accepted 23 Oct 2023, Published online: 28 Nov 2023 https://doi.org/10.1080/11038128.2023.2275697 3. Barth, D. PhD. AICP (2016 May/June) ALTERNATIVES FOR DETERMINING PARK AND RECREATION LEVEL OF SERVICE. American Planning Association. 205 N. Michigan Ave., Ste. 1200, Chicago, IL 60601 4. Bucholz, Ethan PhD (2022) Climate Adaptation in Practice: Resistance, Resilience and Transition; Colorado State Forest Service 5. County of Mendocino. (2022) MENDOCINO PARKS OPERATIONS AND MANAGEMENT ANALYSIS. 6. County Of Mendocino Cultural Services Agency (2020) COUNTY PARKS NEEDS ASSESSMENT REPORT 7. Department of Interior (2022, November) FIRST ANNUAL REPORT ON TRIBAL CO- STEWARDSHIP 8. Department of Interior ((2021) Policy Memorandum 22-03 9. Doyle, D, PhD., Norton, R., Widera, R. BUILDING A CLIMATE-RESILIENT CALIFORNIA STATE PARK SYSTEM; PRESERVING PARKS FOR FUTURE GENERATIONS. https://www.calparks.org/climatereport (Accessed June 2024) 10. Foderaro, Lisa (2022). THE POWER OF PARKS TO ADDRESS CLIMATE CHANGE: A SPECIAL REPORT. The Trust for Public Land. https://www.tpl.org/parks-address-climate-change- report 11. Ford, G., Webb, J. (2019, September) DESIGNING THE GREAT PARK THAT EVERYONE DESERVES; National Recreation and Parks Association; https://www.nrpa.org/parks- recreation-magazine/2019/september/designing-the-great-park-that-everyone-deserves/ (Accessed 6/17/2024) Page 380 of 427 46 12. Moeller, J. (1965, January) STANDARDS FOR OUTDOOR RECREATIONAL AREAS. Information Report No. 194; American Society of Planning Officials. 1313 East 60th St Chicago Illinois. 13. Rigolon, Alessandro; Keith, Samuel J.; Harris, Brandon; Mullenbach, Lauren E.; Larson, Lincoln R.; Rushing, Jaclyn. MORE THAN “JUST GREEN ENOUGH”: HELPING PARK PROFESSIONALS ACHIEVE EQUITABLE GREENING AND LIMIT ENVIRONMENTAL GENTRIFICATION. Journal of Park & Recreation Administration, 2020, Vol 38, Issue 3, p29 14. Rouse, D. FAICP, ASLA (2018, July) SOCIAL EQUITY, PARKS, AND GENTRIFICATION. National Recreation and Parks Association. 22377 Belmont Ridge Road, Ashburn, VA 20148; nrpa.org https://www.nrpa.org/parks-recreation-magazine/2018/july/social-equity-parks- and-gentrification/ (Accessed June 2024) 15. Santana, A., Munoz Flegal, A.H. (2021, June) ADVANCING PARK EQUITY IN CALIFORNA. PolicyLink. 1438 Webster Street, suite 303. Oakland CA 16. Simon, J., Smith, W., & Sanchez, J. (2022, April 1). METHODOLOGY FOR IDENTIFYING STATEWIDE DISADVANTAGED UNINCORPORATED COMMUNITIES USING AMERICAN COMMUNITY SURVEY 5-YEAR DATA (2015-19). 17. Sister, C. Wilson, J. Wolch,J (2007, December) PARK CONGESTION AND STATEGIES TO INCREASE PARK EQUITY. The Green Visions Plan for 21st Century Southern California. 18. Statewide Parks Program Community FactFinder (2023 Edition) https://www.parksforcalifornia.org/communities/ 19. Unacknowledged. RECOMMENIDED MEASURES TO EAVLUATE PARK USE AND QUALITY. National Recreation and Parks Association. 22377 Belmont Ridge Road, Ashburn, VA 20148; nrpa.org 20. Unacknowledged, 2024 OUTDOOR PARTICIPATION TRENDS REPORT; EXECUTIVE SUMMARY. (2024) Outdoor Industry Assocation. PO Box 21497 Boulder, CO 80308 https://oia.outdoorindustry.org/research/2024-outdoor-participation-trends-report- executive-summary (accessed July 2024) 21. Unacknowledged. BEST PRACTICES FOR TRIBAL ENGAGEMENT IN MARINE PROTECTED AREA STEWARDSHIP. Marine Protected Area Collaborative Network 22. Unacknowledged. (2005) CALIFORNIA’S RECREATION POLICY California Department of Parks and Recreation, Office of Grants and Local Services, 1416 Ninth Street, Room 918 , Sacramento, CA 95814www.parks.ca.gov/pages/795/files/rec_policy_final_2005.pdf (Accessed June 2024) Page 381 of 427 47 23. Unacknowledged. California's 2021–2025 Statewide Comprehensive Outdoor Recreation Plan (SCORP) A FIVE-YEAR PLAN FOR INCREASING PARK ACCESS, COMMUNITY-BASED PLANNING, AND HEALTH PARTNERSHIPS THROUGH GRANTS; California Department of Parks and Recreation, Office of Grants and Local Services, 1416 Ninth Street, Room 918 , Sacramento, CA 95814 https://www.parksforcalifornia.org/scorp/2021#park_access_tool (Accessed June 2024) 24. Unacknowledged. CITY OF UKIAH 2022 MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE UPDATE. City of Ukiah. 300 Seminary Drive, Ukiah, CA 95482 25. Unacknowledged. CITY OF UKIAH 2040 GENERAL PLAN. City of Ukiah. 300 Seminary Drive, Ukiah, CA 95482 26. Unacknowledged (2023) NRPA AGENCY PERFORMANCE REVIEW. National Recreation and Parks Association. 22377 Belmont Ridge Road, Ashburn, VA 20148; nrpa.org 27. Unacknowledged (2017) HOMELESSNESS IN PARKS; A SUMMARY OF RESULTS FROM AND nrpa MEMBERSHIP SURVEY. National Recreation and Parks Association. 22377 Belmont Ridge Road, Ashburn, VA 20148; nrpa.org 28. Ukiah Valley Area Plan (2011) 29. Walker, Chris. BEYOND RECREATION; A BROADER VIEW OF URBAN PARKS. The Urban Institute 2100 M Street NW Washington, DC 20037 Phone: 202-833-7200 E-mail: pubs@ui.urban.org Accessed July 2024 30. Wilkins, M PLA, SALA, APA (2021, October). TOOLS FOR EQUITABLE PARK PLANNING AND DESIGN: DIGITAL WORKFLOWS TO ENHANCE PARK ACCESS AND QUALITY; The Field: ASLA Professional Practice Networks Blog. American Society for Landscape Architects. https://thefield.asla.org/2021/10/07/tools-for-equitable-park-planning-and-design-digital- workflows-to -enhance-park-access-and-quality/ ( Accessed June 2024) Page 382 of 427 48 Maps Page 383 of 427 49 Page 384 of 427 50 Map 1 -City of Ukiah Area of Interest and Sphere of Influence Page 385 of 427 51 Map 2 – Population nodes with populations. Page 386 of 427 52 Map 3; First Tier, Neighborhood, Community, and Regional Park Locations and half mile radii. Alex R. Thomas Plaza, Low Gap Park, McGarvey Park, Oak Manor Park, Observatory Park, Riverside Park, Todd Grove Park, Vinewood Park, and Lake Mendocino gateways. Page 387 of 427 53 Map 4 – Parks in Relation to Greater Ukiah Node Green – Parks and half mile radii Black – Greater Ukiah Node Red – Area Underserved by Parks Page 388 of 427 54 Map 5 – Heat Map of Todd Grove Park User Origins. Heat map of Todd Grove Park visitor originations demonstrating the usage of City parks from throughout the Area of Interest and beyond. Page 389 of 427 55 Tables Pocket Park PP Very small park, may have a bench. Mini Park MP Small, single-purpose improved area generally equipped for use by small children. Usually less than one acre. Neighborhood Park NP Combined playground and park area generally for non-organized activities. May include a restroom. Community Park CP Designed for organized activity with users traveling from some distance. Includes parking, sports fields and restrooms. Special Use Park SUP Specialized use recreational areas that do not fit another category, such as dog parks and skate parks. Linear Park LP A park along a travel corridor, generally narrow and long. School Park SP School-owned facilities with limited availability. Only active sport and recreational use areas contribute to school park acreage in this assessment. Regional Park RP Larger park which may be more isolated from population nodes. May be limited to trails and outdoor recreation, but may have additional facilities. Open Space OS An undeveloped or minimally developed large area conserved for habitat and general conservation value. May include trails. Table 1- Park Categor y Descriptions Page 390 of 427 56 Table 2 Bike, Pedestrian, and Bus Accessibility of Parks. Page 391 of 427 57 Table 3 - First Tier Parks and Features. Parks used to determine accessibility in green. Page 392 of 427 58 Future Park Needs and Capital Improvement Projects Cost Estimate Location Features Low High Cooper Lane Connection Connecting Path $ 100,000 $ 200,000 Cow Mountain Open Space Access Acquisition $ 1,000,000 $ 2,000,000 Trail Construction $ 200,000 $ 500,000 Dog Park Undetermined location $ 100,000 $ 500,000 Great Redwood Trail Current Footprint Landscaping and Benches $ 25,000 $ 50,000 GRT (Post Rail Bank) Amenities Landscaping and Benches $ 50,000 $ 100,000 Shade Structures and Trees $ 50,000 $ 150,000 Community Event Space $ 150,000 $ 400,000 Pollinator and Native Plant Garden $ 25,000 $ 100,000 Public Art and Murals $ 40,000 $ 200,000 Restrooms and Trailheads $ 150,000 $ 400,000 Playgrounds, Parcourse $ 100,000 $ 250,000 Landfill Trails Trail Construction $ 300,000 $ 1,000,000 Low Gap Park* Health and Safety $ 1,095,000 $ 142,350 Minimum Function $ 52,500 $ 68,250 Future Improvements $ 513,000 $ 666,900 Montgomery Wards Park Acquisition (~2.6 acres) $ 300,000 $ 500,000 Demolition $ 300,000 $ 500,000 Park Installation $ 500,000 $ 1,500,000 Norgard Lane Park Park Installation $ 500,000 $ 1,500,000 Northside Park Acquisition $ 500,000 $ 1,500,000 Park Installation $ 300,000 $ 1,000,000 Orr Creek Greenway Trail Construction West Section $ 1,500,000 $ 3,000,000 Freeway Over/Under pass $ 1,500,000 $ 5,000,000 Trail Construction East Section $ 150,000 $ 250,000 Pickleball court $ 200,000 $ 500,000 Russian River Access Boat Ramps $ 25,000 $ 150,000 Todd Grove Municipal Pool Pool Reconstruction $ 8,000,000 $ 13,000,000 Small Park Southside Acquisition $ 500,000 $ 1,500,000 Construction $ 350,000 $ 1,000,000 Wagenseller Park RCHD Partnership $ 350,000 $ 500,000 Acquisition $ 500,000 $ 1,000,000 Park Installation $ 500,000 $ 2,000,000 Water Treatment Plant Trails Trail Construction $ 30,000 $ 50,000 Westen Hills Trails Trail Construction $ 500,000 $ 2,000,000 Table 4 – Capital Improvement Estimates (bold denote priority projects). * Costs from Mendocino County Parks Needs Assessment Page 393 of 427 City Limits Highways Major Roads Population Nodes City of Ukiah OrrSprings R o a d LowGap Road Sources: Esri, HERE, DeLorme, increment P Corp., NPS, NRCan, Ordnance Survey, © OpenStreetMapcontributors, USGS, NGA, NASA, CGIAR, N Robinson, NCEAS, NLS, OS, NMA, Geodatastyrelsen,Rijkswaterstaat, GSA, Geoland, FEMA, Intermap and the GIS user community THIS MAP AND DATA ARE PROVIDED WITHOUT WARRANTY OF ANY KIND.DO NOT USE THIS MAP TO DETERMINE LEGAL PROPERTY BOUNDARIES CITY OF UKIAH µ0 4,4002,200 Feet 0 0.80.4 Miles1:50,000 POPULATION NODES Talmage/Knob HillPopulation: 1,356 ·|}þ253 Eastside Calpella/Lake MendocinoPopulation: 1,912 El Dorado/DeerwoodPopulation: 545 Vichy SpringsPopulation: 517 UkiahPopulation: 21,201 CalpellaPopulation: 312 Attachment 2 Page 394 of 427 MC CLURE SUBDIVISION MILL CREEK RD TINDALL RANCH ROAD FORD ROAD EA ST GO B B I S T GIELO W LANE LO V E R S L A N E EMPIRE DRIVE E AS T P E R K I N S S T BRUSH ST WE S T C L AY S T CLARA AVE HENSLEY CREEK ROAD DEE RW O O D DR LAWS AVE WA L N U T A V E BEACON LN EL DORA DO RD ME ND O CI NO DR IV E HOWEL L CREEK RD ANTONI LN FERN CANYON DR Lake Mendocino Ukiah Talmage £¤101 £¤101 |ÿ222 |ÿ253 Calpella |ÿ20 o0.5 0 0.50.25 Miles City of Ukiah Area of Interest Source: This map was created by the Mendocino County Information Services GIS Program, November 30, 2022. Note: This map is not a survey product and should not be used to determine legal boundaries. Parcels Highways Roads Area of Interest Sphere of Influence City of Ukiah Attachment 3 Page 395 of 427 Greater Ukiah node in outlined in black Park half mile radii in green Underserved areas outlined in red Attachment 4 Page 396 of 427 Map 5 – Heat Map of Todd Grove Park User Origins. Heat map of Todd Grove Park visitor originations demonstrating the usage of City parks from throughout the Area of Interest and beyond. Attachment 5 Page 397 of 427 March 19, 2025 ASR 14 A-City of Ukiah Park Gap Analysis 2025 City Council, This report will become part of the city’s annexa�on applica�on to LAFCO. Can the city demonstrate to LAFCO that they can provide the same or beter services to the annexed areas? Does this report strengthen the city’s argument that it intends expanding its public open space beyond the current city limits? The consultant, Kitchen Table presents an easy- to-follow analysis with good maps and graphics. What’s missing from the report is that which I wish to comment on. The report creates “unintended” compe��on between north and south because it lacks a scoring mechanism for determining impar�ality and priori�zing park development for decision makers. Which neighborhood will receive a new public park first? Will the south node score higher because the city already owns the land and has a riverside atrac�on? Even though there are no development pressures happening there and the children already have two venues (Alex Rohrbaugh Center and the Grace Hudson campus) to play in that they can walk to. Yet , at the northern boundary in Ukiah’s oldest neighborhood the Wagenseller have no such venue and they are affected by the greatest concentra�on of development pressure. In 2010, the city built a brand-new two-lane bridge that invited development into the Brush Street Triangle. In August 2024 the city re-opened the litle bridge over Orr’s Street because of tenant pressure to have another access/egress vehicle bridge. Addi�onally, our enterprise funds from city departments have benefited from the necessary sewer, water and electrical hookups for these tenants. Now we have hundreds of county tenants living in these recently built mul�-family apartments crowded together just North of Orr’s Creek despite the city failing to provide a single public playground or park. There is no school yard for the neighborhood children to play in rather they must board a bus or be transported by private vehicle to surrounding neighborhood parks, schools or playgrounds outside of the desirable half mile radius cited in the City of Ukiah Gap Analysis report. On March 7th a legal no�ce published in the Ukiah Daily Journal announced yet another HUD project being proposed for a two-story apartment building with 31 units in the vicinity of 501 Brush Street. You might wonder why such a concentra�on of low-income housing there. Well , in the past the County was sued for failing to construct affordable housing. The Wagenseller descendants predicted that the Brush Street Triangle would become the remedy and logical site for the county’s affordable housing obliga�on and the city agreed to service these proper�es. Staff and Council have made promises over the years for a park with minimal commitment. A capital improvement line item is in the budget but no funds have been allocated, no land purchased, and no one department or staff assigned to apply for grant funding. The QUIMBY fund has less than $20,000 in it. My concern is that limited resources within the city will be diverted to the south end of town when the Wagenseller has the greatest overall need. As to my first ques�on raised in my leter, “can the city demonstrate to LAFCO that they can provide the same or beter services to the annexed areas,” I believe the answer is NO. Council, how does the southern node lying outside of our city limits become a more deserving area for a new park in front of the Wagenseller neighborhood that currently resides within the city boundary? Sincerest regards, Linda Sanders Ukiah resident Correspondence Received for Agenda Item 14a Page 398 of 427 Page 1 of 4 Agenda Item No: 14.b. MEETING DATE/TIME: 3/19/2025 ITEM NO: 2025-271 AGENDA SUMMARY REPORT SUBJECT: Receive Annual Status Update and Report Regarding Community Center and Winter Homeless Shelter at 1045 South State Street and the Annual AB 362 Compliance Report; and Provide Direction to Staff as Necessary. DEPARTMENT: Community Development PREPARED BY: Craig Schlatter, Community Development Director PRESENTER: Craig Schlatter, Community Development Director ATTACHMENTS: 1. AB 362 HCD Info Bulletin 3-18-22 2. CalMatters Article- AB 362 3. 2024-25 UPD Calls Report 4. Site Visit Report- B2 9.17.24 Summary: Council will receive the annual status update and report regarding the Community Center and Winter Homeless Shelter at 1045 South State Street, the Building Bridges Facility, as well as an update regarding AB 362 compliance. Council will also provide direction to Staff as necessary. Background: On July 26, 2017, the City of Ukiah Planning Commission adopted findings that conditionally approved a Major Use Permit and Site Development Permit to allow for the establishment and operation of a Community Center and Winter Homeless Shelter, the Building Bridges – Homeless Resource Center (“B2”) at 1045 South State Street. As part of the Conditions of Approval, Community Development Department Condition of Approval (COA) #15 required the following: 15. The Director of Community Development and Planning shall report to the Planning Commission once every six months during the first two years of the shelter operation. The Director’s report shall include a record of any complaints received from the public or shelter occupants and an assessment on the most effective ways to modify the [Program] plan to address valid complaints. The Community Development Director presented four bi-annual reports to the Planning Commission during the first two years of the B2 shelter operation, as depicted below. Bi-annual reporting periods are set based on the original date of the shelter becoming operational- August 6, 2019. As of September 22, 2021, reporting requirements per COA #15 were satisfied. Report #1 - February 26, 2020 (Period of August 6, 2019-February 6, 2020) Report #2 - October 14, 2020 (2/6/20-8/6/20) Report #3 - April 14, 2021 (8/6/20-2/6/21); and Report #4 - September 22, 2021 (2/6/21-8/6/21). With the passage of AB 101 and the City Council’s adoption of related amendments into the City’s zoning code on September 1, 2021, low-barrier navigation centers such as RCS’s B2 facility were no longer subject to use permit requirements. However, given the collaborative history between City and RCS staff in addressing community impacts, the City requested and RCS agreed to continue reports for the foreseeable future. Five Page 399 of 427 Page 2 of 4 additional reports were given to the Planning Commission during the most recent three-year period, as depicted below. Report #5 - March 9, 2022; Report #6 - September 28, 2022; Report #7 - April 12, 2023; Report #8 - September 13, 2023; and Report #9 - April 24, 2024. Previous reports and presentations can be found online on the City’s website at: www.cityofukiah.com/meetings. Due to the progress made through the relationship between the City and RCS, as well as the start of the Community Development Department's annual code enforcement report to Council in 2024, the April 24, 2024, report was the last bi-annual report given to the Planning Commission. Starting with this report (#10), reports will be given by Community Development Department Staff annually to the City Council. AB 362 Compliance An Information Bulletin (Attachment 1) was released by the State Department of Housing and Community Development (HCD) on March 18, 2022, informing cities and counties of a 2021 legislative change that imposes new requirements for HCD and California cities and counties as of April 1, 2022. As noted in the Bulletin, "AB 362 mandates that each California city and county submit a report to HCD by April 1, 2022, and each subsequent April 1 thereafter," but also that "California cities and counties are not required to submit a report to HCD if there are no outstanding or corrected violations" [at homeless shelters in the jurisdiction] "during the prior calendar year." The City had no outstanding or corrected violations at Building Bridges, the only facility qualifying as a homeless shelter under the State's definition, during any of the calendar years since April 1, 2022, so did not submit AB 362 compliance reports. However, after a CalMatters article (Attachment 2) erroneously implied that the City of Ukiah and all but four of 478 California cities did not meet AB 362 reporting requirements, Staff will submit AB 362 compliance reports going forward, regardless of the HCD Bulletin not requiring submittal unless there are violations. In future years, both the annual B2 report and the AB 362 Compliance reports will be coordinated to be presented with the annual code enforcement report. Discussion: This Annual Status Update and Report for the Community Center and Winter Homeless Shelter at 1045 South State Street covers the period February 6, 2024 – February 6, 2025, and involves a review and analysis of the following: - Complaints received from the public by the Community Development Department (CDD) and City Manager’s Office (CMO); and - Site visit to B2 and in-person meeting between RCS, the Ukiah Police Department (UPD), Ukiah Valley Fire Authority (UVFA), and CDD on September 17, 2024 (for 2/6/24-8/6/24 period); and - Virtual meeting between RCS, UPD, UVFA, and CDD on February 14, 2025 (for 8/6/24-2/6/25 period); and - Number and types of police calls received from 2/6/24 to 8/6/24 and 8/6/24 to 2/6/25 (Attachment 3); and - Number and types of calls for service for UVFA at the B2 location during annual period. Complaints received from Public and City Manager’s Office Complaints were received from the public and City Manager’s Office during the first period of report #10, 2/6/24-8/6/24, but not the second (8/6/24-2/6/24). Complaints within the first period are discussed more in the site visit overview below. Report of Police Activity 81 calls for police service at 1045 S State St were made during the period 8/6/24-2/6/25. This compares to Page 400 of 427 Page 3 of 4 125 calls for 2/6/24-8/6/24. Comparing this annual (2/6/24-2/6/25) UPD police call data with past reports yields the following: 2024-25 annual police calls: 206 2023-24 annual police calls: 221 2022-23 annual police calls: 185 2021-22 annual police calls: 129 2020-21 annual police calls: 324 8/6/19-2/6/20 police calls: 131 Report of Fire/Emergency Medical Services Calls The UVFA Chief reported 59 calls for Fire/EMS services, mostly consisting of medical calls, during the 8/6/24- 2/6/25 period. Combined with the 56 calls in the 2/6/24-8/6/24 reporting period yields a total of 117 calls for 2024-25. This compares to 94 calls for 2023-24, 74 in 2022-23, 32 in 2021-22, and 35 for the period 8/6/20- 2/6/21 (report #3), the first report in which Fire/EMS calls were collected. In-Person Site Visit and Virtual City/RCS Meeting Due to complaints received from the City Manager's Office and members of the public, Staff from UPD, UVFA, CDD, and the CMO conducted an in-person site visit and meeting with RCS staff on September 17, 2024. A report from this meeting is included in Attachment 4. Staff from CDD, UPD, and UVFA met virtually with RCS’s Building Bridges Homelessness & Housing Support Manager on February 14, 2025. The meeting included discussion related to individuals blocking the sidewalk and loitering out front of B2, especially around closing hours. RCS staff mentioned they were now fully staffed and had extended their operating hours to 9 am to 4 pm and would be addressing the loitering situation. UPD reminded RCS staff to reach out if there are individuals frequently illegally trespassing so this issue could be addressed. Staff Conclusion- 2024-25 Report For this reporting period, the recurring coordination and meetings, especially between RCS and UPD/UVFA, have overall mitigated community impacts from homeless individuals around B2. In Staff's opinion, and although not required from a regulatory perspective, this coordination should continue to ensure issues are promptly addressed and responded to and the safety of the neighborhood is preserved. AB 362 Annual Compliance Report No violations have occurred during the 2024 reporting period. Staff will be reporting the following to HCD related to its AB 362 Compliance Report: - Pending uncorrected violations for each homeless shelter: None/0. - Any corrected violations from the prior calendar year: None - A list of determinations made by the city or county that render any homeless shelter unfit for human habitation: None - Any actions or steps taken, or that will be taken, for the benefit of the current occupants of the homeless shelter: None - A list of any emergency orders issued regarding homeless shelters: None - A list of any owners or operators who received three or more violations within a six-month period: None - If any homeless shelter is operating under a locally declared shelter crisis: None Staff recommends Council receive this annual status update and reporting regarding Building Bridges, as well as the AB 362 Compliance Report, and provide additional direction as necessary. Recommended Action: Receive annual status update and report regarding Community Center and Winter Homeless Shelter at 1045 South State Street and AB 362 compliance and provide direction to Staff as necessary. Page 401 of 427 Page 4 of 4 BUDGET AMENDMENT REQUIRED: N/A CURRENT BUDGET AMOUNT: N/A PROPOSED BUDGET AMOUNT: N/A FINANCING SOURCE: N/A REVENUE: Yes / No GRANT: Yes / No N/A PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A COORDINATED WITH: Chief Cedric Crook, Ukiah Police Department; Chief Douglas Hutchison, Ukiah Valley Fire Authority STRATEGIC PLAN (SP): N/A CLIMATE INITIATIVES (CI): N/A GENERAL PLAN ELEMENTS (GP): GP-A8 - Housing Element (2019-2027), Program 2k: Collaborate with local service providers on addressing homelessness. Page 402 of 427 ATTACHMENT 1 Page 403 of 427 Information Bulletin 2022-02 Page2 The definition of homeless shelter does not include emergency shelters that are funded by the program commonly referred to as Project Roomkey that is administered by the California Department of Social Services. If a homeless shelter is deemed substandard, the respective city or county will record the violation(s) and inform the owner/operator of each violation. They will also note the action necessary to remedy the violation within an established timeframe, as outlined in Health and Safety Code sections 17974.1 and 17974.2 . AB 362 mandates that each California city and county submit a report to HCD by April 1, 2022, and each subsequent April 1 thereafter. HCD requests the annual report to include all the following information: 1.The municipality name and point of contact information. 2.A list of operational homeless shelters within their municipality. 3.Pending uncorrected violations for each homeless shelter. 4.Any corrected violations from the prior calendar year. 5.A list of determinations made by the city or county that any homeless shelter is rendered unfit for human habitation. 6.Any action/steps that have been or will be taken for the benefit of the current occupants of the homeless shelter. 7.A list of any emergency orders issued regarding homeless shelters. 8. A list of any owners or operators who received three or more violations within a six-month period. 9.If any homeless shelter is operating under a locally declared shelter crisis. AB 362 authorizes HCD to prohibit further state funding of homeless shelter operators if there is a failure to correct any violations within a specified timeframe or there are multiple violations within a six-month period. California cities and counties are not required to submit a report to HCD if there are no outstanding or corrected violations during the prior calendar year. HCD encourages cities and counties to send reports of egregious violations as early as possible and before the April 1 deadline in any given calendar year. Annual reports and questions can be submitted to HCD at AB362Apri1Reports@hcd.ca.gov. Page 404 of 427 The O Lot Safe Sleeping site at Balboa Park in San Diego on March 22, 2024. Photo by Kristian Carreon for CalMatters Politics Education Housing Economy Environment Inequality California Voices Events HOMELESSNESS California passed a law to fix unsafe homeless shelters. Cities and counties are ignoring it BY LAUREN HEPLER JULY 17, 2024 Republish IN SUMMARY About Us Newsletters Donate ATTACHMENT 2 Page 405 of 427 The Supreme Court’s decision on homelessness will test a shelter system that’s full of problems – and lacking accountability. Lea esta historia en Español Now that the Supreme Court has granted cities more power to ban sleeping outside, homeless Californians face a crucial decision: Try to get into a shelter, or risk going to jail. Those able to find a shelter bed will step into a world rife with reports of violence, theft, health hazards — and a lack of accountability. Public records obtained by CalMatters show that most cities and counties have seemingly ignored a recent state law that aimed to reform dangerous conditions in shelters. In 2021, following earlier reports of maggots, flooding and sexual harassment in shelters, the state Legislature created a new system requiring local governments to inspect the facilities after complaints and file annual reports on shelter conditions, including plans to fix safety and building code violations. CalMatters found that just 5 of California’s 58 counties — Lake, Los Angeles, Monterey, Orange and Yuba — have filed shelter reports. Only 4 of the state’s 478 cities filed reports: Fairfield, Petaluma, Santa Rosa and Woodland, according to records from the agency in charge of implementing the law, the California Department of Housing and Community Development. “It is shocking, number one, that there is so little reporting, considering that is part of the legislation,” said the law’s author, Assemblymember Sharon Quirk-Silva, a Democrat who represents parts of Orange and L.A. counties. “We are asking for the basics here.” In light of CalMatters’ findings, she said she has requested a meeting with officials at the state housing agency. Quirk-Silva said she will consider audits or other measures as needed. “Maybe we need to add more teeth,” she said. “There certainly could be a possibility that we will follow up with another piece of legislation.” Police call logs, shelter incident reports and other records obtained by CalMatters provide a hint of what’s missing as a result of the failure to report: a child falling out of an unreinforced window in San Mateo County and being hospitalized; multiple allegations of sexual harassment in Contra Costa County; food shortages in Placer County; and deaths, mold and vermin in many places across the state. California has spent at least $1.5 billion on shelters and related solutions since 2018, legislative reports show, on top of millions invested by cities, counties and the federal government. The facilities are designedPage 406 of 427 to be a temporary stop on the road to regaining housing but increasingly function as a bridge to nowhere; the state added new emergency shelter beds at roughly five times the rate of permanent housing with supportive services from 2018 to 2023, gaining 27,544 shelter beds, federal data shows. What happens in those shelters is largely a black box. No state agency keeps an updated list of how many shelters are operating, or where, officials told CalMatters. There is no state licensing process for shelters. The U.S. Department of Housing and Urban Development tracks numbers of emergency shelter beds and how long people live in them, but no information about resident deaths, health or safety. First: A former homeless shelter in Anaheim that has been permanently shut down and boarded up. Last: An area where folks experiencing homelessness were given space to store their belongings while staying at the shelter that has since been permanently shut down in Anaheim, on May 14, 2024. Photos by Jules Hotz for CalMatters While not every city or county in California has a homeless shelter, state housing officials estimated a total of around 1,300 shelters in 2021. Municipalities continue to invest in them as a more immediate alternative to street homelessness, even as experts stress that other options – such as direct rent subsidies or housing with on-site services – are often more effective at combating the root issue. “It’s a bad idea. At the same time, so many unhoused people are living in these congregate shelters,” said Eve Garrow, a senior policy analyst and advocate for the ACLU of Southern California. “We want to make sure those spaces are safe and clean for as long as people need them, but we also want to move away from that model.” The 2021 state law was supposed to help enforce minimum building and safety standards for shelters by creating a new state oversight system. When people staying at shelters or their advocates file complaints, the law requires cities or counties to inspect the facilities and report any violations to the state to reconsider future funding. The catch: cities and counties only have to report to the state if they determine that a violation is severe enough. Page 407 of 427 “Each city and county has a very unique way of processing complaints,” said Mitchel Baker, assistant deputy director of the Department of Housing and Community Development’s codes and standards division. “What may be perceived as complaints or violations may not ultimately result in the issuance of a notice of violation or corrective order.” READ NEXT As California and the rest of the country barrel into a new legal era for mass homelessness, promises of safe shelter will be key to determining how many people can avoid more frequent tickets or jail. Many public officials, meanwhile, cast the Supreme Court’s Grants Pass ruling as a necessary clarification after years of conflict over when cities should be allowed to dismantle tents, insisting that they will continue to offer alternatives. “This decision removes the legal ambiguities that have tied the hands of local officials for years,” Gov. Gavin Newsom said in a statement after the ruling. “The state will continue to work with compassion to provide individuals experiencing homelessness with the resources they need.” What those resources are is often hard to know, since many shelters are closed to visitors and so few places have filed state reports on conditions. People who have lived in shelters, however, paint a more dire picture. Residents of one Huntington Beach shelter recently complained to health officials about mold, never-ending cases of pneumonia and neighbors walking around with infected, open sores. Homeless people and their families have filed lawsuits in several cities over shelter sexual assaults and wrongful deaths. In San Diego, Sharon Descans has been bouncing between shelters and a borrowed van after being evicted from a newer kind of publicly-funded tent city, where she said she weathered unpaid labor, multiple neighbors’ deaths and flashes of chaos. “People are pulling swords on each other and hitting each other with two-by-fours,” Descans said. “All I wanted from the day I got there is to get out.” Meth, death and abuse: Inside the private security forces patrolling California’s homeless By Lauren Hepler Page 408 of 427 Sharon Descans at the Chula Vista Bayfront Park on June 23, 2024. Descans has been staying in shelters and a van a er getting evicted from the O Lot Safe Sleeping site in San Diegoʼs Balboa Park. Photo by Kristian Carreon for CalMatters Old problems, new failures Up until the 1980s, many of the poorest people in California and other states could still afford rented rooms or cheap hotels. Then came a tidal wave of gentrification, wage stagnation, federal cuts to housing and cash aid, plus shocks like the AIDS and drug epidemics. In less than three decades, the state went from 37,000 dedicated beds for mental health patients to just 2,500 by 1983, according to historians at the National Academies of Sciences. Vast numbers of people “drifted onto the streets,” the historians wrote, as promised investments in community resources proved inadequate. The “modern era of homelessness” had begun. Large emergency shelters with bunk beds and communal showers emerged as a stop-gap, despite comparisons to jail cells or military barracks. The shelter triage approach spread as California housing construction slowed and homelessness exploded, up 40% in the past five years alone, to more than 181,000 people. Page 409 of 427 Shelters boomed thanks in large part to court rulings that forbid authorities from cracking down on homeless people solely for being homeless. In Martin v Boise, courts decided that the city violated the U.S. Constitution’s ban on cruel and unusual punishment by ticketing people for sleeping outside when there wasn’t “adequate” shelter available. “What has happened is cities and counties have quite explicitly raced to build more shelters in order to criminalize more people,” Garrow said. “Shelters become kind of an arm of this criminal legal system.” Quirk-Silva proposed the 2021 shelter law after a 2019 ACLU report by Garrow documented bedbug infestations, overflowing sewage and sexual harassment by shelter workers. The findings collided with Quirk-Silva’s experience talking with people on the street near her Fullerton neighborhood about why they weren’t in shelters. Her own brother died at age 50 after struggling with housing instability, mental health and alcohol abuse. Shelters were growing, fast, Quirk-Silva realized, and people were staying longer. California shelter residents now stay a median of about five months, or 155 days, the most recent federal data from 2023 shows — a 30% increase since 2019. READ NEXT Garrow supported the 2021 law’s effort to create minimum standards for shelters. She has seen a few problematic shelters closed down in Orange County, she said, including an old transit station in Santa Ana not meant for human habitation, which previously flooded. Still, Garrow wasn’t surprised to hear about the small number of cities and counties following through on the law, which she said several amendments weakened. One removed a requirement for local officials to regularly conduct unannounced shelter inspections. Another struck a rule to add signs with information about how to file complaints at shelters. “I would attribute the low number of complaints not to the fact that shelters are now clean and sanitary and abiding by a new law,” Garrow said. “But to the fact that people aren’t aware.” Supreme Court gives cities in California and beyond more power to crack down on homeless camps By Marisa Kendall Page 410 of 427 Under the law, cities and counties that find violations in their shelters are supposed to report any conditions that are “dangerous, hazardous, imminently detrimental to life or health, or otherwise render the homeless shelter unfit for human habitation.” But even places that are filing state shelter reports omit serious potential safety issues. L.A. County, for example, has filed lists of its several dozen shelters and one-page inventories of violations related to rats, roaches, hot water outages and garbage. Not mentioned were issues like a 2021 conviction of a former shelter security guard on multiple sexual assault charges. Or reports of shelter deaths, physical attacks and other incidents that appear in police call logs requested by CalMatters. Shelters after SCOTUS On a recent Friday in San Diego’s crown jewel of a central park, Balboa Park, Sharon Descans laid down on a concrete bench under a palm tree to ease the pain in her joints after a year of constant motion. The former college swimmer said she became homeless for the first time last year, after she got sick with COVID, lost two property management jobs, fell behind on rent and got evicted. What followed was a tour she never wanted of last-ditch housing in a city at the forefront of statewide efforts to vanquish street encampments. Even before the Supreme Court decision, San Diego officials were moving people off the street to large publicly funded tent cities, called “safe sleeping” sites. At a site called O Lot, Descans and many neighbors lived in Eskimo brand ice fishing huts that multiple residents said were prone to leaking during rain. Her anxiety spiked at the makeshift shelter, she said, since she didn’t have a door to lock and witnessed widespread drug use and unpredictable outbursts. One neighbor died of cancer alone in his tent, Descans said, after what seemed like days without anyone checking on him. Page 411 of 427 A San Diego Police Department patrol vehicle drives past an encampment in downtown San Diego on March 22, 2024. Photo by Kristian Carreon for CalMatters First: O Lot Safe Sleeping site tents at Balboa Park in San Diego on March 22, 2024. Last: Inside a tent at the O Lot Safe Sleeping site at Balboa Park in San Diego on March 22, 2024. People are given a cot, blanket, sleeping bag, and hygiene kit. The site also o ers 24/7 sta ing, showers, laundry, and shuttles. Photos by Kristian Carreon for CalMatters None of that has been captured in state reports. San Diego is one of the many California locales that has not submitted any reports after the 2021 shelter law, according to state records, despite housing more than a Page 412 of 427 dozen shelters and some 10,600 homeless residents. (Even if San Diego had filed the reports, state and local spokespeople said it’s not certain they would’ve captured operations at O Lot. Though many homeless people have temporarily lived at the tent site, nonprofit operator Dreams For Change stressed that it is not technically a shelter under federal definitions.) When asked whether there was any process in place for complaints about homeless shelters in San Diego county, a spokesperson said only that the county does not directly operate any shelters. Under the state law, cities and counties are still responsible for monitoring complaints and reporting violations at shelters in their area with other owners or operators. A spokesman for the city of San Diego said that it has received five complaints since the shelter law was passed, and that “city staff are working on” evaluating why a state report had not been filed. “At all city-funded shelters, including the Safe Sleeping and Safe Parking programs, there is a comprehensive complaint process where potential issues are quickly and thoroughly resolved,” spokesman Matt Hoffman said in a statement. “Every complaint is followed up on and, if needed, action is promptly taken.” At O Lot, Descans tried to keep her head down. She made friends with another mom whose son had also wrestled at a nearby high school. The pair heard they could earn money to work their way out of the tents by cleaning bathrooms and doing laundry for the nonprofit Dreams for Change. Descans said she was never paid around $1,000 for 55 hours of cleaning work, which she documented in photos and text message complaints to a site supervisor. In June, Descans was “exited” from the shelter — nonprofit-speak for evicted — after forms said she had a verbal altercation with staff and allowed an unpermitted visit from her 17-year-old son, who lives with other family. “I just feel like nobody cares,” Descans said. “It’s like cover your ass at any expense — who even cares about these homeless people?” A Dreams for Change spokesperson said the nonprofit cannot comment on individual cases, but that it has a process for formally hiring and paying residents who wish to work. The nonprofit added that it is one of several contractors that operate safe sleeping sites near Balboa Park. About 80 households have secured permanent housing after living at Dreams for Change’s portion of O Lot, spokesperson Kelly Spoon said in a statement. She confirmed three deaths at the site and added that, “Dealing with a diverse population, occasional altercations may arise, but physical altercations are extremely rare.”Page 413 of 427 Another current resident of the safe sleeping site, who asked not to be identified due to fear of retaliation, said he was also concerned about a lack of sufficient meals, deaths, sexual assaults reported by female neighbors, and a nagging lack of information from caseworkers about housing options. “The animals almost get better treatment than the people,” he said. “You keep shitting on people, you’re going to get shit results.” Shawn Swearigen also lived in a tent at O Lot before moving to a subsidized apartment last month. The grandson of a cattle rancher from Imperial County worked in construction for years, until family deaths and the 2008 housing crash landed him on the street. Shawn Swearingen, 55, at the O Lot Safe Sleeping site at Balboa Park in San Diego on March 22, 2024. Photo by Kristian Carreon for CalMatters The tent in Balboa Park “wasn’t bad,” he said, though it wasn’t immune from theft and mental health crises that he has found are two constants of homelessness. Swearigen valued having his own space, as opposed to being “dormed up” in a bunk bed like when he first became homeless and stayed at a large shelter. It was so claustrophobic and counter-productive, he said, that he spent the next decade trying to stay out of sight, often camping in the woods. Page 414 of 427 THE LATEST The Salton Sea is California’s most imperiled lake. Can a new conservancy turn back the tide? They live in California’s Republican districts. They feel betrayed by looming health care cuts Katie Porter enters race for California governor promising to stand up to Donald Trump California lawmakers propose fixes for ‘insurance industry in shambles’ They tried to pay their overdue rent. Their landlord wouldn’t accept it “It was kind of like a lack of options,” Swearigen said. “I really didn’t want to be a burden on people.” Have you stayed at a California homeless shelter? Tell us about your experience here. This reporting was made by possible in part by a grant from the Fund for Investigative Journalism. READ MORE Meth, death and abuse: Inside the private security forces patrolling California’s homeless APRIL 10, 2024 Supreme Court gives cities in California and beyond more power to crack down on homeless camps JUNE 28, 2024 Page 415 of 427 © 2025 CalMatters Page 416 of 427 Building Bridges Dispatch Calls 08/06/2024 to 02/06/2025 Complaint Date Received Call Number Actual Incident Location 911 HANGUP 02/05/2025 4:00:08 PM 250200416 1045 S STATE ST SUSPICIOUS PERSON 02/03/2025 10:13:29 AM 250200190 1045 S STATE ST SUSPICIOUS PERSON 02/02/2025 11:02:53 AM 250200109 1045 S STATE ST INFORMATION 02/02/2025 7:37:30 AM 250200096 1045 S STATE ST INFORMATION 02/02/2025 4:52:32 AM 250200093 1045 S STATE ST AGENCY ASSIST 01/29/2025 4:12:35 AM 250102426 1045 S STATE ST TRESPASS 01/26/2025 2:48:49 AM 250102188 1045 S STATE ST INFORMATION 01/26/2025 2:44:14 AM 250102187 1045 S STATE ST INFORMATION 01/25/2025 8:05:48 AM 250102101 1045 S STATE ST WELL CHECK 01/24/2025 11:20:42 PM 250102087 1045 S STATE ST ASSAULT/BATTERY MISDEMEANOR 01/22/2025 7:58:49 AM 250101836 1045 S STATE ST DISTURBANCE 01/18/2025 7:02:04 PM 250101600 1045 S STATE ST INFORMATION 01/11/2025 11:09:11 AM 250100950 1045 S STATE ST TRESPASS 01/10/2025 10:17:31 AM 250100856 1045 S STATE ST MEDICAL AID 01/07/2025 1:30:37 PM 250100596 1045 S STATE ST THEFT 01/06/2025 3:49:17 PM 250100507 1045 S STATE ST INFORMATION 01/03/2025 5:30:23 PM 250100257 1045 S STATE ST INFORMATION 01/02/2025 11:59:50 AM 250100125 1045 S STATE ST INFORMATION 12/21/2024 6:06:43 PM 241201968 1045 S STATE ST INFORMATION 12/19/2024 3:17:42 PM 241201719 1045 S STATE ST VIOLATE COURT ORDER 12/16/2024 9:16:42 AM 241201397 1045 S STATE ST PHONE MESSAGE 12/15/2024 6:22:07 PM 241201369 1045 S STATE ST WELL CHECK 12/11/2024 4:47:57 PM 241201007 1045 S STATE ST TRESPASS 12/10/2024 1:54:48 PM 241200878 1045 S STATE ST CITIZEN ASSIST 12/10/2024 8:46:04 AM 241200843 1045 S STATE ST INFORMATION 12/08/2024 7:58:58 PM 241200734 1045 S STATE ST MEDICAL AID 12/08/2024 12:08:46 PM 241200701 1045 S STATE ST INFORMATION 12/06/2024 5:50:01 AM 241200464 1045 S STATE ST INFORMATION 12/05/2024 7:33:32 AM 241200371 1045 S STATE ST THEFT 12/03/2024 10:20:38 AM 241200189 1045 S STATE ST TRESPASS 12/01/2024 11:41:15 PM 241200069 1045 S STATE ST MEDICAL AID 12/01/2024 7:31:45 AM 241200018 1045 S STATE ST VANDALISM 11/26/2024 9:05:20 PM 241102253 1045 S STATE ST DISTURBANCE 11/22/2024 9:03:24 PM 241101968 1045 S STATE ST DISTURBANCE 11/20/2024 4:14:45 PM 241101797 1045 S STATE ST MISSING PERSON 11/20/2024 10:07:21 AM 241101761 1045 S STATE ST THEFT 11/19/2024 2:09:00 PM 241101704 1045 S STATE ST INFORMATION 11/19/2024 6:09:31 AM 241101668 1045 S STATE ST MEDICAL AID 11/06/2024 6:13:31 AM 241100455 1045 S STATE ST INFORMATION 11/05/2024 12:03:22 AM 241100366 1045 S STATE ST SUSPICIOUS CIRCUMSTANCES 11/04/2024 11:54:46 AM 241100317 1045 S STATE ST SUSPICIOUS CIRCUMSTANCES 10/30/2024 1:02:12 PM 241002888 1045 S STATE ST VANDALISM 10/28/2024 12:34:36 PM 241002674 1045 S STATE ST CIVIL 10/23/2024 12:44:14 PM 241002213 1045 S STATE ST CITY CODE VIOLATION 10/22/2024 5:07:46 PM 241002139 1045 S STATE ST FRAUD 10/21/2024 2:59:40 PM 241002016 1045 S STATE ST SUSPICIOUS PERSON 10/09/2024 8:23:11 AM 241000823 1045 S STATE ST SUSPICIOUS PERSON 10/05/2024 8:04:14 PM 241000459 1045 S STATE ST ATTACHMENT 3 Page 417 of 427 Building Bridges Dispatch Calls 08/06/2024 to 02/06/2025 CITY CODE VIOLATION 10/04/2024 3:59:09 PM 241000353 1045 S STATE ST INFORMATION 10/03/2024 7:12:54 PM 241000283 1045 S STATE ST CITY CODE VIOLATION 09/29/2024 1:25:02 PM 240902981 1045 S STATE ST DISTURBANCE 09/26/2024 6:06:14 PM 240902675 1045 S STATE ST INFORMATION 09/25/2024 9:12:31 PM 240902573 1045 S STATE ST INFORMATION 09/25/2024 7:47:18 PM 240902563 1045 S STATE ST CITY CODE VIOLATION 09/23/2024 11:27:01 AM 240902287 1045 S STATE ST SUSPICIOUS PERSON 09/20/2024 8:39:25 AM 240901957 1045 S STATE ST TRESPASS 09/20/2024 5:01:34 AM 240901951 1045 S STATE ST SUSPICIOUS PERSON 09/19/2024 8:39:10 AM 240901846 1045 S STATE ST FOLLOW UP 09/17/2024 11:02:04 AM 240901663 1045 S STATE ST MEDICAL AID 09/17/2024 4:10:29 AM 240901634 1045 S STATE ST SUSPICIOUS CIRCUMSTANCES 09/10/2024 4:19:11 PM 240901009 1045 S STATE ST SUSPICIOUS PERSON 09/10/2024 9:48:25 AM 240900949 1045 S STATE ST TRESPASS 09/08/2024 3:02:22 AM 240900760 1045 S STATE ST DOMESTIC DISPUTE 09/07/2024 9:49:30 AM 240900663 1045 S STATE ST INFORMATION 09/06/2024 12:45:05 PM 240900556 1045 S STATE ST ASSAULT/BATTERY MISDEMEANOR 09/02/2024 11:16:39 PM 240900137 1045 S STATE ST INFORMATION 08/31/2024 8:25:03 PM 240803213 1045 S STATE ST LOST PROPERTY 08/30/2024 3:31:11 PM 240803087 1045 S STATE ST DISTURBANCE 08/29/2024 6:38:51 PM 240802965 1045 S STATE ST ANIMAL 08/28/2024 3:05:22 PM 240802847 1045 S STATE ST FRAUD 08/27/2024 11:21:18 AM 240802704 1045 S STATE ST INFORMATION 08/27/2024 5:54:58 AM 240802685 1045 S STATE ST INFORMATION 08/27/2024 12:05:59 AM 240802666 1045 S STATE ST 911 HANGUP 08/23/2024 5:36:25 PM 240802334 1045 S STATE ST DISTURBANCE 08/23/2024 11:03:27 AM 240802301 1045 S STATE ST ASSIST OTHER AGENCY 08/22/2024 11:36:48 PM 240802257 1045 S STATE ST DISTURBANCE 08/21/2024 6:16:28 PM 240802133 1045 S STATE ST THEFT 08/20/2024 5:56:00 PM 240802024 1045 S STATE ST INFORMATION 08/15/2024 2:53:58 AM 240801441 1045 S STATE ST ANIMAL 08/14/2024 3:43:03 PM 240801400 1045 S STATE ST THEFT 08/07/2024 1:58:05 PM 240800636 1045 S STATE ST Total Calls = 81 Page 418 of 427 BUILDING BRIDGES DISPATCH CALLS 02/06/24 to 08/06/2024 Complaint Date Received Call Number Actual Incid Location 911 HANGUP 08/02/2024 2:45:29 AM 240800128 1045 S STATE ST INFORMATION 08/01/2024 6:17:05 PM 240800076 1045 S STATE ST SUSP PERSON 07/30/2024 8:53:15 PM 240703344 1045 S STATE ST INFORMATION 07/30/2024 12:12:34 PM 240703297 1045 S STATE ST INFORMATION 07/29/2024 6:31:37 PM 240703231 1045 S STATE ST INFORMATION 07/26/2024 7:51:20 AM 240702909 1045 S STATE ST DISTURBANCE 07/25/2024 6:00:06 PM 240702858 1045 S STATE ST SUSPICIOUS PERSON 07/24/2024 6:14:08 PM 240702729 1045 S STATE ST THEFT 07/23/2024 2:03:19 PM 240702598 1045 S STATE ST MEDICAL AID 07/23/2024 2:39:44 AM 240702545 1045 S STATE ST INFORMATION 07/18/2024 11:08:32 PM 240702130 1045 S STATE ST INFORMATION 07/15/2024 10:31:03 PM 240701817 1045 S STATE ST SUSPICIOUS CIRCUMSTANCES 07/14/2024 5:32:16 PM 240701683 1045 S STATE ST INFORMATION 07/14/2024 10:32:18 AM 240701649 1045 S STATE ST BIKE STOP 07/12/2024 2:28:36 AM 240701394 1045 S STATE ST AGENCY ASSIS 07/10/2024 11:56:24 AM 240701185 1045 S STATE ST INFORMATION 07/07/2024 9:08:47 PM 240700885 1045 S STATE ST HEALTH & SAFETY VIOLATION 07/07/2024 2:32:51 PM 240700858 1045 S STATE ST MEDICAL AID 07/07/2024 12:19:40 AM 240700797 1045 S STATE ST WELL CHECK 07/06/2024 6:20:43 PM 240700721 1045 S STATE ST DISTURBANCE 07/06/2024 10:22:33 AM 240700682 1045 S STATE ST DISTURBANCE 07/05/2024 4:55:07 PM 240700583 1045 S STATE ST FIREWORKS 07/05/2024 2:52:45 AM 240700522 1045 S STATE ST MISSING PERSON 06/28/2024 9:54:51 PM 240602829 1045 S STATE ST DISTURBANCE 06/28/2024 2:43:36 AM 240602735 1045 S STATE ST VANDALISM 06/26/2024 4:52:49 PM 240602552 1045 S STATE ST INFORMATION 06/23/2024 10:30:35 PM 240602266 1045 S STATE ST WELL CHECK 06/22/2024 4:09:08 PM 240602146 1045 S STATE ST INFORMATION 06/21/2024 7:10:52 AM 240602020 1045 S STATE ST INFORMATION 06/15/2024 12:17:12 PM 240601471 1045 S STATE ST INFORMATION 06/10/2024 9:37:15 AM 240600908 1045 S STATE ST SUSPICIOUS PERSON 06/04/2024 7:58:48 PM 240600376 1045 S STATE ST INFORMATION 06/04/2024 12:54:29 PM 240600330 1045 S STATE ST FIGHT 06/03/2024 11:32:03 PM 240600276 1045 S STATE ST INFORMATION 05/31/2024 12:51:32 PM 240503086 1045 S STATE ST INFORMATION 05/30/2024 9:04:57 AM 240502986 1045 S STATE ST ANIMAL 05/29/2024 6:58:04 PM 240502935 1045 S STATE ST INFORMATION 05/29/2024 2:05:22 PM 240502907 1045 S STATE ST TRESPASS 05/28/2024 7:36:05 PM 240502854 1045 S STATE ST SECURITY CHECK 05/28/2024 8:51:49 AM 240502782 1045 S STATE ST SECURITY CHECK 05/28/2024 8:35:29 AM 240502780 1045 S STATE ST MISDEMEANOR ASSAULT/BATTERY 05/26/2024 1:50:17 PM 240502598 1045 S STATE ST TRESPASS 05/26/2024 1:20:50 PM 240502590 1045 S STATE ST SECURITY CHECK 05/25/2024 7:40:40 PM 240502528 1045 S STATE ST MISC SERVICE 05/25/2024 6:22:59 PM 240502520 1045 S STATE ST INFORMATION 05/24/2024 5:39:53 AM 240502363 1045 S STATE ST SECURITY CHECK 05/23/2024 3:27:57 PM 240502303 1045 S STATE ST SUSPICIOUS PERSON 05/20/2024 1:17:47 PM 240501971 1045 S STATE ST CIVIL 05/20/2024 12:43:28 PM 240501968 1045 S STATE ST SUSPICIOUS PERSON 05/20/2024 8:44:12 AM 240501934 1045 S STATE ST BRANDISHING WEAPON 05/19/2024 9:04:39 PM 240501907 1045 S STATE ST INFORMATION 05/18/2024 9:17:40 AM 240501758 1045 S STATE ST CITY CODE 05/17/2024 7:06:27 PM 240501686 1045 S STATE ST MISDEMEANOR ASSAULT/BATTERY 05/17/2024 3:33:05 PM 240501662 1045 S STATE ST 911 HANGUP 05/17/2024 2:32:10 PM 240501658 1045 S STATE ST Page 419 of 427 BUILDING BRIDGES DISPATCH CALLS 02/06/24 to 08/06/2024 DISTURBANCE 05/17/2024 10:05:10 AM 240501641 1045 S STATE ST INFORMATION 05/17/2024 4:58:42 AM 240501629 1045 S STATE ST SUSPICIOUS PERSON 05/16/2024 5:26:09 PM 240501575 1045 S STATE ST FELONY ASSAULT/WEAPON 05/15/2024 9:58:04 PM 240501495 1045 S STATE ST MISDEMEANOR ASSAULT/BATTERY 05/15/2024 1:41:47 PM 240501465 1045 S STATE ST INFORMATION 05/13/2024 4:38:41 PM 240501273 1045 S STATE ST CITY CODE 05/13/2024 1:54:12 PM 240501242 1045 S STATE ST CITY CODE 05/11/2024 12:58:19 PM 240501045 1045 S STATE ST MENTAL HEALTH SERVICES 05/10/2024 11:49:24 PM 240501012 1045 S STATE ST MISDEMEANOR ASSAULT/BATTERY 05/06/2024 4:15:57 PM 240500541 1045 S STATE ST THEFT 05/04/2024 5:10:49 PM 240500346 1045 S STATE ST TRAFFIC STOP 05/02/2024 8:18:41 PM 240500170 1045 S STATE ST INFORMATION 04/30/2024 8:46:04 PM 240402882 1045 S STATE ST INFORMATION 04/27/2024 8:22:44 PM 240402621 1045 S STATE ST MEDICAL AID 04/24/2024 8:00:47 PM 240402348 1045 S STATE ST SUSPICIOUS CIRCUMSTANCES 04/22/2024 9:20:29 PM 240402185 1045 S STATE ST THEFT 04/21/2024 8:51:03 PM 240402088 1045 S STATE ST VIOL COURT 04/20/2024 7:24:01 PM 240401979 1045 S STATE ST SUSPICIOUS CIRCUMSTANCES 04/19/2024 10:03:14 AM 240401862 1045 S STATE ST MEDICAL AID 04/18/2024 9:24:27 PM 240401828 1045 S STATE ST SUSP VEH 04/18/2024 9:38:38 AM 240401755 1045 S STATE ST MEDICAL AID 04/17/2024 11:01:43 PM 240401727 1045 S STATE ST INFORMATION 04/17/2024 8:43:33 PM 240401717 1045 S STATE ST MEDICAL AID 04/17/2024 1:17:09 AM 240401640 1045 S STATE ST INFORMATION 04/16/2024 12:28:19 AM 240401528 1045 S STATE ST MEDICAL AID 04/13/2024 9:28:01 PM 240401293 1045 S STATE ST AGENCY ASSIS 04/12/2024 7:55:37 PM 240401205 1045 S STATE ST FOLLOW-UP 04/11/2024 10:28:38 AM 240401044 1045 S STATE ST SUSPICIOUS PERSON 04/10/2024 9:39:50 PM 240401010 1045 S STATE ST CITY CODE 04/10/2024 11:31:38 AM 240400939 1045 S STATE ST MEDICAL AID 04/10/2024 5:54:28 AM 240400914 1045 S STATE ST MEDICAL AID 04/10/2024 2:06:31 AM 240400906 1045 S STATE ST DRUNK & DISORDERLY 04/09/2024 7:19:20 PM 240400875 1045 S STATE ST FOUND PROPERTY 04/07/2024 5:43:56 AM 240400640 1045 S STATE ST INFORMATION 04/03/2024 3:28:23 AM 240400243 1045 S STATE ST DISTURBANCE 04/03/2024 12:45:19 AM 240400235 1045 S STATE ST DISTURBANCE 04/01/2024 11:22:16 AM 240400037 1045 S STATE ST ANIMAL 03/28/2024 7:36:28 PM 240302697 1045 S STATE ST FOLLOW-UP 03/25/2024 2:29:00 PM 240302391 1045 S STATE ST 911 HANGUP 03/24/2024 12:25:56 AM 240302256 1045 S STATE ST ANIMAL 03/22/2024 4:11:24 PM 240302093 1045 S STATE ST INFORMATION 03/22/2024 2:17:59 AM 240302054 1045 S STATE ST FIGHT 03/21/2024 10:10:26 AM 240301978 1045 S STATE ST INFORMATION 03/21/2024 7:52:57 AM 240301965 1045 S STATE ST MEDICAL AID 03/20/2024 9:23:10 PM 240301939 1045 S STATE ST WELL CHECK 03/19/2024 8:37:39 PM 240301857 1045 S STATE ST INFORMATION 03/18/2024 3:33:14 AM 240301666 1045 S STATE ST MEDICAL AID 03/16/2024 5:18:38 AM 240301475 1045 S STATE ST STOLEN VEHICLE 03/10/2024 3:49:25 PM 240300903 1045 S STATE ST INFORMATION 03/10/2024 6:16:00 AM 240300866 1045 S STATE ST INFORMATION 03/08/2024 12:01:44 AM 240300643 1045 S STATE ST TRESPASS 03/04/2024 10:24:32 PM 240300338 1045 S STATE ST THEFT 03/03/2024 10:43:56 AM 240300216 1045 S STATE ST INFORMATION 03/02/2024 4:39:15 AM 240300121 1045 S STATE ST INFORMATION 03/01/2024 10:35:53 PM 240300087 1045 S STATE ST SUSPICIOUS PERSON 02/28/2024 10:59:26 PM 240202880 1045 S STATE ST Page 420 of 427 BUILDING BRIDGES DISPATCH CALLS 02/06/24 to 08/06/2024 INFORMATION 02/27/2024 4:41:31 PM 240202738 1045 S STATE ST FOLLOW-UP 02/27/2024 3:52:07 PM 240202732 1045 S STATE ST DISTURBANCE 02/26/2024 1:19:57 PM 240202612 1045 S STATE ST FOLLOW-UP 02/26/2024 9:26:17 AM 240202583 1045 S STATE ST INFORMATION 02/25/2024 8:50:12 AM 240202482 1045 S STATE ST INFORMATION 02/25/2024 2:41:53 AM 240202472 1045 S STATE ST FOLLOW-UP 02/24/2024 1:31:15 PM 240202406 1045 S STATE ST INFORMATION 02/24/2024 9:37:44 AM 240202388 1045 S STATE ST DRUNK & DISORDERLY 02/20/2024 9:17:47 PM 240202009 1045 S STATE ST INFORMATION 02/18/2024 7:32:05 PM 240201798 1045 S STATE ST TRESPASS 02/17/2024 11:03:43 PM 240201737 1045 S STATE ST FIGHT 02/17/2024 12:52:49 PM 240201707 1045 S STATE ST 911 HANGUP 02/13/2024 3:41:46 PM 240201339 1045 S STATE ST TRESPASS 02/08/2024 4:30:31 PM 240200819 1045 S STATE ST Total Calls = 125 Page 421 of 427 9/17/24 Site Visit Meeting Summary and RCS Responses Building Bridges Low‐Barrier Navigation Center and Winter Shelter 1045 South State Street, Ukiah Discussion of increase in the number of public safety calls over the last 3 years with City staff asking what actions, if any, RCS planned to take to address increasing call volume. RCS answered that cuts to funding have made it difficult to minimize these impacts, but that possible new programs that may be deployed could assist. Discussion of complaints from the public, with the primary concern being the locking of the gate and homeless persons congregating/loitering prior to the day facility being opened at noon. o City staff asked about operating hours of B2. o RCS‐ B2 is open daily from noon to 4 pm. Discussion regarding staffing at B2. o RCS staff identified 2 peer support staff and one access specialist onsite daily from noon to 4 pm. Additional staffing details, along with the below Org Chart, was provided by RCS. Building Bridges Org Chart: o Victoria Kelly, CEO o Sage Wolf, Director of Integrated Health Joann Brewer, Homeless/Housing Program Manager Isidro Chavez, Building Bridges Shelter Supervisor Jen Aragon, Support Services Supervisor Staffing: o There are 2 peer support counselors on duty 24 hours a day, except for short periods when one is at lunch. o Monday‐Friday there is an additional employee at the center from 7:30am‐4:30pm. o Staffing section from our Program Manual – updated in March 2022, revised September 2024 to add the Access Specialist position: Program Manager oversees the project, ensuring the policies are implemented in compliance with regulations and best practices. They monitor for risk and mitigate issues related to safety. They apply for, secure, and work with RCS’ financial department to manage the project’s funding. They report to stakeholders and facilitate community meetings. Program Supervisor provides general oversight and guidance to the day to day operation of the facility. They supervise the Peer Support Counselors, provide housing navigation and case management services to guests, conduct community engagement, address guest complaints, and implement the policies of the facility. Housing Navigators assist guests with acquiring and sustaining housing, while addressing their barriers to housing and connecting them with resources necessary to stabilize in housing. Integrated Care Managers provide care coordination support to connect guests with appropriate resources that have been difficult to access (mental health services, substance use treatment, food resources, medical care, etc.) and ensure the guest stays connected. Access Specialist ensures guests are appropriately screened for Coordinated Entry and referred to services. Supports guests with accessing resources. Could act as the facility Safety Officer. ATTACHMENT 4 Page 422 of 427 Lead Peer Support Counselors (PSC) are mentors to the team working on the floor in the facility, providing guidance and training to the other PSCs. They are skilled in guest engagement and interventions. They could act as the facility’s Safety Officer. Peer Support Counselors supervise the space to monitor safety, engage with the guests on individual levels to identify what their needs are, and provide health and safety education. They conduct screening and intake for the shelter and Coordinated Entry. They refer guests to community resources they could benefit from. Program Analyst/Assistant screens guests, conducts guest satisfaction surveys, completes data entry in the Homelessness Management Information System (HMIS), conducts quality assurance and improvement efforts on project data and reporting, compiles reports, and monitors compliance with data requirements. Additional service providers could include: mental health service providers, case managers, employment services provider, Street Medicine worker, substance use treatment providers, and other providers from community partner agencies. Volunteers will be utilized where and when possible to provide additional support There will be a minimum of two people on duty to supervise the guests and maintain safety during hours when guests are active. Discussion regarding community partners, coordinated entry, HMIS, and community council. o City staff asked if the community council was still meeting. RCS mentioned that Stakeholder Council meetings had been suspended, primarily because attendance was consistently low and RCS staff was having more success connecting separately with partners. RCS staff confirmed they are utilizing coordinated entry and HMIS. o City staff asked about community partner frequency of visits. RCS staff mentioned a few community partners visiting B2 but that RCS was working on MOUs with partners such that this was more predictable. A list of partners regularly providing services is below. Adventist Health Ukiah Valley: medical clinic every Wednesday evening MCAVHN: services every Monday MCHC (Hillside Health Clinic): provides services weekly, days vary Mendocino County Adult Protective Services: provides services on site regularly, days vary Mendocino County Behavioral Health & Recovery Services: provides services on site through crisis outreach, days vary Operating hours: o Day Center public hours: currently Monday‐Friday, noon‐4pm Page 423 of 427 Page 1 of 1 Agenda Item No: 14.c. MEETING DATE/TIME: 3/19/2025 ITEM NO: 2025-263 AGENDA SUMMARY REPORT SUBJECT: Receive Updates on City Council Committee and Ad Hoc Assignments, and, if Necessary, Consider Modifications to Assignments and/or the Creation/Elimination of Ad Hoc(s). DEPARTMENT: City Clerk PREPARED BY: Kristine Lawler, City Clerk PRESENTER: Mayor Crane and Various Councilmembers ATTACHMENTS: 1. 2025 City Council Special Assignments and Ad Hocs Summary: City Council members will provide reports and updates on their committee and ad hoc assignments. If necessary, the Council may consider modifications. Background: City Council members are assigned to a number of committees and ad hoc activities. These assignments are included as Attachment 1. Discussion: Previously, the City Council discussed having more time allocated to reporting on committee and ad hoc activities. Often, the Council Reports section of the regular agenda is rushed due to impending business (i.e., public hearings), and not enough time is afforded for reports beyond community activities. In an effort to foster regular updates on committee and ad hoc assignments, this item is being placed on the agenda to provide the City Council members an expanded opportunity to report on assignments and modify assignments as necessary. Recommended Action: Receive report(s). The Council will consider modifications to committee and ad hoc assignments along with the creation/elimination ad hoc(s). BUDGET AMENDMENT REQUIRED: No CURRENT BUDGET AMOUNT: N/A PROPOSED BUDGET AMOUNT: N/A FINANCING SOURCE: N/A PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A COORDINATED WITH: N/A DIVERSITY-EQUITY INITIATIVES (DEI): N/A CLIMATE INITIATIVES (CI): N/A GENERAL PLAN ELEMENTS (GP): N/A Page 424 of 427 2025 CITY COUNCIL SPECIAL ASSIGNMENT LIST LOCAL / UKIAH VALLEY MTG DATE/TIME MEETING LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT City Broadband Project TBD TBD Civic Center 300 Seminary Ave. Ukiah, CA 95482 to evaluate the Request for Proposal (RFP) for the Internet Service Provider (ISP) for the California's Public Utilities Commission (CPUC) Last Mile Broadband Orozco Jim Robbins, Grants Manager, 463-6708; jrobbins@cityofukiah.com Investment Oversight Committee Varies Civic Center 300 Seminary Ave. Ukiah, CA 95482 Civic Center 300 Seminary Ave. Ukiah, CA 95482 Reviews City investments, policies, and strategies Crane Orozco - Alternate Alan Carter, Treasurer Dan Buffalo, Director of Finance; 463-6220 dbuffalo@cityofukiah.com Disaster Council Shall meet a minimum of once a year at a time and place designated upon call of the chair Place designated upon call of the chair or, if she/he is unavailable or unable to call such meeting, the first vice chair and then the City Manager or her/his designee. Office of Emergency Management 300 Seminary Ave. Ukiah, CA 95482 467-5720 - Traci Boyl Develop any necessary emergency and mutual aid plans, agreements, ordinances, resolutions, rules, and regulations. Orozco Criss - Alternate Traci Boyl, City Manager's Office Management Analyst; 467-5720; tboyl@cityofukiah.com Greater Ukiah Business & Tourism Alliance (GUPTA) 4th Monday of month, 10 a.m. 200 S School St. Ukiah, CA 95482 200 S School St. Ukiah, CA 95482 Promotes tourism and works to strengthen and promote the historic downtown and businesses within the greater Ukiah area Marianne Davison - Community Services Department Staff Orozco - Alternate Shannon Riley,Deputy City Manager; 467-5793 sriley@cityofukiah.com Mendocino County Inland Water and Power Commission (IWPC) 2nd Thursday of month, 6:00 p.m. Civic Center 300 Seminary Avenue conference room 5 IWPC Staff P.O. Box 1247 Ukiah, CA 95482 391-7574 - Candace Horsley Develops coordination for water resources and current water rights: Potter Valley project - Eel River Diversion Rodin Orozco - Alternate Sean White,Director of Water Resources; 463-5712 swhite@cityofukiah.com North Coast Opportunities (NCO)4th Wednesday of month, 2 p.m.Alternating locations - Ukiah and Lakeport Governing Board Chair North Coast Opportunities 413 North State Street Ukiah, CA 95482 Assist low income and disadvantaged people to become self reliant Neil Davis Neil Davis, Community Services Director; 467-5764 ndavis@cityofukiah.com Sun House Guild ex officio 2nd Tuesday of month, 4:30 p.m. Sun House 431 S. Main St. Ukiah, CA 431 S. Main Street Ukiah, CA 95482 467-2836 Support and expand Grace Hudson Museum Orozco, Sher Neil Davis - Alternate David Burton, Museum Director; 467-2836 dburton@cityofukiah.com Ukiah Valley Basin Groundwater Sustainability Agency (GSA) 2nd Thursday of month, 1:30 p.m. Board of Supervisors Chambers; 501 Low Gap Road Ukiah, CA County Executive Office 501 Low Gap Rd., Rm. 1010 Ukiah, CA 95482 463-4441 GSA serves as the Groundwater Sustainability Agency in the Ukiah Valley basin Crane N/A - Alternate Sean White, Director of Water Resources; 463-5712 swhite@cityofukiah.com MENDOCINO COUNTY MTG DATE/TIME MEETING LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT City Selection Committee Called as required by the Clerk of the Board BOS Conference Room 501 Low Gap Rd. Rm. 1090 Ukiah, CA C/O: BOS 501 Low Gap Rd., Rm 1090 Ukiah, CA 95482 463-4441 Makes appointments to LAFCO and Airport Land Use Commission (Mayor - Primary; Vice Mayor - Alternate) Mayor Crane Vice Mayor Sher Kristine Lawler, City Clerk; 463-6217 klawler@cityofukiah.com Economic Development & Financing Corporation (EDFC) 2nd Thursday of month, 2:00 p.m. Primarily 631 S. Orchard Street (location varies) Executive Director 631 South Orchard Avenue Ukiah, CA 95482 467-5953 Multi-agency co-op for economic development and business loan program Riley (appointed 12/19/18) Shannon Riley, Deputy City Manager; 467-5793 sriley@cityofukiah.com Library Advisory Board 3rd Wednesdays of alternate months; 1:00 p.m. Various Mendocino County Libraries Ukiah County Library 463-4491 Review library policy and activities Sher Rodin - Alternate Kristine Lawler, City Clerk; 463-6217; klawler@cityofukiah.com Mendocino County 1st District Liaison Monthly; TBD Civic Center Annex conference room #5 411 West Clay St. Ukiah, CA 95482 Civic Center 300 Seminary Ave. Ukiah, CA 95482 To coordinate activities and policy development with the City's 1st District Supervisor Crane Rodin - Alternate Sage Sangiacomo, City Manager; 463-6221; ssangiacomo@cityofukiah.com Mendocino County 2nd District Liaison 1st Wednesdays of month, 8:00 a.m. Civic Center Annex conference room #5 411 West Clay St. Ukiah, CA 95482 Civic Center 300 Seminary Ave. Ukiah, CA 95482 To coordinate activities and policy development with the County's 2nd District Supervisor Criss Rodin - Alternate Shannon Riley, Deputy City Manager; 467-5793 sriley@cityofukiah.com Mendocino Council of Governments (MCOG) 1st Monday of month, 1:30 p.m. Board of Supervisors Chambers 501 Low Gap Road Ukiah, CA Executive Director 367 N. State Street, Ste. 206 Ukiah, CA 95482 463-1859 Plan and allocate State funding, transportation, infrastructure and project County wide Criss Sher - Alternate Tim Eriksen, Public Works Director/City Engineer ; 463-6280 teriksen@cityofukiah.com Mendocino County Airport Land Use Commission As needed BOS Conference Room 501 Low Gap Rd., Rm. 1090, Ukiah, CA Mendocino County Executive Office 501 Low Gap Rd. Rm. 1010 Ukiah, CA 95482 To formulate a land use compatibility plan, provide for the orderly growth of the airport and the surrounding area, and safeguard the general welfare of the inhabitants within the vicinity Liaisons: Owen/Schlatter Greg Owen, Airport Manager; 467-2855; gowen@cityofukiah.com Craig Schlatter, Director of Community Development; 463-6219; cschlatter@cityofukiah.com Mendocino County Local Area Formation Commission (LAFCO) 1st Monday of month, 9:00 a.m.Board of Supervisors Chambers Executive Director 200 S. School Street, Ste. 2 Ukiah, CA 95482 463-4470 Required by legislation - planning spheres of influence, annexation, service areas, and special districts Rodin Crane - Alternate for both city seat members on Commission Craig Schlatter, Director of Community Development; 463-6219; cschlatter@cityofukiah.com Updated: 2/10/2025 Page 425 of 427 2025 CITY COUNCIL SPECIAL ASSIGNMENT LIST MENDOCINO COUNTY Continued MTG DATE/TIME MEETING LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT Mendocino Solid Waste Management Authority (MSWMA) 3rd Thursday of every other month (varies), 10:00 a.m. Willits Council Chambers Solid Waste Director 3200 Taylor Drive Ukiah, CA 95482 468-9710 County-wide Solid Waste JPA Crane Sher - Alternate Tim Eriksen, Public Works Director/City Engineer; 463-6280 teriksen@cityofukiah.com Mendocino Transit Authority (MTA) Board of Directors Last Wednesday of month, 1:30 p.m. Alternating locations - Ukiah Conference Center or Fort Bragg, or Point Arena Executive Director 241 Plant Road Ukiah, CA 95482 462-1422 County-wide bus transportation issues and funding Sher Rodin - Alternate Tim Eriksen, Public Works Director/City Engineer; 463-6280 teriksen@cityofukiah.com Mendocino Youth Project JPA Board of Directors 3rd Wednesday of month, 7:45 a.m.776 S. State Street Conference Room Mendocino Co. Youth Project 776 S. State Street, Ste. 107 Ukiah, CA 95482 707-463-4915 Targets all youth with a focus on drug and alcohol prevention, healthy alternatives and empowering youth to make healthy choices Criss Max Brazill, Admin Lieutenant - Alternate Cedric Crook, Police Chief; 463-6771; ccrook@cityofukiah.com Russian River Flood Control District (RRFCD) Liaison 1st Monday of month, 5:30 p.m. 151 Laws Ave.,Suite D Ukiah, CA 151 Laws Ave., Ukiah, CA 95482; rrfc@pacific.net; 462-5278 Proactively manage the water resources of the upper Russian River for the benefit of the people and environment of Mendocino County White/Orozco Sean White, Director of Water Resources; 463-5712 swhite@cityofukiah.com Ukiah Players Theater Board of Directors 3rd Tuesday of month, 6:00 p.m 1041 Low Gap Rd Ukiah, CA 95482 462-1210 1041 Low Gap Rd Ukiah, CA 95482 462-1210 To oversee the activities, organization and purpose of the Ukiah Players Theater Greg Owen, Airport Manager (appointed 12/19/18) Kristine Lawler, City Clerk; 463-6217 klawler@cityofukiah.com Ukiah Unified School District (UUSD) Committee Quarterly 511 S. Orchard, Ste. D Ukiah, CA 95482 511 S. Orchard Ukiah, CA 95482 Information exchange with UUSD Board Chair, Mayor, Superintendent, and City Manager Orozco, Criss Sage Sangiacomo, City Manager Cedric Crook, Police Chief Sage Sangiacomo, City Manager; 463-6221 ssangiacomo@cityofukiah.com REGIONAL MTG DATE/TIME LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT Great Redwood Trail Agency (GRTA)Bi-monthly, 3rd Thursdays, 10:30 a.m.Various Locations - announced 419 Talmage Road, Suite M Ukiah, CA 95482 463-3280 Provides a unified and revitalized rail infrastructure meeting the freight and passenger needs of the region Rodin Sher- Alternate Neil Davis, Community Services Director 467-5764 ndavis@cityofukiah.com League of California Cities Redwood Empire Legislative Committee Prior to Division Meetings, meets 3x in person and then via conference call Various locations that are announced Redwood Empire League President; Public Affairs Program Manager (916) 658-8243 Elected city officials and professional city staff attend division meetings throughout the year to share what they are doing and advocate for their interests in Sacramento Orozco Criss - Alternate Sage Sangiacomo, City Manager; 463-6221 ssangiacomo@cityofukiah.com Russian River Watershed Association (RRWA) 4th Thursday of month, 9:00 a.m. (only 5 times a year) Windsor Town Hall 9291 Old Redwood Hwy, #400 Windsor, CA 95492 707-838-1000 Russian River Watershed Association 2235 Mercury Way, Suite 105 Santa Rose, CA 95407 info@rrwatershed.org 707-508-3670 (message only) Consider issues related to Russian river - plans projects and funding requests Rodin Sher - Alternate Tim Eriksen, Public Works Director/City Engineer; 463-6280 teriksen@cityofukiah.com Northern California Power Agency (NCPA) - Commission 4th Thursday of month, 9:00 a.m. (see NCPA calendar) Roseville, CA and other locations 651 Commerce Drive Roseville, CA 95678 916-781-4202 Pool of State and local power utilities developing and operating power generation, providing scheduling and related energy services and providing regulatory and legislative support. Crane - Commissioner Sher - City Council Alternate Sauers - Alternate and Commissioner in absence of Commissioner Crane Cindi Sauers - Electric Utility Director; 463-6286 csauers@cityofukiah.com Northern California Power Agency (NCPA) – Lodi Energy Center (LEC) Appointment 2nd Monday of month, 10:00 AM Lodi, CA and other locations 651 Commerce Drive Roseville, CA 95678 916-781-4299 Committee oversees the operation, maintenance and expenditures of the LEC 300 MW generating project. Sauers – Project Participate Appointee Cindy Sauers, Electric Utility Director, 463‐6286, csauers@cityofukiah.com Transmission Agency of Northern California (TANC) 4th Wednesday of month, 10 a.m.35 Iron Point Circle Suite 225 Folsom, CA 35 Iron Point Cir #225 Folsom, CA 95630 916-852-1673; info@tanc.us Provide electric transmission to its Member utilities through transmission line ownership or contract arrangements. Crane Sauers - Alternate Cindi Sauers - Electric Utility Director; 463-6286 csauers@cityofukiah.com STANDING COMMITTEES MTG DATE/TIME LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT Diversity and Equity TBD Virtual Meeting Room (link to be created) Civic Center 300 Seminary Ave. Ukiah, CA 95482 Improve diversity and equity in the City’s workforce and municipal services Orozco/Criss Traci Boyl, City Manager's Office Management Analyst; 467-5720; tboyl@cityofukiah.com Fire Executive Committee 2nd Tue, every other month beginning in January; 5:00 p.m. Ukiah Valley Conference Center, 200 S. School Street Ukiah, CA Civic Center 300 Seminary Ave. Ukiah, CA 95482 sabba@cityofukiah.com Per the recently adopted agreement between the City of Ukiah and the Ukiah Valley Fire Protection District Orozco/Sher Alternates: Criss Doug Hutchison, Fire Chief; 463-6263; dhutchison@cityofukiah.com Countywide Oversight Board to the RDA Successor Agencies 4th Thursday of January, 4:00 p.m.; meets annually Ukiah Valley Conference Center, 200 S. School Street Ukiah, CA City of Ukiah ATTN: City Clerk 300 Seminary Ave. Ukiah, CA 95482 Oversee and direct the Successor Agencies of the former redevelopment agencies Crane Dan Buffalo, Director of Finance; 463‐6220 dbuffalo@cityofukiah.com Kristine Lawler, City Clerk; 463‐6217, klawler@cityofukiah.com Water Executive Committee (Ukiah Valley Water Authority) 1st Tue of each month at 6:00 p.m. Ukiah Valley Conference Center, 200 S. School Street Ukiah, CA City of Ukiah ATTN: Sean White 300 Seminary Ave. Ukiah, CA 95482 Oversight of UVWA; set annual budget for the combined water system; Manage rates and collect levies; modify existing water rights for the provision of water service; mediation and dispute resolution; Crane/Orozco Sean White, Director of Water Resources; 463-5712 swhite@cityofukiah.com Updated: 2/10/2025 Page 426 of 427 COMMITTEE ASSIGNED TO PRINCIPAL STAFF SUPPORT Electric Grid Operational Improvements Crane/Orozco Cindy Sauers, Electric Utility Director; 463-6286 csauers@cityofukiah.com Trench Cut Policy Development Crane Tim Eriksen, Public Works Director/City Engineer; 463- 6280 teriksen@cityofukiah.com Advance Planning & Policy for Annexation Applications Crane/Rodin Craig Schlatter, Community Development Director 463-6219 cschlatter@cityofukiah.com UVSD/ City Relations Ad hoc committee to address specific issues with the Ukiah Valley Sanitation District, including discussion of overall sewer system service delivery policies, operating policy revisions, potential revisions to the current Operating Agreement, and cost sharing Crane/Orozco Dan Buffalo, Director of Finance; 463‐6220 dbuffalo@cityofukiah.com Sean White, Water Resources Director 463‐5712 swhite@cityofukiah.com Orr Street Bridge Corridor Rodin/Sher Tim Eriksen, Public Works Director/City Engineer; 463- 6280 teriksen@cityofukiah.com Complete Streets Rodin/Crane Tim Eriksen, Public Works Director/City Engineer; 463- 6280 teriksen@cityofukiah.com Shannon Riley, Deputy City Manager 467-5793 sriley@cityofukiah.com Neil Davis, Community Services Director 467-5764 ndavis@cityofukiah.com Special Districts (Water District Consolidation)Orozco/Crane Shannon Riley, Deputy City Manager 467‐5793 sriley@cityofukiah.com Corp Yard Planning Crane/Orozco Jason Benson, Senior Civil Engineer 463‐6284 jbenson@cityofukiah.com Mendocino County Courthouse Project and Reuse Sher/Orozco Shannon Riley, Deputy City Manager 467‐5793 sriley@cityofukiah.com Climate Action Plan Will coordinate with the Community Development Director to identify and assign representation to each of the identified categories, and also coordinate with the Community Development Director and the Climate Action Plan Working Group related to other outreach efforts during the development of the draft municipal Climate Action Plan related to the 2040 General Plan Sher/Criss Craig Schlatter, Community Development Director 463-6219 cschlatter@cityofukiah.com City's 150-Year Anniversary Planning Orozco/Rodin Shannon Riley, Deputy City Manager 467‐5793 sriley@cityofukiah.com Zoning Reform Function is to explore creation of a new ministerial zoning permit and identify additional zoning streamlining and reform efforts to provide better and more consistent development outcomes Crane/Orozco Craig Schlatter, Community Development Director 463-6219 cschlatter@cityofukiah.com Community Health Needs Assessment (CHNA) Steering Committee assist in the creation of the 2025 CHNA Report for the communities served by the three Adventist Health hospitals in Mendocino County. providing insight, identifying, gathering and analyzing the health needs of our community. Additionally Rodin/Sher Jeremy Malin, NP Director of Community Health Analytics Adventist Health Howard Memorial Adventist Health Ukiah Valley Adventist Health Mendocino Coast 978-289-3330; malinjr@ah.org Parks & Recreation Special District Exploration Rodin/Orozco Neil Davis, Community Services Director 467-5764 ndavis@cityofukiah.com Downtown Zoning code Crane/Rodin Craig Schlatter, Community Development Director 463-6219 cschlatter@cityofukiah.com Tourism Advisory Committee Rodin/Sher Shannon Riley, Deputy City Manager 467‐5793 sriley@cityofukiah.com Historic Preservation Code Sher/Criss Craig Schlatter, Community Development Director 463-6219 cschlatter@cityofukiah.com Fire Severity Rodin/Orozco Craig Schlatter, Community Development Director 463-6219 cschlatter@cityofukiah.com City Council Handbook Review and Update Sher Kristine Lawler, City Clerk 463‐6217; klawler@cityofukiah.com 2025 AD HOC COMMITTEES *Note: Changing the composition of an existing ad‐hoc among current councilmembers after work has begun presents potential Brown Act issues. Requests for fully filled ad‐hocs are represented on the draft, but staff does not recommend changes except to fill vacated assignments. The current requests on the sheet for fully composed ad‐hocs are primarily intended to convey interest in topics covered by these ad‐hoc committees for possible future consideration of new assignments. Updated: 3/6/2025 Page 427 of 427