HomeMy WebLinkAbout2025-01-14 PSC Agenda PacketPage 1 of 2
Public Spaces Commission
Regular Meeting
AGENDA
(to be held both at the physical and virtual locations below)
Civic Center Annex ♦ 411 W. Clay St., Conf. RM #5 ♦ Ukiah, CA 95482
To participate or view the virtual meeting, go to the following
link: https://us06web.zoom.us/j/81764322746
January 14, 2025 - 5:30 PM
1. ROLL CALL
2. INTRODUCTIONS
3. APPROVAL OF MINUTES
3.a. Approval of the Minutes for the November 12, 2024, Community Forum
Recommended Action: Approve the minutes for the November 12, 2024, Community Forum.
Attachments:
1. Draft Minutes
4. AUDIENCE COMMENTS ON NON-AGENDA ITEMS
The Public Spaces Commission (PSC) welcomes input from the audience that is within the subject matter jurisdiction of the
PSC. In order for everyone to be heard, please limit your comments to three (3) minutes per person and not more the (10)
minutes per subject. The Brown Act regulations do not allow action to be taken on audience comments.
5. STAFF MEMBER PRESENTATIONS / REPORTS
5.a. Update on Observatory Park Landscaping
Recommended Action: Receive report.
Attachments: None
6. COMMISSIONERS REPORTS
7. UNFINISHED BUSINESS
7.a. Creation of a New Friends of Ukiah Parks Group
Recommended Action: Consider and provide recommendations on the work of the Public Spaces
Commission as the Advisory Board for a new Friends of Ukiah Parks and Open Spaces Group.
Attachments: None
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8. NEW BUSINESS
8.a. Review of Final Draft of the 2025 City of Ukiah Parks Gap Analysis
Recommended Action: Provide comment on the 2025 Ukiah Parks Gap Analysis.
Attachments:
1. Gap Analysis DRAFT
8.b. Discussion of the Western Hills Watershed Protection Area's Potential as a Community Forest
Recommended Action: Approve recommended action to update the Western Hills Watershed
Protection Area Management Plan and consider renaming the property.
Attachments:
1. WHWPA Management Plan F2025 DRAFT Update
8.c. Review, Update as Necessary, and Approve a 2025 Community Outreach Plan and Schedule
Recommended Action: Recommend the City Council approve the 2025 Community Outreach Plan
and Schedule.
Attachments:
1. DRAFT 2025 PSC Outreach Plan
2. 2025 Schedule DRAFT
9. 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 Public Spaces Commission after
distribution of the agenda packet are available for public inspection at the main entrance of the City of Ukiah Annex, located at 411 W.
Clay St., Ukiah, CA 95482, not less than 72 hours prior to the meeting set forth on this agenda.
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AGENDA ITEM 3a
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Public Spaces Commission
Community Forum
MINUTES
Ukiah Valley Conference Center ♦ 200 S. School St. ♦ Ukiah, CA 95482
Virtual Meeting Link: https://us06web.zoom.us/j/81764322746
November 12, 2024 - 5:30 PM
1. ROLL CALL
Public Spaces Commission met at a Community Forum on November 12, 2024, having been
legally noticed on November 8, 2024. The meeting was held virtually at the following link:
https://us06web.zoom.us/j/81764322746 and in person at the Ukiah Valley Conference Center at
200 S. School St., Ukiah, CA 95482. Commissioner Babbini called the meeting to order at 5:30
p.m. Commissioners Present: Elora Babbini, Vicki Bitonti-Brown, Steven Ratley, and Joe
Scriven. Commissioners Absent by Prearrangement: Megan Parker. Staff Present: Neil Davis,
Community Services Director and Araceli Sandoval, Community Services Administrative Assistant.
2. INTRODUCTIONS
3. APPROVAL OF MINUTES
a. Approval of the Minutes for the September 10, 2024, Community Forum.
Scriven/Ratley to approve the Minutes of September 10, 2024, a Community Forum, as submitted.
Motion carried by the following roll call vote: AYES: Babbini, Ratley, Bitonti-Brown, and Scriven.
NOES: None. ABSENT: Parker. ABSTAIN: None.
4. AUDIENCE COMMENTS ON NON-AGENDA ITEMS
The Public Spaces Commission (PSC) welcomes input from the audience that is within the subject
matter jurisdiction of the PSC. In order for everyone to be heard, please limit your comments to three
(3) minutes per person and not more the (10) minutes per subject. The Brown Act regulations do not
allow action to be taken on audience comments.
Commission Consensus to hear item 7a out of order.
5. COMMISSIONERS REPORTS
6. UNFINISHED BUSINESS
a. Review and Comment on the 2024 Park Gaps Analysis.
Presenter: Neil Davis, Community Services Director.
7. NEW BUSINESS
a. Creation of a Friends of Ukiah Parks Group with the Public Spaces Commission Serving
as the Board of Directors.
Presenter: Neil Davis, Community Services Director.
Public Comment: Martin Bradley.
Scriven/Ratley to approve Staff to 1) Discontinue the MOU between the North Coast opportunities
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Public Spaces Commission Minutes for November 12, 2024, Continued:
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sponsored Friends of Observatory Park group, and 2) create a Friends of Ukiah Parks group with
the Public Spaces Commission Acting as the Group’s Board of Directors. Motion carried by the
following roll call vote: AYES: Babbini, Ratley, Bitonti-Brown, and Scriven. NOES: None. ABSENT:
Parker. ABSTAIN: None.
b. Consideration of a Trial Period of Extended Park Hours at Oak Manor Park.
Presenter: Neil Davis, Community Services Director.
Babbini/Ratley to approve a ninety-day pilot program of extended hours at Oak Manor Park with an
8pm shut-off time. Motion carried by the following roll call vote: AYES: Babbini, Ratley, Bitonti-
Brown, and Scriven. NOES: None. ABSENT: Parker. ABSTAIN: None.
8. STAFF MEMBER PRESENTATIONS/REPORTS
• Observatory Park Cyclone Fence Removal Update and Native Plant Nursery Update – Neil
Davis, Community Services Director.
9. ADJOURNMENT
There being no further business, the meeting was adjourned at 7:07 p.m.
____________________________________________
Araceli Sandoval, Public Spaces Commission Clerk
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Agenda Item No: 7.a.
MEETING DATE/TIME: 1/14/2025
ITEM NO: 2024-849
AGENDA SUMMARY REPORT
SUBJECT: Creation of a New Friends of Ukiah Parks Group
DEPARTMENT: Community Services PREPARED BY: Neil Davis, Community Services Director
ATTACHMENTS:
None
Summary: Consider and provide recommendations on the work of the Public Spaces Commission as the
Advisory Board for a new Friends of Ukiah Parks and Open Spaces Group.
Background: At the November 2024 PSC meeting it was decided by unanimous vote to dissolve the Friends
of the Observatory Park group and the Memorandum of Understanding (MOU) with North Coast Opportunities
(NCO) who acted as a fiscal sponsor for the group. In its place a Friends of Ukiah Parks and Open Spaces
group will be formed. The City has approved the hiring of a part time volunteer coordinator who is expected to
play a key role in the operations of the Friends group.
Discussion: Staff provided NCO verbal notification of the pending dissolution of the group in December but
have not yet provided written notification. NCO is eager to have the remaining funds transferred out of their
account as it has been inactive for years. Staff are open to suggestions for names of the group.
Recommended Action: Consider and provide recommendations on the work of the Public Spaces
Commission as the Advisory Board for a new Friends of Ukiah Parks and Open Spaces Group.
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Agenda Item No: 8.a.
MEETING DATE/TIME: 1/14/2025
ITEM NO: 2024-847
AGENDA SUMMARY REPORT
SUBJECT: Review of Final Draft of the 2025 City of Ukiah Parks Gap Analysis
DEPARTMENT: Community Services PREPARED BY: Neil Davis, Community Services Director
ATTACHMENTS:
1. Gap Analysis DRAFT
Summary: Commissioners are provided with a draft of the Ukiah Parks Gap Analysis for comment.
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.” The complete 2040 General
Plan can be found at chrome-extension://efaidnbmnnnibpcajpcglclefindmkaj/https://cityofukiah.com/wp-
content/uploads/2023/01/Ukiah-2040-General-Plan_reduced.pdf
Staff have presented on this subject to the PSC at the May 14, 2024, and July 9, 2024, meetings. At the
November 2024 meeting Jen Dalton of Kitchen Table Consulting facilitated the PSC in providing input to the
analysis. An initial draft Gap Analysis document is now ready for comment (Attachment 1).
Discussion: Executive Summary of the 2025 Ukiah Parks Gap Analysis:
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/Nob 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.
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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. 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.
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 reports nine designated park
goals. The goals address Quantity, Quality and Diversity of features, Accessibility, Commitment, Community
and Social Capital, Climate Readiness, Native American Co-Stewardship, Homelessness, and Gentrification.
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 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
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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 National Park and Recreation Association 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. Addressing the substantial deferred maintenance at Low Gap Park, updating the Municipal Pool,
and creating new parks to serve residents on the north and south end of the Greater Ukiah node 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 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.
Staff seek comment and suggestions for edits on this draft analysis.
Recommended Action: Provide comment on the 2025 Ukiah Parks Gap Analysis.
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0
Attachment 1
Adopted Some Date,
2025
City of Ukiah Park Gap Analysis 2025
A COMMITMENT OF THE
2040 GENERAL PLAN
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1
2025
City of Ukiah Park Gap Analysis
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2
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
Geographic Area of Analysis 11
Level of Service 13
Park Goals 17
Current State of Parks 20
Recreation 29
Community Input 30
Next Steps – Case Studies 37
Funding 43
Conclusions 44
References 45
Maps 48
Tables 53
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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/Nob Hill, Vichy Springs, Eldorado/Deerwood, Eastside Calpella/Lake Mendocino, and
Calpella. The populations of these nodes range from 312 to 1,912.
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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. 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.
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 reports nine designated
park goals. The goals address Quantity, Quality and Diversity of features, Accessibility,
Commitment, Community and Social Capital, Climate Readiness, Native American Co-
Stewardship, Homelessness, and Gentrification.
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.
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The City of Ukiah’s bu dget 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 National Park and Recreation Association 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. Addressing the substantial deferred maintenance at Low Gap Park, updating the
Municipal Pool, and creating new parks to serve residents on the north and south end of the Greater
Ukiah node 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 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.
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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 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 tables, 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.
Pocket Park - Very small park, may have a bench.
Neighborhood Park – Often includes a playground and park area generally for non-
organized activities. May include a restroom.
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Community Park - Designed for organized activity with users traveling from some distance.
Includes parking, sports fields and restrooms.
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.
Special Use Park - Specialized use recreational areas, usually single use, such as dog
parks and skate parks that do not fit another category.
Linear Park - A park along a travel corridor, generally narrow and long.
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 - A countryside 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.
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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.
Urban - A city or town with a high population density and many buildings.
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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 2020, 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 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:
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
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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.
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.
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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 3,071 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 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 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.
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 be Parks and
Recreation. For example, the Ukiah Municipal Airport and wastewater treatment center do not use
Park and Recreation services so are not included in calculations.
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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.
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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 documents10,18,25. 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
California14, and Tools for Equitable Park Planning Design: Digital Workflows to Enhance Park
Access and Quality 29.
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, Addressing Homelessness, and Gentrification.
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 equitable 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 Quality28
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 or park experiences. 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. Observational surveys of City of Ukiah’s parks suggest
existing parks are not currently over pressured.
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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.”13
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 of disagree with the two following questions:
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.”
“Nationwide nearly one in
three people do not have a
park or natural area
within10 minutes of their
home.” 9
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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 will have the greatest impact on
cities and population centers. City 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 .”9
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 the cooler evening can
create areas of refuge during extreme heat.
Providing bike racks, and bus stops at parks can help reduce the city’s carbon footprint, while
planting trees and providing shade structures, misting stations, and splash pads will help climate
adaptation.
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
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.
“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” 9
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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. The City of Ukiah has not to date seen neighborhood improvements to
cause gentrification. However, the risk of gentrification is real, particularly on the south end of the
Greater Ukiah node should new parks be built.
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Goals
Park services, like all other City 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 nine broad goals for Ukiah Parks. These nine goals
are then broken down into thirty-two total 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. Finally, goal
eight and nine assess the concerns of homelessness and gentrification.
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.
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)
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.
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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 Complete a NPRA survey 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 Maintain a minimum of
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 Use 100% climate adapted trees for any new tree planting in 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.
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.
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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 minimum one meeting per year with HHSA to discuss management of
Homelessness in Parks.
9 Addressing Gentrification
9.1 Consider a “just green enough” strategy in low-income neighborhoods to improve conditions,
livability, and health without pricing out current residents.
9.2 Partner with planning and development departments to assure adequate stock of affordable
housing in areas where park improvements are planned.
9.3 Strive to address deep rooted inequities in accessible park acreage by adding substantial
amounts of new green space in park-poor, low-income communities of color, while also
providing and protecting nearby affordable housing.
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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 over one-hundred and
seventy-five thousand 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 Ukiah Athletic Club.
Figure 1 - Greater Ukiah Node
Figure 2 - Underserved Areas on North End of Greater Ukiah
Node in Red
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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.
The vast majority of Ukiah residents live 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 and one 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 the last year. 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 pool is a likely conclusion.
In the last ten years a steady effort 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 can keep
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 assure 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 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. The
entrance to the park does not meet the standards of the Americans with Disabilities Act (ADA).
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Importantly, the bridge that allows access to most of the park likely needs replacement rather than
repair. Low Gap Park is a beloved community asset with heavy daily use, but unfortunately, it is
being loved to death. While the park is heavily used, these issues are a result of deferred
maintenance as opposed to park pressure.
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, 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. 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 but will also attract
residents from around the City. Both Todd Grove and Oak Manor
have reservable picnic areas that are in frequent use for parties,
celebrations, and get-togethers. Todd Grove Park is also the home to
the popular Sundays in the Park as well as the Community Yard Sale,
the Kids Triathlon and many more community building events.
Seven 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 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
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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 (Goal3.3) 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
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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)
survey 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 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
and community yard sale, 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 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.
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
alternative transportation infrastructure. A four-point scale was used with one point apiece given
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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 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 other have little
shade (Softball Complex) or no shade (Great Redwood Trail). The lack of shade on the Great
Redwood Trail needs to be addressed. All other parks have reasonable amounts of shade.
Goals 6.4 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, re tain 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.”5 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. This is another area where the City can improve.
Addressing Homelessness (Goal 8)
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 is. 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
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operate under an 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.
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 within the next year. 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 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
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.
Addressing Gentrification (Goal 9)
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. The only parks related practice found in this report’s literature review was the concept of
“just green enough.” The” just green enough” approach suggests that new parks and park
improvements should attempt to make the park improvements just nice enough to provide benefit
to current residents without attracting new residents and increasing property values10. The City can
consider this approach, but it is not consistent with the City’s institutional commitment to
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excellence. It may be the best approaches to gentrification will be found in the Community
Development and Housing arenas specifically by increasing housing stock.
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/
Eldorado 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”) and a small play structure. The HOA comprises approximately 130 homes. However, the
park is not open to the majority of the 1912 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
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
Figure 4 Outside the Greater Ukiah node: First
Tier locations in green. Second Tier locations
in red.
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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.
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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 Softball complex hosted nearly seventy-three
thousand visits in the last year and over 150 coaches and
volunteers are employed by the recreation team to
support team sports services. 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 6000 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 8000 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
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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 app 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
Pumpkin Fest. 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
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
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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 next to the Alex
Rorabaugh Center site was specifically mentioned as having potential for this. Previous discussions
with the LatinX community also suggest a strong desire for family gathering areas.
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
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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,
swimming and water skiing. Fishing for large and small mouth bass, strippers, crappie, blue gill and
three varieties of catfish is a popular activity.
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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 has 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.
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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 park. 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 40 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 on 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.
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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 provided options.
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.”
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”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.”
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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 to the north
side of the Area of Interest. In addition to serving as a recreational space it will serve as a
transportation corridor. The completed path will serve 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 Softball complex.
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Figure 5 Orr Creek Greenway
Cooper Lane Connection
Text here …
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 5 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.
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Figure 5– Homes on the north end of the Greater Ukiah node greater.than.a.half.mile.from.a.park outlined in red.
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.
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 provides a second likely
park option. 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 6).
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
Figure 6 Potential South Side Park Locations
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option would be to create an underpass or overpass across highway 101 to allow access to the
softball 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 the 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.
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
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.
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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 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
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 their 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 is 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
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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 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.
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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 Youth 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 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.
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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 existing park diversity of features. Desirable park features that
are not represented in City parks include dog parks, pickleball, courts, skating venues,
neighborhood basketba ll courts, and river access. 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, 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.
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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. County of Mendocino. (2022) MENDOCINO PARKS OPERATIONS AND MANAGEMENT
ANALYSIS.
5. County Of Mendocino Cultural Services Agency (2020) COUNTY PARKS NEEDS
ASSESSMENT REPORT
6. Department of Interior (2022, November) FIRST ANNUAL REPORT ON TRIBAL CO-
STEWARDSHIP
7. Department of Interior ((2021) Policy Memorandum 22-03
8. 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)
9. 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
10. 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)
11. Moeller, J. (1965, January) STANDARDS FOR OUTDOOR RECREATIONAL AREAS. Information
Report No. 194; American Society of Planning Officials. 1313 East 60th St Chicago Illinois.
Page 54 of 102
46
12. 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
13. 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)
14. Santana, A., Munoz Flegal, A.H. (2021, June) ADVANCING PARK EQUITY IN CALIFORNA.
PolicyLink. 1438 Webster Street, suite 303. Oakland CA
15. 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).
16. 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.
17. Statewide Parks Program Community FactFinder (2023 Edition)
https://www.parksforcalifornia.org/communities/
18. Unacknowledged. RECOMMENIDED MEASURES TO EAVLUATE PARK USE AND QUALITY.
National Recreation and Parks Association. 22377 Belmont Ridge Road, Ashburn, VA 20148;
nrpa.org
19. 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)
20. Unacknowledged. BEST PRACTICES FOR TRIBAL ENGAGEMENT IN MARINE PROTECTED
AREA STEWARDSHIP. Marine Protected Area Collaborative Network
21. 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)
22. Unacknowledged. California's 2021–2025 Statewide Comprehensive Outdoor Recreation
Plan (SCORP) A FIVE-YEAR PLAN FOR INCREASING PARK ACCESS, COMMUNITY-BASED
Page 55 of 102
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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)
23. Unacknowledged. CITY OF UKIAH 2022 MUNICIPAL SERVICE REVIEW AND SPHERE OF
INFLUENCE UPDATE. City of Ukiah. 300 Seminary Drive, Ukiah, CA 95482
24. Unacknowledged. CITY OF UKIAH 2040 GENERAL PLAN. City of Ukiah. 300 Seminary Drive,
Ukiah, CA 95482
25. Unacknowledged (2023) NRPA AGENCY PERFORMANCE REVIEW. National Recreation and
Parks Association. 22377 Belmont Ridge Road, Ashburn, VA 20148; nrpa.org
26. 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
27. Ukiah Valley Area Plan (2011)
28. 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
29. 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)
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Maps
Map 1 -City of Ukiah Area of Interest and Sphere of Influence
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Map 2 – Population nodes with populations.
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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.
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Map 4 – Parks in Relation to Greater Ukiah Node
Green – Parks and half mile radii
Black – Greater Ukiah Node
Red – Area Underserved by Parks
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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.
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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.7‗..Park.Category.Descriptions
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Table 2 Bike, Pedestrian, and Bus Friendly Parks.
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Table 3 - First Tier Parks and Features. Parks used to determine accessibility in green.
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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 Se ction $ 1,500,000 $ 3,000,000
Freeway Over/Under pass $ 1,500,000 $ 5,000,000
Trail Construction Ea st 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
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Page 1 of 2
Agenda Item No: 8.b.
MEETING DATE/TIME: 1/14/2025
ITEM NO: 2024-848
AGENDA SUMMARY REPORT
SUBJECT: Discussion of the Western Hills Watershed Protection Area's Potential as a Community Forest
DEPARTMENT: Community Services PREPARED BY: Neil Davis, Community Services Director
ATTACHMENTS:
1. WHWPA Management Plan F2025 DRAFT Update
Summary: Approve recommended action to update the Western Hills Watershed Protection Area
Management Plan and consider renaming the property.
Background: Community forests are protected forestlands that contribute to healthy, flourishing communities.
Importantly, they offer residents and community members a direct say in how these lands are stewarded over
time. These assets are being nurtured across the country as they are increasingly recognized as land-based
economic development tools that deliver positive outcomes to the residents, visitors, and businesses located
in their service areas. Benefits from community forests include economic development, improved individual
and community health, wildlife habitat preservation, and water supply protection. The key aspect of a
community forest is local community control of how the asset is used. Typically, community forests are
provided permanent protection through conservation easements.
The City of Ukiah acquired approximately 700 acres of open space now referred to as the Western Hills
Watershed Protection Area (WHWPA). Although, the term “community forest” was never used, the acquisition
was justified with arguments that were directly aligned with the principles of a community forest. The City
Council adopted a WHWPA Management Plan in February of 2024. The plan includes three sections outlining
goals and objectives for Resource Protection, Fire Risk Abatement, and Public Uses and Access. However,
the plan does not expressly outline how the plan and the property will be administered or specify the need for
community involvement.
Discussion: The WHWPA largely meets the definition of a community forest. However, Staff have noted two
missing components. First, although the City is using the Public Spaces Commission as the de facto source of
public oversight, it is not required by any City policy. Second, although it is generally assumed the property is
intended to be conserved in perpetuity, no legally binding conservation measure is in place. Adding these two
objectives to the management plan would clearly define the WHWPA as a community forest.
The name Western Hills Watershed Protection Area was derived by Staff as a means to clearly and accurately
refer to the property. It has been noted that the name is not particularly memorable.
Staff seek PSC approval to present the City Council with a recommendation to update the WHWPA
management plan to include Objective 17 “Provide Permanent and Binding Conservation for the WHWPA”
and Objective 18 “Provide Public Oversight and Management” as detailed in the redline version of the draft
management plan update (Attachment 1). Staff further seek guidance on designating the WHWPA a
community forest. Finally, the PSC may want to consider suggesting an updated name for the WHWPA.
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Page 2 of 2
Recommended Action: Approve recommended action to update the Western Hills Watershed Protection
Area Management Plan and consider renaming the property.
Page 67 of 102
City of Ukiah
300 Seminary Drive
Ukiah, CA 95482
January 2024
Western Hills Watershed ProtecƟon Area
Management PlanWestern Hills
Community Forest Management Plan
Western Hills
Watershed ProtecƟon
AreaCommunity
Forest Management
Plan
Adopted February 7, 2024
2025 Update DRAFT
Attachment 1
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Western Hills Watershed ProtecƟon Area Management Plan 1
Project LocaƟon
The Western Hills Watershed ProtecƟon Area (WHWPA) is located in eastern Mendocino County in the
foothills rising from the Ukiah Valley in the Northern Coast Mountain Range. The WHWPA currently
includes 4 non-conƟguous areas totaling approximately 750 acres. The largest secƟon is centered on the
ridge climbing to the west of Redwood Avenue and ranges between a tenth of a mile to 1.3 miles wide
and spans 2.2 miles from east to west for a total of ~ 600 acres. AddiƟonal non-conƟguous properƟes
include the City owned porƟon of Low Gap Park (~105 acres), a parcel at the headwaters of Gibson Creek
(~35 acres), and an approximate 13-acre parcel near the corner of Helen Avenue and Doolin Creek Road.
Public access trail easements connect the Doolin Creek Property to the largest property on the Redwood
Ave Ridge.
For the purposes of this plan the “western hills” extends from highway 253 at the south, to Masonite
Road on the North, and from the valley floor to the ridge above Robinson Creek on the south and Orr
Creek’s headwaters to the north (AƩachment 1). If and when the City obtains addiƟonal properƟes
within the described western hills boundary, they will be added to this plan as an amendment.
The WHWPA extends from the valley floor at 760 feet to its highest point at Lookout Peak at 2,726 feet in
elevaƟon. AddiƟonal properƟes may be added as opportuniƟes for acquisiƟon arise. A map of the
current protected area is available as AƩachment 2.
Overall, the WHWPA is steep with slopes ranging from 30-70 percent. The vegetaƟon is overgrown in
some locaƟons and wildfire has been suppressed for decades. Looking to the west from the highest
ridge, views of Pine Mountain and the headwaters of Robinson Creek can be seen. Looking to the east
provides views of Lake Mendocino, the Ukiah Valley, and the mountain tops of Sanhedrin, Hull, Snow,
Red, and KonocƟ Mountains. Two forks of Doolin Creek flow east out of the central and southern parts of
the WHWPA. The headwaters of Gibson Creek lie in the northwesternmost corner of the WHWPA and an
unnamed creek in the northeastern parcel of the WHWPA flows east toward Hillcrest Avenue.
WHWPA Management Plan
This Management Plan defines the prioriƟes and goals for the WHWPA to ensure conƟnuity in
management decision making. Once approved by the Ukiah City Council, the overarching goals of
property ownership should rarely if ever change. This plan is further intended to guide staff in day-to-
day acƟviƟes and to provide criteria for the operaƟons, maintenance, and management, and
administraƟon of the Preserve.
The plan acknowledges the benefits of local control and community involvement. “Community Forests”
are protected forestlands that contribute to healthy, flourishing communiƟes. Importantly, they offer
residents and community members a direct say in how these lands are stewarded over Ɵme. These
assets are being nurtured across the country as they are increasingly recognized as land-based economic
development tools that deliver posiƟve outcomes to the residents, visitors, and businesses located in
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Western Hills Watershed ProtecƟon Area Management Plan 2
their service areas. Benefits from community forests include economic development, improved
individual and community health, wildlife habitat preservaƟon, and water supply protecƟon.
The key aspect is local community control of how the asset is used. Typically, community forests are
provided permanent protecƟon through conservaƟon easements.
In keeping with the primary goals of protecƟng the WHWPA’s scenic resources and biodiversity, soil and
aquaƟc resources, and ecological funcƟons, most of the management acƟons should either directly or
indirectly implement the natural resources goals.
The Management Plan was designed to protect the conservaƟon values of the WHWPA while providing
the opportunity for the future development of recreaƟonal, educaƟonal, and uƟlity support
opportuniƟes that are compaƟble with protecƟon of natural resources. This document is intended to
provide guidance for balancing mulƟple goals.
The acƟons and policies of the Management Plan are organized into fourthree categories with
mulƟple topic areas within each: Resource PreservaƟon, Fire Risk Abatement, and Public Uses and
Access, and AdministraƟon and Public Oversight.
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Western Hills Watershed ProtecƟon Area Management Plan 3
Purpose and Vision of City of Ukiah Open Space Designated ProperƟes
The City of Ukiah is commiƩed to protecƟng the purity and integrity of the Ukiah Valley Aquifer that
supplies water to residents and the flora and fauna of the Ukiah Valley, as well as to the Russian River.
ProtecƟng the watershed created by the western hills from development was a primary purpose for the
City’s acquisiƟon of the WHWPA. The City will conƟnue to work with land owners and land trusts to
expand the footprint of the WHWPA through acquisiƟons and conservaƟon easements in the Western
Hills as roughly idenƟfied in AƩachment 1. AddiƟonal but secondary reasons, or goals for the acquisiƟon
included habitat and viewshed protecƟon, uƟlity support, and public access. All plans and acƟviƟes
should balance these secondary goals while assuring the ascendency of watershed protecƟon.
Vision Statement
CreaƟng 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 recreaƟon. We aspire
to protect naƟve plants and wildlife communiƟes, prevent erosion, and maintain water quality.
Simultaneously, we aim to engage the public in decision making, ciƟzen science, educaƟon, and passive
recreaƟon while ensuring the protecƟon of historical resources and providing essenƟal infrastructure for
the benefit of our community.
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Western Hills Watershed ProtecƟon Area Management Plan 4
Resource PreservaƟon
ObjecƟve 1 Establish a Management Culture of ConƟnual Improvement and Increased Resource
Knowledge and Understanding.
ObjecƟve 2 Locate WHWPA FaciliƟes to Avoid Rare Plants, SensiƟve Natural CommuniƟes, and
Habitat for Wildlife
ObjecƟve 3 Control Erosion, Protect Water Quality, and Maintain FaciliƟes
ObjecƟve 4 Control Dust during ConstrucƟon and other Management AcƟviƟes
ObjecƟve 5 RevegetaƟon aŌer Soil Disturbance
ObjecƟve 6 Best Management PracƟces for Hazardous Materials Handling and PolluƟon
ObjecƟve 7 Prevent the Spread of Invasive Species
ObjecƟve 8 Prevent Spread of Sudden Oak Death and Other Plant Pathogens
ObjecƟve 9 Best Management PracƟces for Use of PesƟcides and Herbicides
ObjecƟve 10 Seek OpportuniƟes to Expand the Footprint of Protected Watershed
Fire Risk Abatement
ObjecƟve 11 Reduce Fire Risk to the WHWPA through Fire Abatement and VegetaƟon Management
AcƟviƟes
ObjecƟve 12 Protect Habitat during Fire Abatement and VegetaƟon Management AcƟviƟes
Public Uses and Access
ObjecƟve 13 Provide Safe Public Access for CiƟzen Science / EducaƟon, Volunteer Management,
and RecreaƟon
ObjecƟve 14 Monitor for, and Protect if Found, Historic or Archeological Resources
ObjecƟve 15 Provide Water Storage, Power GeneraƟon, and CommunicaƟon Infrastructure
ObjecƟve 16 Provide and Protect Access to NaƟve American Culture Bearers to Nurture Areas for
Harvest and TradiƟonal Uses
AdministraƟon and Public Oversight
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Western Hills Watershed ProtecƟon Area Management Plan 5
ObjecƟve 17 Provide Permanent and Binding ConservaƟon for the WHWPA
ObjecƟve 18 Provide Public Oversight and Management
General Program ObjecƟves, and Resource ConservaƟon ObjecƟves
The following Project ObjecƟves and Management Tasks are intended to guide the management of the
WHWPA and to protect and enhance naƟve habitats and protect sensiƟve bioƟc resources (such as
riparian zones and creeks, sensiƟve natural communiƟes1 and habitat for naƟve wildlife and plan
species); protect cultural resources; and potenƟally expand access to the ProtecƟon Area. This plan
assures acƟviƟes on the property will minimize impacts to less than significant levels. A MiƟgaƟon
Monitoring and ReporƟng Plan shall be produced and implemented in coordinaƟon with facility
development.
Project ObjecƟves
Resource PreservaƟon
ObjecƟve 1 Establish a Management Culture of ConƟnual Improvement and Increased Resource
Knowledge and Understanding.
Seek opportuniƟes to fund and carry out property surveys to beƩer understand and map the
WHWPA.
To the greatest extent possible begin with high level, broad scale surveys to be used to idenƟfy
areas of concern, such as areas with rare plants or sensiƟve natural communiƟes, and then
focus subsequent surveys on areas of heightened concern.
To the greatest extent possible collect and collate studies into a single searchable source.
Seek opportuniƟes to collaborate with partner agencies to further the knowledge and
understanding of the project.
Seek formal and informal opportuniƟes for staff educaƟon.
ObjecƟve 2 – Locate WHWPA FaciliƟes to Avoid Rare Plants, SensiƟve natural communiƟes and
Habitat for Wildlife
The City shall use the following design standards to minimize impacts on naƟve vegetaƟon and wildlife
communiƟes:
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Western Hills Watershed ProtecƟon Area Management Plan 6
To the greatest degree possibly site roads, trails, and other park infrastructure out of sensiƟve
habitat areas.
Maintain buffers between new trails or park infrastructure and drainages.
Limit removal of exisƟng naƟve vegetaƟon during site development.
Design trails to avoid mature trees and plan revegetaƟon as needed to maintain naƟve canopy
cover and understory species.
Limit the use of fences. When fencing is essenƟal, use wildlife-friendly fencing.
Management Task 2A: Avoid Loss of Special-Status species and their
Habitats
The City shall ensure that the following protecƟon objecƟves for special-status plants and species of
local concern and their habitat are implemented during management acƟviƟes in the WHWPA.
• MainƟain a list of special status plants to be upda ted at least every three years to monitor for
newly listed species
Avoid removal and minimize trimming of Raiche’s Manzanita (Arctostaphylos stanfordiana spp.
raichei) and Redwood Lilly (Lilium rubescens) during vegetaƟon management acƟviƟes. Train
crews to recognize this species prior to each vegetaƟon clearing effort, and have a trained
supervisor oversee all work in areas where this plant occurs.
Ensure that Red bellied newts (Taricha rivularis) are protected during vegetaƟon management
acƟviƟes. Train crews to recognize this species prior to each vegetaƟon clearing effort, and have a
trained supervisor oversee all work in areas where this plant occurs.
• Prior to any park development in areas beyond exisƟng trails and roads, the City shall conduct a
botanical survey to document if special-status species are present. Surveys shall be conducted at the
appropriate Ɵme for plant idenƟficaƟon and shall be conducted by a botanist experienced with
Mendocino County plant species and natural communiƟes. If special-status plants or their habitat are
not idenƟfied during iniƟal site surveys, no further miƟgaƟon is necessary under this objecƟve.
• If any special-status plant species or sensiƟve natural communiƟes are found in areas proposed for
park development, project plans shall be adjusted to avoid impact to the species. The City shall consult
with a qualified botanist to determine appropriate setback distances and protecƟon objecƟves.
• If special-status plant species or sensiƟve natural communiƟes cannot be avoided, project-specific
protecƟon objecƟves (e.g., transplant, seed collecƟon, propagaƟon) shall be developed and
implemented.
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Western Hills Watershed ProtecƟon Area Management Plan 7
• Any herbicide applicaƟon to treat non-naƟve plants must ensure that no naƟve plants are
affected. A thorough review of invasive plant management best pracƟces should be undertaken and
consultaƟon with the California Invasive Plant Council2 should be considered prior to applicaƟon.
Management Task 2B: Protect Birds During ConstrucƟon and Other Management AcƟviƟes
The City shall ensure that the following protecƟon objecƟves for birds are implemented for
construcƟon, ground disturbing, and/or vegetaƟon management acƟviƟes:
• Work outside of the criƟcal breeding bird period (February 15 through August 31) including
construcƟon projects and during ongoing land management (e.g., vegetaƟon trimming and removal,
etc.). If acƟviƟes must occur during this breeding period, work areas shall be surveyed by a qualified
biologist prior to commencing. Surveys shall be required for all human-related ground disturbance
acƟviƟes in natural habitats and for vegetaƟon trimming and removal. The surveys shall be
conducted within one week prior to iniƟaƟon of vegetaƟon clearing, tree removal and trimming, or
other construcƟon acƟviƟes. If the biologist finds no acƟve nesƟng or breeding acƟvity, work can
proceed without restricƟons. If acƟve raptor or owl nests are idenƟfied within 100 feet of the
construcƟon area or acƟve nests of other special-status birds (e.g., passerines, woodpeckers,
hummingbirds, etc.) are idenƟfied within 50 feet of the construcƟon area, a biologist shall determine
whether or not construcƟon acƟviƟes may impact the acƟve nest or disrupt reproducƟve behavior. If
it is determined that construcƟon would not affect an acƟve nest or disrupt breeding behavior,
construcƟon can proceed without restricƟons. The determinaƟon of disrupƟon shall be based on the
species’ sensiƟvity to disturbance, which can vary among species; the level of noise or construcƟon
disturbance; and the line of sight between the nest and the disturbance. If the biologist determines
acƟviƟes would be detrimental, the nesƟng area and 250-foot buffer for larger nesƟng birds (e.g.,
owls, raptors, herons, egrets) and 50-foot buffer for small nesƟng songbirds shall be adhered to unƟl
the nest has been vacated.
• If the work area is leŌ unaƩended for more than one week following the iniƟal surveys,
addiƟonal surveys shall be completed. Ongoing construcƟon monitoring shall occur to ensure no
nesƟng acƟvity is disturbed. If state and/or federally listed birds are found breeding within the
area, acƟviƟes shall be halted, and consultaƟon with the CDFW and USFWS shall occur to
determine if any addiƟonal protecƟon objecƟves are needed.
• For fire risk abatement fuel management, nesƟng bird surveys shall be required for all fire risk
abatement vegetaƟon management in late winter through spring. All burn piles shall be burned
outside of the bird nesƟng season (February 15 through August 31). If acƟviƟes must occur
during this period, burn acƟviƟes shall be reviewed and approved by a qualified biologist before
commencing.
ObjecƟve 3 - Control Erosion, Protect Water Quality, and Maintain FaciliƟes
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Western Hills Watershed ProtecƟon Area Management Plan 8
The City shall maintain roads, trails, and any other approved infrastructure to ensure long term viability
and uƟlity of the infrastructure while ensuring erosion control, sediment detenƟon. Site maintenance
acƟviƟes shall occur in accordance with the Handbook for Forest, Ranch, & Rural Roads (2015) and the
following objecƟves:
• Protect disturbed areas against erosion. When a road project involves grading or work within or
adjacent to a stream, a spill prevenƟon and clean-up plan, Stormwater PolluƟon PrevenƟon Plan (if
disturbance is greater than one acre), or similar document (Erosion Control Plan) shall be prepared and
implemented during construcƟon acƟviƟes to protect water quality. The plan would address polluted
runoff and spill prevenƟon policies, BMPs that are required to be available on site in case of rain or a
spill (e.g., straw bales, silt fencing, erosion control blankets, spill response kit), clean-up and reporƟng
procedures, and locaƟons of refueling and minor maintenance areas.
• Dispose of all debris, sediment, rubbish, vegetaƟon, or other construcƟon-related materials in a
locaƟon approved by the City. No materials, including petroleum products, chemicals, silt, fine soils, or
substances deleterious to the funcƟon of a watercourse, water quality, or biological resources, would be
allowed to pass into, or be placed where it can pass into stream channels.
• Cover stockpiled soils when rain is expected while materials are temporarily stockpiled. Cover
stockpiles with plasƟc that is secured in place to ensure the piles are protected from rain and wind. Silt
fencing or waƩles would be installed on contour around all stockpile locaƟons.
• Follow Ukiah Valley Trail Group’s Trail Maintenance and Design Guidelines for all trail construcƟon
and maintenance. (AƩachment 3)
• Minimize the amount of soil disturbance and avoid trail alignments in seeps or wet areas.
• Install temporary erosion control measures such as waƩles before construcƟon begins and remove
once the site has been stabilized with naƟve vegetaƟon or other method.
• Maintain vegetated filter strips at the base of slopes and along trails to allow surface water to slow
down and for sediment to be retained.
Management Task 3A -Maintain roads and faciliƟes to minimize sedimentaƟon and maintenance
costs.
• Perform an annual survey of road condiƟons aŌer the end of winter rains.
• Note and document maintenance needs that will be required prior to the next rainy season.
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Western Hills Watershed ProtecƟon Area Management Plan 9
• All road work shall be completed in accordance with the Handbook for Forest, Ranch, &
Rural Roads (see Reference List).
Project ObjecƟve 4 - Control Dust during ConstrucƟon and other Management AcƟviƟes
The City shall implement the following dust control objecƟves in areas where soil or vegetaƟon has
been disturbed and during construcƟon acƟviƟes:
• Cover open-bodied trucks when used for transporƟng materials likely to give rise to airborne dust.
• Use water or chemicals to control dust during construcƟon operaƟons or clearing of land.
• Apply water or suitable chemicals on materials stockpiles and other surfaces that can give rise to
airborne dusts.
• Limit vehicle speeds on dirt roads to not more than 12 miles per hour.
ObjecƟve 5 – RevegetaƟon aŌer Soil Disturbance
The City shall implement the following objecƟves in areas where soil or vegetaƟon has been disturbed
by management acƟviƟes:
• Implement soil protecƟon objecƟves, including seeding or planƟng, promptly with appropriate
naƟve species and covering with weed-free straw mulch, and/or installing biodegradable erosion control
fabric on slopes.
• Use seed or container stock of local origin for planƟngs. Seed or propagules for revegetaƟon
would be collected from the property itself if a viable source is present. Where this is not possible,
propagules shall be from within the Russian River watershed with excepƟons being made only aŌer
review by a qualified staff member or consultant. Within these geographic parameters, collecƟons shall
be made with the goal of capturing natural geneƟc variaƟon (e.g., collect from a range of elevaƟons and
from plants exhibiƟng varied phenology).
• Include naƟve plant species with high value to local wildlife and/or buƩerflies and other
pollinators in planƟng paleƩes as appropriate to the site. Ideally, the area should be surveyed in
advance to idenƟfy and mimic the species naturally occurring on the site.
• For management acƟons that have removed naƟve vegetaƟon, evaluate post-construcƟon
revegetaƟon success on individual site condiƟons based generally on the following: 1) establishment of
naƟve trees and shrubs at a raƟo of 2:1 living aŌer five years (or the raƟo mandated by regulatory
permits), 2) establishment of herbaceous cover equal to that of adjacent undisturbed ground within
three years, and 3) no increase in invasive species populaƟons (or no greater cover of invasive species
than that of adjacent undisturbed ground).
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Western Hills Watershed ProtecƟon Area Management Plan 10
• Enhance naƟve buƩerfly habitat by incorporaƟng larval host plants and nectar plants into
restoraƟon paleƩes as appropriate.
• Include a mixture of plant types (i.e., shrubs, vines, perennials, and herbaceous species as well as
trees) in planƟng paleƩes to maintain or improve the structural diversity of habitats.
• Use limited organic, weed-free amendments if required to help establish restoraƟon vegetaƟon
for soils that have been disturbed and require addiƟonal organic maƩer or nutrients to support naƟve
plants. Organic ferƟlizers shall only be used above the normal high-water mark of any adjacent
waterways. No chemical ferƟlizers shall be used.
ObjecƟve 6 - Best Management PracƟces for Hazardous Materials Handling and PolluƟon
PrevenƟon
The City shall employ Best Management PracƟces for staging, maintenance, fueling, and spill
containment of potenƟally hazardous materials used on the property. The City shall ensure that all
equipment used onsite is inspected for leaks. Vehicles shall be parked and fueled in a designated staging
a minimum of 50' away from creeks, drainages, and other water sources including wetlands and seasonal
wetlands.
All equipment shall be properly cleaned before entering the Preserve, and spill prevenƟon kits shall be
available onsite.
ObjecƟve 7- Prevent the Spread of Invasive Species
The City shall prevent the spread of invasive weeds and other species to the extent feasible.
Invasive Plants
Weed control methods shall include, but would not be limited to:
Clean plant material and soil from the Ɵres and undercarriage of vehicles and equipment (e.g.
mowers) that have traveled through weed-infested areas before they leave those areas.
Cleaning may be done with a hose if water is available and/or with a scrub brush or sƟff broom.
Train staff and WHWPA volunteers to recognize invasive species and report new infestaƟons
promptly to Director of Community Services or designee.
If resources are available, educate residents immediately adjacent to the WHWPA about
invasive species and encourage use of locally naƟve plant species in landscaping..
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Western Hills Watershed ProtecƟon Area Management Plan 11
Invasive Animals
Monitor for the invasion of pigs, feral cats, turkeys and other non-naƟve animals with the
assistance of trail cams and quarterly site tours.
Intervene early and aggressively to exclude invasive animals from the property.
Develop a plan for trapping and depredaƟon to be available and ready for implementaƟon
should invasive animals be discovered.
ObjecƟve 8 – Prevent Spread of Sudden Oak Death and Other Plant Pathogens
The City shall be responsible for protecƟng against the spread of Sudden Oak Death (SOD) and other
plant pathogens through implementaƟon of the following requirements:
Survey the property for, and map locaƟons, where SOD is present.
Before purchasing any nursery stock for restoraƟon planƟngs, confirm that the nursery
follows current Best Management PracƟces for prevenƟng the spread of SOD (consult the
California Oak Mortality Task Force for current standards).
Inspect all plant materials for symptoms of SOD before bringing onto the property.x
Train management staff on host species, symptoms, and disease transmission pathways for
Phytophthora ramorum and other Phytophthora species, and on Best Management PracƟces to
prevent the spread of SOD, including:
o Clean equipment aŌer working in forest and woodland habitats, including chainsaws,
boots, and truck Ɵres (spray with a 10% bleach soluƟon or other disinfectant, then
rinse).
o Work in forest and woodlands in the dry season instead of the wet season when spores
are being produced and infecƟons are starƟng. Avoid or minimize pruning oak, tanoak,
and bays in wet weather.
o Leave potenƟally infected downed trees on site instead of transporƟng the material to
an uninfected area. Where infecƟon is already known to be present, leaving P. ramorum
infected or killed trees on site has not been shown to increase the risk of infecƟon to
adjacent trees. Allow removal from the property only if fire risk is high or for aestheƟc
or safety. If infected material is removed from the site, dispose of at an approved and
permiƩed facility within the quaranƟne zone encompassing the 14-county infected
quaranƟne zone.
If necessary to improve safety or reduce fire hazards, infected trees can be cut, branches
chipped, and wood split. Do not leave cut wood and chips in an area where they might be
transported to an uninfected locaƟon.
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Western Hills Watershed ProtecƟon Area Management Plan 12
Educate WHWPA users about objecƟves to prevent the spread of SOD. Provide signage at major
trailheads explaining that SOD occurs on the property, showing typical symptoms and explaining
that it can be spread by WHWPA visitors, especially in wet winters, during rainy and windy
weather. This may be based on exisƟng public educaƟonal materials such as those developed by
the California Oak Mortality Task Force. Request that WHWPA visitors:
o Stay on established trails and respect trail closures.
o Avoid entering areas that appear to be diseased, especially in wet, muddy condiƟons. If
avoidance is not possible, follow the sanitaƟon pracƟces described below.
o Avoid transporƟng SOD on shoes, vehicles, or other transport. AŌer traveling through an
infected area, clean up and disinfect. For instance, hikers should remove mud from shoes
using an old screwdriver, sƟff brush, and/or towel. Further disinfect shoes by washing with
soap and water or spraying with a 10% bleach soluƟon.
ObjecƟve 9 – Best Management PracƟces for Use of PesƟcides and Herbicides
The City shall minimize the use of pesƟcides and herbicides to the extent feasible as directed by the City
of Ukiah’s Integrated Pest Management Plan. The City shall ensure that any use of pesƟcides is done
according to manufacturers’ recommendaƟons and only as part of the City’s Integrated Pest
Management Plan to protect natural resources and conservaƟon values.
Use pesƟcides with cauƟon to prevent contaminated runoff. A surfactant-free formulaƟon shall be used
any Ɵme pesƟcides or herbicides are used within a riparian area. Herbicide applicaƟon shall be done
under the guidance of a cerƟfied pest control applicator and according to the manufacturer’s
instrucƟons.
ObjecƟve 10 Seek OpportuniƟes to Expand the Footprint of Protected Watershed
The City shall collaborate with private property owners, land trusts, and other interested parƟes to
expand the total acres of protected watershed within the Western Hills.
Fire Risk Abatement
ObjecƟve 11 – Reduce Fire Risk to the WHWPA through Fire Abatement and VegetaƟon Management
AcƟviƟes
The City shall collaborate with the Ukiah Valley Fire ProtecƟon District, Mendocino County Fire Safe
Council, and CalFire to undertake fire reducƟon and miƟgaƟon programs. The following harm reducƟon
programs and efforts shall be pursued:
Convene regular meeƟngs to ensure collaboraƟon and communicaƟon between the partner
agencies.
Develop a priority list of fire miƟgaƟon measures to be implemented as funding is available.
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Western Hills Watershed ProtecƟon Area Management Plan 13
Maintain a log of fuel load management and fire miƟgaƟon project compleƟon.
To achieve the fire hazard reducƟon goals, the City shall develop a Fire Risk Abatement Plan. The
work plan shall include a descripƟon of the current and target condiƟons of the treatment area,
map and photos of the treatment area; idenƟfy immediate and long-term goals, Ɵmeline for
implementaƟon, access points, disposal methods, and target species. Fire Risk Abatement Plans
may cover a period of 1 to 5 years. The Fire Risk Abatement Plan shall follow the natural
resource and fire management recommendaƟons set forth in the WHWPA Management Plan.
Once the plans are developed, implementaƟon will proceed as described in the plan.
Maintenance and Management Task 11A - Reduce Fire Risk on the WHWPA During Maintenance or
Patrol AcƟviƟes
The City shall implement the following measures to reduce fire risk on the WHWPA during
maintenance acƟviƟes:
• Prohibit vegetaƟon management for ongoing WHWPA maintenance or fire risk abatement
during red flag days according to the NaƟonal Weather Service.
• Require all equipment and vehicles used on the WHWPA to be equipped with spark arrestors or
other means of controlling backfiring.
• Limit use of power tools for maintenance or other acƟviƟes during periods of high and very high
fire danger.
• Limit driving onto the Preserve during periods of high and very high fire danger.
• Prohibit parking or driving over flammable material such as grasses and dry brush.
• Maintain clear, unobstructed access along the fire and emergency access road by trimming back
encroaching vegetaƟon and promptly responding to and removing any trail obstrucƟon
• Ensure that fire department staff or other enƟƟes overseeing fuel load management acƟviƟes
parƟcipate in the annual staff meeƟng and communicaƟon protocol.
All vehicles driven onto the WHWPA shall be equipped with a fire exƟnguisher, chain saw and
associated safety equipment, standard fire-fighƟng equipment (e.g., shovel, McLeod, fire
exƟnguisher), and a first-aid kit.
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Western Hills Watershed ProtecƟon Area Management Plan 14
ObjecƟve 12 – Protect Habitat during Fire Abatement and VegetaƟon Management AcƟviƟes
The City shall fully maintain habitat quality and complexity during fire abatement and vegetaƟon
management acƟviƟes consistent with protecƟng public safety. The following habitat protecƟon
objecƟves shall be implemented:
Develop and maintain a trail and road system to increase emergency access routes and serve as
small fire breaks. WHWPA areas along the emergency access routes shall be maintained for
emergency vehicle travel while retaining as much vegetaƟon as possible. Established and
maintained corridors reduce the chance of emergency road building.
Roads and trails provide a good access area for shaded fuel breaks and should be considered as
priority areas for fuel load management.
Once established, trails should be evaluated and recommendaƟons for trail clearing widths
should be established on a case-by-case basis.
Prior to vegetaƟon management acƟviƟes, establish permanent photo points to illustrate
before- and aŌer-treatment condiƟons. Provide typical views of treatment locaƟons for five
years aŌer treatment. Use photos to review changes in habitat condiƟons. Photos shall be taken
at the same month each year – for example, in May or June when new leaves are present on
plants. If undesirable changes, such as decreased plant density or non-naƟve plant invasion are
noted, the City shall review pracƟces and revise as needed to protect natural resources.
Conduct biological trainings and surveys prior to vegetaƟon management acƟviƟes.
Engage personnel familiar with naƟve plant idenƟficaƟon and wildlife requirements to guide
vegetaƟon management and fuel reducƟon work on the ground.
Allow maintenance vehicle access only on the fire and emergency access road and exisƟng trails.
Maintain habitat complexity, especially along drainages and riparian corridors outside the
emergency access corridor. This will require maintaining a balance between providing diverse,
mulƟstory forest and woodlands for wildlife uƟlizaƟon and plant community diversity and the
need for fire risk abatement and emergency services access.
If vegetaƟon management is needed along drainages for public safety, ensure that the special
ecological values of the habitat are maintained. Work only on sites that are accessible without
driving off-road or off-trail, dispose of cut vegetaƟon without blocking drainages, minimize
ground disturbance, and maintain duff and naƟve canopy.
Limit ground disturbance during all vegetaƟon management acƟviƟes. Where bare ground is
exposed as a result of work, promptly treat to prevent erosion, establish naƟve plant species
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Western Hills Watershed ProtecƟon Area Management Plan 15
including ground cover, grasses, and shrubs, as appropriate, and limit colonizaƟon by invasive
plant species; Seeding recommendaƟons should be developed and added to this plan as an
Appendix.
Unless there is a threat to public safety or increased fire risk, retain decaying and dying trees,
limbs, snags, and debris piles for wildlife habitat. Snags should be leŌ standing at not less than
six per acre. If a downed trees crosses over a trail, cut and move to the side.
In areas of tree die-off, trees can be felled and limbed. A minimum of six snags per acre should
be retained for habitat preservaƟon.
Engage a professional botanist or vegetaƟon ecologist to review fire hazard reducƟon pracƟces
every five years to ensure that vegetaƟon removal is not negaƟvely affecƟng naƟve plant
community species composiƟon or health, or wildlife communiƟes.
Public Uses and Access
ObjecƟve 13 – Provide Safe Public Access for CiƟzen Science / EducaƟon, Volunteer Management
Assistance, and RecreaƟon
The City shall develop and implement plans to allow public access to the WHWPA. Public access may be
permiƩed to allow for CiƟzen Science and EducaƟon, Volunteer AcƟviƟes, and / or RecreaƟon. The
following public access objecƟves shall be implemented:
Develop and implement policies and procedures for public access to pursue research, ciƟzen
science, and / or educaƟon to be added as an appendix to this document.
Develop and implement policies and procedures for volunteer assistance in the management of
the WHWPA to be added as an appendix to this document.
Develop and implement policies and procedures for public recreaƟonal access to the WHWPA.
Coordinate with Human Resources to limit liability.
The use of motor vehicles by the public will be restricted to the greatest degree possible. Motor
vehicle use for the sole purpose of recreaƟon shall be prohibited.
ObjecƟve 13A – Provide Safe Public Trails for Passive RecreaƟon
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Western Hills Watershed ProtecƟon Area Management Plan 16
The City of Ukiah shall construct and maintain trails for public access for passive (non-motorized)
recreaƟon. The minimal environmental impact of trails is self-miƟgated by the trail’s environmental
educaƟon and health benefits. Trails shall not exceed 5 miles per 100 acres to maintain this balance and
distribute any impacts of construcƟon and use.
Trails shall be built to conform with current best pracƟces of sustainable trail design.
Equal emphasis shall be provided in the development of both mountain biking and hiking trails.
Hiking only, biking only, and shared use trails should be considered.
Trails shall not be open to equestrians unƟl adequate parking is secured, and a plan for the
addiƟonal maintenance necessitated by equestrian use is in place.
ObjecƟve 14 – Monitor for, and Protect if Found, Historic or Archeological Resources
The City shall remain vigilant for the discovery of previously unknown Historic or Archeological
Resources. In pursuit of this objecƟve the City shall;
Seek funding for and obtain an Archaeological survey of the WHWPA.
Management Task 14A; IdenƟfy and Avoid or Minimize Impacts on Historic Resources
Should subsurface historic materials be encountered during construcƟon, the City shall ensure that trail
maintenance, or resource management acƟviƟes, the piece of equipment or crew member that
encountered the materials shall stop and the find shall be inspected by a qualified
historian/archaeologist. Project personnel shall not collect historic materials. If the
historian/archaeologist determines that the find qualifies as a unique historic resource for the purposes
of CEQA (Guidelines SecƟon 15064.5(c)), all work shall be stopped in the immediate vicinity to allow the
archaeologist to evaluate the find and recommend appropriate treatment. Such treatment and
resoluƟon shall include either modifying the project to allow the materials to be leŌ in place or
undertaking data recovery of the materials in accordance with standard archaeological methods. The
preferred treatment shall be protecƟon and preservaƟon. If the resource is determined to qualify as
historic under CEQA Guidelines SecƟon 15064.5(a), and the management acƟon would impair the
resource, such impacts on the resource shall be avoided. Management acƟviƟes shall be implemented
to avoid impairment of the historic resources. ObjecƟves to protect historic resources may include, for
example, temporary protecƟve barriers or construcƟon worker training.
Management Task 14B: IdenƟfy and Avoid or Minimize Impacts on Archaeological Resources
The City of Ukiah shall ensure that if previously unknown archaeological materials are encountered
during construcƟon, trail maintenance, or resource management acƟviƟes, the piece of equipment or
crew member that encountered the materials shall stop, and the find shall be inspected by a qualified
archaeologist. Project personnel shall not collect archaeological materials. If the archaeologist
determines that the find potenƟally qualifies as a unique archaeological resource for the purposes of
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Western Hills Watershed ProtecƟon Area Management Plan 17
CEQA (Guidelines SecƟon 15064.5(c)), all work shall be stopped in the immediate vicinity to allow the
archaeologist to evaluate the find and recommend appropriate treatment. Such treatment and
resoluƟon shall include either project modificaƟon to allow the materials to be leŌ in place or
undertaking data recovery of the materials in accordance with standard archaeological methods. The
preferred treatment shall be protecƟon and preservaƟon.
Management Task 14C: Procedures for Encountering Human Remains
If human remains are encountered, project personnel shall stop all work in the immediate vicinity. The
Mendocino County Coroner and a qualified archaeologist shall be noƟfied immediately so that an
evaluaƟon can be performed. If the coroner determines the remains are NaƟve American and
prehistoric, NaƟve American Heritage Commission (NAHC) shall be contacted so that a “Most Likely
Descendant” can be designated, the appropriate Tribal representaƟve can be contacted, and further
recommendaƟons regarding treatment of the remains can be provided. The City of Ukiah shall ensure
that if human remains or funerary objects are discovered during soil-disturbing acƟviƟes, the City shall
ensure that all work stops in the vicinity and that the Mendocino County Coroner is noƟfied. A qualified
archaeologist shall evaluate the remains. If human remains are of NaƟve American origin, the Coroner
shall noƟfy the NaƟve American Heritage Commission (NAHC) within 24 hours of idenƟficaƟon, pursuant
to California Public Resources Code SecƟon 5097.98. NAHC would appoint a Most Likely Descendant
(MLD). A qualified archaeologist, the City of Ukiah, and the MLD shall make all reasonable efforts to
develop an agreement for the treatment, with appropriate dignity, of any human remains and
associated or unassociated funerary objects (CEQA Guidelines SecƟon 15064.5[d]). The agreement shall
take into consideraƟon the appropriate excavaƟon, removal, recordaƟon, analysis, custodianship, and
final disposiƟon of the human remains and associated or unassociated funerary objects. The PRC allows
48 hours to reach agreement on these maƩers. If the MLD and the other parƟes cannot not agree on
the reburial method, the City shall follow California Public Resources Code SecƟon 5097.98(b), which
states that “the landowner or his or her authorized representaƟve shall reinter the human remains and
items associated with NaƟve American burials with appropriate dignity on the property in a locaƟon not
subject to further subsurface disturbance.”
Management Task 14D: Avoid or Document Paleontological Resources
The City of Ukiah shall ensure that if a paleontological resource is discovered during construcƟon,
trail maintenance, or resource management acƟviƟes, all ground-disturbing acƟviƟes within 50 feet of
the find shall be temporarily halted. AcƟviƟes may be diverted to areas beyond 50 feet from the
discovery. The City shall noƟfy a qualified paleontologist who will document the discovery, evaluate the
potenƟal resource and assess the nature and significance of the find. Based on scienƟfic value or
uniqueness, the paleontologist may record the find and allow work to conƟnue or recommend salvage
and recovery of the material. The paleontologist shall make recommendaƟons for any necessary
treatment that is consistent with currently accepted scienƟfic pracƟces.
Management Task 14E; Consult with NaƟve American Tribes if Previously Undiscovered ArƟfacts are
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Western Hills Watershed ProtecƟon Area Management Plan 18
Discovered
In the event any NaƟve American archaeological arƟfacts are discovered during implementaƟon of
management acƟviƟes, the City shall contact and consult with local tribes who have a tradiƟonal and
cultural affiliaƟon with the Project area. If the tribe(s) considers the resource to be a tribal resource, the
City shall consult with the tribe to develop appropriate miƟgaƟon objecƟves in accordance with Public
Resources Code 21080.3.2.
ObjecƟve 15 Provide Water Storage, Power GeneraƟon, and CommunicaƟon Infrastructure
The City of Ukiah’s Water and UƟliƟes Departments contributed to funding for the WHWPA acquisiƟon
with the understanding that water storage and power generaƟon were potenƟal uses of the property.
While watershed protecƟon is the primary goal of the property, the placement of water tanks and
limited power generaƟon infrastructure should be considered when feasible with miƟgaƟons for the use
as determined by CEQA reviews such as MiƟgated NegaƟve DeclaraƟon or Environmental Impact
Report.
ObjecƟve 16 Provide and Protect Access to NaƟve American Culture Bearers to Nurture Areas for
Harvest and TradiƟonal Uses
The City shall develop and implement plans and policies to allow safe and secure access to NaƟve
American culture bearers who wish to nurture areas for harvest, harvest for personal and family use,
and for the pursuit of other tradiƟonal uses.
AdministraƟon and Public Oversight
ObjecƟve 17 Provide Permanent and Binding ConservaƟon for the WHWPA
The City shall assess opƟons for ensuring legally binding permanent conservaƟon and select and obtain
the best possible means of protecƟng the WHWPA in perpetuity.
ObjecƟve 18 Provide Public Oversight and Management
The Public Spaces Commission (PSC) will serve as the CiƟzen Advisory Board to the WHWPA. The PSC will
determine a process for monitoring the conservaƟon status and report any issues to the City Council.
Staff will prepare and report on the status to the WHWPA at least annually.
Engage the Public Spaces Commission (PSC) to serve as the Public Advisory Board for the
WHWPA.
Recruit at least one land management professional to serve on the PSC.
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Western Hills Watershed ProtecƟon Area Management Plan 19
References
1. hƩps://wildlife.ca.gov/Data/VegCAMP/Natural-CommuniƟes
2. hƩps://www.cal-ipc.org/resources/library/publicaƟons/
3. Weaver W., Weppner E., Hagans, D; Handbook for Forest, Ranch, & Rural Roads (2015).
Mendocino County Resource ConservaƟon District
4. Ukiah Valley Trail Group’s Trail Maintenance and Design Guidelines (2015).
5. Bride, Anna; Davis, Neil Western Hills Watershed ProtecƟon Area Baseline DocumentaƟon
Report (2023). City of Ukiah
6. Storer, A., et.al., Diagnosis and Monitoring of Sudden Oak Death. (2002) University of CA Pest
Alert #6
7. Sawyer, J. et. al., A Manual of California VegetaƟon, 2nd Ed. (2009)
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Western Hills Watershed ProtecƟon Area Management Plan 20
Attachment 1 – Western Hills of Ukiah
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Western Hills Watershed ProtecƟon Area Management Plan 21
Attachment 2 – Western Hills Watershed Protection Area Map (1/9/2024)
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Western Hills Watershed ProtecƟon Area Management Plan 22
Attachment 3
Ukiah Valley Trail Group
Philosophy and Design and Maintenance Standards
Trail Philosophy: Central to the Ukiah Valley Trail Group’s approach to trails is the recogniƟon
that our world is one of finite resources and, since demand for these resources is increasing steadily;
insighƞul management is of utmost concern. The Inland Mendocino County Trail system must be
designed to uƟlize resources in ways that benefit all non-motorized users. This entails providing
adequate accommodaƟon and accessibility, rather than focusing on individual user groups. The
increased sharing of resources someƟmes creates fricƟon between the diverse user groups vying for
more trail space. This Trail Plan acknowledges that a certain amount of fricƟon is inevitable and
therefore focuses on planned communicaƟon to minimize the differences and opƟmize the benefits
derived from these precious resources.
Plans for opƟmal use of trail resources must be in concert with the objecƟve of natural and cultural
resource protecƟon. Any decisions on resource use affect not only local residents and visitors, but our
natural and cultural habitat as well. If we make responsible decisions concerning preservaƟon of our
resources, we will succeed in our custodial duƟes to the environment while at the same Ɵme providing
enjoyment for current and future generaƟons. Through well designed, constructed and maintained trails
we will accomplish opƟmal public access while accommodaƟng resource conservaƟon.
Providing the public with increased access to trail and greenways is not enough; we must also strive to
promote the abundant benefits that derive from them. Trail benefits include recreaƟon, transportaƟon,
energy conservaƟon, environment and habitat protecƟon, fire suppression, improved physical and
mental health, and local economic benefits. Informing the public of the significant benefits expands
public awareness of the advantages that trails and greenways offer to the individual and the community.
Gaining public support thereby encourages policy makers to support trails and greenways and to
increase funding to beƩer manage the trail system.
Improving relaƟonships and interacƟon between government enƟƟes and the private sector will be
necessary for the effecƟve development of a well planned and managed trail and green-way system.
Open communicaƟon between all levels of government and interested parƟes enhances the finding of
common objecƟves by making individuals and groups part of the soluƟon. Linking communiƟes and trail
advocates in trail planning minimizes land use conflicts and allows for opƟmal resource use. Joint
planning emphasizes the development of interconnected trails in natural seƫngs and a united effort
creates a stronger voice for advancing trail proposals.
Goals: The goals for the Lake Mendocino Trail Plan should include 1) generalized goals for the
development of a quality local trail system, 2) specific goals for the Lake Mendocino trail system, 3) goals
for how the Lake Mendocino trail system will link, and be a part of, the greater Ukiah Valley Trail System
and 4) goals for using trail improvements and quiet-use recreaƟon ethics as a tool for ecosystem
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Western Hills Watershed ProtecƟon Area Management Plan 23
restoraƟon and preservaƟon.
The general goals that define a quality trail system include:
1-Adequate mileage
- Moderate strong bike or horse riders ride 15-20 miles in a day
- Endurance riders will ride 100 miles in a day
- There are approximately 24 miles of trail in the Ukiah Valley
Lake Mendocino currently has approximately 16 miles of trail and is near to maximum capacity. Small
increases are necessary but can be miƟgated with road closures and road to trail conversions. Employing
a “stacked loop” design can maximize the trail experience within the capacity.
2- ConnecƟvity
- A single recreaƟon area is unlikely to meet all the community’s needs.
- Trails that connect the various areas are therefore necessary.
- ConnecƟvity allows trails to fulfill a transportaƟon role.
- Lake Mendocino Trails do not currently connect with any other trail systems.
- Priority should be given to approving trails that link Lake Mendocino to outlying areas.
3- Variety of environments
- An example of each of the area's micro-ecosystems should be included, such as
Riparian, oak woodland, mixed hardwoods etc.
- Trails should include sunny areas, which will be more desirable in the winter, and shady areas for
summer use.
4- Variety of trail experiences
- Different trail users appreciate different trail characterisƟcs.
- Equestrians generally prefer wider trails.
- Mountain bikers generally prefer lots of rolling ups and downs with lots of turns.
- Runners tend to prefer gentle grades.
- Advanced users desire more “technical” or challenging trail - narrower with a rougher,
more uneven tread.
A quality trail system will provide a variety of trail experiences. A small trail system should focus
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Western Hills Watershed ProtecƟon Area Management Plan 24
first on trails that meet the needs of the majority of users.
5- Easy Access/OpƟons
- Users need to be able to get from home to trail quickly and start their experience.
- The first trail from the trailhead should be an easy trail, wide and smooth - suitable for all users.
- As users delve further into the system, the trails should increase in difficulty.
- “Stacked loops” of trails allow users to return by a different route while providing a
variety of opƟons.
6- Signage / Mapping
- All trails should be named and signed.
- All trailheads should have an informaƟon kiosk.
- Maps should be readily available for all trails.
7- Sustainability & Maintenance
- Trails need to be well maintained.
- Trails designed to sustainable standards require much less maintenance.
UVTG Design and Maintenance Standards
DefiniƟons
Reroute – a trail maintenance project that starts and ends on a single exisƟng trail and abandons the trail
between those points will be termed a reroute.
Trail - A trail is specifically designed, designated, developed, and maintained as a recreaƟonal corridor for
the exclusive use of non-motorized vehicles. It is typically not more than 4 feet wide, unpaved and
generally requires users to travel single file.
Use Trail - A Use Trail is a trail that has been created without a planning process and or approval by the
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Western Hills Watershed ProtecƟon Area Management Plan 25
repeated historic exploraƟon of users.
MulƟ-Use Trail - A mulƟ use trail is a trail that is open to non-motorized users including hikers, runners,
equestrians, and bicyclists. All trails in the Lake Mendocino property will be mulƟ use unless compelling
reasons are presented to necessitate parƟal closure. (Such as the Shakota trail which is currently closed
to equestrians.)
Road - Any transportaƟon corridor designed for motor vehicle use and open to motor vehicle use.
Although roads may be necessary for maintenance, further road building should be avoided and road
closures should be pursued where possible. A road may be used for recreaƟon but is not a trail.
Fire Break -Although trails act as small firebreaks and have been known to stop fires and can be used as
locaƟons to start backfires, a firebreak is not a trail.
Trail Maintenance and Repair 2 - Maintenance and repair of exisƟng trail is performed to return the trail
or trail segment to the standards or condiƟons to which it was originally designed and built, or to
improve it to comply with more current design standards to achieve sustainability. The act of
maintenance and repair includes but is not limited to:
- Removal of debris and vegetation from the trail corridor, clearing encroaching brush and
grasses, removing rock slides, etc.- Maintenance of trail tread such as filling ruts and
entrenchments; reshaping trail bed, repairing trail surface and washouts; installing rip rap;
constructing retaining wall or cribbing
- Erosion control and drainage, replacing or installing necessary drainage structures, water
bars, culverts; realigning sections of trail to deter erosion or avoid boggy/marshy areas.
- Repair or replacement of exisƟng trail structures.
- Upgrades and short reroutes to improve sustainability and decrease maintenance needs.
Trail tread and slope characteristics
1. Trail Width:
Trail beds shall be built and maintained with a goal of being three feet wide. Topographical, vegetaƟon,
or resource constraints may require secƟons that are less than three feet.
RaƟonale: Allows users to pass by each other safely.
2. Rolling “Contour” Trails:
Trails shall be built with the contour of the topography (plus or minus 10%) utilizing side-slopes
and avoiding flat areas as much as feasible.
RaƟonale: Building trail along fall lines or in flat areas creates erosion. “Contour” trails
allow water to sheet off the trail and flow downhill.
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Western Hills Watershed ProtecƟon Area Management Plan 26
Keeping trails on hillsides keeps them out of flaƩer, weƩer areas. Trails built in
wet areas are not sustainable. Users tend to walk along edge of trails, creaƟng
trail widening. Wet areas are more prone to soil compacƟon and displacement.
“Contour trails create changing view sheds that add to the enjoyment of the
trail.
3. Average trail grade less than or equal to 10%:
The average slope of the trail will be less than or equal to 10%, some slopes will be greater and
some less. Side slope, soil type and natural obstacles will determine the grades for each
individual section of trail. Sections that are over 10% should be short and followed by a
relatively flat section or grade reversal.
RaƟonale: Most soil types can withstand up to 10% grades.
Minimizes user-caused erosion.
Allows for possible reroutes at a steeper grade if there is a future problem such
as a slide.
Accommodates undulaƟons/grade reversals.
Feels comfortable to most trail users.
Grade reversals aŌer steep secƟons allow the user t recover from the increased
effort.
4. Sustainable trail alignment - Trail grade does not exceed “half-rule”:
The grade of the trail should not be greater than half the grade of the sideslope that the trail traverses.
RaƟonale: Prevents erosion caused by water flowing down the trail rather than flowing
down the hillside.
Guides individual trail planning segments to fit the topography.
5. Maximum trail grades should be less than 15%:
Rationale: Although this rule might occasionally need to be broken, at least for short
segments of trail, our observation is that most of the existing trails at Lake Mendocino are
sustainable up to a grade of 15%. Higher grades, especially in areas exposed to weather, have
suffered more erosion and damage from users.
6. IncorporaƟon of grade reversals:
Trails should incorporate frequent grade reversals every 10 to 50 feet, depending on soil type and
topography.
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Western Hills Watershed ProtecƟon Area Management Plan 27
RaƟonale: Grade reversals provide areas for water to drain off of trails. As trails age, the
shape of the trail bed tends to become concave, leading to the trapping of
water. Grade reversals divide the trail into short, individual watersheds.
7. Build in outslope:
Outer edges of trails shall be built and maintained so that they create an approximate 3-5% slope from
the inner edge of the trail.
RaƟonale: Allows water to sheet off of trail, decreasing erosion.
8. Build in backslope:
Depending on soil stability and composiƟon, the area uphill of the trail shall be sloped extending upward
from the trail.
RaƟonale: Prevents a waterfall effect from water coming down the hill and dropping onto
the trail tread.
9. Water Crossings:
Water crossings should be avoided when possible. Trails shall be designed, built, and maintained
to minimize sedimentation in streams. Bridges shall be the ideal with puncheons, culverts or
“hardening” being considered should resource limitations, infrequent water flow, or low use
combine to make a bridge impractical. Prioritization of water crossings should be considered
with high use crossings receiving first resources.
RaƟonale: Minimize impacts to the stream channel and environment.
Create a safe and sustainable passages for trail users.
Work within limits of resource availability and predicted impacts.
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Western Hills Watershed ProtecƟon Area Management Plan 28
10. References:
The following references will be used as resources to establish best pracƟces and resolve
quesƟons not covered in the above. AddiƟonal references will be added upon availability.
Weber, Peter(Ed). 2007 Managing Mountain Biking: IMBA’s Guide to Providing Great Riding InternaƟonal
Mountain Biking AssociaƟon. Boulder CO ISBN978-9755023-1-X
Birkby, Robert. 2005 Lightly on the Land: The SCA Trail Building and Maintenance Manual. 2nd ediƟon.
The Mountaineers Books. SeaƩle WA ISBN
Felton, Vernon. 2004 Trail SoluƟons; How to Build Sweet Single Track. Johnson PrinƟng, boulder CO ISBN
0-9755023-0-1
Parker, Troy ScoƩ, 2004. Natural Surface Trails by Design. NatureShape, Boulder,CO. ISBN0-9755872-0-X
Steinholz, Robert & Vachowski, Brian. 2001. Wetland Trail Design and ConstrucƟon. USDA Forest Service
Technology and Development Program Misoula, MT 8E82A3
Birchard, William & Proudman, Robert 2000 Appalachian Trail: Design, ConstrucƟon, and Maintenance.
2nd EdiƟon Appalachian Trail Conference Harper’s Ferry WV
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Western Hills Watershed ProtecƟon Area Management Plan 29
Demrow, Carl & Salisbury, David 1998. The Complete Guide to Trail Building and Maintenance, 3rd EdiƟon.
Appalachian Mountain Club Books. Boston, MA ISBN1-878239-54-6
Page 97 of 102
Page 1 of 2
Agenda Item No: 8.c.
MEETING DATE/TIME: 1/14/2025
ITEM NO: 2024-850
AGENDA SUMMARY REPORT
SUBJECT: Review, Update as Necessary, and Approve a 2025 Community Outreach Plan and Schedule
DEPARTMENT: Community Services PREPARED BY: Neil Davis, Community Services Director
ATTACHMENTS:
1. DRAFT 2025 PSC Outreach Plan
2. 2025 Schedule DRAFT
Summary: Recommend the City Council approve the 2025 Community Outreach Plan and Schedule.
Background: The Public Spaces Commission charter outlined in Division 1, Chapter 4 of the Ukiah City Code
defines the duties and powers of the Public Spaces Commission. Item D of the Duties and Powers section
states the work of the Commission “shall be guided by the Community Outreach Plan.” And that the
Commission “shall prepare and annually update a Community Outreach Plan” to be approved by City Council.
Further, “the Community Outreach Plan will guide the methodology, scheduling, and tracking of the
Commission’s community engagement.”
Community Outreach plans were adopted for 2022, 2023, 2024 with few changes from the original
document. As the Public Spaces Commission enters its fourth year it is now time to review, consider updates,
and approve a Community Outreach plan for 2025. The Duties and Powers section of the Commission’s
charter requires a minimum of six regular meeting per year two of which should be community forums. The
2024 plan was presented and approved by the City Council last spring.
Discussion: The Public Spaces Commission is entering its fourth year. The 2024 Community Outreach Plan
called for 1) biannual community input forums, 2) a Quarterly Public Spaces E-Newsletter, 3) four PSC
planning meetings, 4) Staff support of PSC working groups, and 5) an annual update to this plan. Additionally,
a Gantt timeline document was prepared to outline the schedule and to aid PSC activity tracking.
In the last year all meetings were appropriately noticed, and all meetings were held with a quorum of
commissioners. The Commission has discussed, heard reports, and made recommendations on Oak Manor
Park Hours of Use, Friends of Observatory and Friends of Ukiah Parks, McGarvey Park Landscaping,
Observatory Park Landscaping, Ukiah’s potential as an Outdoor Recreation Hub, and an update on Riverside
Park.
Unfortunately, for the second year in a row, Staff have been unable to fulfill the goal of producing PSC e-
newsletters. Staff maintain an active and robust social media presence and continue to send general
information emails. No commissioners or members of the public have commented on the lack of e-newsletters.
For this reason, Staff recommend rescinding the e-newsletter requirement.
This coming year Staff plan to hold a series of public input meetings to inform the plans for a new park at the
end of Norgard Lane. Staff recommend a Community Forum should be scheduled for July with four or more
additional public meetings to be held within a month of the PSC forum. A more in depth presentation on the
Norgard Lane Park planning process will be placed on the PSC’s March agenda.
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Page 2 of 2
Staff have prepared an updated draft 2025 Community Outreach Plan (Attachment 1) and a draft 2025 PSC
Schedule (Attachment 2) for commissioner review and consideration.
Staff recommends adopting the attached 2025 Community Outreach Plan and Gantt timeline for Staff
presentation to the City Council in February.
Recommended Action: Recommend the City Council approve the 2025 Community Outreach Plan and
Schedule.
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1
Attachment 1
Public Spaces Commission Community Outreach Plan 1/20254
The Mission of the Public Spaces Commission (PSC) is to foster a culture of informed community participation in the
planning and implementation of the wise use of public spaces. The seven-member PSC shall have the power and duty to
solicit, collate, and analyze public input on the wise use of public spaces and; provide recommendations and advice to
both staff and the City Council based on said input. Additionally, PSC members in collaboration with staff may choose to
form “working groups” to explore and formulate advice or recommendations on specific areas regarding the wise use of
public spaces.
In support of the PSC mission, City staff will;
1. Convene Biannual Community Input Forums
2. Prepare a Public Spaces E-Newsletter for off meeting months (6x per year)
3.2. Convene four time per year Public Input Forum planning meetings.
4.3. Provide staff support to working groups on mutually agreed upon topics.
5.4. Assist the PSC in an annual update to this plan.
Public Spaces Biannual Community Input Forums
The Public Spaces Biannual Community Input Forums will be held as hybrid in-person and online events. Meetings will be
planned to cover two to four prearranged topics with time available for discussion of an unplanned topic at attendee
consensus request. The PSC will work with staff to decide upon topics and presenters. City staff will prepare
presentations that will include Q&A sessions after the presentations. Forums will be recorded and available on the City
You Tube Channel
Prepare a Public Spaces E-Newsletter for off meeting months (6x per year)
E-Newsletter will cover the same topics as Community Input Forum to allow for an additional medium for distribution. E-
Newsletter may contain additional material. E-Newsletter will be distributed to an interested parties list and be available
online.
Convene four time per year PSC Public Input Forum Planning and Workgroup meetings
These meetings will allow PSC members the opportunity to work with staff to plan the Community Input Forums and to
report on PSC working group activities.
Working Groups
PSC members will be encouraged to form Working Groups both among themselves as well as with members of the
public to pursue areas of interest and to the benefit of effective City management. All working groups should have a City
Council member of staff “sponsor” to ensure a collaborative approach.
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2025 Schedule (Proposed) Attachment 2
All Dates Second Tuesday of the Month.
Jan
u
a
r
y
Feb
rua
r
y
Mar
ch
Ap
r
il
May
Jun
e
Jul
y
Au
g
us
t
Sep
tem
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2025 - PSC Proposed
Planning / Work Group Meetings 1/14/2024 5/13/2023 7/8/2024 9/9/2024
Biannual Community Forum 3/11/2024
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er
Oc
to
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Nove
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be
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Dec
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m
b
e
r
11/11/2024
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