HomeMy WebLinkAbout2026-05-12 CC Packet - Special Joint Mtg with UVFDPage 1 of 2
City Council
Special Meeting
AGENDA
(to be held both at the physical and virtual locations below)
Ukiah Valley Conference Center ♦ 200 South School Street ♦ Ukiah, CA 95482
To participate or view the virtual meeting, go to the following link: https://us06web.zoom.us/j/85339305925
Or you can call in using your telephone only:
• Call (toll free) 1-888-788-0099
• Enter the Access Code: 853 3930 5925
• To Raise Hand enter *9
• To Speak after being recognized: enter *6 to unmute yourself
May 12, 2026 - 5:15 PM
1. ROLL CALL AND PLEDGE OF ALLEGIANCE
2. AUDIENCE COMMENTS ON NON-AGENDA ITEMS
The City Council welcomes input from the audience. If there is a matter of business on the agenda that you are interested in,
you may address the Council when this matter is considered. If you wish to speak on a matter that is not on this agenda that is
within the subject matter jurisdiction of the City Council, you may do so at this time. In order for everyone to be heard, please
limit your comments to three (3) minutes per person and not more than ten (10) minutes per subject. The Brown Act regulations
do not allow action to be taken on audience comments in which the subject is not listed on the agenda.
3. UNFINISHED BUSINESS
4. NEW BUSINESS
4.a. Ukiah Valley Fire Authority Budget Workshop and Operational Update.
Recommended Action: Receive presentation and provide direction if necessary.
Attachments:
1. JPA Ukiah Valley Fire District 2017-08-01
2. Capital and Equipment Purchases
3. DRAFT- CIP - 5-year - FYE 2027 - Fire
4. 21- Fire 2026-27 Objectives and Accomplishments
5. ADJOURNMENT
Please be advised that the City needs to be notified 72 hours in advance of a meeting if any specific accommodations or interpreter services
are needed in order for you to attend. The City complies with ADA requirements and will attempt to reasonably accommodate individuals with
disabilities upon request. Materials related to an item on this Agenda submitted to the City Council after distribution of the agenda packet are
available for public inspection at the front counter at the Ukiah Civic Center, 300 Seminary Avenue, Ukiah, CA 95482, during normal business
hours, Monday through Friday, 8:00 am to 5:00 pm. Any handouts or presentation materials from the public must be submitted to the clerk 12
hours in advance of the meeting; for handouts, please include 10 copies.
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I hereby certify under penalty of perjury under the laws of the State of California that the foregoing agenda was posted on the bulletin board at
the main entrance of the City of Ukiah City Hall, located at 300 Seminary Avenue, Ukiah, California, not less than 24 hours prior to the meeting
set forth on this agenda.
Araceli Sandoval. Deputy City Clerk
Dated: 5/8/26
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Agenda Item No: 4.a.
MEETING DATE/TIME: 5/12/2026
ITEM NO: 2026-812
AGENDA SUMMARY REPORT
SUBJECT: Ukiah Valley Fire Authority Budget Workshop and Operational Update.
DEPARTMENT: Fire PREPARED BY: Traci Boyl, Senior Management Analyst
PRESENTER: Fire Command Staff, Chief Building Inspector,
Finance Department Staff, City Manager's Office
ATTACHMENTS:
1. JPA Ukiah Valley Fire District 2017-08-01
2. Capital and Equipment Purchases
3. DRAFT- CIP - 5-year - FYE 2027 - Fire
4. 21- Fire 2026-27 Objectives and Accomplishments
5. Presentation Given
Summary: Staff will provide a comprehensive presentation on Ukiah Valley Fire Authority (UVFA) operations,
including a department update and an overview of budget considerations for Fiscal Year 2026-27.
Background: On July 1, 2017, the Ukiah Valley Fire District and the City of Ukiah entered into a modified
Joint Powers Agreement (JPA), establishing the Ukiah Valley Fire Authority (UVFA) (Attachment 1). The
purpose of the UVFA is to maximize resource utilization, implement cost-containment measures, eliminate
service redundancies, maintain local control, and ensure the continued delivery of high-quality fire, medical,
and emergency services.
This joint workshop provides an opportunity for the Ukiah Valley Fire District (UVFD) Board of Directors and
the Ukiah City Council to receive a coordinated update on Fire Authority operations, financial status, and
upcoming budget considerations.
In addition to initiating discussion on the Fiscal Year 2026–27 budget, this workshop also provides an
operational update. Budget discussions at this stage are preliminary, as budget requests are still under review
by the Chief, Finance Department, and City Manager’s Office. Once the administrative process is complete,
the draft budget will be forwarded for review and consideration by the UVFA Fire Executive Committee (FEC),
followed by consideration by the UVFD Board of Directors and the City Council.
Discussion: Staff will review the UVFA budget development process and engage with the Board of Directors
and City Council to address any questions and consider possible direction. This discussion will support
informed decision-making and ensure transparency regarding fiscal planning and operational funding. As
budget requests are still being evaluated by the UVFA and Finance Department in preparation for
recommendations to the City Manager's Office, detailed budget information is not yet ready to be presented;
however, draft information will be presented and discussed. Staff will also provide a comprehensive overview
of UVFA operations.
The workshop is organized into four primary components:
1. Budget Process and Timeline
• FY 2026–27 Budget Calendar
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• Draft Budget Approval — FEC June 9th
• Budget Adoption – Joint District/City Council June 17th
• Strategic Plan – Joint District/City Council (TBD; first quarter of FY 2026-27)
2. Department Operational Overview
Operations
• Call volume, types of calls, and trends
• Staffing levels and deployment model
• Objectives and goals (Attachment 4)
• Increasing system complexity (EMS, Inter-facility Transfer (IFT), fuels, regulatory requirements)
• Paramedic pipeline and workforce development (volunteer, single-role, fuels, cadets)
Wildfire Mitigation and Resiliency
• Fuels crew and vegetation management
• Water system resiliency (storage, recycled water, hydrants)
• Technology and communication improvements, including:
o Cal Alerts cameras
o Nixle
o Tablet Command integration
o Vehicle technology upgrades
Interagency Coordination and Planning
• Interagency partnerships (Fire Safe Council, CAL FIRE)
• Wildfire Protection Plan
• Multi-Jurisdictional Hazard Mitigation Plan (MJHMP)
• Airport Emergency Plan (Helibase Operations)
• General Plan Safety Element
• XyloPlan
Code Enforcement / Prevention Activities
• Inspections
• Plan reviews
• Zone 0 requirements and application
3. FY 2026–27 Budget
Proposed FY 2026-27 Operational Budget
• Year-to-date revenues and expenditures
• Draft operating budget summary
• Direct and indirect cost allocations
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• Salary and benefit assumptions (updated MOU)
Capital and System Investments
• Apparatus and specialty equipment investments (Attachment 2)
• Grant-funded projects and pending applications (e.g., ladder truck)
• Rolling Five-Year Capital Improvement Plan and FY 2026/27 CIP Considerations (Attachment 3)
Revenue and Long-Term Funding
• Measure J, B, City Measure P, County Measure P
• Rates, fees, and grant funding
4. Next Steps
• Draft Budget Approval — FEC June 9th
• Budget Adoption – Joint District/City Council June 17th
• Strategic Plan – Joint District/City Council (TBD; first quarter of FY 2026-27)
No formal action is required at this time.
Recommended Action: Receive presentation and provide direction if necessary.
BUDGET AMENDMENT REQUIRED: N/A
CURRENT BUDGET AMOUNT: N/A
PROPOSED BUDGET AMOUNT: N/A
FINANCING SOURCE: N/A
REVENUE: No GRANT: No
PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A
COORDINATED WITH: Doug Hutchison, Fire Chief; Traci Boyl, Sr. Management Analyst; Dan Buffalo,
Finance Director; Matt Keizer, Chief Building & UVFA Fire Code Official
STRATEGIC PLAN (SP):SP 3B - Analyze and consider opportunities for regional partnerships that support or
improve the delivery of municipal services.
GENERAL PLAN ELEMENTS (GP): GP-A6 - Safety Element
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EXHIBIT A
COU No. 1718098
AGREEMENT FOR SHARED MANAGEMENT OF FIRE DEPARTMENTS
THIS AGREEMENT becomes effective on July 1,2017("Effective Date")in l'ah, California,between the City
of Ukiah, a general law municipal corporation ("City") and the Ukiah Valley Fire Protection District, a California fire
protection district formed pursuant to Health and Safety Code Sections 13800 et seq.("District"), (collectively the"Parties"
and individually"Party"), all of which are organized and existing under and by virtue of the Constitution and the laws of
the State of California.
WI SSETH:
AS,the Parties are each empowered by law to acquire sites, construct, equip, staff,maintain, operate and
lease public buildings and related facilities to provide fire,medical,and other emergency services;and
EREAS, the Parties desire to maximize use of the existing resources, create cost containment opportunities,
reduce duplication,maintain local control and continue to deliver fire,medical,and other emergency services at a high level
of service;and
REAS, the Parties desire to accomplish the aforesaid purpose by jointly exercising their common powers in
the manner set forth in this Agreement; and
REAS, the Parties are authorized to jointly exercise their powers pursuant to the provisions of Article 1,
Chapter 5,Division 7,Title 1, Sections 6500 through 6530,of the Government Code of the State of California.
NOW, THEREFORE, the Parties, for and in consideration of the mutual benefits, promises, and agreements set
forth herein,AGREE as Follows:
Section 1. Purpose
This Agreement is made pursuant to California Government Code Section 6500, et seq., hereinafter referred
to as the"Act," to permit the joint exercise of certain powers common to the Parties. The purpose of this Agreement
is to exercise these powers jointly by managing, equipping, maintaining, and operating fire, medical, and other
emergency services to said Parties. Such purpose will be accomplished and common powers exercised in the manner
set forth in this Agreement. The Parties may use the designation "Ukiah Valley Fire Authority" to identify the
provision of the services provided under this Agreement, including on equipment, uniforms, buildings, letterhead,
phone and other directories; provided, however, that the use of such designation shall not be deemed to create a
separate legal entity or to change the liability of the Parties or change the contractual obligations of the Parties under
this or any other agreements. All pre-existing obligations, rights, and privileges of the Parties shall continue
hereunder, subject to the terms and conditions of this Agreement.
The legislative bodies of the Parties shall jointly meet a minimum of twice a year to review the activities and
operation of this Agreement including a joint review of the annual budget development and a mid-fiscal year review.
The Parties may call for additional joint meetings,as may be needed from time to time.
Section 2. Service T f vel
The Parties shall jointly coordinate an emergency response system inclusive of emergency medical response(EMS),
structural firefighting, wildland firefighting, public education, hazardous material response, disaster response, rescue, fire
prevention inspections, fire investigations and related public safety, managerial and administrative services, to the extent
and in the manner consistent with this Agreement and approved annual budgets.
Section 3. Term
This Agreement shall become effective as of July 1, 2017 and shall be binding upon all parties hereto, and shall
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Attachment 1
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thereafter continue in full force and effect until such time as the Parties agree to te 'nate the Agreement, in the manner
set forth in Section 9 or 10.
Section 4. Fire Executive Committee
A. The Parties hereby agree that the duties set forth in Section 5 of this Agreement shall be conducted by an
ad .nistrative entity to be known as the "Fire Executive Committee" whose membership shall consist of two
appointees from each Party's legislative bodies.
B, Meeting of the Fire Executive Committee
1. Regular Meetings of the Fire Executive Committee.
The Fire Executive Committee shall provide for its regular meetings; however, it shall hold at least one
regular meeting each quarter. The Fire Executive Committee may call special meetings, as may be needed
from time to time.
2. The entire Fire Executive Co ttee shall constitute a quo for the transaction of business. A majority
vote of the members of the Fire Executive Committee is required to take action,although a lesser number of
the Fire Executive Co 'nee may adjourn for lack of a quorum.
3. The Fire Executive Committee shall comply with the Brown Act.
4. For those duties of Fire Executive Committee requiring collaboration, the term "collaboration",
collaborate," or "collaborative" shall mean the meaningful and timely process of the members each
seeking, discussing, and considering carefully the info ation and views of each Party in a manner that is
cognizant of all Parties' values, reasonably attempting to reach agreement through cooperative efforts for
the mutual benefit of the Parties. Collaboration among the members shall be conducted in a way that is
mutually respectful of each Party's discretionary authority. If agreement cannot reasonably be reached
among the members with respect to any particular, necessary action concerning matters within the
discretionary authority of a particular Party to this Agreement, then the Party with discretionary authority
shall take the action it determines appropriate in the exercise of its discretion.
Section 5. Powers and Duties of the Fire Executive Committee
A. Common Powers
The Parties shall retain the legislative authority to exercise their common powers for the purposes of this Agreement.
The Parties do not intend the Fire Executive Committee to be a legal entity,separate and apart from the Parties.The
Fire Executive Committee is not a joint powers agency or authority, partnership,joint venture, or joint enterprise
of any kind.
B. Duties
The Fire Executive Committee shall take any and all actions within its authority as specified in this Agreement
necessary and appropriate to implement the purposes of this Agreement, including,but not limited to,any or all of
the following:
1. Jointly develop and recommend to their respective legislative bodies an a ual budget and cost
apportionment plan for each of the Parties to participate in the cooperative efforts contemplated by this
Agreement;and
2. Collaborate to ensure the cost for services are equitably shared among those receiving and/or benefiting
from the services provided for under this Agreement;and
3. Collaborate with the employing Party regarding the appointment of the Fire Chief, who shall be
responsible for coordinating and overseeing the cooperative efforts of the Parties in providing fire,
medical and other emergency services in each jurisdiction, in a manner consistent with this Agreement;
and
4. Collaborate to determine recommended service levels,facilities,apparatus,equipment and personnel in
furtherance of each Party's participation in the cooperative efforts contemplated by this Agreement;and
5. Collaborate to identify and recommend comprehensive approaches for shared fire, medical, and other
emergency services between the Parties includincr, but not limited to governance personnel apparatus
equipment and facilities; and
6. Collaborate to identify and reco end fire and emergency medical service policies, ordinances, and
fees consistent with the cooperative efforts contemplated by this Agreement.
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Section 6. Key Management Services
The services identified below ("Key Management Personnel/Services")shall be subject to this Agreement:
A. Fire Chief
1. The Fire Chief shall provide general administration and oversight of the City and District Fire
Departments,all in accordance with the requirements and expectations of this Agreement,statutory law,
local ordinances, applicable City and District rules and regulations and the customary duties of a Fire
Chief.
2. The Fire Executive Committee identified in Section 4 of this agreement shall provide advisory support
to the Fire Chief. The Fire Chief shall coordinate and cooperate with each Party regarding the
performance of services within their respective jurisdiction. Each Party shall provide direction to the
Fire Chief regarding services or any desired special projects to be performed for each Party. The Fire
Executive Committee shall collaborate regarding directions from their respective Parties,for the purpose
of avoiding conflicting guidance or creating conflicts relating to priority of services.
B. Financial and General Services
1. The City agrees to provide financial and general services to the District for the term of the Agreement,
including accounts payable, procurement, billing and accounts receivable, general accounting and
reporting,budget development and monitoring,and other general services such as human resources and
city clerk services as may be deemed necessary by the District.
2. The City will perform these services pursuant to any applicable state and federal law and pursuant to
City policies and regulations, unless otherwise directed by the District in writing. The District shall be
responsible for and for understanding the financial and other activities and information performed or
related to the services provided by the City to the District under this Agreement. The City is not
performing these services as the District's agent but as a service provider and the parties agree that the
City does not assume a fiduciary duty to the District in the performance of these financial and general
services.
3. The District shall compensate the City for Financial and General Services as approved in the annual
Cost Apportionment Plan.
Section 7. Budget and Cost Apportionment Plan
A. The Parties,in adopting their annual budgets,will determine the specific expenditures and costs to be shared among
the Parties (the "Cost Apportionment Plan"). The Cost Apportionment Plan shall be deyeloped by the Fire
Executive Committee and recommended for approval by the Parties. Payment and credits under the Cost
Apportionment Plan shall be based on actual expenditures.
B. The Fire Executive Committee has the authority to fully implement the approved Budget and Cost Apportionment
Plan.The Fire Chief, with the approval of Fire Executive Conunittee,may recommend expenditures and transfers
or adjustments of amounts authorized by the Cost Apportionment Plan. However, neither the Fire Chief nor Fire
Executive Committee may exceed the personnel staffing authorized except for temporary, strike team or
emergency positions,either in number,position classification,or salary.In addition,neither the Fire Chief nor Fire
Executive Committee may increase the total amount of the approved expenditure budget without the approval of
the legislative body of each Party.
Section 8. Services to Other Agencies
The Fire Executive Committee, through this Agreement may recommend that the Parties provide fire, medical,
and/or other emergency services to other agencies that are not already a party to this Agreement. Such services may be
provided with the concurrence of all Parties and upon execution of an amendment to this Agreement by all Parties. The
charges for such services shall be determined in accordance with the authority of the Parties under the provisions of
Government Code section 55631, et seq.
Section 9. Withdrawal; Termination
A Party may withdraw as a party to this Agreement without penalty upon a minimum of 18 months notice with a
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July 1° effective date unless otherwise agreed to by both Parties. Such withdrawing Party shall perform all obligations
under this Agreement until the noticed July 1 date of withdrawal. A withdrawing Party shall remain obligated to perform
obligations,including financial obligations arising prior to the July 1 withdrawal date,
Section 10. Dissolution
The Agreement shall terminate if the number of parties to this Agreement becomes less than two, or if the parties
unanimously agree to terminate the Agreement. If the Parties have accumulated any assets relating to the shared
management of fire,medical, and other emergency services prior to termination,such assets shall be distributed among the
Parties per their respective contributions,unless the Parties may otherwise agree.
Section 11. endment to Agreement
The Fire Executive Committee may recommend an amendment to this Agreement. This Agreement may only be
amended by approval of all the Parties to this Agreement. The Fire Executive Committee shall forward the proposed
amendment with its recommendation to the legislative body of each party to the Agreement. The proposal shall be
accompanied by a copy of the proposed amendment to the Agreement, which shall be adopted, properly executed, and
returned to Fire Executive Committee if the party concurs with the amendment.This Section 11 shall not prevent the Parties
from adopting an amendment to this agreement that is not recommended by the Fire Executive Committee.
Section 12. Additional Parties to the Agreement
Agencies,as defined in the Act,which are not parties hereto,may become Parties hereto only by amendment to this
Agreement and upon approval of all the Parties to this Agreement.
Section 13. Notices
Whenever notice or other communication is permitted or required by this agreement, it shall be deemed given
when personally delivered or when received,if delivered by overnight courier or email,if receipt is acknowledged in writing,
or 48 hours after it is deposited in the United States mail with proper first class postage affixed thereto and addressed as
follows:
To City: City of Ukiah
300 Seminary Ave.
Ukiah, CA 95482
Email:
Attention: Mayor and City Manager
To District: Ukiah Valley Fire District
1500 South State Street
Ukiah,CA 95482
Email:
Attention: Board Chair
A Party may change the address and email address to which notices shall be sent by giving notice of the change as
provided herein.
Section 14, Severability
Should any part, term, portion, or provision of this Agreement or the application thereof of any person or
circumstances, be in conflict with any State or Federal law, or otherwise be rendered unenforceable or ineffectual, the
validity of the remaining parts, terms, portions or provisions, or the application thereof to other persons or circumstances,
shall be deemed sevci able and shall not be affected thereby,pi ovided such remaining poi lions 01 provisions can be construed
in substance to continue to constitute the Agreement that the parties intended to enter into in the first instance.
Section 15. Hold Harmless and Indemnity
Each patty agiees to defend, indemnify, and save all other pal tics liaimIcss fiom any and all claims arising out of
said party's employees' negligent acts, errors, omissions or willful misconduct while performing pursuant to this
Agreement,but only in proportion to and to the extent such liability, loss, expense, attorneysfees, or claims for injury or
damages are caused by or result from the negligent or intentional acts or omissions of said party, its officers,employees,or
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agents.
Each party hereby agrees to defend itself from any claim, action or proceeding by third parties arising out of the
concurrent acts or omissions of their employees.In such cases,each party agrees to retain their own legal counsel,bear their
own defense costs,and waive their right to seek reimbursement of such costs.
Notwithstanding the above, where a trial verdict or arbitration award allocates or determines the comparative fault
of the members,the members may seek reimbursement and/or reallocation of defense costs,settlement payments,judgments
and awards,consistent with said comparative fault.
As required by Section 17 herein,the Parties are responsible to provide workers compensation insurance for injuries
sustained in the normal course and scope of their respective employees' performance of services. The Parties waive any
right of subrogation against each other for any and all losses sustained by the Parties,subject to such workers compensation
coverage. The Parties further acknowledge that the so-called "firefighter's rule" regarding primary assumption of risk
generally prevents public safety officers employed by one agency,or their agency itself,from being exposed to liability for
injuries suffered by public safety officers employed by another agency in the line of duty.To the extent any such claims of
liability or actions are brought by any employee(s)of one Party against another Party to this Agreement,or such other Party
sustains any losses thereby, the Party employing such claimant(s) shall indemnify the other Party for any such claims,
actions,or losses.
For purposes of this section, the terms"employee"or"employees"shall refer to and include employees, officers,
agents,representatives,subcontractors or volunteers.
Notwithstanding the foregoing,no employee,officer, agent,representative, subcontractor or volunteer of any party
to this Agreement shall be considered an"employee"of any other party to this Agreement for purposes of indemnification.
Section 16. Legal Representation and Advice
In the course of providing fire and emergency services in accordance with this Agreement, each Party shall seek
legal counsel regarding legal matters or issues from their respective counsel.In the event that a legal matter or issue relates
to two or more Parties where the Parties involved will benefit from joint representation, the Parties may choose to be
represented by the same legal counsel so long as no conflict of interest arises by such representation, and the Parties may
agree on an apportionment of costs, if applicable, as allowed by law.Under any circumstances when two or more Parties
are represented by the same legal counsel, no Party may bind the others to a settlement agreement without the written
consent of the other Parties.
Section 17. Insurance
Each Party shall be responsible for maintaining a program of insurance that shall cover each Party's
indemnification obligations. Without in any way affecting the indemnity herein provided and in addition thereto,each
Party shall secure and maintain throughout the Agreement the following types of insurance. including coverage
through a pooled risk joint powers agency such as the Redwood Empire Municipal Insurance Fund with limits as
shown.
A. Workers' Compensation:
A program of Workers' Compensation Insurance or a state-approved self-insurance program in an amount
and form to meet all applicable requirements of the Labor Code of the State of California, including
Employer's Liability with$250,000 limits covering all persons pros iding services on behalf of each Party
and all risks to such persons under this Agreement.
B. Comprehensive General and Automobile Liability Insurance:
This coverage is to include contractual coverage and automobile liability coverage for owned, hired, and
non-owned vehicles. The policy or self-insurance shall have combined single limits for bodily injury and
property damage of not less than two million dollars ($2,000,000.00).
Additional Named Insured:
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All policies, and/or memoranda of coverage, except Workers' Compensation, shall contain additional
endorsements naming each Party and its officers, employees, agents and volunteers as additional named
insured with respect to liabilities arising out of each Party's performance hereunder.
C. Policies Primary and non-Contributory:
All policies required above are to be the primary and non-contributory with any insurance or self-insurance
carried or administered by each Party.
Section 18. Mediation
Should any dispute arise out of this Agreement,any Party may request that it be submitted to mediation.The Parties
shall meet in mediation within 30 days of a request. The mediator shall be agreed to by the Parties; in the absence of an
agreement, the parties shall each submit one name from mediators listed by an agreed-upon service or parties themselves.
The mediator shall be selected by a"blindfolded"process.The cost of mediation shall be borne equally by the Parties.No
Party shall be deemed the prevailing party. No Party shall be permitted to file a legal action without first meeting in
mediation in making a good-faith attempt to reach a mediated settlement. The mediation process, once commenced by a
meeting with the mediator,shall not last more than 60 days,unless the 60 day period is extended in writing by the Parties.
Section 19. Additional Documents and Agreements
The parties agree to cooperate in the execution of any additional documents or agreements that may be
required to carry out the terms of this Agreement.
Section 20. Successors
This Agreement shall bind and inure to the benefit of all successors and assigns of the parties and any
associates in interest, and their respective directors, officers,agents,servants,and employees,and the successors and
assigns of each of them, separately and collectively.
Section 21. Warranty of Legal Authority
Each party warrants and covenants that it has the present legal authority to enter into this Agreement and to
perform the acts required of it hereunder. If any party is found to lack the authority to perform the acts required of it
hereunder or is prevented from performing the acts by a court of competent jurisdiction,this Agreement shall be void.
Section 22. Assigrunent/Delegation
Neither party hereto shall assign, sublet, or transfer any interest in this Agreement or any duty hereunder
without written consent of the other,and no assignment shall be of any force or effect whatsoever unless and until the
other party shall have so consented.
Section 23. No Third-Party Beneficiary
This Agreement is only for the benefit of the Parties as municipal or corporate entities and shall not be construed
as or deemed to operate as an agreement for the benefit of any third party or parties, and no third party or party shall have
any right of action or obtain any right to benefits or position of any kind for any reason whatsoever.
Section 24. Governing Law
This Agreement shall be governed by and construed in accordance with the laws of the State of California.
Section 25. A , eement Controlling
In the event of a conflict between the provisions of the text of this Agreement,the provisions of the text shall prevail.
Section 26. Entire Agreement
This document is intended both as the final expression of the Agreement between the parties hereto with respect
to the included terms and as a complete and exclusive statement of the terms of the Agreement. This Agreement may be
executed in counterparts,each of which shall constitute an original.
IN WITNESS THEREOF,the parties hereto have caused this Agreement to be executed and attested by their proper
officers thereunto duly authorized,and their official seals to be hereto affixed as of the day and year first above written.
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CITY OF
By;
Approvetto ,,rm:Its: , •r
L
City A • ey
Attest:
Chili Cler
UKIAH VALLEY FIRE DISTRICT
IOW
Its: Board Pres' ent
Ap. t :4J°Fo
7
i• fa /4 L.Ca.
cou
Attest:
4If ' Ai/ J,, 41
Distric Secretary
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Attachment 2
Fiscal Year 17-18 18-19 19-20 20-21 21-22 22-23 23-24 24-25 25-26
Description
FIRE ENGINE REPLACEMENT (2 Pierce engines) (Current E6881 and E 6883)1,126,230.73
LIFEPAK 15 V4 - Various Lifepacks (HEART MONITORS)25,979.26
SWIFTWATER RESCUE EQUIPMENT 15,136.63
AIR MONITORS 10,193.69
RESCUE ROPE (LIGHTER, STRONGER, AND DOUBLED OUR CAPABILITY)6,431.49
TYPE I RESERVE FIRE ENGINE - 2007 Pierce Pumper (6882)204,699.64
BATTERY POWERED AUTO EXTRICATION TOOLS 13,748.43
BATTERY POWERED AUTO EXTRICATION TOOLS 13,748.43
BATTERY POWER TOOLS FOR ENGINES 9,169.38
BATTERY POWER TOOLS FOR ENGINES 9,169.37
THERMAL IMAGING CAMERAS 7,623.43
THERMAL IMAGING CAMERAS 7,187.71
WILDLAND HOSE PACKS 7,187.71
POWER PRO GURNEY 18,836.68
POWER PRO GURNEY 21,826.62 529.82
POWER PRO GURNEY 2,950.37
POWER PRO GURNEY 21,826.62 529.83
SKEETER TYPE V/VI FIRE ENGINE (BRUSH 6862)227,606.56
COMMAND/CHIEF VEHICLE 1 C6800 49,171.63 5,981.88
COMMAND/CHIEF VEHICLE 2 C6806 49,169.63 9,052.27
AUTO EXTRICATION EQUIP 14,336.94 14,299.89
AUTO EXTRICATION EQUIP 14,336.94 14,299.92 30,834.41
SCBA SYSTEM - FYE 2020 343,762.85
ELKHART BRASS #0033XD02: XD SH (SMOOTHBORE NOZZLES, LOW PRESSURE)10,622.00
CHALLENGER DOOR (FORCIBLE ENTRY PROP DOOR)8,355.17
TASK FORCE TPS #XXLG42 2.5NH (BLITZ MONITORS)5,485.44
SCBA COMPRESSOR 55,682.43
SCBA GEAR SANITIZER 28,477.38
PPE EXTRACTORS 20,602.68
TURNOUT GEAR DRYER 17,209.54
KEY HOSE #DP17-100S (LOW PRESSURE, NO KINK)13,851.15
STRYKER X1.LP15X1 POWERED SYSTEM - Various Lifepacks (HEART MONITORS)23,497.29 97,298.38 7,846.34 4,698.80
AMBULANCE-BRAUN EXPRESS TYPE III (M6823)156,418.75
TRAINING TOWER GROUNDS 468,722.58
COMMAND/CHIEF VEHICLE 3 C 6807 81,082.16 19,949.74 11,744.50
UTILITY TRANSPORT VEHICLE- UTV FOR RESCUE 41,875.88
HYDRAULIC BATTERY OPERATED RAMS 39,548.67
ACTIVE SHOOTER SAFETY EQUIPMENT- PLATE CARRIER VESTS AND BALLISTIC HELMETS 34,854.78
STRYKER SUPPLIES 20,833.79
SUPERVAC V18-BL-SP, 18" PPV, W 8,899.69
AMBULANCE PURCHASE - CDBG 6,972.75 22,411.81
V2763-AMBULANCE NORTH STAR 147-1 (M 6822)46,521.62 148,253.96
MEDICAL EQUIPMENT INVENTORY CONTROL DEVICES - Ambulance Equipment 22,346.30
AMBULANCE - NORTH STAR 147-1 TYPE 1 (6821)53,494.37 170,665.77
Capital and Equipment Purchases
Page 13 of 73
Fiscal Year 17-18 18-19 19-20 20-21 21-22 22-23 23-24 24-25 25-26
Description
AMBULANCE-2023 BRAUN NORTH STAR (M 6824)204,528.84
LIFT AIR BAGS (AUTO EXTRICATION EQUIPMENT)14,481.33
WATER TENDER (WT 6892)574,948.03 13,100.69
COMMAND/CHIEF VEHICLE 4 C 6808)70,892.34
PIONEER II TYPE II AMBULANCE (AH 06)237,074.89 7,340.90
PIONEER II TYPE II AMBULANCE (AH 07)237,074.89 7,340.92
PIONEER II TYPE II AMBULANCE (AH 08)237,074.89 7,270.66
2024 BANDIT 12XP TRACK CHIPPER (BRUSH CHIPPER)108,513.70
2024 HEIMAN 300 GALLON SLIP TANK (FUELS SUPERINTENDENT TRUCK)26,639.77
FORD 2024 F-550 TRUCK (FUELS CREW)122,999.28
2024 FORD F-550 TRUCK (FUELS CREW)131,616.94
FORD 2024 F-350 TRUCK (FUELS CREW)111,092.64
2024 FORD F-350 TRUCK (FUELS CREW)110,710.13
TYPE 1 FIRE TRUCK - Pierce Saber (REPLACEMENT 6881)973,728.99
TYPE 1 FIRE TRUCK - Pierce Saber (REPLACEMENT 6883)973,728.99
DOZER-1976 CATERPILLAR D6C (DOZER 6845)17,891.55
TRUCK-MACK 2002 CH 613 (TRANSPORT 6845)22,385.64
COZAD EQUIPMENT TRAILER (TRANSPORT 6845)9,805.30
CATERPILLAR 120 MOTOR GRADER (ROAD GRADER)430,000.00
Fiscal Year Totals 1,183,971.80 272,534.10 420,061.99 412,919.07 346,573.63 900,104.67 602,637.75 1,988,228.34 2,467,292.44
Page 14 of 73
FIVE YEAR CAPITAL IMPROVEMENT PLAN*
26/27 FISCAL YEAR
UKIAH VALLEY FIRE AUTHORITY
The Fire Training Tower was purchased in FYE 2023 for $468k of which $445k was
reimbursed by PG&E Settlement funds through the County of Mendocino. An initial
location for the tower was identified behind the Civic Center, however it was later
determined not to be a good location due the adjacent neighborhoods. Staff is still
working to determine a suitable location.
Additional Comments:Moved from FYE 26 due to the continued lack of a suitable site for
the proposed live-fire training tower. To date, no location has met the operational
requirements for infrastructure, utility access, zoning compatibility, and City or District
ownership or acquisition feasibility. The project estimate has been adjusted to reflect
inflation. Increased from $110,000.
The South Station (Station-681) has surpassed its useful life span as the facility
infrastructure no longer meets the needs of the UVFA as current staffing levels have
outgrown the existing living space. Station-681, initially a California Highway Patrol station,
was converted into a fire station and designed to house one full-time staff member; UVFA
currently staffs the station with three full-time team members per day (24-hours).
Additionally, as UVFA grows, it is anticipated that a full-time ambulance with another two
full-time team members will be there per day in the foreseeable future. Station-681's
current footprint would not be equitable or appropriate for use or a remodel due to size.
Complete replacement of the station is necessary, also a consideration for station location,
selecting a strategic location to give the most optimal service to the Ukiah Valley.
Additional Comments:Prioritization and funding source(s) under review; Need to explore
grant funding. Department estimate/request is $10 million.
The North Station (Station-683) has surpassed its useful life span as the facility
infrastructure no longer meets the needs of the UVFA as current staffing levels have
outgrown the existing living space and equipment storage. Station-683 was purchased as a
temporary solution to have equipment and personnel stationed in the north end of Ukiah
Valley for strategic planning and deployment of services. UVFA currently staffs the station
with three full-time team members per day (24-hours). As with all other UVFA stations, it
is anticipated that a full-time ambulance with another two full-time team members will be
there per day in the foreseeable future. Station-683's current footprint would not be
equitable or appropriate for use or a remodel due to size. Complete replacement of the
station is necessary, also a consideration for station location, selecting a strategic location
to give the most optimal service to the Ukiah Valley.
Additional Comments:Prioritization and funding source(s) under review; Need to explore
grant funding. Department estimate/request is $10 million.
27/28
120,000$
28/29 30/31
$ 120,000 ReviewedSeeking grant
funding.91521400.8022018334N/A1500 S State/141 Lovers Ln.NewTBDNo91521400.8022018334N/A1500 S State/141 Lovers Ln.NewTBDNoSeeking grant
funding.
$ - Reviewed $ - Reviewed18337N/ATBDIn ProgressMultipleYesFire District Measure
B Funds 468,773$
North Station
Replacement
Costs to date
Shovel Ready Org/ObjFACILITIES/BUILDINGS/LAND
Totals
City Council StatusFIRE AUTHORITY
26/27 29/30
Project StatusFunding SourceFunding IdentifiedFunding Source Add'l
Comments
Project #Allocation to Multi-fundsProject LocationProject Name Project Description
South Station
Replacement
X
Training Tower Site
Work and
Installation
91721400.80220*Refer to last page of this document for definition of terms used.PAGE 1
Attachment 3
Page 15 of 73
FIVE YEAR CAPITAL IMPROVEMENT PLAN*
26/27 FISCAL YEAR
UKIAH VALLEY FIRE AUTHORITY
The Central Fire Station (Station-682) is in need of upgrades and retrofit. Station-682, until
recently, was used as equipment storage and base of operations for volunteers, along with
housing the On-Duty Duty Officer. It currently is staff with the Duty Officer and one full-
time ambulance staffed by two team members per day (24-hours). Retrofits and upgrades
are needed for bedrooms, bathrooms, office space, kitchen, living space, apparatus bay,
the exterior (including roof repairs), heating and cooling systems, and installing security
measures to protect the facility and fire equipment. These upgrades/retrofits will maintain
the building's footprint utilizing a change in layout to accommodate the Department's
current and future needs as it is anticipated that additional staffing (fire/EMS) will be
added in the foreseeable future.
Additional Comments:Prioritization and funding source(s) under review; Need to explore
grant funding. Department estimate/request is $850,000.
468,773$ -$ 120,000$ -$ -$ -$ 120,000$
Central Station
Retrofit
10021210.8022018336N/A1500 S State/141 Lovers Ln.NewTBDNoSeeking grant
funding. $ - ReviewedSUB-TOTAL:
*Refer to last page of this document for definition of terms used.PAGE 2
Page 16 of 73
FIVE YEAR CAPITAL IMPROVEMENT PLAN*
26/27 FISCAL YEAR
UKIAH VALLEY FIRE AUTHORITY
The crucial component utilized by the Fire Service allows team members to respond to any
emergency ranging from fire, medical, rescue, hazmat, vehicle fire/crashes, etc. Fire
engines and trucks are broken down into various classes (Type-I, Type-II, Type-III, etc.)
based on the capabilities or specialized equipment of the apparatus. The most notable
benchmark is response volume which indicates usage hours. Other aspects include
accepted future use, mileage, past apparatus required maintenance, and downtime (out
of service due to repairs); it is recommended that front-line vehicles be placed in reserve
status at 6k hrs. or 7 to 10 yrs. of front-line service. Additionally, it is recommended that all
reserve apparatus be retired after 12k hrs. of service or 15 to 20 yrs. of service. BR-6861
(Type-VI): This new purchase will be recommended in 2023, switching from our current
Type-II apparatus to a more versatile and maneuverable Type-VI for our front-line team
members and stations. E-6861 (Type-II): recommended to be repurposed as a reserve with
the purchase of B-6861 in 2023; current E-6861 will replace E-6872. E-6872 (Type-III): will
be replaced as the current front-line apparatuses (Type-II) are moved to surplus.
Additional Comments:Following UVFA Current Fleet Replacement Plan. Reduced the
budget amount from $547k.
The Boat is used for water operations and rescue. The recommended replacement is front-
line for 7 to 10 years and retired after 15 to 20 years of service. Based on the degrading of
the marine material over time and hard use. B68-1: recommended replacement in 2023;
the current B68-1 will be placed in reserve status as B68-2. B68-2: will be replaced as
current front-line vehicles are moved to reserve status and be listed as surplus.
Additional Comments:In accordance with the UVFA Fleet Replacement Plan, this item
was originally scheduled for FYE 2025; however, due to funding constraints, it has been
deferred to FYE 2027. The rescue boat has not yet been procured, and the adjusted
timeline reflects the revised funding availability. Staff will continue to monitor the
procurement process and evaluate opportunities to advance the purchase should funding
conditions improve, ensuring alignment with long-term capital planning and budgeted
appropriations. Moved from FYE 26. Moved from FYE 27.
27/28 28/29 30/31
City Council StatusFunding SourceFunding IdentifiedFunding Source Add'l
Comments Costs to date
Allocation to Multi-fundsProject LocationProject StatusProject Name Project Description
Org/ObjTBD400,000$ 10021210.8010018487Rescue Boat
(Specialized
Vehicle)N/ANoNew32,000$ $ 32,000 ReviewedX32,000$
VEHICLES, MACHINERY & EQUIPMENT
FIRE AUTHORITY
26/27 29/30
Shovel Ready N/A1500 S State St.NewGeneralNoType VI Brush
Squad TBDTBD $ 400,000 Reviewed1500 S. State St.Project #Totals
*Refer to last page of this document for definition of terms used.PAGE 3
Page 17 of 73
FIVE YEAR CAPITAL IMPROVEMENT PLAN*
26/27 FISCAL YEAR
UKIAH VALLEY FIRE AUTHORITY
The crucial component utilized by the Fire Service allows team members to respond to any
emergency ranging from fire, medical, rescue, hazmat, vehicle fire/crashes, etc. Fire
engines and trucks are broken down into various classifications (Type-I, Type-II, Type-III,
etc.) based on the capabilities or specialized equipment of the apparatus. The most
notable benchmark is response volume which indicates usage hours. Other aspects include
accepted future use, mileage, past apparatus required maintenance, and downtime (out
of service due to repairs); it is recommended that front-line vehicles be placed in reserve
status at 6,000 hours or 7 to 10 years of front-line service. Additionally, it is recommended
that all reserve apparatus be retired after 12,000 hours of service or 15 to 20 of service. T-
6852 recommended replacement in 2024; the current T-6852 will be moved to surplus.
Additional Comments:This project is being advanced in accordance with the UVFA Fleet
Replacement Plan. The apparatus was originally scheduled for acquisition in the Fiscal Year
End (FYE) 2025; however, due to funding constraints, it was deferred to FYE 2027. Given
the opportunity to secure external funding through a USDA grant, the project timeline has
been accelerated to FYE 2026. If awarded, the USDA grant will provide $1,554,804.24
toward the total project cost. The remaining balance of $518,268.08 will be funded
through Fire District Measure B revenues and Mitigation Funds. Moved from FYE 28.
Increased from $1,800,000.
Specialized vehicles are generally designed for a specific purpose (Support/Air Unit, USAR,
Boat) utilized by the UVFA. These units play a critical role in the success of the UVFA’s
mission. The USAR (Urban Search & Rescue) is designed for natural disasters, confined
space rescue, and collapse rescue. Support/Air and USAR were based on usage of the
vehicle; it is recommended for replacement at 12,000 or 15 to 20 years of service. A
significant change, USAR-68 is currently a pull-behind trailer without a dedicated vehicle
for towing; this will be a utility truck with a crane to haul the specialty trailers
(USAR/Swiftwater rescue trailers). It will allow for a rapid response in a time sensitive
environment, with the small crane attached making the vehicle more versatile and
adaptable for any situation that team members encounter. USAR-68: recommended
replacement in 2027; the current USAR-68 trailer will be placed as surplus or utilized by
another City Department.
Additional Comments:Following UVFA Current Fleet Replacement Plan. Moved from FYE
28.
This trailer will be dedicated to swift water rescue equipment including a boat. This trailer
gives team members the ability to maintain and rapidly respond to any water rescue
incident. All water rescue equipment will be stored within the trailer, including the
inflatable boat. The trailer allows the ability to maintain all equipment in a controlled
environment.
Additional Comments:Following UVFA Current Fleet Replacement Plan. Moved from FYE
28.
Swiftwater Rescue
Equipment Trailer TBDTBDN/A1500 S State St.DeferredTBDNoN/A1500 S State St.35,000$ $ 35,000
$ 260,000 Reviewed260,000$ ReviewedX
X
Quint Aerial
Apparatus
10521210.80100TBDN/A1500 S State St.DeferredReviewedX $ 2,073,072 TBDYesUSDA Grant; Fire
District Measure B
(917) and Mitigation
Funds (918)
2,073,072$
Tech Rescue
Tow/Haul
(Specialized
Vehicle)TBDTBDDeferredTBDNo*Refer to last page of this document for definition of terms used.PAGE 4
Page 18 of 73
FIVE YEAR CAPITAL IMPROVEMENT PLAN*
26/27 FISCAL YEAR
UKIAH VALLEY FIRE AUTHORITY
M-6822 is a 2020 Ford Braun ambulance serving as our primary (first-out) EMS unit. To
extend its service life and reduce replacement costs, we recommend a remount and
refurbishment—preserving the existing ambulance module and installing it on a new
chassis. This industry-standard practice costs approximately 50% less than a new unit and
extends service life by up to 10 years.
Additional Comments:A reliable ambulance fleet is critical to emergency medical
response. Per National Fire Protection Association (NFPA) and industry standards, frontline
ambulances should be moved to reserve status after 7–10 years or 6,000 hours, and be
retired from service after 15-20 years or 12,000 hours. M-6822 is approaching that
threshold. Remounting extends its usefulness while supporting fiscal sustainability. Each
module can typically be remounted two to three times before full replacement is
necessary, allowing us to maximize capital investment while maintaining operational
readiness.
This command chief vehicle will replace C-6800 as the primary first-out response unit. The
current C-6800 will be reassigned as a reserve and utility vehicle, expanding operational
support capacity.
Additional Comments:Replacement benchmarks for UVFA response vehicles are
primarily based on usage hours—typically 6,000 hours or 7–10 years in frontline service.
Full retirement is generally recommended at 12,000 hours or 15–20 years. Additional
factors include maintenance history, operational downtime, projected future needs, and
overall cost-effectiveness.
This command chief vehicle will replace C-6806 as the primary first-out response unit. The
current C-6806 will be reassigned as a reserve and utility vehicle, expanding operational
support capacity.
Additional Comments:Replacement benchmarks for UVFA response vehicles are
primarily based on usage hours—typically 6,000 hours or 7–10 years in frontline service.
Full retirement is generally recommended at 12,000 hours or 15–20 years. Additional
factors include maintenance history, operational downtime, projected future needs, and
overall cost-effectiveness.
M-6821 is a 2021 ambulance currently serving as the primary (first-out) EMS unit within a
hybrid deployment model, providing Advanced Life Support (ALS) response to 911
emergencies while also supporting interfacility transfer (IFT) operations across both
divisions.
Additional Comments:A reliable ambulance fleet is essential for EMS delivery. According
to NFPA and industry standards, frontline units are typically moved to reserve after 7–10
years, or around 6,000 hours, and retired between 15–20 years, or approximately 12,000
hours; M-6821 is approaching this limit. Staff recommends a remount and refurbishment,
which involves replacing the chassis while keeping the module. This industry-standard
method costs about 50 percent less than buying a new unit, extends the service life by up
to 10 years, and maximizes capital investment.
-$ 2,105,072$ 400,000$ 295,000$ 350,000$ 150,000$ 3,300,072$ Reviewed100,000$ $ 100,000 Reviewed $ 100,000 100,000$ TBDN/A1500 S State StreetNewTBDNoAmbulance
(M-6822) Remount
/ Refurbishment
71021110.80100TBDN/A1500 S State StreetNewTBDNoCommand/ Chief
Vehicle TBDTBDN/A1500 S State StreetNewTBDNoReviewed150,000$ $ 150,000
150,000$ $ 150,000
SUB-TOTAL:
Command/ Chief
Vehicle TBDReviewedAmbulance
(M-6821) Remount
/ Refurbishment TBDTBDN/A1500 S State StreetNewTBDNo*Refer to last page of this document for definition of terms used.PAGE 5
Page 19 of 73
FIVE YEAR CAPITAL IMPROVEMENT PLAN*
26/27 FISCAL YEAR
UKIAH VALLEY FIRE AUTHORITY
Project Description
Org/Object
Project Number
Allocation to Multi-
funds
Project Status
Funding Source
Funding Identified
Funding Source Add'l
Comments
Costs to date
Estimated Costs per
Fiscal Year
Totals
Comments
City Council Status
Shovel Ready
Costs spent on the project.
Costs estimated to be spent in each of the fiscal years.
The sum of the five year estimate for each project.
Additional information as needed.
"Not Reviewed"- First time that Council has been presented the project; "Reviewed" - Council has been presented the project during an agendized meeting; "Explore" - Council has reviewed and has asked staff to further explore; "Reviewed and Supported" - Council has reviewed and
supports the placement of the project on the CIP Plan; "Budget Adopted" - Council has approved the project through the Council action that takes place through either the full budget adoption process, or through a specific agendized item brought to Council.
Project is ready to be sent out to bid.
Provides a description and additional narrative to assist in the understanding of the need and value of the proposed project.
The proposed account code where the expense will be accounted for.
The number assigned to track all expenses related to the project.
Indicates if the cost of the proposed cost is shared. In this case, here it will state what other funds are sharing the cost.
This indicates whether the project is "NEW", "IN PROGRESS", "ONGOING", "DEFERRED", or "COMPLETED".
The Fund the actual expense will come out of.
"Yes" indicating funding has been identified and will be available, "No" indicating funding has not yet been identified and is unavailable.
To further explain, as necessary, the funding type used selected.
Definition of terms used:
*Refer to last page of this document for definition of terms used.PAGE 6
Page 20 of 73
Objectives and Accomplishments
Department:Fire
Division:City Fire (212) & UVFD Fire (214)
Year-Sequence Objectives Status General Plan Council Strategic
Plan Department Comments
NEAR-TERM
2021-1
Increase total
suppression & E.M.S.
shift personnel
In Progress Safety
1B – Provide services
that support a high
quality of life for all
residents, including
fostering diverse,
inclusive, sustainable,
and accessible
neighborhoods.
Over the past four years, UVFA has filled most of its full-time equivalent
(FTE) positions for fire and ambulance services, with an open-until-filled
job posting available on the City’s website to address ongoing and future
vacancies. Staff also maintains a part-time list for ambulance positions to
reduce fatigue and control overtime costs. Given the ambulance shortage
in the Ukiah area and Mendocino County, staff is developing current and
future staffing plans, including contingency strategies. While FTE positions
have increased, staffing remains below National Fire Protection
Association (NFPA) and International City/County Management
Association (ICMA) standards. Meeting growing service demands in fire
suppression, prevention, and emergency medical services (EMS) will
require additional staffing and continued efforts to enhance revenue.
2021-3
Identify alternative
funding sources &
enhance revenue for
continued UVFA
operations
In Progress Economic
Development
2B – Identify and/or
develop funding for
essential and vital
infrastructure for the
long-term.
Through LAFCO, UVFA successfully secured an overlay of the district
property tax on the city via annexation, bringing approximately one million
dollars in additional funding to the fire district and increasing the overall
budget of the combined district/city fire authority. Additionally, the passage
of Measure P in 2022 is expected to provide a significant revenue boost
over the next ten years. With rising costs and increasing service demands,
UVFA remains committed to ensuring a stable and sustainable fire service
into the future. Council recently approved increased ambulance transport
fees based upon ongoing analysis to cover the costs of providing the
services.
2021-6
Partner with allied
agencies on mitigation
for wildland fires
In Progress Safety
3B – Analyze and
consider opportunities
for regional
partnerships that
support or improve the
delivery of municipal
services.
UVFA has successfully established a collaborative effort with Cal Fire and
the Mendocino County Fire Safe Council to reduce wildland fire risk in the
urban interface areas of the Ukiah Valley. A fuel reduction program is in
place, actively decreasing fuel loads and creating fire breaks on the
eastern and western hills surrounding Ukiah. While this initiative has
completed its initial stages, it will continue to evolve, with future strategies
including partnerships with public agencies, nonprofit organizations, tribal
partners, and private stakeholders.
2021-7 Improve training
facility/grounds In Progress
Public Facilities,
Services and
Infrastructure
The Fire Command Staff has been diligently collaborating with the City
Manager’s Office to address this issue. However, a suitable and
sustainable location has been difficult to secure. Key challenges include
minimizing smoke production in residential areas, as the tower is designed
for live fire training. Additionally, essential infrastructure such as electrical
and water (hydrant system) access must be considered. The site must also
be owned or acquired by the City of Ukiah or the Ukiah Valley Fire District.
Lastly, zoning considerations, including surrounding land use and potential
impacts on nearby properties, must be evaluated to ensure the chosen
location is appropriate.
2021-8 Re-negotiate the fire
dispatch agreement Completed
Public Facilities,
Services and
Infrastructure
3B – Analyze and
consider opportunities
for regional
partnerships that
support or improve the
delivery of municipal
services.
UVFA is currently operating under a 1 year extension of it's previous
contract for services. UVFA is evaluating current dispatch operations and
monitoring system performance to ensure efficiency, reliability, and fiscal
responsibility. Concurrently, alternative service delivery models continue to
be reviewed to assess potential operational, financial, and regional impacts
on the citizens we serve and partner agencies throughout the county. This
deliberate and data-driven evaluation ensures that UVFA maintains
effective service delivery while safeguarding long-term sustainability and
interagency coordination.
2021-9
Represent UVFA's
interests in the
development &
implementation of the
County E.M.S. System
In Progress
Public Facilities,
Services and
Infrastructure
1B – Provide services
that support a high
quality of life for all
residents, including
fostering diverse,
inclusive, sustainable,
and accessible
neighborhoods.
The demand for emergency medical services in the Ukiah Valley continues
to place sustained pressure on the local EMS system. In response, UVFA
has maintained a staffed 911 ambulance and previously utilized cross-
staffing models to ensure continuity of service during periods of ambulance
shortages. To improve system reliability and long-term sustainability,
UVFA implemented an Interfacility Transfer (IFT) Division in partnership
with Adventist Health. The IFT Division is now operational and provides
dedicated personnel and resources for scheduled and non-emergent
transfers, significantly reducing the impact of interfacility transports on the
911 system and minimizing the need to down-staff engine companies.
UVFA remains engaged with regional partners and the local EMS Agency
to further strengthen system capacity, response reliability, and long-term
EMS sustainability within the Ukiah Valley.
2022-1
Index fire-specific
revenue sources,
including special
property taxes, to
adjust to inflationary
changes annually
In Progress Safety
2B – Identify and/or
develop funding for
essential and vital
infrastructure for the
long-term.
To ensure that fire-specific revenue sources, including special property
taxes, remain adequate and aligned with the increasing costs of services, it
is essential that these revenue streams are adjusted annually to account
for inflation. Given the significant inflationary pressures on both operating
and capital costs, completing this objective has become even more critical.
The Fire Authority will collaborate with the Finance Department to develop
and execute a comprehensive strategy, which will include a ballot measure
to update Measures J & B. The strategic master plan currently under
development will be instrumental in identifying the current and anticipated
needs of the department, providing a clear framework to assess the
required funding. Additionally, we will explore all available revenue
opportunities, including special tax assessments, while carefully weighing
the potential impacts on the community to ensure a balanced and informed
decision-making process.
2025-1 Develop UVFA Fuels
Crew Completed Environment and
Sustainability
UVFA was awarded a $7.2 million grant to implement a hazardous fuel
reduction program aimed at mitigating wildfire risk within the Ukiah Valley.
The Fuels Crew has been fully operational throughout the past fiscal year
and has made a significant impact through fuel reduction projects,
construction and maintenance of fuel breaks, and community risk
mitigation efforts. In addition to prevention activities, the crew has
supported emergency operations during wildland fire incidents, participated
in pre-positioning assignments through the California Office of Emergency
Services, and assisted with winter storm and weather-related emergency
responses, further enhancing community safety and overall operational
readiness.
Related Initiatives
Attachment 4
Page 21 of 73
2027-1
Develop Long-Term
Sustainability and
Regional Partnerships
for the UVFA Fuels
Crew
In Progress Environment and
Sustainability
Strengthen long-term partnerships to support the continued sustainability of
the UVFA Fuels Crew and enhance wildfire mitigation and community
resilience through collaboration with public agencies, nonprofit
organizations, tribal partners, and private stakeholders. Efforts will focus on
wildfire mitigation, vegetation management, community resilience,
emergency preparedness, and coordinated fuel reduction projects
throughout the Ukiah Valley and surrounding areas.
INTERMEDIATE-
TERM
2021-10 Develop a facilities
enhancement plan In Progress Safety
2A – Continue the
development and
maintenance of a
comprehensive Capital
Improvement Plan that
considers the climate
impacts of those
improvements.
Staff is in the process of developing this document to address both current
operational needs and future requirements for our team members. Efforts
are also underway to evaluate potential funding opportunities, including
grant programs. This work is directly tied to the Strategic Master Plan
currently being developed in collaboration with the Center for Public Safety
Management (CPSM), which remains in draft form and under staff review.
The Strategic Master Plan is anticipated to be completed by July 2026.
Upon its finalization, the Facilities Enhancement Plan will be refined and
aligned accordingly to ensure consistency with the department’s long-term
operational roadmap and capital improvement priorities.
2021-12 Develop a Strategic
Master Plan In Progress Safety
1B – Provide services
that support a high
quality of life for all
residents, including
fostering diverse,
inclusive, sustainable,
and accessible
neighborhoods.
Staff is currently collaborating with the Center for Public Safety
Management (CPSM) on the development of the Strategic Master Plan.
The document is presently in draft form and under internal review with
staff. The plan evaluates current operations and establishes a
comprehensive roadmap addressing staffing, station deployment,
apparatus, facilities, and organizational structure. Completion and formal
presentation of the finalized Strategic Master Plan are anticipated in the
1st Quarter of FY2026-27.
LONG-TERM
2021-14
Provide all California
Fire Service Training
and Education System
(CFSTES) certification
training internally
In Progress Safety
5A – Promote the core
values that are
embedded in the
operational culture of
the organization.
This will be a continual process as UVFA strives to complete all CFSTES
certifications internally. We have begun by certifying staff as instructors in
a multitude of classes, with more to come in the subsequent years.
2021-15
Complete the Center
for Public Safety
Excellence (CPSE)
accreditation process
In Progress Safety The Center for Public Safety Excellence (CPSE) accreditation was delayed
during pandemic. UVFA plans to start the accreditation process this year.
Attachment 4
Page 22 of 73
Budget
Workshop and
Operational
Update
Page 23 of 73
Introduction and Workshop Overview
1.Budget Process and Timeline
2.Department Operational Overview
3.Proposed FY 2026–27 Budget
4.Next Steps
Page 24 of 73
Budget Process and Timeline
•FY 2026–27 Budget Calendar
•Draft Budget Approval —FEC June 8th
•Budget Adoption –Joint District/City Council June 17th
•Strategic Plan –Joint District/City Council 1st Quarter FY 2026 -27
Page 25 of 73
Department Operational Overview
Authority officially formed in 2017 with 19 authorized FTE’s (General Fund) and a run volume of 3090 calls per year.Daily minimum staffing was (2) two-person engine crews and a Duty Officer.
Current minimum daily staffing is 7, (2) two-person Engine Crews (ALS), (1) ALS ambulance, and (1) Battalion Chief/Duty Officer.IFT Ambulance crews can be utilized in the 911 system when available.
Changes since 2017
•Added (1) additional FTE per shift (General Fund).
•Revamped previous Explorer program into a Cadet program to enhance youth outreach and develop interest in Fire and EMS.
•Restarted full time 911 ALS Ambulance service (2022).Started with Single Role personnel (non-suppression trained).Currently working to cross train to Dual Role.
•Awarded 3-year contract with Adventist Health for Interfacility Transfer services (2024). Currently in negotiations for modifications and extension.All personnel currently assigned to this division are Single Role.
•Awarded Community Wildfire Defense Grant to hire and equip an 11 person Fuels crew (2024).
Current
•2025 saw over 6000 calls for service with 22 authorized FTE’s (General Fund), 6 FTEs in the 911 Ambulance Fund, 18 FTE’s in the IFT Ambulance Fund and 11 FTE’s in the Fuels Crew Grant fund.
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20.64
58.68
-
10.00
20.00
30.00
40.00
50.00
60.00
70.00
2018 2026
Ukiah Valley Fire Authority Total FTEs
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Objectives
• Increase suppression & EMS staff
• Identify alternative funding sources
(grants & revenue)
• Partner on wildland mitigation &
training
• Improve training facility & renegotiate
dispatch agreement
• Represent UVFA in county EMS system
& index revenue sources
Accomplishments
• Purchased auto -extrication equipment
• Completed Fire Mitigation Nexus study
• Built UVFA fuels crew & completed CIP
plan
Objectives & Accomplishments
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Work Force Development
Current Paramedic Staffing & Education
11 active Paramedics
2 Graduates of Pelham Paramedic school
Members Currently in Paramedic Education
2 team members attending Mendocino College Paramedic School
Completing didactic phase
Pelham Program Graduates 2026
5 members recently returned from Indiana
In various stages of accreditation/credentialing
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Work Force Development
Personnel Development Pipeline
3 Firefighter/Paramedic trainees
•3 Paramedic trainees in the Inter Facility Transport division.
•1 EMT/Paramedic trainee
Future Staffing Development
1 Firefighter/Paramedic trainee completing fire training.
Scheduled to start Paramedic School in the late Fall.
Leadership Development
•1 EMT Captain starting Paramedic School at Mendocino Community
College in August
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Work Force Development
Volunteer & Cadet Programs
Volunteer Staffing
•9 active responders
•10 volunteers completing onboarding/training requirements
•2 support personnel
•1 Division Chief
Cadet Program Development
Upcoming Student
•4 active cadets
•2 cadets are graduating high school and transitioning into volunteer roles
•1 cadet graduate is currently attending EMT and Fire Academy programs at
Santa Rosa Junior College
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Work Force Development
Staffing Outlook & Operational Benefits
Near-Term Growth
Continued staffing growth through:
•Local education pipeline
•Pelham Emergency Medical Services program
•Internal FF/P trainee development
•Volunteer and cadet recruitment
Future Operational Benefits
•Increased ALS coverage capacity
•Greater staffing flexibility
•Improved succession planning
•Strong internal recruitment pipeline
•Enhanced support for Fire, EMS, and IFT operations
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Introduction
•The UVFA Fire Fuels Crew was established to reduce wildfire risk,
enhance defensible space, and support regional fire resilience.
•Since the start of 2025, the crew has completed projects across
multiple high-risk areas, contributing to public safety and community
protection.
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Project Overview
•Total Projects so far: 5 Major Areas
•Total Acres: +500 (+200 in the western hills)
•Project Areas:
1. Low Gap Park
2. Russian River Estates
3. Great Redwood Trail
4. Airport Property
5. CAL FIRE Collab Projects (Willits, Ukiah, Covelo, Laytonville)
6. Shaded Fuel Break
7. Western Hills
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Summary & Acknowledgements
•Over 500 acres treated since inception.
•Multiple agency partnerships established.
•Tangible improvements to community fire resilience.
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Building a More Resilient Ukiah Valley
and Mendocino County
Thank you to our crew members, partners, and community for
the continued support.
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Water System Resiliency
•Water resiliency efforts through the Ukiah Valley Water Authority JPA to
improve water reliability and resilience.
•Increased capacity: Additional 66,000,000 gallons of recycled water in
the ponds and 2.5 -million-gallon tank at softball fields – numerous new
fire hydrants
•Hydrant flushing program and flow testing for all new development. All
hydrants within the Water Authority are live and active.
•Improved interties
•SAFER Grant Program
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ALERTCalifornia Camera Network
• 1,200+ high-definition pan-tilt-zoom
cameras statewide
• 360 ° sweeps every 2 minutes;
near-infrared night vision
• Visibility up to 60 mi by day & 120 mi
by night
• Real-time feeds help command
centres dispatch resources early
• Howard Forest can remotely control
cameras during incidents
https://alertcalifornia.org/
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Emergency Alert Notification System
Nixle:Multi-lingual emergency alert system via
SMS, email & web. Secure, authenticated public
safety messages; residents opt-in
IPAWS:Integrated Public Alert & Warning System
(IPAWS) is a tool that uses WEA (wireless emergency
alerts), radio and television, to notify the public of
disasters and deliver emergency and public safety
information. No Sign-Up Required . Can be targeted
to a specific geographical area.
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Tablet Command & Incident Command
• iPad -based incident & tactical command
software
• Command structure: drag & drop units, track
assignments & checklists
• Two-way CAD integration: receive CAD data &
share updates in real time
• Checklists & accountability: time-stamp tasks,
manage resources
• Mobile command centre: maps, satellite
imagery & offline access
[5] [6] [7]
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Vehicle Technology & Patient Care
Automatic Vehicle Location (AVL)
• GPS-based real-time position, speed &
direction of units
• Dispatchers see integrated maps & route
around hazards
• Tracks apparatus & personnel across
staging, command & evacuation zones
iPad & ePCR
• Paperless patient care reporting with
readable, organized data
• Attach photos & PDFs via built-in
camera
• Finish reports at the station if not
complete in field
• Shared mapping & navigation on
iPads for EMS & fire
[8] [9] [10] [11] [12]
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Interagency Coordination
•Mendocino County Fire Safe Council - MOU in place to develop "shovel-ready" projects.
•Mendocino County (Parks) - Conduct vegetation management work at various county parks.
•CAL FIRE – Collaboration on Fuels-reduction projects.
•Mendocino County Resource Conservation District - Partnership secured multi-million-dollar California Coastal Conservancy funding for western hills fuels projects, including an excavator with a masticator head for vegetation management. Current efforts include exploring funding and logistics for a shaded fuel break in Ukiah’s eastern hills.
•Tribal Governments - Building partnerships with local tribes to form a collaborative group to help guide fuels management efforts in the western hills.
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Planning
•Mendocino County Community Wildfire Protection Plan -
2025
•Multi-Jurisdictional Hazard Mitigation Plan (MJHMP) - 2020
(2026 update in process)
•Ukiah Municipal Airport Emergency Plan –2026
•City of Ukiah 2040 General Plan, Safety Element - 2022
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XyloPlan
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XyloPlan
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XyloPlan
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XyloPlan
Without mitigation on left
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Fire Prevention Bureau
•Chief Buckingham is expanding the Office of Fire Investigation with:
•3 Certified investigators
•2 Additional investigators currently in training
•Partnered with local agencies to provide:
•Plan review services
•Fire prevention consulting
•Through the Mendocino County Fire Prevention Officers Meetings:
•Collaborated with 8 neighboring districts
•Supported a more uniform countywide adoption of the Fire Code
•Continued quarterly meetings to strengthen communication and coordination for the built environment
•Currently developing a weed abatement ordinance that would allow the District to utilize its fuel reduction crew to address non-compliant hazardous properties within the district.
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Fire Prevention Bureau
12- Month Summary
•652 Total Inspections Completed
•442 Annual State Fire Marshal Inspections
•210+ Permits Issued
•$180,000 in Plan Check & Inspection Fees Collected
•$190,000 in Mitigation Fees Collected
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Proposed FY 2026–27 Budget
•Revenues/Expenditures
•Budget Summary
•Direct/Indirect Allocations
•Salary and Benefit Assumptions
•Capital Investments
•Revenue and Long-Term Funding
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45
Indirect Rate
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•Apparatus and Specialty Equipment
•Grant-funded Projects
•Rolling Five-Year Capital Improvement Plan and FY 2026/27 CIP
Considerations
Capital and System Investments
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Project Cost & Fiscal Year
Quint aerial ladder $2.07M – FY 26/27 (grant + district)
Training tower site work $0.12M – FY 27/28
Type VI brush squad $0.40M – FY 27/28
Rescue boat $0.03M –FY 27/28
Tech rescue tow/haul $0.26M – FY 28/29
Swiftwater rescue trailer $0.04M – FY 28/29
Ambulance M -6822 remount $0.15M – FY 29/30
Command vehicles (2)$0.20M – FY 29/30
Ambulance M -6821 remount $0.15M – FY 30/31
Total estimated cost: $3.42M
Five-Year Capital Improvement Plan
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•Ambulance and EMS transportation rates update approved May 2026,
including annual rate adjustments to help keep pace with increasing
operational and medical service costs.
•Fire impact fee program updated in 2025 to support replacement and
expansion of fire facilities, apparatus, equipment, and emergency response
capacity related to new development.
•Secured millions in grant funding over the past few years for fuels reduction,
emergency response equipment, ambulances, and public safety
infrastructure, while continuing to pursue future resilience and mitigation
funding opportunities.
Rates, Fees, and Grant Funding
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0
0.5
1
1.5
2
Measure J County P Measure B
Measure J: $50 per unit (two units per home) – core
operational funding
Measure B: $10 per unit to replace apparatus & gear
County Measure P: 0.25% sales tax (10 yrs) supporting fire &
public safety
Revenue Sources & FY2026 Estimates
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0
0.5
1
1.5
2
2.5
3
3.5
Measure J Measure B
Actual 2025 ($M)
Indexed 2025 ($M)
Without indexing, Measures J &B revenues remain flat
while costs rise
• Measure J shortfall: $1.76M (2025)
• Measure B shortfall: $0.23M (2025)
• Indexing to CPI/3% would have doubled purchasing power
[18]
Impact of Indexing Measures J &B
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Next Steps
•FY 2026–27 Budget Calendar
•Draft Budget Approval — FEC June 8th
•Budget Adoption – Joint District/City Council June 17th
•Strategic Plan – Joint District/City Council 1st Quarter FY 2026 -27
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