Agenda packet, regular meeting — Ukiah City Council, February 4, 2026 (part 2 of 2)

P25142 Ukiah Landfill mEGFS Quote.docx Page 4 of 10
The Enclosed Ground Flare shall include:

Enclosed Ground Flare Information
Flare Flow Rate 110 SCFM
Flare Heat Rate 3.0 MMBtu/hr
Fuel Train Diameter 3”
Flare Inlet Flange 3” ANSI 150 lb
Approximate Flare OD 42”
Approximate Flare ID 34”
Approximate Flare Height 26’
Flare Shell Thickness 1/4”
o Perennial Enclosed Ground Flare
• ASTM A-36 carbon steel flare shell assembly
• Four (4) test ports for air quality testing sensor access • Five (5) view ports . . . one at each thermocouple and two to view main flame and pilot • Engineered “four feet” mounting system
• Four (4) inches of air space beneath flare floor and equipment pad • Top 5 feet of flare shell is painted black
• Heat shield from 4’ height to 7’ height to protect against accidental touch o Flare Fuel Train Includes:
• Schedule 10 stainless steel (304L) fuel train piping manifold • Schedule 10 304L type C stub ends with ANSI 150 lb. galvanized flanges • Flare flow meter assembly (Thermal Instruments)
▪ Annubar flow element (Veris)
▪ Differential Pressure Transmitter (Rosemount)
▪ Static Pressure Transmitter (Rosemount)
▪ Thermocouple (Omega)
▪ Flow meter automatically adjusts for flow pressure and temperature ▪ User adjustable specific gravity setpoint on HMI, adjust manually • Safety Shutoff Valve Package
• Butterfly valve with stainless steel disc & stem and Viton seat (ABZ) • Pneumatically controlled actuator with spring assisted shutoff (Elomatic) • Includes Limit Switch (Top Worx)
• Dry instrument quality compressed air (80-100 psig) or nitrogen supplied by others. • Regulator, flex hose, solenoid valve (ASCO), and hand valve included • Stainless steel bellows type flex connector
• Eccentric flame arrester with aluminum housing and stainless-steel element (Enardo) ▪ Includes upstream and downstream pressure / differential pressure indication across the flame arrester (Dwyer)
▪ Includes thermocouple for high temperature shutdown (Omega) o Insulation Includes:
• Stainless steel insulation retainer band and weather shield at top of flare

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P25142 Ukiah Landfill mEGFS Quote.docx Page 5 of 10
• 4” ceramic fiber blanket insulation, installed in overlapping layers, this results in an approximate 250°F skin temperature (Delta Refractories) • Stainless steel retainer pins and keepers (washers) for insulation • High temperature sealant/fixative solution sprayed on insulation • Aluminum expanded metal heat shield on exterior of flare from approximately 3’ to 7’. o Ignition, temperature control, and flame monitoring system includes:
• Propane Gas pilot system, includes
▪ Gas line with solenoid valve (ASCO), manual shutoff valve, and pressure gauge ▪ Pilot ignition transformer mounted on flare (Honeywell) ▪ Interrupted pilot, rated for 40,000 Btu/hr
▪ Quantity 2, 20 lb, propane tanks, provided empty and to be filled by others • 2 each automatic air inlet louvers (Ruskin)
▪ Includes Honeywell actuator motors on louvers
▪ Quantity 1 louver is hinged to access the bottom of the flare • Purge Blower System
▪ Purge blower mounted on flare (Cincinnati Fan)
o 230 VAC, Single phase TEFC motor
▪ Pressure switch for proof of operation (Dwyer)
• UV, self-checking flame safeguard sensor and burner management system (Honeywell) • Three (3) thermocouples at various heights (for temperature control) in flare shell (ThermX Southwest)
• OSHA Ladder for access to thermocouples
▪ Includes safety harness for OSHA compliance
o Perennial Energy Natural Draft Burner includes:
• Multiple stainless steel burner system with stainless steel pots • Cast ceramic venturi shaped burner tiles for each burner (shipped loose for installation in the field)
• Primary air damper burner design with primary air dampers adjustable from outside flare shell with flare in operation
o Flare package includes:
• Flare and flare mounting structure designed to withstand 110 mph UBC wind loads and seismic zone D forces when installed on appropriately designed and installed concrete pad.
▪ Flare template is included and will be shipped after customer release of project after ample time has been given to receive flare shell and install feet. • All “on flare” flare wiring pre-installed and pre-conduited to NEMA 4 junction boxes.

Will require field reconnection of numbered wires to numbered terminals in junction box(s)
• All carbon steel surfaces sand blasted to SSPC SP-6 standards, primed and painted to Perennial Energy standard paint specs.
▪ Primer is Silicone Epoxy Primer
▪ Paint is Siicone Enamel

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P25142 Ukiah Landfill mEGFS Quote.docx Page 6 of 10
The Gas Handling System shall include:

Gas Handling System Information
System Rated Size 110 SCFM
Blower Capacity 100% (110 SCFM)
Blower HP 3
Blower Quantity 2
Blower Inlet Vacuum -35” WC
Blower Discharge Pressure +15” WC
Minimum Blower Frequency 35 Hertz
GHS Inlet/Discharge Flange 3” ANSI 150 lb
Piping Size 3”
o Piping and Valving Includes:
• System inlet isolation butterfly valve (SS disc & stem / Viton elastomer) (ABZ) • Schedule 10 stainless steel (304L) blower inlet and outlet manifold piping. • Schedule 10 304L type C stub ends with ANSI 150 lb. galvanized flanges • Blower suction side tuning butterfly valve (SS disc & stem / Viton elastomer), quantity one on each blower inlet (ABZ)
• Blower discharge side isolation butterfly valves (SS disc & stem / Viton elastomer), quantity one on each blower discharge (ABZ)
• Blower discharge side check valves (AL Body / AL disc & stem / Viton elastomer), quantity one on each blower discharge (US Valve)
o Inlet demister/knockout
• Sized for full system flow, 304L SS construction, 5 psig vacuum/pressure design, nonASME pressure rating, includes:
• Polypropylene knitted mesh, multiple layer demister pad/filter rated for 99% removal efficiency at 6-micron droplet size, removes free moisture in the incoming gas (Kimre) • 1 level probe and transmitter for high level alarm and shutdown (Robertshaw) ▪ Will show inches of level on the HMI
• Flanged cleanout
• Differential pressure gauge (Dwyer)
• Removable lid for element inspection and removal
• Visual liquid level gauge
• Heat trace on bottom portion, insulation on sidewall (Raychem) o Regenerative blower:
• Cast aluminum housing, aluminum impellers, heavy shaft, and landfill gas seals (Republic Manufacturing)
• Inlet driven, direct coupled through a flexible coupling to a TEFC inverter ready motor, 480 volt/60hz/3ph.
• SS bellows expansion joints at blower inlet and outlet connections o Instrumentation and Gauges Include:
• 1 each Vacuum Transmitter (System Inlet) (Rosemount)

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P25142 Ukiah Landfill mEGFS Quote.docx Page 7 of 10
• 1 each Vacuum Gauge (System Inlet) (Dwyer)
• 2 each Thermocouples (System Inlet & System Discharge) (Omega) • 2 each Temperature gauges (System Inlet & System Discharge) (Winters) o System Package Includes:
• One each unitized structural skid(s) to accommodate all above equipment in a fully integrated package.
• All devices fully installed, wired to skid mounted NEMA 4 control panel, calibrated, and tested to the extent possible at the factory
• All carbon steel surfaces sand blasted to SSPC SP-6 standards, primed and painted to Perennial Energy standard paint specs.
▪ Primer is an Epoxy Primer
▪ Paint is Acrylic Modified Alkyd Enamel
The MCC & Control Panel shall include:

MCC & Controls Information
System Rated Size 110 SCFM
VFD Rated HP 3
VFD FLA 4.8
VFD Quantity 2
Panelboard Amperage 60
Approximate MCC Enclosure Size 72” x 36” x 24”
Approximate CP Enclosure Size 72” x 36” x 24”
o Nema 12 Power Distribution Panel:
• Includes main breaker and branch breakers to feed all system loads • 480 VAC Three Phase Incoming Power
o NEMA 4 MCC enclosure:
• Variable Frequency Drive (ABB)
▪ Controlled via PID loops to maintain inlet vacuum/flow • Air conditioning and panel heater (Ice Qube & Hoffman respectively) • Sun/Rain Shield
• Control Panel Lighting
o NEMA 4 controls enclosure:
• Panel heater (Hoffman)
• Sun/Rain Shield
• Control Panel Lighting
o System Control, Interface, Networking, and Communication:
• PLC digital and analog logical supervision system (Automation Direct) • 10” Widescreen Color Touchscreen Operator interface (Automation Direct) ▪ All temperatures, pressures, flows, and other analog data displayed ▪ All timers, setpoints, PID loops, and other system operator inputs available

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P25142 Ukiah Landfill mEGFS Quote.docx Page 8 of 10
▪ Alarms and shutdowns with history log
• Unmanaged 8 port Ethernet switch for remote connectivity to PLC/HMI (Stride) • 8 Channel chart recorder (Yokogawa)
▪ Includes Secure Digital Memory
• Autodialing system (Raco)
▪ Minimum of 4 inputs
▪ Minimum of 8 phone numbers
▪ Service is provided by others.
o Hand Switches Include (Cutler Hammer):
• OFF / ON switch for the System
• TEST / OFF / AUTO switch for each landfill gas blower • OPEN / CLOSED / AUTO switch for the flare safety shutdown valve • TEST / OFF / AUTO switch for the pilot system
o Panel Lights Include (Cutler Hammer)
• Flame failure reset (Alarm Reset / Lamp Test Switch)
• Run Light
o Touch Screen Annunciation includes (but not limited to):
• Blower run time indication
• Blower Motor low current (surge) annunciation
• Condensate high level annunciation
• Low landfill gas flow rate annunciation
• Flame failure annunciation
• Shutdown Valve failure annunciation
• Alarm and shutdown message annunciation
o Control panel additional features:
• Phase unbalance and phase loss protection
• Uninterruptable Power Supply for PLC, HMI, and communication devices (Cyber Power) • AC and DC control voltage surge protection
• 15 kVA 480:240/120 single phase transformer (Hammond) ▪ NEMA 3R enclosure
▪ Mounted on GHS skid
• Single-phase load distribution panel
• U.L. 508A Listed Control Panel
• Quantity one convenience receptacle inside the controls enclosure and quantity one convenience receptacle on the outside of the controls enclosure General Notes:
o System is priced on a FOB Jobsite, Ukiah, CA basis, freight not included basis. Freight can be pre-paid and added to invoicing.
o 1 trip, 3 days (quantity 3, 10-hour days), of on-site start-up & training services by a factory field services technician/engineer are included.
• Additional days are quoted at current service rates.

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P25142 Ukiah Landfill mEGFS Quote.docx Page 9 of 10
• Weekends and holidays are subject to additional fees. o 1 trip, 3 days (quantity 3, 10-hour days), of on-site emissions tuning by a factory field services technician/engineer are included.
• Additional days are quoted at current service rates.
• Weekends and holidays are subject to additional fees. o 1 digital copy of full engineering submittals are included. o 1 digital copy and 3 hard copies of “as-built” Operation & Maintenance Manuals are included.
o The SCCR rating of the system is 18 kAIC. If higher kAIC is required, please contact Perennial for additional cost adders.
o Failure to ship unit within 30 days of notice to ship may result in storage and refurbishing fees.
o The gas quality is assumed to be typical landfill gas. If the gas has abnormal amounts of O2, H2S, NH3, or H, please contact Perennial Energy to confirm compatibility with the quoted equipment.
o The control panel will be built to UL 508A standards. If any other codes, certifications, or registrations are required, please contact Perennial Energy for design/cost changes. o NOx emission rates are exclusive of fixed nitrogen in the fuel or injected in condensate, leachate, or other sources.
o Please note, mineral based particulates, such as wind-blown dust or silica, can be entrained into the ambient cooling and quenching air or purge air streams and passed into the combustor. As non-combustible matter, they will be passed into the exhaust stream and will be measured as particulate emissions, but are not generated by the combustion process. Additionally, Siloxanes will burn to SiO2. PEI makes no guarantees regarding these particulates, or particulates formed from the combustion of other non-methane constituents in the gas stream.

The system as described above and attached is provided as completely pre-packaged, prewired, and factory pre-tested as is possible. The system is offered FOB Jobsite, freight not included, with freight billed at 115% of shipping invoice(s).

The pricing does not include any site civil or structural engineering, or site preparation work of any kind. Neither does the price include any local, state, or federal taxes, or any permits, or tariffs of any kind. The system as quoted is to be off-loaded, set-in place, installed and interconnected by others. The system is designed for installation on equipment pad(s) installed at the same finished elevation. The system includes only the standard Perennial Energy warranty for 18 months from date of shipment or 12 months from date of first service, whichever occurs first.

Please see copy of Perennial Energy warranty, attached. We are pleased to honor this quotation for 30 days from the date on this quotation. The pricing is dependent on receiving an approved order that would include industry standard commercial terms. Perennial Energy standard terms are:
10% with order
30% with approved submittals or release for manufacturing 30% upon receipt of major components
25% upon notification to customer of ready to ship
05% upon successful start-up, unless failure to achieve successful start-up is neither the fault nor cause of Perennial Energy, then net 60 days of shipment 10% with order due upon Receipt of invoice. All other is Net 30 days of Invoice.

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P25142 Ukiah Landfill mEGFS Quote.docx Page 10 of 10
The system as described above is offered for.....................................$366,328.00 Estimated Freight.............................................................................$19,670.00 Estimated freight escalation adder.....................................................$1,9670.00

OPTIONS
o In lieu of a regenerative blowers, multistage centrifugal (MSC) blowers can be offered. Each MSC shall include (quantity 2):
• Cast-iron housing, aluminum impellers, heavy-duty carbon-steel shaft, and landfill gas seals
• The internal cast iron parts are coated for corrosion protection. • Inlet driven, direct coupled through a flexible coupling to a 5 HP, TEFC inverter ready motor, 480 volt/60hz/3ph.
• Blower drains are heat traced and insulated
• Blower Instrumentation includes a vibration transmitter on the inlet bearing and thermocouples on the inlet and outlet bearings
• VFD HP increased from 3 HP to 5 HP
Multistage Centrifugal Adder Price .....................................................$40,560.00 We anticipate that submittals can be provided in 6 to 8 weeks from receipt of an approved order. We anticipate that we could ship the system in 28 to 34 weeks from receipt of approved submittals or other irrevocable release to order all materials. Actual submittal and shipping estimates will have to be given at time of order.

Thank you for your consideration of Perennial Energy landfill gas products and services.

Should you have any questions, or require further information in this regard, please do not hesitate to call.

Respectfully,
David Mathews
Perennial Energy, LLC
West Plains, MO 65775
Attachments / Enclosures:

Bid Sheet
Conditions of Sale and Warranty and Service Policy.pdf
Emissions Statement.pdf
Estimated Schedule.pdf
Sample COI.pdf

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2026-01-05 Rev 1

CONDITIONS OF SALE
and
WARRANTY and SERVICE POLICY

1. SHOP DRAWINGS Perennial Energy, LLC (PE, LLC) will prepare shop drawings and specifications describing the equipment to be provided (when required) under this Contract. PE, LLC shop drawings, specifications and equipment data will be provided utilizing standard PE, LLC packaged, modular design and reflect standard PE, LLC design and manufacture for PE, LLC equipment as purchased. Sufficient information will be provided to illustrate major components of assemblies, standard controls (where applicable), basic materials and any special accessories or optional items. Three (3) copies of engineering submittals or an electronic copy (pdf) are provided. Extra sets are extra cost. PE, LLC assumes no responsibility for design and/or performance of equipment manufactured from designs provided by others. Shop drawings shall be returned approved, or approved as noted, prior to commencement of component procurement or manufacture. PE, LLC shall not be responsible for determining or verifying field conditions, or coordination with equipment or material provided by others.

All drawings, diagrams, specifications and technical data provided the Purchaser by PE, LLC shall remain property of PE, LLC and shall not be assigned, transferred, copied or applied to similar situations without express written consent of PE, LLC.

2. O&M MANUALS PE, LLC will provide 3 complete O & M Manuals for all equipment/systems provided. Additional sets are extra cost.

3. DELAY PE, LLC shall not be responsible for delay in performance due to force majeure, plant accidents, supplier back orders and causes beyond its control. PE, LLC will provide purchaser prompt notice of any such delay and the time for performance by PE, LLC shall be extended accordingly.

If delay, through no fault of PE, LLC, caused by lack of performance on part of Purchaser exceeds 30 days, Purchaser agrees to compensate PE, LLC for increased costs in material and/or labor associated with such delay.

4. DELIVERY PE, LLC will endeavor to ship equipment in accordance with pre-agreed schedule with Purchaser. If Purchaser is unable to accept shipment on the pre-agreed date, PE, LLC shall bill for payment due upon shipment and place equipment in storage. If shipment is not made within 14 days after placement in storage, appropriate storage charges will be assessed and purchaser agrees to pay such charges as billed monthly.

5. START-UP PE, LLC will provide start-up services (where included) of a qualified technician(s) at Project field site for the period as stated. Startup services include all costs associated with such service: travel, lodging, per-diem, labor and normal equipment. Additional services, travel or work on weekends or holidays, extended periods or training are not included and shall be negotiated on an as-needed basis. Delays due to the site not being ready, or the tech unable to work due to customer delays may result in additional costs.

6. WARRANTY PE, LLC warrants its System to be free from defects in materials and labor for a period of one year after being placed in service or eighteen months from notice of ready to ship, whichever occurs first.

All of the components not manufactured by PE, LLC carry their own manufacturer’s warranty. In no way does PE, LLC warranty override, supersede, or limit those warranties. With respect to products, parts and work not manufactured or performed by PE, LLC, PE,LLC’s only obligation shall be to assign to Purchaser, to the extent possible, whatever warranty PE, LLC receives from the original Manufacturer. PE, LLC will attempt to aid the Purchaser in obtaining replacement parts or repair of the component as outlined in our Service Policy. The liability of PE, LLC shall not, in any case, exceed the cost of correcting the defect in the component and PE, LLC shall not be liable for indirect or consequential damages as a result of any component failure.

PE, LLC warrants only the cost of parts and labor for repair of design and/or workmanship defects, and is not responsible for any damage and/or loss caused by the system to any personal or real property. PE, LLC is not responsible for premature wear or failure of gas train components caused by hydrogen sulfide in excess of 1500 ppm, or chlorinated hydrocarbons in excess of 35 ppm. PE, LLC is not responsible for any special, direct, indirect, or consequential damage or loss of income or saving due to down time on other components which rely on the System.

WARRANTY DISCLAIMER. PE LLC's warranty shall not apply if customer directly or indirectly causes equipment maladjustment, abuse, inadequate maintenance, accident, improper operation or service (defined as operation or service not in accordance with the Operational and control narratives contained in the manual), any change to software coding or system programming, or improper installation. If customer directly or indirectly causes any of the enumerated circumstances, this warranty shall become void.

This warranty does not include reimbursement of any costs for shipping the product or parts to PE, LLC facility or local designated service establishment, or for labor and/or material required for removal or reinstallation of a product in connection with a warranty repair. In no event shall PE, LLC be liable for cost of labor for replacement or repair of defective parts when the unit has been in the possession of the Purchaser for a period longer than one year.

This warranty is in lieu of all other warranties, expressed or implied, including warranties of merchantability or fitness for a particular purpose, any legal implied warranty of fitness, merchantability or otherwise applicable to this product shall be limited in duration to the minimum period already set forth. This warranty gives the Purchaser specific legal rights; you may also have other rights which vary from state to state. Any claim by the Purchaser shall be submitted to PE, LLC in writing during the warranty period.

7. SERVICE POLICY If repair service is required during the Warranty period, the Purchaser should first call PE, LLC’s Service Department and explain the nature of the problem. If the problem is minor, and the Purchaser is willing and able to correct it, then PE, LLC will supply instructions. If this process is unable to correct the problem, then a service technician should be contacted by the Purchaser to do the repair work. PE, LLC will supply maintenance instruction as needed, by phone. If the problem is determined by PE, LLC to be related to the design or workmanship of the system, then PE, LLC will pay reasonable, pre-approved, charges for material and labor for repair. The Purchaser shall pay the technician directly, and submit a warranty claim to PE, LLC for reimbursement of materials and labor. In all other cases, the Purchaser is responsible for labor costs.

In the case of component failure, PE, LLC will aid the Purchaser by providing the required part the same day (if in stock). An invoice for the part and shipping will be sent with the part. The Purchaser returns the defective part either to the original manufacturer or to PE, LLC (depending on the circumstances) for determination of the cause of failure. An RGA (Returned Goods Authorization) number will be issued, which must appear on the return shipping label. If the part proves defective and is covered by the original manufacturer’s warranty, then the Purchaser will be credited for the invoice that was sent with the new part, but shall be responsible for the shipping costs.

If repair service is required after the warranty period has expired, the Purchaser is responsible for parts, labor, and shipping costs. PE, LLC Service Department is typically available during normal business hours to provide assistance with service and maintenance to allow maximum equipment efficiency and service life.
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Start Date
Duration
(Days) Completion Date
Receive PO 7-Jan-26 28 4-Feb-26
Client Kickoff Call 4-Feb-26 7 11-Feb-26
Submittal Drawing Preperation/Send Submittal 4-Feb-26 56 1-Apr-26 Client Approve Engineering Submittal 1-Apr-26 70 10-Jun-26 Release/Receive Long Lead Items 10-Jun-26 140 28-Oct-26 Release Manufacturing/Shop Drawings 1-Nov-26 28 29-Nov-26 Start & Complete Manufacturing 1-Nov-26 98 7-Feb-27
Start & Ship Flare Mounting Template 1-Nov-26 28 29-Nov-26 Test System/FAT 7-Feb-27 7 14-Feb-27
Ship System 14-Feb-27 7 21-Feb-27
O&M Manuals 1-Nov-26 112 21-Feb-27
Startup & Training 21-Feb-27 60 22-Apr-27
RECEIVE PO, 28
CLIENT KICKOFF CALL, 7
SUBMITTAL DRAWING PREPERATION/SEND SUBMITTAL, 56
CLIENT APPROVE ENGINEERING SUBMITTAL, 70
RELEASE/RECEIVE LONG LEAD ITEMS, 140
RELEASE MANUFACTURING/SHOP DRAWINGS, 28
START & COMPLETE MANUFACTURING, 98
START & SHIP FLARE MOUNTING TEMPLATE, 28
TEST SYSTEM/FAT, 7
SHIP SYSTEM, 7
O&M MANUALS, 112
STARTUP & TRAINING, 60
3-Jan-26 31-Jan-26 28-Feb-26 28-Mar-26 25-Apr-26 23-May-26 20-Jun-26 18-Jul-26 15-Aug-26 12-Sep-26 10-Oct-26 7-Nov-26 5-Dec-26 2-Jan-27 30-Jan-27 27-Feb-27 27-Mar-27 24-Apr-27 Receive PO
Client Kickoff Call
Submittal Drawing Preperation/Send Submittal
Client Approve Engineering Submittal
Release/Receive Long Lead Items
Release Manufacturing/Shop Drawings
Start & Complete Manufacturing
Start & Ship Flare Mounting Template
Test System/FAT
Ship System
O&M Manuals
Startup & Training
P25142 Ukiah Landfill Enclosed Ground Flare Station Preliminary Schedule Start Date Duration (Days)

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P25142 Emissions Statement.docx 1 of 1
1375 County Road 8690 West Plains, MO 65775
Phone (417) 256-2002
www.PerennialEnergy.com [email protected]
January 5, 2025
Perennial Energy Enclosed Landfill Gas/ Biogas Flare – Emissions Statement The emissions levels and destruction efficiencies stated herein are only valid if testing is performed by an approved testing company with documented experience in emissions testing of low velocity landfill gas/biogas flare exhaust streams, and the flare is correctly adjusted/tuned. Temperature settings & final adjustments will be determined during source test.

Project or Proposal # P25142 Location: 3100 Vichy Springs Road Ukiah, CA 95482 Gas Flow Range: 11- 110 SCFM Energy Content: 200-500 BTU/SCF Total Thermal Loading Rate: 0.3 MM BTU/Hr to 3.0 MM BTU/Hr Operated within the above criteria, the PEI flare will emit no more than 0.06 lb/MMBtu NOx (evaluated as NO2).

Such performance is based on CEMS testing performed by an approved testing company using chemiluminescence analytical techniques compliant with EPA method 7E, and when the following equation is used as the basis of the emission calculation;
lb/MMBtu NOx = (ppm NOx / 10^6) x (46 lb/lb-mole / 385.3 dscf/lb-mole) x Ff * x 20.9 / (20.9 - % Stack O2) NOX emission rates are exclusive of fixed nitrogen in the fuel or injected in condensate, leachate, or other sources.

Operated within the above criteria, the flare will emit no more than 0.20 lb/MMBtu CO. Performance is based on CEMS testing performed by an approved testing company using NDIR/GFC analytical techniques compliant with EPA method 10, and when the following equation is used as the basis of the emission calculation; lb/MMBtu CO = (ppm CO / 10^6) x (28 lb/lb-mole / 385.3 dscf/lb-mole) x Ff * x 20.9 / (20.9 - % Stack O2) * The Ff (fuel factor) shall be as determined by laboratory analysis or per EPA Method 19.

Operated within the above criteria, the flare will provide NMOC destruction efficiency compliant with Subpart Cc,

60.33c, (c) (2), i.e. “. . .shall reduce NMOC by 98 weight percent, or;” (c) (3) of that same section, i.e. “. . . reduce the outlet NMOC concentration to 20 parts per million as hexane by volume, dry basis at 3 percent oxygen, or less.” Such performance is based on inlet flow rate measurement taken via pitot tube traverses performed in compliance with EPA method 2, and for exhaust flow rates determined by a carbon balance equation evaluation.

Samples of the inlet and exhaust gases to provide methane and total gaseous non-methane organics constituencies shall be collected in summa canisters, and shall be laboratory evaluated using the TCA/FID analytical technique compliant with EPA method 25A. Additionally, a GC/FID analyzer shall be employed during source testing for sampling exhaust gas during CEMS testing to provide an “on-line” indication and record of total volatile organic compounds (TVOC’s). The calculation to determine the destruction efficiency shall be as follows; (lb/hr NMOC’s IN - lb/hr NMOC’s OUT) / lb/hr NMOC’s IN . . . where; lb/hr NMOC’s as hexane = (ppm as C1 NMOC’s / 6 / 10^6) x (86 lb/lb-mole / 385.3 dscf/lb-mole) x (dscf / hr) or;
ppm NMOC’s as hexane at 3% Oxygen = (ppm as C1 NMOC’s / 6) x (20.9 - 3) / (20.9 - % Stack O2) Note that the 98% DE applies to the aggregate NMOCs, not to any specific compound.

The system shall be capable of achieving a minimum of 99% DRE of Total Volatile Organic Compounds (VOC’s) (Sum of methane and non-methane organics). Please note that oxidizing combustion systems (such as landfill gas flares) neither generate nor remove sulphur. Any H2S entering the flare is oxidized to form SOx compounds, but on a molecular basis, sulphur in is equal to sulphur out.

Note also that mineral based particulates, such as wind-blown dust or silica, can be entrained into the ambient cooling and quenching air or purge air streams and passed into the combustor. As non-combustible matter, they will be passed into the exhaust stream and will be measured as particulate emissions, but are not generated by the combustion process. Additionally, Siloxanes will burn to SiO2. PEI makes no guarantees regarding these particulates, or particulates formed from the combustion of other non-methane constituents in the gas stream.

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Agenda Item No: 14.d.

MEETING DATE/TIME: 2/4/2026

ITEM NO: 2026-153

AGENDA SUMMARY REPORT
SUBJECT: Consider Adoption of Resolution Adopting a 2026 Advocacy Platform to Serve as Guidelines for Local, State, and Federal Legislative Matters.

DEPARTMENT: City Manager /
Admin PREPARED BY: Shannon Riley, Deputy City Manager
PRESENTER: Shannon Riley, Deputy City Manager
ATTACHMENTS:

1. 2026 Advocacy Platform Draft no Reso_redlined_att 1

2. Advocacy Platform and Resolution_2026_clean draft_att 2

3. 2025-26 League of CA Cities Priorities
Summary: Council will consider adoption of a Resolution adopting a 2026 Advocacy Platform to provide guidance regarding local, state, and federal legislative and judicial matters, and allow the City to weigh in on such matters in a timely fashion. An advocacy platform enables the Mayor and/or City Manager, or their designee, to submit letters or other filings on behalf of the City if the proposed matter is within the City’s adopted advocacy platform guidelines. Additionally, platform guidelines enable the City to actively participate in the regional, state, and federal legislative processes on behalf of the City of Ukiah.

Background: The ability of the City to serve the residents and provide for a thriving and sustainable community requires support from all levels of government. Local government is uniquely and best positioned to support, serve, and respond to community and individual needs. However, with local, state, and federal legislative policy and judicial matters, action is often needed to support local government in having this impact.

These legislative policies and legal actions can affect the City's ability to deliver services, shape what services are delivered, impact the resources available for services, and remove obstacles to delivering services. These policies sometimes require immediate attention.

The Ukiah City Council has annually adopted a Platform and a corresponding resolution, most recently in January 2025. Minor revisions have been made to that document as a result of review by each City department, shown in redline on Attachment 1, and a clean version of the proposed 2026 Advocacy Resolution and Platform is provided as Attachment 2.

Discussion: In order to fulfill the City’s commitment to the community, positive local, state, and federal action- -including the allocation of resources--should be sought.

The Advocacy Platform is also consistent with the 2025-26 goals and priorities of the League of California Cities ("the League"), provided as Attachment 3.

The proposed 2026 Advocacy Platform from the City states it does not take positions on matters outside the scope and purpose of municipal government. Occasionally, the City is asked to take positions that do not materially affect the scope and purpose of our municipal government; these tend to be quality of life or social issues; or federal government matters like foreign policy.

The Platform would not preclude the Mayor or Councilmembers from placing an item on the agenda for

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consideration. However, it would provide guidance to others about positions typically taken by the City Council.

To this end, if the City should adopt/update the proposed 2026 Advocacy Platform, it would provide a guide for the City’s legislative advocates and highlight key issues important to the local community. The Platform provides 13 over-arching guiding principles intended for specific legislative and legal action and supports existing City Council-established goals and policies. The priorities outlined streamline the legislative approval process by providing clear direction on pertinent issues for our community. It is by no means allencompassing.

As previously stated, the Platform is reviewed by Council on an annual basis in coordination with the State’s legislative calendar, and will continue to be listed on the tracking calendar for Council review in DecemberJanuary of each year.

Staff recommends the adoption of the proposed Resolution that includes the 2026 Advocacy Platform providing overall guidance that allows the Mayor, and/or City Manager, or their designee, to send/file support or opposition to the League and other agencies/organizations to protect or advocate for our community. When such action is taken, the Council would be notified through the public record and provided a copy of the correspondence.

Recommended Action: Adopt resolution adopting a 2026 Advocacy Platform to serve as guidelines for local, state, and federal legislative, administrative, regulatory, and court matters.

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1 2025 City of Ukiah Advocacy Platform

Attachment 1
20265 Advocacy Platform

PRIORITIES
The City of Ukiah takes the following positions and the Mayor and the City Manager may send corresponding letters of opposition or support without further City Council action and, whenever filing deadlines preclude prior City Council action, may authorize naming the City as a party to an amicus brief to be filed in state or federal court, provided the City incurs no cost to join the amicus brief.

A. Finance
Protect Local Revenue Sources The City opposes attempts to decrease, restrict or eliminate city revenue sources and opposes any efforts at the local, state or federal level to retain additional revenues currently dedicated to local government for state purposes.

Municipal Bond Tax Oppose any effort to eliminate, or cap, the tax-exempt status of municipal bonds, one of the few tools left for local governments to finance large capital projects.

Replace Lost Redevelopment Funding Seek, promote, and implement any new or alternative approaches that may replace redevelopment funding mechanisms that deliver positive benefits to Ukiah.

Unfunded Mandates Oppose measures that would impose State and Federal mandated costs for which there is no guarantee of local reimbursement or offsetting benefits (i.e., unfunded mandates).

Control Workers’ Compensation and Public Retirement Costs Support legislation and policy that control escalating workers’ compensation and public retirement system costs to public agencies and taxpayers.

Improving Government Debt Management Oppose measures that restrict local control over debt issuance and support legislation that provides more flexible tools for managing and refinancing municipal debt.

Cybersecurity for Financial Systems Support initiatives that provide funding and training to enhance the cybersecurity of financial systems, protecting sensitive public financial data.

Support for Transparency and Accountability Standards Advocate for policies and funding to assist local governments in implementing new state and federal reporting standards, particularly those aimed at improving transparency.

B. Utilities
Local Utility Services The City opposes any regulations or legislative actions or court decision that would eliminate or limit the City’s ability to provide utility services within the service area.

Low Carbon Energy The City supports initiatives that remove policy barriers or create financial incentives

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20265 City of Ukiah Advocacy Platform
to advance emerging low and zero-carbon technologies.

Energy Value The City supports any legislative or regulatory action that increases the energy value cost for the electric customer and encourages policymaking that recognizes energy affordability.

Cap and Trade Program The City supports the use of California Air Resources Board’s (CARB) Cap and Trade program allowances and energy resources that are clean, renewable and cost effective.

Wireless and Telecommunication Facilities Oppose any federal or state legislation or regulatory policy that would further erode the ability of local governments to regulate wireless and other telecommunication facilities.

Local Water Use Control Support efforts to maintain and strengthen locally informed and regionally coordinated water-use decision-making, while encouraging innovative solutions likelocal control of water use and encourage water recycling and the many benefits of sustainability to the Ukiah Valley’s water supply, conserving the vital resource of potable water, and protecting our diverse water portfolio.

C. Local Control
Sustainable, Reliable Funding The City supports local, state and federal budget plans that provide sustainable, reliable funding for priority local government programs.

Local Control and Streamlining Regulations The City values its ability and authority to exercise local control, enable excellent public services and protect and enhance the quality of life for Ukiah residents and businesses. The City supports efforts to streamline regulations that simplify the job of running the City, allow the City to respond to locally identified risks and recovery needs, and opposes efforts that erode the City’s authority to control its own affairs.

Housing and Homelessness The City supports legislation that provides Cities additional funding and tools and preserves local authority to address housing production, affordability, and homelessness challenges.

D. Transportation and Streets
`
Transportation Infrastructure The City supports increases in transportation funding for local street and road improvements to promote investing in the maintenance and rehabilitation of aging infrastructure.

Alternative Funding Solutions Support legislation that reduces local reliance on local gas tax revenues for roads and streets improvements and proposes new alternative funding solutions with longer-term sustainability
Alternative Transportation The City supports policy and legislation that encourages, and funding that supports, the use of alternative modes of transportation such as bicycling, walking, and public transportation.

E. Economic Development

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20265 City of Ukiah Advocacy Platform
Economic Development Opportunities The City embraces efforts to obtain funding for economic development and environmental initiatives, including planning and implementation of regional transportation and traffic congestion relief projects and job creation and retention programs, such as those funded through the Community Development Block Grant program, Economic Development Administration, and U.S. Department of Agriculture Small Business program. The City also supports legislation that eliminates barriers to economic development in rural areas and opposes legislation that may unduly create new barriers to economic development.

F. Environmental and Health and Safety
Clean Environment The City supports policy that advocates for a clean environment and policy to improve environmental standards, promote renewable and carbon-free energy policies, and increase the City’s climate resiliency and adaptation capabilities
Public Health & Safety The City supports efforts that reduce exposure to public health risks, preserve the quality of the environment, and ensure the general well-being of the community.

G. Public Safety
Public Safety Resources The City supports legislation and policiesthat enable local officials to access resourcesto provide quality police, fire, emergency management, emergency medical services, community paramedicine, youth violence prevention initiatives, the integration of emergency medical services (EMS) and fire response systems to improve resource efficiency and service delivery, and to engage the community in its own safety.

First Responder Health and Safety Support legislation and funding that protect the health and safety of first responders and emergency personnel, including occupational, environmental, and mental health risks.

Street Outreach Teams Support new funding from the county, state, and federal government for expanded Street Outreach Teams in collaboration with law enforcement, emergency medical services, community paramedics, and the County’s health and mental health departments for those affected by homelessness and mental health issues.

Funding to Remove and Clean Homeless Encampments Support new funding from county, state, and federal sources for the legal removal and storage of homeless belongings and cleanup of areas impacted by illegal camping, including the abatement of abandoned vehicles.

Supportive Programs and Solutions Support legislation that assists in preventing and reducing crime, such as intervention and prevention programs, mental health initiatives, enhanced protective equipment, and solutions for at-risk individuals.

Support De-escalation Training Support police reform legislation that provides de-escalation training and the funding for such training, and that reduces unnecessary and excessive use of force.

Graffiti Abatement Support legislation that would strengthen state graffiti law and provide local

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20265 City of Ukiah Advocacy Platform
government revenue and resources for graffiti abatement.

Speed Limits Support legislation that would allow local jurisdictions to set speed limits based upon safety findings and/or provide provisions for cost recovery of traffic enforcement.

Advanced Technologies Support funding and legislation for advanced technologies to enhance disaster response, resource allocation, wildfire risk assessment, training, and operations efficiency.

Transparency Support funding for public safety technologies like body cameras, data analytics, and surveillance tools to improve transparency and efficiency.

H. Parks, Open Space, and Community
Sustainable Quality of Life The City values a sustainable quality of life and supports parks and open space, recreation facilities, environmental and climate protection, resource conservation, libraries, arts and culture and legislation and policies that emphasize sustainable development.

Park Infrastructure Support legislation that provides funding for rehabilitation, development, and capital improvements of local parks, open space, and community facilities.

Public Art Support legislation that provides funding to support public art, both performing and visual.

Funding for Youth and Seniors Support legislation that provides local funding for youth and senior recreational and enrichment programming.

Great Redwood Trail Support funding and legislation for the Great Redwood Trail, assuring funding for maintenance staff and including streamlining the build-out of future segments and amenities and supporting railbanking, which preserves the opportunity for future transportation, utility, and other public infrastructure-related uses.

I. Emergency Management
Disaster Management The City supports policy that helps improve disaster preparedness, response, recovery, and climate resiliency.

Funding for Emergency Management Support legislation, strategies, and initiatives that provide increased local, state, and federal funding for emergency and disaster preparedness, planning, response, and recovery.

Fire Prevention Support legislation and funding for wildfire risk reduction efforts, including hazardous fuels reduction, vegetation management, controlled burns, and public education on fire prevention in high-risk areas.

J. Public Workforce
Sustainable Pension and Retirement Health Benefits The City supports policy that promotes the

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20265 City of Ukiah Advocacy Platform
sustainability of public pension and retirement health benefits.

Competitive and Valuable Employment Advocate for legislation that supports the City’s ability to provide competitive and valuable employment opportunities.

K. Planning and Land Use
Projects in the Sphere of Influence Oppose project entitlements in areas outside the City limits, but within the City’s adopted Sphere of Influence that do not conform to the development standards of the City and its 2040 General Plan or the Ukiah Valley Area Plan.

Changes of Organization Oppose requests for changes of organization (primarily, annexation) from other entities and agencies if those requests are done without prior collaboration with the City and are proposed within the City’s Sphere of Influence.

Regional Planning Support regional planning initiatives, especially those that preserve and enhance agricultural resources and increase the supply of housing and employment opportunities for residents.

Long-Term Planning Support legislation and funding initiatives for long-term planning efforts related to affordable housing, agricultural and open-space preservation, economic development, and climate change adaptation and resiliency.

Housing Pursue housing legislation to encourage expanding the housing supply in our area, including more flexibility for local jurisdictions to work together to provide housing that counts toward Regional Housing Needs Assessment (RHNA) requirements and the needs of the community.

L. Diversity, Equity and Inclusion
Equitable Access Support legislation and funding that helps the City of Ukiah provide residents with equitable access to City employment, programs and services, including emergency preparedness, response, and recovery services..

Eliminating Barriers Support legislation and funding that will allow the City and its community partners to provide all residents with the tools necessary to grow and thrive.

Community Engagement Support legislation and funding for the City and its community partners to proactively engage with residents on issues of prejudice, discrimination, and social justice to promote education, understanding, expanded opportunity, value, and acceptance of the diverse groups within our community, creating an environment where all feel welcome and safe in Ukiah.

M. General Governance
Consistency with Adopted Plans Support funding and legislation that supports implementation of goals and initiatives within the 2040 General Plan, the City Council’s Strategic Plan, and the Climate Initiatives associated with Resolution 2022-44.

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20265 City of Ukiah Advocacy Platform

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Attachment 2
RESOLUTION NO. 2026-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UKIAH APPROVING AND ADOPTING A 2026 ADVOCACY PLATFORM
WHEREAS; an advocacy platform is a tool that the City Council and staff can utilize to support the goals and objectives of the City; and
WHEREAS, the California State Legislature alone considers thousands of bills during each two- year legislative session, state and federal administrative agencies establish policies and engage in rulemaking and many precedent setting decision are heard by the California and federal courts of appeal and the California and United States Supreme Court; and any number of these bills, administrative actions and regulations and court cases can affect cities—through changes in funding, employment law, or water regulation as examples; and
WHEREAS, development of an Advocacy Platform provides the opportunity to identify issues and priorities that may be addressed through legislative and administrative advocacy and amicus briefs to California and federal appellate courts; and
WHEREAS, the City desires to be proactive and involved in the governmental, administrative and judicial decision-making process directly affecting the City of Ukiah and the League of California Cities; and
WHEREAS, the platform will also be used when applicable on other local, regional, state, and federal matters not evaluated by the League; and
WHEREAS, adoption of a 2026 Advocacy Platform enables the City Council and staff to react quickly to most legislative or administrative issues or the filing of amicus briefs as they arise; and WHEREAS, the 2026 Advocacy Platform can be provided to State and Federal representatives so they are made aware of the issues that are important to Ukiah; and WHEREAS, the City Council wishes to adopt the 2026 Advocacy Platform which provides overall guidance that allows the City Manager and the Mayor, or their designee, to send letters of support or opposition to the League, the local, state and federal legislatures and administrative agencies and to participate in amicus briefs to the state and federal appellate courts in certain instances.

NOW, THEREFORE BE IT RESOLVED, that the City Council of the City of Ukiah hereby adopts a “2026 Advocacy Platform,” attached as “Exhibit A” to this Resolution. Further, any activity taken under the legislative platform will be reported to the City Council, and all letters of support/opposition will be documented and forwarded to the City Council and included within the “Petitions and Communications” section of the subsequent council meeting following issuance for public review.

DULY AND REGULARLY ADOPTED this 4
th day of February 2026.

AYES: Councilmembers Crane, Rodin, Orozco, Criss and Mayor Sher.

NOES: None
ABSTAIN: None
ABSENT: None
Susan Sher, Mayor
ATTEST:

Kristine Lawler, City Clerk/CMC

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1 2026 City of Ukiah Advocacy Platform

Exhibit A
2026 Advocacy Platform

Municipal Bond Tax Oppose any effort to eliminate, or cap, the tax-exempt status of municipal bonds, one of the few tools left for local governments to finance large capital projects.

Replace Lost Redevelopment Funding Seek, promote, and implement any new or alternative approaches that may replace redevelopment funding mechanisms that deliver positive benefits to Ukiah.

Unfunded Mandates Oppose measures that would impose State and Federal mandated costs for which there is no guarantee of local reimbursement or offsetting benefits (i.e., unfunded mandates).

Cybersecurity for Financial Systems Support initiatives that provide funding and training to enhance the cybersecurity of financial systems, protecting sensitive public financial data.

Low Carbon Energy The City supports initiatives that remove policy barriers or create financial incentives

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to advance emerging low and zero-carbon technologies.

Energy Value The City supports any legislative or regulatory action that increases the energy cost for the electric customer and encourages policymaking that recognizes energy affordability.

Cap and Trade Program The City supports the use of California Air Resources Board's (CARB) Cap and Trade program allowances and energy resources that are clean, renewable and cost effective.

Local Water Use Support efforts to maintain and strengthen locally informed and regionally coordinated water-use decision-making, while encouraging innovative solutions like water recycling and the many benefits of sustainability to the Ukiah Valley's water supply, conserving the vital resource of potable water, and protecting our diverse water portfolio.

C. Local Control
Sustainable, Reliable Funding The City supports local, state and federal budget plans that provide sustainable, reliable funding for priority local government programs.

D. Transportation and Streets
'
Transportation Infrastructure The City supports increases in transportation funding for local street and road improvements to promote investing in the maintenance and rehabilitation of aging infrastructure.

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E. Economic Development
Economic Development Opportunities The City embraces efforts to obtain funding for economic development and environmental initiatives, including planning and implementation of regional transportation and traffic congestion relief projects and job creation and retention programs, such as those funded through the Community Development Block Grant program, Economic Development Administration, and U.S. Department of Agriculture Small Business program. The City also supports legislation that eliminates barriers to economic development in rural areas and opposes legislation that may unduly create new barriers to economic development.

F. Environmental and Health and Safety
Clean Environment The City supports policy that advocates for a clean environment and policy to improve environmental standards, promote renewable and carbon-free energy policies, and increase the City's climate resiliency and adaptation capabilities
Public Health & Safety The City supports efforts that reduce exposure to public health risks, preserve the quality of the environment, and ensure the general well-being of the community.

G. Public Safety
Public Safety Resources The City supports legislation and policies that enable local officials to access resources to provide quality police, fire, emergency management, emergency medical services, community para medicine, youth violence prevention initiatives, the integration of emergency medical services (EMS) and fire response systems to improve resource efficiency and service delivery, and to engage the community in its own safety.

Street Outreach Teams Support new funding from the county, state, and federal government for expanded Street Outreach Teams in collaboration with law enforcement, emergency medical services, community paramedics, and the County's health and mental health departments for those affected by homelessness and mental health issues.

Support De-escalation Training Support police reform legislation that provides de-escalation training and the funding for such training, and that reduces unnecessary and excessive use of force. 2026 City of Ukiah Advocacy Platform

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Graffiti Abatement Support legislation that would strengthen state graffiti law and provide local government revenue and resources for graffiti abatement.

Speed Limits Support legislation that would allow local jurisdictions to set speed limits based upon safety findings and/or provide provisions for cost recovery of traffic enforcement.

Advanced Technologies Support funding and legislation for advanced technologies to enhance disaster response, resource allocation, wildfire risk assessment, training, and operations efficiency.

Transparency Support funding for public safety technologies like body cameras, data analytics, and surveillance tools to improve transparency and efficiency.

Park Infrastructure Support legislation that provides funding for rehabilitation, development, and capital improvements of local parks, open space, and community facilities.

Public Art Support legislation that provides funding to support public art, both performing and visual.

Funding for Youth and Seniors Support legislation that provides local funding for youth and senior recreational and enrichment programming.

I. Emergency Management
Disaster Management The City supports policy that helps improve disaster preparedness, response, recovery, and climate resiliency.

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J. Public Workforce
Sustainable Pension and Retirement Health Benefits The City supports policy that promotes the sustainability of public pension and retirement health benefits.

Competitive and Valuable Employment Advocate for legislation that supports the City's ability to provide competitive and valuable employment opportunities.

K. Planning and Land Use
Projects in the Sphere of Influence Oppose project entitlements in areas outside the City limits, but within the City's adopted Sphere of Influence that do not conform to the development standards of the City and its 2040 General Plan or the Ukiah Valley Area Plan.

Eliminating Barriers Support legislation and funding that will allow the City and its community partners to provide all residents with the tools necessary to grow and thrive.

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M. General Governance
Consistency with Adopted Plans Support funding and legislation that supports implementation of goals and initiatives within the 2040 General Plan, the City Council's Strategic Plan, and the Climate Initiatives associated with Resolution 2022-44.
2026 City of Ukiah Advocacy Platform

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League of California Cities 2025-26 Advocacy Priorities

1. Protect and enhance local revenues and expand economic development tools.

Californians are deeply concerned about affordability. Cities must safeguard local revenue streams, oppose unfunded mandates, and pursue new economic development tools that bolster local economies.

2. Strengthen partnerships with the state to improve public safety.

The progress cities have been making to strengthen public safety must be sustained.

Cities call on the state to respect the will of the voters and provide the resources needed to fully implement Proposition 36. Cities support sustained investments in police, fire services, and public works as a foundation of public safety.

3. Secure investments to prevent and reduce homelessness and increase the supply of affordable housing.

Secure ongoing funding to bolster all cities’ efforts to support unhoused residents and strengthen state and regional partnerships to expand access to wraparound services.

Secure ongoing funding to accelerate the construction of affordable housing and reform the Regional Housing Needs Allocation process.

Ensure cities have the flexibility and local decision-making authority to meet their community and state housing goals as well as reduce homelessness.

4. Strengthen climate change resiliency and disaster preparedness.

Support city efforts to prepare, prevent, and adapt to natural disasters and the impacts of climate change, including wildfires, drought, sea level rise, and other extreme weather events. Increase transparency and access to insurance policies, especially following a natural disaster.

Attachment 3

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Agenda Item No: 14.e.

MEETING DATE/TIME: 2/4/2026

ITEM NO: 2026-113

AGENDA SUMMARY REPORT
SUBJECT: Receive and File Second Quarter Financial Report and Receive Mid-Year Budget Presentation.

DEPARTMENT: Finance PREPARED BY: Erica Valencia, Finance Controller PRESENTER: Dan Buffalo, Finance Director
ATTACHMENTS:

1. Presentation Given
Summary: The City Council will receive a presentation on the Second Quarter (Mid-Year) Financial Report for the City of Ukiah.

Background: The report provides readers with a preliminary summary of the City's financial position and activities through the fiscal quarter period ending December 31, 2025.

Discussion: The following link will direct readers to the report on the City's OpenGov platform, which is a dynamic and navigable presentation allowing readers to drill down and explore the data in greater detail. https://stories.opengov.com/ukiahca/published/jbyyUdyPd The report is meant to be viewed through the OpenGov platform via a web browser, preferably Google Chrome.

Staff requests Council receive and file the Second Quarter Financial Report.

Recommended Action: Receive and file Second Quarter Financial Report (preliminary unaudited quarter-end results).

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MID-YEAR BUDGET
REVIEW
FEBRUARY 4, 2026
Daniel Buffalo | Finance Director

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AGENDA
Mid-Year Review Cost Allocation Plan Budget Development Process Review
2

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MIDYEAR
REVIEW
3

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QUICK VOCAB REVIEW
• REVENUE - INFLOWS OF FINANCIAL RESOURCES RECEIVED BY THE AGENCY TO SUPPORT ITS OPERATIONS, PROGRAMS, AND

CAPITAL PROJECTS
• EXPENDITURE - OUTFLOWS OF FINANCIAL RESOURCES USED TO PAY FOR SERVICES, PERSONNEL, CAPITAL PROJECTS, AND

OPERATIONAL COSTS
• TRANSFERS (INTERFUND) – NEITHER REVENUE OR EXPENDITURE, BUT SUBSIDY FROM ONE FUND TO ANOTHER • APPROPRIATION – A BUDGETED AMOUNT
• FUND BALANCE – NET FINANCIAL POSITION OF A GOVERNMENTAL FUND • NET POSITION – OVERALL FINANCIAL POSITION OF A GOVERNMENTAL ENTITY AND USED IN BUSINESS-TYPE FUNDS • ENTERPRISE FUNDS
• INTERNAL SERVICE FUNDS
• WORKING CAPITAL – (CURRENT ASSETS – CURRENT LIABILITIES) • WHAT’S AVAILABLE TO MEET CURRENT OPERATIONAL AND CAPITAL NEEDS 4

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BALANCE SHEET
5 Assets (current): $69.0 mil
• Unrestricted cash: $23.8 mil
• Restricted cash: 12.6 mil
• Includes internal balances (borrowings)
Liabilities (current): $20.1 mil
• Includes internal balances and deferred revenue
Fund balance (working capital): $49.0 mil
• General fund:
• $5.4 mil
• Utility funds:
• Electric, reserves growing strong
• Water, rebuilding through rate adjustments and grant reimbursements • Sewer, rebuilding reserves

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CITY-WIDE ACTIVITIES
6

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SERVICE
COSTS

BIG PICTURE
7

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SERVICE COSTS
8 • BIG PICTURE
• W/O CAPITAL OR DEBT SERVICE

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SERVICE
COSTS

BY DEPARTMENT
9

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SERVICE
COSTS

BY FUND
10

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SERVICE COSTS
• BY CHARACTER
• DIRECT COSTS ONLY
11

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REVENUES

CITY-WIDE
12

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PROPERTY
TAX
WHERE IT GOES...1% AD

VALOREM SECURED PROPERTY
TAX
13 Ukiah Unified,
$0.34
County Office of
Ed, $0.04
Mendocino
Community
College District,
$0.06
ERAF, $0.16
County general
fund, $0.24
Library, $0.01
City of Ukiah,
$0.09
Special districts
and other, $0.04

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EXAMPLE

PURCHASE HOME IN
UKIAH
• ASSUMPTIONS
• $650K PURCHASE PRICE
• TOTAL ANNUAL AD
VALOREM PROPERTY TAX:
$6,500
14 Property Tax Distribution, City of Ukiah Jurisdiction City County Schools
Special
Districts and
Other
Total Share
Ukiah Unified $ - $ - $ 2,240.89 $ - $ 2,240.89 34.475% County Office of Ed - - 269.72 - 269.72 4.150%
Mendocino Community College
District - - 420.26 - 420.26 6.466%
ERAF - - 1,025.57 - 1,025.57 15.778%
County General fund - 1,568.15 - - 1,568.15 24.125%
Library - 86.24 - - 86.24 1.327%
City of Ukiah 610.01 - - - 610.01 9.385%
Special districts and other - - - 279.16 279.16 4.295%
Total distribution (% rate) $ 610.01 $ 1,654.39 $ 3,956.44 $ 279.16 $ 6,500.00 100.000%

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SALES TAX
• WHERE IT GOES...
• SALES TAX TOTAL RATE IN
UKIAH: 8.875%
15 State general fund
$0.42
State education
protection fund
(realignment)
$0.03
City of Ukiah
$0.11
City of Ukiah Measure P
$0.06
City of Ukiah Measure Y
$0.06
State local revenue fund
2011 (realignment)
$0.12
Local public safety fund
(Prop 172)
$0.06
State local health fund
$0.06
County library fund
$0.03
County Measure B
$0.01
Transportation fund
$0.03
County Measure P,
$0.03

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EXAMPLE
SPEND $350 AT COSTCO
• ASSUMPTIONS
• ALL TAXABLE GOODS
• PRICE PAID: $350.00
• TAX PAID: $31.06
• TOTAL CHARGED:
$381.06
16 Sales Tax Distribution, City of Ukiah Jurisdiction
City County State Total Share
State general fund $ - $ - $ 12.91 $ 12.91 41.549%
State education protection fund (realignment) - - 0.88 0.88 2.817% City of Ukiah 3.50 - - 3.50 11.268%
City of Ukiah Measure P 1.75 - - 1.75 5.634%
City of Ukiah Measure Y 1.75 - - 1.75 5.634%
State local revenue fund 2011 (realignment) - 3.72 - 3.72 11.972% Local public safety fund (Prop 172) - 1.75 - 1.75 5.634% State local health fund - 1.75 - 1.75 5.634%
County library fund - 0.88 - 0.88 2.817%
County Measure P - 0.88 - 0.88 2.817%
County Measure B - 0.44 - 0.44 1.408%
Transportation fund - 0.88 - 0.88 2.817%
Total distribution (% rate) $ 7.00 $ 10.28 $ 13.78 $ 31.06 100.000%

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BUDGET

CONDITION
• CITY-WIDE
• 60.04% REMAINING
17

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TAKEAWAYS

1. City-wide financial position remains stable

2. General fund faces pressure from rising costs and
diminished sales tax revenue

3. Utilities' financial positions vary
• Water and electric stabilizing
• Wastewater building reserves

4. Ambulance and interfacility transport financial
position has become worrisome
• Monitoring closely

5. Grant activity remains high

6. Capital investment remains a priority
18

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INDIRECT COST ALLOCATION
19

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WHAT IS IT?
• A systematic method used to distribute indirect costs—expenses that benefit multiple departments or programs but are not directly attributable to a single function—across the appropriate cost centers.
• Provides total cost of a service: Total cost = Direct cost + Indirect cost 20

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KEY COMPONENTS
Identification of Indirect Costs
Cost Pools
•Costs are grouped into pools based on the function they serve. •Example: An administrative services cost pool might include finance, HR, and IT.

Allocation Bases (Cost Drivers)
•These define how costs are distributed among benefiting departments. •Common allocation bases include:
•Square footage occupied (for facilities costs)
•Number of employees (for HR-related costs)
•Expenditures managed (for Finance-related costs)
Calculation of Indirect Cost Rates
•Typically expressed as a percentage
•Separate rates may be calculated for different cost pools.

Application of Costs to Departments or Programs
•Once allocated, indirect costs are charged to departments based on their usage. 21

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WHY IS IT IMPORTANT?
Efficiency
•In lieu of direct charges or billing tracked to time other measurement of effort.

Financial Transparency
•Provides a clear method for allocating shared costs.

Cost Recovery
•Helps recover eligible indirect costs from grants and other funding sources.

Budgeting & Planning
•Ensures departments are charged fairly for central services.

Regulatory Compliance
•Essential for grants requiring cost allocation, such as federal or state grants (e.g., OMB’s Uniform Guidance, 2 CFR Part 200).
22

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WHAT COSTS GET
ALLOCATED?
Administrative and Overhead Basis of Allocation
City Council % of Budget
City Manager % of Budget
City-Wide Admin Services % of Budget
Community Outreach/PIO % of Budget
City Clerk % of Budget
Economic Development % of Budget
Emergency Management % of Budget
Disbursements (AP, Payroll) % of Budget
Accounting and Budgeting % of Budget
City Attorney % of Budget
City Treasurer Prior Year Interest
Human Resources FTE
Grant Program Management % of Budget
Internal Services
Worker's Comp % of Salary
Insurance Liability Risk assessment
Garage Labor and parts
Purchasing Contractual services and supplies
Billing & Collections Billable revenues
Dispatch Call volume
Buildings, Grounds, and Corp Yard Square footage and total budget Information Technology FTE
23

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CITY’S INDIRECT

COST RATE
• BUDGETED RATE
24 Adminstrative
and Overhead:

4.34%
Internal Services:

8.87%
Total

13.21%

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WHAT SERVICES DO

THOSE COSTS

PROVIDE
Governance & Policy
(City Council & City
Manager)
Financial Management
(Accounting, Budgeting,
Treasury,
Disbursements)
Legal Services (City
Attorney)
Public Safety &
Emergency
Management
Human Resources &
Workforce Management
Economic Development
& Community Growth
Public Communications
& Community
Engagement (PIO & City
Clerk)
Infrastructure &
Utilities Management
Grant Administration &
External Funding
Citywide Administrative
Services & Operational
Support

ADMINISTRATION AND OVERHEAD
25

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WHAT SERVICES DO

THOSE COSTS

PROVIDE
Claims Management
Risk Management & Loss
Control
Medical & Rehabilitation
Services Coordination
Financial Management &
Cost Allocation
Compliance & Regulatory
Reporting
Return-to-Work
Programs
Litigation & Legal
Support
Employee Education &
Support
WORKER’S COMP
26

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WHAT SERVICES DO

THOSE COSTS
PROVIDE 1. CLAIMS

ADMINISTRATION

2. RISK

MANAGEMENT &

LOSS PREVENTION

3. FINANCIAL

MANAGEMENT &

COST ALLOCATION

4. INSURANCE

PROCUREMENT &

COVERAGE

MANAGEMENT

5. LITIGATION &

LEGAL SUPPORT

6. REGULATORY

COMPLIANCE &

REPORTING

7. CONTRACT &

POLICY REVIEW

8. TRAINING &

EDUCATION

LIABILITY INSURANCE
27

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WHAT SERVICES DO

THOSE COSTS
PROVIDE Vehicle & Equipment
Maintenance
Fleet Procurement &
Replacement
Planning
Compliance & Safety
Inspections
Fleet Asset Tracking
& Inventory Control
Emergency &
Specialized Vehicle
Support
Sustainability &
Green Fleet Initiatives

GARAGE AND FLEET MAINTENANCE
28

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WHAT SERVICES DO

THOSE COSTS

PROVIDE PROCUREMENT &

PURCHASING

MANAGEMENT

CONTRACT

ADMINISTRATION &
VENDOR

MANAGEMENT

REGULATORY

COMPLIANCE & RISK

MANAGEMENT

INVENTORY &

WAREHOUSING

MANAGEMENT

E-PROCUREMENT &

TECHNOLOGY

INTEGRATION

SUSTAINABLE &
GREEN

PROCUREMENT

INITIATIVES

EMERGENCY &

DISASTER

PROCUREMENT

PURCHASING
29

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WHAT SERVICES DO

THOSE COSTS

PROVIDE
Utility Billing &
Revenue
Collection
Accounts
Receivable
Management
Delinquency &
Collections
Enforcement
Customer Service
& Dispute
Resolution
Tax & License Fee
Collection
Parking & Citation
Collections
Internal Cost
Allocation & Fund
Distribution
Compliance &
Reporting

BILLING AND COLLECTIONS
30

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WHAT SERVICES DO

THOSE COSTS

PROVIDE
Emergency
Call Handling
& 911 Dispatch
Police, Fire,
& EMS
Dispatching
Compliance &
Regulatory
Oversight
Training &
Quality
Assurance
Emergency
Preparedness
& Disaster
Response

DISPATCH
31

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WHAT SERVICES DO

THOSE COSTS

PROVIDE
Preventive & Routine
Maintenance
Facility Repairs &
Emergency Response
Capital Improvements
& Infrastructure
Upgrades
Custodial &
Groundskeeping
Services
Utility Costs
Security & Access
Control
Space Planning &
Office Relocations

CIVIC CENTER BUILDING MAINTENANCE AND

CORP YARD
32

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WHAT SERVICES DO

THOSE COSTS
PROVIDE Network &
Infrastructure
Management
Cybersecurity & Data
Protection
Help Desk &
Technical Support
Enterprise
Applications &
Software
Management
IT Project
Management &
System Upgrades
Telecommunication &
Unified
Communications
Data Analytics

INFORMATION TECHNOLOGY (IT)
33

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IMPLEMENTATION CONSIDERATIONS
Consistency & Fairness
•The methodology must be rational and reasonable.

Grant Compliance
•Ensure alignment with federal and state funding requirements.

Periodic Review
•Regular updates are needed to reflect changes in costs or organizational structure. 34

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BUDGET PROCESS AND SCHEDULE
35

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BUDGET

PROCESS
Budget Schedule
Developed
(December)
Budget Memo and
Instructions
Distributed
(January)
Personnel and
capital requests
(February)
Mid-Year Review
with Council
(February - April)
Budget Open to
Departments for
Entry (March)
Analysis Period
(April)
City Manager
Revisions (May)
Budget Document
Draft Development
(May)
Council Review and
Consideration (June)
Adoption (June)
Amendments
(throughout the
year)
36

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Page 277 of 294 ends

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Agenda Item No: 14.f.

MEETING DATE/TIME: 2/4/2026

ITEM NO: 2026-138

AGENDA SUMMARY REPORT
SUBJECT: Review and Update the Ukiah City Council Strategic Plan.

DEPARTMENT: City Manager /
Admin PREPARED BY: Traci Boyl, Senior Management Analyst PRESENTER: Traci Boyl, Sr. Management Analyst to the City Manager's Office
ATTACHMENTS:

1. Redlined Version FY27 Council Strategic Plan_format changes Summary: Each year during the annual budget process, the Ukiah City Council reviews and updates the City's Strategic Plan.

Background: The Strategic Plan provides a framework that prioritizes focus on core functions and ensures City Departments are working together to meet the needs of our residents and businesses as directed by the City Council. The priorities identified in the plan will guide decision-making to desired outcomes through strategies and specific actions.

The priorities, strategies, and actions that make up the strategic plan evolve over time with the changing needs of the community and organization.
• Priorities are broad guiding statements that describe the hopes of the community for the future. A priority may never be completely attainable, but it is used as a point towards which to strive. • Strategies describe what is needed to move the City in the direction of completing each priority. • Actions outline specific steps to be taken to achieve the strategy. Actions are further defined, detailed, and assigned as objectives within each departmental budget.

Throughout the annual budget process, the City Council reviews and modifies the Plan as necessary and sets annual objectives for all departments (within departmental budgets) that are in line with the City's priorities.

Discussion: The City Council will review and discuss the Strategic Plan (Attachment #1). The plan includes updates and edits (in blue) to reflect the Council's recent policy changes and priorities over the previous year.

Notable updates to the plan include:
• Clear prioritization of financial sustainability, team member and resource management. • Expanded prioritization of clear, timely, and accessible communication. • Continued support for regional partnerships and reorganization to support long-term service delivery, infrastructure capacity, fiscal sustainability, and the community vision.

This is the first presentation and review of the Strategic Plan for the Fiscal Year 2026-27 budget year, and Council will continue to have the ability to review and modify the Plan throughout the entire budget development cycle leading up to the adoption of the budget in June.

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Recommended Action: Review the Ukiah City Council Strategic Plan and provide direction as may be warranted to update the document.

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: Sage Sangiacomo, City Manager
STRATEGIC PLAN (SP): SP 1B - Provide services that support a high quality of life for all residents, including fostering diverse, inclusive, sustainable, and accessible neighborhoods; SP 3B - Analyze and consider opportunities for regional partnerships that support or improve the delivery of municipal services; CLIMATE INITIATIVES (CI): CI-6a – Develop a web page with informational and educational resources.

GENERAL PLAN ELEMENTS (GP):GP-A1 - Land Use Element; GP-A2 - Economic Development Element; GP-A3 - Mobility Element; GP-A4 - Public Facilities, Services, and Infrastructure Element; GP-A5 - Environment and Sustainability Element; GP-A6 - Safety Element; GP-A7 - Agriculture Element; GP-A8 - Housing Element (2019-2027)

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1 Attachment 1
Ukiah City Council Strategic Plan
The Strategic Plan provides a comprehensive framework that prioritizes focus on core functions and ensures City Departments are working together to meet the needs of our residents and businesses. The priorities identified in the Plan will guide decision-making to desired outcomes through strategies and specific actions.

The priorities, strategies and actions that make up the strategic plan evolve over time with the changing needs of the community and organization. During the annual budget process, the City Council reviews and modifies the Plan as necessary and sets annual objectives for all departments that are in line with the City’s priorities.

In addition, successful development and implementation of the Strategic Plan requires continued engagement, collaboration, and review with our commissions and citizens.

Outcomes
The primary outcomes for the Strategic Planning Process are threefold:

1. Create alignment among Councilmembers, City Staff, and the Community about the top strategic priorities for the City of Ukiah.

2. Develop a set of operational principles that will guide the practices and decisions of the Council in focusing the strategic priorities.

3. Identify specific mechanisms for tracking these strategic priorities over time that will allow the Council and City Staff to phase, adjust, and implement actions based on capacity and available resources. make the necessary adjustments to achieve the strategic priorities.

General Principles
A set of accepted guidelines formed to capture values and priorities that transcend broadly to the strategic plan.
 We value diversity, equity, transparency, and justice and those values are essential core elements of policy-making, accountability, and delivery of City services.  We are mindful that our actions have a profound effect on the health and well-being of future generations.
 Our strategies and approaches maintain or enhance the positive characteristics of our community. Our decisions reflect fiscal responsibility, reliability, sustainability, and affordability with an understanding and consideration of impacts to the entire community and organization.
 We look to partner with our community members to promote greater ownership and involvement in their services.
 We prioritize clear, timely, and accessible communication to support transparency,

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2 manage expectations, and build trust during periods of growth, change, and implementation.
 We look for strategies that increase efficiencies while enhancing customer service.  We ensure reliability, quality, and value in our services with an annual review of rates and fees to reflect economic changes and service costs.  Ensure programs, projects, and opportunities for public engagement are clearly communicated and accessible for all.

Components of the Plan
 Priorities are guiding statements that describe desired outcomes for our community and organization. A priority may not be completely attainable, but it is used as a point towards which to strive.
 Strategies describe what is needed to move the City in the direction of completing each priority.
 Actions outline specific steps to be taken to achieve the strategy. Actions are further defined, detailed, and assigned as objectives within each departmental budget.

Strategic Plan Priorities

1. Enhance Our Neighborhoods: Foster small-town life prioritizing accessible, highquality services for all residents and the creation of vibrant community spaces that reflect the diversity of our cultures while ensuring environmental sustainability and maintaining the unique character of our neighborhoods.
(People, Places, & Services)

2. Develop Quality Infrastructure: Evaluate strategies and best practices to develop and implement a prioritized plan for maintaining and improving public infrastructure and utilities.

3. Plan for the Future: Utilize sound principles for valley-wide planning that include a focused approach on service delivery to increase efficiencies, capabilities, and resiliency.

4. Grow our Businesses: Facilitate the development of a sound local economy that attracts investment, promotes economic diversity, supports businesses, creates employment opportunities, and generates public revenues.

5. Value our Team: Ensure Council and staff work together to create a more diverse, inclusive, responsive, and effective workplace environment that fosters a culture of professionalism, service, teamwork, innovation, and safety.

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3 1. Enhance Our Neighborhoods
Foster small-town life prioritizing accessible, high-quality services for all residents and the creation of vibrant community spaces that reflect the diversity of our cultures while ensuring environmental sustainability and maintaining the unique character of our neighborhoods.

A. Recommended Strategy:

Build neighborhoods that provide access for all to a compatible balance of housing, employment, commercial, medical, education, and recreational resources.

Actionable Items:
i. Implement a housing plan that works to support the development of sustainable housing for all income levels.
ii. Responsively engage with our neighborhoods to align services with changing needs. iii. Seek funding opportunities and partnerships to update and add park and recreational facilities.
iv. Work to preserve, conserve, and protect the natural resources/features of the Ukiah Valley and open space.
v. Develop a Complete Streets transportation network that enables safe access for all users, including pedestrians, bicyclists, motorists, and transit riders of all ages and abilities.

B. Recommended Strategy:

Provide services that support a high quality of life for all residents, including fostering diverse, inclusive, sustainable, and accessible neighborhoods.

Actionable Items:
i. Ensure the safety of our community through proactive and responsive community policing and fire services with a focus on ensuring that our team members have the appropriate training and resources.
ii. Promote healthy neighborhoods with access for all to quality recreational opportunities. iii. Engage and conduct community-wide surveys to identify gaps and opportunities for changes or additions to our services and programs.
iv. Continue to work with partnering agencies and stakeholders to identify and address the needs of the community’s most underrepresented.

C. Recommended Strategy:

Encourage and support an environmentally sustainable and resilient community by embracing new technology, setting policy, and evaluating critical infrastructure.

Actionable Items:
i. Provide ongoing education and active engagement of City staff, members of

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4 ii. committees and commissions, contractors, consultants, residents, and independent community groups in alignment with the goals of improving environmental standards and promoting sustainable policies.
ii.iii. Address the climate implications of all policies and actions that come before the Ukiah City Council that have the potential to impact greenhouse gas emissions, carbon sequestration, and disaster preparedness within the City. iii.iv. Following the City Council’s unanimous passage of the Climate Emergency Resolution in 2022, continue prioritizing action on climate emergency by supporting the implementation of the Climate Action Plan, a roadmap to reduce the City's greenhouse gas emissions, and supporting the development and implementation of a Climate Adaptation & Resilience Strategy to address the risks of climate change.

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5 2. Develop Quality Infrastructure
Evaluate fiscally-sustainable strategies and best practices to develop and implement a prioritized plan for maintaining and improving public infrastructure and utilities.

A. Recommended Strategy:

Develop, implement, and maintain a comprehensive Capital Improvement Plan that enhances existing neighborhoods and businesses, advances infrastructure for housing and economic development, and considers climate impacts and life-cycle operating and maintenance costs.Continue the development and maintenance of a comprehensive Capital Improvement Plan that considers the climate impacts of those improvements.

Actionable Items:
i. Determine current conditions, needs and opportunities, and focus on specific capital improvement projects for the following areas:
o Streets
o Water
B. Recommended Strategy:
o Sewer
o Electric
o Storm drains
o Landfill
Identify and/or develop funding for essential and vital infrastructure for the long-term.

Actionable Items:
i. Conduct regular evaluation of utility rates and other City fees and charges to ensure sustainability of services and adequate cost recovery. ii. Explore and seek grant funding and other financial resources that provide long-term value in funding capital projects.
iii. Prioritize the protection of the community’s investment in improved infrastructure.

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6 3. Plan for the Future
Utilize sound principles for valley-wide planning that include a focused approach on service delivery to increase efficiencies, capabilities, and resilience.

A. Recommended Strategy:

Review and revise land use planning documents to be reflective of the long-term vision for the community
Actionable Items:
i. Implement the goals, policies, and programs in the Ukiah 2040 General Plan. ii. Prepare and submit reorganization applications that align with the Local Agency Formation Commission’s (LAFCo) approved Sphere of Influence (SOI) for the City of Ukiah and support long-term service delivery, infrastructure capacity, fiscal sustainability, and the community vision.Prepare and submit annexation applications in alignment with the City of Ukiah’s updated sphere of influence (SOI) and annexation policies.

B. Recommended Strategy:

Analyze and consider opportunities for regional partnerships that support or improve the delivery of municipal services
Actionable Items:
i. Support and implement the participation agreement and other opportunities for the efficient delivery of services with the Ukiah Valley Sanitation District. ii. Continue the development of a plan for the improved delivery of fire services for the Ukiah Valley Fire Authority.
iii. Continue to develop and support newly-developed regional partnerships with Ukiah Valley water agencies and finalize agreements to consolidate services and seek funding for improved operational and cost efficiency, services, capital improvements, and resiliency.

C. Recommended Strategy:

Instill diversity, equity, and inclusion (DEI) as essential core elements of policymaking, accountability, and delivery of City services.

Actionable Items:
i. Actively engage the community to recruit board, commission, and committee members that reflect the diverse community we serve.
ii. Develop and expand public education and outreach platforms to reach underrepresented individuals.
iii. Continue to track progress and ensure Strategic Plan alignment of projects and programs through agenda staff report (ASR) tracking and budget development tools and processes

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7 and provide annual equity reports to Council.
iv. Make corrective actionsImprove policies, programs, and services through ongoing engagement and evaluation from the DEI Committee.

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8 4. Grow Our Businesses
Facilitate the development of a sound local economy
that attracts investment, promotes economic diversity, supports businesses, creates employment opportunities, and
generates public revenues.

A. Recommended Strategy:

Identify and remove barriers to economic development while leveraging economic opportunities
Actionable Items:
i. Leverage partnerships with other local agencies and stakeholders to provide economic development resources and services for the retention and recruitment of businesses.
ii. Identify and support the development of public infrastructure needed to support growth.

B. Recommended Strategy:

Develop and preserve the historic downtown as a regional center of civic and economic activity.

Actionable Items:
i. Continue to support efforts to identify and attract anchor tenants to the downtown core.
ii. Continue efforts to affect positive change with the Palace Hotel. iii. Coordinate with the County and State for a reuse plan for the Courthouse. iv. Support public infrastructure development at the Perkins Street Depot site in support of the courthouse development and buildout of the property. v. Continue to monitor downtown parking and work toward implementation of the improved downtown parking plan.
vi. Continue to support the development and enhancement of the Great Redwood Trail. vii. Explore designs and plans to develop enhanced gateways into the city.

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9 5. Value our Team
Ensure Council and staff work together to create
a more diverse, inclusive, responsive, and
effective workplace environment that fosters a
culture of professionalism, service, teamwork,
innovation, and safety.

A. Recommended Strategy:

Promote the core values that are embedded in the operational culture of the organization.

Actionable Items:
i. Develop organizational practices that reflect our core values (Professionalism, Service, Teamwork, Innovation, and Safety) through the lens of diversity, equity, transparency, and justice.

B. Recommended Strategy:

Attract and retain top-tier professionals within the financial capacity of our community fostering a competitive, supportive and engaging workplace that values public service, professional growth, work-life balance, and team memberemployee well-being.

Actionable Items:
i. Professional Development: Continue to invest in training, certifications, and leadership development programs to enhance team memberemployee skills and career growth opportunities.
ii. Succession Planning and Recruitment: Strengthen outreach efforts, including partnerships with educational institutions, professional organizations, and community-based recruitment initiatives; develop and implement a succession plan to prepare for and ensure continuity of operations.
ii.iii. Align staffing levels, skillsets, and external support with the City’s evolving workload and project demands to maintain service quality and team memberemployee well-being.

C. Recommended Strategy:

Develop open communication and workflow practices that cultivate invested team members and community awareness/involvement
Actionable Items:
i. Develop and expand a public education and outreach plan. ii. Continue to redesign City Council workflow calendaring and ad-hoc/committee files.

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10 D. Recommended Strategy:

Create, sustain, and advance a diverse and inclusive workplace and workforce that reflects, values, and celebrates the diverse community we serve.

Actionable Items:
ii. Implement Diversity, Equity, and Inclusion-related recruitment, development, and retention initiatives.
iii. Celebrate, Ssupport and expand the professional development of team membersemployee through training and mentorship programs including, the Mentorship Program, Exceptional Employee Program, and the City of Ukiah’s Leadership Academy. iv. Incorporate cultural awareness celebrations and education into team memberemployee events and programs.

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Agenda Item No: 14.g.

MEETING DATE/TIME: 2/4/2026

ITEM NO: 2026-28

AGENDA SUMMARY REPORT
SUBJECT: Annual Review, Discussion, and Appointments Regarding 2026 Council Assignments; and Consideration of Disbandment and Modification to City Council Committees and Ad Hocs/Standing Committees.

DEPARTMENT: City Clerk PREPARED BY: Araceli Sandoval, Deputy City Clerk PRESENTER: Mayor Sher and Sage Sangiacomo, City Manager ATTACHMENTS:

1. 2026 Draft Council Special Assignments & Ad Hocs
Summary: City Council members will provide reports and updates on their committee and ad hoc/standing committee assignments.

Each year following the rotation of the mayor position, the incoming mayor leads a review of assignments. The Council will also consider modifications, additions and elimination of committee and ad hocs/standing committees.

Background: Local / County / Regional Committees - City of Ukiah Councilmembers take an active role in various commissions and committees that are part of city, county, regional, and statewide governance and interests. Each year, the incoming mayor leads a discussion and makes annual appointments for members assigned to various committee assignments. Committee assignments are organized into Local / County / Regional classifications. Roles on committee assignments will vary from liaison to a voting board seat. Assignments are typically filled by a Councilmember, but in some cases it may be appropriate or desired to appoint a Staff member. In some instances, there might be a primary and alternate designated for assignment.

Ad Hoc and Standing Committees - The City Council may establish and appoint ad hoc and standing committees at any time throughout the year. Ad Hocs are established on an as needed, temporary basis for the purpose of addressing particular issues and will disband once the work is complete. Standing Committees are established for the purpose of addressing broader and/or ongoing issues and are subject to the Brown Act meeting noticing requirements.
***Note: Although the Council Ad Hoc and Standing Committees are a part of the Council Special Assignment List, they are officially appointed by the Council at various meetings, and are subject to Council approval for any changes.

Discussion: Attachment #1 is a draft of the 2026 Council Special Assignment List and Ad Hoc Committees, inclusive of recommended changes - delineated by added text and strike-through edits in red - primarily reflecting recent changes in Staff. Recommendations are shown in blue.

The Mayor will lead a discussion with Council regarding Council committee assignments and make any appointments or reassignments per that discussion. In addition, the Council will consider modifications, additions and disbandment of ad hocs and standing committees. Staff recommends directing the City Clerk to attach the finalized copy of the 2026 City Council Special Assignments List to the February 4, 2026, minutes

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for recordation.

Note: All subsequent agendas throughout the year will have a continuation item to allow Council to receive reports on committee and ad hoc work and to allow for further modifications (including the addition of any new ad hocs) as warranted.

Recommended Action: 1) Receive report(s); 2) Discuss the Mayor's recommended assignments, making any possible appointments or re-assignments; 3) Consider the possible continuation, disbandment, and addition of City Council Ad Hoc and/or committees; and 4) Direct the City Clerk to finalize and attach the 2026 Council Assignments and Ad Hoc/Standing Committees List to the February 4, 2026, Minutes.

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2026 CITY COUNCIL SPECIAL ASSIGNMENT LIST

LOCAL / UKIAH VALLEY MTG DATE/TIME MEETING LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT City Broadband Project
(disband) TBD TBD
Civic Center300 Seminary Ave.Ukiah, CA 95482
to evaluate the Request for Proposal (RFP) for the Internet Service Provider (ISP) for the California's Public Utilities Commission (CPUC) Last Mile Broadband Orozco Jim Robbins, Grants Manager, 463-6708; [email protected] Investment Oversight Committee Varies
Civic Center300 Seminary Ave.Ukiah, CA 95482
Civic Center300 Seminary Ave.Ukiah, CA 95482
Reviews City investments, policies, and strategies
Crane
Orozco - AlternateAlan Carter, Treasurer
Dan Buffalo, Director of Finance; 463-6220 [email protected] Disaster Council
Shall meet a minimum of once a year at a time and place designated upon call of the chair Place designated upon call of the chair or, if she/he is unavailable or unable to call such meeting, the first vice chair and then the City Manager or her/his designee.

Office of Emergency Management
300 Seminary Ave. Ukiah, CA 95482467-5720 - Traci Boyl
Develop any necessary emergency and mutual aid plans, agreements, ordinances, resolutions, rules, and regulations.

OrozcoCriss - Alternate Traci Boyl, City Manager's Office Management Analyst; 467-5720; [email protected] Greater Ukiah Business & Tourism Alliance (GUPTA)
4th Monday of month, 10 a.m.
200 S School St.Ukiah, CA 95482
200 S School St.Ukiah, CA 95482
Promotes tourism and works to strengthen and promote the historic downtown and businesses within the greater Ukiah area Marianne Davison - Community Services Department Staff Orozco - Alternate Shannon Riley, Deputy City Manager;
467-5793 [email protected]
Mendocino County Inland Water and Power Commission (IWPC) 2nd Thursday of month, 6:00 p.m.

Civic Center300 Seminary Avenueconference room 5
IWPC Staff P.O. Box 1247Ukiah, CA 95482391-7574 - Candace Horsley Develops coordination for water resources and current water rights: Potter Valley project - Eel River Diversion RodinOrozco - Alternate
Sean White, Jared Walker, Director of Water
Resources; 463-5712 [email protected] 467-
5712, [email protected]
North Coast Opportunities (NCO) 4th Wednesday of month, 2 p.m. Alternating locations - Ukiah and Lakeport Governing Board ChairNorth Coast Opportunities413 North State StreetUkiah, CA 95482 Assist low income and disadvantaged people to become self reliant Neil Davis Neil Davis, City Representative467-5764
[email protected]
Sun House Guild ex officio 2nd Tuesday of month, 10:30 a.m. Sun House 431 S. Main St. Ukiah, CA 431 S. Main Street Ukiah, CA 95482 467-2836 Support and expand Grace Hudson Museum Orozco, Sher Neil Davis Jake Burgess - Alternate David Burton, Museum Director; 467-2836 [email protected] Ukiah Men's Golf Club Liaison 1st Tuesday of month, 4 - 5 pm Golf Course Clubhouse 599 Park Blvd. Golf Course Clubhouse 599 Park Blvd [email protected] An association of male golfers who promote and support golf in Ukiah. Jake Burgess Jake Burgess, Community Services Director; 463- 6201, [email protected] Ukiah Valley Basin Groundwater Sustainability Agency (GSA) 2nd Thursday of month, 1:30 p.m.

Board of Supervisors Chambers; 501 Low
Gap RoadUkiah, CA
County Executive Office501 Low Gap Rd., Rm. 1010Ukiah, CA 95482463-4441 GSA serves as the Groundwater Sustainability Agency in the Ukiah Valley basin CraneN/A - Alternate
Sean White, Jared Walker, Director of Water
Resources; 463-5712 [email protected]
467-5712, [email protected]

MENDOCINO COUNTY MTG DATE/TIME MEETING LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT City Selection Committee Called as required by the Clerk of the Board BOS Conference Room 501 Low Gap Rd. Rm. 1090 Ukiah, CA C/O: BOS 501 Low Gap Rd., Rm 1090 Ukiah, CA 95482 463-4441 Makes appointments to LAFCO and Airport Land Use Commission (Mayor - Primary; Vice Mayor - Alternate) Mayor Crane Sher Vice Mayor Sher Orozco Kristine Lawler, City Clerk; 463-6217 [email protected] Economic Development & Financing Corporation (EDFC)
2nd Thursday of month, 2:00 p.m.

Primarily 631 S. Orchard Street (location varies)
Executive Director631 South Orchard AvenueUkiah, CA 95482467-5953 Multi-agency co-op for economic development and business loan program Riley (appointed 12/19/18) Shannon Riley, Deputy City Manager; 467-5793 [email protected] Library Advisory Board
3rd Wednesdays of alternate months; 1:00
p.m.

Various Mendocino County Libraries Ukiah County Library 463-4491 Review library policy and activities Sher Rodin - Alternate Kristine Lawler, City Clerk; 463-6217; [email protected] Mendocino County 1st District Liaison Monthly; TBD
Civic Center Annexconference room #5411 West Clay St.Ukiah, CA 95482 Civic Center300 Seminary Ave.Ukiah, CA 95482
To coordinate activities and policy development with the City's 1st District Supervisor Crane Rodin - Alternate
Sage Sangiacomo, City Manager;
463-6221; [email protected]
Mendocino County 2nd District Liaison 1st Wednesdays of month, 8:00 a.m.

Civic Center Annexconference room #5411 West Clay St.Ukiah, CA 95482 Civic Center300 Seminary Ave.Ukiah, CA 95482
To coordinate activities and policy development with the County's 2nd District Supervisor CrissRodin - Alternate
Shannon Riley, Deputy City Manager;467-5793 [email protected] Mendocino Council of Governments (MCOG)
1st Monday of month, 1:30 p.m.

Board of Supervisors Chambers501 Low Gap RoadUkiah, CA
Executive Director367 N. State Street, Ste. 206 Ukiah, CA 95482463-1859 Plan and allocate State funding, transportation, infrastructure and project County wide Criss Sher - Alternate
Tim Eriksen, Public Works Director/City Engineer;
463-6280 [email protected] Schlatter, Community Development Director; 463-6219; [email protected] Mendocino County Airport Land Use Commission As needed
BOS Conference Room
501 Low Gap Rd., Rm. 1090,Ukiah, CA
Mendocino County Executive Office 501 Low Gap Rd. Rm. 1010 Ukiah, CA 95482 To formulate a land use compatibility plan, provide for the orderly growth of the airport and the surrounding area, and safeguard the general welfare of the inhabitants within the vicinity Liaisons: Owen/Schlatter
Greg Owen, Airport Manager; 467-2855;
[email protected]
Craig Schlatter, Director of Community Development; 463-6219; [email protected] Mendocino Local Area Formation Commission (LAFCo)
1st Monday of month, 9:00 a.m. Board of Supervisors Chambers Executive Director
200 S. School Street, Ste. 2Ukiah, CA 95482463-4470
Required by legislation - planning spheres of influence, annexation, service areas, and special districts RodinCrane - Alternate for both city seat
members on Commission
Craig Schlatter, Director of Community Development; 463-6219; [email protected] Updated: 1/29/2026
Attachment 1

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2026 CITY COUNCIL SPECIAL ASSIGNMENT LIST

MENDOCINO COUNTY
Continued MTG DATE/TIME MEETING LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT Mendocino Solid Waste Management Authority (MSWMA)
3rd Thursday of every other month (varies), 10:00 a.m.

Willits Council Chambers
Solid Waste Director3200 Taylor DriveUkiah, CA 95482468-9710 County-wide Solid Waste JPA Crane Sher - Alternate Tim Eriksen, Public Works Director/City Engineer; 463-6280 [email protected] Mendocino Transit Authority (MTA) Board of Directors
Last Wednesday of month, 1:30 p.m.

Alternating locations - Ukiah Conference Center or Fort Bragg, or Point Arena Executive Director241 Plant RoadUkiah, CA 95482462-1422 County-wide bus transportation issues and funding Sher Rodin - Alternate Tim Eriksen, Public Works Director/City Engineer; 463-6280 [email protected] Mendocino Youth Project JPA Board of Directors
3rd Wednesday of month, 7:45 a.m. 776 S. State Street Conference Room Mendocino Co. Youth Project776 S. State Street, Ste. 107Ukiah, CA 95482 707-463-4915 Targets all youth with a focus on drug and alcohol prevention, healthy alternatives and empowering youth to make healthy choices Criss Max Brazill, Admin Lieutenant - Alternate
Tom Corning, Police Chief; 463-6254;
[email protected]
Russian River Flood Control District (RRFCD) Liaison
1st Monday of month, 5:30 p.m.
151 Laws Ave.,Suite D Ukiah, CA
151 Laws Ave., Ukiah, CA 95482; [email protected]; 462-5278 Proactively manage the water resources of the upper Russian River for the benefit of the people and environment of Mendocino County White Walker/Orozco Sean White, Jared Walker, Director of Water Resources; 463-5712 [email protected] 467-5712, [email protected]
Ukiah Players Theater Board of Directors
3rd Tuesday of month, 6:00 p.m
1041 Low Gap Rd Ukiah, CA 95482 462-1210
1041 Low Gap RdUkiah, CA 95482462-1210
To oversee the activities, organization and purpose of the Ukiah Players Theater Greg Owen, Airport Manager(appointed 12/19/18)
Kristine Lawler, City Clerk; 463-6217 [email protected] Ukiah Unified School District (UUSD) Committee Quarterly 511 S. Orchard, Ste. D Ukiah, CA 95482 511 S. Orchard Ukiah, CA 95482 Information exchange with UUSD Board Chair, Mayor, Superintendent, and City Manager Orozco, CrissSage Sangiacomo, City ManagerCedric Crook Tom Corning, Police Chief
Sage Sangiacomo, City Manager; 463-6221 [email protected]

REGIONAL MTG DATE/TIME LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT Great Redwood Trail Agency (GRTA) Bi-monthly, 3rd Thursdays, 10:30 a.m. Various Locations - announced 419 Talmage Road, Suite M Ukiah, CA 95482 463-3280 Provides a unified and revitalized rail infrastructure meeting the freight and passenger needs of the region Rodin Sher- Alternate Neil Davis, Jake Burgess, Community Services Director 467-5764 [email protected] 463-6201, [email protected] League of California Cities Redwood Empire Legislative Committee Prior to Division Meetings, meets 3x in person and then via conference call Various locations that are announced
Redwood Empire League President; Public Affairs Program Manager (916) 658-8243 Elected city officials and professional city staff attend division meetings throughout the year to share what they are doing and advocate for their interests in Sacramento OrozcoCriss - Alternate
Sage Sangiacomo, City Manager; 463-6221 [email protected] Russian River Watershed Association (RRWA)
4th Thursday of month, 9:00 a.m. (only 5 times a year)
Windsor Town Hall9291 Old Redwood Hwy, #400Windsor, CA 95492707-838-1000 Russian River Watershed Association 2235 Mercury Way, Suite 105Santa Rose, CA [email protected] 707-508-3670 (message only) Consider issues related to Russian river - plans projects and funding requests RodinSher - Alternate
Tim Eriksen, Public Works Director/City Engineer;
463-6280 [email protected]
Northern California Power Agency (NCPA) - Commission
4th Thursday of month, 9:00 a.m. (see NCPA calendar)
Roseville, CA and other locations
651 Commerce Drive Roseville, CA 95678916-781-4202
Pool of State and local power utilities developing and operating power generation, providing scheduling and related energy services and providing regulatory and legislative support.

Crane - Commissioner Sher - City Council Alternate Sauers - Alternate and Commissioner in absence of Commissioner Crane
Cindy Sauers - Electric Utility Director;463-6286 [email protected] Northern California Power Agency (NCPA) – Lodi Energy Center (LEC) Appointment 2nd Monday of month, 10:00 AM Lodi, CA and other locations 651 Commerce DriveRoseville, CA 95678916-781-4299
Committee oversees the operation, maintenance and expenditures of the LEC 300 MW generating project.

Sauers – Project Participate Appointee
Cindy Sauers, Electric Utility Director,463‐6286, [email protected] Transmission Agency of Northern California (TANC)
4th Wednesday of month, 10 a.m. 35 Iron Point Circle Suite 225 Folsom, CA 35 Iron Point Cir #225Folsom, CA 95630916-852-1673; [email protected] Provide electric transmission to its Member utilities through transmission line ownership or contract arrangements.

CraneSauers - Alternate
Cindy Sauers - Electric Utility Director;
463-6286 [email protected]

STANDING COMMITTEES MTG DATE/TIME LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT Diversity and Equity TBD Virtual Meeting Room (link to be created) Civic Center 300 Seminary Ave. Ukiah, CA 95482 Improve diversity and equity in the City’s workforce and municipal services Orozco/Criss Traci Boyl, City Manager's Office Management Analyst; 467-5720; [email protected] Fire Executive Committee
2nd Tue, every other month beginning in January; 5:00 p.m.

Ukiah Valley Conference Center,200 S. School Street Ukiah, CA Civic Center300 Seminary Ave.Ukiah, CA 95482 [email protected] Per the recently adopted agreement between the City of Ukiah and the Ukiah Valley Fire Protection District Orozco/SherAlternates: Criss
Doug Hutchison, Fire Chief; 463-6263; [email protected] Countywide Oversight Board to the RDA Successor Agencies 4th Thursday of January, 4:00 p.m.; meets annually
Ukiah Valley Conference Center,200 S. School Street Ukiah, CA City of UkiahATTN: City Clerk300 Seminary Ave.Ukiah, CA 95482 Oversee and direct the Successor Agencies of the former redevelopment agencies Crane Dan Buffalo, Director of Finance; 463‐6220 [email protected] Lawler, City Clerk; 463‐6217, [email protected] Water Executive Committee(Ukiah Valley Water Authority) 1st Tue of each month
at 5:00 p.m.

Ukiah Valley Conference Center,200 S. School Street Ukiah, CA City of UkiahATTN: Sean White Water
Resources 300 Seminary Ave.Ukiah, CA 95482
Oversight of UVWA; set annual budget for the combined water system; Manage rates and collect levies; modify existing water rights for the provision of water service; mediation and dispute resolution; Crane/Orozco
Sean White, Jared Walker, Director of Water
Resources; 463-5712 [email protected]
467-5712, [email protected]
Updated: 1/29/2026

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COMMITTEE ASSIGNED TO PRINCIPAL STAFF SUPPORT
Electric Grid Operational Improvements Crane/Orozco Cindy Sauers, Electric Utility Director; 463-6286 [email protected]
Trench Cut Policy Development Crane Tim Eriksen, Public Works Director/City Engineer; 463- 6280 [email protected]
Advance Planning & Policy for Annexation
Applications Crane/Rodin
Craig Schlatter, Community Development Director
463-6219 [email protected]
UVSD/ City Relations
Ad hoc committee to address specific issues with the Ukiah Valley Sanitation District, including discussion of overall sewer system service delivery policies, operating policy revisions, potential revisions to the current Operating Agreement, and cost sharing
Crane/Orozco
Dan Buffalo, Director of Finance;
463‐6220 [email protected]
Sean White Jared Walker, Water Resources Director
463‐5712 [email protected]
467‐5712, [email protected]
Orr Street Bridge Corridor Rodin/Sher Tim Eriksen, Public Works Director/City Engineer; 463- 6280 [email protected]
Complete Streets Rodin/Crane
Tim Eriksen, Public Works Director/City Engineer; 463-
6280 [email protected]
Shannon Riley, Deputy City Manager
467-5793 [email protected]
Neil Davis Jake Burgess, Community Services
Director 467-5764 [email protected]
463-6201 [email protected]
Special Districts (Water District Consolidation) Orozco/Crane Shannon Riley, Deputy City Manager 467‐5793 [email protected]
Corp Yard Planning Crane/Orozco Jason Benson, Senior Civil Engineer 463‐6284 [email protected]
Mendocino County Courthouse Project and Reuse Sher/Orozco Shannon Riley, Deputy City Manager 467‐5793 [email protected]
City's 150-Year Anniversary Planning Orozco/Rodin Shannon Riley, Deputy City Manager 467‐5793 [email protected]
Airport Policy Criss/Crane Craig Schlatter, Community Development Director 463-6219 [email protected]
Community Health Needs Assessment (CHNA)
Steering Committee
assist in the creation of the 2025 CHNA Report for the
communities served by the three Adventist Health hospitals in Mendocino County. providing insight, identifying, gathering and analyzing the health needs of our community. Additionally Rodin/Sher
Jeremy Malin, NP
Director of Community Health Analytics
Adventist Health Howard Memorial
Adventist Health Ukiah Valley
Adventist Health Mendocino Coast
978-289-3330; [email protected]
Parks & Recreation Special District Exploration Rodin/Orozco Neil Davis Jake Burgess, Community Services
Director 467-5764 [email protected]
463-6201 [email protected]
Downtown Zoning Code Crane/Rodin
Craig Schlatter, Community Development Director
463-6219 [email protected]
Jesse Davis, Chief Planning Manager
463-6207, [email protected]
Tourism Advisory Committee Rodin/Sher Shannon Riley, Deputy City Manager 467‐5793 [email protected]
Historic Preservation Code Sher/Criss Craig Schlatter, Community Development Director 463-6219 [email protected]
Fire Severity Rodin/Orozco Craig Schlatter, Community Development Director 463-6219 [email protected]
CalPERS Crane/Orozco Dan Buffalo, Director of Finance;
463‐6220 [email protected]
City Council Handbook Review and Update Sher Kristine Lawler, City Clerk 463‐6217; [email protected]
Energy Resilience Sher/Orozco Cindy Sauers, Electric Utility Director; 463‐6286 [email protected]

2026 AD HOC COMMITTEES
*Note: Changing the composition of an existing ad‐hoc among current councilmembers after work has begun presents potential Brown Act issues. Requests for fully filled ad‐hocs are represented on the draft, but staff does not recommend changes except to fill vacated assignments. The current requests on the sheet for fully composed ad‐hocs are primarily intended to convey interest in topics covered by these ad‐hoc committees for possible future consideration of new assignments.

Updated: 1/29/2026

Page 294 of 294 ends

Ukiah City CouncilFebruary 4, 2026

Ukiah City Council
February 4, 2026