Appendix B
B-2
B.2 Survey Findings
Amenities
Three questions focused on proposed amenities along the School Street corridor, regarding bicycle parking, lighting, landscaping, drainage, and seating. What do you like about these street amenities?
What do you dislike about these street amenities?
How do you think these amenities would impact you or your community? What do you like about these street amenities?
Of the responses to “What do you like about these amenities?”, respondents prioritized increased lighting, enhanced seating, bike parking, landscaping aesthetics and tree preservation, noting that these improvements would make School Street a more inviting place to visit. They also noted improving shade, widening sidewalks, and improving aesthetics along School Street overall.
What do you dislike about these street amenities?
Of the responses to “What do you dislike about these amenities?”, concerns focused on parking issues, seating placements, landscaping impacts, and overall worries around changing the existing environments and removing trees. Respondents also felt that the recommended improvements might reduce or limit parking downtown. Regarding seating, some respondents felt that more seating was not necessary, while others felt that existing or proposed seating was not sufficient. Many respondents felt that landscaping, drainage, and curb extensions would take room away from the walkway, create traffic hazards, and people were concerned that the project would result in the loss of mature trees.
How do you think these amenities would impact you or your community? Of the responses to “How do you think these amenities would impact you or your community?”, 46% responded positively, 46% responded negatively, and 8% had a neutral response.
Appendix B
B-3
Figure B.1 – Street Amenities Impact Sentiment
Of the positive responses, many were generally supportive of the variety of amenities proposed, prioritizing lighting, bicycle parking, shade, and seating. The most significant positive feedback received pertained to benefits for local businesses and increased foot traffic in the downtown area. Respondents indicated that the proposed amenities would enhance the appeal and walkability of School Street, thereby encouraging individuals to shop, dine, and spend time in the downtown district. People specifically mentioned lighting enhancements to encourage foot traffic at night and to improve safety, and some people felt that bicycle enhancements such as bicycle parking or bicycle lanes would encourage alternative modes of travel to driving, reducing traffic. For many, shade is key to School Street’s appeal, and preserving the trees was a must.
Figure B.2 – Street Amenities Impact: Positive Feedback Of the negative responses, people were primarily concerned about the indirect impact enhancements to the corridor would have on local businesses. Respondents were concerned that curb extensions or other traffic calming measures would slow traffic, increase congestion, and negatively impact drivers, which would dissuade people from coming 46%
8%
46%
How do you think these amenities would impact you or your community? (bike parking, lighting, landscape and drainage, seating) Negative
Neutral
Positive
3%
3%
4%
4%
5%
5%
5%
6%
18%
19%
28%
0% 5% 10% 15% 20% 25% 30%
Essential Maintenance
Town Charm
Accessibility Features
Safety Measures
Aesthetic Improvements
Tree Preservation
Bicycle Enhancements
Lighting Enhancements
Draw People Downtown
Impact on Local Businesses
General Enhanced Amenities
Positive Feedback
Appendix B
B-1
downtown. They were also concerned that the proposed enhancements to the corridor would limit parking. There was a sentiment that the money spent on School Street would be better spent on other areas in Ukiah, and that any changes might impact the small-town charm. It was crucial that the trees along School Street be maintained.
Figure B.3 – Street Amenities Impact: Negative Feedback Parking
Three questions focused on potential parking options along the School Street corridor:
angled pull-in parking, angled back-in parking, and parallel parking. What do you like about these parking options
What do you dislike about these parking options?
How do you think these parking options would impact you or your community? The responses to these questions were categorized by parking type and assessed based on sentiment: positive, neutral, or negative. Angled pull-in parking had the most positive feedback (69%), while parallel parking had the most negative feedback (85%). Angled back-in parking received some positive feedback (26%), but community members generally preferred angled pull-in parking.
2%
2%
3%
6%
9%
10%
10%
14%
22%
25%
0% 5% 10% 15% 20% 25% 30%
Dissatisfaction with State Street Changes
Essential Maintenance
Homelessness Impact
Tree Preservation
General Opposition to Amenities
Loss of Town Charm
Cost/Allocation of Funds
Parking Availability
Traffic Congestion & Hazards
Impact on Local Businesses
Negative Feedback
Appendix B
B-2
Figure B.4: Parking Sentiment Analysis
Angled Pull-In Parking
Many community members said they liked pull-in parking and wanted to keep the existing parking configuration on School Street. They felt that pull-in parking was easier for drivers.
Comments with negative sentiment (15%) expressed disinterest with the other parking options and concerns that changing the parking configuration would cause traffic congestion and collisions.
Angled Back-In Parking
Community members felt that many people might not know how to back-in to parking spaces, and it would cause congestion, confusion, and potential collisions. However, 26% of people had a positive sentiment towards angled back-in parking, feeling that it would make School Street safer and would make unloading vehicles easier.
Negative Sentiment
Respondents felt that the resulting loss of parking spaces with parallel parking would negatively impact the community, and that parallel parking would be challenging. Positive comments (9%) referred to the potential safety benefit of parallel parking and the room it would make for other street amenities. Respondents generally felt that angled parking (pullin or back-in) would be preferable to parallel parking.
Alternatives
Next, the survey presented four differing alternative options to the study area with written and visual descriptions. Alternatives 1 and 2 presented one-way street options with wider sidewalks and a long-term tree replacement program. Alternatives 3 retains the existing configuration of two-way traffic with angled parking, redoing the sidewalk with adding street amenities, and retaining the trees as-is where feasible but also implementing root barriers 15%
65%
85%
16%
9% 6%
69%
26%
9%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Angled Pull-In Parking Angled Back-In Parking Parallel Parking Parking Sentiment
Negative Neutral Positive
Appendix B
B-3
and pruning. Alternative 4 retains two-way traffic but introduces the potential for parallel parking with widened sidewalk area for long-term tree replacement.
Alternative 1
Alternative 1 presented a “One-way split at Perkins Street”, where School Street would be one-way northbound from Perkins Street to Henrry Street, and then one-way southbound from Perkins Street to Clay Street. When asked what they like about the alternative, only half of the responses were positive remarks with the feedback focusing on wider sidewalks, increased tree cover, and the pedestrian-friendly design. When asked what they disliked about Alternative 2, an overwhelming majority of remarks were negative with main remarks citing increased traffic congestion, one-way traffic issues, back-in parking problems and risks for pedestrians. Lastly for Alternative 1, respondents were asked how this option would impact them or their community. Over 70% of the 345 responses were negative sentiment, focusing on reduced foot traffic, increased congestion, impacts on local business, and increased accident potential. The few positive remarks noted the potential long-term benefits.
Alternative 2
Alternative 2 proposes a one-way northbound configuration on School Street from Henry Street to Clay Street. When asked what they liked, responses were mixed. Of the positive remarks, the main focuses were on angled parking, tree preservation, wider sidewalks, and streamlined traffic flow. The other half of remarks expressed negative feedback focused on a lack of perceived improvements, one-way traffic concerns, and mixed feelings on the necessity. When asked about dislikes, majority of responses were negative with opposition to one-way traffic, concerns over user satisfaction, preferences for the current setup, traffic congestion, and suggestions for two-way traffic. When asked regarding community impacts most of the 304 responses leaned negative. The main themes of the feedback centered around traffic congestion, visitor deterrence, and potential loss of revenue among the local businesses.
Alternative 3
Alternative 3 retains the two-way street with diagonal parking focusing on enhancing the amenities in the study area. When asked about likes, the focus of the responses was positive and focused on themes of preferring the two-way traffic, angled parking, and tree maintenance. When asked what they disliked, over half of responses were negative remarks, users perceived tax dollar waste, the lack of wider sidewalks, concerns about unnecessary extensions, and worry about loss of the tree replacement program. When asked how Alternative 3 would impact them and their community, over 40% of the responses were positive which focused on themes of aesthetic preservation, business activity benefits, business viability concerns, preservation advocacy and parking availability issues. The main focuses within the negative remarks were tree removal program impacts, and the minimal improvements.
Appendix B
B-4
Figure B.5 Alternative 3 Impact Summary
Alternative 4
The last and fourth alternative retained the two-way street but replaced the diagonal parking with parallel parking giving room for wider sidewalks, additional amenities, and the longterm tree replacement program. The responses were split half and half when asked what they liked about Alternative 4 with the slight majority of positive remarks focused on twoway traffic preferences, tree cover, wider lanes and sidewalks and visibility improvements.
The other remarks stated negative reactions focusing on loss of parking spaces, parallel parking difficulties and preferences for retaining the existing parking configuration. When asked about dislikes, an overwhelming majority of remarks focused on the negatives such as inadequate parking, insufficient parking spaces, driver inability, impacts on local businesses and traffic congestion. For the final question regarding impacts, respondents responded with negative focuses such as reduced parking, impacts on local businesses, and traffic congestion.
Additional Thoughts and Comments
The last survey question asked community members, “Please share with us your additional thoughts and comments”, of the 273 responses, 51% were negative. The remarks centered on desires to preserve trees, status quo preference, safety concerns, funding priorities, and infrastructure maintenance. Responses with neutral sentiment (11%) focused on retaining the status quo, preserving the trees, and infrastructure maintenance. Of the positive remarks (38%), respondents focused on the pedestrian improvements, thoughtful planning, community involvement, as well as the public space enhancements.
Aesthetic Preservation
Benefits Local Businesses
Tree Removal Impact
Parking Availability Issues
Increased Congestion
How do you think Alternative 3 (Two-Way Diagonal Parking) would impact you or your community?
Appendix B
B-5
Figure B.6 Thoughts and comments by Theme and Sentiment Figure B.7 Thoughts and Comments by Subtheme and Sentiment 0% 2% 4% 6% 8% 10% 12% 14% 16% 18%
Street Design Management
Preservation of Character
Community Engagement
Planning Process Critique
Preference For Minor Improvements
Feedback and Participation
Others
Parking and Accessibility
Maintenance and Infrastructure
Tree Preservation
Safety and Community Issues
Urban Planning and Design
Community Concerns
Negative Neutral Positive
0.00% 5.00% 10.00% 15.00% 20.00% 25.00%
Community Involvement
Curb Extensions Impact
Public Space Enhancement
Infrastructure Maintenance
Thoughtful Planning
Pedestrian Improvements
Funding Priorities
Safety Concerns
Status Quo Preference
Desire to Preserve Trees
Negative Neutral Positive
Appendix B
B-6
B.3Summary of Findings
Community feedback on the survey revealed community support for improvements like enhanced lighting, seating, bike parking, and landscaping. Community members appear to value parking, retaining two-way traffic, retaining trees, and accessibility the most within the study area. Many remarks focused on maintaining the trees as the area tends to get very hot in the summer and relies on tree cover. Respondents centered their concerns on parking loss as well as how changes may affect local businesses with vehicle and pedestrian traffic and reduced visitor attraction. Parking options received strong support for retaining the current configuration of angled pull-in parking with back-in and parallel parking being disliked for usability issues and space saving. Among the four alternatives presented to the community, Alternative 3, “Two-Way with Diagonal Parking” was met with the highest positive feedback within all three questions as it reflected the most community priorities of traffic flow, parking accessibility and support for the local businesses.
Attachment 1
Survey Summary Tables
Attachment 1
1-1
The tables below present the top five results of the GHD Unpack analysis for each question asked grouped by sentiment and subject theme. Overall, there were 6,517 responses on all survey questions. Due to limitations with the survey settings, respondents could possibly take the survey more than once. For each table, the percentages represent the portion of total comments that fall within each sentiment and the top five comment themes.
1.1 Street Amenities
Table 1.1 – What do you like about these street amenities (bike parking, lighting, landscaping and drainage, and seating)?
Negative 10.9% Neutral 10.3% Positive 78.8%
Concerns Over
Changes
2.6% Enhanced Lighting 2.5% Enhanced Lighting 19.8%
Others 2.1% Seating Areas &
Enhancements
1.2% Seating Areas &
Enhancements
14.8%
Enhanced Lighting 1.8% Bike Parking 1.2% Bike Parking 11.5% Bike Parking 1.1% Concerns Over
Changes
1.1% Landscaping
Aesthetics &
Enhancements
8.3%
Parking Availability
Concern
0.7% Others 0.7% Tree Preservation &
Native Plant Usage
3.7%
Table 1.2 - What do you dislike about these street amenities bike parking, lighting, landscaping and drainage, and seating)?
Negative 84.6% Neutral 8.9% Positive 6.4%
Parking Issues 16.2% Others 2.5% Like Amenities 4.4%
Seating Placement 10.2% Parking Issues 1.7% Others 1.2% Others 6.6% Landscaping Impact 1.0% Native Plant
Preference
0.2%
Landscaping Impact 5.8% Seating Placement 0.8% Seating Placement 0.2% Resistance to Change 5.6% Preservation of Trees 0.6% Preservation of Trees
0.2%
Parking Issues 0.2%
Attachment 1
1-2
Table 1.3 – How do you think these amenities would impact you or your community (bike parking, lighting, landscape and drainage, and seating)?
Negative 45.60% Neutral 7.9% Positive 46.4%
Impact on
Local
Businesses
10.0% Others 2.4% General
Enhanced
Amenities
11.2%
Traffic
Congestion &
Hazards
8.8% Impact on
Local
Businesses
0.8% Impact on
Local
Businesses
7.5%
Parking
Availability
5.7% Homelessnes
s Impact
0.6% Draw People
Downtown
7.3%
Cost/Allocatio
n of Funds
3.9% Accessibility
Features
0.4% Lighting
Enhancement
s
2.4%
Loss of Town
Charm
3.9% Parking
Availability
0.4% Tree
Preservation
2.0%
1.2 Parking Options
Table 1.4 – What do you like about these parking options (angled pull-in, parallel, angled back-in parking)? Negative 25.9% Neutral 12.8% Positive 61.3%
Others 3.8% Satisfaction with
Current Situation
2.3% Angled Parking 18.6%
Satisfaction with
Current Situation
3.6% Others 1.9% Parking Convenience 12.1%
Parallel Parking
Concerns
3.3% Angled Parking 1.5% Back-in Angled
Parking
9.4%
Angled Parking 2.9% Back-in Angled
Parking
1.5% Satisfaction with
Current Situation
6.5%
Reluctance to Change 2.7% Parallel Parking
Concerns
1.3% Parking Space
Efficiency
3.1%
Table 1.5 – What do you dislike about these parking options? (angled pull-in, parallel, angled back-in parking)? Negative 87.6% Neutral 11.1% Positive 1.3%
Concerns About BackIn Parking22.0% Others 3.9% Desire to Maintain Current Arrangements
0.7%
Reduction of Parking
Spaces
11.7% Aversion to Parallel
Parking
2.4% Others 0.7%
Aversion to Parallel
Parking
9.8% Concerns About BackIn Parking2.4%
Attachment 1
1-3
Negative 87.6% Neutral 11.1% Positive 1.3%
Accident Risk 8.7% Increase Parking
Availability
0.9%
Others 7.8% Desire to Maintain
Current
Arrangements
0.2%
Table 1.6 – How do you think these parking options would impact you or your community? (angled pull-in, parallel, angled back-in parking)?
Negative 63.4% Neutral 12.9% Positive 23.6%
Resistance to Change 15.4% Others 5.7% Potential Benefits to Local Business
3.7%
Impact on Local
Businesses
12.4% Resistance to Change 3.2% Convenient Parking
Options
2.7%
Accidents Risk 6.2% Accessibility Needs 0.7% Angled Parking Benefits
2.0%
Traffic Issues 4.5% Improved Safety
Measures
0.5% Visitor
Discouragement
1.7%
Visitor Attraction 3.7% Adequate Parking 0.2% Improved Safety Measures
1.7%
1.3 Alternative 1 (One-Way Split at Perkins Street)
Table 1.7 – What do you like about Alternative 1?
Negative 42.7% Neutral 2.2% Positive 55.1%
Negative Feedback 28.5% Others 0.7% Wider Sidewalks 6.8% Others 4.1% Need for Two-Way
Traffic
0.4% Support for Tree Cover 6.8%
Unnecessary Changes 2.4% Native Landscaping 0.4% Pedestrian-Friendly Design
6.5%
Advocacy for Current
State
1.3% Back-In Parking
Challenges
0.2% Others 5.7%
High Costs 0.9% Tree Replacement
Program
0.2% Positive Feedback 4.1%
Table 1.8 – What do you dislike about Alternative 1?
Negative 93.7% Neutral 4.5% Positive 1.8%
Increased Traffic
Congestion
14.3% Others 1.1% Others 1.1%
One-Way Traffic Issues 12.5% Mini-Pocket Parks 0.5% Neutral or Positive Comments
0.7%
Attachment 1
1-4
Negative 93.7% Neutral 4.5% Positive 1.8%
Back-In Parking
Problems
10.2% Risks for Pedestrians 0.5%
Overwhelming
Negativity
9.8% Lack of Bike
Infrastructure
0.5%
Risks for Pedestrians 8.4% Confusion and
Frustration
0.2%
Table 1.9 – How do you think Alternative 1 would impact you or your community? Negative 72.8% Neutral 12.4% Positive 14.8%
Negative Reactions 17.0% Others 4.0% Potential Long-term Benefits
4.0%
Decline in Foot Traffic 12.8% Potential Long-term
Benefits
1.8% Attracting Visitors 3.5%
Increased Congestion 8.4% Confusion and
Frustration
1.3% Aesthetic
Improvement
1.8%
Impact on Local
Businesses
7.5% Aesthetic
Improvement
0.9% Pedestrian Safety 1.3%
Accident Potential 4.4% Skepticism 0.9% Parking Availability 0.9%
1.4 Alternative 2 (One-Way Northbound)
Table 1.10 – What do you like about Alternative 2?
Negative 41.7% Neutral 12.6% Positive 45.7%
Negative Feedback 25.8% Concerns about
Similarity
4.8% Others 9.7%
Lack of Perceived
Improvement
4.0% Others 3.8% Angled Parking 6.2%
Others 2.7% Lack of Perceived
Improvement
1.3% Tree Preservation 3.8%
One-Way Traffic
Concerns
2.2% Mixed Feelings on
Necessity
0.8% Wider Sidewalks 3.5%
Mixed Feelings on
Necessity
1.9% Tree Preservation 0.5% Streamlined Traffic
Flow
2.7%
Table 1.11 – What do you dislike about Alternative 2?
Negative 74.4% Neutral 19.9% Positive 5.7%
Opposition to OneWay Traffic14.3% Others 6.5% Others 5.1% User Dissatisfaction 8.1% Similarity to Previous
Options
3.8% Preference for Current
Setup
0.3%
Attachment 1
1-5
Negative 74.4% Neutral 19.9% Positive 5.7%
Preference for Current
Setup
7.0% Opposition to OneWay Traffic1.9% Opposition to OneWay Traffic0.3% Traffic Congestion 6.7% Suggestions for TwoWay Traffic1.3% Suggestions for TwoWay Traffic
4.9% Preference for Current
Setup
1.1%
Table 1.12 – How do you think Alternative 2 would impact you or your community? Negative 64.2% Neutral 22.2% Positive 13.6%
Others 13.3% Others 9.2% Positive Feedback 8.6%
Negative Feedback 11.5% Similar Impact 6.8% Others 2.4% Traffic Congestion 8.3% Mixed Reactions 1.5% Visitor Deterrence 0.6% Visitor Deterrence 8.0% Positive Feedback 1.2% Traffic Congestion 0.6% Loss of Revenue 3.6% Questioning Benefits 0.6% Community Integration
0.6%
1.5 Alternative 3 (Two-Way with Diagonal Parking)
Table 1.13 – What do you like about Alternative 3?
Negative 16.6% Neutral 11.7% Positive 71.7%
Negative Feedback 4.9% Neutral Responses 2.6% Two-Way Traffic 13.6% Confusion and
Vagueness
4.2% Two-Way Traffic 1.6% Positive Feedback 8.2%
Favor Current Setup 2.8% Favor Current Setup 1.2% Angled Parking 6.3% Neutral Responses 2.1% Current Layout
Integrity
0.9% Tree Maintenance 5.9%
Two-Way Traffic 0.7% Positive Feedback 0.7% Favor Current Setup 5.2% Table 1.14 – What do you dislike about Alternative 3?
Negative 60.1% Neutral 9.7% Positive 30.2%
Others 13.1% Others 3.1% Positive Feedback 22.2%
Wider Sidewalks 7.1% Navigation Difficulty 1.7% Others 4.3% Tax Dollar Waste 3.4% Tree Replacement
Program
1.1% Desire for Stability 3.1%
Unnecessary
Extensions
3.4% One-Way Traffic
Suggestions
0.9% User Frustration 0.3%
Tree Replacement
Program
3.1% Criticism of Brick
Pavers
0.6% Unnecessary
Extensions
0.3%
Desire for Stability 0.6%
Attachment 1
1-6
Table 1.15 – How do you think Alternative 3 would impact you or your community? Negative 37.5% Neutral 20.9% Positive 41.6%
Tree Removal Impact 3.8% Minimal
Improvements
4.7% Support for Aesthetic
Preservation
5.5%
Avoiding Confusion 3.5% Sufficient Current
Layout
4.7% Business Activity
Benefits
3.8%
Minimal
Improvements
3.5% Others 4.7% Business Viability
Concerns
3.2%
Potential Disruption 3.2% Avoiding Confusion 1.7% Preservation Advocacy 2.9% Increased Congestion 2.6% Potential Disruption 1.2% Parking Availability Issues
2.9%
1.6 Alternative 4 (Two-Way with Parallel Parking)
Table 1.16 – What do you like about Alternative 4?
Negative 46.3% Neutral 5.4% Positive 48.3%
Negative Sentiments 27.2% Neutral Responses 1.3% Two-Way Traffic Preference
13.6%
Strong Disapproval 8.2% Others 1.0% Tree Cover 7.7%
Loss of Parking Spaces 2.8% Preference for Parking
Retention
0.8% Positive Sentiments 3.3%
Parallel Parking
Difficulty
2.6% Design Effectiveness 0.5% Wider Lanes and
Sidewalks
3.1%
Preference for Parking
Retention
1.0% Loss of Parking
Spaces
0.5% Visibility Improvement 3.1%
Table 1.17 – What do you dislike about Alternative 4?
Negative 93.9% Neutral 3.3% Positive 2.8%
Inadequate Parking 22.2% Others 1.3% Positive Sentiment 2.4% Insufficient Parking
Spaces
13.9% Pedestrian
Accessibility
0.4% Others 0.2%
Driver Inability 11.5% Inadequate Parking 0.2% Insufficient Parking Spaces
0.2%
Impact on Local
Businesses
8.0% Angled Parking 0.2%
Traffic Congestion 7.8% Outdoor Seating 0.2%
Attachment 1
1-7
Table 1.18 – How do you think Alternative 4 would impact you or your community? Negative 82.4% Neutral 9.6% Positive 8.0%
Reduced Parking 18.1% Others 3.2% Positive Feedback 3.2% Negative Feedback 14.9% Neutral Responses 2.4% Others 0.8% Impact on Local
Businesses
13.3% Positive Feedback 0.5% Accessibility Needs 0.8%
Others 7.5% Foot Traffic Reduction 0.5% Impact on Local Businesses
0.8%
Traffic Congestion 6.1% Negative Feedback 0.5% Foot Traffic Reduction 0.5%
1.7 Additional Thoughts and Comments
Table 1.19 – Please share with us your additional through and comments Negative 50.9% Neutral 11.3% Positive 37.8%
Desire to Preserve
Trees
6.3% Others 2.8% Pedestrian
Improvements
5.0%
Status Quo Preference 6.3% Status Quo Preference 1.3% Desire to Preserve Trees
4.7%
Safety Concerns 5.6% Desire to Preserve
Trees
1.3% Thoughtful Planning 3.4%
Funding Priorities 4.1% Infrastructure
Maintenance
0.9% Community
Involvement
3.1%
Infrastructure
Maintenance
3.4% Homelessness
Awareness
0.6% Public Space
Enhancement
2.8%
Appendix C
Cost Estimate
Appendix C
C-1
Table C.1: Cost Estimate (Based on Sample Block)
Bid Item Est.
Quantity Unit Unit Price Total
Tree Removal 12 EA $5,500 $66,000
Landscape Planting (New Shrubs
and Trees)
1 LS $225,000 $225,000
Landscape Irrigation 1 LS $86,000 $86,000
Roadway Excavation 380 CY $80 $30,400
Pavers (Intersection) 1,750 SF $60 $105,000
Hot Mixed Asphalt (Type A) 215 Ton $250 $53,750
Aggregate Base 200 CY $140 $28,000
Minor Concrete (Curb & Gutter) 575 LF $70 $40,250
Minor Concrete (Sidewalk) 4,475 SF $12 $53,700
Minor Concrete (Ramps) 8 EA $3,300 $26,400
Enhanced Paving (Pavers, cobble,
etc.)
2,600 SF $22 $57,200
Pedestrian Light Pole (New) 6 EA $20,000 $120,000
Light Pole (Remove) 3 EA $5,000 $15,000
Thermoplastic Pavement Marking 150 SF $11 $1,650
Thermoplastic Striping 550 LF $5 $2,750
Signage and Amenities 1 LS $15,000 $15,000
Subtotal: $926,100
Erosion and Sediment Control 2% $18,522
Traffic Control 10% $92,610
Contingency 25% $231,525
Minor Drainage 10% $92,610
Utility Work (see next page) $486,079
Construction Staking 5% $46,305
Construction Subtotal: $1,893,751
Preliminary Engineering 25% $473,438
Construction Engineering 15% $284,063
Total (Sample Block) $2,651,000
Total (Full Length) $15,906,000
Appendix C
C-2
Table C.2: Cost Estimate – Utilities Per Block
Bid Item Est.
Quantity Unit Unit Price Total
Water Main (6") 250 LF $210 $52,500
Water Services (1") 10 EA $5,500 $55,000
Remove Water Main 250 LF $6 $1,500
Remove Water Services 10 EA $10 $100
Fire Hydrant and Assembly 1 EA $18,000 $18,000
Sewer Main (8") 250 LF $145 $36,250
Sewer Laterals (w/ cleanout) 10 EA $6,000 $60,000
Sewer Manholes (48") 1.2 EA $9,000 $10,500
Remove Sewer Main 250 LF $10 $2,500
Remove Sewer Laterals 10 EA $125 $1,250
Remove Sewer Manholes 1.2 EA $1,750 $2,042
Electric (power) 4" Sch. 40 conduit 250 LF $15 $3,750
Electric (AT&T) 4" Sch. 40 conduit 250 LF $15 $3,750
Electric (comcast) 4" Sch. 40
conduit
250 LF $15 $3,750
Gas (PG&E) laterals 10 EA $6,000 $60,000
Streetlights 3 EA $15,000 $45,000
Subtotal (Sample Block) $355,892
Contingency 35% $124,562
Electric Cost Estimate of Conduit
only
50% $5,625
Construction Subtotal (Sample Block) $486,079
Correspondence Received for Agenda Item 14a
!
"
#
$
%
%
$
&
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:/*F02,3-0;0>F05*-04?+8 Correspondence Received for Agenda Item 14a
April 14, 2026
City Council
300 Seminary Ave
Ukiah CA 95482
RE: April 15, 2026 -ASR Item 14a, City of Ukiah School Street MulƟmodal TransportaƟon Study Dear Mayor Sher and City Council,
Why does the City of Ukiah want to wreck its most charming, aƩracƟve, and neighborhood accessible restaurants and shops that have served our town for generaƟons? Tonight’s item is the starƟng point of green lighƟng an urban renewal project of its downtown, guƫng an historic commercial street and creaƟng a demoliƟon hazard and construcƟon zone for at least one to two years.
The City created policies for this street overhaul. First, city staff with council’s approval successfully shiŌed the local economy away from downtown to the Airport Business Park where a big-box ecosystem flourishes. Second, the city took over the running of the Main Street Program. Third, city staff for years have been eager to cut down the Chinese Pistache trees that line School Street. This study will provide the poliƟcal cover that they need.
Council, will you pursue staff’s desire over the objecƟons of your consƟtuents? COVID blind-sided most of us but government and predatory actors used the crisis as an opportunity to either benefit financially or push through long stalled projects and policies during lock-down, dire economic upheaval and thin local news reporƟng. The City’s tax sharing agreement easily passed through. Emboldened by that acƟon the city then acƟvely pursued annexaƟon. However, its fate did not bode well once valley residents got word of the city’s expansionist map and intenƟons. NO ANNEXATION signs are sƟll plastered all over the Ukiah Valley.
The almost two-year State Street improvements slowed an historic interstate corridor into a calmer, small town experience which enlivened School Street. It pushed more people to explore its charms. The disrupƟon of a street overhaul can be deadly to a small business especially aŌer surviving the hardships of COVID. Once you inconvenience the consumer they will migrate to other places for goods and services and the Airport Business Park is ready to receive them with open arms.
The city sƟll benefits financially but the local merchants suffer the consequences.
The current condiƟons at the naƟonal level such as supply chain obstacles, erraƟc tariffs, higher taxes and added to these naƟonal impacts are locally high prices for gas, groceries and uƟliƟes. All these trends effect consumer confidence with fewer dollars being circulated. AddiƟonally, there are the pressures of online shopping and delivery services and the very significant impact of a planned 2027 superior court exodus. The School Street merchants are vulnerable. Council, do you really want to throw these beloved merchants under the bus AND clearcut those shady and ravishing colorful Chinese Pistache trees?
Further, the School Street merchants that survived COVID are now expected to suffer even more in the name of progress with this plan. The merchants have no established relief fund they can access unlike state and municipaliƟes that received thousands of dollars from the Biden administraƟon to survive the upheavals of COVID. Proceeding with this plan is a major miscalculaƟon.
Thank you,
Linda Sanders
Ukiah resident
1 Kristine Lawler
Subject: 14a Correspondence Received - Pinky Kushner
From: Pinky Kushner
Sent: Tuesday, April 14, 2026 8:54 AM
To: CityClerk <[email protected]>
Subject: Please forward to the members of the city council April 14, 2026RE: School St. Project
Greetings Council Members,
It seems we are thinking a lot about democracy these days. Who makes decisions and on what basis? Do the people have a voice? It’s tough being an elected official: do you follow the will of the people or the experts that are hired to give you advice? This week you are asked by the City to ‘accept’ a plan for School St. This plan proposes to remove ALL of the glorious Pistache trees that line School St.
The consultants who wrote the plan sponsored 3 public workshops (representing 38, 15, and 25 individuals) and one on-line survey (415 respondents). In each of these, premier among the opinions expressed was to preserve the ambiance of the trees, their arching canopy and glorious fall colors. In addition, 2994 different, named individuals signed an on-line petition to save the trees.
Without the canopy of mature trees, street temperatures will increase up to 7-9 degrees--90 degrees will now be closer to 100 and 105 will be closer to 115. Chinese Pistache can live 150 years. Our trees are 60 years old. Trees can be root trimmed, leaking water pipes repaired, and new smooth sidewalks poured.
See what the City did at southwest corner of School and Henry Streets. The City saved the trees, put in new water/electrical and poured new sidewalk. Let democracy reign. Listen to the people who elected you. The conclusion to remove the trees is wrong. The trees can and should be saved.
Sincerely,
Pinky Kushner
Ukiah, CA.
1 Kristine Lawler
Subject: 14a Correspondence Received - Dennis O'Brien
From: dennisobrien .
Sent: Tuesday, April 14, 2026 8:25 PM
To: CityClerk <[email protected]>
Subject: Letter to City Council for Wednesday Agenda Item Honorable Councilmembers,
My name is Dennis O'Brien. Last fall, in response to reports that the City was considering removal of the Chinese Pistache trees on School Street, I started an online petition to save the trees (see below). The petition was signed by 2,994 residents of Ukiah and nearby locations before outreach was stopped.
On Friday, April 10, the City Manager's office released its "Final Report" on the School Street Project (see below). The Report is seriously flawed. Since you will be meeting next Wednesday to consider accepting the Report, I sent a Letter to the Editor of the Ukiah Daily Journal to alert the public. A copy of that letter is also below. I am writing to you today to highlight some issues that were not included in that letter.
1. Last December I attended a public walk-around and discussion on the Project, hosted by the City Manager's office. Mayor Sher also attended. Whenever someone raised the issue of removal of the existing trees, we were repeatedly told that this was a preliminary study whose sole purpose was to apply for a grant. Everyone at my table was under the impression that creating more space for the new trees would allow keeping the older trees that weren't actually causing damage. That's why we supported that option. But now the Final Report concludes "Therefore, the trees must be removed and replaced." It appears that the earlier statement and the conduct of the outreach meeting were designed to mislead the public and create a sense of complacency.
2. The report describes public outreach and feedback, but does not mention the petition. This ignores strong public sentiment in favor of keeping as many older trees as possible and creates a false narrative of public outreach and acceptance.
3. The assertion that the the older trees must be removed to allow the new trees to grow is unsupported by specific data or scientific reasoning. The new trees will be closer to the street, not directly under the existing canopy. Because School Street runs north-south, the new trees would get nearly as much sun with the older trees present as they would if the adjacent buildings were the only shade.
4. An arborist was present during the walk-around. He and the staff were alerted that an evaluation of each tree was needed prior to any decisions, which the Report seems to support. Yet the Manager's office chose to release its Final Report and conclusion without asking the arborist to evaluate a single tree. If any such evaluation was done, it must be released to the public.
2 This decision will affect generations of people who are drawn to the beauty of School Street. A clearcut of the trees is the last thing they want and would blemish Ukiah's reputation as the "City of Trees".
Please strike the Report's conclusion and instead require an independent arborist evaluation of each tree so that as many of the older trees as possible can be saved.
Thank you very much for your consideration of this important and far-reaching issue.
Sincerely,
Dennis O'Brien
Letter to the Editor
Ukiah City Administrators Release Flawed Report on School Street Project, Tree Removal The Report was released Friday in anticipation of the City Council meeting next Wednesday, April 15.
The key section seems to be Chapter 5: Tree Management. There is an inconsistency in its reasoning. On page 36, it states "Before establishing a framework, an ISA-certified or Registered Consulting Arborist should conduct a tree inventory and assessment to evaluate the health and stability of existing trees and determine their tolerance to disturbance within critical root zones. The arborist report can help inform a preferred framework and succession plan for the existing trees." Then, on Page 39, it states that "Without an arborist’s study of the trees, the possibility of retaining the existing trees is unknown and is likely not feasible. . . . The risk of pruning the roots and potential risk to the trees’ life outweighs the potential benefit of retaining the existing trees. Therefore, the trees must be removed and replaced . . ."
The flaw is that they start by saying that an independent arborist must evaluate each tree to see if it can be saved, but then assert a sweeping conclusion that all of the existing trees must be removed.
Our position (2,994 people have signed an online petition to save the trees) is that as many trees as possible must be saved, and that an evaluation of each tree should be required before any tree is removed. In the Report, the administrators only describe a small area where the roots are currently causing actual damage.
The Council must provide specific direction for individual tree evaluation. The argument that all of the trees must be removed to allow young trees enough sunlight appears to be self-serving speculation.
During the public session, no staff offered any data to support that conclusion, especially if some of the older trees are removed. Keeping some legacy trees while a new generation grows around them is Nature's way.
The more people who show up at the meeting on Wednesday, the better our chances of getting the City Council - of the City of Trees - to give priority to saving as many trees as possible and requiring an individual assessment of each tree before its removal.
Thank you very much for helping to inform the public about this important issue that will affect both present and future generations.
Dennis O'Brien
Sign the Petition
1 School Street
Multimodal Transportation
Corridor Study
City Council Presentation
April 15, 2026
Scope and Goals
2 1 Multimodal Mobility
2 Economic Resilience
3 Connectivity
4 Support Community Events
5 Create a Strong Sense of Place
(Placemaking)
6 Accessibility, especially for those with
disabilities
Plan Development
How did we get here?
Community Engagement
4 Phase 1: Winter 2025 – Spring 2025
• Technical Walk Audit: February 13
• First Public Workshop: February 13
• 38 participants
• Interactive Map: January – March 2025
• 110 comments
Phase 2: Summer 2025
• Second Public Workshop: June 24
• 15 Participants
• Online Survey: July 24 – August 29
• 415 responses
Community Engagement
5 Phase 3: Fall 2025
• Public Walk Audit and Third Public Workshop:
December 11
• 35 participants
Priorities
• Retain trees
• Wider sidewalks
• Pull-in diagonal parking
• Improved walkability
• Maintaining Ukiah’s charm
• Supporting local economy
Existing Pedestrian
Amenities Maintenance Issues
Potential
Improvements
Findings
6 School Street already
has many features that
improve walkability, like
curb extensions,
benches, trees, etc.
Faded crosswalks, noncompliant ADA ramps,
limited lighting were all
identified as potential
improvements.
Tree roots have caused
cracked sidewalks,
drainage issues, utility
conflicts, and are
impacting building
foundations.
Trees
7 • Chinese Pistache were
planted 60 years ago
• Planted on top of existing
utilities
• Can be long-lived, but
undersized planters could
reduce lifespan and safety
Tree Species – Chinese Pistache
8 Current Code Required Species for School
Street (§9229.7 REQUIRED STREET TREES)
• Pistacia chinensis / Chinese pistache
• Typical size is 35’ wide x 40’ tall
• Requires minimum 6 - 7’ wide planter
to minimize root and hardscape
conflicts
• Current planter sizes are inadequately
sized and range from 4’ square to 4’ x
5’ to 3’ x 3’ at the smallest
• Reconfiguration of streetscape
provides an opportunity to plant new
Pistache trees with larger planting
space
Root systems extend
beyond tree well
Tree Roots
9 [Footer] l © 2024 GHD. Page 344 of 436
Current Tree Issues
10 Existing tree roots are already impacting:
• Sidewalk quality (hazard) and ADA accessibility
• Root heave
• Water lines clogged
• Sewer backups
• Drainage inlets
• Power lines cut-off underground
• Buildings (entrances, foundations)
• Ugly patchwork on sidewalk from maintenance
Existing trees will continue to severely impact
underground utilities (sewer, water, electrical, gas),
adjacent buildings, curb, and the sidewalk.
Corridor Principles
Walkability
12 The purpose of a city is to maximize
exchange, including exchange
between people and businesses, and
intersections with community
members. This exchange can be
fostered by creating a more walkable
environment.
How can walkability be
improved on School
Street?
By breaking sidewalks into three
distinct parts: Frontage Zone,
Furniture Zone and Pedestrian
Thru Zone, it is easier to see and
protect each function.
The Pedestrian Thru Zone should
NEVER have intruding parts, such
as sandwich boards, trash cans or
other interrupting features.
Sidewalk Parts
Furniture
Zone
Frontage
Zone
Pedestrian Thru
Zone
Design Principles
14 Streetscaping toolkit
• Appropriately utilizing the
sidewalk zones
• Parking Strategies
• ADA Accessibility
• Traffic Calming and
Pedestrian Enhancements
• Streetscape Amenities
• Space requirements for the
Chinese pistache
Community Values / Priorities
15 • Retain tree canopy
• Retain parking
• Larger tree wells
• Wider sidewalks
• Street furniture /
amenities
Preferred Concept
Preferred Concept
Preferred Concept: One-Way Street with Diagonal Parking Alt. #2: Keep Two-Way Traffic and Diagonal Parking
Alt. #3: Two-Way Traffic with Parallel Parking
• Reconfigures travel routes
• Allows for diagonal parking
• Allows for up to 15’ sidewalks, including tree well
space (leaves 5’ – 8' walking space)
• One-way split at Perkins
• Retains current travel patterns
• Retains current parking configuration
• 12’-13’ sidewalk widths (1’ more than current), less
tree well space (leaves 3’ – 5’ walking space)
• Retains current travel patterns
• Reduces number of on-street parking spaces
• Allows for widest sidewalks (up to 20’, leaving 10’ – 13' for walking space)
Preferred Concept
Preferred Concept: “Split”
One-way at Perkins Street
19 • One-way travel
• Northbound north of Perkins Street
• Southbound south of Perkins Street
• Retains angled parking
• Allows for up to 15’ sidewalks including trees
Alternative 2: Two-Way Traffic and Diagonal Parking
Alternative 3: Two-Way Traffic with Parallel Parking
Accommodating the Chinese Pistache
22 Option 1: Retain trees w/ improve wells and
root barriers
• Risk to tree health, unknown conditions
underground
• Doesn’t resolve utility conflicts
• Reduces streetscape opportunities
Option 2: Move/Relocate Trees
• High risk to tree health
Option 3: Plant a second row of trees and
phase out older trees
• Risk to health of new trees
• Doesn’t resolve utility conflicts
• Reduces streetscape opportunities
Option 4: Tree Replacement program
• Best outcome for future tree health
• Requires removal of existing trees
• “Full reconstruction” vs “patchwork” caution
Accommodating the Chinese Pistache shaped feasible alternatives.
The preferred concept would need to have planters big enough for the Chinese Pistache to mitigate future root issues.
23 Raised intersection
One-way split at Perkins St.
Valley gutter to improve drainage
Curb extensions and
directional curb ramps
Diagonal pull-in parking retained
24 Sidewalk: 10.5 ft
Tree Planters: 5 ft x 10 ft
Landscaping and drainage within
proposed curb extensions.
Street furniture: lighting, benches, and
bicycle parking
Specialty paving: crosswalks and
furniture zone
Accommodating the Chinese Pistache
25 By reducing School Street to one-way,
the preferred concept plans for tree
planters that adequately accommodate
the Chinese Pistache.
Properly sized planters will lead to
healthier trees with longer life spans for
generations to come.
It also ensures that the walkway can be
expanded and there is room for street
furniture and amenities.
Implementation Plan
26 Implementation Strategy: construct the
entire corridor at once to limit circulation
disruption, impacts to utilities and grant
availability.
Total cost: ~$15.8M
It is recommended that trees along the
corridor are replaced with new
Chinese Pistache, as required by the
Downtown Zoning Code.
Funding Opportunities
27 Local
• Measure Y
Federal / State / Regional
• Active Transportation Program (ATP)
• Affordable Housing and Sustainable
Communities (AHSC) Program
• Regional Transportation
Improvement Program (RTIP)
• Cal Fire Urban and Community
Forestry Program
• Urban Greening Grant Program
• Infrastructure State Revolving Fund
(ISRF) Program
Thank You
PARKING LOT
30 Improperly planted trees cause multiple problems,
from drainage, to uplifting curbs, to cracked
building foundations..
Tree roots wrap around and break
Uplifted sidewalk slabs hard to replace water utility lines
Result with existing trees and expanded sidewalk
31
How fast do trees grow?
32 2022
2024
2025
Assembly Bill 413 – CA State Law
• Went into effect January 1, 2025
• Now requires setback from crosswalk
for on-street parking
• No parking within 20 feet
• 15 feet back with curb extension
• Net loss of 1-2 spaces per block face
Daylighting Law
33
Agenda Item No: 14.b.
MEETING DATE/TIME: 4/15/2026
ITEM NO: 2026-179
AGENDA SUMMARY REPORT
SUBJECT: Presentation of Annual Report for Code Enforcement, Including Updates on Cannabis, Tobacco, Nitrous Oxide, and Shopping Carts Ordinances; and the Annual Status Update and Report Regarding the Building Bridges Community Center and Winter Homeless Shelter at 1045 South State Street.
DEPARTMENT: Community
Development PREPARED BY: Jesse Davis, Chief Planning Manager, Matt Keizer, Chief Building Official / Fire Code Official UVFD PRESENTER: Shane Baarts, Code Enforcement Inspector II; Matt Keizer, Chief Code Enforcement Officer
ATTACHMENTS:
1. Code Enforcement Annual Report - 2025
2. UPD Calls Log- 1045 S State St- 2.6.25-2.6.26
3. RCS B2 Update.ECM flyer 4.7.26
4. 14b CODE ENFORCEMENT ANNUAL PRESENTATION
Summary: The Council will receive the 2025 annual code enforcement report and provide direction to Staff as necessary.
Background: On April 7, 2021, the City Council adopted Resolution No. 2021-12, authorizing the Grants Management Division to submit a $1 million application to the California Department of Housing and Community Development (HCD) for State Community Development Block Grant (CDBG) funding. The application supported the establishment of a Housing Rehabilitation Program and a Code Enforcement Program.
In 2022, HCD awarded the grant, which enabled the creation of the Community Development Department’s Code Compliance (Enforcement) Division and the hiring of a full-time Code Enforcement Inspector in January 2023. CDBG funds supported proactive code enforcement activities within six identified census tract and block group areas. Consistent with federal requirements, CDBG funding was to only be used to reimburse the inspector’s time in primarily residential areas where at least 51 percent of residents had household incomes at or below 80 percent of the Area Median Income.
Starting in 2024, the Code Compliance Division began providing annual reports to the City Council on the status of enforcement activities citywide. The first annual (2023) Code Enforcement Report was presented to City Council on March 20, 2024, and the second (2024) annual report was presented on February 19, 2025.
Discussion: As with the 2024 annual report, this 2025 annual report (Attachment 1) summarizes compliance statistics for additional ordinances for which code enforcement services are provided, including cannabisrelated businesses, shopping carts, tobacco, and nitrous oxide. The 2025 report also provides an overview of progress made by the Code Compliance Division in clearing nuisance activities, as well as an annual status update and report regarding the Building Bridges Community Center and Winter Homeless Shelter located at 1045 South State Street. A summary of information contained in the 2025 report is provided below.
Ordinances
Tobacco and Nitrous Oxide
The Division completed the required annual Tobacco and Nitrous Oxide inspections for all 23 listed retailers
within the City. To date, Staff has issued no fines, suspensions, or revocations of tobacco licenses. Staff has found that education to retailers has been the most effective method of securing compliance. No retailers were found to be in violation, through multiple inspections completed in 2025.
Kratom
At the beginning of 2026, The California Department of Public Health prohibited the online and retail sale of Kratom (7-hydroxymitragynine / 7-OH). Code Enforcement began educating and enforcing the prohibition of Kratom sales at all tobacco retail store fronts. All retail stores where tobacco was the main product for sale were in violation and were actively selling Kratom upon initial inspections. Code Enforcement educated all tobacco retailers, and all were in compliance within a week.
Abandoned Shopping Carts
While abandoned shopping carts remain a priority for Staff, the complaints received are sporadic and promptly addressed. Additionally, when abandoned carts are collected, trends or geographic clusters are quickly identified. To address shopping cart-related issues moving forward, City Staff will continue to rely upon Ordinance No. 1222, State Law (Business and Professions Code), as well as the identification of trends or patterns that necessitate more nuanced and effective enforcement, and then follow-up with the business to determine site-specific solutions. Multiple divisions within the City organization coordinate to manage this issue, including the City of Ukiah Planning Division, Public Works - Streets Division, Community Services Department, and the City Attorney's Office.
In 2025, the number of abandoned shopping carts collected in the City of Ukiah's corporation yard remained consistent with previous years, yet the number of citations issued by the Ukiah Police Department significantly decreased compared to 2024. Under UCC §6096, the unauthorized removal, alteration, or possession of a shopping cart is classified as a public nuisance and subject to citation. The following outlines the number of shopping cart-related violations from 2020 to 2025, as reported by the Ukiah Police Department:
Shopping Cart Citations by Year
2025 19
2024 62
2023 56
2022 55
2021 9
2020 40
Cannabis Businesses
Currently, there are six active cannabis-related businesses operating within Ukiah. Of these, each features some aspect related to cannabis commercial-retail. In January 2026, the City of Ukiah formalized a lease agreement with a cultivation applicant at 300 Plant Road, and expects to schedule a pre-application conference in the near future to further understand the nature of the requested activity. In February 2026, the California Department of Cannabis Control approved the voluntary surrender of State cannabis license DCC10003158 for the premises located at 1825 Airport Road. The license surrender is effective February 22, 2026.
As of that date, the business is no longer authorized to conduct commercial cannabis activity at the site and no longer has access to the State’s track-and-trace system.
Overall, the standards set forth in the City's cannabis regulations are functioning as intended, in line with the expectations and efforts of the cannabis ad-hoc committee, Planning Commission, and City Council. The discretionary review procedures for both minor and major use permits provide the necessary level of oversight, and the cost recovery process is sufficient to cover the workload and staff time associated with application
processing. In 2025, the City of Ukiah, however, processed no cannabis-related permits or entitlement modifications.
Since 2022, no reports of nuisance-related impacts have been received from the Ukiah Police Department, Code Compliance Division, or neighboring property owners. Throughout the year, Planning Division Staff work closely with other departments, particularly the Ukiah Police Department, to ensure that cannabis businesses are in compliance with local regulations and their approved discretionary permits.
Nuisance Abatement
Abandoned Vehicle Abatement (AVA)
Since 2023, the Division has assumed responsibility for the City’s Abandoned Vehicle Abatement program. In 2025, a total of 56 abandoned vehicles were removed from the public streets of Ukiah. For comparison purposes, in 2023, the Division assisted in removing 25 abandoned vehicles, and in 2024, 52 vehicles.
Nuisances
The Division issued 52 Notices of Violation for properties with egregious violations that could not go through the standard courtesy noticing process. As a comparison, in 2024, six Notices were issued to properties with egregious violations.
Building Bridges Annual Report
History
On July 26, 2017, the City of Ukiah Planning Commission adopted findings that conditionally approved a Major Use Permit and Site Development Permit to allow for the establishment and operation of a Community Center and Winter Homeless Shelter, the Building Bridges – Homeless Resource Center (“B2”) at 1045 South State Street. As part of the Conditions of Approval, Community Development Department Condition of Approval (COA) #15 required the following:
15. The Director of Community Development and Planning shall report to the Planning Commission once every six months during the first two years of the shelter operation. The Director’s report shall include a record of any complaints received from the public or shelter occupants and an assessment on the most effective ways to modify the [Program] plan to address valid complaints.
The Community Development Director presented nine bi-annual reports to the Planning Commission from 2020 to 2024, as depicted below. The ninth report constituted the last bi-annual report provided to the Planning Commission.
• Report #1 - February 26, 2020;
• Report #2 - October 14, 2020;
• Report #3 - April 14, 2021;
• Report #4 - September 22, 2021;
• Report #5 - March 9, 2022;
• Report #6 - September 28, 2022;
• Report #7 - April 12, 2023;
• Report #8 - September 13, 2023; and
• Report #9 – April 16, 2024.
With the 2025 report, presented on March 19, 2025, Staff began presenting annual reports to the City Council.
The previous nine bi-annual reports and the first annual report and presentations can be found online on the City’s website, at: https://www.cityofukiah.com/meetings. 2025 Annual Status Update and Report
In preparing this February 6, 2025 – February 6, 2026, annual (2025) report, Community Development
Department staff collected, reviewed, and analyzed information from the following sources:
• Complaints received from the public by the Community Development Department and City Manager’s Office;
• Two virtual meetings between Redwood Community Services (RCS), the Ukiah Police Department (UPD), Ukiah Valley Fire Authority (UVFA), and the Community Development Department on November 6, 2025, and March 16, 2026;
• Numbers and types of police calls received from 2/6/25 to 2/6/26 (Attachment 2); and • Number of calls for service for UVFA at the B2 location during the period 2/6/25 to 2/6/26.
Complaints received from the Public and City Manager’s Office One (1) complaint was received from the public in February 2025, related to a possible safety issue onsite.
Upon inspection, Staff determined no safety issue existed, and the reported issue was cosmetic.
Report of Police Activity
135 calls for police service at 1045 S State St were made during the period 2/6/25–2/6/26. UPD officers reported that calls were similar to those of the past and nothing was reported that was violent or especially concerning. Comparing annual UPD call data with the past five years of annual police call data yields the following:
2024-25 police calls: 206
2023-24 police calls: 221
2022-23 police calls: 185
2021-22 police calls: 129
2020-21 police calls: 324
Report of Fire/Emergency Medical Services Calls
UVFA reported 125 calls for Fire/EMS for 2/6/25–2/6/26. This compares to 94 calls in the previous (2024) report. Similar to UPD, the UVFA staff had no major concerns about activity at the B2 address.
Virtual City-RCS Meetings: City Assessment and RCS Responses Staff from the Community Development Department, Ukiah Police Department, and Ukiah Valley Fire Authority met virtually with RCS’s Building Bridges Homelessness & Housing Support Manager on November 6, 2025, and March 16, 2026. There was productive discussion related to the reporting areas listed above.
UPD requested RCS make sure B2 individuals were not congregating out front of the facility when the temperatures start to warm in the Spring and Summer. No concerns were noted that would require changes to RCS’s operations.
To further supplement information summarized in this 2025 report, on April 7, 2026, RCS staff submitted their Building Bridges March 2026 Report and a flyer describing Enhanced Care Management (Attachment 3).
Staff Conclusion: 2025 Building Bridges Report
Recurring coordination and meetings, especially between RCS and UPD/UVFA, have continued to mitigate community impacts from homeless individuals around B2. No outstanding issues are present at this time, and in Staff's opinion, this coordination should continue.
Staff recommends Council receive this 2025 code enforcement report and provide any direction as necessary.
Recommended Action: Receive the 2025 annual report on Code Enforcement activities and provide direction to Staff as necessary.
BUDGET AMENDMENT REQUIRED: N/A
CURRENT BUDGET AMOUNT: N/A
PROPOSED BUDGET AMOUNT: N/A
FINANCING SOURCE: N/A
REVENUE: No GRANT: Yes N/A
PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A
COORDINATED WITH: Jesse Davis, Chief Planning Manager; Katherine Schaefers, Planning Manager; Craig Schlatter, Community Development Director
STRATEGIC PLAN (SP):SP 1A - Build neighborhoods that provide access for all to a compatible balance of housing, employment, commercial, medical, education, and recreational resources; SP 1B - Provide services that support a high quality of life for all residents, including fostering diverse, inclusive, sustainable, and accessible neighborhoods.
GENERAL PLAN ELEMENTS (GP):LU-14 To develop, implement, and enforce policies to ensure access to safe and sanitary housing throughout the community; PFS-4: To enforce Citywide codes and ordinances, with special attention regarding private property maintenance, abandoned vehicles, rubbish/weeds, and public nuisances.; PFS 4.1 Private Property Nuisances: The City shall provide adequate staffing to support code enforcement efforts to the extent financially feasible to reduce the number of nuisance issues on private property.
CODE ENFORCEMENT ANNUAL REPORT
2025
Code Compliance Division (232)
ABANDONED VEHICLE ABATEMENT
Abandoned Vehicle Removal – Ordinance No. 617
The City of Ukiah Code Enforcement Division con#nues to enforce the Abandoned Vehicle Removal Ordinance on behalf of the City of Ukiah Police Department. The Division responds to ci#zen complaints regarding abandoned vehicles and proac#vely iden#fies clear and egregious viola#ons involving vehicles le* on public roadways for extended periods.
In 2025, a total of 56 abandoned vehicles were removed from public roadways within the city limits through either voluntary compliance or non-voluntary towing. Abandoned Vehicle Abatement remains the most frequently reported municipal code viola#on and cons#tutes a significant por#on of the Code Enforcement Division’s overall caseload.
Addi#onally, numerous reports involve abandoned vehicles located on private property, which require addi#onal #me, coordina#on, and follow-up efforts in collabora#on with property owners to achieve compliance.
VACANT & ABANDONED PROPERTIES
Vacant & Abandoned Property – Ord No.1250
In late 2025, the Code Enforcement Division ini#ated efforts to iden#fy vacant and abandoned proper#es and began issuing formal no#ces to property owners requiring registra#on of these buildings for inspec#on.
To ensure an effec#ve and measured rollout of the program, State Street was selected as a pilot corridor to assess community response and overall implementa#on procedures. At present, 48 vacant or abandoned proper#es have been iden#fied on State Street. Each property has been documented, and official no#ces have been issued to the respec#ve owners. To date, although ini#al response levels were limited, our pilot implementa#on efforts have begun to receive voluntary compliance.
The Code Enforcement Division remains commi;ed to con#nued enforcement of this ini#a#ve. Efforts will expand beyond State Street in the coming year, with addi#onal vacant and abandoned proper#es throughout the city being iden#fied, documented, and formally no#ced in accordance with program requirements.
CANNABIS OPERATIONS
Cannabis - Ordinance Nos. 1176; 1182; 1186; 1190; 1226; 1230 Currently, there are six (6) ac#ve cannabis-related businesses opera#ng within Ukiah. Of these, four are cannabis commercial-retail establishments, one is a Cannabis microbusiness inclusive of retail/distribu#on/non-vola#le manufacturing and processing), and one is a distribu#on-only warehouse space for a single opera#ve tenant. At present, one of the retail businesses has an ac#ve cannabis consump#on area. Earlier this year, an addi#onal Cannabis business permi;ed and engaged in manufacturing, processing, and distribu#on voluntarily withdrew its State License, and an Administra#ve Closure was subsequently issued for the associated City of Ukiah Use Permit.
Overall, the standards set forth in the City's cannabis regula#ons are func#oning in line with the expecta#ons and efforts of the cannabis ad-hoc commi;ee, Planning Commission, and City Council. The discre#onary review procedures for both minor and major use permits provide the necessary level of oversight, and the cost recovery process is sufficient to cover the workload and Staff #me associated with applica#on processing. Recent amendments aimed at streamlining and clarifying cannabis regula#ons have been beneficial, par#cularly the ability to administra#vely withdraw applica#ons and reduce the frequency of required renewals.
Throughout the year, Planning Division Staff work closely with other departments, par#cularly the Ukiah Police Department, to process background checks and ensure that cannabis businesses are in compliance with local regula#ons and their approved discre#onary permits.
TOBACCO, NITROUS OXIDE & KRATOM
Nitrous Oxide - Ordinance No. 1220; Tobacco - Ordinance No. 1232 Since the adop#on of the prohibi#on of Nitrous Oxide Sales [Ord No. 1220] at the Ukiah City Council's regular mee#ng on February 16, 2022, enforcement of the Ordinance has been delegated to the Code Enforcement Division of the Community Development Department. In addi#on, Ukiah City Council adopted the Flavored Tobacco Sales ban [Ord. No. 1232] at the May 3, 2023, mee#ng. In 2024, the Code Enforcement Division conducted inspec#ons in 2025 for Tobacco and Nitrous Oxide compliance across all ac#ve retailers, spread throughout the year. In 2025, no flavored tobacco viola#ons were found within city limits. However, there were three tobacco retailers found to be selling nitrous oxide for consump#on in viola#on of ordinance number 1232. The Code Enforcement Division con#nually responds to ci#zen complaints and conducts inspec#ons of tobacco retailers within City of Ukiah limits at random. At the beginning of 2026, The California Department of Public Health prohibited the online and retail sale of Kratom (7-hydroxymitragynine / 7-OH). Code Enforcement began educa#ng and enforcing the prohibi#on of Kratom sales at all tobacco retail store fronts. All retail stores where tobacco was the main product for sale were in viola#on and were ac#vely selling Kratom upon ini#al inspec#ons. Code Enforcement educated all tobacco retailers, and all were in compliance within a week. Con#nued random inspec#ons of all tobacco retailers will occur to ensure that no dangerous products are being sold within our community.
SHOPPING CARTS
Shopping Carts – Ordinance No. 1222
In 2025, the number of abandoned shopping carts collected in the City of Ukiah's corpora#on yard remained consistent with previous years. Staff have observed that the carts collected within the corpora#on yard are influenced by geographic factors, which may give the impression that certain offenders are more problema#c than others. Specifically, stores located closer to the corpora#on yard tend to contribute a higher propor#on of abandoned carts, as City Staff can more efficiently collect and deposit them at the yard. In contrast, carts from stores located farther away are typically returned directly to the store, rather than being transported to the corpora#on yard. In general, abandoned shopping carts remain a sporadic yet visible nuisance. However, the issue is being effec#vely managed through the coordinated efforts of mul#ple divisions within the City organiza#on, including the City of Ukiah Planning Division, Public Works - Streets Division, Community Services Department, and the City A;orney's Office.
Dispatch Call Log for Building Bridges
02/06/25 to 08/06/25
Complaint Date Received Call Number Actual Incident Location MEDICAL AID 08/04/2025 8:52:05 PM 250800402 1045 S STATE ST AGENCY ASSIST 07/29/2025 6:56:09 PM 250702667 1045 S STATE ST SECURITY CHECK 07/25/2025 6:51:57 PM 250702276 1045 S STATE ST TRAFFIC STOP 07/22/2025 2:14:58 PM 250701987 1045 S STATE ST TRAFFIC STOP 07/20/2025 12:07:37 AM 250701824 1045 S STATE ST CIVIL MATTER 07/18/2025 1:44:16 PM 250701674 1045 S STATE ST THEFT 07/15/2025 9:06:18 PM 250701411 1045 S STATE ST
WELL CHECK 07/15/2025 10:10:25 AM 250701346 1045 S STATE ST SUSPICIOUS PERSON 07/12/2025 6:54:32 AM 250701041 1045 S STATE ST ANIMAL 07/10/2025 9:18:55 AM 250700852 1045 S STATE ST
WELL CHECK 07/05/2025 8:20:01 PM 250700460 1045 S STATE ST SUSPICIOUS PERSON 07/05/2025 7:49:27 PM 250700456 1045 S STATE ST MISDEMEANOR ASSAULT/BATTERY 07/02/2025 12:04:50 AM 250700097 1045 S STATE ST ANIMAL 07/01/2025 8:59:10 AM 250700029 1045 S STATE ST
SUSPICIOUS PERSON 06/27/2025 10:23:57 AM 250602413 1045 S STATE ST TRESPASS 06/16/2025 4:51:31 PM 250601415 1045 S STATE ST WELL CHECK 06/14/2025 10:24:45 AM 250601217 1045 S STATE ST SUSPICIOUS CIRCUMSTANCES 06/04/2025 7:06:10 PM 250600350 1045 S STATE ST DISTURBANCE 06/03/2025 11:44:34 AM 250600231 1045 S STATE ST DISTURBANCE 06/03/2025 11:32:24 AM 250600228 1045 S STATE ST SUSPICIOUS PERSON 06/03/2025 4:57:31 AM 250600202 1045 S STATE ST DISTURBANCE 05/31/2025 11:59:07 PM 250600001 1045 S STATE ST DISTURBANCE 05/31/2025 12:13:13 AM 250502753 1045 S STATE ST ANIMAL 05/27/2025 3:25:41 PM 250502471 1045 S STATE ST
THREATS 05/26/2025 3:13:00 PM 250502380 1045 S STATE ST SUSPICIOUS PERSON 05/24/2025 10:32:21 PM 250502267 1045 S STATE ST SUSPICIOUS PERSON 05/21/2025 9:29:18 PM 250502003 1045 S STATE ST FIGHT 05/21/2025 4:09:37 PM 250501982 1045 S STATE ST
UTILITY 05/16/2025 3:20:52 PM 250501508 1045 S STATE ST THEFT 05/16/2025 2:16:55 PM 250501499 1045 S STATE ST
BIKE STOP 05/14/2025 9:16:20 PM 250501315 1045 S STATE ST MEDICAL AID 05/13/2025 2:51:07 AM 250501132 1045 S STATE ST DOMESTIC 05/11/2025 6:38:00 PM 250500999 1045 S STATE ST MISDEMEANOR ASSAULT/BATTERY 05/10/2025 2:48:22 PM 250500897 1045 S STATE ST DISTURBANCE 05/09/2025 12:55:50 PM 250500816 1045 S STATE ST FIGHT 05/02/2025 1:21:57 PM 250500170 1045 S STATE ST
SUSPICIOUS CIRCUMSTANCES 05/02/2025 1:11:40 PM 250500169 1045 S STATE ST AGENCY ASSIST 05/02/2025 2:33:49 AM 250500135 1045 S STATE ST DISTURBANCE 05/01/2025 11:47:02 AM 250500035 1045 S STATE ST SUSPICIOUS PERSON 04/18/2025 8:56:57 PM 250401556 1045 S STATE ST SUSPICIOUS PERSON 04/15/2025 10:41:28 AM 250401214 1045 S STATE ST THEFT 04/13/2025 9:56:52 AM 250401032 1045 S STATE ST
INFORMATION 04/03/2025 9:32:29 PM 250400250 1045 S STATE ST 911 HANGUP 03/27/2025 4:33:05 PM 250302279 1045 S STATE ST ANIMAL 03/26/2025 2:27:26 AM 250302110 1045 S STATE ST
THEFT 03/24/2025 9:17:27 AM 250301914 1045 S STATE ST
VERBAL FIGHT 03/23/2025 4:00:44 AM 250301827 1045 S STATE ST TRESPASS 03/19/2025 9:41:37 PM 250301590 1045 S STATE ST ATTACHMENT 2
Dispatch Call Log for Building Bridges
02/06/25 to 08/06/25
DISTURBANCE 03/19/2025 4:16:51 PM 250301580 1045 S STATE ST MEDICAL AID 03/18/2025 5:27:08 PM 250301500 1045 S STATE ST MISDEMEANOR ASSAULT/BATTERY 03/16/2025 3:06:50 PM 250301277 1045 S STATE ST UTILITY 03/13/2025 8:42:16 PM 250301096 1045 S STATE ST INFORMATION 03/11/2025 3:34:50 AM 250300853 1045 S STATE ST SUSPICIOUS PERSON 03/10/2025 5:03:38 PM 250300809 1045 S STATE ST VIOLATE COURT ORDER 03/10/2025 10:56:12 AM 250300771 1045 S STATE ST SUSPICIOUS PERSON 03/09/2025 8:46:11 AM 250300672 1045 S STATE ST CIVIL MATTER 03/06/2025 9:30:27 AM 250300426 1045 S STATE ST CITY CODE 02/23/2025 8:12:05 PM 250201963 1045 S STATE ST RECOVERED STOLEN VEHICLE 02/21/2025 3:14:31 PM 250201785 1045 S STATE ST SUSPICIOUS PERSON 02/19/2025 7:11:08 PM 250201625 1045 S STATE ST INFORMATION 02/14/2025 10:06:58 PM 250201222 1045 S STATE ST DISTURBANCE 02/13/2025 7:28:15 PM 250201122 1045 S STATE ST 911 HANGUP 02/10/2025 11:11:30 AM 250200812 1045 S STATE ST
Building Bridges Dispatch Log
08/06/2025 to 02/05/2026
# Date Event Type Event # Description
1 08/07/2025 Incident 250800611 Disturbance
2 08/10/2025 Incident 250800882 Medical Aid
3 08/12/2025 Incident 250801004 Disturbance
4 08/13/2025 Incident 25081099 Domestic
5 08/13/2025 Incident 250801180 Citizen Assist
6 08/22/2025 Incident 250801935 Medical Aid
7 08/30/2025 Incident 250802704 Disturbance
8 08/30/2025 Incident 250802707 Animal
9 09/02/2025 Incident 250900080 Hazard
10 09/02/2025 Incident 250900141 Information
11 09/13/2025 Incident 250901159 Suspicious Person
12 09/22/2025 Incident 250901952 Follow Up
13 09/22/2025 Incident 250901965 Follow Up
14 09/23/2025 Incident 250902117 Traffic Stop
15 09/26/2025 Incident 2509260029 CITASST - NO REPORT
16 09/27/2025 Incident 2509270010 INFO - OTHER AGENCY ASSISTED 17 09/27/2025 Incident 2509270056 MEDAID - REFERRED TO OTHER AGENCY 18 09/30/2025 Incident 2509300060 829 - ARREST MADE
19 10/03/2025 Incident 2510030002 TRESPASS - NO REPORT
20 10/05/2025 Incident 2510050035 829 - LOG NOTE ONLY
21 10/06/2025 Incident 2510060054 829 - WARNING (CITE/VERBAL) 22 10/11/2025 Incident 2510110046 CIVIL - NO REPORT
23 10/12/2025 Incident 2510120076 AOA - LOG NOTE ONLY
24 10/13/2025 Incident 2510130021 815 - REPORT TAKEN
25 10/13/2025 Case 25-2356 3056 PC: Violation parole:felony (F) 26 10/14/2025 Incident 2510140049 MEDAID - REFERRED TO OTHER AGENCY 27 10/14/2025 Incident 2510140020 TRESPASS - WARNING (CITE/VERBAL) 28 10/14/2025 Incident 2510140027 415 - WARNING (CITE/VERBAL) 29 10/16/2025 Incident 2510160020 MEDAID - REFERRED TO OTHER AGENCY 30 10/19/2025 Incident 2510190008 AOA - NO REPORT
31 10/20/2025 Incident 2510200056 MEDAID - REFERRED TO OTHER AGENCY 32 10/21/2025 Incident 2510210099 TRESPASS - LOG NOTE ONLY 33 10/28/2025 Incident 2510280030 828 - LOG NOTE ONLY
34 10/31/2025 Incident 2510310013 TRESPASS - WARNING (CITE/VERBAL) 35 11/02/2025 Incident 2511020026 SUSPCIRC - LOG NOTE ONLY 36 11/03/2025 Incident 2511030051 MEDAID - REFERRED TO OTHER AGENCY 37 11/04/2025 Incident 2511040075 820 - LOG NOTE ONLY
38 11/14/2025 Case 25-2648 Outside Warrant/M: Outside Warrant Arrest - 39 11/14/2025 Misdemeanor Incident 2511140093 BIKESTOP - ARREST MADE
Building Bridges Dispatch Log
08/06/2025 to 02/05/2026
40 11/20/2025 Incident 2511200084 DIST - GONE ON ARRIVAL 41 11/23/2025 Incident 2511230052 ANIMAL - GONE ON ARRIVAL 42 11/23/2025 Incident 2511230056 829 - LOG NOTE ONLY
43 11/23/2025 Incident 2511230065 DIST - LOG NOTE ONLY
44 11/25/2025 Incident 2511250080 INFO - NO REPORT
45 11/27/2025 Incident 2511270043 MEDAID - REFERRED TO OTHER AGENCY 46 12/04/2025 Incident 2512040055 AOA - LOG NOTE ONLY
47 12/05/2025 Incident 2512050045 829 - NO REPORT
48 12/06/2025 Case 25-2806 11550(A) HS, 11377(A) HS, 11364(A) HS 49 12/06/2025 Incident 2512060100 SUSPCIRC - NO REPORT
50 12/06/2025 Incident 2512060019 DIST - REPORT TAKEN
51 12/11/2025 Incident 2512110049 THEFT - GONE ON ARRIVAL 52 12/13/2025 Incident 2512130050 829 - LOG NOTE ONLY
53 12/13/2025 Incident 2512130060 CIVIL - LOG NOTE ONLY 54 12/15/2025 Incident 2512150041 SUSPCIRC - NO REPORT
55 12/17/2025 Incident 2512170032 DIST - LOG NOTE ONLY
56 12/21/2025 Incident 2512210046 DIST - REPORT TAKEN
57 12/22/2025 Incident 2512220052 SUSPCIRC - LOG NOTE ONLY 58 12/24/2025 Incident 2512240041 DIST - WARNING (CITE/VERBAL) 59 12/26/2025 Incident 2512260003 INFO - LOG NOTE ONLY
60 12/28/2025 Incident 2512280014 CITASST - ASSISTED
61 01/01/2026 Incident 2601010048 CITASST - NO REPORT
62 01/01/2026 Incident 2601010060 TRESPASS - NO REPORT
63 01/03/2026 Incident 2601030069 MEDAID - REFERRED TO OTHER AGENCY 64 01/06/2026 Incident 2601060032 820 - LOG NOTE ONLY
65 01/08/2026 Incident 2601080045 THEFT - NO REPORT
66 01/09/2026 Incident 2601090058 CIVIL - NO REPORT
67 01/12/2026 Case 26-0085 148(A)(1) PC: Obstruct/resist/etc public/peace 68 01/12/2026 officer/emergency med tech - All other offenses Incident 2601120008 SUSPCIRC - ARREST MADE 69 01/13/2026 Incident 2601130060 MEDAID - REFERRED TO OTHER AGENCY 70 01/19/2026 Incident 2601190020 1195 - WARNING (CITE/VERBAL) 71 01/19/2026 Case 26-0140 Information Only: Incident/Informational Only 72 01/22/2026 Incident 2601220023 829 - ADVISED
73 01/22/2026 Incident 2601220059 CIVIL - NO REPORT
74 01/27/2026 Incident 2601270028 ANIMAL - LOG NOTE ONLY 75 01/27/2026 Incident 2601270051 AOA - LOG NOTE ONLY
76 01/31/2026 Incident 2601310046 CIVIL - ADVISED
77 02/01/2026 Incident 2602010026 SUSPCIRC - NO REPORT
78 02/02/2026 Incident 2602020053 911O - LOG NOTE ONLY
79 02/03/2026 Incident 2602030084 TRESPASS - NO REPORT
Building Bridges Dispatch Log
08/06/2025 to 02/05/2026
80 02/04/2026 Case 26-0254 242 PC, 647(F) PC, 166(A)(4) PC 81 02/04/2026 Incident 2602040060 415MUSIC - LOG NOTE ONLY 82 02/04/2026 Incident 2602040008 242 - ARREST MADE
Foster Family Agency | Behavioral Health Services | Family Social Services | Skill Building & Empowerment Services Crisis Response Services | Transitional Services | Residential Services | Homeless Services |Substance Use Services Mailing Address: PO Box 2077, Ukiah Ca 95482 | Administrative Office: 707-467-2010 | Administrative Fax: 707-462-6994 Building Bridges Homeless Resource Center April 2026
Part of Redwood Community Services’ Integrated Health Department 1045 South State Street
Ukiah, Ca 95482
707-234-3270
PROJECT OVERVIEW
The Building Bridges (B2) homeless resource center is a collaborative project between Redwood Community Services, Inc. (RCS) and partnering agencies, community members, and people experiencing homelessness. RCS supports people experiencing homelessness in Mendocino County through a multi-faceted project designed to provide outreach, safe shelter, housing, and related services. This project serves to fill a gap in Mendocino County’s Homeless Services Continuum of Care (MCHSCoC) by providing a centralized location in the Ukiah valley for integrated homeless services and resources.
“Building Bridges – for us [folks] without a home. We haven’t the money – only some have jobs and we struggle to survive on our own. We need a little help. Things we can’t get for ourselves. Shoes and a jacket. Clothes of our own. A change of socks. A blanket to keep us warm. A little food. A safe place to sleep for the night. Every little bit helps make the future look bright. Another day – another tomorrow – leaving behind a little more sorrow. A kind face – a helping hand – someone who knows how hard it is. Someone who understands. A little bit of hope – a reason to try – not to give up our beautiful lives. Building Bridges – a step at a time.” – thank you letter written by a B2 guest
PROJECT DESCRIPTION
The B2 homeless resource center provides specialized support services for people experiencing homelessness.
Guests and residents of B2 may also be living with mental illness, addiction, physical disability, chronic health problems, and other challenges. B2 operates from a low barrier perspective – meaning that there are few to no barriers in place to prohibit people from accessing services and shelter. Guests are welcomed to B2 to find community among people experiencing similar challenges and access supports that meet them where they are at.
The goal is not simply to get people off the streets, but to provide a comprehensive array of supports that assist people in achieving stability and moving forward with their lives. While emergency shelter alone does not solve homelessness, it is an important piece of the solution. To access permanent housing, people need to connect with resources and support. In the absence of natural support and in the presence of extreme barriers to housing, people need a bit of a hand up. That is what B2 aims to provide: just enough of a hand up to get people connected and on the path to stability and sustainable housing.
B
2 is supported by a stakeholder committee, which is comprised of B2 staff, City and County representatives, law enforcement representatives, B2 guests, neighboring residents and businesses, partnering agencies and organizations, and other stakeholders. This group provides guidance and support to the operations of B2. RCS, partnering agencies, and stakeholders work together to ensure that a variety of services are available to assist guests and residents with addressing their barriers to housing. RCS leadership and the stakeholder committee oversee the polices that are implemented at B2, ensuring that the program operates under a low barrier model that balances safety and accountability with the goal of keeping people engaged in their own lives, community, and progress.
ATTACHMENT 3
Redwood Community Services, Inc.
2 | P a g e
Day Center
The Day Center includes restroom, shower, and laundry facilities, a drop-in resource room, non-commercial food preparation area, office space, donation sorting and distribution space, dog kennel area, computers, and outside space. Community and private office space are available for partnering agencies and providers to utilize to provide services to guests of the center. For example, agencies such as Adventist Health, MCAVHN, Tapestry, Anchor Health Management, and RCS’ behavioral health and crisis intervention services, among others, can meet with clients at the center. This aids people who are homeless with being able to go to one location to get many needs met, rather than having to access disjointed services spread around the county. The goal of the day center is to provide integrated services to those who are homeless, assisting them to build resiliency and break barriers to housing.
Day Center Operational Details
Capacity:
During the day B2 can serve up to 40 guests at a time.
Days and hours of operation:
Ideally, the Day Center is open to the public Monday—Friday from 9 am to 4 pm. The Day Center opens to the public or people not staying at the Shelter depending on staff capacity.
The Day Center will also close to the public if there are not sufficient staff on shift to operate safely. The Day Center is open to Shelter guests 7 days a week, 24 hours a day.
Inland Shelter
The Inland Shelter at B
2 provides beds on site in a congregate space. The Shelter aims to remain open yearround but will prioritize being open during the winter months if there is inadequate funding to support yearround operations. The Shelter prioritizes access to those who are most vulnerable on the street, using a standardized screening tool to help determine each person’s level of risk and vulnerability. The Shelter also works with emergency services to divert people from hospitalization and jail.
Shelter Operational Details
Capacity:
The Inland Shelter currently has on-site capacity to serve 50—55 of the community’s most vulnerable adults experiencing homelessness. Capacity fluctuates based on staff capacity and the acuity of need of the Shelter guests. Bed number may be temporarily reduced when the number of guests highly acute needs increases.
Days and hours of operation:
The Shelter is open to Shelter guests 24 hours a day.
Rapid Re-Housing
The B2 Rapid Re-Housing (RRH) program aids people who are literally homeless. It assists them with moving as quickly as possible into permanent housing and achieve stability through a combination of housing identification, rental assistance, and supportive services. Potential participants are selected through the MCHSCoC Coordinated Entry System (CES), targeting those who are most likely to need short-term housing assistance. RCS has operated this project since 2017 and has seen it grow into an extremely successful program utilizing a relatively small amount of funding.
Homelessness Stabilization Services
Housing Stabilization services are offered to individuals and households once they are in housing. Services may include, but are not limited to, landlord engagement, support being a good neighbor, financial management skills, community integration, and support addressing barriers to keeping housing.
Redwood Community Services, Inc.
3 | P a g e
Housing Navigation Services
B
2 Housing Navigators work with people experiencing a housing crisis, both those who are currently unhoused and those who are at risk of becoming homeless, aiding them with acquiring and/or sustaining housing. These supportive services are provided primarily to those who are identified through the CES as being the most vulnerable and at risk. Housing Navigation staff utilize a “progressive engagement” approach, offering “lighttouch” assistance at first and increasing aid only as needed. Housing Navigators develop relationships with landlords, striving to increase the pool of housing available to people with multiple housing barriers (i.e., no or bad rental history, criminal record, no/low income, etc.).
Enhanced Care Management
Enhanced Care Management (ECM) is a benefit available to MediCal beneficiaries who meet specific eligibility criteria. ECM addresses clinical and non-clinical needs through intensive coordination of health and healthrelated services. Our ECM providers will meet with the person to support medical, physical, mental health, substance abuse, and basic needs. The key service in ECM is a provider focusing on connecting high-need, vulnerable people to all resources available to make it easier for them to get the right care at the right time.
B
2 Staffing
Program Leadership team to oversee and facilitate B2 operations Peer Support Counselors
Access Specialist to assist guests to connect to housing resources and support services Care Managers providing enhanced care management services! Housing Navigators
Additional service providers from partnering agencies could include: mental health service providers, case managers, employment services providers, substance use treatment providers, etc. Volunteers are utilized where and when possible to provide additional support – B2 guests frequently volunteer to do extra work to support the program and the neighborhood! There is always a minimum of two RCS employees on duty to supervise the guests and maintain safety, inside and outside. These employees are trained in Motivational Interviewing, Trauma-Informed Care, Crisis Communication, Collaborative Problem Solving, CPR and first aid, conflict management, harm reduction approaches, and other trainings that focus on supporting people experiencing homelessness.
Community Partnerships
B
2 connects with many other community services and projects. Other community agencies are invited to utilize the facility to provide services to their clients who are guests at B2. The Adventist Health Street Medicine team utilizes our space to conduct a weekly clinic. with a doctor who coordinates with the B2 Care Managers.
Adventist Health has been integral to aiding the project navigate providing services during the COVID-19 pandemic. MCHC also connects with patients weekly at B2. Anchor Whole Person Care wellness coaches regularly meet with their clients at the facility. We work closely with the Ukiah Police Department to route people from the streets into B2. The RCS Crisis team diverts people from emergency room stays and hospitalization when they need a place to stabilize after a mental health crisis, providing them with a place to stay at the shelter and extra staff support. We work with other organizations, such as the Mendocino County Adult Protective Services, the jail, hospitals, the Willits Community Center, Mendocino Coast Hospitality Center, and others, to identify people experiencing homelessness throughout the county who may benefit from shelter and supportive services. We partner with MCAVHN, Plowshares, Legal Services of Northern California, Project Sanctuary, Mendocino County Youth Project, and other providers to meet the needs of the folks who utilize B2.
Redwood Community Services, Inc.
4 | P a g e
Target Population
B
2 is a resource for anyone in Mendocino County who is experiencing homelessness or at imminent risk of homelessness. Within that broad target population, different parts of B2 target different subpopulations.
Examples of this include:
1. Day public resource center is accessible to individuals and families of any age.
2. The night-time shelter focuses on adults, prioritizing those experiencing chronic homeless and those living with disabilities, the most vulnerable on the streets, and who are most likely to have law enforcement interactions and/or emergency room visits.
3. The supportive services available at B2 (Housing Navigation services, ECM, peer support, medical services, etc.) are triaged, with those who are the most vulnerable and in need receiving more intensive services.
Those who can be diverted from services and system resources are. Some guests just need a light nudge and will resolve their housing crisis on their own. Others need more attention to help them get back on their feet and connected to additional resources.
4. Rapid Re-Housing rental assistance and supportive services targets those who are homeless and just need assistance for a short period of time.
5. B
2 could also be a short-term resource for people experiencing homelessness who are not established in Mendocino County. Our goal with those individuals or families would be to help them connect with the community they are established in or the location they have the best chance of resolving their housing crisis in. B2 has found that most people who access B2 services are connected to Mendocino County. In 2022 and 2023, 83% of B2 guests were deeply connected to Mendocino County (grew up here, has family here) and 14% have lived here over 5 years and call this community home.
PROJECT GOAL
Households experiencing homelessness in Mendocino County will experience decreased barriers to community integration and housing through supportive services.
B
2 ’s goal is for each guest to stabilize in a safe, ideally housed, environment and work to achieve the highest level of independence possible. This could mean long-term residency in supportive housing or it could mean working towards acquiring other stable, independent, permanent housing in the community. It could mean the guest leaves Mendocino County for a community that can better support them. It could mean short-term assistance is needed or long-term. Success is individualized and will vary between each guest. We regularly evaluate the project and adjust in coordination with the MCHSCoC and the B2 stakeholder committee to be successful.
Etiology Driving the Project
Because homeless adults experience the following:
● Higher rates of substance use disorders, mental illness, and/or physical disability; ● Inadequate access to healthcare and prescription medications; ● A lack of resources to maintain personal hygiene;
● Ostracization in public spaces;
● Lack of financial resources; and
● Inadequate access to shelter and housing;
The result is:
● Isolation from social support systems and networks;
● Increased substance use, mental illness, and/or a worsening of symptoms related to mental illness and/or physical disability;
● Dependence on emergency services for healthcare and shelter; ● High rates of interactions with law enforcement;
● Barriers to employment; and
● Increased barriers to acquiring and sustaining housing.
Redwood Community Services, Inc.
5 | P a g e
Working hypothesis:
If the following is implemented with people who are homeless:
● Short-term access to emergency shelter 24 hours each day; ● Access to a day service center dedicated to homeless services; ● Access to short and long-term housing in a supported environment; ● Supportive services to address substance use, mental illness, and other disabilities; ● Community outreach and engagement;
● Access to showers, bathrooms, and laundry facilities; ● Activities to increase social skills and opportunities for social interaction; and ● Connections to primary care providers;
Then people who participate in the program will experience:
● Improved health outcomes;
● Lower rates of substance abuse;
● Increased stability of symptoms related to mental illness, substance use disorders, and other disabilities; ● Increased community inclusion;
● Reduced stigmatization in the community;
● Reduced barriers to independent permanent housing; and ● Improved relationships.
B
2 Logic Model
FUTURE PLANS
The Beautiful Roots Wellness & Recovery Center is a forthcoming RCS initiative, supported by a State of California BHCIP grant award, co-located with B2, designed to expand access to integrated behavioral health, primary care, and recovery-oriented services. Beautiful Roots will provide outpatient mental health and substance use treatment, ECM, peer support, and sobering center space, creating a seamless continuum of care for people facing homelessness, behavioral health challenges, and systemic barriers to wellness. Together, B2 and Beautiful Roots will form a unified campus model rooted in dignity, healing, and whole-person care.
Demographics
61% Male
38% Female
1% Non-Binary/Other
Gender: Age:
8% Under 24
62% 25 - 54
30% 55+
73% White
5% Black/African-American
11% Hispanic/Latino
17% Native American
Race & Ethnicity:
Disability/Health:
91% living with a disability
Mental health disorder: 69%
Chronic health condition: 50%
Physical disability: 49%
Substance use (including
alcohol): 58%
Veteran
Status:
Individuals Served: 922+
People receiving essential
services & support in 2025
Enhanced Care
Management
237
Enrolled in Care
Coordination Services
Individuals Sheltered: 270
People stayed at our
Emergency Shelter
Housing
Stabilization 98
Households
supported in
housing
Housing
Navigation 275
Households
supported in their
housing search
8,036
Showers taken
Loads of Laundry
6,160
Individuals Served:
1,862
people served since the B2
resource center opened in
August 2019
Health
Insurance
87% have health
insurance
Income:
60% have zero
income
4% Served
in Armed
Forces
47% experiencing
long term
homelessness
while living with a
disability
Chronic
Homelessness:
Domestic
Violence
62% report
having
experienced
domestic
violence
Vulnerable Populations & Health
Building Bridges
Homeless Resource Center
2025 Impact
Housing Outcomes: 358
Individuals exited to stable
permanent housing since 2019
with support from B2
Building Bridges’ impact since opening in 2019:
ANNUAL REPORT: CODE ENFORCEMENT (232)
ACTIVITIES AND PROGRESSION
CALENDAR YEAR 2025
ABANDONED VEHICLE ABATEMENT
56 ABANDONED
VEHICLES REMOVED
FROM CITY OF
UKIAH PUBLIC
ROADWAYS
COMPLAINTS MOST COMMONLY COME FROM
RESIDENTIAL NEIGHBORHOODS.
COMMUNITY BLIGHT:
PUBLIC AND PRIVATE
PROPERTY
OVERGROWN VEGETATION : 21 CASES
ATTRACTIVE NUISANCE : 16 CASES
TRASH ACCUMULATION/PROPERTY
MAINTENANCE : 15 CASES
BEFORE AFTER
RUPE ST: BLIGHT AND TRASH
ACCUMULATION IN FRONT OF A
BUSINESS.
MULBERRY AVE: CAMPING THAT
LED TO TRASH ACCUMULATION,
GRAFFITI AND GENERAL BLIGHT.
VACANT AND ABANDONED PROPERTY PROGRAM
48 VACANT/ABANDONED PROPERTIES IDENTIFIED ON STATE STREET ALONE
TOBACCO RETAIL ENFORCEMENT
NITROUS OXIDE: THREE VIOLATIONS
FOUND DURING INSPECTION OF ALL
TOBACCO RETAILERS.
FLAVORED TOBACCO: NO VIOLATIONS
FOUND DURING INSPECTION OF ALL
TOBACCO RETAILERS.
KRATOM (7-OH): EDUCATION
CAMPAIGN LAUNCHED, ALL TOBACCO
RETAILERS BROUGHT INTO
COMPLIANCE.
CONSTRUCTION &
WORK WITHOUT
PERMIT
10 VIOLATIONS IN
2025
SIGN ORDINANCE: ADOPTED 06/04/2025
14 VIOLATIONS FOUND ON AIRPORT PARK BOULEVARD
QUESTIONS
EMAIL: [email protected]
PHONE: (707) 467-5715
Agenda Item No: 14.c.
MEETING DATE/TIME: 4/15/2026
ITEM NO: 2026-132
AGENDA SUMMARY REPORT
SUBJECT: Annual Review and Possible Introduction by Title Only of an Ordinance Amending Section 62 of Division 1, Chapter 2, Article 2 of the Ukiah City Code, Pertaining to Compensation of the Mayor and City Councilmembers.
DEPARTMENT: City Clerk PREPARED BY: Kristine Lawler, City Clerk PRESENTER: Kristine Lawler, City Clerk
ATTACHMENTS:
1. Senate Bill (SB) 329
2. Government Code Section 36516.5
3. Ordinance - redline and clean
4. Government Code Section 36516(b)
Summary: Council will conduct an annual review of Section 62 of the Ukiah City Code, pertaining to compensation of the Mayor and City Council members, and if warranted, introduce an amended ordinance by title only.
Background: The State compensation schedule for city councilmembers for general law cities, including Ukiah, was last adopted by the State legislature on June 29, 2023, by Senate Bill 329 (Attachment 1). SB 329 finds that allowing cities to adjust their compensation for inflation may help city councils become more diverse in composition, because increased compensation can help individuals from lower income households receive sufficient income from their council service to help ensure that they can continue to serve the public and support their families.
SB 329 increases the maximum amount of base compensation for council members to $950 per month for a city with a population of up to and including 35,000. In addition, SB 329 authorizes the councilmember compensation rate to be increased beyond the $950 base maximum to an amount not exceeding the greater of either five percent (5%) for each calendar year from the operative date of the last adjustment of the salary in effect when the previous ordinance or amendment was enacted, or an amount equal to inflation from January 1, 2024, based upon the California Consumer Price Index, which shall not exceed 10% for each calendar year.
The bill requires that any increase in councilmember's compensation be adopted by ordinance. Pursuant to Government Code § 36516.5 (Attachment 2), any council compensation increase may take effect only when at least one member of council commences a new term, which will not take place until the General Municipal election in November 2026. Once one member’s term commences, then all current councilmembers' salaries would increase at the same time.
Discussion: The Council last amended Section 62 of the Ukiah City Code, regarding City Councilmember compensation, on February 7, 2024, at which time the salary was increased to $850 per month; and the increase went into affect following the November 5, 2024, election. As such, the new base of $850 was established, against which CPI-u or an annual 5% increase is measured for future potential adjustments. Council gave direction to Staff to bring this item back for an annual review.
The finance department did an analysis of what the compensation increase would be either by the Consumer Price Index (CPI - https://www.bls.gov/regions/west/news-release/consumerpriceindex_sanfrancisco.htm) of
2.5%, or by the maximum adjustment allowed (5%). See table below:
Council Salary Analysis:
Using the information from the Council Salary Analysis, and the standards of SB 329, Staff recommends that Council hold a discussion to consider whether to adjust the compensation, and if determined to be warranted, introduce the Ordinance (Attachment 3) by title only, amending section 62 of the Ukiah City Code, pertaining to compensation of Mayor and City Council members, increasing the salary to a specified amount per month, to go into effect after the next municipal election in November 2026.
Alternatively, the Council may choose to leave the salary at its current level, or they may place a salary measure on the ballot. (Govt. Code §36516(b)(see highlighted section of Attachment 4).
Additionally, Staff recommends that Council continue to direct Staff to schedule an annual review of Council compensation as is the standard policy for other expenditures and fees. Even if an adjustment is determined not to be warranted in any given year, a regular review to ensure timely adjustments when deemed appropriate should be standard practice.
Recommended Action: Council will conduct an annual review of Section 62 of the Ukiah City Code, pertaining to compensation of the Mayor and City Council members, and if warranted, introduce an amended ordinance by title only.
BUDGET AMENDMENT REQUIRED: None; Compensation increase occurs in the next FY budget 2026/2027 and will be incorporated accordingly.
CURRENT BUDGET AMOUNT: N/A
PROPOSED BUDGET AMOUNT: N/A
FINANCING SOURCE: FY 2024/2025 Budget
PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A
COORDINATED WITH: Olga Keough, Finance Controller
STRATEGIC PLANS (SP): SP 5C - Create, sustain, and advance a diverse and inclusive workplace and workforce that reflects, values, and celebrates the diverse community we serve.
GENERAL PLAN ELEMENTS (GP): N/A
7/26/23, 10:17 AM Bill Text - SB-329 Cities: city council members: compensation. https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=202320240SB329 1/3 SHARE THIS: Date Published: 06/29/2023 09:00 PM
SB-329 Cities: city council members: compensation. (2023-2024) Senate Bill No. 329
CHAPTER 27
An act to amend Section 36516 of the Government Code, relating to local government. [ Approved by Governor June 29, 2023. Filed with Secretary of State June 29, 2023. ]
LEGISLATIVE COUNSEL'S DIGEST
SB 329, Dodd. Cities: city council members: compensation.
Existing law authorizes a city council to enact an ordinance to provide each member of the city council a salary based upon the population of the city, as specified. Existing law authorizes that amount to be increased by the city council by an amount that does not exceed 5% for each calendar year from the operative date of the last adjustment of the salary that is in effect when the increase is enacted. Existing law provides for the procedures by which a city may enact ordinances.
This bill would increase the maximum amount of salary, based upon the population of the city, that may be approved by an ordinance passed by the city council, as specified. The bill would authorize the salary of council members to be increased beyond the specified maximums to an amount not exceeding the greater of either 5% for each calendar year from the operative date of the last adjustment of the salary in effect when the ordinance or amendment is enacted, or an amount equal to inflation since January 1, 2024, based upon the California Consumer Price Index, which shall not exceed 10% for each calendar year. The bill would require the city council to consider the adoption of an ordinance to increase council member compensation in open session during at least 2 regular meetings of the city council.
Vote: majority Appropriation: no Fiscal Committee: no Local Program: no THE PEOPLE OF THE STATE OF CALIFORNIA DO ENACT AS FOLLOWS:
SECTION 1. The Legislature finds and declares all of the following:
(a) The compensation schedule for general law cities has not been adjusted since 1984, meaning that city council compensation has not kept pace with inflation.
(b) Allowing cities to adjust their compensation for inflation since 1984 may help city councils become more diverse because increased compensation can help individuals from across different income levels receive sufficient income from their service to help ensure that they can continue to serve the public and support their families.
SEC. 2. Section 36516 of the Government Code is amended to read:
Home Bill Information California Law Publications Other Resources My Subscriptions My Favorites ATTACHMENT 1
7/26/23, 10:17 AM Bill Text - SB-329 Cities: city council members: compensation. https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=202320240SB329 2/3 36516. (a) (1) A city council may enact an ordinance providing that each member of the city council shall receive a salary based on the population of the city as set forth in paragraph (2). (2) The salaries approved by ordinance under paragraph (1) shall be as follows:
(A) In cities up to and including 35,000 in population, up to and including nine hundred fifty dollars ($950) per month.
(B) In cities over 35,000 up to and including 50,000 in population, up to and including one thousand two hundred seventy-five dollars ($1,275) per month.
(C) In cities over 50,000 up to and including 75,000 in population, up to and including one thousand six hundred dollars ($1,600) per month.
(D) In cities over 75,000 up to and including 150,000 in population, up to and including one thousand nine hundred dollars ($1,900) per month.
(E) In cities over 150,000 up to and including 250,000 in population, up to and including two thousand five hundred fifty dollars ($2,550) per month.
(F) In cities over 250,000 population, up to and including three thousand two hundred dollars ($3,200) per month.
(3) For the purposes of this subdivision, the population of a city shall be determined by the last preceding federal census, or a subsequent census, or estimate validated by the Department of Finance. (4) The salary of council members may be increased beyond the amount provided in this subdivision by an ordinance or by an amendment to an ordinance, but the amount of the increase shall not exceed the greater of either of the following:
(A) An amount equal to 5 percent for each calendar year from the operative date of the last adjustment of the salary in effect when the ordinance or amendment is enacted. (B) An amount equal to inflation since January 1, 2024, based upon the California Consumer Price Index, which shall not exceed 10 percent for each calendar year. (5) No ordinance shall be enacted or amended to provide automatic future increases in salary. (b) Notwithstanding subdivision (a), at any municipal election, the question of whether city council members shall receive a salary for services, and the amount of that salary, may be submitted to the electors. If a majority of the electors voting at the election favor it, all of the council members shall receive the salary specified in the election call. The salary of council members may be increased beyond the amount provided in this section or decreased below the amount in the same manner.
(c) Unless specifically authorized by another statute, a city council may not enact an ordinance providing for compensation to city council members in excess of that authorized by the procedures described in subdivisions (a) and (b). For the purposes of this section, compensation includes payment for service by a city council member on a commission, committee, board, authority, or similar body on which the city council member serves.
If the other statute that authorizes the compensation does not specify the amount of compensation, the maximum amount shall be one hundred fifty dollars ($150) per month for each commission, committee, board, authority, or similar body.
(d) Any amounts paid by a city for retirement, health and welfare, and federal social security benefits shall not be included for purposes of determining salary under this section, provided that the same benefits are available and paid by the city for its employees.
(e) Any amounts paid by a city to reimburse a council member for actual and necessary expenses pursuant to Section 36514.5 shall not be included for purposes of determining salary pursuant to this section. (f) A city council member may waive any or all of the compensation permitted by this section. (g) (1) For the purposes of this section, a city council shall consider the adoption of an ordinance to increase compensation in open session during at least two regular meetings of the city council. (2) At the first meeting, the city council shall present the proposed ordinance, which shall include findings demonstrating the need for the increased compensation. The ordinance shall not be adopted at the first
7/26/23, 10:17 AM Bill Text - SB-329 Cities: city council members: compensation. https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=202320240SB329 3/3 meeting.
(3) At least seven days after the first meeting, the city council shall hold a second meeting to consider whether to adopt the ordinance.
ATTACHMENT 2
ORDINANCE NO.
ORDINANCE OF THE CITY COUNCIL OF THE CITY OF UKIAH AMENDING SECTION 62
OF THE UKIAH CITY CODE, PERTAINING TO COMPENSATION OF MAYOR AND CITY
COUNCILMEMBERS
The City Council of the City of Ukiah hereby ordains as follows:
1. Ukiah City Code Section 62 is amended to read as follows:
§62: SALARIES: The mayor and council members shall be paid eight hundred fifty dollars ($850) _____________________($____) per month. Any amounts authorized and paid on behalf of such officers for retirement, health and welfare, and federal social security benefits shall not be included for purposes of determining salary under this section.
2. EFFECTIVE DATE. This Ordinance shall be published as required by law in a newspaper of general circulation in the City of Ukiah., and shall become effective thirty (30) days after its adoption. Pursuant to Ukiah City Code § 65, the pay increase effected by this Ordinance shall only apply to Councilmember salaries following the next municipal election, which is scheduled for November, 2024 2026.
Introduced by title only on April 1, 2026, by the following roll call vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Adopted on April 15, 2026, by the following roll call vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
_______________________
Susan Sher, Mayor
ATTEST:
_____________________________
Araceli Sandoval, Deputy City Clerk
ATTACHMENT 3
ORDINANCE NO.
ORDINANCE OF THE CITY COUNCIL OF THE CITY OF UKIAH AMENDING SECTION 62
OF THE UKIAH CITY CODE, PERTAINING TO COMPENSATION OF MAYOR AND CITY
COUNCILMEMBERS
The City Council of the City of Ukiah hereby ordains as follows:
1. Ukiah City Code Section 62 is amended to read as follows:
§62: SALARIES: The mayor and council members shall be paid _____________________($____) per month. Any amounts authorized and paid on behalf of such officers for retirement, health and welfare, and federal social security benefits shall not be included for purposes of determining salary under this section.
2. EFFECTIVE DATE. This Ordinance shall be published as required by law in a newspaper of general circulation in the City of Ukiah.. Pursuant to Ukiah City Code § 65, the pay increase effected by this Ordinance shall only apply to Councilmember salaries following the next municipal election, which is scheduled for November 2026.
Introduced by title only on April 1, 2026, by the following roll call vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Adopted on April 15, 2026, by the following roll call vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
_______________________
Susan Sher, Mayor
ATTEST:
_____________________________
Araceli Sandoval, Deputy City Clerk
12/21/23, 3:14 PM leginfo.legislature.ca.gov/faces/printCodeSectionWindow.xhtml?lawCode=GOV§ionNum=36516.&op_statues=2009&op_cha ...
ATTACHMENT 4
GOVERNMENT CODE-GOV
TITLE 4. GOVERNMENT OF CITIES [34000 - 45345] ( Title 4 added by Stats. 1949, Ch. 79. ) DIVISION 3. OFFICERS [36501 -41805] ( Division 3 added by Stats. 1949, Ch. 79. ) PART 1. GENERAL [36501- 36525] ( Part 1 added by Stats. 1949, Ch. 79.) (a) (1) A city council may enact an ordinance providing that each member of the city council shall receive a salary based on 36516_ the population of the city as set forth in paragraph (2). (2) The salaries approved by ordinance under paragraph (1) shall be as follows:
(A) In cities up to and including 35,000 in population, up to and including three hundred dollars ($300) per month. (B) In cities over 35,000 up to and including 50,000 in population, up to and including four hundred dollars ($400) per month. (C) In cities over 50,000 up to and including 75,000 in population, up to and including five hundred dollars ($500) per month. (D) In cities over 75,000 up to and including 150,000 in population, up to and including six hundred dollars ($600) per month. (E) In cities over 150,000 up to and including 250,000 in population, up to and including eight hundred dollars ($800) per month.
(F) In cities over 250,000 population, up to and including one thousand dollars ($1,000) per month. (3) For the purposes of this subdivision, the population of a city shall be determined by the last preceding federal census, or a subsequent census, or estimate validated by the Department of Finance. ( 4) The salary of council members may be increased beyond the amount provided in this subdivision by an ordinance or by an amendment to an ordinance, but the amount of the increase shall not exceed an amount equal to 5 percent for each calendar year from the operative date of the last adjustment of the salary in effect when the ordinance or amendment is enacted. No ordinance shall be enacted or amended to provide automatic future increases in salary. (b) Notwithstanding subdivision (a), at any municipal election, the question of whether city council members shall receive a salary for services, and the amount of that salary, may be submitted to the electors. If a majority of the electors voting at the election favor it, all of the council members shall receive the salary specified in the election call. The salary of council members may be increased beyond the amount provided in this section or decreased below the amount in the same manner. ( c) Unless specifically authorized by another statute, a city council may not enact an ordinance providing for compensation to city council members in excess of that authorized by the procedures described in subdivisions (a) and (b ). For the purposes of this section, compensation includes payment for service by a city council member on a commission, committee, board, authority, or similar body on which the city council member serves. If the other statute that authorizes the compensation does not specify the amount of compensation, the maximum amount shall be one hundred fifty dollars ($150) per month for each commission, committee, board, authority, or similar body.
( d) Any amounts paid by a city for retirement, health and welfare, and federal social security benefits shall not be included for purposes of determining salary under this section, provided that the same benefits are available and paid by the city for its employees.
(e) Any amounts paid by a city to reimburse a council member for actual and necessary expenses pursuant to Section 36514.5 shall not be included for purposes of determining salary pursuant to this section. ( f) A city council member may waive any or all of the compensation permitted by this section. (Amended by Stats. 2009, Ch. 332, Sec. 68. (SB 113) Effective January 1, 2010.) https://leginfo. legislature.ca.gov/faces/printCodeSectionWindow.xhtml?lawCode=GOV §ionNum=36516.&op _ statues=2009&op _ chapter
=332&op _. . . 1 /1
Agenda Item No: 14.d.
MEETING DATE/TIME: 4/15/2026
ITEM NO: 2026-613
AGENDA SUMMARY REPORT
SUBJECT: Receive Updates on City Council Committee and Ad Hoc Assignments, and, if Necessary, Consider Modifications to Assignments and/or the Creation/Elimination of Ad Hoc(s).
DEPARTMENT: City Clerk PREPARED BY: Kristine Lawler, City Clerk PRESENTER: Mayor Sher and Various Councilmembers
ATTACHMENTS:
1. 2026 City Council Special Assignments & Ad Hocs
Summary: City Council members will provide reports and updates on their committee and ad hoc assignments. If necessary, the Council may consider modifications.
Background: City Council members are assigned to a number of committees and ad hoc activities. These assignments are included as Attachment 1.
Discussion: Previously, the City Council discussed having more time allocated to reporting on committee and ad hoc activities. Often, the Council Reports section of the regular agenda is rushed due to impending business (i.e., public hearings), and not enough time is afforded for reports beyond community activities.
In an effort to foster regular updates on committee and ad hoc assignments, this item is being placed on the agenda to provide the City Council members an expanded opportunity to report on assignments and modify assignments as necessary.
Recommended Action: Receive report(s). The Council will consider modifications to committee and ad hoc assignments along with the creation/elimination ad hoc(s).
BUDGET AMENDMENT REQUIRED: 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: N/A
STRATEGIC PLAN (SP): N/A
GENERAL PLAN ELEMENTS (GP): N/A
2026 CITY COUNCIL SPECIAL ASSIGNMENT LIST
LOCAL / UKIAH VALLEY MTG DATE/TIME MEETING LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT Investment Oversight Committee Varies
Civic Center
300 Seminary Ave.Ukiah, CA 95482
Civic Center300 Seminary Ave.Ukiah, CA 95482
Reviews City investments, policies, and strategies
CraneOrozco - Alternate
Alan 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 Center
300 Seminary Avenue
conference 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
Jared Walker, Director of Water Resources; 467-5712, [email protected] North Coast Opportunities (NCO) 4th Wednesday of month, 2 p.m. Alternating locations - Ukiah and Lakeport Governing Board Chair
North Coast Opportunities413 North State Street
Ukiah, CA 95482
Assist low income and disadvantaged people to become self reliant Neil Davis Neil Davis, City [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 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 Office
501 Low Gap Rd., Rm. 1010Ukiah, CA 95482463-4441
GSA serves as the Groundwater Sustainability Agency in the Ukiah Valley basin CraneN/A - Alternate
Jared Walker, Director of Water Resources; 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 Sher Vice Mayor 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 Annex
conference room #5411 West Clay St.Ukiah, CA 95482
Civic Center
300 Seminary Ave.Ukiah, CA 95482
To coordinate activities and policy development with the City's 1st District Supervisor Crane Rodin - Alternate
Sage Sangiacomo, City Manager;
463-6221; [email protected]
Mendocino County 2nd District Liaison 1st Wednesdays of month, 8:00 a.m.
Civic Center Annex
conference room #5411 West Clay St.Ukiah, CA 95482
Civic Center
300 Seminary Ave.Ukiah, CA 95482
To coordinate activities and policy development with the County's 2nd District Supervisor 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 Chambers
501 Low Gap RoadUkiah, CA
Executive Director
367 N. State Street, Ste. 206
Ukiah, CA 95482
463-1859
Plan and allocate State funding, transportation, infrastructure and project County wide Criss Sher - Alternate
Tim Eriksen, Public Works Director/City Engineer;
463-6280 [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 Director200 S. School Street, Ste. 2
Ukiah, CA 95482
463-4470
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: 2/5/2026
Attachment 1
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 Walker/Orozco Jared Walker, Director of Water Resources; 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, Criss Sage Sangiacomo, City Manager 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 Jake Burgess, Community Services Director 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: 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 Jared Walker, Director of Water Resources; 467-5712, [email protected] Updated: 2/5/2026
COMMITTEE ASSIGNED TO PRINCIPAL STAFF SUPPORT
Electric Grid Operational Improvements Crane/Orozco Cindy Sauers, Electric Utility Director; 463-6286 [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]
Jared Walker, Water Resources Director
467-5712, [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]
Jake Burgess, Community Services Director
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]
Parks & Recreation Special District Exploration Rodin/Orozco Jake Burgess, Community Services Director 463-6201 [email protected]
Downtown Zoning Code Crane/Rodin 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: 3/19/2026
Agenda Item No: 14.e.
MEETING DATE/TIME: 4/15/2026
ITEM NO: 2026-634
AGENDA SUMMARY REPORT
SUBJECT: Possible Adoption of a Resolution Approving the Successor Memorandum of Understanding Between the City of Ukiah and Ukiah Professional Fire Fighters Association, Effective September 19, 2025, Through September 18, 2028, and Corresponding Salary Schedule; and Authorize the City Manager to Execute the Agreement and Amend the Budget Accordingly.
DEPARTMENT: Human Resources /
Risk Management PREPARED BY: Sheri Mannion, H.R. Director/Risk Manager PRESENTER: Sheri Mannion, Human Resources/Risk
Management Director
ATTACHMENTS:
1. Resolution_Successor_MOU_2025-2028
2. 9.19.25-9.18.28 Fire Unit MOU_Final
3. UPFA Unit Salary Schedule Effective 4.26.26 - 9.27.26 Summary: Council will consider adopting a Resolution approving the successor Memorandum of Understanding between the City of Ukiah and Ukiah Professional Fire Fighters Association, effective September 19, 2025, through September 18, 2028, and corresponding salary schedule; and authorize the City Manager to execute the agreement and amend the budget accordingly.
Background: The Myers-Milias-Brown Act (MMBA) establishes the rights and obligations of California local agencies in matters of labor relations. Under the MMBA, the City Manager, serving as the City’s chief negotiator, receives authority from the City Council on matters within the scope of representation and proceeds to meet and confer with recognized employee organizations.
The most recent Memoranda of Understanding (MOUs) between the City and its bargaining units expired on September 18, 2025. Pursuant to the Council’s direction, the City’s labor relations representatives — primarily the City Manager and the Human Resources/Risk Management Director — engaged in meet-and-confer sessions with all bargaining units. Six successor MOUs were approved by the City Council at previous council meetings.
Discussion: One remaining agreement with the Ukiah Professional Fire Fighters Association is under consideration. As of the drafting of this report, the Association has reached a tentative agreement that has been ratified by its membership.
The Resolution and agreement is under development and will be distributed the night of the meeting following the closed session should they be deemed ready for consideration.
Recommended Action: Adopt a Resolution approving the successor Memorandum of Understanding between the City of Ukiah and Ukiah Professional Fire Fighters Association, effective September 19, 2025, through September 18, 2028, and corresponding salary schedule; and authorize the City Manager to execute the agreement and amend the budget accordingly.
BUDGET AMENDMENT REQUIRED: Yes
CURRENT BUDGET AMOUNT:
PROPOSED BUDGET AMOUNT:
FINANCING SOURCE:
REVENUE: Yes / No GRANT: Yes / No
PREVIOUS CONTRACT/PURCHASE ORDER NO.:
COORDINATED WITH: Dan Buffalo, Finance Director
STRATEGIC PLAN (SP):
GENERAL PLAN ELEMENTS (GP):
RESOLUTION NO. 2026-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UKIAH APPROVING
SUCCESSOR MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF
UKIAH AND UKIAH PROFESSIONAL FIRE FIGHTERS ASSOCIATION
WHEREAS, the City of Ukiah Employee/Employer Relations Officer and Human Resources & Risk Management Director have met and conferred in good faith with the bargaining unit on matters including wages, hours, and the terms and conditions of employment for represented employees; and
WHEREAS, the terms and conditions contained herein have been negotiated by the City of Ukiah and Ukiah Professional Fire Fighters Association, and such terms and conditions have been agreed upon by both parties; and
WHEREAS, the successor Memorandum of Understanding establishes the terms and conditions of employment with respect to wages, hours, and working conditions applicable to this bargaining unit for the period of September 19, 2025, through September 18, 2028.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Ukiah hereby approves and authorizes the City Manager to execute the successor Memorandum of Understanding on behalf of the City.
PASSED AND ADOPTED this 15th day of April, 2026, by the following roll call vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
_____________________________
Susan Sher, Mayor
ATTEST:
_________________________________
Kristine Lawler, City Clerk
COU 2526-XXX
MEMORANDUM OF UNDERSTANDING
Between
The City of Ukiah
And
Ukiah Professional Fire Fighters Association
This Memorandum of Understanding (“MOU”) is entered into by and between the City of Ukiah (“City”) and the Ukiah Professional Fire Fighters Association (“Association”) (collectively referred to as “Parties”). Having met and conferred in accordance with Government Code section 3500, et. seq., the City and the Unit agrees to amend, add to, and clarify the Parties’ current MOU as follows:
1. RECOGNITION
The City recognizes the Association, which is acknowledged to be affiliated with the Ukiah Professional Fire Fighters Association, Local 3686, as exclusive representative for the purposes of establishing wages, hours, and other terms and conditions of employment for all full-time employees in the classifications listed below and to any other classification, which may be established within the scope of the duties now included with these classifications:
Emergency Medical Technician (EMT)
Paramedic (EMT-P)
Firefighter/EMT
Firefighter/EMT-P
Driver Operator
Driver Operator/EMT-P
Fire Captain
Fire Captain/EMT-P
Fire Marshal
Fire Battalion Chief
Fire Battalion Chief/EMT-P
Fire Fuels Crew Superintendent
Fire Fuels Crew Squad Boss
Fire Fuels Crew Member
2. TERM
The term of this MOU shall be from September 19, 2025, through September 18, 2028.
COU 2526-XXX
3. SALARY
Year-1 Salary Step Addition
Effective the first full pay period following ratification of this MOU, the City shall add a new top step to the unit’s salary schedule. Notwithstanding the realignment provision, this additional step will generally be set at five percent (5%) above the current highest salary step for the following classifications:
Firefighter/EMT
Firefighter/EMT-P
Driver Operator
Driver Operator/EMT-P
Fire Captain
Fire Captain/EMT-P
Fire Marshal
Fire Battalion Chief
Fire Battalion Chief/EMT-P
Fire-Fuels Crew Member
Fire-Fuels Squad Boss
Fire-Fuels Crew Superintendent
Notwithstanding the realignment provisions and in recognition of recent equity and recruitment-related adjustments, the additional step will generally be set at two and one-half percent (2.5%) above the current highest salary step for the following classifications:
Paramedic (EMT-P)
All unit members who, as of the effective date, have completed at least one (1) year of continuous City/District service and are at the current top step of the salary schedule shall be advanced to the new step.
All other unit members shall continue to progress in accordance with existing stepadvancement policies on their regular anniversary date.
Realignment Provision
All realignment provision adjustments are reflected in the revised salary schedule for Year 1 attached and incorporated into this MOU.
1. The following classifications will be realigned to with their historical corresponding classifications:
a. Realign Fire-Fuels Crew Member with Parks Service Worker I classifications and salary schedule. Effective with the first full pay period following ratification of this MOU, all members of the Fire-Fuels Crew Member classification will be moved up to the next corresponding step in the realigned
COU 2526-XXX
salary schedule to ensure no loss in salary. Members shall continue to progress in accordance with existing step-advancement policies on their regular anniversary date.
b. Realign Fire-Fuels Squad Boss with Parks Lead Worker classifications and salary schedule. Effective with the first full pay period following ratification of this MOU, all members of the Fire-Fuels Squad Boss classification will be moved up to the next corresponding step in the realigned salary schedule to ensure no loss in salary. Members shall continue to progress in accordance with existing step-advancement policies on their regular anniversary date.
2. The following classifications will be realigned to market:
a. Effective with the first full pay period following ratification of this MOU, the single role Emergency Medical Technician (EMT) salary schedules shall be adjusted down by 10% to be aligned with market. All existing staff members will be moved to the new corresponding step matching their existing salary and continue to progress in accordance with existing step-advancement policies on their regular anniversary date.
The Emergency Medical Technician (EMT) salary schedules will maintain Steps 0 through 4 in Years 1 through 3. This is in an effort to further Y-rate the classifications to market alignment.
3. The following classifications will be realigned for internal and market equity:
a. Effective with the first full pay period following ratification of this MOU, the Firefighter/EMT salary schedule shall be adjusted by .74% to align the Firefighter/EMT-P with the equivalency of the 2912-hour work schedule compensation (annual+OT) of the single role Paramedic.
b. Effective the first full pay period following ratification of this MOU, the Driver Operator/EMT salary schedule shall be adjusted to a two-step differential above the Firefighter/EMT classification (Driver Operator/EMT Step 0 will be set equivalent to Step 2 Firefighter/EMT). .
c. Effective the first full pay period following the ratification of this MOU, the Captain/EMT salary schedule shall be adjusted to a three-step differential above the Driver Operator/EMT classification (Captain/EMT Step 0 will be set equivalent to Step 3 Driver Operator/EMT).
d. Effective the first full pay period following the ratification of this MOU, the Battalion Chief/EMT salary schedule shall be adjusted to a three-step differential above the Captain/EMT classification (Battalion Chief/EMT Step 0 will be set equivalent to Step 3 Captain/EMT).
COU 2526-XXX
e. Effective the first full pay period following the ratification of this MOU, the Fire Marshal salary schedule shall be equivalent to the Captain/EMT classification.
Year-2 Salary Step Addition
Effective the first full pay period following September 19, 2026, the City shall add a new top step to the unit’s salary schedule for the following unit classifications:
Firefighter/EMT
Firefighter/EMT-P
Driver Operator
Driver Operator/EMT-P
Fire Captain
Fire Captain/EMT-P
Fire Marshal
Fire Battalion Chief
Fire Battalion Chief/EMT-P
Fire-Fuels Crew Member
Fire-Fuels Squad Boss
Fire-Fuels Crew Superintendent
This additional step shall be set at five percent (5%) above the current highest salary step, unless the local economic benchmark—defined as the combined total revenue collected in Fiscal Year 2025-26 for secured property tax, sales tax (Bradley-Burns and Measures P and Y), and transient occupancy tax—falls below the combined total for the most recently audited Fiscal Year 2024-25. In such case, the Year-2 Salary Step Addition shall instead be two and one-half percent (2.5%).
Effective the first full pay period following September 19, 2026, the City shall add a new top step set at two and one-half percent (2.5%) for the following unit classifications:
Paramedic (EMT-P)
All unit members who, as of the effective date for the Year-2 Salary Step Addition, have completed at least one (1) year of continuous City/District service and are at the current top step of the salary schedule shall be advanced to the new step.
All other unit members shall continue to progress in accordance with existing stepadvancement policies on their regular anniversary date.
The Finance Director shall, in writing, provide the Fiscal Year 2025-26 revenue receipts and perform the comparison to the prior year’s audited revenues.
COU 2526-XXX
Year-3 Salary Step Addition
Effective the first full pay period following September 19, 2027, the City shall add a new top step to the unit’s salary schedule for the following unit classifications:
Firefighter/EMT
Firefighter/EMT-P
Driver Operator
Driver Operator/EMT-P
Fire Captain
Fire Captain/EMT-P
Fire Marshal
Fire Battalion Chief
Fire Battalion Chief/EMT-P
Fire-Fuels Crew Member
Fire-Fuels Squad Boss
Fire-Fuels Crew Superintendent
This additional step shall be set at five percent (5%) above the current highest salary step, unless the local economic benchmark—defined as the combined total revenue collected in Fiscal Year 2026-27 for secured property tax, sales tax (Bradley-Burns and Measures P and Y), and transient occupancy tax—falls below the combined total for the most recently audited Fiscal Year 2025-26. In such case, the Year-3 Salary Step Addition shall instead be two and one-half percent (2.5%).
Effective the first full pay period following September 19, 2027, the City shall add a new top step set at two and one-half percent (2.5%) for the following unit classifications:
Paramedic (EMT-P)
All unit members who, as of the effective date for the Year-3 Salary Step Addition, have completed at least one (1) year of continuous City/District service and are at the current top step of the salary schedule shall be advanced to the new step.
All other unit members shall continue to progress in accordance with existing stepadvancement policies on their regular anniversary date.
The Finance Director shall, in writing, provide the Fiscal Year 2026-27 revenue receipts and perform the comparison to the prior year’s audited revenues.
4. HOLIDAYS
The City of Ukiah recognizes the following holidays:
DATE HOLIDAY
January 1 New Year's Day
3rd Monday, January Martin Luther King, Jr. Birthday
COU 2526-XXX
3rd Monday, February President’s Day (Washington's Birthday) Last Monday, May Memorial Day
June 19 Juneteenth
July 4 Independence Day
1st Monday, September Labor Day
2nd Monday, October Indigenous Peoples’ Day/Columbus Day November 11 Veterans Day
4th Thursday, November Thanksgiving Day
4th Friday, November Day following Thanksgiving
December 24 Christmas Eve
December 25 Christmas Day
December 31 New Year's Eve
1. Public Safety Employees Who Work Without Regard to Holidays:
The following permanent full-time classifications assigned to a 56-hour work period shall be paid for fourteen (14) holidays per year in lieu of days off:
Firefighter/EMT
Firefighter/EMT-P
Driver Operator
Driver Operator/EMT-P
Fire Captain
Fire Captain/EMT-P
Fire Battalion Chief
Fire Battalion Chief/EMT-P
Public Safety personnel assigned to a 56-hour work period, which must be staffed each day of the week, are not granted official City Holidays as days off with pay. In lieu thereof, they shall receive one day of holiday credit (11.2 hours) for each official holiday. These additional hours shall be paid over twenty-six (26) pay periods in the year and shall be in addition to other regular compensation. This pay shall be calculated as follows: (11.2) hours * (14) holidays/2912 = 5.4%. These payments are intended to be reportable to CalPERS as special compensation under 2 CCR§ 571(5). Holiday pay will be factored into the regular rate for purposes of calculating FLSA overtime.
To be eligible for holiday in lieu pay, the employee must be in paid status on both their regularly scheduled workday before and their regularly scheduled workday after the holiday.
2. Single-Role, Non-Public Safety Employees Who Work Without Regard to Holidays:
The following permanent full-time classifications assigned to a 40-hour or 56-hour work period are entitled to holiday pay:
COU 2526-XXX
Emergency Medical Technician (EMT)
Paramedic (EMT-P)
Single-Role employees assigned to a 40 or 56-hour work period, which must be staff each day of the week, are not granted official City Holidays as days off with pay.
These employees are entitled to additional straight time compensation for every holiday that they are employed with the City. Straight time or straight hourly rate is defined as base hourly rate plus eligible premium pays. Compensation will be paid in the pay period in which the holiday occurs. The holiday pay formula for each holiday will be based on the employee's straight hourly rate multiplied by 11.2 hours for employees working a 56-hour work period and 8 hours for employees working a 40-hour work period. Holiday pay under this section is intended to comply with the exclusion for pay for periods when no work is performed, as set forth in 29 C.F.R. § 778.218 and will not be factored into the regular rate of pay for FLSA overtime.
To be eligible for holiday pay, the employee must be in paid status on both their regularly scheduled workday before and their regularly scheduled workday after the holiday.
3. Employees Not Regularly Scheduled to Work Holidays:
Permanent full-time employees assigned and working a 40-hour period and not regularly scheduled to work holidays shall observe holidays as paid days off and shall be compensated as part of their current salary. Employee scheduled on a holiday shall receive 8 hours holiday pay.
To be eligible for the holiday paid day off, the employee must be in paid status on both their regularly scheduled workday before and their regularly scheduled workday after the holiday.
5. VACATION ACCRUAL
Association members shall earn and may accumulate vacation leave as indicated below:
1. Classifications assigned to a 56-hour workweek schedule:
Vacation is earned and accrued hourly each pay period according to the following schedule:
Years of Service Hours Earned Per Pay
Period
Maximum Accrual
(2x annual accrual)
0-3 5.6 Hours 291.2Hours
4-8 6.5 Hours 338.0 Hours
9-15 8.6 Hours 447.2 Hours
16-19 9.5 Hours 494.0 Hours
20 plus 11.2 Hours 582.4 Hours
COU 2526-XXX
Transitional Vacation Accrual – Existing 56-hour Workweek Employees Notwithstanding the maximum accrual limits set forth above, existing 56-hour workweek employees whose vacation balances exceed the new maximum accrual limits as of the effective date of this MOU shall be permitted to maintain such excess balances, without loss of time or accrual, for the duration of this MOU.
Employees with vacation balances above the new maximum accrual limits shall bring their balances into compliance with the new limits during the term of this MOU by using vacation and/or utilizing the vacation cash-out provisions provided in this MOU.
Effective September 19, 2028, no additional vacation accrual shall be allowed above the applicable maximum accrual limits. Employees at or above the maximum accrual limit shall not accrue additional vacation until their balance has been reduced below the applicable maximum.
2. Classifications assigned to a 40-hour workweek schedule:
Vacation is earned and accrued hourly each pay period according to the following schedule:
Years of Service Hours Earned Per Pay
Period
Maximum Accrual
(2x annual accrual)
0-3 4.0 Hours 208.0 Hours
4-8 4.7 Hours 244.4 Hours
9-15 6.2 Hours 322.4 Hours
16-19 6.8 Hours 353.6 Hours
20 plus 8.0 Hours 416.0 Hours
Conversion: In the event an employee is transferred between a 56-hour workweek schedule and a 40-hour workweek schedule, accumulated vacation hours as well as prospective accumulation shall be converted, using a factor of 1.4 to maintain equivalent monetary value of said leave time. As such, the employee’s vacation hours will be divided by 1.4 if he or she is transferred to a 40-hour workweek assignment from a 56-hour workweek assignment and will be multiplied by 1.4 if he or she is transferred to a 56-hour workweek assignment from a 40-hour workweek assignment.
6. VACATION BUY BACK
All full-time, permanent unit members may cash out one (1) week vacation equivalent to their current assigned work period (i.e. 40 hours or 56 hours), not to exceed two (2) times per fiscal year, to be cashed out at the straight time equivalent payment of the employee’s current salary on an hour-for-hour basis. To be eligible, the employee must have a remaining vacation balance of at least one hundred twenty
COU 2526-XXX
(120) hours for 40-hour work period assigned employees and at least one hundred and sixty-eight (168) hours for 56-hour work period assigned employees after the cash out. Approval of cashout requests is subject to the City’s payroll processing timelines and applicable administrative procedures.
7. Association members may accrue a maximum of 72 hours of compensatory time off (CTO). Employees may buy out up to 48 hours of CTO two (2) times per fiscal year, at the employee’s applicable hourly rate (56-hour or 40-hour), based on their assigned schedule at the time of the buy-out.
8. OVERTIME AND SHIFT REPLACEMENT – 40/56-HOUR SCHEDULE CONVERSION
1. 56-hour employee covering a 40-hour position:
When an employee assigned to a fifty-six (56) hour workweek voluntarily works overtime or shift replacement to cover an absence in a forty (40) hour position, they shall be paid at one and one-half (1.5) times their regular rate, multiplied by a 1.4 conversion factor for each hour worked.
2. Limitations:
A fifty-six (56) hour employee shall not receive overtime or shift replacement pay using the forty (40) hour conversion rate when performing work that is part of their regular suppression line duties. This includes, but is not limited to, promotional interview boards, suppression or EMT training, light duty, and special projects or committees.
3. 40-hour employee covering a 56-hour position:
When an employee assigned to a forty (40) hour workweek voluntarily works overtime or shift replacement to cover an absence in a fifty-six (56) hour position (including Strike Team or OES assignments), they shall be paid at one and onehalf (1.5) times their regular rate, divided by a 1.4 conversion factor for each hour worked.
9. PARAMEDIC CLASSIFICATIONS
The Parties agree to eliminate paramedic premium pay from the MOU in exchange for creating new classifications that will have the below paramedic-related minimum qualifications and adding what was paramedic premium pay to the base pay for the classifications which require paramedic licenses and attendant accreditations. The classifications Paramedic, , Firefighter-Paramedic, Driver Operator-Paramedic, Fire Captain-Paramedic, and Fire Battalion Chief-Paramedics (hereinafter “Paramedic Classifications”) and all are subject to the following minimum qualifications:
1. To work in a Paramedic Classification, an applicant must obtain and maintain licensure by the state of California as an EMT-P (paramedic), accreditation by the Local Emergency Medical Services Agency (LEMSA), and the accreditation by the Ukiah Valley Fire Authority (“UVFA”) by passing a five-call examination proctored by the UVFA Fire Chief or designee.
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a. Interns hired to be Firefighter/Paramedics (1) Obtain their state paramedic license, (2) complete the LEMSA approved
accreditation process, and (3) complete the UVFA accreditation process, during the length of their internship.
b. New hires that have an EMT-P license upon hire must complete the UVFA five-call examination and receive LEMSA accreditation during their new-employee orientation period. The Fire Chief or designee may choose to extend the period of time for new hires with a prior EMT-P license to obtain LEMSA accreditation upon a showing of good cause.
c. Should a current employee seek promotion to a Paramedic Classification, such employee must meet all requirements (EMT-P license, LEMSA Accreditation, and UFVA five-call examination) prior to promotion.
2. Firefighters, Driver Operators, Fire Captains and Fire Battalion Chiefs currently receiving Paramedic Premium Pay, will be promoted into their respective new classifications (e.g. Firefighter to Fighter-Paramedic; Driver Operator to Driver Operator-Paramedic, etc.) as of the effective date of this Agreement. Such legacy paramedic-licensed employees will not be subject to the above requirements in their newly promoted classifications, although they must continue to be licensed by the State of California (EMT-P license) and accredited by the LEMSA as minimum qualifications of their position.
3. The Association and the City acknowledge the City has statutory and regulatory reporting requirements to the Local Emergency Medical Services Agency and the California Emergency Medical Services Authority regarding paramedic licensees.
The Parties recognize and agree that the newly created Paramedic Classifications (Firefighter-Paramedic, Driver Operator-Paramedic, Fire Captain-Paramedic, and Battalion Chief-Paramedic) will receive pay on the salary schedule that is 10% higher than the non-paramedic classification equivalent. Existing employees currently receiving the Paramedic Premium will be placed on their previously achieved step in the newly created classification (e.g. a Step 2 Firefighter currently receiving a Paramedic Premium will be placed at Step 2 in the Firefighter-Paramedic classification).
10.PARAMEDIC PRECEPTOR PREMIUM
The Fire Chief may assign paramedic preceptor duties and responsibilities to a qualified paramedic for the purpose of licensing and accrediting a paramedic trainee/intern, a newly hired/promoted paramedic, or evaluating the proficiency of an existing paramedic.
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Employees designated as a Paramedic Preceptor shall receive a premium of five percent (5%) of their base hourly rate only for hours directly performing Paramedic Preceptor duties and monitoring an assigned employee, as indicated and approved on submitted timesheets. All other hours worked shall be compensated at the employee’s regular rate of pay and in accordance with the other provisions of this MOU.
Paramedic Preceptors serve at the sole discretion of the Fire Chief, and such assignments may end at any time for performance, disciplinary, or operational reasons, or upon completion of the assigned preceptor period. To be eligible for assignment, Paramedic Preceptors must meet and maintain the minimum qualifications established by the Ukiah Valley Fire Authority and the Local Emergency Medical Services Agency (LEMSA).
The Parties agree that the Paramedic Preceptor Premium is not special compensation under the PERL and CalPERS’ regulations and guidance and shall not be reported as such.
11. FIRE INVESTIGATOR PREMIUM
Employees in the rank of Firefighter, Driver Operator, Captain, Fire Marshal, or Battalion Chief who are formally, routinely, and consistently assigned as a Fire Investigator by the Chief, receive an additional incentive premium of 2% of their base monthly salary as compensation for additional responsibilities.
To be eligible for assignment, employee must meet and maintain all required certifications and meet the minimum core competencies established by the Ukiah Valley Fire Authority. The employee must be reasonably available for assignment and available for court appearances on scheduled days off. The Fire Investigator premium may be discontinued at any time for failure to meet core competencies and required certifications; performance; lack of availability; disciplinary; or operational reasons.
Subject to the PERL and CalPERS’ regulations and guidance, this is reportable to CalPERS as special compensation.
12. TECHNICAL RESCUE TEAM PREMIUM
Employees in the rank of Firefighter, Driver Operator, Captain, or Fire Marshal may be assigned to the Ukiah Valley Fire Authority Technical Rescue Team (TRT). Employees who are assigned by the Chief and qualify as Technical Rescue Specialist shall receive an additional incentive premium of three percent (3%) of their base monthly salary as compensation. Employees assigned to the Technical Rescue Team (TRT) shall be eligible for additional incentive pay of one percent (1%) for each of the following certifications they obtain and maintain: Structural Collapse Specialist I and Structural Collapse Specialist II. Employees assigned to the Technical Rescue Team (TRT) may receive the three percent (3%) TRT premium and, in addition, one percent
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(1%) for Structural Collapse Specialist I and one percent (1%) for Structural Collapse Specialist II, for a maximum combined TRT incentive of five percent (5%).
Employees in the rank of Battalion Chief assigned by the Chief to the TRT and qualify as Technical Rescue Specialist shall receive a maximum incentive premium of 3% and must obtain the Structural Collapse Specialist I & II Certifications within 2 years of assignment.
Technical Rescue Specialist Required Certifications (3% Incentive Premium):
• Swiftwater & Flood Rescue Technician (SRT)
• Rope Rescue Technician
• Confined Space Technician
• Trench Rescue Technician
Additional Certifications:
• Structural Collapse Specialist I Certification (1% Incentive Premium) • Structural Collapse Specialist II Certification (1% Incentive Premium) Certification equivalents may be approved at the discretion of the Fire Chief and shall include, at a minimum, the core competencies required of the substituted certification.
Employees serve on the TRT at the sole discretion of the Fire Chief, and such assignments may be discontinued at any time for the following: failure to meet and maintain core competencies and required certifications; performance; lack of availability; disciplinary; or operational reasons. Employees receiving this premium must maintain all required certifications; complete 24 hours of approved technical rescue training annually; maintain a minimum 80% attendance at all regularly scheduled Ukiah Valley Fire Authority Technical Rescue Team meetings and trainings; and be reasonably available for response/call-back.
The Parties agree that the Technical Rescue Team Premium is not special compensation under the PERL and CalPERS’ regulations and guidance and shall not be reported as such.
13.Swiftwater Rescue Technician Premium (Grandfathered) Employees in the rank of Firefighter, Driver Operator, Captain, Fire Marshal, or Battalion Chief who, immediately prior to the effective date of this MOU, were receiving the Swiftwater Rescue Technician premium and who maintain the core competencies and training required to qualify as a Swiftwater Rescue Technician, shall continue to receive an additional one percent (1%) of their base monthly salary as compensation.
Effective upon the execution of this MOU, the Swiftwater Rescue Technician premium is closed to new participants and is replaced prospectively by the Technical Rescue Team (TRT) premium described above. Employees who continue to receive
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the Swiftwater Rescue Technician premium shall not receive the TRT premium concurrently. An employee who transitions from the Swiftwater Rescue Technician premium to the TRT premium shall permanently forfeit eligibility for the Swiftwater Rescue Technician premium and may not reinstate it thereafter.
The Parties agree that the Technical Rescue Team Premium is not special compensation under the PERL and CalPERS’ regulations and guidance and shall not be reported as such.
14.HAZARDOUS MATERIALS TEAM (HAZMAT) PREMIUM
Employees in the rank of Firefighter, Driver Operator, Captain, or Fire Marshal may be assigned to the Ukiah Valley Fire Authority Hazardous Materials (HazMat) Team.
Employees who are assigned by the Chief and qualify as a Hazardous Materials Technician shall receive an additional incentive premium of 3% of their base monthly salary as compensation. Those assigned by the Chief and qualify as a Hazardous Materials Specialist/Assistant Safety Official shall receive an incentive premium of 5% of their base monthly salary as compensation. The 3% and 5% HazMat premiums are mutually exclusive and shall not be combined.
Employees in the rank of Battalion Chief assigned by the Chief to the HazMat Team and qualify as Hazardous Material Specialist/Assistant Safety Official shall receive an incentive premium of 2%.
Hazardous Materials Technician Certifications:
• CalOES/CSTI Certified Hazardous Materials Technician Certification inclusive of Modules A (Basic Chemistry), B (Applied Chemistry), C(Incident Considerations), and D (Tactical Field Operations)
Hazardous Materials Specialist and Assistant Safety Official Certifications:
• All Certifications for Hazardous Materials Technician • CalOES/CSTI Certified Hazardous Materials Specialist Certification inclusive of Modules F (Specialized Mitigation Techniques) and G (Advanced Field Operations)
Employees serve on the HazMat Team at the sole discretion of the Fire Chief, and such assignments may be at any time for the following: failure to meet and maintain core competencies and required certifications; performance; lack of availability; disciplinary; or operational reasons. Employees receiving this premium must maintain all required certifications; complete 24 hours of approved hazardous materials training annually; and maintain a minimum 80% attendance at all regularly scheduled Redwood Empire Hazardous Incident Team (REHIT) and Ukiah Valley Fire Authority HazMat Team meetings and trainings; pass an annual City-paid HazMat physical; and be reasonably available for response/call-back.
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Employees receiving this premium are routinely and consistently either exposed to toxic, radiologic, explosive, or other hazardous substances, or perform hazardous activities to implement health and safety activities.
Subject to the PERL and CalPERS’ regulations and guidance, this is reportable to CalPERS as special compensation.
15.WORKING OUT OF CLASSIFICATION
Association members, in good standing, who are formally assigned to perform the duties of Acting Driver Operator, Acting Fire Captain, or Acting Duty Chief shall receive acting pay when those duties are performed for more than six (6) hours within a twelve (12)-hour half-shift. Employees shall be compensated at either five percent (5%) above their base rate of pay or at Step 0 of the higher classification, whichever is greater.
If an Association member works in an acting capacity for more than six (6) but less than twelve (12) hours, he or she shall receive acting pay for the number of hours actually worked in that capacity. Only one Association member may receive acting pay during the same 12-hour period for the same acting position. If more than one Association member works in that capacity during such period, the Association member who worked the most hours will receive acting pay.
Association members, in good standing, who are formerly assigned to perform the duties of Fire-Fuels Squad Boss or Fire-Fuels Crew Superintendent shall receive acting pay when those duties are performed for a full ten (10) hour shift. Employees shall be compensated at either five percent (5%) above their base rate of pay or at Step 0 of the higher classification, whichever is greater.
Subject to the PERL and CalPERS’ regulations and guidance, this is reportable to CalPERS as special compensation only when the employee: (1) is a Classic member, (2) has completely taken over the duties and responsibilities of the upgraded position; and (3) is relieved of the duties of their regular position while working in the in the upgraded position.
16.BEREAVEMENT LEAVE
In the event of a death in an employee’s immediate family, employees assigned to a 56-hour work schedule shall be granted up to two (2) shifts off with pay. Employees assigned to a 40-hour work schedule will be granted up to three (3) consecutive workdays off with pay.
Member of the “immediate family” is defined as the father, mother, grandfather, grandmother, a grandchild of the employee or the employee’s spouse, and the spouse, son, stepson, foster son, son-in-law, daughter, stepdaughter, foster daughter, daughter-in-law, brother or sister of the employee, any relative living in the immediate household of the employee, or any person who has served as a surrogate parent of the employee or of the employee’s spouse.
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17.PROBATIONARY PERIOD
Newly hired employees shall serve a probationary period of eighteen (18) months.
Employees promoted to a new position shall serve a probationary period of twelve (12) months.
During this period, the employee and the City can evaluate each other to determine if employment should continue. The probationary period is used to closely observe work. It may be extended by the Fire Chief for up to six (6) additional months if your performance warrants it. Employees may be terminated during the probationary period at any time without approval of the Civil Service Board, without cause, and without the right of appeal.
A promoted employee has the right to be reassigned to his/her original position during the probationary period.
Within four weeks of the conclusion of the probationary period, and at any time during the probationary period, employee may receive a performance evaluation.
These evaluations provide an opportunity to assess performance to date, evaluate on-the-job skills, and determine ongoing relationship with the City.
Regardless of classification status or length of service, employees are expected to meet and maintain City standards for job performance and behavior throughout employment with the City.
Newly hired employees shall not be eligible to use vacation leave during their eighteen (18)-month probationary period, unless the vacation was pre-planned prior to hire and/or expressly authorized by the Fire Chief.
Probationary employees may use sick leave as needed in accordance with City policy and applicable law.
18.REMOVE PERS SICK LEAVE CONVERSION
The parties agree to remove the PERS Sick Leave Conversion provision from the MOU.
19.REMOVE VOLUNTEER COORDINATOR PREMIUM
The parties agree to remove the Volunteer Coordinator Premium provision from the MOU, as the provision is no longer in active use.
20.BI-ANNUAL MEETINGS
The City Manager, or designee, and the Director of Human Resources, or designee, and the Fire Chief, or designee, shall meet on a bi-annual basis with up to three (3) representatives of the Association, one being the President and the others appointed by the Association. The purpose of said meetings is to discuss employee relations
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matters and not conduct Meet and Confer sessions. The meetings shall be scheduled and facilitated by the City’s Human Resources Department.
21.RESPONSE TIME
Permanent full-time dual-role classifications and Fire Fuels Crew classifications hired after the ratification of this agreement shall maintain a primary residence within forty-five (45) minutes of the Ukiah Civic Center, as measured under ordinary driving conditions. Such employees shall have up to twelve (12) months from date of hire to comply with this requirement and shall maintain compliance thereafter as a condition of continued employment, except that the City Manager may approve a temporary exception for good cause for a limited period of time.
Employees who are in a single-role position at the time of ratification and subsequently convert to a dual-role position shall not be subject to the response time requirement set forth in this provision.
In the event the City experiences demonstrable recruitment or retention difficulties attributable to the response time requirement set forth in this provision, the City or the Association may request to reopen this provision. Upon such request, the parties agree to meet and confer in good faith regarding potential modifications.
22.ONGOING ADMINISTRATIVE REVIEW AND COMPREHENSIVE MOU
The parties recognize that certain provisions of this MOU may become outdated, redundant, or inconsistent with current laws, regulations, City policies, or the addition of new classifications. The parties agree to meet and confer in good faith to make non-substantive updates, corrections, or eliminations of such provisions during the term of this MOU. These administrative clean-up revisions may be documented by mutual written agreement of the parties and do not require separate City Council approval, provided they do not materially change employee wages, benefits, or other substantive terms and conditions of employment.
The parties further acknowledge that some relevant information and provisions pertaining to newly added classifications were not able to be addressed during this negotiation cycle. The parties agree that these classifications and any related MOU provisions shall be reviewed and incorporated as part of the administrative clean-up process prior to the next negotiation cycle, with the objective of producing a fully updated, comprehensive MOU document at the conclusion of that process.
23.CONTINUATION
The City and the Unit agree that all conditions of employment established by City policy, including all conditions affecting wages, hours, and working conditions that are not specifically addressed in this MOU, shall continue in effect and shall not be affected by the terms of this MOU.
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The value or availability of the benefits provided in the MOU as originally worded or as amended from time to time may depend on their tax treatment by the state or federal government or the decisions of other government agencies or departments, such as, but not limited to, the Public Employees Retirement System. The City will endeavor to obtain the most favorable treatment legally possible from these other governmental entities. However, the City makes no representation concerning the value of such benefits to Unit members or how they will be taxed or otherwise treated by other agencies or departments. The City's obligations under this MOU are limited to the direct cost of providing the salary and benefits as described in the MOU. The City shall have no additional financial obligation, even if the tax or other treatment of such salary or benefits by other agencies or departments reduces or eliminates their value to the employee.
This Memorandum of Understanding is ratified and adopted pursuant to the recommendations of the following representatives this 15th day of April 2026.
CITY OF UKIAH FIRE UNIT
______________________________ _________________________________________ Sage Sangiacomo, City Manager Anthony Selvitella, Limited-Term Fire Captain
Ukiah Professional Fire Fighters Association Local 3686 Salary Schedule
Effective April 26, 2026
Grade Classification Step 0 Step 1 (5%) Step 2 (5%) Step 3 (5%) Step 4 (5%) Step 5 (5%) 4064 Firefighter/EMT Annual 65,483.82 68,757.96 72,195.84 75,805.68 79,596.00 83,575.80 Monthly 5,456.99 5,729.83 6,016.32 6,317.14 6,633.00 6,964.65 Hourly 22.49 23.61 24.79 26.03 27.33 28.70
4XXX Firefighter/Paramedic Annual 72,032.20 75,633.84 79,415.52 83,386.32 87,555.60 91,933.44 Monthly 6,002.68 6,302.82 6,617.96 6,948.86 7,296.30 7,661.12 Hourly 24.74 25.97 27.27 28.64 30.07 31.57
4066 Driver Operator Annual 72,195.84 75,805.68 79,596.00 83,575.80 87,754.56 92,142.24 Monthly 6,016.32 6,317.14 6,633.00 6,964.65 7,312.88 7,678.52 Hourly 24.79 26.03 27.33 28.70 30.14 31.64
4XXX Driver Operator/Paramedic Annual 79,415.42 83,386.20 87,555.48 91,933.20 96,529.92 101,356.44 Monthly 6,617.95 6,948.85 7,296.29 7,661.10 8,044.16 8,446.37 Hourly 27.27 28.64 30.07 31.57 33.15 34.81
4069 Captain Annual 83,575.80 87,754.56 92,142.24 96,749.40 101,586.84 106,666.20 Monthly 6,964.65 7,312.88 7,678.52 8,062.45 8,465.57 8,888.85 Hourly 28.70 30.14 31.64 33.22 34.89 36.63
4XXX Captain/Paramedic Annual 91,933.38 96,530.04 101,356.56 106,424.40 111,745.68 117,333.00 Monthly 7,661.12 8,044.17 8,446.38 8,868.70 9,312.14 9,777.75 Hourly 31.57 33.15 34.81 36.55 38.37 40.29
4260 Battalion Chief Annual 96,749.40 101,586.84 106,666.20 111,999.48 117,599.40 123,479.40 Monthly 8,062.45 8,465.57 8,888.85 9,333.29 9,799.95 10,289.95 Hourly 33.22 34.89 36.63 38.46 40.38 42.40
4XXX Battalion Chief/Paramedic Annual 106,424.40 111,745.68 117,333.00 123,199.68 129,359.64 135,827.64 Monthly 8,868.70 9,312.14 9,777.75 10,266.64 10,779.97 11,318.97 Hourly 36.55 38.37 40.29 42.31 44.42 46.64
Grade Classification Step 0 Step 1 (5%) Step 2 (5%) Step 3 (5%) Step 4 (5%) Step 5 (5%) 4070 Fire Marshal Annual 83,575.80 87,754.56 92,142.24 96,749.40 101,586.84 106,666.20 Monthly 6,964.65 7,312.88 7,678.52 8,062.45 8,465.57 8,888.85 Hourly 40.18 42.19 44.30 46.51 48.84 51.28
Fire Classifications on a 2912 hour work schedule (56-hour work week) Fire Classifications on a 2080 work schedule (40-hour work week) 4/15/2026 Approved by Council
Ukiah Professional Fire Fighters Association Local 3686 Salary Schedule
Effective April 26, 2026
Grade Classification Step 0 Step 1 (5%) Step 2 (5%) Step 3 (5%) Step 4 (5%) 4063 Emergency Medical Technician (EMT) Annual 56,015.28 58,816.08 61,756.92 64,844.76 68,087.04 Monthly 4,667.94 4,901.34 5,146.41 5,403.73 5,673.92
Hourly 19.24 20.20 21.21 22.27 23.38
Grade Classification Step 0 Step 1 (5%) Step 2 (5%) Step 3 (5%) Step 4 (5%) Step 5 (2.5%) 4065 Paramedic (EMT-P) Annual 65,002.83 68,253.00 71,665.68 75,249.00 79,011.48 80,986.80 Monthly 5,416.90 5,687.75 5,972.14 6,270.75 6,584.29 6,748.90 Hourly 22.32 23.44 24.61 25.84 27.13 27.81
Grade Classification Step 0 Step 1 (5%) Step 2 (5%) Step 3 (5%) Step 4 (5%) 4072 Emergency Medical Technician (EMT) Annual 56,015.28 58,816.08 61,756.92 64,844.76 68,087.04 Monthly 4,667.94 4,901.34 5,146.41 5,403.73 5,673.92
Hourly 26.93 28.28 29.69 31.18 32.73
Grade Classification Step 0 Step 1 (5%) Step 2 (5%) Step 3 (5%) Step 4 (5%) Step 5 (2.5%) 4077 Paramedic Annual 65,002.83 68,253.00 71,665.68 75,249.00 79,011.48 80,986.80 Monthly 5,416.90 5,687.75 5,972.14 6,270.75 6,584.29 6,748.90 Hourly 31.25 32.81 34.45 36.18 37.99 38.94
Grade Classification Step 0 Step 1 (5%) Step 2 (5%) Step 3 (5%) Step 4 (5%) Step 5 (5%) 4022 Fire-Fuels Crew Member Annual 49,769.04 52,257.48 54,870.36 57,613.92 60,494.64 63,519.36 Monthly 4,147.42 4,354.79 4,572.53 4,801.16 5,041.22 5,293.28 Hourly 23.93 25.12 26.38 27.70 29.08 30.54
4021 Fire-Fuels Squad Boss Annual 57,716.88 60,602.76 63,632.88 66,814.56 70,155.24 73,662.96 Monthly 4,809.74 5,050.23 5,302.74 5,567.88 5,846.27 6,138.58 Hourly 27.75 29.14 30.59 32.12 33.73 35.41
4020 Fire-Fuels Crew Superintendent Annual 83,130.39 87,286.92 91,651.32 96,233.88 101,045.52 106,097.76 Monthly 6,927.53 7,273.91 7,637.61 8,019.49 8,420.46 8,841.48 Hourly 39.97 41.96 44.06 46.27 48.58 51.01
Fire Fuels Classifications on a 2080 work schedule (40-hour work week) Ambulance Operator Classifications on a 2912 hour work schedule (56-hour work week) Ambulance Operator Classifications on a 2912 hour work schedule (56-hour work week) Ambulance Operator Classifications on a 2080 work schedule (40-hour work week) Ambulance Operator Classifications on a 2080 work schedule (40-hour work week) 4/15/2026 Approved by Council