Price Per Gallon). The vendor must also fax each morning, the average daily prices to Yolo County Fleet Services Department.
All delivered fuel prices quoted shall be F.O.B destination, freight prepaid.
6) Exhibit “F” - Northern California Cardlock Fueling Site Locations Please include with your Proposal, a detailed list of all the Northern California Cardlock Fueling Site Locations available for you.
7) Exhibit “G” - Signature Page
a. Vendor shall complete and sign the County signature page form.
8) Exhibit “H” - Non-Collusion Non-Conflict of Interest Statement a. Vendor shall complete and sign the County form.
C. REQUIRED PROPOSAL FORMAT
1. The Proposer(s) are required to prepare their written proposals in accordance with the instructions outlined below. Deviations from these instructions may be construed as non-responsive and may be cause for disqualification. Emphasis should be placed on accuracy, completeness, and clarity of content.
2. The format and content of the Proposal are as follows:
a. If provided, use any forms included in the Exhibits as well as the requirements listed above. All other submitted pages are to be single - spaced typed pages with one-inch margins.
b. Identify the Exhibit Category of the proposal, Proposal number and Proposer name on every page submitted.
c. All pages must be numbered sequentially.
d. All forms and attachments that require signatures must be signed in blue ink for inclusion in the original of the Proposal package. Signature stamps are not acceptable.
[END OF DOCUMENT: PLEASE SEE ALL RELATED ATTACHMENTS AND EXHIBITS AS NOTED IN THE TABLE OF CONTENTS.]
May 30, 2025
NOTICE OF INTENT TO AWARD CONTRACT
Request for Proposals (RFP) For Unleaded Gasoline and Diesel Fuel Product and Services (RFP-2025-0017)
Yolo County, along with the City of Woodland, has completed its evaluation of proposals for RFP#: RFP- 2025-0017. The following vendor , Interstate Oil, was determined as the best evaluated Proposer.
The County and the City intend to award contracts/purchase orders to this vendor through the proper and appropriate internal procedures for each public agency.
The final scores were as follows:
Proposer Award Criteria Evaluation
Point Ranking
1. Interstate Oil 93.20 out of 100
2. Ramos Oil 71.00 out of 100
Any protest concerning this the above-mentioned proposed award shall be filed by 4:00 pm Pacific Time on June 6, 2025, with the County’s Procurement Division in writing, and/or electronic mail as follows:
Mail Electronic Mail
Manager of Procurement [email protected]
120 W. Main Street St. Ste C
Woodland, CA 95695
This Notice of Intent to Award itself shall not be considered a binding commitment on the County or the City. No such commitment may ensue until a formal contract/purchase order has been signed by both the vendor and each public agency, respectively.
We wish to thank each vendor for the submission of a proposal and appreciates your interest in providing goods and services in Yolo County. We hope all vendors will respond to future proposal opportunities.
Sincerely,
/s/ Hiren Desai
Hiren Desai
Procurement Officer
(Blue Blood Consulting)
On behalf of Yolo County Procurement
COUNTY OF YOLO
General Services Department Procurement Division
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2025 Fuel Services
CITY OF WOODLAND
PROFESSIONAL SERVICES AGREEMENT FOR FUEL SERVICES
CM #
This Agreement is made and entered into this 12th day of June, 2025 by and between the City of Woodland, a California municipal corporation ( “City”) and Interstate Oil a California corporation (“Contractor”). City and Contractor are sometimes individually referred to as “Party” and collectively as “Parties” in this Agreement.
RECITALS
A. Contractor desires to perform and assume responsibility for the provision of certain professional consultant services required by the City on the terms and condition s set forth in this Agreement. Contractor represents that it is experienced in providing fuel distribution services to public clients, is licensed in the State of California, and is familiar with the plans of City.
B. Contractor agrees that it is satisfied itself by its own investigation and research regarding the conditions affecting the work to be done and labor and materials needed, and that its decision to execute this Agreement is based on such independent investigation and research.
C. City desires to engage Contractor to render such services for the terms set forth in this Agreement.
AGREEMENT
1. SCOPE OF SERVICES AND TERM.
1.1 General Scope of Services. Contractor promises and agrees to furnish to the City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the fuel delivery services necessary for the contract term. (“Services”).
The Services are more particularly described in Exhibit “A” attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto an d incorporated herein by reference, and all applicable local, state and federal laws, rules, and regulations.
1.2 Term. The term of this Agreement shall be from July 1, 2025 to June 30, 2028 , unless earlier terminated as provided herein. Contractor shall complete the Services within the term of this Agreement, and shall meet any other established schedules and deadlines. The Parties may, by mutual, written consent, extend the term of this Agreement by two (2) additional one (1) year periods given the authority to do so by the City of Woodland City Council.
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2. SCHEDULE OF SERVICES.
2.1 Schedule of Services. Contractor shall perform the Services expeditiously, within the term of this Agreement, and in accordance with the Schedule of Services set forth in Exhibit “B” attached hereto and incorporated herein by reference. Contractor represents that it has the professional and technical personnel required to perform the Services in conformance with such conditions. In order to facilitate Contractor’s conformance with the Schedule, City shall respond to Contractor’s submittals in a timely ma nner. Upon request of City, Contractor shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services.
2.2 Extension of Time. Contractor may, for good cause, request extensions of time to perform the Services required hereunder. Such extensions shall be authorized in advance by the City in writing and shall be incorporated in written amendments to this Agreement.
2.3 Period of Performance and Liquidated Damages . Contractor shall perform and complete all Services under this Agreement within the term set forth in Section 2.1 above as it may be extended pursuant to Section 2.2 (“Performance Time ”). Contractor shall also perform the Services in strict accordance with any completion schedule or Project milestones described in Exhibits “A” or “B” attached hereto, or which may be separately agreed upon in writing by the City and Contractor (“Performance Milestones”). Contractor agrees that if the Services are not completed within the aforementioned Performance Time and/or pursuant to any such Project Milestones developed pursuant to provisions of this Agreement, it is understood, acknowledged and agreed that the City will suffer damage
3. FEES AND PAYMENTS.
3.1 Compensation. Contractor shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit ”B” attached hereto and incorporated herein by reference. The total compensation shall not exceed
ONE MILLION EIGHT HUNDRED THOUSAND DOLLARS AND ZERO CENTS ($1,800,000.00) without written approval of the City Council for the duration of the Agreement (July 1,2025 to June 30, 2028). If the Parties, with City of Woodland City Council approval, agree to extend the term of the Agreement , total compensati on shall not exceed SIX HUNDRE D THOUSAND ($600,000.00) per additional one (1) year period. Contractor shall not be reimbursed for any expenses unless authorized in writing by City. Extra Work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this Agreement.
3.2 Payment of Compensation . Contractor shall submit to City a monthly itemized statement which indicates work completed and hours of Services rendered by Contractor. The statement shall describe the amount of Services and supplies provided since the initial commencement date, or since the start of the subsequent billing periods, as appropriate, through the date of the statement. City shall, within forty-five (45) days of receiving such statement, review the statement and pay all approved charges thereon.
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3.3 Extra Work. At any time during the term of this Agreement, City may request that Contractor perform Extra Work. As used herein, “Extra Work ” means any work which is determined by City to be necessary for the proper completion of the Project, but which the parties did not reasonably anticipate would be necessary at the execution of this Agreement. Contractor shall not perform, nor be compensated for, Extra Work without written authorization from City’s Representative.
4. CHANGES.
4.1 The Parties may, from time to time, request changes in the scope of the Services of Contractor to be performed hereunder. Such changes, including any increase or decrease in the amount of Contractor’s compensation and/or changes in the schedule must be authorized in advance by City in writing. Mutually agreed changes shall be incorporated in written amendments to the Agreement.
5. RESPONSIBILITIES OF CONTRACTOR.
5.1 Independent Contractor; Control and Payment of Subordinates. The Services shall be performed by Contractor or under its supervision. Contractor will determine the means, methods and details of performing the Services subject to the requirements of this Agreement.
City retains Contractor on an independent contractor basis and not as an employee. Contractor retains the right to perform similar or different services for others during the term of this Agreement. Any additional personnel performing the Services under this Agreement on behalf of Contractor shall also not be employees of City and shall at all time s be under Contractor’s exclusive direction and control. Contractor shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Contractor shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers’ compensation insurance.
5.2 Conformance to Applicable Requirements. All work prepared by Contractor shall be subject to the approval of City.
5.3 Substitution of Key Personnel. Contractor has represented to City that certain key personnel will perform and coordinate the Services under this Agreement. Should one or more of such personnel become unavailable, Contractor may substitute other personnel of at least equal competence upon written approval of City. In the event that City and Contractor cannot agree as to the substitution of key personnel, City shall be entitled to terminate this Agreement for cause.
As discussed below, any personnel who f ail or refuse to perform the Services in a manner acceptable to the City, or who are determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project or a threat to the safety of persons or property, shall be promptly removed from the Project by the Contractor at the request of the City.
The key personnel for performance of this Agreement are as follows: Nicholas Richards from InterState Oil and Reece Ulrich from the City of Woodland.
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5.3.1 City’s Representative . The City hereby designates Fleet and Facilities Manager, or his or her designee, to act as its representative for the performance of this Agreement (“City’s Representative”). City’s Representative shall have the power to act on behalf of the City for all purposes under this Contract. Contractor shall not accept direction or orders from any person other than the City’s Representative or his or her designee.
5.3.2 Contractor’s Representative . Contractor hereby designates Nicholas Richards, Sacramento Branch Director , or his or her designee, to act as its representative for the performance of this Agreement (“ Contractor’s Representative”). Contractor’s Representative shall have full authority to represent and act on behalf of the Contractor for all purposes under this Agreement. The Contractor’s Representative shall supervise and direct the Services, using his best skill and attention, and shall be responsible for all means, methods, techniques, sequences, and procedures and for the satisfactory coordination of all portions of the Services under this Agreement.
5.4 Coordination of Services. Contractor agrees to work closely with City staff in the performance of Services and shall be available to City ’s staff, consultants and other staff at all reasonable times.
5.5 Standard of Care; Performance of Employees . Contractor shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Contractor represents and maintains that it is skilled in the professional calling necessary to perform the Services. Contractor warrants that all employees and subconsultants shall have sufficient skill and experience to perform the Services assigned to them. Finally, Contractor represents that it, its employees and subconsultants have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, including a City Business License, and that such licenses and approvals shall be maintained throughout the term of this Agreement. As provided for in the indemnification provisions of this Agreement, Contractor shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Contractor’s failure to comply with the standard of care provided for herein. Any employee of the Contractor or its sub - consultants who is determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project, a threat to the safety of persons or property, or any employee who fails or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed from the Project by the Contractor and shall not be re-employed to perform any of the Services or to work on the Project.
5.6 Safety. Contractor shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Contractor shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed. Safety precautions as applicable shall include, but shall not be limi ted to: (A) adequate life protection and life saving equipment and
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procedures; (B) instructions in accident prevention for all employees and subconsultants, such as safe walkways, scaffolds, fall protection ladders, bridges, gang planks, confined space procedures, trenching and shoring, equipment and other safety devices, equipment and wearing apparel as are necessary or lawfully required to prevent accidents or injuries; and (C) adequate facilities for the proper inspection and maintenance of all safety measures.
6. INSURANCE.
6.1 Time for Compliance . Contractor shall not commence Services under this Agreement until it has provided evidence satisfactory to the City that it has secured all insurance required under this section. In addition, Contractor shall not allow any subconsultant to commence work on any subcontract until it has provided evidence satisfactory to the City that the subconsultant has secured all insurance required under this section. Failure to provide and maintain all required insurance shall be grounds for the City to terminate this Agreement for cause.
6.2 Types of Required Coverages. As a condition precedent to the effectiveness of this Agreement for work to be performed hereunder and without limiting the indemnity provisions of the Agreement, the Contractor in partial performance of its obligations under such Agreement, shall procure and maintain in full force and effect during the term of the Agreement, the following policies of insurance.
6.2.1 Commercial General Liability . Co mmercial General Liability Insurance which affords coverage at least as broad as Insurance Services Office “occurrence” form CG 0001, with minimum limits of at least $1,000,000 per occurrence. Defense costs shall be paid in addition to the limits.
The policy shall contain no endorsements or provisions limiting coverage for (1) products and completed operations; (2) contractual liability; (3) third party action over claims; or (4) cross liability exclusion for claims or suits by one insured against another.
6.2.2 Automobile Liability . Automobile Liability Insurance with coverage at least as broad as Insurance Services Office Form CA 0001 covering “Any Auto” (Symbol 1) with minimum limits of $1,000,000 each accident.
6.2.3 Workers’ Compensation. Workers’ Compensation Insurance, as required by the State of California and Employer ’s Liability Insurance with a limit of not less than $1,000,000 per accident for bodily injury and disease.
6.2.4 Professional Liability . Professional Liability insurance for errors and omissions with minimum limits of $1,000,000. Covered Professional Services shall specifically include all work to be performed under the Agreement.
If coverage is written on a claims-made basis, the retroactive date shall precede the effective date of the initial Agreement and continuous coverage will be maintained or an
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extended reporting period will be exercised for a period of at least three (3) years from termination or expiration of this Agreement.
6.3 Endorsements.
6.3.1 The policy or policies of insurance required by Sections 6.2.1 Commercial General Liability and 6.2.2 Automobile Liability and Error! Reference source not found.
Contractor’s Pollution Liability shall be endorsed to provide the following:
6.3.1.1 Additional Insured . The indemnified parties shall be additional insureds with regard to liability and defense of suits or claims arising out of the performance of the Agreement. Additional Insured Endorsements shall not (1) be restricted to “ongoing operations”; (2) exclude “contractual liability”; (3) restrict coverage to “sole” liability of Contractor; or (4) contain any other exclusions contrary to the Agreement.
6.3.1.2 Primary Insurance and Non-Contributing Insurance. This insurance shall be primary and any other insurance, deductible, or self -insurance maintained by the indemnified parties shall not contribute with this primary insurance.
6.3.1.3 Severability. In the event of one insured, whether named or additional, incurs liability to any other of the insureds, whether named or additional, the policy shall cover the insured against whom claim is or may be made in the same manner as if separate policies had been issued to each insured, except that the limits of insurance shall not be increased thereby.
6.3.1.4 Cancellation. The policy shall not be canceled or the coverage suspended, voided, reduced or allowed to expire until a thirty (30) day prior written notice of cancellation has been served upon the City except ten (10) days prior written notice shall be allowed for non-payment of premium.
6.3.1.5 Duties. Any failure by the named insured to comply with reporting provisions of the policy or breaches or violations of warranties shall not affect coverage provided to the indemnified parties.
6.3.1.6 Applicability. That the coverage provided therein shall apply to the obligations assumed by the Contractor under the indemnity provisions of the Agreement, unless the policy or policies contain a blanket form of contractual liability coverage.
6.3.2 The policy or policies of insurance required by Section 6.2.3 Workers’ Compensation shall be endorsed, as follows:
6.3.2.1 Waiver of Subrogation : A waiver of subrogation stating that the insurer waives all rights of subrogation against the indemnified parties.
6.3.2.2 Cancellation. The policy shall not be canceled or the coverage suspended, voided, reduced or allowed to expire until a thirty (30) day prior written notice of cancellation has been served upon the City except ten (10) days prior written notice shall be allowed for non-payment of premium.
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6.3.3 The policy or policies of insurance required by Section 6.2.4 Professional Liability shall be endorsed, as follows:
6.3.3.1 Cancellation. The policy shall not be canceled or the coverage suspended, voided, reduced or allowed to expire until a thirty (30) day prior written notice of cancellation has been served upon the City except ten (10) days prior written notice shall be allowed for non-payment of premium.
6.4 Deductible. Any deductible or self -insured retention must be approved in writing by the City and shall protect the indemnified parties in the same manner and to the same extent as they would have been protected had the policy or policies not contained a deductible or self-insured retention.
6.5 Evidence of Insurance . The Contractor, concurrently with the execution of the Agreement, and as a condition precedent to the effectiveness thereof, shall deliver either certified copies of the required policies, or original certificates and endorsements on forms approved by the City. The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf. At least fifteen (15) days prior to the expiration of any such policy, eviden ce of insurance showing that such insurance coverage has been renewed or extended shall be filed with the City. If such coverage is cancelled or reduced, Contractor shall, within ten (10) days after receipt of written notice of such cancellation or reduction of coverage, file with the City evidence of insurance showing that the required insurance has been reinstated or has been provided through another insurance company or companies.
6.6 Failure to Maintain Coverage . Contractor agrees to suspend and cease all operations hereunder during such period of time if the required insurance coverage is not in effect and evidence of insurance has not been furnished to the City. The City shall have the right to withhold any payment due Contractor until Contractor has fully complied with the insurance provisions of this Agreement.
In the event that the Contractor’s operations are suspended for failure to maintain required insurance coverage, the Contractor shall not be entitled to an extension of time for completion of the Work because of production lost during suspension.
6.7 Acceptability of Insurers. Each such policy shall be from a company or companies with a current A.M. Best’s rating of no less than A:VII and authorized to do business in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law.
6.8 Insurance for Subconsultants . All subconsultants shall be included as additional insureds under the Contractor’s policies, or the Contractor shall be responsible for causing subconsultants to purchase the appropriate insurance in compliance with the terms of this Agreement, including adding the City as an Additional Insured to the subconsultant’s policies.
7. OWNERSHIP OF MATERIALS AND CONFIDENTIALITY.
7.1 Documents & Data; Licensing of Intellectual Property . This Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all
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copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Contractor under this Agreement (“Documents & Data”). All Documents & Data shall be and remain the property of City, and shall not be used in whole or in substantial part by Contractor on other projects without the City's express written permission. Within thirty (30) days following the completion, suspension, abandonment or termination of this Agreement, Contractor shall provide to City reproducible copies of all Documents & Data, in a form and amount required by City. City reserves the right to select the method of document reproduction and to establish where the reproduction will be accomplished. The reproduction expense shall be borne by City at the actual cost of duplication. In the event of a dispute regarding the amount of compensation to which the Contractor is entitled under the termination provisions of this Agreement, Contractor shall provide all Documents & Data to City upon payment of the undisputed amount. Contractor shall have no right to retain or fail to provide to City any such documents pending resolution of the dispute. In addition, Contractor shall retain copies of all Documents & Data on file for a minimum of four (4) years following completion of the Project, and shall make copies available to City upon the payment of actual reasonable duplication costs. Before destroying the Documents & Data following this retention period, Contractor shall make a reasonable effort to notify City and provide City with the opportunity to obtain the documents.
7.1.1 Subconsultants. Contractor shall require all subconsultants to agree in writing that City is granted a non -exclusive and perpetual license for any Documents & Data the subconsultant prepares under this Agreement. Contractor represents and warrants that Contractor has the legal right to license any and all Documents & Data. Contractor makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Contractor or its subconsultants, or those provided to Contractor by the City.
7.1.2 Right to Use. City shall not be limited in any way in its use or reuse of the Documents and Data or any part of them at any time for purposes of this Project or another project, provided that any such use not within the purposes intended by this Agreement or on a project other than this Project without employing the services of Contractor shall be at City’s sole risk. If City uses or reuses the Documents & Data on any project other than this Project, it shall remove the Contractor’s seal from the Documents & Data. Contractor shall be responsible and liable for its Documents & Data, pursuant to the terms of this Agreement, only with respect to the condition of the Documents & Data at the time they are provided to the City upon completion, susp ension, abandonment or termination. Contractor shall not be responsible or liable for any revisions to the Documents & Data made by any party other than Contractor, a party for whom the Contractor is legally responsible or liable, or anyone approved by the Contractor, or for the use of Documents & Data on any other project by City.
7.1.3 Electronic Copies . Contractor shall provide electronic copies of the finished products in the original software format at the conclusion of the respective phases of work.
Complex documents such as reports that utilize more than one type of software shall also be provided in a common format such as Adobe Acrobat (*.pdf). Files of construction drawings shall be provided in a current version of AutoCAD.
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7.2 Confidentiality. All Documents & Data, either created by or provided to Contractor in connection with the performance of this Agreement, shall be held confidential by Contractor.
All Documents & Data shall not, without the prior written consent of City or except pursuant to court order, be used or reproduced by Contractor for any purposes other than the performance of the Services. Contractor shall not disclose, cause or facilitate the disclosure of the Documents & Data to any person or entity not connec ted with the performance of the Services or the Project.
Nothing furnished to Contractor that is otherwise known to Contractor or is generally known, or has become known, to the related industry shall be deemed confidential. Contractor shall not use City’s name or insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City.
7.3 Indemnification. Contractor shall defend, indemnify and hold the City, its directors, officials, officers, employees, volunteers and agents free and harmless, pursuant to the indemnification provisions of this Agreement, for any alleged infringement of any patent, copyright, trade secret, trade name, trademark, or any other proprietary right of any person or entity in consequence of the use on the Project by City of the Documents & Data, including any method, process, product, or concept specified or depicted.
8. ACCOUNTING RECORDS.
8.1 Accounting Records. Contractor shall maintain complete and accurate records with respect to all costs and expenses incurred under this Agreement. All such records shall be clearly identifiable. Contractor shall allow a representative of City during normal business hours to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement. Contractor shall allow inspection of all work, data, documents, proceedings, and activities related to the Agree ment for a period of three (3) years from the date of final payment under this Agreement.
9. SUBCONTRACTING.
9.1 Prior Approval Required. Contractor shall not subcontract any portion of the work required by this Agreement, except as expressly stated herein, without prior written approval of City. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement.
10. TERMINATION OF AGREEMENT.
10.1 Grounds for Termination. City may, by written notice to Contractor, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Contractor of such termination, and specifying the effective date thereof, at least seven (7) days before the effective date of such termination. Upon termination, Contractor shall be compensated only for those S ervices which have been adequately rendered to City, and Contractor shall be entitled to no further compensation. Contractor may not terminate this Agreement except for cause.
10.2 Effect of Termination . If this Agreement is terminated as provided herein, City may require Contractor to provide all finished or unfinished Documents and Data and other
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information of any kind prepared by Contractor in connection with the performance of Services under this Agreement. Contractor shall be required to provide such document and other information within fifteen (15) days of the request.
10.3 Additional Services. In the event this Agreement is terminated in whole or in part as provided herein, City may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated.
11. GENERAL PROVISIONS
11.1 Delivery of Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose:
City:
CITY OF WOODLAND
300 First Street
Woodland, CA 95695
Attn: Reece Ulrich, Public Works Department
Contractor:
InterState Oil Company
8221 Alpine Avenue
Sacramento, CA 95826
Attn: Nicholas Richards, Director
Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service.
11.2 Indemnification.
11.2.1 To the fullest extent permitted by law, Contractor shall defend (with counsel of City’s choosing), indemnify and hold the City, its officials, officers, employees, volunteers, and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, in any manner arising out of, pertaining to, or incident to any acts, errors or omissions, or willful misconduct of Contractor, its officials, officers, employees, subcontractors, consultants or agents in connection with the performance of the Contractor’s services, the Project or this Agreement, including without limitation the payment of all damages, expert witness fees and attorney’s fees and other related costs and expenses. Contractor's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by Contractor, the City, its officials, officers, employees, agents, or volunteers.
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11.2.2 To the extent required by Civil Code section 2782.8, which is fully incorporated herein, Contractor’s obligations under the above indemnity shall be limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Contractor, but shall not otherwise be reduced. If Contractor’s obligations to defend, indemnify, and/or hold harmless arise out of Contractor’s performance of “design professional services” (as that term is defined under Civil Code section 2 782.8), then upon Contractor obtaining a final adjudication that liability under a claim is caused by the comparative active negligence or willful misconduct of the City, Contractor’s obligations shall be reduced in proportion to the established comparative liability of the City and shall not exceed the Contractor’s proportionate percentage of fault.
11.3 Laws and Regulations; Employee/Labor Certifications. Contractor shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of the Project or the Services, including all Cal/OSHA requirements, and shall give all notices required by law. Contractor shall be liable for all violations of such laws and regulations in connection with Services. If the Contractor performs any work knowing it to be contrary to such laws, rules and regulations and without giving written notice to the City, Contractor shall be solely responsible for all costs arising therefrom. Contractor shall defend, indemnify and hold City, its officials, directors, officers, employees, and agents free and harmless, pursuant to the indemnification provisions of this Agreement, from any claim or liability arising out of any failure or alleged failure to comply with such laws, rules or regulations.
11.3.1 Employment Eligibility; Contractor. By executing this Agreement, Contractor verifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time. Such requirements and restrictions include, but are not limited to, examination and retention of documentation confirming the identity and immigration status of each employee of the Contractor.
Contractor also verifies that it has not committed a violation of any such law within the five (5) years immediately preceding the date of execution of this Agreement, and shall not violate any such law at any time during the term of the Agreement. Contractor shall avoid any violation of any such law during the term of this Agreement by participating in an electronic verification of work authorization program operated by the United States Department of Homeland Security, by participating in an equivalent feder al work authorization program operated by the United States Department of Homeland Security to verify information of newly hired employees, or by some other legally acceptable method. Contractor shall maintain records of each such verification, and shall make them available to the City or its representatives for inspection and copy at any time during normal business hours. The City shall not be responsible for any costs or expenses related to Contractor’s compliance with the requirements provided for in Section 11.3 or any of its sub - sections.
11.3.2 Employment Eligibility; Subcontractors, Contractors, Sub -subcontractors and Subconsultants. To the same extent and under the same conditions as Contractor, Contractor shall require all of its subcontractors, consultants, sub -subcontractors and subconsultants performing any work relating to the Project or this Agreement to make the same verifications and comply with all requirements and restrictions provided for in Section 11.3.1.
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11.3.3 Employment Eligibility; Failure to Comply . Each person executing this Agreement on behalf of Contractor verifies that they are a duly authorized officer of Contractor, and understands that any of the following shall be grounds for the City to terminate the Agreement for cause: (1) failure of Contractor or its subcontractors, consultants, sub -subcontractors or subconsultants to meet any of the requirements provided for in Sections 11.3.1 or 11.3.2; (2) any misrepresentation or material omission concerning compliance with such requirements (including in those verifications provided to the Contractor under Section 11.3.2); or (3) failure to immediately remove from the Project any person found not to be in compliance with such requirements.
11.3.4 Air Quality. To the extent applicable, Contractor must fully comply with all applicable laws, rules and regulations in furnishing or using equipment and/or providing services, including, but not limited to, emissions limits and permitting requirements imposed by the Yolo-Solano Air Quality Management Dis trict (YSAQMD) and/or California Air Resources Board (CARB). Contractor shall indemnify City against any fines or penalties imposed by YSAQMD, CARB, or any other governmental or regulatory agency for violations of applicable laws, rules and/or regulations by Contractor, its subconsultants, or others for whom Contractor is responsible under its indemnity obligations provided for in this Agreement.
11.4 Prohibited Interests. Contractor maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Contractor, to solicit or secure this Agreement. Further, Contractor warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Contractor, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Contractor further agrees to file, or shall cause its employees or subconsultants to file, a Statement of Economic Interest with the City ’s Filing Officer as required under state law in the performance of the Services. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employ ee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.
11.5 California Labor Code Requirements.
11.5.1 Contractor is aware of the requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., which require the payment of prevailing wage rates and the performance of other requirements on certain “public works” and “maintenance” projects (“Prevailing Wage Laws”). If the services are being performed as part of an applicable “public works” or “maintenance” project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Contractor agrees to fully comply with such Prevailing Wage Laws. Contractor shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from any claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. It shall be mandatory upon the Contractor and all subconsultants to comply with all California Labor Code provisions, which include but are not limited to prevailing wages (Labor Code Sections 1771, 1774 and 1775),
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employment of apprentices (Labor Code Section 1777.5), certified payroll records (Labor Code Sections 1771.4 and 1776), hours of labor (Labor Code Sections 1813 and 1815) and debarment of contractors and subcontractors (Labor Code Section 1777.1). The req uirement to submit certified payroll records directly to the Labor Commissioner under Labor Code section 1771.4 shall not apply to work performed on a public works project that is exempt pursuant to the small project exemption specified in Labor Code Section 1771.4.
11.5.2 If the services are being performed as part of an applicable “public works” or “maintenance” project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the Contractor and all subconsultants performing such services must be registered with the Department of Industrial Relations. Contractor shall maintain registration for the duration of the Project and require the same of any subconsultants, as applicable. This Project may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It shall be Contractor’s sole responsibility to comply with all applicable registration and labor compliance requirements. Notwithstanding the foregoing, the contractor registration requirements mandated by Labor Code Sections 1725.5 and 1771.1 shall not apply to work performe d on a public works project that is exempt pursuant to the small project exemption specified in Labor Code Sections 1725.5 and 1771.1.
11.5.3 This Agreement may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It shall be Contractor’s sole responsibility to comply with all applicable registration and labor compliance requirements. Any stop orders issued by the Department of Industrial Relations against Contractor or any subcontractor that affect Contractor’s performance of services, including any delay, shall be Contractor’s sole responsibility. Any delay arising out of or resulting from such stop orders shall be considered Contractor caused delay and shall not be compensable by the City. Contractor shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from any claim or liability arising out of stop orders issued by the Department of Industrial Relations against Contractor or any subcontractor.
11.6 Equal Opportunity Employment . Contractor represents that it is an equal opportunity employer and it shall not discriminate against any subconsultant, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non -discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.
11.7 Labor Certification. By its signature hereunder, Contractor certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Workers ’ Compensation or to undertake self -insurance in accordance with the provisions of that Code, and agrees to comply with such provisions before commencing the performance of the Services.
11.8 Attorneys’ Fees. If either party commences an action against the other party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the
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prevailing party in such litigation shall be entitled to have and recover from the losing party reasonable attorneys’ fees and all other costs of such action.
11.9 Assignment or Transfer. Contractor shall not assign, hypothecate or transfer, either directly or by operation of law, this Agreement or any interest herein without the prior written consent of the City. Any attempt to do so shall be null and void, and any assignees, hypothecates or transf erees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer.
11.10 Successors and Assigns. This Agreement shall be binding on the success ors and assigns of the Parties.
11.11 Amendment; Modification. No supplement, modification or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties.
11.12 Waiver. No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel or otherwise.
11.13 Entire Agreement. This Agreement contains the entire Agreement of the parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or agreements. This Agreement may only be modified by a writing signed by both parties.
11.14 Governing Law; Government Code Claim Compliance . This Agreement shall be governed by the laws of the State of California. Venue shall be in Yolo County. In addition to any and all contract requirements pertaining to notices of and requests for compensation or payment for extra work, disputed work, claims and/or changed conditions, Contractor must comply with the claim procedures set forth in Government Code sections 900 et seq. prior to filing any lawsuit against the City. Such Government Code claims an d any subsequent lawsuit based upon the Government Code claims shall be limited to those matters that remain unresolved after all procedures pertaining to extra work, disputed work, claims, and/or changed conditions have been followed by Contractor. If no such Government Code claim is submitted, or if any prerequisite contractual requirements are not otherwise satisfied as specified herein, Contractor shall be barred from bringing and maintaining a valid lawsuit against the City.
11.15 Time of Essence . Time is of the essence for each and every provision of thi s Agreement.
11.16 Construction; References; Captions . Since the Parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any Party. Any term referencing time, days or period for performance shall be deemed calendar days and not work days.
All references to Contractor include all personnel, employees, agents, and subconsultants of Contractor, except as otherwise specified in this Agreement. All references to City include its elected officials, officers, employees, agents, and volunteers except as otherwise specified in this Agreement. The captions of the various articles and paragraphs are for convenience and ease of
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reference only, and do not define, limit, augment, or describe the scope, content or intent of this Agreement.
11.17 No Third Party Beneficiaries . There are no intended third party beneficiaries of any right or obligation assumed by the Parties.
11.18 Authority to Enter Agreement. Contractor has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party.
11.19 Invalidity; Severability . If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.
11.20 Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.
11.21 City’s Right to Employ Other Contractors. City reserves right to employ other consultants in connection with this Project.
11.22 Cooperation; Further Acts. The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement. [SIGNATURES ON NEXT PAGE]
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IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the day and year first above written.
CITY OF WOODLAND InterState Oil Company
By: ___________________________ By: ___________________________ Ken Hiatt Nicholas Richards
City Manager Sacramento Branch Director
Attest: Attest:
By: ___________________________ By: ___________________________ Sarah Lansburgh [Name]
CMC, City Clerk [Title]
City of Woodland
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EXHIBIT “A”
SCOPE OF SERVICES
Contractor will provide fuel services through a card-lock system. The Agreement will be for one (1) three (3) year term (July 1, 2025 through June 30, 2028). This Agreement may be extended for two (2) one (1) year periods at the discretion of the City and approved by the City Council.
Services performed under this Agreement shall be subject to inspection and approval by the Fleet and Facilities Manager. This section outlines the minimum acceptable standards.
1. Contractor offers both Pacific Pride and CFN fueling networks.
2. Contractor will replace lost and stolen cards within (10) calendar days of request, free of charge to the City.
3. Contractor will provide paper or electronic invoices, as requested by the City. Contractor will also send cardlock invoice information in a .csv format to import into the City’s fleet database.
4. Contractor will provide both vehicle and bulk fuel cards as requested by the City and will itemize all charges.
5. Contractor’s card lock invoices will include all of this information along with pricing, equipment number, driver last name, first name, fueling location, departments and index codes.
6. City may access their respective card lock transactions on Contractor’s web page daily for the previous day’s purchases.
7. At the request of the City, Contractor’s software programmers will also write a program allowing the City to log on to a specific web page and download cardlock transaction information in a format that the City requires for its fleet database, free of charge to the City.
8. No alteration in any of the terms, conditions, delivery, price, quality, quantities, or specifications of this order will be effective without prior consent of the Fleet & Facilities Manager of the City of Woodland.
9. The City of Woodland is exempt from Federal Excise and Transportation Taxes.
Exemption certificate will be furnished upon request.
10. LIENS: Contractor, by signing this Agreement, warrants and represents that the goods, wares or merchandise ordered herein are free and clear from all claims and liens.
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11. WARRANTY: Not withstanding any other provisions of this Agreement, Contractor warrants that the materials, supplies or services furnished shall be the most suitable grade and exactly as specified in this Agreement. Such warranty shall include the following:
performance, workmanship, labor, materials, contractor’s design or engineering contributions. If a defect is discovered in any item of materials, supplies or services as are reported within one year after final acceptance of the applicable warranty period.
Upon expiration of the applicable warranty period, all such liability shall terminate except for fraud or such gross mistakes as amount to fraud, latent defects or specific failure to comply with the terms of this agreement. Unless otherwise stated in this Agreement, the minimum acceptable warranty shall be one year from the date of acceptance by the City.
12. NON-DELIVERY: Non-delivery within the time specified may result in cancellation in whole or in part of this Agreement. Contractor may be held liable for damages caused to the City as a result of said non-delivery. The City may, by written notice of default to the contractor, terminate any (resulting) agreement in whole or in part should Contractor fail to deliver within the time specified, or fail to deliver in strict conformance to specifications set forth by the City. In the event of such termination, the City reserves the right to purchase or obtain the supplier or services elsewhere. In case of default by the Contractor, the City may procure the articles or services from another source and may recover the loss occasioned thereby from any unpaid balance due to the Contractor or by proceeding against performance bond of the Contractor, if any, or by legal process against the Contractor. The prices paid by the City shall be considered the prevailing market price at the time such purchase is made.
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EXHIBIT “B”
PRICING
Contractor will charge 0.105 cents above Sacramento Oil Price Information Service (OPIS) Average for Gasoline, and 0.106 cents above Sacramento OPIS for Diesel for a total Not To Exceed amount of $1,800,000 through June 2028. For each one (1) year extension, the total Not To Exceed amount will be $600,000.
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: July 15, 2025
ITEM #: G.15
SUBJECT: Authorize Purchase Authority for Magnesium
Hydroxide for the Water Pollution Control Facility
Recommendation for Action: Staff recommend the City Council adopt Resolution No. _____, authorizing the City Manager to execute the Water Pollution Control Facility’s purchase of magnesium hydroxide from Hill Brothers Chemical Company for a total of $268,000.
Staff Contact:
Shane Carlsen, Treatment Plant Superintendent, (530)661-2054, [email protected]
Fiscal Impact:
The FY26 Water Pollution Control Facility (WPCF) budget includes $268,000 for the purchase of magnesium hydroxide (MgOH). No additional funds are being requested; this request is only to increase the spending authority.
Background:
Activities at the WPCF are governed by the City’s National Pollutant Discharge Elimination System permit, which is enforced by the Regional Water Quality Control Board. Dosing the effluent with MgOH adjusts the pH and creates the environment for efficient biologic digestion of waste, which is essential in maintaining acceptable final effluent quality.
Hill Brothers is one of the few local manufacturers who can supply MgOH in the required quantities.
Rather than go through a distributor who marks up the commodity, the City entered into a long-term contract directly with Hill Brothers in 2019 to supply MgOH at an agreed upon price.
Discussion:
Although the unit price of the MgOH is determined by the contract, the total cost of chemical to the WPCF varies depending on the effluent chemical demand and flow. When the city used ground water, significantly less MgOH was necessary to maintain proper pH in the effluent. Since the transition, plant processes have evolved to a new equilibrium requiring more MgOH.
Conclusion:
Staff recommend the City Council adopt Resolution No. _____, authorizing the City Manager to execute the Water Pollution Control Facility’s purchase of magnesium hydroxide from Hill Brothers Chemical Company for a total of $268,000.
Prepared by: Shane Carlsen, Treatment Plant Superintendent
Reviewed by: Craig Locke, Public Works Director
Attachments:
1. Proposed Resolution - FY26 Hill Brothers - MgOH
2. Hill Bros Goods Purchase Agreement 2019-signed
RESOLUTION NO. _____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND
AUTHORIZING THE PURCHASE OF MAGNESIUM HYDROXIDE FROM HILL BROTHERS CHEMICAL COMPANY, IN AN AMOUNT NOT-TO-EXCEED $268,000.00 FOR FY26
WHEREAS, the use of alkalinity chemicals as part of the wastewater treatment process at the City’s Water Pollution Control Facility (“WPCF”) is a required element of the City’s National Pollutant Discharge Elimination System (“NPDES”) permit regulated by the Regional Water Quality Control Board; and
WHEREAS, dosing with magnesium hydroxide (“MgOH”) controls pH levels in the effluent and maintains a heathy environment for the treatment biology to grow and thrive which maintains final effluent quality; and
WHEREAS, the volume of MgOH necessary to maintain the treatment plant biology is estimated prior to the beginning of the Fiscal year and unforeseen changes can have significant impacts on the water chemistry and the cost of chemicals; and WHEREAS, the total authorization for FY26 is to be $268,000; and WHEREAS, funding for these chemicals is already available in the FY26 budget and no additional funds are being requested at this time.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Woodland as follows:
SECTION 1.The above recitals are true and correct and adopted herein by this reference.
SECTION 2.That the City Council hereby authorizes The City Manager to approve the purchase with Hill Brothers Chemical Company, in an amount not-to-exceed $268,000.00 for FY26 for magnesium hydroxide.
PASSED, APPROVED AND ADOPTED by the City Council of the City of Woodland at a regular meeting held on the 15th day of July 2025 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
______________________________
Rich Lansburgh, Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ ______________________________ Sarah Lansburgh, CMC, City Clerk Ethan Walsh, City Attorney
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: July 15, 2025
ITEM #: G.16
SUBJECT: Authorize a One-Year Renewal of San Joaquin
Chemicals, Inc. Contract for a Total Not-To-Exceed
Amount of $215,500 for the Purchase of Coagulants
in Fiscal Year 2026
Recommendation for Action: Staff recommend the City Council adopt Resolution No. _____, authorizing the City Manager to execute the second one-year renewal of the San Joaquin Chemicals, Inc. contract for a total amount of $215,500 for the purchase of coagulants in Fiscal Year 2026.
Staff Contact:
Shane Carlsen, Treatment Plant Superintendent, 530-661-2104, [email protected]
Fiscal Impact:
The total contract value for the proposed one-year extension with San Joaquin Chemicals, Inc. is not to-exceed $215,500 based on an estimated use of 250,000 pounds of chemical at a contractual unit price of $0.862 per pound effective November 1, 2025. Appropriations to cover the anticipated purchases are included in the Fiscal Year 2025/26 adopted budget, and no additional funding is requested.
Background:
The use of coagulant chemicals is necessary for the wastewater treatment process at the WPCF to meet the requirements of the City’s National Pollutant Discharge Elimination System permit regulated by the Regional Water Quality Control Board. Coagulants act to increase the efficiency of the filtration system at the WPCF and are especially important in maintaining acceptable final effluent quality during the treatment process.
Discussion:
Exercising this second extension of the current contract will ensure an uninterrupted supply of the necessary materials for water treatment within anticipated cost increases. This extension will allow the City to continue operations and ensure compliance with state regulations.
Conclusion:
Staff recommend the City Council adopt Resolution No. _____, authorizing the City Manager to execute the second one-year renewal of the San Joaquin Chemicals, Inc. contract for a total amount of $215,500 for the purchase of coagulants in Fiscal Year 2026.
Prepared by: Courtney Morgan, Management Analyst
Reviewed by: Craig Locke, Public Works Director
Attachments:
1. Proposed Resolution - San Joaquin Chemicals Extentsion #2
2. City of Woodland with SJC, signed 10-23-2019
RESOLUTION NO. _____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND TO
APPROVE A ONE-YEAR CONTRACT EXTENSION WITH SAN JOAQUIN
CHEMICALS, INC. FOR FISCAL YEAR 2026 COAGULANT PURCHASE NOT-TO- EXCEED $215,500
WHEREAS, the City of Woodland has a current contract with San Joaquin Chemicals, Inc. for the purchase of coagulant used in the water treatment process; and WHEREAS, section 3.1.2 of the contract provided for two additional one-year terms, with a unit cost of $0.862 per pound effective November 1, 2025 and an estimated quantity of 250,000 pounds resulting in a contract price of $215,500 for Fiscal Year 2026; and WHEREAS, the City Council of the City of Woodland has reviewed the terms of the current contract and finds it to be in the best interest of the City to exercise the second of the two one-year extensions for Fiscal Year 2026; and
WHEREAS, the contract extension will provide the City with the necessary coagulant materials for water treatment at an agreed-upon price not to exceed $215,500; and WHEREAS, the City of Woodland has determined that a one-year contract extension with San Joaquin Chemicals, Inc. is necessary to ensure the uninterrupted supply of coagulant for the water treatment process.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Woodland hereby authorizes and approves the following:
SECTION 1.The above recitals are true and correct and adopted herein by this reference.
SECTION 2.The City Council hereby approves the second of two one-year contract extensions with San Joaquin Chemicals, Inc. for the purchase of coagulant for Fiscal Year 2026 (FY26) in an amount not-to-exceed $215,500.
SECTION 3.The City Manager or his/her designee is authorized to execute any necessary documents to effectuate the extension of this contract with San Joaquin Chemicals, Inc.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Woodland at a regular meeting held on the 15th day of July 2025 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
_____________________________
Rich Lansburgh, Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ ______________________________ Sarah Lansburgh, CMC, City Clerk Ethan Walsh, City Attorney
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: July 15, 2025
ITEM #: H.17
SUBJECT: Proposed Solid Waste Service Rate Increase
Recommendation for Action: Staff recommend the City Council:
1) Hold a public hearing to consider adopting increases to the rates for collection and handling of solid waste, recycling, and organic waste services within the City; 2) Consider all protests, including any written protests submitted prior to the close of the public hearing, tabulate ballots;
3) If a majority protest exists, do not approve the proposed increase to customer rates for garbage collection service; and
4) If no majority protest exists, adopt Resolution No. _____, establishing new customer rates for garbage collection service, effective September 1, 2025.
Staff Contact:
Spencer Bowen, Communication & Strategic Policy Manager, (530) 661-5808, [email protected]
Fiscal Impact:
The approval of the proposed rate increase will result in an overall customer rate increase of 6.43%.
Collection fees for solid waste, recycling, and organic waste services (“Solid Waste Service”) are paid by customers directly to USA Waste of California, Inc. dba WM of Woodland (WM). Revenues derived from the Solid Waste Service rates are used solely for the purpose of defraying costs incurred in providing efficient Solid Waste Service and to ensure continued compliance with State law, including but not limited to, garbage, recycling, and organic waste pick-up; transportation, processing, disposal, facilities and equipment maintenance; capital projects and financing; and billing and account management.
Background:
WM has been the City of Woodland’s solid waste provider since 2011. The original Agreement for Solid Waste, Recyclables, Green Waste, and Street Sweeping Services was amended on December 18, 2013 and again on March 28, 2016. The current Agreement is set to expire on December 31, 2026. On April 15, 2025 the Woodland City Council approved a new Solid Waste Franchise Agreement with USA Waste of California, Inc.
An annual rate adjustment was applied on January 1 for calendar year 2025. A rate increase associated with the additional contractual requirements of the new Agreement is scheduled to take effect on September 1, 2025 and will run the course of September 1, 2025 – December 31, 2026 (16 months). The proposed 6.43% rate increase accounts for a 2026 Consumer Price Index (CPI) increase, as well as incremental rate increases based on new programs and service alterations. The rate increase accounts for the following costs and service enhancements:
• 2026 CPI adjustment
• Compost procurement (state mandate)
• Organic cart replacement (state mandate)
• Increased customer outreach and education
• 'At Your Door' service for household hazardous waste (added service)
1996’s California Proposition 218 outlines that the City provide all properties receiving the service for which the fee is charged – in this case, Solid Waste Service – with a minimum of 45 days written notice prior to the City Council holding a public hearing on the proposed rate increase. The City is conducting this Proposition 218 majority protest proceeding out of an abundance of caution and without conceding the applicability of Proposition 218 to privately provided Solid Waste Service. On May 29, 2025 Proposition 218 Notices for the proposed solid waste collection service rate increase were mailed to the record owners of parcels and the solid waste collection services ratepayers who are not property owners but are otherwise responsible for paying the solid waste collection service charges. Additionally, the notice provided the time, date, and location of the public hearing to be held on July 15 before the City Council.
The last day of the required 45-day notice period was July 13, 2025, after which the City Council can hold a public hearing. Property owners and solid waste collection services ratepayers have the ability until the closing of the public hearing to "protest" the proposed rate increase. After the public hearing is closed, staff will count the number of protests filed. If a majority of the solid waste customers submit valid protest letters, as described in the public hearing notice, the City Council cannot consider approving the proposed rate increase; otherwise, the City Council may consider adopting Resolution No. _____, which will approve the rate adjustment. Failing to adopt the proposed rate increase without a majority protest by solid waste collection service ratepayers would breach the adopted Franchise Agreement.
As of this City Council Agenda's posting, the City had received 67 valid protests.
Discussion:
WM provides Solid Waste Service within the City pursuant to an exclusive franchise agreement. The rate structure for monthly Solid Waste Service is for two customer classes: (i) residential; and (ii) commercial (including monthly roll-off). The rates for Solid Waste Service for each customer class are determined based on: (i) the size of the container serving the property; (ii) the materials accepted in the container (e.g., trash, recyclables, or organic waste) serving the property; and (iii) the frequency of pickups per week.
Residential Rates
In the new service structure, residential service will be bundled in a similar manner to how many haulers and jurisdictions in California bundle their garbage service with recycling and organics.
Bundled service ensures that residents are "defaulted" to the required three services. This practice not only encourages proper sorting by material type, but also ensures that all customers have access to all three waste streams as required by law.
Residential customers with a 35-, 64-, or 96-gallon service may receive up to two (2) recycling carts and two (2) organics carts with the bundled rate. A third recycling and organics cart may be requested for an additional fee. Qualifying low-income residential customers are eligible for a 15% discounted rate.
The proposed residential rate increase reflects an increase to the residential customer’s monthly garbage bill of 6.43%. Woodland residents are billed every other month. Residential customers with a 64-gallon trash service (the most common service volume) would see a roughly $5.00 increase in their bill, or approximately $2.60/month. See the table below:
Service
Capacity
1/1/25
Rate
9/1/25
Rate
Percent Change
35 Gallons $37.27 $39.67 6.43%
64 Gallons $40.03 $42.60 6.43%
96 Gallons $53.34 $56.77 6.43%
Commercial Rates
No restructuring of rates such as that outlined in the residential sector is being put in place for the commercial sector. The proposed commercial rate increase also reflects an increase to the commercial customer’s monthly garbage bill of 6.43%.
Future Increases
Under the terms of the new Franchise Agreement, there is to be an annual adjustment to the maximum rates. That adjustment is to be based on the percent change in the annual percentage change (July – June) in the CPI –Urban Consumer – Garbage and trash collection index, series ID CUUR0000SEHG02, and subject to a five percent maximum increase in any one year. In the event the CPI is greater than 5%, the percentage above the maximum may be rolled over to future years as a way to help "smooth out" the annual adjustments. Rates may also be changed to reflect extraordinary cost increases for disposal or processing costs outside of WM’s control, subject to review and approval by the City Council.
If approved, beginning January 1, 2027, and each January 1 thereafter for a four-year period, the rates for Solid Waste Services may be adjusted annually without a further public hearing. In no event may an automatic increase exceed the City’s cost of providing Solid Waste Services. If the adjustments are approved, a written notice will be mailed to all parties subject to future annual rate adjustments, not less than 30 days prior to the effective date of the adjustment.
Conclusion:
Staff recommend the City Council:
1) Hold a public hearing to consider adopting increases to the rates for collection and handling of solid waste, recycling, and organic waste services within the City; 2) Consider all protests, including any written protests submitted prior to the close of the public
hearing, tabulate ballots;
3) If a majority protest exists, do not approve the proposed increase to customer rates for garbage collection service; and
4) If no majority protest exists, adopt Resolution No. _____, establishing new customer rates for garbage collection service, effective September 1, 2025.
Attachments:
1. Proposed Resolution - Solid Waste Service Increase
2. Exhibit A: Woodland Proposed Residential Rates Effective 9-1-25
3. Exhibit B: Woodland Proposed Commercial Rates Effective 9-1-25
4. Exhibit C: Woodland Proposed Debris Box Roll Off Rates Effective 9-1-25
5. Notice of Public Hearing - Woodland Solid Waste Rates 07.15.25
RESOLUTION NO. _____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND
DECLARING THE RESULTS OF THE PROCEEDINGS FOR APPROVAL OF THE
SOLID WASTE COLLECTION SERVICE RATE INCREASE IN ACCORDANCE
WITH ARTICLE XIII D OF THE CALIFORNIA CONSTITUTION, INCREASING THE
SOLID WASTE SERVICE RATES, AND APPROVAL OF AUTOMATIC
INFLATIONARY ADJUSTMENTS
WHEREAS, in April 2025, the City Council approved a new Solid Waste Franchise Agreement with WM starting September 1, 2025; and
WHEREAS, the City is conducting a Proposition 218 majority protest proceeding out of an abundance of caution and without conceding the applicability of Proposition 218 and Article XIII D, Section 6 of the California Constitution (Article XIII D) to privately provided Solid Waste Service; and
WHEREAS, Article XIII D, Section 6 of the California Constitution (Article XIII D) requires the City Council to consider written protests to the proposed rate increases set forth attached to the July 15, 2025 public hearing item and incorporated herein by this reference; and
WHEREAS, Article XIII D requires that prior to imposing or increasing any fee, the City shall provide written notice (the "Notice") by mail of the proposed rates to the record owner of each parcel upon which the rates are proposed for imposition and any customer directly liable for the payment of such rates, the amount of the rates proposed, the basis upon which the rates were calculated, the reason for the imposition or increase, and the date, time, and location of a public hearing on the proposed rates; and WHEREAS, pursuant to Article XIII D, such public notice is required to be provided to the affected property owners and solid waste collection services ratepayers directly liable for the payment of such rates not less than 45 days prior to the public hearing on the proposed rates; and
WHEREAS, the City did provide such notice to the affected property owners and solid waste collection services ratepayers responsible for the proposed rates in compliance with Article XIII D; and
WHEREAS, on July 15, 2025 the City Council held a public hearing to consider the results of protest proceedings conducted in accordance with California Constitution Article XIII D, Section 6(a)(2); and
WHEREAS, at the public hearing, the City Council considered all oral testimony, written materials, and written protests concerning the imposition of the proposed rates, and at the close of the public hearing, the City did not receive written protests against the approval of the proposed rates from a majority of the affected property owners and solid waste collection services ratepayers;
and
WHEREAS, the City Council now desires to approve the proposed rates and authorize automatic annual inflationary rate adjustments commencing September 1, 2025, with changes scheduled through and including January 1, 2031.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Woodland as follows:
SECTION 1.The City Council hereby finds and determines that the above Recitals are true and correct and are incorporated herein.
SECTION 2.The City Council finds the inflationary adjustments are required to keep pace with the costs of providing sustainable and reliable solid waste collection services, including the ability to comply with continuing State mandated solid waste collection service programs and requirements. And that such rates are not in excess of the reasonable costs of providing such services.
SECTION 3.The proposed rates described in Exhibits A, B, and C shall become effective September 1, 2025, and the annual automatic inflationary increases are approved to be implemented each January 1, 2027 thereafter, through and including January 1, 2031. The City or WM shall provide, or cause to be provided, written notice each year to property owners and solid waste collection service rate payers who are not property owners but are otherwise responsible for paying the solid waste collection rates, at least thirty (30) days in advance of each annual inflationary increase taking effect.
SECTION 4.The first rate adjustment, effective January 1, 2027, will be based on the percentage change in Consumer Price Index (CPI) for the average CPI value from July 1, 2026 to June 30, 2027, compared to the average CPI value for the previous year from October to September, rounded to the nearest hundredth of a percent. The index to be used shall be the series CUUR0000SEHG02, Urban Consumer – Garbage and trash collection index in U.S. city average, all urban consumers, seasonally adjusted. Should this index be eliminated or no longer available, the Parties shall mutually agree upon a new index.
SECTION 5. If any section, subsection, subdivision, sentence, clause, or phrase in this Resolution or any part thereof is for any reason held to be unconstitutional or invalid, ineffective by any court of competent jurisdiction, such decision shall not affect the validity or effectiveness of the remaining portions of this Resolution or any part thereof. The City Council hereby declares that it would have adopted each section irrespective of the fact that any one or more subsections, subdivisions, sentences, clauses, or phrases be declared unconstitutional, invalid, or ineffective.
SECTION 6. This Resolution shall supersede any and all provisions of any previous resolution and/or ordinance approved by the City Council that may conflict with, or be contrary to, this Resolution.
SECTION 7. The City Council finds that the subject activity outlined in this Resolution is not a Project within the meaning of the California Environmental Quality Act ("CEQA") Guidelines, Section 15378, and is therefore not subject to review under CEQA.
SECTION 8. The City Clerk shall certify the adoption of this Resolution, which shall become effective immediately upon adoption.
PASSED, APPROVED AND ADOPTED by the City Council of the City of Woodland at a regular meeting held on the 15th day of July 2025 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
______________________________
Rich Lansburgh, Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ ______________________________ Sarah Lansburgh, CMC, City Clerk Ethan Walsh, City Attorney
Waste Management of Woodland
City of Woodland
Residential Rates
Effective 9/1/2025
New Monthly Rate Eff
9/1/2025
35 Gallons $39.67
64 Gallons $42.60
96 Gallons $56.77
Extra bag pickup $3.08
Extra toter pickup $9.84
Low income1 (15% discount on Bundled Rate)
35 Gallons $33.72
64 Gallons $36.21
96 Gallons $48.25
Additional Recycle Carts
Per Additional Cart $7.93
Additional Organics Carts
Per Additional Cart $6.20
Ancillary / Misc Fees
On Premises Service, Customer with Disability$0.00
On Premises Service, elected $7.78
State Mandated Charge - Per Household $0.70
Curbside Bulky Waste Collection - per pickup
(limited to 5 yards) $99.15
Insufficient Funds / Returned Check Fee $30.00
Late Charge 2.5% of balance, $5.00
minimum
Return Trip Charge $37.43
Residential Contamination Charge2 $10.00
Residential Overage Charge3 $10.00
Bundled Service Rates
[2] Material placed in a Recyclables Container other than Recyclables in quantities greater than 10%, as observed and documented by Company personnel, and (b) Material placed in an Organics Container other than Organics in quantities greater than 3%, as observed and documented by Company personnel, and (c) Excluded Waste in any quantity in any Container. Contamination charge applies to the third contamination incident after two warnings are issued.
[3] Defined as (i) Solid Waste, Recyclable Materials or Organic Waste exceeding its Container’s intended capacity such that an individual lid is lifted by an average of at least 10 inches (or would be lifted by at least 10 inches if lowered) or (ii) Solid Waste, Recyclable Materials or Organic Waste placed on top the Container. Overage charge applies to the third overage incident after two warnings are issued.
[1] Low income will be provided to customers who qualify for the PG&E CARE or FERA program, is the legal property Owner or tenant at the Residential Premises, and the name on the solid waste bill matches the name on the PG&E bill for that Premises.
* Residents are limited to (1) additional recycle cart and (1) additional organics cart at no charge. This "Per Additional Cart" rate applies to the 3rd+ Cart. * Residents are limited to (1) additional recycle cart and (1) additional organics cart at no charge. This "Per Additional Cart" rate applies to the 3rd+ Cart. * Bundled service includes one (1) Recycle Cart, one (1) Organics Cart, and Street Sweeping. A second Recycle Cart and a second Organics cart can be provided at no additional cost.
Waste Management of Woodland
City of Woodland
Commercial Rates
Effective 9/1/2025
New Monthly Rate Eff
9/1/2025
Trash - 64 Gallon Cart
1 x Week $37.68
2 x Week $75.36
3 x Week $113.04
4 x Week $150.72
5 x Week $188.40
Trash - 96 Gallon Cart
1 x Week $47.98
2 x Week $95.96
3 x Week $143.94
4 x Week $191.92
5 x Week $239.90
Trash - 1 Yard Bin
1 x Week $95.40
2 x Week $157.34
Trash - 1.5 Yard Bin
1 x Week $120.22
2 x Week $203.87
3 x Week $286.74
Trash - 2 Yard Bin
1 x Week $145.77
2 x Week $247.72
3 x Week $349.74
4 x Week $451.66
5 x Week $553.66
6 x Week $654.94
Trash - 3 Yard Bin
1 x Week $187.94
2 x Week $329.36
3 x Week $470.56
4 x Week $579.83
5 x Week $753.29
6 x Week $894.75
Trash - 4 Yard Bin
1 x Week $236.40
2 x Week $419.44
3 x Week $602.55
4 x Week $785.54
5 x Week $985.47
6 x Week $1,151.81
Trash - 6 Yard Bin
1 x Week $310.47
2 x Week $562.09
3 x Week $823.83
4 x Week $1,143.69
5 x Week $1,429.53
6 x Week $1,744.53
Recycle - 64 Gallon Cart
1 x Week $38.61
2 x Week $77.22
3 x Week $115.83
4 x Week $154.44
5 x Week $193.05
Recycle - 96 Gallon Cart
1 x Week $38.61
2 x Week $77.22
3 x Week $115.83
4 x Week $154.44
5 x Week $193.05
Recycle - 1 Yard Bin
1 x Week $38.61
2 x Week $77.22
Recycle - 1.5 Yard Bin
1 x Week $38.61
2 x Week $77.22
3 x Week $115.83
Recycle - 2 Yard Bin
1 x Week $38.61
2 x Week $77.22
3 x Week $115.83
4 x Week $154.44
5 x Week $193.05
Recycle - 3 Yard Bin
1 x Week $38.61
2 x Week $77.22
3 x Week $115.83
4 x Week $154.44
5 x Week $193.05
Recycle - 4 Yard Bin
1 x Week $38.61
2 x Week $77.22
3 x Week $115.83
4 x Week $154.44
5 x Week $193.05
Recycle - 6 Yard Bin
1 x Week $38.61
2 x Week $77.22
3 x Week $115.83
4 x Week $154.44
5 x Week $193.05
Mixed Organics - 35 Gallon
1 x Week $32.27
2 x Week $64.45
3 x Week $96.71
4 x Week $128.97
5 x Week $161.20
Mixed Organics - 64 Gallon
1 x Week $45.33
2 x Week $90.68
3 x Week $136.01
4 x Week $181.36
5 x Week $226.69
Mixed Organics - 1 Yard Bin
1 x Week $224.51
2 x Week $383.24
3 x Week $543.88
Mixed Organics - 2 Yard Bin
1 x Week $308.97
2 x Week $543.59
3 x Week $780.96
Extra Pickup Fees
Extra bag pickup $3.08
Extra toter pickup $9.84
Additional Pickup, 1 Cubic Yard Bin $56.41
Additional Pickup, 1.5 Cubic Yard Bin $58.34
Additional Pickup, 2 Cubic Yard Bin $60.35
Additional Pickup, 3 Cubic Yard Bin $64.31
Additional Pickup, 4 Cubic Yard Bin $68.00
Additional Pickup, 6 Cubic Yard Bin $76.13
Additional Trip to Customer Location at
Customer Request* $37.43
Temporary Bin
3 Yard Temporary Bin $222.48
Ancillary / Misc Fees
State Mandated Fee - per yard times
4.3 (weeks per month) $0.25
Dismount and Push Charge per Bin
Serviced per Week $7.92
* Should the Company’s video show that the Customer did not set out the Containers in their service location in time for Collection, the Customer will have the opportunity to pay for a return trip (per Rate in Exhibit B or wait until their next Service Day.
Key Charge per Bin Serviced per Week $9.43
Enclosure Charge per Bin Serviced per
Week $10.40
Gate Service Charge per Bin Serviced
per Week $10.40
Long Walk (more then 20 feet) per Bin
Serviced per Week $24.88
Maximum Additional Weekly Charges
per Bin Serviced per Week $32.23
Scout Truck (Container Truck)
Container Pull Out $44.92
Extra per yard charge for Customers
Pre-compacting Trash $29.86
Bad / Returned Check Fee $30.00
Inactivity Fee - Per Day (No activity for
over 14 days)1 $15.30
Inactivity Fee - Maximum per month1 $229.76
Reactivation Fee2 $47.60
Delivery Fee3 $204.05
Late Charge 2.5% of balance, $5.00
minimum
Cart Swap / Cleaning Charge $74.04
Bin Swap / Cleaning Charge $168.26
Commercial Contamination Charge4 $10.00
Commercial Overage Charge5 $10.00
Emergency Services6 See Below
[6] Company and the City shall meet and confer to negotiate a price. [2] The Reactivation service fee would be charged for administrative costs to restart a Commercial Customer account that has been terminated pursuant to Section 7. 1.2 of the Agreement due to non- payment
Note: Additional disposal fees for non-standard items (box springs, tires, televisions, etc) charged by Yolo County or City designated landfill will be charged to the customer when it is possible to identify the customer in violation.
[1] The Inactivity service fee would be charged if a Customer has a Debris Box, temporary Bin, or Compactor longer than the 14-day rental period without scheduling a pickup. On the 15th day and going forward, the customer would be charged an additional $15.31 per day. The maximum fee per month is $229.85.
[3] The Delivery service fee would be charged for the delivery of a container to a Commercial Customer that is restarting services that were previously terminated pursuant to Section 7.1.2 of the Agreement due to non-payment.
[4] Material placed in a Recyclables Container other than Recyclables in quantities greater than 10%, as observed and documented by Company personnel, and (b) Material placed in an Organics Container other than Or ganics in quantities greater than 3%, as observed and documented by Company personnel, and (c) Excluded Waste in any quantity in any Container. Contamination charge applies to the third contamination incident after two warnings are issued.
[5] Defined as (i) Solid Waste, Recyclable Materials or Organic Waste exceeding its Container’s intended capacity such that an individual lid is lifted by an average of at least 10 inches (or would be lifted by at least 10 inches if lowered) or (ii) Solid Waste, Recyclable Materials or Organic Waste placed on top the Container. Overage charge applies to the third overage incident after two warnings are issued.
Waste Management of Woodland
City of Woodland
Debris (RO) Box Rates
Effective 9/1/2025
New Monthly Rate Eff
9/1/2025
MSW - Haul Rate
20 Yards - Includes 2 tons $323.17
30 Yards - Includes 3 tons $484.52
40 Yards - Includes 4 tons $646.07
Green Waste - Haul Rate
20 Yards - Includes 2 tons $341.57
30 Yards - Includes 3 tons $512.14
40 Yards - Includes 4 tons $682.87
Mixed Wood - Haul Rate
20 Yards - Includes 2 tons $358.79
30 Yards - Includes 3 tons $537.98
40 Yards - Includes 4 tons $717.32
C&D - Haul Rate
20 Yards - Includes 2 tons $369.94
30 Yards - Includes 3 tons $554.73
40 Yards - Includes 4 tons $739.68
Clean Wood - Haul Rate
20 Yards $166.42
30 Yards $249.39
40 Yards $332.56
Old Corrugated Cardboard (OCC) - Haul Rate
20 Yards $166.42
30 Yards $249.39
40 Yards $332.56
Recycle - Haul Rate
20 Yards $166.42
30 Yards $249.39
40 Yards $332.56
Concrete / Dirt
10 Yards - no included tonna
ge $228.49
Compactor Rates
Haul Rate - Per Yard - includes tonnage $27.28
Ancillary / Misc Fees
State Mandated Fee - Per yard times 4.3
weeks/month $0.27
Debris Box Roll-Top Fee Per Haul $33.66
Bad / Returned Check Fee $31.93
Snapshot Fee - Per Occurrence1 $68.03
Trip Charge2 $134.67
Inactivity Fee - Per Day (No activity for over
14 days)3 $15.30
Inactivity Fee - Maximum per month3 $229.76
Reactivation Fee - due to non-payment4 $47.60
Delivery Fee5 $204.05
Late Charge 2.5% of balance, $5.00
minimum
Debris Box Fuel Surcharge6 See below
Contamination Fee7 See below
Emergency Services8 See below
[5] The Delivery service fee would be charged for the delivery of a container to a Commercial Customer that is restarting services that were previously terminated pursuant to Section 7.1.2 of the Agreement due to non-payment. [6] The attached fuel Surcharge rate table will be applied to only the Debris Box line of business and will be calculated based on the cost of fuel on a monthly basis. This will be a line item on the customer's monthly bill. [7] The contamination fee is a pass-through contamination and/or adminstration fee imposed on by the landfill or disposal site for contaminated loads.
Note: Additional disposal fees for non-standard items (box springs, tires, televisions, etc) charged by Yolo County or City designated landfill will be charged to the customer when it is possible to to identify the customer in violation.
[8] Company and the City shall meet and confer to negotiate a price. * All rates are for Temp or Perm Service except 10-yard containers, which are Temp only.
[1] Excess Yardage/Snapshot service fee would apply to Commercial Customers each time a Customer’s Bin or Debris Box is overloaded. Driver documents the conditions with photographs, which are used by the Company in subsequent Customer contact.
[2] The Trip Charge would apply when a Commercial Customer schedules a Debris Box service call that is not needed after Company arrives at the Customer location. Company must be given a 24 hour cancellation notice by the Customer.
[3] The Inactivity service fee would be charged if a Customer has a Debris Box, temporary Bin, or Compactor longer than the 14-day rental period without scheduling a pickup. On the 15th day and going forward, the customer would be charged an additional $15.31 per day. The maximum fee per month is $229.85.
[4] The Reactivation service fee would be charged for administrative costs to restart a Commercial Customer account that has been terminated pursuant to Section 7.1.2 of the Agreement due to non- payment.
NOTICE OF PUBLIC HEARING
CITY OF WOODLAND
PROPOSED INCREASE IN
SOLID WASTE SERVICE RATES
On TUESDAY, JULY 15, 2025, the Woodland City Council will conduct a public hearing at 6:00 P.M., or as soon thereafter as the matter may be heard, in the COUNCIL CHAMBERS, 300 FIRST STREET, to consider:
Adopting increases to the rates for collection and handling of garbage, recycling, and organic waste services within the City (collectively, “Solid Waste Service”). The public hearing will be held to consider all oral testimony and written protests to, and the adoption of, the proposed rate increases.
Proposed Increase
USA Waste of California, Inc. dba WM of Woodland (“WM”) provides Solid Waste Service within the City pursuant to an exclusive franchise agreement. The rate structure for monthly Solid Waste Service is for two customer classes: (i) residential; and (ii) commercial. The rates for Solid Waste Service for each customer class is determined based on: (i) the size of the container serving the property; (ii) the materials accepted in the container (e.g., trash, recyclables, or organic waste) serving the property; and (iii) the frequency of pickups per week.
Public Hearing Process as Specified by 1996’s California Proposition 218 All Woodland property owners of record and tenants are invited to attend this public hearing.
The City Council will hear and consider all materials and testimony as well as all written protests against the proposed rate increases. At the close of the public hearing, the City Council may adopt new rates if written protests against the proposed increases are not presented by a majority of identified parcels upon which the proposed rates are to be charged. The City is conducting this Proposition 218 majority protest proceeding out of an abundance of caution and without conceding the applicability of Proposition 218 to Solid Waste Service.
If adopted, the rates shall take effect on September 1, 2025. As noted in more detail below, the rates may also be adjusted for Annual Automatic Adjustments for a five-year period.
Basis for Rate Increases
The request for the proposed rate increases shown is based upon the City’s existing solid waste franchise agreement (“Franchise Agreement”) with WM. Revenues derived from the Solid Waste Service rates are used solely for the purpose of defraying costs incurred in providing efficient Solid Waste Service and to ensure continued compliance with State law, including but not limited to, garbage, recycling and organic waste pick-up, transportation, processing, disposal, facilities and equipment maintenance, capital projects and financing, and billing and account management. If the rates for Solid Waste Service are approved by the City Council, WM will implement the Solid Waste Service rate increases effective September 1, 2025. Please note that the proposed rates will provide a 15% discount for low-income customers.
Future Automatic Rate Increases
Because the City anticipates future increases in the cost of providing Solid Waste Service that WM will charge pursuant to the Franchise Agreement, the City is also proposing to annually adjust the maximum rates based on the percent change in the annual percentage change (July – June Fiscal Year timeframe) in the CPI –Urban Consumer – Garbage and trash collection index, series ID CUUR0000SEHG02 subject to a five percent cap that may be rolled over to future years. Rates may also be changed to reflect pass-through cost increases for disposal or processing costs.
If approved, beginning January 1, 2027, and each January 1 thereafter for a five-year period, the rates for Solid Waste Services may be adjusted annually, without a further public hearing, as described below. In no event may an automatic increase exceed the City’s cost of providing Solid Waste Services. If the adjustments are approved, a written notice will be mailed to all parties subject to future annual rate adjustments, not less than 30 days prior to the effective date of the adjustment.
Proposed Rates
Below is a summary of the proposed rates. A full list of the proposed rates is available at bit.ly/WMRatesSeptember or at the QR code below.
To protest the proposed rate increases before the July 15 meeting, you must submit a written protest.
Any property owner whose property will be subject to the imposition of the proposed solid waste and recycling rates and any tenant directly responsible for the payment of such rates (i.e., a customer of record) may submit a written protest to the proposed changes. Oral, telephonic and e- mail protests will not be accepted.
Written protests may be submitted by mail or in person to the City Clerk’s Office at 300 First Street, Woodland, CA 95695 or at the Public Hearing on Tuesday July 15 ,2025 at 6:00 p.m. at Woodland City Council Chambers, 300 First Street, Woodland, CA 95695, provided they are received prior to the conclusion of the public comment of the Public Hearing. A valid protest must include all of the following information: (1) A statement of protest (“I protest” will suffice); (2) Service address or Assessor parcel number (by assessor’s parcel number, street address, or customer account); (3) Written evidence (example: current copy of a utility bill) that the person is the property owner, if the person was not shown on the County of Yolo’s last equalized assessment roll as the property owner or that the person is a tenant who is currently residing at the property and is responsible for the payment of utility fees; and (4) Name and signature of the property owner or
tenant submitting the protest (photocopies will not be accepted). The City Clerk will only accept one protest per parcel.
The Council may also discuss other hearings or business items before or after the items listed above. Pursuant to section 65009 (b) (2), the State Government Code “If you challenge the proposed action in court, you may be limited to raising only those issues you or someone else raised at the public hearing described in this notice, or in written correspondence delivered to the City Council at, or prior to, the public hearing”. Failure of any person to receive the notice shall not constitute grounds for any court to invalidate the action of the legislative body for which the notice was given.
If you have any question regarding this notice, please contact Sarah Lansburgh, City Clerk at (530) 661-5806 or email at [email protected].
Dated: Sarah Lansburgh, City Clerk
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: July 15, 2025
ITEM #: H.18
SUBJECT: Fiscal Year 2025/2026 Community Development
Block Grant Annual Action Plan and 2025-2029
Community Development Block Grant Consolidated
Plan, and Authorization for Submittal of the Action
Plan and the Consolidated Plan
Recommendation for Action: Staff recommend the City Council take the following actions:
1) Hold a public hearing to receive community input on the Fiscal Year 2025/2026 Community Development Block Grant Action Plan and 2025-2029 Community Development Block Grant Consolidated Plan;
2) Adopt Resolution No. _____, approving the 2025-2029 Community Development Block Grant Consolidated Plan in substantially the same form as presented to the City Council with the Fiscal Year 2025/26 Community Development Block Grant Action Plan funding allocations and incorporating any public input received during the public comment period; 3) Direct staff to complete the Fiscal Year 2025/2026 Action Plan and 2025-2029 Community Development Block Grant Consolidated Plan, as well as any other related documents required by the U.S. Department of Housing and Urban Development, incorporating the adopted funding allocations and submit both documents to the U.S. Department of Housing and Urban Development; 4) Authorize the City Manager to execute any agreements, contracts, or other documents with the appropriate entities to carry out the Community Development Block Grant-funded activities; and 5) Authorize the Administrative Services Director to make the budget allocations as specified.
Staff Contact:
Franklin Cui, Housing Analyst II – 530-661-2019, [email protected]
Fiscal Impact:
The total Community Development Block Grant (CDBG) funding allocation for Fiscal Year (FY) 2025/2026 is $473,643. The City is able to utilize $95,017.20 of this allocation to help offset the general fund impact of administering the program. Additionally, the CDBG Review Panel is recommending an allocation of $307,867.95 for the City’s ADA Accessibility Project, which also helps to relieve the general fund burden for this needed accessibility project.
For Fiscal Years 2025/2026 through 2029/2030, the anticipated CDBG funding allocation is roughly $2.4 million.
Background:
Every five years, the U.S. Department of Housing and Urban Development (HUD) requires CDBG entitlement jurisdictions, cities and counties that receive CDBG funding on an annual basis, to adopt a new Five-Year Consolidated Plan. The Consolidated Plan identifies a jurisdiction’s overall housing and community development needs and provides a strategy to address those needs. CDBG funds must be used to provide affordable housing and services for vulnerable and lower-income persons and to eliminate conditions of blight from the community. The Consolidated Plan is a five-year strategic planning document that includes a short-term investment plan outlining the intended use of CDBG, HOME Investment Partnership (HOME) and Emergency Shelter Grant (ESG) entitlement funds in a one-year Action Plan. The Action Plan covers the first year of the Consolidated Plan.
Currently, the City receives only CDBG funds on an annual basis as an entitlement jurisdiction. The City’s previous Consolidated Plan was adopted by the City Council on June 15, 2021 and covered the period of July 1, 2020 to June 30, 2025.
The proposed Consolidated Plan will cover Fiscal Years 2025-2026 through 2029-2030. The City expects to receive approximately $2.4 million over the planning period.
The Consolidated Plan includes several components, such as:
• Evaluation of demographic and housing trends;
• Identification of needs over the next five years, with a focus on the needs of low-income and special needs populations;
• Strategies to address the City’s housing, economic development, public facilities, and public service needs; and
• Goals and estimated funding amounts for various types of activities.
Discussion:
CDBG Five-Year Consolidated Plan
In the development of the 2025-2029 Consolidated Plan, the City of Woodland engaged the services of consultant Mosaic Community Planning (the planning team). Consequently, the planning and City housing team used a variety of approaches to achieve meaningful community engagement with residents and other stakeholders, including community meetings, a stakeholder questionnaire, resident focus groups, pop-up events, and a community-wide survey.
The planning and City housing team engaged with residents through focus groups intended to seek the perspective of residents with specialized needs. Five focus groups were held for each of the following groups: seniors, people experiencing homelessness, people living in supportive housing, people with severe supportive mental health needs, and people using housing vouchers. The focus groups included an interactive discussion of housing and community development needs, fair housing issues, and access to opportunity.
The stakeholder questionnaire involved a 26-question survey available to the public, including people living or working in the city and other stakeholders. Survey questions focused on housing and community development needs and opportunities, fair housing, and access to opportunity. The survey was available online on the project website and in hard copy in English and Spanish during April and May 2025. Hard copies were distributed at in-person community meetings and pop-up and focus group participants were directed to the virtual version. A total of 96 survey responses were received.
The planning and City housing team also conducted three pop-up engagement activities, during which facilitators engaged with residents informally in community locations. There were two pop-up events, one at the Café Yolo Senior Lunch Program, which engaged 22 people, and one at Hyman Field, which engaged 12 people. Additionally, City staff facilitated a pop-up event via a booth held at Concert on the Court, which engaged 48 people.
Each pop-up event used different engagement strategies. At the Concert on the Court event, City staff engaged the public in a mock funding activity in which participants were given 5 poker chips in varying denominations and asked to use them to represent how much funding should be given to various housing and community development projects in Woodland. At the Senior Lunch event, team members engaged participants in a discussion about senior needs and resources within Woodland.
At the Hyman Field event, team members engaged the public with a dot-voting exercise about housing and community needs within the City.
Advertisements for the community workshops and survey targeted the public, nonprofits, service providers, housing providers, and others working with low- and moderate-income households or special-needs populations. Public notice of community input opportunities were provided through announcements on the City’s website and social media, the project website, newspaper articles and public notices, and e-mails to community stakeholders.
A Stakeholder Questionnaire was sent to contacts representing a variety of viewpoints, including elected officials and staff, housing developers, nonprofit organizations, homeless housing and service providers, mental health service providers, organizations serving people with disabilities, family and senior services, workforce development organizations, and others. Meeting advertisements noted that accommodations (including translation, interpretation, or accessibility needs) were available if needed; no requests for accommodations were received.
Results
During the development of the Consolidated Plan, four priority needs were identified. Each of the needs is described in a table shown in Attachment C that follows along with a basis for its priority designation and the populations to be served.
In addressing these high-priority needs, the following tables are a summary of the City’s goals for funding across the 5-year scope of the Consolidated Plan.
Sort
Order
Goal Name Category Needs Addressed Funding
1 Improve Housing
Access and Quality
Affordable Housing Expanded Access to
Affordable Housing
$100,00
2 Provide Community
Services
Community Services Provision of Community
Services
$255,232
3 Improve Existing
Infrastructure and
Public Facilities
Non-Housing Community
Development Infrastructure and
Public Facility
Improvements
$1,539,339
4 Community
Engagement, Planning,
and Administration
Community
Engagement, Planning,
and Administration
Community
Engagement, Planning,
and Administration
$473,643
Public Review
The 2025-2029 Consolidated Plan and 2025-2026 Action Plan were released for a 30-day public review period on June 13, 2025, with public notices of availability published in the Daily Democrat and the City’s website. Public comments received before the July 15, 2025 City Council meeting will be summarized at the meeting.
Annual Action Plan
The Action Plan is the annual document that implements the Consolidated Plan and serves as a budget document for the first fiscal year. The Action Plan identifies goals, projects, and funding amounts for CDBG during the fiscal year of July 1, 2025 to June 30, 2026.
For FY 2025/2026, the City’s allocation is $473,643, a decrease of $1,443 from the FY 2024/2025
allocation of $475,086.
The following actions were done to let organizations know about the funding opportunities and for overall public outreach/citizen participation for the following year’s funding awards in the Annual Action Plan:
1. Emailed a notice of funding availability (NOFA), notice of public meeting applicant workshop, applications for public services and public facilities activities, Woodland's rating and ranking system for CDBG applications, Community Development Needs Table for Woodland's 2025– 2029 Consolidated Plan, and a copy of the CDBG funded activities for FY 2024/25 to current and previous CDBG subrecipients and other interested parties (approximately 18 nonprofits and public agencies that provide programs in Woodland and/or Yolo County);
2. Emailed the information contained in #1 to the local continuum of care, the nonprofit Homeless and Poverty Action Coalition who shared with individuals who provide programs in Woodland and/or Yolo County;
3. Published the notice of funding availability in the February 12, 2025, edition of the Daily Democrat;
4. Posted the NOFA and other attachments from the NOFA email on the City's website (https://www.cityofwoodland.org/597/Community-Development-Block-Grant);
5. Provided copies of the NOFA and application materials at City Hall (300 First Street - Community Development Department counter) and Woodland Community and Senior Center (2001 East Street – Community Services Department counter);
6. Held a virtual public meeting/applicant workshop on March 5, 2025, via Zoom;
7. Held a publicly noticed public meeting on June 9, 2025, for citizens to review the proposed funding recommendations for FY 2025/26;
8. Published a notice of the availability of the draft FY 2025/2026 Action Plan and 2025-2029 CDBG Consolidated Plan 30-day public comment period and the City Council's July 15, 2025, public hearing on the Action Plan and Consolidated Plan on the City's website in Spanish and English (https://www.cityofwoodland.org/597/Community-Development-Block-Grant);
9. Posted the draft FY 2025/2026 Action Plan and 2025-2029 CDBG Consolidated Plan to the City's website on June 13, 2025 (https://www.cityofwoodland.org/597/Community- Development-Block-Grant);
10. Emailed members of the local continuum of care (HPAC) on the availability of the draft FY 2025/26 Action Plan and 2025-2029 CDBG Consolidated Plan, 30-day Public Comment period, and the City Council's July 15, 2025, public hearing on the FY 2025/2026 Action Plan and 2025-2029 CDBG Consolidated Plan;
11. Made copies of the draft FY 2025/2026 Action Plan and 2025-2029 CDBG Consolidated Plan available at the public counters at the Woodland City Hall (300 First Street, Community Development Department, first floor of City Hall) and Woodland Community and Senior Center (2001 East Street, Community Services Department); and
12. Hold a public hearing at the July 15, 2025, City Council meeting to receive public comments and take final action on the FY 2025/2026 Action Plan and 2025-2029 CDBG Consolidated Plan.
Under CDBG regulations, no more than 15 percent of the City’s allocation can be used for public services, no more than 20 percent can be used for administration, and no more than 65 percent can be used for public infrastructure. The City reserves 20 percent of the annual CDBG allocation for the administration of the program. For FY 2025/26 there is $71,046.45 available for public service activities, $94,728.60 for program administration, and $307,867.95 for public infrastructure. To assist the City with the review of CDBG applications and the preparation of funding recommendations, a three-person CDBG Review Panel is convened. The Review Panel met on May 14, 2025 to review
and recommend applications to fund. The panel was composed of three members: Magalean Martin (Parks and Recreation Commission), Marco Lizarraga (Planning Commission), and Bill Pride (Yolo Community Builders).
The Review Panel evaluates the CDBG applications based on a rating and ranking system, which was last revised in 2015. The rating and ranking system is an objective system that scores the applications based on the following criteria: benefit to low and very low-income persons; activity need and justification; reasonableness of cost estimates; activity management and timeliness; experience, past performance, and organizational capability; and project budget – evidence of sufficient funding.
Funding Applications and Recommendations:
A summary of the funding requests and recommendations is provided below.
The City received four applications for public infrastructure activities with a cumulative funding request of $732,280 and six applications for public services activities with a cumulative funding request of $85,000.
Public Infrastructure Applications Received and Funding Requests: (available CDBG funds $307,867.95)
1. City of Woodland, ADA Accessibility Project – $341,280
2. New Hope Community Dev Corp – $286,000
3. Yolo Employment Services, Inc. – $55,000
4. Yolo Community Care Continuum – $50,000
Public Infrastructure Funding Recommendations (Panel and Staff):
1. City of Woodland, ADA Accessibility Project – Review Panel: $307,867.95; Staff: $307,867.95
2. New Hope Community Dev Corp – Review Panel: $0.00; Staff: $0.00
3. Yolo Employment Services, Inc. – Review Panel: $0.00; Staff: $0.00
4. Yolo Community Care Continuum – Review Panel: $0.00; Staff: $0.00
Public Services Applications Received and Funding Requests: (available CDBG funds $71,046.45)
1. Northern California Children’s Therapy Center, Project Hope for Children – $15,000
2. Legal Services of Northern California, Fair Housing Services – $10,000
3. Meals on Wheels Yolo County, Operation Accelerate – $15,000
4. Yolo Community Care Continuum, New Dimensions Supported Housing – $15,000
5. Yolo Wayfarer Center, Emergency Shelter Services – $15,000
6. Yolo Food Bank, Nurture Woodland – $15,000
Public Services Funding Recommendations (Panel and Staff):
1. Northern California Children’s Therapy Center, Project Hope for Children – Review Panel: $11,046.45; Staff: $11,046.45
2. Legal Services of Northern California, Fair Housing Services – Review Panel: $10,000; Staff:
$10,000
3. Meals on Wheels Yolo County, Operation Accelerate – Review Panel: $15,000.00; Staff:
$15,000.00
4. Yolo Community Care Continuum, New Dimensions Supported Housing – Review Panel: $10,000; Staff: $10,000
5. Yolo Wayfarer Center, Emergency Shelter Services – Review Panel: $15,000; Staff: $15,000
6. Yolo Food Bank, Nurture Woodland – Review Panel: $10,000; Staff: $10,000
Of the $71,046.45 allocated for public service programs, 40 percent ($28,505.16) of the allocation has been recommended for food and shelter programs operated by the following sub-recipients:
Northern California Children's Therapy Center, Meals on Wheels Yolo County, Yolo Community Care Continuum, Yolo Wayfarer Center, and Yolo Food Bank. It has been the City’s long-standing practice to reserve at minimum 40 percent of the public services allocation for food and shelter programs.
The City will retain the maximum allocation of 20 percent ($94,728.60) for the administration of the CDBG program. It should also be noted that the City, pursuant to a 2005 Voluntary Compliance Agreement and Conciliation Agreement, is required to provide Legal Services of Northern California with annual funding of at least $10,000 for fair housing services as long as the City receives CDBG funding.
The City’s recommendations for CDBG funding for fiscal year 2025-2026 are summarized below:
Applicant Project Title Funding
Public Infrastructure Activities
City of Woodland ADA Accessibility Project $ 307,867.95 Public Service Activities
Northern California Children’s Therapy
Center
Project HOPE $ 11,046.45
Legal Services of Northern California Fair Housing Services $ 10,000 Meals on Wheels Yolo County Operation Accelerate $ 15,000 Yolo Community Care Continuum New Dimensions Supported
Housing
$ 10,000
Yolo Wayfarer Center Emergency Shelter Services $ 12,000 Yolo Food Bank Nurture Woodland $ 10,000
Administration & Planning
City of Woodland CDBG Program
Administration
$ 94,728.60
Conclusion:
Staff recommend the City Council take the following actions:
1) Hold a public hearing to receive community input on the Fiscal Year 2025/2026 Community Development Block Grant Action Plan and 2025-2029 Community Development Block Grant Consolidated Plan;
2) Adopt Resolution No. _____, approving the 2025-2029 Community Development Block Grant Consolidated Plan in substantially the same form as presented to the City Council with the Fiscal Year 2025/26 Community Development Block Grant Action Plan funding allocations and incorporating any public input received during the public comment period; 3) Direct staff to complete the Fiscal Year 2025/2026 Action Plan and 2025-2029 Community Development Block Grant Consolidated Plan, as well as any other related documents required by the U.S. Department of Housing and Urban Development, incorporating the adopted funding allocations and submit both documents to the U.S. Department of Housing and Urban Development; 4) Authorize the City Manager to execute any agreements, contracts, or other documents with the appropriate entities to carry out the Community Development Block Grant-funded activities; and
5) Authorize the Administrative Services Director to make the budget allocations as specified.
Prepared by: Franklin Cui, Housing Analyst II
Reviewed by: Kim McKinney, Administrative Services Director Erika Bumgardner, Community Development Deputy Director
Attachments:
1. Proposed Resolution - FY 2025-26 CDBG Action Plan_2025-2029 CDBG ConPlan and Approval
2. B. Woodland 2025-2029 Con Plan_Draft
3. C. CDBG ConPlan High Priority Needs
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND
TO HOLD A PUBLIC HEARING TO RECEIVE COMMUNITY INPUT
ON THE FISCAL YEAR 2025/2026 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) ACTION PLAN AND 2025-2029 CDBG CONSOLIDATED PLAN AND
APPROVE THE PLANS
WHEREAS, the City of Woodland (“City”) annually receives an allocation of Community Development Block Grant (CDBG) Funds from the Department of Housing and Urban Development (HUD); and
WHEREAS, the City’s CDBG allocation for Fiscal Year 2025/2026 is $473,643; and WHEREAS, as part of the program requirements, the City must submit the Annual Action Plan that describes how the funding will be spent for the following program year, as well as preparing a strategic Consolidated Plan every five years; and WHEREAS, the Annual Action Plan and 2025-2029 CDBG Consolidated Plan are required to be approved after receiving public input.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Woodland as follows:
SECTION 1.This City Council hereby finds and determines that the foregoing recitals are true and correct.
SECTION 2.This City Council hereby approves the FY 2025/2026 CDBG Annual Action Plan and 2025-2029 CDBG Consolidated Plan with the following funding allocations as recommended by the CDBG Review Panel and City staff.
Applicant Project Title Funding
Public Infrastructure Activities
City of Woodland ADA Accessibility Project $ 307,867.95 Public Service Activities
Northern California Children’s Therapy Center Project HOPE $ 11,046.45 Legal Services of Northern California Fair Housing Services $ 10,000 Meals on Wheels Yolo County Operation Accelerate $ 15,000 Yolo Community Care Continuum New Dimensions Supported
Housing
$ 10,000
Yolo Wayfarer Center Emergency Shelter Services $ 12,000 Yolo Food Bank Nurture Woodland $ 10,000
Administration & Planning
City of Woodland CDBG Program Administration $ 94,728.60
SECTION 3.This City Council hereby directs staff:
a) To complete the FY 2025/2026 Action Plan and 2025-2029 CDBG Consolidated Plan, as well as any other items required by the U.S. Department of Housing and Urban Development (HUD), incorporating the adopted funding allocations along with any public input received during the public comment period. b) To submit the completed FY 2025/2026 Action Plan and 2025-2029 CDBG Consolidated Plan to HUD once completed.
SECTION 4.This City Council hereby authorizes the City Manager to execute any agreements, contracts or other documents with the appropriate entities to carry out the CDBG Funded activities and authorizes the Administrative Services Director to make the budget allocations as specified.
SECTION 5.This Resolution shall take effect from and after the date of its passage and adoption.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Woodland at a regular meeting held on the 15th day of July 2025 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
_____________________________
Rich Lansburgh, Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ ______________________________ Sarah Lansburgh, CMC, City Clerk Ethan Walsh, City Attorney
1 2025-2029
CONSOLIDATED PLAN
AUGUST 2025
2 Contents
Executive Summary ................................ ................................ ................................ ................................ . 4 ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) ................................ ............................... 5 The Process ................................ ................................ ................................ ................................ ........... 10 PR-05 Lead & Responsible Agencies 24 CFR 91.200(b) ................................ ................................ 11 PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I) ................... 12 PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c) ................................ ........ 16 NEEDS ASSESSMENT ................................ ................................ ................................ .............................. 22 NA-05 Overview ................................ ................................ ................................ ......................... 23 NEEDS ASSESSMENT OVERVIEW ................................ ................................ ................................ . 23 NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) ................................ .......................... 23 NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) ............................... 33 NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) .................... 38 NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) ......................... 42 NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) ................................ ............ 44 NA-35 Public Housing – 91.205(b)................................ ................................ ............................... 47 NA-40 Homeless Needs Assessment – 91.205(c) ................................ ................................ ......... 53 NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) ................................ .................. 57 NA-50 Non-Housing Community Development Needs – 91.215 (f) ................................ .............. 62 HOUSING MARKET ANALYSIS ................................ ................................ ................................ ................. 67 MA-05 Overview ................................ ................................ ................................ ........................ 68 MA-10 Number of Housing Units – 91.210(a)&(b)(2) ................................ ................................ .. 68 MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) ................................ ..................... 72 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) ................................ ............ 75 MA-25 Public and Assisted Housing – 91.210(b) ................................ ................................ ......... 79 MA-30 Homeless Facilities and Services – 91.210(c) ................................ ................................ ... 83 MA-35 Special Needs Facilities and Services – 91.210(d) ................................ ............................. 87 MA-40 Barriers to Affordable Housing – 91.210(e)................................ ................................ ...... 92 MA-45 Non-Housing Community Development Assets – 91.215 (f) ................................ ............. 95 MA-50 Needs and Market Analysis Discussion ................................ ................................ .......... 103 MA-60 Broadband Needs of Housing occupied by Low - and Moderate -Income Households -
91.210(a)(4), 91.310(a)(2) ................................ ................................ ................................ ......... 107 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)................................ ............................... 112 STRATEGIC PLAN ................................ ................................ ................................ ................................ . 115 SP-05 Overview ................................ ................................ ................................ ........................ 116
3 SP-10 Geographic Priorities – 91.215 (a)(1) ................................ ................................ ............... 116 SP-25 Priority Needs - 91.215(a)(2) ................................ ................................ ........................... 118 SP-30 Influence of Market Conditions – 91.215 (b) ................................ ................................ ... 122 SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) ................................ ....................... 123 SP-40 Institutional Delivery Structure – 91.215(k) ................................ ................................ ..... 126 SP-45 Goals Summary – 91.215(a)(4) ................................ ................................ ........................ 130 SP-50 Public Housing Accessibility and Involvement – 91.215(c) ................................ ............... 133 SP-55 Barriers to affordable housing – 91.215(h) ................................ ................................ ...... 133 SP-60 Homelessness Strategy – 91.215(d)................................ ................................ ................. 135 SP-65 Lead based paint Hazards – 91.215(i) ................................ ................................ .............. 137 SP-70 Anti-Poverty Strategy – 91.215(j) ................................ ................................ .................... 139 SP-80 Monitoring – 91.230 ................................ ................................ ................................ ....... 140 2025 Annual Action Plan ................................ ................................ ................................ ...................... 142 AP-15 Expected Resources – 91.220(c)(1,2) ................................ ................................ .............. 143 AP-20 Annual Goals and Objectives ................................ ................................ .......................... 146 Projects ................................ ................................ ................................ ................................ .... 149 AP-35 Projects – 91.220(d) ................................ ................................ ................................ ....... 149 AP-38 Project Summary ................................ ................................ ................................ ............ 151 AP-50 Geographic Distribution – 91.220(f) ................................ ................................ ................ 154 AP-55 Affordable Housing – 91.220(g) ................................ ................................ ...................... 155 AP-60 Public Housing – 91.220(h) ................................ ................................ ............................. 156 AP-65 Homeless and Other Special Needs Activities – 91.220(i) ................................ ................ 156 AP-75 Barriers to affordable housing – 91.220(j)................................ ................................ ....... 158 AP-85 Other Actions – 91.220(k) ................................ ................................ ............................... 159 AP-90 Program Specific Requirements – 91.220(l)(1,2,4) ................................ .......................... 162
4 EXECUTIVE SUMMARY
5 ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. INTRODUCTION
Every five years, the City of Woodland must prepare a strategic plan (known as the Consolidated Plan) which governs the use of federal housing and community development grant funds that it receives from the United States Department of Housing and Urban Development (HUD). When preparing Consolidated Plans, grantees must assess needs and issues in their jurisdictions. Community Development Block Grant (CDBG) program funds received by the City from HUD are covered in this Consolidated Plan.
The City must also submit to HUD separate Annual Action Plans for each of the five years during the Consolidated Plan period. The Annual Action Plan serves as the City’s yearly application to HUD and is required for the City to receive the annual allocation from the grant program. This type of grant from HUD is known as an Entitlement Grant Program because communities receive the funds every year if they meet program requirements and criteria associated with the grant. Under HUD’s grant program regulations, the City of Woodland must use its grant funds within the City limits.
2. SUMMARY OF THE OBJECTIVES AND OUTCOMES IDENTIFIED IN THE PLAN
NEEDS ASSESSMENT OVERVIEW
Grantees must assess the needs in their jurisdictions as a key part of the Consolidated Plan process. To inform development of priorities and goals over the next five years, the Consolidated Plan’s Needs Assessment discusses housing, community development, and economic development needs in Woodland.
The Needs Assessment relies on data from the US Census, 2019-2023 American Community Survey (ACS) five-year estimates, and a special tabulation of ACS data known as Comprehensive Housing Affordability Strategy (CHAS) data that estimates the number of households with one or more housing needs. Local data regarding homelessness and assisted living is included. Finally, public input gathered through focus groups, meetings, and a community survey are coupled with dat a analysis to identify priority needs related to affordable housing, homelessness, assisted housing, community development, and economic development in Woodland.
6 Priorities identified during the development of the City’s 2025-2029 Five-Year Plan include:
1. Expanded Access to Affordable Housing
2. Provision of Community Services
3. Infrastructure and Public Facility Improvements
4. Community Engagement, Planning, and Administration
3. EVALUATION OF PAST PERFORMANCE
During the most recently completed program year (2023 -2024 CAPER), the City of Woodland met or exceeded its one-year goals in the following programs:
• Fair housing services (1-year goal: 102 persons assisted; actual: 244 persons assisted) • Health housing services (1-year goal: 255 persons assisted; actual: 265 persons assisted) • Multi/single-family affordable units construction (1-year goal: 0 units constructed; actual: 72 units constructed)
• Homelessness services (1-year goal: 225 persons assisted; actual: 549 persons assisted) The city did not meet its one-year goals in the following programs:
• Public facilities & improvements (1-year goal: 444 persons assisted; actual: 0 persons assisted) • Homelessness: overnight shelter (1-year goal: 297 persons assisted; actual: 250 persons assisted)
• Youth services (1-year goal: 450 persons assisted; actual: 418 persons assisted)
4. SUMMARY OF CITIZEN PARTICIPATION PROCESS AND CONSULTATION PROCESS An important component of the research process for this Consolidated Plan involved gathering input from residents and stakeholders regarding housing and community development conditions, needs, and opportunities in Woodland. The planning team used a variet y of approaches to achieve meaningful community engagement with residents and other stakeholders, including community meetings, a stakeholder questionnaire, resident focus groups, pop-up events, and a community-wide survey.
Community Meetings
The City of Woodland hosted one in -person and one virtual community meeting to understand housing and community development needs and opportunities in the city. Each meeting began with a brief presentation that provided an overview of the Consolidated Plan , the community engagement process, the project website and survey, the project timeline, and the types of analysis to be included in the study.
The presentations were followed by interactive discussions of community need, fair housing, and access to opportunity. One meeting was held virtually via Zoom —residents could join online or by phone—and one was held in -person in the Woodland City Council Chambers. A total of one participant joined a community workshop.
7 Stakeholder/Service Provider Questionnaire
The planning team also engaged with stakeholders and service providers representing a variety of perspectives through an open -ended questionnaire. Topics included housing and community development needs, barriers to affordable housing, gaps in the homeless service delivery system, fair housing issues, and opportunities to build on existing successes using CDBG funds. A total of 9 community stakeholders participated in the questionnaire, representing a range of backgrounds and viewpoints.
Focus Groups
In addition to stakeholder consultations, the planning team engaged with residents through focus groups intended to seek the perspective of residents with specialized needs. Five focus groups were held for the following groups:
• Seniors (in-person, no attendees)
• People experiencing homelessness (in-person, 13 attendees) • People living in supportive housing (in-person, 14 attendees) • People with severe supportive mental health needs (in-person, 7 attendees) • People using housing vouchers (virtual, no attendees) No residents attended the senior citizen focus group or the housing voucher focus group. Focus groups with attendees included an interactive discussion of housing and community development needs, fair housing issues, and access to opportunity.
Community Survey
The fourth method for obtaining community input was a 26 -question survey available to the public, including people living or working in the city and other stakeholders. Survey questions focused on housing and community development needs and opportunities, fair housing, and access to opportunity. The survey was available online on the project website and in hard copy in English and Spanish during April and May 2025. Hard copies were distributed at in -person community meet ings, and pop -up and focus group participants were directed to the virtual version. A total of 96 survey responses were received.
Pop-Up Events
The planning team and City staff conducted three pop-up engagement activities, during which facilitators engaged with residents informally in community locations. Pop -up engagement is useful for raising awareness of the plan and obtaining input from reside nts who may not be sufficiently tuned into fair housing issues to attend a meeting on the subject, but who have opinions to share nonetheless. The planning team held two pop-up events, one at the Café Yolo Senior Lunch Program , which engaged 22 people, and one at Hyman Park, which engaged 12 people. Additionally, City staff facilitated a pop -up event via a booth held at Concert on the Court, which engaged 48 people. Each pop -up event used different engagement strategies:
• At the Concert on the Court event, City staff engaged the public in a mock funding activity in which participants were given 5 poker chips in varying denominations and asked to use them to
8 represent how much funding should be given to various housing and community development projects in Woodland.
• At the Senior Lunch event, team members engaged participants in a discussion about senior needs and resources within Woodland.
• At the Hyman Park event, team members engaged the public with a dot-voting exercise about housing & community needs within the City.
Publicity for Community Engagement Activities
Advertisement for the community workshops and survey targeted the general public, as well as nonprofits, service providers, housing providers, and others working with low - and moderate -income households and special needs populations. Public notice of community input opportunities was provided through announcements on the City’s website and social media, the project website, newspaper articles and public notices, and e-mails to community stakeholders. A Stakeholder Questionnaire was sent to contacts representing a variety of viewpoints, including elected officials and staff, housing developers, nonprofit organizations, homeless housing and service providers, mental health service providers, organizations serving people with disabilities, family and senior ser vices, workforce development organizations, and others. Meeting advertisements noted that accommodations (including translation, interpretation, or accessibility needs) were available if needed; no requests for accommodations were received.
5. SUMMARY OF PUBLIC COMMENTS
The City of Woodland held a 30 -day public comment period to receive comments on the draft Consolidated Plan and Annual Action Plan from June 13 to July 13, 2025. During that time, copies of the draft plans were made available for public review at Woodland City Hall (300 First Street) via the City’s website (www.cityofwoodland.gov ), and on the project website, WoodlandCommunityPlans.com, and residents and stakeholders were invited to provide written comments. Interested parties were invited to submit comments via mail to the City of Woodland Community Development Department, or through email to [email protected]. The City held a final public hearing on the draft plans on July 15, 2025. A summary of community engagement results is provided in the following section. Complete survey results and outreach materials can be found in the appendix.
6. SUMMARY OF COMMENTS OR VIEWS NOT ACCEPTED AND THE REASONS FOR
NOT ACCEPTING THEM
All public comments were accepted and taken into consideration in preparing the Consolidated Plan.
7. SUMMARY
During the development of the Consolidated Plan, the City identified a set of priority needs through community engagement and analysis of housing and community development data. These priorities include homelessness housing and services, housing access and quality, infrastructure and public facility improvements, public services, and community engagement, planning, and administration. Over the
9 Consolidated Plan period of 2025-2029, federal grant funding will be focused on addressing these highest priority needs. The Consolidated Plan also contains goals, measurable objectives, and implementation actions for each of the plan’s elements.
Coinciding with the development of the Consolidated Plan is the development of the first year Annual Action Plan, including the Notice of Funding Availability (NOFA) process. Through this process, the City sub-awards federal grant funds to eligible entities including non -profits, government agencies, and developers that provide the services to make progress toward the priority needs.
10 THE PROCESS
11 PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
1. DESCRIBE AGENCY/ENTITY RESPONSIBLE FOR PREPARING THE CONSOLIDATED
PLAN AND THOSE RESPONSIBLE FOR ADMINISTRATION OF EACH GRANT
PROGRAM AND FUNDING SOURCE
The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.
TABLE 1 – RESPONSIBLE AGENCIES
Agency Role Name Department/Agency
CDBG Administrator City of Woodland Community Development Department
NARRATIVE
The Woodland Community Development Department is responsible for preparing the City's CDBG Consolidated Plan and administering the City's CDBG program.
CONSOLIDATED PLAN PUBLIC CONTACT INFORMATION
Franklin Cui
Community Development Department
City of Woodland
2001 East Street
Woodland, CA 95776
(Phone) 530.661.2019
(Fax) 530.406.0832
Email: [email protected]
12 PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b),
91.215(I) and 91.315(I)
1. INTRODUCTION
PROVIDE A CONCISE SUMMARY OF THE JURISDICTION’S ACTIVITIES TO ENHANCE
COORDINATION BETWEEN PUBLIC AND ASSISTED HOUSING PROVIDERS AND
PRIVATE AND GOVERNMENTAL HEALTH, MENTAL HEALTH AND SERVICE AGENCIES (91.215(I)).
The City of Woodland utilized a robust public engagement process to develop its updated Five-Year Consolidated Plan. Prior to drafting the Consolidated Plan, the City of hosted two public engagement meetings, five focus groups, three pop-up events, and offered both a public survey and a service provider questionnaire. A total of 96 people participated in the public survey, 9 in the service provider survey, 32 in focus groups, 82 in pop-up events, and one in open community meetings. Results of these outreach efforts are summarized in the Community Participation section of the Plan.
The City of Woodland held a 30 -day public comment period to receive comments on the draft Consolidated Plan and Annual Action Plan from June 13 to July 13, 2025 to receive input from residents and stakeholders on the draft Consolidated Plan. The City held a final public hearing on the draft plans on July 15, 2025 prior to approval by the Woodland City Council and submission to HUD.
DESCRIBE COORDINATION WITH THE CONTINUUM OF CARE AND EFFORTS TO
ADDRESS THE NEEDS OF HOMELESS PERSONS (PARTICULARLY CHRONICALLY
HOMELESS INDIVIDUALS AND FAMILIES, FAMILIES WITH CHILDREN, VETERANS,
AND UNACCOMPANIED YOUTH) AND PERSONS AT RISK OF HOMELESSNESS The City of Woodland is a member of the local continuum of care Homeless and Poverty Action Coalition (HPAC). A City representative who administers the City's CDBG program and works on affordable issues, programs, and projects also serves on HPAC's 15 -member board of directors , which includes representatives from service provider entities and government agencies. The City representative attends monthly meetings of HPAC's Governance Committee and Technical Subcommittee. Participation in HPAC provides ongoing opportunities to improve the coordination between public and assisted housing providers and private and governmental health, mental health and service agencies.
Current members of HPAC include an individual with homeless lived experience, Yolo County Children's Alliance, Yolo Community Builders, Turning Point Community Programs (nonprofit behavioral health & services provider), CommuniCare (nonprofit federally qualified health center), Legal Services of Northern California, Empower Yolo (shelter program for victims of domestic violence, sexual assault, stalking, and human trafficking), Yolo Community Care Continuum (permanent support housing for mentally ill adults
13 and respite program for homeless), Davis Community Meals and Housing, Fourth and Hope (shelter, permanent supportive housing, and treatment programs), City of Davis, City of Woodland, City of West Sacramento, Yolo County, and Yolo County Housing (PHA for Yolo County).
In addition to HPAC, other homeless service providers invited to participate in the planning process include the Yolo Community Care Continuum (YCCC), the Fourth & Hope Yolo Wayfarer Center (YWC), the Yolo County Homeless and Poverty Action Coalition (HPAC), and CommuniCare.
DESCRIBE CONSULTATION WITH THE CONTINUUM(S) OF CARE THAT SERVES THE
JURISDICTION'S AREA IN DETERMINING HOW TO ALLOCATE ESG FUNDS, DEVELOP
PERFORMANCE STANDARDS AND EVALUATE OUTCOMES, AND DEVELOP
FUNDING, POLICIES AND PROCEDURES FOR THE ADMINISTRATION OF HM IS Woodland is a member of HPAC, as described above. HPAC has established a Data Subcommittee that oversees the development and implementation of data collection in the Homeless Management Information System in compliance with the most current HMIS data standards published by HUD.
2. DESCRIBE AGENCIES, GROUPS, ORGANIZATIONS AND OTHERS WHO
PARTICIPATED IN THE PROCESS AND DESCRIBE THE JURISDICTIONS
CONSULTATIONS WITH HOUSING, SOCIAL SERVICE AGENCIES AND OTHER
ENTITIES
Representative agencies, groups, and organization s that participated in the planning process for Woodland’s 2025-2029 Five-Year Consolidated Plan and 2025 Annual Action Plan are shown in the table on the following pages. In addition to the agencies listed, others may have participated in the online survey, which was anonymous.
14 TABLE 2 – AGENCIES, GROUPS, ORGANIZATIONS WHO PARTICIPATED Agency/Group/Orga
nization Type
What section of the
Plan was addressed by
Consultation?
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
To be updated
pending close of
Stakeholder
Questionnaire
IDENTIFY ANY AGENCY TYPES NOT CONSULTED AND PROVIDE RATIONALE FOR
NOT CONSULTING
Efforts were made to consult as broad a group of community stakeholders as possible. Email notifications and invitations regarding the community meetings and survey were distributed to stakeholders by the City of Woodland. No agency types were excluded from participation.
15 OTHER LOCAL/REGIONAL/STATE/FEDERAL PLANNING EFFORTS CONSIDERED
WHEN PREPARING THE PLAN
TABLE 3 – OTHER LOCAL / REGIONAL / FEDERAL PLANNING EFFORTS Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each
plan?
2023 Yolo County Hazard
Mitigation Plan
Yolo County Identifies potential hazards, their risk
to the public, and mitigation
strategies.
2023-2026 Yolo County Plan to
Address Homelessness
Yolo County Establishes a plan to address
homelessness in Yolo County,
including the City of Woodland.
2019 Sacramento Valley
Analysis of Impediments to Fair
Housing Choice
Sacramento Valley Fair
Housing Collaborative
Investigates whether all residents of
the jurisdiction have equal access to
fair housing, identifies barriers to fair
housing choice, and proposes
mitigation strategies.
City of Woodland 2020-2024
Consolidated Plan
City of Woodland Jurisdiction’s previous consolidated
plan.
City of Woodland Housing
Element - 2023
City of Woodland Identifies housing goals, priorities, and strategies for the City of Woodland.
City of Woodland 2035 General
Plan
City of Woodland Identifies Woodland’s overall priorities and growth strategies through the
year 2035.
2025-2029 Yolo County Housing
Authority 5-Year Agency Plan
Yolo County Governing 5-year plan for
jurisdiction’s housing authority.
DESCRIBE COOPERATION AND COORDINATION WITH OTHER PUBLIC ENTITIES,
INCLUDING THE STATE AND ANY ADJACENT UNITS OF GENERAL LOCAL
GOVERNMENT, IN THE IMPLEMENTATION OF THE CONSOLIDATED PLAN (91.215(L))
The City of Woodland coordinates with the HPAC and other Continuum of Care member agencies, such as the Yolo County Housing Authority, to expand both housing and services for the region’s homeless and low- to moderate-income populations.
16 PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and
91.300(c)
1. SUMMARY OF CITIZEN PARTICIPATION PROCESS/EFFORTS MADE TO BROADEN
CITIZEN PARTICIPATION
SUMMARIZE CITIZEN PARTICIPATION PROCESS AND HOW IT IMPACTED GOAL -
SETTING
An important component of the research process for this Consolidated Plan involved gathering input from residents and stakeholders regarding housing and community development conditions, needs, and opportunities in Woodland. The project team used a variety of approaches to achieve meaningful community engagement with residents and other stakeholders, including community workshops, a stakeholder/service provider questionnaire, resident focus groups, pop-up events, and a community-wide survey.
Community Meetings
The City of Woodland hosted one in -person and one virtual community meeting to understand housing and community development needs and opportunities in the city. Each meeting began with a brief presentation that provided an overview of the Consolidated Plan, the community engagement process, the project website and survey, the project timeline, and the types of analysis to be included in the study.
The presentations were followed by interactive discussions of community need, fair housing, and access to opportunity. One meeting was held virtually via Zoom —residents could join online or by phone—and one was held in -person in the Woodland City Council Chambers. A total of one participant joined a community workshop.
Stakeholder/Service Provider Questionnaire
The planning team also engaged with stakeholders and service providers representing a variety of perspectives through an open -ended questionnaire. Topics included housing and community development needs, barriers to affordable housing, gaps in the homeless service delivery system, fair housing issues, and opportunities to build on existing successes using CDBG funds. A total of 9 community stakeholders participated in the questionnaire, representing a range of backgrounds and viewpoints.
Focus Groups
In addition to stakeholder consultations, the planning team engaged with residents through focus groups intended to seek the perspective of residents with specialized needs. Five focus groups were held for the following groups:
• Seniors (in-person, no attendees)
• People experiencing homelessness (in-person, 13 attendees)
17 • People living in supportive housing (in-person, 14 attendees) • People with severe supportive mental health needs (in-person, 7 attendees) • People using housing vouchers (virtual, no attendees) No residents attended the senior citizen focus group or the housing voucher focus group. Focus groups with attendees included an interactive discussion of housing and community development needs, fair housing issues, and access to opportunity.
Community Survey
The fourth method for obtaining community input was a 26 -question survey available to the public, including people living or working in the city and other stakeholders. Survey questions focused on housing and community development needs and opportunities, fair housing, and access to opportunity. The survey was available online on the project website and in hard copy in English and Spanish during April and May 2025. Hard copies were distributed at in -person community meetings, and pop -up and focus group participants were directed to the virtual version. A total of 96 survey responses were received.
Pop-Up Events
The planning team and City staff conducted three pop-up engagement activities, during which facilitators engaged with residents informally in community locations. Pop -up engagement is useful for raising awareness of the plan and obtaining input from reside nts who may not be sufficiently tuned into fair housing issues to attend a meeting on the subject, but who have opinions to share nonetheless. The planning team held two pop-up events, one at the Café Yolo Senior Lunch Program , which engaged 22 people, and one at Hyman Park, which engaged 12 people. Additionally, City staff facilitated a pop -up event via a booth held at Concert on the Court, which engaged 48 people. Each pop -up event used different engagement strategies:
• At the Concert on the Court event, City staff engaged the public in a mock funding activity in which participants were given 5 poker chips in varying denominations and asked to use them to represent how much funding should be given to various housing and community development projects in Woodland.
• At the Senior Lunch event, team members engaged participants in a discussion about senior needs and resources within Woodland.
• At the Hyman Park event, team members engaged the public with a dot-voting exercise about housing & community needs within the City.
Publicity for Community Engagement Activities
Advertisement for the community workshops and survey targeted the general public, as well as nonprofits, service providers, housing providers, and others working with low - and moderate -income households and special needs populations. Public notice of community input opportunities was provided through announcements on the City’s website and social media, the project website, newspaper articles and public notices, and e -mails to community stakeholders. A Stakeholder Questionnaire was sent to contacts representing a variety of viewpoints, including elected officials and staff, housing developers,
18 nonprofit organizations, homeless housing and service providers, mental health service providers, organizations serving people with disabilities, family and senior services, workforce development organizations, and others. Meeting advertisements noted that accommodations (including translation, interpretation, or accessibility needs) were available if needed; no requests for accommodations were received.
19 CITIZEN PARTICIPATION OUTREACH
TABLE 4 – CITIZEN PARTICIPATION OUTREACH
Mode of Outreach Target of Outreach
Summary of
response/attendance
Summary of
comments received
Community Meetings Broad community One participant None Focus Groups Special needs
populations
34 participants • A lack of ADA accessibility measures in both housing and public facilities greatly impacts senior and/or physically disabled residents.
• There is a need for more bus stops, especially near places where many senior and/or physically disabled residents live.
• Waitlists for housing assistance programs are many years long. • Bike lane, lighting, sidewalk, and other cyclist and pedestrian safety measures would greatly improve accessibility.
• All current shelter options for those experiencing homelessness are extremely high barrier, contributing to unsheltered homelessness.
• There is a lack of day center resources for homeless residents. • There is a great need for a domestic violence and family shelter. • Alternative housing options like tiny homes and ADUs should be considered as potential housing solutions.
• There is a lack of education and awareness around the housing and supportive service needs of residents with non-physical or non-visible disabilities (ex: hearing impairment, autism, developmental delays, etc)
20 • There is a severe lack of adequate mental health services that contributes to homelessness.
• Most people do not know their fair housing rights or how to enforce them.
Service Provider
Survey
Local service providers TBD TBD
Community Survey Broad community 96 participants • There is a pressing need for improvements in every area of transit accessibility, including more bus stops, pedestrian and cyclist infrastructure, and public transportation improvements. • There are not enough homelessness, mental health, and substance abuse treatment resources available to meet the needs of the community.
• The largest barrier that prevents people from accessing existing community resources is an inability to travel to the resource. • The most pressing housing need is making sure landlords keep rental housing in acceptable condition.
• There is a significant need for more accessible housing for seniors and/or disabled residents.
• It is difficult to find and access information about what resources are available to residents in need of housing or community service assistance.
• There is virtually no affordable housing for single adults. • It is difficult to get to the grocery store for residents without vehicles.
Pop-up Events Broad community 82 participants • Affordable housing is Woodland’s most pressing need. • One of Woodland’s best aspects is its strong parks and
21 recreation programs, and this area should continue to receive funding and attention.
• Children are the community’s future and seniors are the community’s present; therefore, youth and senior programming and resources should be prioritized.
• Homelessness is a growing problem in Woodland, and there are not enough resources available.
• There should be some attention given to economic
development incentives, but these are not nearly as pressing as the need for housing and community services.
• There is a significant need for more rental assistance options. • Assistance and resources for renters is a much more pressing issue than assistance and resources for homebuyers.
22 NEEDS ASSESSMENT
23 NA-05 Overview
NEEDS ASSESSMENT OVERVIEW
To inform the development of priorities and goals over the next five years, this section of the Consolidated Plan discusses housing, community development, and economic development needs in the City of Woodland. It relies on data from the U.S. Census, the 2016 -2020 5-Year American Community Survey (ACS), and a special tabulation of ACS data known as Comprehensive Housing Affordability Strategy (CHAS) data that estimates the number of households with one or more housing needs. Local data regarding homelessness and assisted housing is included. Finally, public input gathered through focus groups, meetings, and the community survey are coupled with d ata analysis to identify priority needs related to affordable housing, homelessness, assisted housing, community development, and economic development in Woodland.
NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
SUMMARY OF HOUSING NEEDS
According to the 2016-2020 5-Year American Community Survey, the City of Woodland is home to 59,760 residents and 20,530 households. The city grew by about 5% since 2009, adding 2,765 residents and 985 households. Median household income in Woodland is estimated at $71,477, up by about 28% since 2009.
Table 6 segments households by income and household type, including small families (2 -4 members), large families (5 or more members), households with seniors, and households with young children. As shown, 9,985 households in Woodland have low or moderate incomes (under 80% of HUD Adjusted Median Family Income (HAMFI)) and together comprise 49% of city households.
For many low- and moderate-income households in Woodland, finding and maintaining suitable housing at an affordable cost is a challenge. Tables 7 through 12 identify housing needs by tenure based on Comprehensive Housing Affordability Strategy (CHAS) data. CHAS data is a special tabulation of the U.S.
Census Bureau’s American Community Survey (ACS) that is largely not available through standard Census products. This special dataset provides counts of the number of households that fit certain combinations of HUD-specified housing needs, HUD -defined income limits (primarily 30, 50, and 80% of HAMFI), and household types of particular interest to planners and policy makers.
To assess affordability and other types of housing needs, HUD defines four housing problems:
• Cost burden: A household has a cost burden if its monthly housing costs (including mortgage payments, property taxes, insurance, and utilities for owners and rent and utilities for renters) exceed 30% of monthly income.
• Overcrowding: A household is overcrowded if there is more than 1 person per room, not including kitchens and bathrooms.
• Lack of complete kitchen facilities: A household lacks complete kitchen facilities if it lacks one or
24 more of the following: cooking facilities, refrigerator, or a sink with piped water. • Lack of complete plumbing facilities: A household lacks complete plumbing facilities if it lacks one or more of the following: hot and cold piped water, a flush toilet, or a bathtub or shower.
HUD also defines four severe housing problems, including a severe cost burden (more than 50% of monthly household income is spent on housing costs), severe overcrowding (more than 1.5 people per room, not including kitchens or bathrooms), lack of complete kitchen facilities (as described above), and lack of complete plumbing facilities (as described above).
Overall, the most common housing problem in Woodland is cost burdens, which impact 3,748 renters and 1,498 owners with incomes below 80% HAMFI (52.5% of all households earning below 80% HAMFI).
Severe cost burdens affect 1,185 renters and 795 owners with incomes under 80% HAMFI (19.8% of households earning below 80% HAMFI). While the primary housing issue faci ng low - and moderate - income residents is affordability, there are other housing needs in the county, including lack of complete plumbing and kitchen f acilities; overcrowding; lead -based paint hazards; substandard housing; and homelessness. The remainder of this section characterizes local housing needs in more detail. The Market Analysis component of the Consolidated Plan identifies resources available to respond to these needs (public housing, tax credit and other subsidized properties, housing and services for the homeless, and others).
TABLE 5 - HOUSING NEEDS ASSESSMENT DEMOGRAPHICS
Demographics Base Year: 2009 Most Recent Year: 2020 % Change Population 56,995 59,760 5%
Households 19,545 20,530 5%
Median Income $55,893.00 $71,477.00 28%
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year)
25 NUMBER OF HOUSEHOLDS TABLE
TABLE 6 - TOTAL HOUSEHOLDS TABLE
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-
100%
HAMFI
>100%
HAMFI
Total Households 2,700 2,950 4,335 2,050 8,490
Small Family Households 805 1,365 2,245 1,020 4,710
Large Family Households 230 430 495 175 990
Household contains at least one person 62-
74 years of age 740 545 900 410 2,070
Household contains at least one person
age 75 or older 325 425 535 225 610
Households with one or more children 6
years old or younger 405 900 1,075 405 895
Data Source: 2016-2020 CHAS
HOUSING NEEDS SUMMARY TABLES
1. Housing Problems (Households with one of the listed needs) TABLE 7 – HOUSING PROBLEMS TABLE
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Substandard Housing -
Lacking complete
plumbing or kitchen
facilities
150 200 35 0 385 20 0 0 0 20
Severely Overcrowded -
With >1.51 people per
room (and complete
kitchen and plumbing)
45 70 75 10 200 20 30 4 0 54
Overcrowded - With 135 175 190 4 504 30 15 35 10 90
26 2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) TABLE 8 – HOUSING PROBLEMS 2
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
1.01-1.5 people per
room (and none of the
above problems)
Housing cost burden
greater than 50% of
income (and none of
the above problems)
1,125 300 140 0 1,565 360 300 175 45 880
Housing cost burden
greater than 30% of
income (and none of
the above problems)
270 825 550 80 1,725 70 125 425 330 950
Zero/negative Income
(and none of the above
problems)
85 0 0 0 85 0 0 0 0 0
Data Source: 2016-2020 CHAS
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Having 1 or more of
four housing problems 1,460 750 445 20 2,675 430 345 215 55 1,045 Having none of four
housing problems 635 1,310 2,010 955 4,910 175 550 1,670 1,025 3,420 Household has 0 0 0 0 0 0 0 0 0 0
27 3. Cost Burden > 30%
TABLE 9 – COST BURDEN > 30%
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 545 780 375 1,700 150 170 280 600
Large Related 195 160 4 359 15 105 65 185
Elderly 335 170 180 685 259 135 145 539
Other 585 265 154 1,004 45 24 105 174
Total need by
income 1,660 1,375 713 3,748 469 434 595 1,498
Data Source: 2016-2020 CHAS
4. Cost Burden > 50%
TABLE 10 – COST BURDEN > 50%
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
negative income, but
none of the other
housing problems
Data Source: 2016-2020 CHAS
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 0 0 160 160 120 140 0 260
28 Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Large Related 0 0 10 10 15 55 10 80
Elderly 195 80 130 405 235 95 95 425
Other 0 500 110 610 30 0 0 30
Total need by
income 195 580 410 1,185 400 290 105 795
Data Source: 2016-2020 CHAS
29 5. Crowding (More than one person per room)
TABLE 11 – CROWDING INFORMATION – 1/2
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Single family households 180 320 190 14 704 30 24 4 10 68 Multiple, unrelated
family households 0 20 30 0 50 20 10 35 0 65
Other, non-family
households 0 0 45 0 45 0 10 0 0 10
Total need by income 180 340 265 14 799 50 44 39 10 143 Data Source: 2016-2020 CHAS
TABLE 12 – CROWDING INFORMATION – 2/2
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
Households
with Children
Present
Data not available
DESCRIBE THE NUMBER AND TYPE OF SINGLE PERSON HOUSEHOLDS IN NEED OF HOUSING ASSISTANCE.
Estimates of the number of non -elderly single persons in need of housing assistance are included in the “other, non-family” category of Table 9 and Table 10. This category includes multi -person households whose members are unrelated (e.g., roommates, unmarried partners, etc.). There are an estimated 1,178 single-person or multi -person unrelated households with incomes under 80% HAMFI who spend more than 30% of their income on housing. Single -person and multi -person unrelated households comprise
22.5% of all households with cost burdens. The majority (71%) are renters and the remaining 29% are homeowners.
30 Severe cost burdens impact 640 “other, non-family” households with incomes under 80% HAMFI, the vast majority (95%) of whom are renters. Single-person and multi-person unrelated households comprise 32% of all households with severe cost burdens.
Table 11 provides data for “other” household types which indicate that these households are significantly less likely to experience overcrowding than single -family households or multiple, unrelated family households.
ESTIMATE THE NUMBER AND TYPE OF FAMILIES IN NEED OF HOUSING
ASSISTANCE WHO ARE DISABLED OR VICTIMS OF DOMESTIC VIOLENCE, DATING VIOLENCE, SEXUAL ASSAULT AND STALKING.
People with Disabilities
CHAS data provides estimates of housing need for Woodland households in which one or more residents have a disability. Housing needs by disability type for households with incomes under 80% HAMFI are outlined below:
• Hearing or vision impairment: There are an estimated 1,100 low- or moderate-income households with one or more housing problems (cost burden, overcrowding, lack of complete kitchen or plumbing facilities) where a household member has hearing or vision impairments. • Ambulatory limitation: There are an estimated 1,285 low- or moderate-income households with housing problems where a household member has an ambulatory impairment. • Cognitive limitation: There are an estimated 935 low- or moderate-income households with a housing need and a household member with a cognitive limitation. • Self-care or independent living limitation: There are an estimated 1,210 low- or moderate- income households with a housing need and a household member who has a self-care or independent living limitation.
Victims of Domestic Violence, Dating Violence, Sexual Assault and Stalking According to data from the National Intimate Partner and Sexual Violence Survey conducted by the Centers for Disease Control and Prevention (CDC)‘s National Center for Injury Prevention and Control , about 58% of women and 30.5% of men in California have experienced any contact sexual violence, physical violence, or stalking by an intimate partner in their lifetimes. 1 Applying these figures to Woodland’s latest population figures results in estimates that about 17,756 women and 9,345 men in Woodland have experienced any intimate partner violence in their lifetimes.
WHAT ARE THE MOST COMMON HOUSING PROBLEMS?
1 World Population Review, “Domestic Violence by State 2025,” https://worldpopulationreview.com/state-rankings/domestic- violence-by-state
31 CHAS data indicates that the most common housing problem in Woodland regardless of tenure is unaffordable housing costs. More than half (53%) of low - and moderate-income households (incomes under 80% HAMFI) in Woodland experience cost burdens, and for 20% this cost burden is severe. Renter households are generally more likely to experience cost burdens than owners.
While the most common housing problem is affordability, about 4% of all households with incomes under 80% HAMFI experience substandard housing (i.e., lack of complete plumbing or kitchen facilities) and 8% experience overcrowding. Community members also noted both overcrowding and substandard housing as housing issues in Woodland, in addition to issues related to housing affordability.
ARE ANY POPULATIONS/HOUSEHOLD TYPES MORE AFFECTED THAN OTHERS BY THESE PROBLEMS?
Renter households are disproportionately affected by housing problems compared to owner households.
Generally, lower income households are also more likely to experience one of the housing problems tracked by HUD. Table 7 indicates that renters with incomes less than 80% HAMFI comprise about 68% of households experiencing one or more housing problems, while renters make up 47% of households citywide. Severest need occurs for households with incomes under 30% HAMFI, of whom 86% have one or more housing problems. In comparison, 69% of households with incomes from 30% to 50% HAMFI and 38% of households with incomes from 50% to 80% HAMFI have one or more housing problems. The next section examines housing needs in more detail by looking at the incidence of housing problems by race and ethnicity.
DESCRIBE THE CHARACTERISTICS AND NEEDS OF LOW -INCOME INDIVIDUALS AND
FAMILIES WITH CHILDREN (ESPECIALLY EXTREMELY LOW -INCOME) WHO ARE
CURRENTLY HOUSED BUT ARE AT IMMINENT RISK OF EITHER RESIDING IN SHELTERS OR BECOMING UNSHELTERED 91.205(C)/91.305(C)). ALS O DISCUSS THE
NEEDS OF FORMERLY HOMELESS FAMILIES AND INDIVIDUALS WHO ARE
RECEIVING RAPID RE-HOUSING ASSISTANCE AND ARE NEARING THE
TERMINATION OF THAT ASSISTANCE
Individuals with an imminent risk of residing in shelters or becoming unsheltered typically have a combination of financial factors present in their lives: lack of living wage jobs, rents that are more than 30% or 50% of their incomes, and unaffordable childcare, medical, or transportation costs. In addition to these factors, individuals at risk of homelessness may have additional issues present such as family conflicts, domestic violence, housing with code or safety violations, household members with a disability, criminal histories, histories of mental health issues or substance abuse, difficulty navigating systems to access public benefits or community services, temporary housing situations (couch surfing or doubling up), and prior experiences with homelessness.
For formerly homeless families and individuals nearing the termination of assistance, a top need is to secure safe, affordable permanent housing. Other needs may include access to job training, employment
32 and education programs, including supportive employment agencies; access to Social Security disability and other benefits; linkages to health, mental health, and legal services; access to affordable transportation, childcare, and food; and other case management and supportive services.
IF A JURISDICTION PROVIDES ESTIMATES OF THE AT -RISK POPULATION(S), IT
SHOULD ALSO INCLUDE A DESCRIPTION OF THE OPERATIONAL DEFINITION OF
THE AT-RISK GROUP AND THE METHODOLOGY USED TO GENERATE THE ESTIMATES:
The City of Woodland does not develop local estimates of the number of households or individuals at-risk of homelessness. However, the California Department of Housing and Community Development (CA HCD) provides the HUD definition of “at risk of homelessness,” as follows:
I. Their income must be less than 30% of the area median income (AMI); II. They do not have sufficient resources or support networks (e.g. family, friends, faith based or other social networks) to prevent them from moving into an emergency shelter or another location described in Section II.B.1 of this Policy;
III. They meet at least one of the additional criteria below:
a. They have moved because of economic reasons two or more times during the 60 days immediately preceding the application for homelessness prevention assistance; b. They are living in the home of another because of economic hardship; c. They have been notified in writing that their right to occupy their current housing or living situation will be terminated within 24 days after the date of their application for assistance;
d. They live in a hotel or motel and the cost of that hotel or motel stay is paid for by an entity other than a charitable organization or a federal, state, or local government program for low-income individuals;
e. They live in a single-room occupancy or efficiency apartment unit in which there reside more than two people; or, they live in a larger housing unit in which there reside more than 1.5 people per room as defined by the U.S. Census Bureau; f. They are exiting a publicly funded institution, or system of care (such as a health care facility, a mental health facility, a foster care or other youth facility, or corrections program or institution); or
g. They otherwise live in housing that has characteristics associated with instability and an increased risk of homelessness as identified in CA HCD’s approved consolidated plan.2
2 California Department of Housing and Community Development (CA HCD). “Homelessness Eligibility and Documentation Policy,” May 11, 2022. https://www.hcd.ca.gov/docs/grants-and-funding/ca-hcd-esg- homelessness-eligibility-policy-508c.pdf
33 SPECIFY PARTICULAR HOUSING CHARACTERISTICS THAT HAVE BEEN LINKED WITH
INSTABILITY AND AN INCREASED RISK OF HOMELESSNESS
The most fundamental risk factor for homelessness is extreme poverty, leading to unaffordable rents or homeowner costs. Renters with incomes under 30% HAMFI and housing cost burdens over 50% are most at risk of homelessness, especially if they experience a destabilizing event such as a job loss, reduction in work hours, or medical emergency/condition. Such factors may also put low-income homeowners at risk of foreclosure and subsequent homelessness.
DISCUSSION
N/A
NA-15 Disproportionately Greater Need: Housing Problems –
91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
INTRODUCTION
This section assesses the housing needs of racial and ethnic groups at various income levels in comparison to overall need by income level to identify any disproportionately greater needs. According to HUD, a disproportionately greater need exists when members of a racial or ethnic group at a given income level experience housing problems at a greater rate (10 percentage points or more) than the income level as a whole. Table 13 though Table 16 identify the number of households experiencing one or more of the four housing problems by household race, ethnicity, and income level. The four housing problems include: (1) cost burden (paying more than 30% of income for housing costs); (2) overcrowding (more than 1 person per room); (3) lacking complete kitchen facilities; and (4) lacking complete plumbing facilities.
The latest income classifications include:
• Extremely low income – up to 30% of the area median income (AMI) or $37,750 for a family of four in the Yolo County, CA Metro Fair Market Rent (FMR) Area; • Very low income – between 30% and 50% AMI or $37,751 to $62,950 for a family of four in the Yolo County, CA Metro FMR Area;
• Low income – between 50% and 80% AMI or $62,951 to $100,700 for a family of four in the Yolo County, CA Metro FMR Area; and
• Moderate income – between 80 and 100% AMI or $100,701 to $135,900 for a family of four in the Yolo County, CA Metro FMR Area
0%-30% OF AREA MEDIAN INCOME
34 TABLE 13 - DISPROPORTIONALLY GREATER NEED 0 - 30% AMI Housing Problems
Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,230 475 0
White 900 160 0
Black / African American 105 0 0
Asian 165 34 0
American Indian, Alaska Native 25 4 0
Pacific Islander 0 0 0
Hispanic 1,030 214 0
Data Source: 2016-2020 CHAS
*The four housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%
30%-50% OF AREA MEDIAN INCOME
TABLE 14 - DISPROPORTIONALLY GREATER NEED 30 - 50% AMI
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,045 910 0
White 680 280 0
Black / African American 4 0 0
Asian 105 35 0
American Indian, Alaska Native 15 0 0
Pacific Islander 0 0 0
Hispanic 1,230 585 0
Data Source: 2016-2020 CHAS
35 *The four housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%
36 50%-80% OF AREA MEDIAN INCOME
TABLE 15 - DISPROPORTIONALLY GREATER NEED 50 - 80% AMI
Housing Problems
Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,635 2,705 0
White 550 1,175 0
Black / African American 0 0 0
Asian 80 35 0
American Indian, Alaska Native 30 10 0
Pacific Islander 50 0 0
Hispanic 910 1,470 0
Data Source: 2016-2020 CHAS
*The four housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%
80%-100% OF AREA MEDIAN INCOME
TABLE 16 - DISPROPORTIONALLY GREATER NEED 80 - 100% AMI Housing Problems
Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 480 1,570 0
White 205 830 0
Black / African American 0 14 0
Asian 4 170 0
American Indian, Alaska Native 0 15 0
Pacific Islander 0 0 0
Hispanic 265 495 0
37 *The four housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%
DISCUSSION
Housing needs are most likely to impact the lowest income households. For households with incomes under 30% of the Area Median Income (AMI), more than four -fifths (82%) of households have a housing problem. Housing needs also impact 69% of households in th e next income band (i.e., very low -income households, or those with incomes from 30% to 50% AMI). At low incomes (50% to 80% AMI) about 38% of households have one or more housing needs, and at moderate incomes (80% to 100% AMI) about 23% are impacted by ho using needs. Disproportionate housing needs impact Black or African American, American Indian or Alaska Native, Asian, Pacific Islander, and Hispanic or Latino households at various income levels, as described below.
Extremely Low Incomes
Overall, 82% of extremely low -income households have a housing problem. Black or African American have a disproportionate need: all 105 Black households in this income band have a housing problem (100%). No other group shows a disproportionate need.
Very Low Incomes
Overall, 69% of very low -income households have a housing problem. Again, Black households in this income bracket experience disproportionate need, with 100% of very low -income households experiencing at least one housing problem. Additionally, all very low-income American Indian and Alaska Native households have a housing problem as well. However, total numbers are low for each group, with 4 Black households and 15 American Indian households earning between 30% and 50% AMI.
Low Incomes
Overall, 38% of low -income households have a housing problem. Three racial or ethnic groups have disproportionate housing needs at this income level: 70% of Asian households (80 households with a housing problem out of 115); 75% of American Indian and Alas ka Native households (30 households out of 40); and 100% of Pacific Islander households (50 households).
Moderate Incomes
Overall, 23% of moderate-income households have a housing problem. At this income level, Hispanic or Latino exhibit disproportionate need, with 35% experiencing a housing problem (265 households out of 760 total).
Housing Problems
Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Data Source: 2016-2020 CHAS
38 NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
INTRODUCTION
This section assesses the severe housing needs of racial and ethnic groups at various income levels in comparison to overall severe need by income level to identify any disproportionately greater needs.
According to HUD, a disproportionately greater need exists when members of a racial or ethnic group at a given income level experience housing problems at a greater rate (10 percentage points or more) than the income level as a whole. Table 17 through Table 20 identify the number of households experiencing one or more of the four severe housing problems by household race, ethnicity, and income level. The four severe housing problems include: (1) severe cost burdens (paying more than 50% of income for housing costs); (2) severe overcrowding (more than 1.5 peop le per room); (3) lacking complete kitchen facilities; and (4) lacking complete plumbing facilities.
The latest income classifications include:
• Extremely low income – up to 30% of the area median income (AMI) or $37,750 for a family of four in the Yolo County, CA Metro Fair Market Rent (FMR) Area; • Very low income – between 30% and 50% AMI or $37,751 to $62,950 for a family of four in the Yolo County, CA Metro FMR Area;
• Low income – between 50% and 80% AMI or $62,951 to $100,700 for a family of four in the Yolo County, CA Metro FMR Area; and
• Moderate income – between 80 and 100% AMI or $100,701 to $135,900 for a family of four in the Yolo County, CA Metro FMR Area
39 0%-30% OF AREA MEDIAN INCOME
TABLE 17 – SEVERE HOUSING PROBLEMS 0 - 30% AMI
*The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than
1.5 persons per room, 4. Cost Burden over 50%
30%-50% OF AREA MEDIAN INCOME
TABLE 18 – SEVERE HOUSING PROBLEMS 30 - 50% AMI
Severe Housing Problems*
Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,890 810 0
White 710 355 0
Black / African American 105 0 0
Asian 165 34 0
American Indian, Alaska Native 25 4 0
Pacific Islander 0 0 0
Hispanic 885 365 0
Data Source: 2016-2020 CHAS
Severe Housing Problems*
Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,095 1,860 0
White 425 540 0
Black / African American 4 0 0
Asian 60 80 0
American Indian, Alaska Native 0 15 0
Pacific Islander 0 0 0
Hispanic 595 1,220 0
40 *The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than
1.5 persons per room, 4. Cost Burden over 50%
50%-80% OF AREA MEDIAN INCOME
TABLE 19 – SEVERE HOUSING PROBLEMS 50 - 80% AMI
Severe Housing Problems*
Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 660 3,680 0
White 175 1,545 0
Black / African American 0 0 0
Asian 8 105 0
American Indian, Alaska Native 20 20 0
Pacific Islander 25 25 0
Hispanic 425 1,960 0
Data Source: 2016-2020 CHAS
*The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than
1.5 persons per room, 4. Cost Burden over 50%
Severe Housing Problems*
Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Data Source: 2016-2020 CHAS
41 80%-100% OF AREA MEDIAN INCOME
TABLE 20 – SEVERE HOUSING PROBLEMS 80 - 100% AMI
Severe Housing Problems*
Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 75 1,980 0
White 25 1,010 0
Black / African American 0 14 0
Asian 0 175 0
American Indian, Alaska Native 0 15 0
Pacific Islander 0 0 0
Hispanic 50 710 0
Data Source: 2016-2020 CHAS
*The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than
1.5 persons per room, 4. Cost Burden over 50%
DISCUSSION
Severe housing needs are most likely to impact the lowest income households. For households with incomes under 30% of Area Median Income (AMI), 70% of households have a severe housing problem.
Thirty-seven percent (37%) of very low -income households (30% to 50% AMI) have a severe housing problem, as do 15% of low-income households (50% to 80% AMI) and 4% of moderate-income households (80% to 100% AMI). Disproportionate severe housing needs impact Black or African American, Hispanic or Latino and American Indian and Alaska Native households at various incomes, as described below.
Extremely Low Incomes
Overall, 70% of extremely low -income households have a severe housing problem. Three groups have disproportionately high levels of need at this income level: 100% Black or African American households (all 165 households); 83% of Asian households (165 of 199 households); and 86% of American Indian and Alaska Native households experience at least one severe housing problems (25 of 29 households).
Very Low Incomes
Overall, over one-third (37%) of very low-income households have a severe housing problem. Again, Black or African American households have a disproportionate need, with all 4 households in this income band having a severe housing problem (100%). No other group shows a disproportionate need.
42 Low Incomes
Overall, about 15% of low-income households have a severe housing problem. At this income level, two groups have disproportionate levels of severe housing problems: half (50%) of both American Indian and Alaska Native households (20 of 40 households) and P acific Islander households (25 of 50 households) experience at least one severe housing problem.
Moderate Incomes
Only 4% of moderate-income households have a severe housing problem, with no racial or ethnic group experiencing a disproportionate need.
NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
INTRODUCTION:
This section assesses the need of any racial or ethnic group that has disproportionately greater levels of cost burdens or severe cost burdens in comparison to the county overall. While the preceding sections assessed all housing and severe housing problem s, Table 21 focuses only on the share of their income households spend on housing. Data is broken down into groups spending less than 30% of their income on housing costs, those paying between 30 % and 50% (i.e., with a cost burden), and those paying over 50% (i.e., with a severe cost burden). The final column, “no/negative income,” identifies households without an income, from whom housing as a share of income cannot be calculated. No racial or eth nic group has more than 2% of households with no or negative income.
43 HOUSING COST BURDEN
TABLE 21 – GREATER NEED: HOUSING COST BURDENS AMI
Housing Cost Burden <=30% 30-50% >50%
No / negative
income (not
computed)
Jurisdiction as a whole 14,090 3,600 2,724 115
White 6,860 1,465 1,175 45
Black / African
American 70 20 90 0
Asian 1,125 165 210 4
American Indian, Alaska
Native 55 25 40 0
Pacific Islander 0 25 25 0
Hispanic 5,650 1,790 1,180 30
Data Source: 2016-2020 CHAS
DISCUSSION:
Table 21 shows that approximately 31% of all households in Woodland are considered cost burdened or severely cost burdened. Pacific Islander households are the most likely to spend more than 30% of income on housing costs (100% of the 50 Pacific Islander households in Woodland are cost burdened or severely cost burdened), followed by 61% of Black or African American households, and 54% of American Indian and Alaska Native households. All three of these groups exhibit disproportionate cost burdens relative to Woodland overall.
Looking at severe cost burdens (i.e., households spending more than 50% of their income on housing), 13% of all households in the City of Woodland are impacted. White, Asian, and Hispanic or Latino households exhibit rates of severe cost burden similar to that of the city overall, while the same three groups mentioned in the prior paragraph also exhibit disproportionate rates of severe cost burdens: Black or African American households (50% wi th severe cost burdens), American Indian and Alaska Native households (33%), and Pacific Islander households (50%).
44 NA-30 Disproportionately Greater Need: Discussion –
91.205(b)(2)
ARE THERE ANY INCOME CATEGORIES IN WHICH A RACIAL OR ETHNIC GROUP HAS
DISPROPORTIONATELY GREATER NEED THAN THE NEEDS OF THAT INCOME CATEGORY AS A WHOLE?
There are several income categories in which a racial or ethnic group has a disproportionately greater need than the needs of the income category as a whole, summarized below.
Extremely Low Incomes (Under 30% AMI)
• At extremely low incomes, 82% of all households have a housing problem and 70% have a severe housing problem.
• Black or African American households have disproportionate housing needs and severe housing needs. All (100%) of the 105 Black households in this income band have a severe housing problem.
• Asian households have disproportionate severe housing needs at this income level, with 83% experiencing a severe housing problem.
• American Indian and Alaska Native households have disproportionate severe housing needs at this income level. Of the 29 American Indian and Alaska Native households in this income band, 86% have a severe housing problem.
Very Low incomes (30% to 50% AMI)
• At low incomes, 69% of all households have a housing problem and 37% have a severe housing problem.
• Again, Black or African American households have disproportionate housing needs and severe housing needs. All (100%) of the 4 Black households in this income band have a severe housing problem.
• American Indian and Alaska Native households have disproportionate housing needs. All (100%) of the 15 American Indian and Alaska Native households in this income band have a housing problem.
Low Incomes (50% to 80% AMI)
• At low incomes, 38% of all households have a housing problem and 15% have a severe housing problem.
• Asian households have disproportionate housing needs at this income level, with 70% experiencing a housing problem.
• American Indian and Alaska Native households have disproportionate housing needs and severe housing needs. Of the 40 American Indian and Alaska Native households, 75% have a housing problem and 50% have a severe housing problem.
45 • Pacific Islander households also have disproportionate housing needs and severe housing needs.
All (100%) of the 50 low-income Pacific Islander households have a housing problem, while half (50%) have a severe housing problem.
Moderate Incomes (80% to 100%)
At moderate incomes, 23% of all households have a housing problem and 4% have a severe housing problem. No racial or ethnic group has a disproportionate need in this income band.
IF THEY HAVE NEEDS NOT IDENTIFIED ABOVE, WHAT ARE THOSE NEEDS? Community input gathered from stakeholders and other community members identified housing needs within Woodland, particularly among elderly, disabled, and low-income households. Overall, participants in community meetings, focus groups, and the community survey consistently noted a high need for more affordable housing for households at a range of income levels. In addition to high housing costs, survey respondents identified discrimination by landlords or rental agents, a lack of ADA accessible units, and landlords refusing to accept Section 8 vouchers as barriers to accessing housing. Additionally, community members identified a high need to help property management companies/landlords maintain safe, quality conditions of rental housing.
ARE ANY OF THOSE RACIAL OR ETHNIC GROUPS LOCATED IN SPECIFIC AREAS OR NEIGHBORHOODS IN YOUR COMMUNITY?
Based on a dot density map by race/ethnicity (Figure 1), there is no notable geographic concentration of any one racial or ethnic group in the City of Woodland, which is predominantly Hispanic/Latino (49.7% based on 2019-2023 ACS estimates).
46 FIGURE 1. RACE AND ETHNICITY IN WOODLAND
Data Source: 2019-2023 ACS
47 NA-35 Public Housing – 91.205(b)
INTRODUCTION
Publicly supported housing options for low -income residents living in Woodland is managed by the Yolo County Housing Authority. According to PIC data from the PIH Information Center depicted in Table 22, there are 422 public housing units, 38 Project -Based Section 8 units, and 1,260 tenant -based Housing Choice Vouchers in use, for a total of 1,723 assisted households within Yolo County. Additi onal data specific to the City of Woodland, HUD’s 2024 A Picture of Subsidized Housing data, shows that Woodland has a total of 122 public housing units, 460 tenant-based Housing Choice Vouchers, 243 Project-Based Section 8 units, and 14 Section 811 units for a total of 839 total households assisted. According to APSH data, the total capacity of assisted housing in Woodland in 2024 was 987, for an overall utilization rate of 85%.
Additional PIC data, displayed in Tables 23-25, displays demographic information of households assisted by the Yolo County Housing Authority. Average annual income of assisted households ranges from $13,962 to $16,954 per year, with an average length of st ay ranging from one year for Project -Based Section 8 households to 7 -8 years for public housing and HCV households. A total of 555 assisted households have one or more elderly family members, while 496 households have one or more members with a disability. All assisted households requested accessibility features, indicating a substantial need for increased housing opportunities for disabled residents.
About 8.5% of assisted household residents are Black, 4.4% are Asian, 1.9% are Native American, and 0.8% are Pacific Islanders. In comparison, Black residents make up about 3.7% of Woodland’s total population, Asian residents 9.9%, Native American residents 3.4%, and Pacific Islander residents 1.1%. This indicates that Black residents are overrepresented among assisted households, while Pacific Islander residents are about equally represented, Native American residents are somewhat underrepresented, and A sian residents are significantly underrepresented.
Around two-thirds of public housing residents are Hispanic or Latino, while just under one -quarter of voucher households are Hispanic or Latino. This discrepancy is unusual and may indicate a language barrier for Spanish -speaking residents in utilizing Ho using Choice Vouchers, which require the voucher holder to work with an independent landlord. About half of Woodland’s total population is Hispanic or Latino, meaning that residents in this group are overrepresented in public housing and underrepresented in voucher housing.
48 TOTALS IN USE
TABLE 22 - PUBLIC HOUSING BY PROGRAM TYPE
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers
in use 0 0 422 1,301 38 1,260 0 0 0
Data Source: PIC (PIH Information Center)
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
49 CHARACTERISTICS OF RESIDENTS
TABLE 23 – CHARACTERISTICS OF PUBLIC HOUSING RESIDENTS BY PROGRAM TYPE Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 0 16,594 14,032 14,250 13,962 0 0 Average length of stay 0 0 8 7 1 7 0 0
Average Household size 0 0 2 2 1 2 0 0
# Homeless at admission 0 0 0 0 0 0 0 0
# of Elderly Program Participants
(>62) 0 0 120 435 34 401 0 0
# of Disabled Families 0 0 78 418 4 413 0 0
# of Families requesting accessibility
features 0 0 422 1,301 38 1,260 0 0
# of HIV/AIDS program participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
50 RACE OF RESIDENTS
TABLE 24 – RACE OF PUBLIC HOUSING RESIDENTS BY PROGRAM TYPE Program Type
Race Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 0 391 1,063 34 1,028 0 0 0
Black/African American 0 0 12 135 2 131 0 0 0
Asian 0 0 12 63 2 61 0 0 0
American Indian/Alaska
Native 0 0 3 30 0 30 0 0 0
Pacific Islander 0 0 4 10 0 10 0 0 0
Other 0 0 0 0 0 0 0 0 0
Data Source: PIC (PIH Information Center)
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
ETHNICITY OF RESIDENTS
TABLE 25 – ETHNICITY OF PUBLIC HOUSING RESIDENTS BY PROGRAM TYPE
51 Program Type
Ethnicity Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 0 276 317 7 310 0 0 0
Not Hispanic 0 0 146 984 31 950 0 0 0
Data Source: PIC (PIH Information Center)
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
52 SECTION 504 NEEDS ASSESSMENT: DESCRIBE THE NEEDS OF PUBLIC HOUSING TENANTS AND APPLICANTS ON THE WAITING LIST FOR ACCESSIBLE UNITS:
As depicted above, just over one-quarter of assisted households have at least one family member with a disability; however, every assisted household is reported to have requested accessibility accommodations, indicating a large unmet need for accessible units. A 2022 research study conducted by the Joint Center for Housing Studies of Harvard University shows needs for accessible units most often include entrance requirements (ground floor entry or wider entryways) and bedroom, bathroom, and kitchen accommodations3.
MOST IMMEDIATE NEEDS OF RESIDENTS OF PUBLIC HOUSING AND HOUSING
CHOICE VOUCHER HOLDERS
APSH data indicates that the average wait time for Housing Choice Vouchers in Woodland was 15 months, or a little over a year, while average wait times for public housing units were 111 months, or nearly 10 years. Wait times were not available for Project-Based Section 8 or Section 811 units. Long wait times for public housing, in combination with a 92% occupancy rate, indicate a significant need for expanded public housing offerings. HCV wait times, while significantly shorter than those for public housi ng, are still noteworthy in combination with a utilization rate of only 76%. This long wait time with a relatively low utilization rate may indicate that residents face barriers when attempting to utilize their vouchers. Such barriers may include discrimination from landlords, a lack of rental housing availability, or an inability to find a rental unit suited to the household’s specific needs. Overall, this data indicates that the most immediate needs of assisted households are simply increased access to assisted units.
HOW DO THESE NEEDS COMPARE TO THE HOUSING NEEDS OF THE POPULATION AT LARGE?
The needs of public housing residents and voucher holders are different from those of the C ity’s overall low- and moderate-income population primarily in that these residents are stably housed in housing they can afford. With this need met, residents can work on other needs that low- to moderate-income families typically face in addition to housing i nsecurity, such as finding or maintaining stable employment and accessing transportation, food, schools, and other resources.
3 https://www.jchs.harvard.edu/research-areas/working-papers/how-well-does-housing-stock-meet-accessibility- needs-analysis-2019
53 NA-40 Homeless Needs Assessment – 91.205(c)
INTRODUCTION:
This section discusses the size and characteristics of the population experiencing homelessness in Woodland, which falls under the Davis/Woodland/Yolo County Continuum of Care (CA-521), also known as the Yolo County Homeless and Poverty Action Coalition (HPAC) . Each year, the Continuum of Care directs a Point-in-Time (PIT) count of people experiencing homelessness throughout the region on one night in January. This count is submitted to HUD for the entirety of the continuum’s jurisdiction; however, the HPAC also self-publishes data on homelessness by sub-jurisdiction, including for the City of Woodland.
This self-published data is used in the tables below4.
IF DATA IS NOT AVAILABLE FOR THE CATEGORIES "NUMBER OF PERSONS BECOMING AND EXITING HOMELESSNESS EACH YEAR," AND "NUMBER OF DAYS THAT PERSONS EXPERIENCE HOMELESSNESS," DESCRIBE THESE CATEGORIES FOR
EACH HOMELESS POPULATION TYPE (INCLUDING CHRONICALLY HOMEL ESS
INDIVIDUALS AND FAMILIES, FAMILIES WITH CHILDREN, VETERANS AND THEIR FAMILIES, AND UNACCOMPANIED YOUTH):
The tables below depict homelessness as assessed by the 2024 Point -In-Time count for the City of Woodland via the HPAC CoC. According to this count there were 416 people in Woodland experiencing homelessness in January 2024. In the overall CoC jurisdiction, there were 942 people experiencing homelessness in 2024, a 28% increase from the previous year and a 47% increase since January 2020, just before the COVID-19 pandemic.
Of the 416 homeless residents within Woodland, 218, or 52%, were considered chronically homeless.
HUD defines chronic homelessness in the following way5:
• A homeless individual with a disability as defined in section 401(9) of the McKinney-Vento Assistance Act (42 U.S.C. 11360(9)), who:
4https://img1.wsimg.com/blobby/go/eebb32cf-4766-4ca1-a7d2-faa77bfb49e1/downloads/b90191ef-27ad-4a1f- 8cc9-
6f944dd5d6e5/Woodland%202024%20Yolo%20County%20Homeless%20Count%20Repor.pdf?ver=174232215526 0 5 https://www.hudexchange.info/homelessness-assistance/coc-esg-virtual-binders/coc-esg-homeless- eligibility/definition-of-chronic-homelessness/
*A “break” in homeless is considered to be 7 or more nights. **An individual residing in an institutional care facility does not constitute a break in homelessness.
54 o Lives in a place not meant for human habitation, a safe haven, or in an emergency shelter, and
o Has been homeless and living as described for at least 12 months* or on at least 4 separate occasions in the last 3 years, as long as the combined occasions equal at least 12 months and each break in homelessness separating the occasions included at least 7 consecutive nights of not living as described, or
• An individual who has been residing in an institutional care facility for less, including jail, substance abuse or mental health treatment facility, hospital, or other similar facility, for fewer than 90 days and met all of the criteria of this definition before entering that facility**; or A family with an adult head of household (or, if there is no adult in the family, a minor head of household) who meets all of the criteria of this definition, including a family whose composition has fluctuated while the head of household has been homeless.
The count also identified 45 children under age 18 who were homeless; 8 youth aged 18-24; 90 homeless survivors of domestic violence; 16 homeless veterans; 122 homeless people with a severe mental illness; and 149 people with chronic substance abuse problems. (Note that some people may be counted in multiple categories – for example, a person may fall into both the severe mental illness and chronic substance abuse categories). Data on average number of days people experienced homelessness was not available.
55 TABLE 26. SHELTERED AND UNSHELTERED HOMELESS POPULATION BY SUB-GROUP, HPAC COC 2024 POINT-IN-TIME COUNT6
6https://files.hudexchange.info/reports/published/CoC_PopSub_CoC_CA-521-2024_CA_2024.pdf Sub-Group Number of people experiencing homelessness on a given night
Sheltered Unsheltered Total
Persons in h ouseholds with adults &
children
67 2 69
Persons in households with adults only 98 249 347
Accompanied children under 18 44 1 45
Unaccompanied children under 18 0 0 0
Unaccompanied youth aged 18-24 3 5 8
Chronic Substance Abuse 21 128 149
Severely Mentally Ill 33 89 122
Veterans 3 13 16
Domestic violence survivors 17 73 90
Chronically homeless 25 193 218
Total Homeless Persons 165 251 416
56 ESTIMATE THE NUMBER AND TYPE OF FAMILIES IN NEED OF HOUSING ASSISTANCE FOR FAMILIES WITH CHILDREN AND THE FAMILIES OF VETERANS.
As shown above, the 2024 PIT Count found 45 homeless children, 1 of whom was unsheltered, and 16 homeless veterans, 1 3 of whom were unsheltered. Relatively low numbers of both households with children and veterans who are homeless indicates that supportive needs for these groups are being somewhat addressed; however, the fact that both groups have unsheltered populations indicates a need to increase shelter options and availability.
DESCRIBE THE NATURE AND EXTENT OF HOMELESSNESS BY RACIAL AND ETHNIC GROUP.
The 2024 Point-in-Time Count provided data on homelessness by racial and ethnic group, as shown in the following table. Of the 415 people found to be homeless in January of 2024, approximately 38.9% were white, 29.3% were Hispanic or Latino, 12.0% were Black, 1.4% were Native American, 1.7% were Asian or Pacific Islander, and 16.6% were of unspecified, multiple, or other races. This data may be compared to the overall racial and ethnic composition of Woodland, which the U.S. Census Bureau reports as 34.8% white, 49.7% Hispanic or Latino, 1.7% Black, 0. 5% Native American, 8.5% Asian or Pacific Islander, and
4.7% people of other or multiple races. In comparison to their population share for the City, Black residents are significantly disproportionately more likely to be homeless than residents of other races.
TABLE 27. SHELTERED AND UNSHELTERED HOMELESS POPULATION BY RACE AND ETHNICITY, HPAC COC 2024 POINT-IN-TIME COUNT
Race: Sheltered: Unsheltered (optional) Total
Native American 3 3 6
Asian 1 3 4
Black 25 25 50
Pacific Islander 1 2 3
White 45 117 162
Other/Multiple 31 38 69
Ethnicity:
Hispanic/Latino 59 63 122
Non-Hispanic/Latino 106 188 294
57 DESCRIBE THE NATURE AND EXTENT OF UNSHELTERED AND SHELTERED HOMELESSNESS.
The 2024 Point -in-Time Count found 165 sheltered and 251 unsheltered homeless individuals as of January 2024, meaning that around 6 0% of all homeless individuals within Woodland are unsheltered.
This rate varies by demographic factors, as depicted above – in particular, data depicts a great need for more shelter for survivors of domestic violence. As a whole, a rapidly growing homeless population that is nearly two-thirds unsheltered indicates a great need for exponentially increased emergency shelter and street outreach efforts.
NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d)
INTRODUCTION
This section discusses the characteristics and needs of people in various subpopulations in Woodland who may require supportive services, including people with HIV/AIDS, seniors, people with disabilities (mental, physical, or developmental), people with al cohol or drug addiction, and survivors of domestic violence.
The chart below depicts the approximate percentage of Woodland residents in each subpopulation.
Note: a person may be a member of more than one subpopulation – for example, a person may be both age 65+ and have one or more disabilities. Therefore, the total number of Woodland residents with supportive needs is less than the sum of each individual category.
58 DESCRIBE THE CHARACTERISTICS OF SPECIAL NEEDS POPULATIONS IN YOUR COMMUNITY:
Elderly and frail elderly
According to 2019-2023 American Community Survey estimates, about 14.2% of Woodland’s population is elderly (age 65 and over) and about 5.5% of the population is considered frail elderly (age 75 and over)7.
About 28.2% of Woodland residents aged 65-74 and over and 52.6% of residents aged 75 and over have one or more disabilities8.
People with disabilities
An estimated 13.1% of Woodland residents had at least one disability as of 20239. People with disabilities may require specialized housing with accessibility modifications including but not limited to wheelchair ramps, visual rather than auditory doorbells and fire alarms, accessibility modifications in kitchens and bathrooms, and accommodations for live-in caregivers.
People with HIV/AIDS and their families
According to AIDSVu, an interactive mapping tool from Emory University’s Rollins School of Public Health, about 350 people in Yolo County were living with HIV as of 2022. Additionally, there were about 13 new diagnoses in 2022, for a new diagnosis rate of about 6 people per 100,000 per year. Approximately 272 of these individuals received treatment for an HIV infection, and approximately 136 people used PrEP, a preventative treatment designed to keep people who are HIV negative from contracting the virus. D ata on testing specific to Woodland or Yolo County is unavailable, but in the state of California, only 39.6% of the population has ever been tested for HIV. This means that actual numbers may vary from reported statistics10.
Persons with alcohol or drug addiction
The region of California including Woodland has an estimated 6.2% rate of alcohol use disorder in the past year for individuals ages 12 and older, according to 2016 -2018 data from the U.S. Substance Abuse & Mental Health Data Archive (SAMHDA). About 3% of the region’s population was estimated to have used cocaine and 0.2% to have used heroin in the past year, per the 2016 -2018 data11. Accounting for 2023 population estimates 12, this equates to approximately 3,798 people with alcohol use disorder, 1,838 people using cocaine, and 123 people using heroin within Woodland.
7 2019-2023 American Community Survey, table S0101
8 2019-2023 American Community Survey, table S1810
9 2019-2023 American Community Survey, table S1810
10 https://map.aidsvu.org/nd/county/case/none/none/yolo-county-ca-california?geoContext=national 11 https://datatools.samhsa.gov/saes/substate
12 2019-2023 American Community Survey, table S0101
59 Survivors of domestic violence
The National Coalition Against Domestic Violence estimates that about 35% of women and 31% of men in California have experienced any contact sexual violence, physical violence, or stalking by an intimate partner in their lifetimes. Applying these figures to the Woodland population13 results in an estimate that about 10,715 women and 9,499 men in the City have experienced or will experience domestic violence in their lifetime.
WHAT ARE THE HOUSING AND SUPPORTIVE SERVICE NEEDS OF THESE POPULATIONS AND HOW ARE THESE NEEDS DETERMINED?
The primary housing and supportive service needs of these subpopulations (the elderly, persons with disabilities, persons with HIV/AIDS and their families, persons with alcohol or drug addiction, survivors of domestic violence, and reentry populations) wer e determined by input from housing and service providers and the public through public meetings and stakeholder questionnaire responses, as well as through a review of research on housing and service needs of specific populations.
Housing that is affordable, accessible, safe, and low-barrier Residents with special needs are more likely to live at or below the federal poverty level than residents without special needs. High housing costs can make it difficult for these populations to afford housing, and low incomes force many residents to live in congregate care, have roommates, or live with family – the 2019 regional Analysis of Impediments to Fair Housing Choice (AI) found that among households where one or more members had a disability, 35% lived in housing that did not meet the needs of the disabled family member and 15% could not afford housing with adequate accessibility features. There is a need to increase the availability of affordable housing for populations with special needs. This could include options such as smaller housing units; multifamily ‘missing middle’ housing, including duplexes, triplexes, quadraplexes, and other small multifamily units; accessory dwelling units; cohousing with shared services; and other housing types that support increased levels of affordability.
Housing may be inaccessible to populations with special needs for a variety of reasons. Persons with disabilities may find that their housing options are not ADA compliant or are outside the service range for public transportation. People living with HIV/A IDS, immigrants and refugees, people with criminal histories, and other populations with special needs are often discriminated against in housing application processes. People living with HIV/AIDS have a particular need for low -barrier housing that is free from requirements surrounding drug testing, sobriety, criminal background, and medical appointments. For these reasons, there is a need to ensure that accessible, low -barrier housing is available and to take actions to reduce discrimination, such as providing fair housing services.
13 2019-2023 American Community Survey, table S0101
60 The elderly, people with disabilities, and others who may not have access to vehicles often need housing that is disability -accessible and near to transportation, recreation, and employment. Additionally, residents who are unable to live independently due to disability require housing that can accommodate a caregiver or live -in aide. A 2024 report produced by the Yolo County Commission on Aging and Adult Services reported that approximately 410 adults within the County lived full -time with caregivers, and that these individuals were at risk of becoming homeless if a caregiver were to pass away or become otherwise incapacitated14. This highlights an additional need to ensure that dependent adults within Woodland have access to a supportive service network that can prevent homelessness and loss of care should a caregiver become incapacitated.
These populations need housing options that are integrated into the community to provide access to needed services and to reduce social isolation. Additionally, residents with special needs may be more vulnerable than the general population to detrimental health effects of substandard housing, indicating an even greater than typical need to ensure that housing units are kept clean, safe, and up to code.
Transportation
Access to transportation is an important concern for people with special needs; however, the 2019 regional AI found that transportation offerings within the region were inadequate to meet growing demand and that residents with disabilities were limited in their choice of neighborhood by access to transportation. Seniors and people with disabilities and others who may not have access to vehicles need housing close to transportation services to access employment, health services, and recreation opportunities. Persons with HIV/AIDS need housing nearby transportation services to access health services and other resources. If transit is not within walking distance, special needs populations require accessible, reliable transportation services to provide access to everyday needs. Stakeholders noted a need for improved transit reliability and accessibility, as well as a need for improved pedestrian safety infrastructure.
Specialized housing and services
Specialized housing addresses the needs of specific populations. People with physical, intellectual, or developmental disabilities; people living with HIV/AIDS; and people with alcohol or drug addiction have specific housing needs that may be addressed thr ough housing with wraparound services, such as case management, life skills programming, and health services. The Housing First model, which is recommended by HUD, emphasizes that supportive services should not be required for people to access housing.
14 https://www.yolocounty.gov/home/showpublisheddocument/83028/638690792522970000
61 Workforce development and employment services
Special needs populations may also need workforce development and employment services. These programs may include employment navigation, job training, education, transportation services, and case management focused on employment, among others. Residents w ith specialized needs often have less access to such services than residents without – the 2019 regional AI noted that “the low labor force participation rates of residents with disabilities are suggestive of barriers to entering the labor force and high unemployment rates of those in the labor force indicate barriers to securing employment relatively large disparities [in access to economic opportunity] by protected class groups”.
Physical and mental healthcare access
Access to healthcare is a need for special needs populations, as they are more likely to experience barriers such as economic disadvantage; medical issues and disability; language and literacy age; and cultural, geographic, or social isolation. To increase access to healthcare, it is important for local governments and stakeholders to take steps to define, locate, and reach at-risk populations. This need overlaps significantly with the need for transportation, a lack of reliable transportation may lead to residents being unable to access or remain current on healthcare appointments.
Education and combating stigmas
Combating stigmas is an important concern for people with special needs. For adults with criminal histories and people living with HIV/AIDS, discrimination may make accessing adequate housing difficult.
Additionally, a lack of understanding regarding the transmission of HIV may cause people to lose housing or employment, thus increasing the risk of homelessness. Residents with physical or mental health disabilities may also face discrimination or stigma when seeking housing or employment – the 2019 regional AI notes that many residents with disabilities who provided feedback noted concerns related to housing discrimination.
Outreach
Outreach to special needs populations to ensure they are aware of available services is another need.
Clarity in marketing and in public buildings about what services are available is important in supporting awareness of available services among vulnerable populations. Outreach also includes the development of relationships and trust so that people feel comfortable seeking out needed services.
DISCUSS THE SIZE AND CHARACTERISTICS OF THE POPULATION WITH HIV/AIDS AND THEIR FAMILIES WITHIN THE ELIGIBLE METROPOLITAN STATISTICAL AREA:
Data for HIV/AIDS cases specific to Woodland is unavailable. Because of this, it may be useful to examine County level data. According to AIDSVu, an interactive mapping tool from Emory University’s Rollins School of Public Health, about 350 people in Yolo County were living with HIV as of 2022. Additionally, there were about 13 new diagnoses in 2022, for a new diagnosis rate of about 6 people per 100,000 per year. Approximately 272 of these individuals received treatment for an HIV infection, and approximately 136 people used PrEP, a preventative treatment designed to keep people who are HIV negative from
62 contracting the virus. Data on testing specific to Woodland or Yolo County is unavailable, but in the state of California, only 39.6% of the population has ever been tested for HIV. This means that actual numbers may vary from reported statistics15.
NA-50 Non-Housing Community Development Needs – 91.215
(f)
DESCRIBE THE JURISDICTION’S NEED FOR PUBLIC FACILITIES:
Buildings open to the general public or for use by target special needs populations, whether owned by the government or by nonprofit organizations, may be considered public facilities under the CDBG program.
Community survey participants were asked to rank the need for public facilities within Woodland as low, medium or high need, and the following public facilities were identified as the top three with the highest level of need: (1) homeless facilities; (2) mental healthcare facilities; and (3) community centers.
Input from community meetings, focus groups, and pop-up participants supported survey findings.
Common needs identified by stakeholders included:
• There is a great need for low-barrier homeless facilities, as existing facilities are often inaccessible to unsheltered populations.
• A lack of mental healthcare facilities and services is a significant contributor to homelessness. • There is a need for publicly accessible community centers that include cooling stations, showers, and laundry facilities.
Data on homelessness also supports these findings as around two -thirds of the homeless population within the HPAC Continuum of Care was unsheltered during the 2024 PIT count, including a high rate of unsheltered homelessness among domestic violence survivors.
15https://map.aidsvu.org/nd/county/case/none/none/yolo-county-ca-california?geoContext=national
63 HOW WERE THESE NEEDS DETERMINED?
These public facility needs were determined based on input from stakeholders gathered through research, questionnaire responses , focus groups, public meetings, and a community survey. Needs were also determined through a review of other local plans and studies. For a list of stakeholders and organizations that participated in this Consolidated Plan process, see Table 2.
DESCRIBE THE JURISDICTION’S NEED FOR PUBLIC IMPROVEMENTS:
Community survey participants were asked to rank the need for public infrastructure improvements within Woodland as low, medium or high need, and the following improvements were identified as the top three with the highest level of need: (1) street, road, and sidewalk improvements; (2) biking or walking trail improvements; and (3) public transportation improvements.
64 Input from community meetings, focus groups, and pop-up participants supported survey findings.
Common needs identified by stakeholders included:
• Walkability and pedestrian safety improvements – many residents expressed concern about unsafe conditions for pedestrians and cyclists.
• It can be very difficult for people who live in supportive housing to be able to access transportation to other resources, especially those who are disabled.
65 HOW WERE THESE NEEDS DETERMINED?
These public improvement needs were determined based on input from stakeholders gathered through research, focus groups, public meetings, and a community survey. Needs were also determined through a review of other local plans and studies. For a list of stakeholders and organizations that participated in this Consolidated Plan process, see Table 2.
DESCRIBE THE JURISDICTION’S NEED FOR PUBLIC SERVICES:
Community survey participants were asked to rank the need for public service improvements within the City as low, medium or high need, and the following improvements were identified as the top three with the highest level of need: (1) homeless services; (2) mental health services ; and (3) housing counseling and fair housing information.
66 Input from community meetings, focus groups, and pop-up participants supported survey findings.
Common needs identified by stakeholders included:
• Homeless services and facilities in the area are insufficient to meet a rapidly growing homeless population.
• Existing homeless services are frequently high-barrier, leading to a large number of people who are unable to access services.
• A lack of mental health services and resources contributes to homelessness.
HOW WERE THESE NEEDS DETERMINED?
These public service needs were determined based on input from stakeholders gathered through research, focus groups, public meetings, and a community survey. Needs were also determined through a review of other local plans and studies. For a list of stakeh olders and organizations that participated in this Consolidated Plan process, see Table 2.
DISCUSSION
In addition to being asked about levels of need for public services and facilities, survey participants were asked whether they faced barriers in accessing existing services and facilities. Of 97 survey participants, 40, or 41%, reported facing barriers wh en attempting to access existing resources. The following chart depicts reasons listed for difficulty in access.
67 HOUSING MARKET ANALYSIS
68 MA-05 Overview
HOUSING MARKET ANALYSIS OVERVIEW:
While housing choices can be fundamentally limited by household income and purchasing power, the lack of affordable housing can be a significant hardship for low- and moderate-income households, preventing them from meeting other basic needs. Stakeholders and residents reported that affordable housing for families and individuals is a severe issue in Woodland, with housing prices increasing significantly over the last several years.
In addition to reviewing the current housing market conditions, this section analyzes the availability of assisted and public housing and facilities to serve homeless individuals and families. It also analyzes local economic conditions and summarizes existing economic development resources and programs that may be used to address community and economic development needs identified in the Needs Assessment.
MA-10 Number of Housing Units – 91.210(a)&(b)(2)
INTRODUCTION
The 2016-2020 Five-Year American Community Survey estimated that there are 21,015 housing units in the City of Woodland, with an occupancy rate of 97%. Single-unit housing makes up the majority of homes in the city (70%), most of which are detached homes. The largest share of multifamily housing is found in large complexes with 20 or m ore units per structure, which account for 10% of the city’s housing stock.
Small multifamily complexes with 5 to 19 units account for 9% of Woodland homes, while duplexes, triplexes, and quadruplexes account for about 8%. Other structures such as mobile homes, RVs, boats, etc. make up the remaining 3% of the city’s housing stock.
About 53% of Woodland households own their homes and the remaining 47% rent. Nearly all owned housing in the city has at least two bedrooms and the vast majority (90%) has three or more bedrooms.
Rental units tend to be smaller: about 30% are studios or on e-bedroom units. The most common rental unit contains two bedrooms (38%) and the remaining 32% of renters live in units with three or more bedrooms.
69 ALL RESIDENTIAL PROPERTIES BY NUMBER OF UNITS
TABLE 28 – RESIDENTIAL PROPERTIES BY UNIT NUMBER
Property Type Number %
1-unit detached structure 13,240 63%
1-unit, attached structure 1,375 7%
2-4 units 1,745 8%
5-19 units 1,995 9%
20 or more units 2,100 10%
Mobile Home, boat, RV, van, etc 560 3%
Total 21,015 100%
Data Source: 2016-2020 ACS
UNIT SIZE BY TENURE
TABLE 29 – UNIT SIZE BY TENURE
Owners Renters
Number % Number %
No bedroom 15 0% 530 5%
1 bedroom 65 1% 2,455 25%
2 bedrooms 975 9% 3,680 38%
3 or more bedrooms 9,725 90% 3,080 32%
Total 10,780 100% 9,745 100%
Data Source: 2016-2020 ACS
DESCRIBE THE NUMBER AND TARGETING (INCOME LEVEL/TYPE OF FAMILY SERVED) OF UNITS ASSISTED WITH FEDERAL, STATE, AND LOCAL PROGRAMS.
Public Housing
The Yolo County Housing Authority (YCH) manages 22 properties that provide about 431 units of public housing for low-income households. Five of these properties are located in the city of Woodland: Yolano
70 Village, Donnelly Circle, Helen M. Thomson Home, and the IGT Home.16 Yolano Village and Donnelly Circle are conventional, federally subsidized public housing properties, while the remaining communities are simply owned by YCH.
Housing Choice Vouchers
YCH also administers approximately 1,985 Housing Choice Vouchers (HCVs) and reports a 100% voucher utilization rate. HCVs are targeted to households with incomes at or below 50% Area Median Income (AMI), adjusted by family size, with an emphasis on serving households with incomes under 30% AMI.
Low Income Housing Tax Credit (LIHTC) Properties
Additional assisted housing in Woodland includes several Low Income Housing Tax Credit (LIHTC) properties. According to HUD’s LIHTC database, there are a total of 15 properties in Woodland, providing approximately 1,221 units of affordable housing. Typically, LIHTC properties target households with incomes of 50% to 60% AMI or below, adjusted by family size. LIHTC developments include a mix of family and senior projects, and may include additional funding sources, such as Project-Based Section 8 subsidies.
PROVIDE AN ASSESSMENT OF UNITS EXPECTED TO BE LOST FROM THE
AFFORDABLE HOUSING INVENTORY FOR ANY REASON, SUCH AS EXPIRATION OF SECTION 8 CONTRACTS.
Federal law requires any LIHTC properties awarded credits after 1989 to maintain affordability for 30 years from the date they are placed in service, although after the first 15 years, owners can leave the program through a relief process. After 30 years (or 15 years if owners are granted regulatory relief), properties can be converted to market -rate units. During the 2025 -2029 Five -Year Consolidated Plan, 1 LIHTC property in Woodland will age out of the 30-year affordability period and 2 properties will re ach the 15 year mark. Together, these properties provide approximately 161 income-restricted units.
DOES THE AVAILABILITY OF HOUSING UNITS MEET THE NEEDS OF THE POPULATION?
Input from stakeholders indicates that available housing does not meet the needs of Woodland’s population. Community survey input identified h elp with making sure landlords keep rental housing in acceptable condition, construction of new affordable rental units , and e lderly or senior housing as the greatest housing needs in the community. Cost burden data shows that affordability needs are particularly severe for low-income households with incomes under 80% of HUD Area Median Family Income (HAMFI),
16 Yolo County Housing (YCH), Properties List, April 2025. https://www.ych.ca.gov/wp- content/uploads/2025/04/Attched-A-YCH-Properties-List.pdf
71 affecting 82% of Woodland households in that income band. Income and home value data indicate starter home prices in Woodland are out of reach for many low- and moderate-income households. Affordability data in the Needs Assessment supports this, with cost burdens impacting considerable shares of owner households. While not reflected in CHAS data, community input also reflected the need for housing rehabilitation and repair to address deferred maintenance, both on the homeownership and rental side.
DESCRIBE THE NEED FOR SPECIFIC TYPES OF HOUSING:
Throughout all community engagement activities, the need for additional affordable housing was a consistent theme. Stakeholders emphasized the need for a variety of housing affordable at different income levels. While additional rental housing, including p ermanent supportive housing, is needed to serve lowest income groups, moderate - and middle -income households also face difficulty finding affordable housing to rent or buy. Greater availability of a variety of housing types would better serve households ac ross the income spectrum and encourage greater mobility within the housing market, allowing residents to access housing that would best fit their needs.
Stakeholders that participated in the development of the Consolidated Plan also emphasized the following housing needs:
• Elderly or senior housing
• Energy efficiency improvements to housing
• Rehabilitation of affordable rental housing/apartments • Family housing
DISCUSSION
N/A
72 MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)
INTRODUCTION
This section reviews housing costs and affordability in Woodland. The median home value in the city is estimated at $381,800 according to 2016 -2020 ACS data, up 42% from the 2005 -2009 ACS estimate of $269,000 (see Table 28). Median rent is $ 1,073, up 23% from the 2005-2009 estimate of $872. ACS data also shows that rental rates are $1,000 or more for more than half (56%) of units.
It is worth noting that more recent 2019 -2023 ACS data identifies the city’s median home value at $505,200 and the median contract rent at $ 1,334. Additionally, data from Zillow’s Observed Rent Index (ZORI), which measures the typical market rate rent across a region, suggest the current market rate rent in Woodland is above $2,000, a figure much higher in comparison to available ACS data.17
COST OF HOUSING
TABLE 30 – COST OF HOUSING
Base Year: 2009 Most Recent Year: 2020 % Change
Median Home Value $269,000 $381,800 42%
Median Contract Rent $872 $1,073 23%
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year)
TABLE 31 - RENT PAID
17 Zillow, “Housing Data,” 2025. https://www.zillow.com/research/data/ Rent Paid Number %
Less than $500 950 9.8%
$500-999 3,320 34.1%
$1,000-1,499 3,700 38.0%
$1,500-1,999 1,260 12.9%
$2,000 or more 510 5.2%
Total 9,740 99.9%
Data Source: 2016-2020 ACS
73 HOUSING AFFORDABILITY
TABLE 32 – HOUSING AFFORDABILITY
Number of Units affordable to
Households earning Renter Owner
30% HAMFI 620 No Data
50% HAMFI 2,250 335
80% HAMFI 6,020 1,160
100% HAMFI No Data 2,354
Total 8,890 3,849
Data Source: 2016-2020 CHAS
MONTHLY RENT
TABLE 33 – MONTHLY RENT
Monthly Rent ($) Efficiency (no
bedroom) 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent $1,602 $1,613 $2,116 $2,944 $3,299
High HOME Rent $1,413 $1,515 $1,821 $2,094 $2,316
Low HOME Rent $1,102 $1,181 $1,416 $1,636 $1,826
Data Source: 2025 HUD FMR and HOME Rents
74 IS THERE SUFFICIENT HOUSING FOR HOUSEHOLDS AT ALL INCOME LEVELS? Table 30 estimates the number of units in Woodland affordable to renters and owners at a variety of income levels, which can be compared to the number of households at each income level, as provided in Table 6 of the Needs Assessment.
According to CHAS estimates, there are 2,095 renters with incomes under 30% HAMFI, but only 620 rental units affordable at that income level are reported in Table 30. Thus, there is insufficient rental housing for households with extremely low incomes. At other levels, there appears to be a sufficient number of rental units affordable to renter households at that income level. However, these figures do not take into account unit condition or size; nor do they reflect the possibility that a unit that would be affordable to a low- or moderate-income households may be unavailable to them because it is occupied by a higher income household. Community input indicates a need for additional affordable rental units at a variety of rental rates.
Turning to owners, there are an estimated 3,385 owner households with incomes at or below 80% HAMFI in Woodland, but Table 30 reports only 1,495 owner-occupied housing units affordable at that income level. This leaves a deficit of 1,890 affordable owner-occupied units.
The National Low Income Housing Coalition’s Out of Reach data examines rental housing rates relative to income levels for counties and metro areas throughout the U.S. using HUD Fair Market Rents. Fair Market Rent (FMR) is a standard set by HUD at the count y or regional level for use in administering its Section 8 rental voucher program. FMRs are typically the 40th percentile gross rent (i.e., rent plus utility costs) for typical, non-substandard rental units in the local housing market. To afford a two-bedroom rental unit at the Yolo County FMR of $1,980 without being cost -burdened would require an annual wage of $ $79,200.18 This amount translates to a 40 -hour work week at an hourly wage of $ 38.08, a 95-hour work week at the state minimum wage of $16/hr, or a 79-hour work week at the county’s mean renter wage of $19.31. To afford a three-bedroom unit at the FMR of $2,717 would require an annual wage of $108,680.
HOW IS AFFORDABILITY OF HOUSING LIKELY TO CHANGE CONSIDERING CHANGES TO HOME VALUES AND/OR RENTS?
As Table 28 shows, the median home value in Woodland was estimated at $381,800 according to 2016 - 2020 ACS data, up by 42% from 2009 estimates. However, looking at the most recent ACS data shows a significant post-Covid increase in home values. The median home value in Woodland according to 2019- 2023 ACS data is $505,200, a 32% increase over the 2016-2020 ACS estimate. As stakeholders note, high home prices exacerbate the difficulties first-time buyers face in finding affordable units and also have the potential to fuel displacement of residents into neighborhoods with lower home sales prices.
18 National Low Income Housing Coalition, “Out of Reach – California,” 2024. https://nlihc.org/oor/state/ca
75 Median rent in Woodland is estimated at $ 1,073 as of 2016 -2020 ACS data, up 23% from 2009. Again, these figures do not reflect the significant housing cost increases that occurred nationally and locally during and following the COVID-19 pandemic. Stakeholders that participated in the development of th is plan emphasized unaffordable rents in Woodland. The 2019 -2023 ACS data indicates a median contract rent of $1,334, a 24% increase from three years prior. A tight rental market, a lack of affordable, decent for-sale housing, and slow wage growth all indi cate that housing affordability is likely to continue as an issue.
HOW DO HOME RENTS / FAIR MARKET RENT COMPARE TO AREA MEDIAN RENT?
HOW MIGHT THIS IMPACT YOUR STRATEGY TO PRODUCE OR PRESERVE AFFORDABLE HOUSING?
Table 31 shows HUD Fair Market Rents and HOME rents for the Yolo, CA HUD Metro FMR Area. The 2019- 2023 median contract rent of $1,334 is slightly lower than the Fair Market Rent for a one -bedroom unit ($1,613) and the low HOME rent for a two-bedroom unit ($1,416).
The distribution of rents shown in Table 29 suggest that rental units should be available at fair market rents for nearly all unit sizes; however, rent increases since the COVID -19 pandemic make it difficult for low- and moderate-income households to find affordable housing, particularly among unsubsidized units.
Additionally, this data does not reflect housing condition, which is an important consideration. While the rent may be affordable, substandard housing conditions may make a unit unsafe or lead to exceptionally high utility costs, negating any savings in re nt as compared to a more expensive unit. Taken together, these factors point toward a continued need to develop and redevelop affordable rental units.
DISCUSSION
N/A
MA-20 Housing Market Analysis: Condition of Housing –
91.210(a)
INTRODUCTION
This section examines the condition of housing in Woodland, including the presence of selected housing conditions: 1) lack of complete plumbing facilities, (2) lack of complete kitchen facilities, (3) more than one person per room, and (4) cost burden greater than 30%. This section also examines the age of housing stock, vacancy rate and suitability of vacant housing for rehabilitation, and the risk of lead -based paint hazards.
According to 2016 -2020 ACS estimates, nearly one -half (48%) of rental units and one -quarter (25%) of owner units have one of the selected housing conditions. CHAS data discussed in the Needs Assessment indicates that cost burdens are by far the most common housing condition. For renters, 6% of units have
76 two conditions (about 620 units), and an estimated 20 units have three or more conditions. These figures indicate that rental units are more likely to be physically substandard (i.e., lack a complete kitchen or plumbing) than owner-occupied housing.
DESCRIBE THE JURISDICTION'S DEFINITION OF "STANDARD CONDITION" AND "SUBSTANDARD CONDITION BUT SUITABLE FOR REHABILITATION":
For the purposes of this Consolidated Plan, Woodland uses the following definitions of “standard condition,” “substandard condition,” and “substandard condition but suitable for rehabilitation”:
• Standard Condition: A dwelling unit that is not deemed substandard as defined by local code. • Substandard Condition: All buildings or structures which are structurally unsafe or not provided with adequate egress, or which constitute a fire hazard, or are otherwise dangerous to human life, or which in relation to existing use constitute a hazard to safety or health, or public welfare by reason of inadequate maintenance of the building, plumbing, mechanical or electrical systems, or by dilapidation, obsolescence, fire hazard, disaster damage or abandonment, as specified in the codes adopted by Section 19.04.010, or California Health and Safety Code Section 17920.3, are for the purpose of this section substandard and/or unsafe buildings. In California Code, GOV § 65584.01 this is defined as more than one person per room. • Substandard but Suitable for Rehabilitation : A dwelling unit that is substandard structure, that has basic infrastructure (including systems for clean water and adequate waste disposal) that allows for economically and physically feasible improvements and upon completion of rehabilitation meets the definition of a “standard” dwelling unit.
CONDITION OF UNITS
TABLE 34 - CONDITION OF UNITS
YEAR UNIT BUILT
Condition of Units
Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 2,655 25% 4,060 42%
With two selected Conditions 50 0% 620 6%
With three selected Conditions 0 0% 20 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 8,080 75% 5,045 52%
Total 10,785 100% 9,745 100%
Data Source: 2016-2020 ACS
77 TABLE 35 – YEAR UNIT BUILT
Year Unit Built
Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 1,900 18% 1,460 15%
1980-1999 3,485 32% 3,430 35%
1950-1979 4,370 41% 3,615 37%
Before 1950 1,030 10% 1,240 13%
Total 10,785 101% 9,745 100%
Data Source: 2016-2020 CHAS
78 RISK OF LEAD-BASED PAINT HAZARD
TABLE 36 – RISK OF LEAD-BASED PAINT
Risk of Lead-Based Paint Hazard
Owner-Occupied Renter-Occupied
Number % Number %
Total Number of Units Built Before 1980 5,400 50% 4,855 50% Housing Units built before 1980 with children
present 2,345 22% 1,080 11%
Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present)
VACANT UNITS
TABLE 37 - VACANT UNITS
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation Total
Vacant Units
Abandoned Vacant Units
REO Properties
Abandoned REO Properties
NEED FOR OWNER AND RENTAL REHABILITATION
Age of housing reflects periods of development in Woodland. The city contains a significant supply of housing built prior to 1980, which comprises about 50% of total owner - and renter-occupied housing. A much smaller share of units (16%) were built since 2000. While some older homes may be well - maintained, the considerable share of ho using built prior to 1980 indicates potential need for rehabilitation assistance.
ESTIMATED NUMBER OF HOUSING UNITS OCCUPIED BY LOW - OR MODERATE-
INCOME FAMILIES WITH LBP HAZARDS
Exposure to lead-based paint represents one of the most significant environmental threats from a housing perspective. Housing conditions can significantly affect public health, and exposure to lead may cause a range of health problems for adults and childr en. The major source of lead exposure comes from lead - contaminated dust found in deteriorating buildings, including residential properties built before 1978 that contain lead-based paint.
79 Unfortunately, measuring the exact number of housing units with lead -based paint hazards is difficult.
However, risk factors for exposure to lead include housing old enough to have been initially painted with lead-based paint (i.e., pre -1978), households t hat include young children, and households in poverty.
Table 34 identifies the total number of housing units built before 1980, and the total number of renter and owner units built before 1980 that house children. As shown, this includes 2,345 owner-occupied units (or 22% of total owner -occupied housing) and 1,080 renter-occupied units (or 11% of total renter - occupied housing) with at least two risk factors for exposure to lead-based paint.
DISCUSSION
N/A
MA-25 Public and Assisted Housing – 91.210(b)
INTRODUCTION
Publicly supported housing options for low -income residents living in Woodland is managed by the Yolo County Housing Authority. According to PIC data from the PIH Information Center depicted in Table 36, there are 431 public housing units, 38 Project -Based Section 8 units, and 1,489 tenant -based Housing Choice Vouchers available, for a total of 1,958 assisted units or vouchers available within Yolo County.
Additional data specific to the City of Woodland, HUD’s 2024 A Picture of Subsidized Housing data, shows that Woodland has a total of 132 public housing units, 567 tenant -based Housing Choice Vouchers, 273 Project-Based Section 8 units, and 15 Section 811 units for a total of 987 assisted units or vouchers available. APSH data additionally shows that utili zation rates in Woodland vary from 76% to 97%, with Housing Choice Vouchers having the lowest utilization rate and Section 811 units having the highest utilization rate.
Data on numbers of accessible units in programs other than Section 811 was unavailable.
80 TOTAL NUMBER OF UNITS
TABLE 38 – TOTAL NUMBER OF UNITS BY PROGRAM TYPE
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers
available 0 0 431 1,527 38 1,489 0 0 0
# of accessible units N/A N/A N/A N/A N/A N/A N/A N/A N/A Data Source: PIC (PIH Information Center)
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
81 DESCRIBE THE SUPPLY OF PUBLIC HOUSING DEVELOPMENTS:
According to HUD's Real Estate Assessment Center (REAC), there are five public housing properties within Woodland: Cherry Glen, Crosswood Apartments, Summertree Apartments, The Greenery, and New Dimensions. These properties have a combined total of 132 housing units.
DESCRIBE THE NUMBER AND PHYSICAL CONDITION OF PUBLIC HOUSING UNITS IN
THE JURISDICTION, INCLUDING THOSE THAT ARE PARTICIPATING IN AN APPROVED PUBLIC HOUSING AGENCY PLAN:
HUD's Real Estate Assessment Center (REAC) conducts physical property inspections of properties that are owned, insured, or subsidized by HUD, including public housing and multifamily assisted housing.
About 20,000 such inspections are conducted each year to ensure that assisted families have housing that is decent, safe, sanitary, and in good repair. Inspections are scored using a scale of 1 to 100. A passing score for a REAC Physical Inspection is 60 or above.
There are three letters (A-C) that may follow the score, as well as an asterisk *. Their meaning is as follows:
• A: No health and safety deficiencies noted
• B: Non-life-threatening health and safety deficiencies noted • C: At least one life-threatening health and safety deficiency noted • *: At least one inoperable smoke detector noted
As noted above, there are five public housing developments within Woodland containing a total of 132 units. To determine the physical condition of these units, HUD's Real Estate Assessment Center (REAC) physical inspection scores were examined as depicted in Table 37.
82 PUBLIC HOUSING CONDITION
TABLE 39 - PUBLIC HOUSING CONDITION
Public Housing Development Most Recent Inspection Score Most Recent Inspection Date Cherry Glen 80c* 05-Dec-22 Crosswood Apartments 89 16-Jan-25 Summertree Apartments 75c* 09-Dec-21 The Greenery 94c* 06-Dec-22 New Dimensions 92b 19-Nov-21
DESCRIBE THE RESTORATION AND REVITALIZATION NEEDS OF PUBLIC HOUSING UNITS IN THE JURISDICTION:
As depicted above, all public housing developments within Woodland received a passing score of 60 or higher. However, inspections of three developments – Cherry Glenn, Summertree Apartments, and The Greenery – found at least one life -threatening health and safety deficiency in addition to at least one inoperable smoke detector. One development – New Dimensions – had at least one non-life threatening health or safety deficiency noted, while the final development – Crosswood Apartments – had no reported data on deficiencies from the most recent inspection, but received a C grade on the previous two inspections.
DESCRIBE THE PUBLIC HOUSING AGENCY'S STRATEGY FOR IMPROVING THE
LIVING ENVIRONMENT OF LOW- AND MODERATE-INCOME FAMILIES RESIDING IN PUBLIC HOUSING:
The Yolo Housing Authority will continue to seek funding from a variety of sources to renovate current public housing units.
83 MA-30 Homeless Facilities and Services – 91.210(c)
INTRODUCTION
A range of facilities provide housing and services to support people experiencing homelessness in Woodland, which falls under the CA-521 Continuum of Care, also known as HPAC. Using data available from HUD at the Continuum of Care level, this section provides an overview of shelter facilities, housing, and mainstream and other services that aim to meet the needs of people experiencing homelessness in the jurisdiction. Note that the jurisdiction includes the entire jurisdiction of the CoC and is not exclusive to the City of Woodland; official HUD data on facilities specific to the city of Woodland is unavailable.
FACILITIES AND HOUSING TARGETED TO HOMELESS HOUSEHOLDS
TABLE 40 - FACILITIES AND HOUSING TARGETED TO HOMELESS HOUSEHOLDS
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive
Housing Beds
Year-Round
Beds (Current
& New)
Voucher /
Seasonal /
Overflow Beds
Current &
New
Current
& New
Under
Development
Households with
Adult(s) and
Child(ren)
68 0 0 218 N/A
Households with
Only Adults 210 0 29 458 N/A
Chronically
Homeless
Households
0 0 0 144 N/A
Veterans 0 0 0 71 N/A
Unaccompanied
Youth 13 0 0 2 N/A
84 DESCRIBE MAINSTREAM SERVICES, SUCH AS HEALTH, MENTAL HEALTH, AND
EMPLOYMENT SERVICES TO THE EXTENT THOSE SERVICES ARE USED TO COMPLEMENT SERVICES TARGETED TO HOMELESS PERSONS.
Homeless residents within Woodland are served by the HPAC CoC, which includes approximately 14 different agencies. According to the CoC website, these services include:
• Critical supportive services: including food, shelter, counseling, clothing, and family resources • Early intervention and prevention: including crisis support, safety shelter, and legal services • Outreach and emergency shelter: including street outreach to unsheltered homeless populations
• Transitional and bridge housing: including family housing, day centers, employment assistance, and a meals program
• Healthcare: including CalFresh enrollment, pregnancy and infant services, and family medical services
• Public supportive services via 211: including physical and mental health, housing, utilities, food, employment assistance, suicide and crisis interventions
LIST AND DESCRIBE SERVICES AND FACILITIES THAT MEET THE NEEDS OF
HOMELESS PERSONS, PARTICULARLY CHRONICALLY HOMELESS INDIVIDUALS AND
FAMILIES, FAMILIES WITH CHILDREN, VETERANS AND THEIR FAMILIES, AND UNACCOMPANIED YOUTH. IF THE SERVICES AND FACILITIES ARE LISTED ON SCREEN SP-40 INSTITUTIONAL DELIVERY STRUCTURE OR SCREEN MA -35 SPECIAL
NEEDS FACILITIES AND SERVICES, DESCRIBE HOW THESE FACILITIES AND SERVICES SPECIFICALLY ADDRESS THE NEEDS OF THESE POPULATIONS.
Through its CDBG funding, the City of Woodland contributes to many services that meet the needs of homeless individuals through its non -profit partners. Services include street outreach, rapid rehousing, homeless prevention, and supportive services.
The CoC lists the following facilities available within the City of Woodland:
• Fourth & Hope: Offers emergency shelter, housing, outreach, treatment, and meals. • Empower Yolo: Offers crisis support, safety shelter and housing, legal services, counseling services, and youth programs.
Additionally, the City of Woodland maintains on its website a list of resources available to homeless and at-risk individuals and families within Yolo County, as shown below.
85
86
87 MA-35 Special Needs Facilities and Services – 91.210(d)
INTRODUCTION
This section discusses the characteristics and needs of people in various subpopulation in Woodland who may require supportive services, including people with HIV/AIDS, seniors, people with disabilities (mental, physical, or developmental), people with alcohol or drug addiction, and survivors of domestic violence.
INCLUDING THE ELDERLY, FRAIL ELDERLY, PERSONS WITH DISABILITIES (MENTAL,
PHYSICAL, DEVELOPMENTAL), PERSONS WITH ALCOHOL OR OTHER DRUG
ADDICTIONS, PERSONS WITH HIV/AIDS AND THEIR FAMILIES, PUBLIC HOUSING
RESIDENTS AND ANY OTHER CATEGORIES THE JURISDICTION M AY SPECIFY, AND DESCRIBE THEIR SUPPORTIVE HOUSING NEEDS.
Elderly and frail elderly
According to 2019-2023 American Community Survey estimates, about 14.2% of Woodland’s population is elderly (age 65 and over) and about 5.5% of the population is considered frail elderly (age 75 and over)19.
About 28.2% of Woodland residents aged 65-74 and over and 52.6% of residents aged 75 and over have one or more disabilities20.
People with disabilities
An estimated 13.1% of Woodland residents had at least one disability as of 202321. People with disabilities may require specialized housing with accessibility modifications including but not limited to wheelchair ramps, visual rather than auditory doorbells and fire alarms, accessibility modifications in kitchens and bathrooms, and accommodations for live-in caregivers.
People with HIV/AIDS and their families
According to AIDSVu, an interactive mapping tool from Emory University’s Rollins School of Public Health, about 350 people in Yolo County were living with HIV as of 2022. Additionally, there were about 13 new diagnoses in 2022, for a new diagnosis rate of about 6 people per 100,000 per year. Approximately 272 of these individuals received treatment for an HIV infection, and approximately 136 people used PrEP, a preventative treatment designed to keep people who are HIV negative from contracting the virus. D ata on testing specific to Woodland or Yolo County is unavailable, but in the state of California, only 39.6% of
19 2019-2023 American Community Survey, table S0101
20 2019-2023 American Community Survey, table S1810
21 2019-2023 American Community Survey, table S1810
88 the population has ever been tested for HIV. This means that actual numbers may vary from reported statistics22.
Persons with alcohol or drug addiction
The region of California including Woodland has an estimated 6.2% rate of alcohol use disorder in the past year for individuals ages 12 and older, according to 2016 -2018 data from the U.S. Substance Abuse & Mental Health Data Archive (SAMHDA). About 3% of the region’s population was estimated to have used cocaine and 0.2% to have used heroin in the past year, per the 2016 -2018 data23. Accounting for 2023 population estimates 24, this equates to approximately 3,798 people with alcohol use disorder, 1,838 people using cocaine, and 123 people using heroin within Woodland.
Survivors of domestic violence
The National Coalition Against Domestic Violence estimates that about 35% of women and 31% of men in California have experienced any contact sexual violence, physical violence, or stalking by an intimate partner in their lifetimes. Applying these figures to the Woodland population25 results in an estimate that about 10,715 women and 9,499 men in the City have experienced or will experience domestic violence in their lifetime.
Supportive Housing Needs
The primary housing and supportive service needs of these subpopulations (the elderly, persons with disabilities, persons with HIV/AIDS and their families, persons with alcohol or drug addiction, survivors of domestic violence, and reentry populations) wer e determined by input from housing and service providers and the public through public meetings and stakeholder questionnaire responses, as well as through a review of research on housing and service needs of specific populations.
Housing that is affordable, accessible, safe, and low-barrier Residents with special needs are more likely to live at or below the federal poverty level than residents without special needs. High housing costs can make it difficult for these populations to afford housing, and low incomes force many residents to live in congregate care, have roommates, or live with family – the 2019 regional Analysis of Impediments to Fair Housing Choice (AI) found that among households where one or more members had a disability, 35% lived in housing that did not meet the needs of the disabled family member and 15% could not afford housing with adequate accessibility features. There is a need to increase the availability of affordable housing for populations with special needs. This could include options such as smaller housing units; multifamily ‘missing middle’ housing, including duplexes,
22https://map.aidsvu.org/nd/county/case/none/none/yolo-county-ca-california?geoContext=national 23 https://datatools.samhsa.gov/saes/substate
24 2019-2023 American Community Survey, table S0101
25 2019-2023 American Community Survey, table S0101
89 triplexes, quadraplexes, and other small multifamily units; accessory dwelling units; cohousing with shared services; and other housing types that support increased levels of affordability.
Housing may be inaccessible to populations with special needs for a variety of reasons. Persons with disabilities may find that their housing options are not ADA compliant or are outside the service range for public transportation. People living with HIV/A IDS, immigrants and refugees, people with criminal histories, and other populations with special needs are often discriminated against in housing application processes. People living with HIV/AIDS have a particular need for low -barrier housing that is free from requirements surrounding drug testing, sobriety, criminal background, and medical appointments. For these reasons, there is a need to ensure that accessible, low -barrier housing is available and to take actions to reduce discrimination, such as providing fair housing services.
The elderly, people with disabilities, and others who may not have access to vehicles often need housing that is disability -accessible and near to transportation, recreation, and employment. Additionally, residents who are unable to live independently due to disability require housing that can accommodate a caregiver or live -in aide. A 2024 report produced by the Yolo County Commission on Aging and Adult Services reported that approximately 410 adults within the County lived full -time with caregivers, and that these individuals were at risk of becoming homeless if a caregiver were to pass away or become otherwise incapacitated 26. This highlights an additional need to ensure that dependent adults within Woodland have access to a supportive service network that can prevent homelessness and loss of care should a caregiver become incapacitated.
These populations need housing options that are integrated into the community to provide access to needed services and to reduce social isolation. Additionally, residents with special needs may be more vulnerable than the general population to detrimental health effects of substandard housing, indicating an even greater than typical need to ensure that housing units are kept clean, safe, and up to code.
Transportation
Access to transportation is an important concern for people with special needs; however, the 2019 regional AI found that transportation offerings within the region were inadequate to meet growing demand and that residents with disabilities were limited in their choice of neighborhood by access to transportation. Seniors and people with disabilities and others who may not have access to vehicles need housing close to transportation services to access employment, health services, and recreation opportunities. Persons with HIV/AIDS need housing nearby transportation services to access health services and other resources. If transit is not within walking distance, special needs populations require accessible, reliable transportation services to provide access to everyday needs. Stakeholders noted a need for improved transit reliability and accessibility, as well as a need for improved pedestrian safety infrastructure.
26 https://www.yolocounty.gov/home/showpublisheddocument/83028/638690792522970000
90 Specialized housing and services
Specialized housing addresses the needs of specific populations. People with physical, intellectual, or developmental disabilities; people living with HIV/AIDS; and people with alcohol or drug addiction have specific housing needs that may be addressed thr ough housing with wraparound services, such as case management, life skills programming, and health services. The Housing First model, which is recommended by HUD, emphasizes that supportive services should not be required for people to access housing.
Workforce development and employment services
Special needs populations may also need workforce development and employment services. These programs may include employment navigation, job training, education, transportation services, and case management focused on employment, among others. Residents w ith specialized needs often have less access to such services than residents without – the 2019 regional AI noted that “the low labor force participation rates of residents with disabilities are suggestive of barriers to entering the labor force and high unemployment rates of those in the labor force indicate barriers to securing employment relatively large disparities [in access to economic opportunity] by protected class groups”.
Physical and mental healthcare access
Access to healthcare is a need for special needs populations, as they are more likely to experience barriers such as economic disadvantage; medical issues and disability; language and literacy age; and cultural, geographic, or social isolation. To increase access to healthcare, it is important for local governments and stakeholders to take steps to define, locate, and reach at-risk populations. This need overlaps significantly with the need for transportation, a lack of reliable transportation may lead to residents being unable to access or remain current on healthcare appointments.
Education and combating stigmas
Combating stigmas is an important concern for people with special needs. For adults with criminal histories and people living with HIV/AIDS, discrimination may make accessing adequate housing difficult.
Additionally, a lack of understanding regarding the transmission of HIV may cause people to lose housing or employment, thus increasing the risk of homelessness. Residents with physical or mental health disabilities may also face discrimination or stigma when seeking housing or employment – the 2019 regional AI notes that many residents with disabilities who provided feedback noted concerns related to housing discrimination.
Outreach
Outreach to special needs populations to ensure they are aware of available services is another need.
Clarity in marketing and in public buildings about what services are available is important in supporting awareness of available services among vulnerable populations. Outreach also includes the development of relationships and trust so that people feel comfortable seeking out needed services.
91 DESCRIBE PROGRAMS FOR ENSURING THAT PERSONS RETURNING FROM MENTAL
AND PHYSICAL HEALTH INSTITUTIONS RECEIVE APPROPRIATE SUPPORTIVE
HOUSING
People with mental health and substance abuse disorders often require supportive housing following discharge from inpatient treatment to reduce risk of homelessness. People returning from these institutions need access to affordable housing and health serv ices and may also require supportive services such as case management and transportation assistance. Permanent supportive housing should be affordable, close to needed health services, and accessible to transportation options. The use of funds such as those provided through the CDBG program to support the development of affordable housing that provides access to services and transportation facilitates persons with mental and physical health challenges in accessing needed care and resources and supports the use of in-home services.
Multiple service providers in and around Woodland make supportive housing and mental and physical health services available to individuals in the community who are at-risk of homelessness, including those discharged from institutions of care. These include the following:
• The Mental Health Access & Crisis Line
• The Sexual Assault & Domestic Violence Line
• The Ask Teen Line
• The Suicide Prevention Line
• Yolo County Mental Health Services
• CommuniCare Health Center
• Help Me Grow Yolo County
• Elica Health Center
• Woodland Memorial Hospital
• CalWORKS Housing Support
• Empower Yolo
• Yolo County Housing
• Fourth and Hope
• Davis Community Meals and Housing
SPECIFY THE ACTIVITIES THAT THE JURISDICTION PLANS TO UNDERTAKE DURING
THE NEXT YEAR TO ADDRESS THE HOUSING AND SUPPORTIVE SERVICES NEEDS IDENTIFIED IN ACCORDANCE WITH 91.215(E) WITH RESPECT TO PERSONS WHO ARE NOT HOMELESS BUT HAVE OTHER SPECIAL NEEDS. LIN K TO ONE-YEAR GOALS. 91.315(E)
The City of Woodland’s first year Annual Action Plan specifies the activities it plans to support over the 2025 program year. These include the following which may assist with the housing and supportive service needs described above:
92 • Legal Services of Northern California: Fair housing services • Meals on Wheels Yolo County: Operation Accelerate program • Yolo Community Care Continuum: New Dimensions Supportive Housing program • Yolo Wayfarer Center: Emergency shelter services
• Yolo Food Bank: Nurture Woodland program
FOR ENTITLEMENT/CONSORTIA GRANTEES: SPECIFY THE ACTIVITIES THAT THE
JURISDICTION PLANS TO UNDERTAKE DURING THE NEXT YEAR TO ADDRESS THE
HOUSING AND SUPPORTIVE SERVICES NEEDS IDENTIFIED IN ACCORDANCE WITH
91.215(E) WITH RESPECT TO PERSONS WHO ARE NOT HOMELE SS BUT HAVE OTHER SPECIAL NEEDS. LINK TO ONE-YEAR GOALS. (91.220(2)) The City of Woodland’s first year Annual Action Plan specifies the activities it plans to support over the 2025 program year. These include the following which may assist with the housing and supportive service needs described above:
• Legal Services of Northern California: Fair housing services • Meals on Wheels Yolo County: Operation Accelerate program • Yolo Community Care Continuum: New Dimensions Supportive Housing program • Yolo Wayfarer Center: Emergency shelter services
• Yolo Food Bank: Nurture Woodland program
MA-40 Barriers to Affordable Housing – 91.210(e)
NEGATIVE EFFECTS OF PUBLIC POLICIES ON AFFORDABLE HOUSING AND
RESIDENTIAL INVESTMENT
The City of Woodland participated in the development of the Sacramento Valley Fair Housing Collaborative 2020-2024 Analysis of Impediments to Fair Housing Choice (AI), which identifies challenges related to affordability and changes in homeownership as two of the city’s barriers to housing choice. The AI also includes a review of the city’s existing zoning code and identifies policies that may limit the development of affordable housing in the region.
The harm caused by segregation is manifest in disproportionate housing needs and differences in economic opportunity
Historical patterns of segregation in the region have resulted in disproportionate housing needs, homeownership rates, poverty rates, and access to opportunity among members of protected classes. In the City of Woodland, the homeownership rate among White households and Black or African American households differed by more than 30 percentage points.
93 Affordable rental options in the region are increasingly limited Growth in the region has led to increasingly limited affordable rental options for low-income households.
This, combined with constraints on affordable housing development and preservation that range from lack of funding, cost of development or preservation, public policies and processes, and lack of adequate infrastructure for infill redevelopment, all contribute to the shortages found in the affordable rental market. Lastly, many landlords refuse to accept households using Housing Choice Vouchers or other subsidies, leading to a concentration of voucher households in certain neighborhoods that often lack access to economic opportunity.
Stricter rental policies further limit options
Renters are frequently subject to certain requirements to qualify for units, such as 3x income requirements, where households must earn 3x or more than the monthly rent in order to obtain housing.
This requirement is discriminatory to those with alternativ e “unearned” sources of income, such as persons with disabilities who rely on social security disability payments or those receiving child support/alimony payments. Additionally, strict policies regarding those with criminal histories often fail to take into account the severity of the crime or the time period in which it occurred, disproportionately impacting persons of color, persons with mental illness, and persons in recovery.
Disparities in the ability to access homeownership exist Analysis of home lending data found that non-White households are more likely to be denied loans than their White counterparts for all loan purposes, including home repairs, purchase, or refinance.
Public transportation has not kept up with growth
A lack of access to affordable public transportation outside of the downtown Sacramento region presents a large barrier to economic opportunity and limits housing choice, particularly for households without access to a vehicle.
Regulatory analysis and associated limitations
Although zoning ordinances and land use codes play an important role in regulating the health and safety of the built environment, overly restrictive codes can negatively impact housing affordability and housing choice within a jurisdiction. In the regulatory analysis section of the 2020 -2024 AI, the zoning ordinance of the City of Woodland was not found to be facially exclusionary . However, there are opportunities for the City to modify the ordinance to further remove barriers to the development of afforda ble housing across all residential zones. For example, to encourage more infill development in the traditionally low - density neighborhoods, minimum lot sizes could be further reduced, parking standards relaxed, conversion of established dwellings to multifamily dwellings permitted, and height restrictions relaxed to allow for more density on the same footprint. This would potentially allow for increase of the supply of housing, which helps put downward pressure on rental prices, so that low- and moderate-income families
94 have access to those neighborhoods and all the benefits that come with higher opportunity areas such as access to jobs, better schools, access to transportation, and access to cultural and public amenities.
95 MA-45 Non-Housing Community Development Assets – 91.215 (f)
INTRODUCTION
This section outlines the employment, labor force, and educational attainment data for Woodland which informed the development of priorities and goals in this Plan.
ECONOMIC DEVELOPMENT MARKET ANALYSIS
BUSINESS ACTIVITY
TABLE 41 - BUSINESS ACTIVITY
Business by Sector Number of
Workers
Number of
Jobs
Share of
Workers
%
Share of
Jobs
%
Jobs less
workers
%
Agriculture, Mining, Oil & Gas Extraction 1,458 1,133 7 6 -1 Arts, Entertainment, Accommodations 2,559 1,927 13 11 -2 Construction 1,416 1,099 7 6 -1
Education and Health Care Services 3,555 3,224 18 18 1
Finance, Insurance, and Real Estate 960 628 5 4 -1
Information 261 53 1 0 -1
Manufacturing 1,770 2,057 9 12 3
Other Services 754 467 4 3 -1
Professional, Scientific, Management Services 1,400 701 7 4 -3
96 Business by Sector Number of
Workers
Number of
Jobs
Share of
Workers
%
Share of
Jobs
%
Jobs less
workers
%
Public Administration 0 0 0 0 0
Retail Trade 2,717 2,394 13 14 0
Transportation and Warehousing 1,098 1,902 5 11 5
Wholesale Trade 930 954 5 5 1
Total 18,878 16,539 -- -- --
Data Source: 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs)
97 LABOR FORCE
TABLE 42 - LABOR FORCE
Total Population in the Civilian Labor Force 29,975
Civilian Employed Population 16 years and over 28,580
Unemployment Rate 4.63
Unemployment Rate for Ages 16-24 17.09
Unemployment Rate for Ages 25-65 2.47
Data Source: 2016-2020 ACS
TABLE 43 – OCCUPATIONS BY SECTOR
Occupations by Sector Number of People Median Income
Management, business and financial 6,625
Farming, fisheries and forestry occupations 1,040
Service 3,420
Sales and office 5,170
Construction, extraction, maintenance and repair 3,510
Production, transportation and material moving 2,150
Data Source: 2016-2020 ACS
98 TRAVEL TIME
TABLE 44 - TRAVEL TIME
Travel Time Number Percentage
< 30 Minutes 17,740 68%
30-59 Minutes 6,810 26%
60 or More Minutes 1,679 6%
Total 26,229 100%
Data Source: 2016-2020 ACS
EDUCATION
TABLE 45 - EDUCATIONAL ATTAINMENT BY EMPLOYMENT STATUS
Educational Attainment
In Labor Force
Civilian
Employed Unemployed Not in Labor
Force
Less than high school graduate 3,540 110 1,575
High school graduate (includes
equivalency) 5,530 315 2,010
Some college or Associate's degree 7,525 125 1,950
Bachelor's degree or higher 7,150 220 1,195
Data Source: 2016-2020 ACS
99 EDUCATIONAL ATTAINMENT BY AGE
TABLE 46 - EDUCATIONAL ATTAINMENT BY AGE
Age
18–24
yrs
25–34
yrs
35–44
yrs
45–65
yrs 65+ yrs
Less than 9th grade 140 135 550 1,995 1,160
9th to 12th grade, no diploma 775 615 765 1,165 465
High school graduate, GED, or
alternative 1,720 2,335 2,155 3,355 1,800
Some college, no degree 2,290 2,430 1,725 3,070 1,475
Associate's degree 565 665 560 1,225 695
Bachelor's degree 540 1,570 1,605 2,195 1,295
Graduate or professional degree 120 715 1,030 1,460 1,095 Data Source: 2016-2020 ACS
EDUCATIONAL ATTAINMENT – MEDIAN EARNINGS IN THE PAST 12 MONTHS TABLE 47 – MEDIAN EARNINGS IN THE PAST 12 MONTHS
Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 26,183
High school graduate (includes equivalency) 39,318
Some college or Associate's degree 42,099
Bachelor's degree 49,690
Graduate or professional degree 76,433
Data Source: 2016-2020 ACS
100
BASED ON THE BUSINESS ACTIVITY TABLE ABOVE, WHAT ARE THE MAJOR EMPLOYMENT SECTORS WITHIN YOUR JURISDICTION?
As shown in the Business Activity table above, the employment sectors in Woodland with the largest number of jobs are education and health care services (3,224 jobs or 18% of all jobs); retail trade (2,394 jobs or 14%), and manufacturing (2,057 jobs or 12%).
The sectors in which most people work somewhat reflect these major employment sectors. The largest numbers of workers are employed in education and health care services (3,555 workers or 18% of all workers); retail trade (2,717 workers or 13%); and arts, e ntertainment, and accommodations (2,559 workers or 13%).
The largest mismatches between the share of workers (i.e., employed residents) and the share of jobs by sector is in transportation and warehousing (+5 percentage point difference in the share of jobs and the share of workers). In this way, transportation and warehousing workers make up a smaller proportion of the population in the city of Woodland than do transportation and warehousing jobs of city’s jobs, indicating that these workers live outside Woodland but commute into the city for employment.
Differences between the share of workers and share of jobs by sector are 3 percentage points or less in all other sectors.
DESCRIBE THE WORKFORCE AND INFRASTRUCTURE NEEDS OF THE BUSINESS COMMUNITY:
The Economic Development element of the City of Woodland’s 2035 General Plan identifies goals stemming from needs related to workforce and business infrastructure. Workforce development and infrastructure needs and goals identified include:
• Economic Growth
o Support a wide range of economic activity in Woodland that capitalizes on the city’s location, strengthens the City’s tax base, and supports and enhances quality of life. • Fiscal Sustainability
o Achieve fiscal sustainability while providing core public services and maintaining public facilities and infrastructure.
• Strategic Land Uses and Development
o Recognize the important roles that land uses and development play in the City’s economic success and fiscal health. Consider economic benefits and costs and long-term community needs in land use decisions, and reserve sites for designated uses. • Support Businesses in Woodland
o Facilitate retention, expansion, attraction, and formation of businesses in Woodland that will serve Woodland residents, increase job creation, and meet the city’s economic development objectives.
• Promote Job Growth and Diversification in Woodland
101
o Promote expansion, attraction, and formation of jobs in Woodland across diverse economic sectors.
• Tourism in Woodland
o Promote tourism as part of Woodland’s economic base.
• Strong Partnerships
o Foster strong working relationships and continue to partner with businesses and employers, non-profit and private sector organizations, higher education and training institutions, and other public agencies in Woodland and in the region on economic development efforts.
DESCRIBE ANY MAJOR CHANGES THAT MAY HAVE AN ECONOMIC IMPACT, SUCH
AS PLANNED LOCAL OR REGIONAL PUBLIC OR PRIVATE SECTOR INVESTMENTS OR
INITIATIVES THAT HAVE AFFECTED OR MAY AFFECT JOB AND BUSINESS GROWTH OPPORTUNITIES DURING THE PLANNING PERIOD. DESCRIBE A NY NEEDS FOR
WORKFORCE DEVELOPMENT, BUSINESS SUPPORT OR INFRASTRUCTURE THESE CHANGES MAY CREATE.
Plans for economic and workforce development in Woodland and the region are likely to impact job and business growth over the planning period. The goals outlined above from the Economic Development Element of the 2035 Woodland General Plan have the potential to shape the local economy, particularly those surrounding diversification of employment types and the promotion of tourism as an addition to the economic base. Additionally, some traded sector industries are likely to see a decline due to increased use of automation and technology (for example, manufacturing, warehouse and distribution).
Socioeconomic changes anticipated over the next several years are also likely to impact workforce needs and job growth opportunities in Woodland. Affordable housing, including housing near job centers, will be an increasingly important component to supporting workforce and business attraction and retention.
Stakeholders consulted as part of this planning process emphasized the need for affordable housing that is close to jobs, resources, and transportation, including a need for a variety of housing types an d sizes.
This housing is of particular need for seniors, people with disabilities, people transitioning from homelessness, and people living with HIV/AIDS. With increasing demand for housing in the region, affordable housing near employment opportunities, resources, and transportation is becoming more difficult to find, and low -income residents are often unable to access areas of higher opportunity or are displaced by rising housing costs.
HOW DO THE SKILLS AND EDUCATION OF THE CURRENT WORKFORCE CORRESPOND TO EMPLOYMENT OPPORTUNITIES IN THE JURISDICTION? The Economic Development Element of the 2035 Woodland General Plan identifies a mismatch between education and jobs as a potential barrier to economic growth, which it counters with the following goal:
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The City will increase its ability to grow and attract high-wage employers by investing in relevant education and training to increase the number of well-educated workers.
As a subset goal of the Strategic Land Use and Development need mentioned above, the City lists a goal to “i ncrease the opportunities for educating and training the workforce to meet the demands of employment by working with employers and business educators ”. As a subset of the Promoting Job Growth and Diversification need, the City lists a goal to “c ultivate a skilled, educated, and well -trained workforce by supporting school and college programs that produce increased educational attainment and relevant job skills that appeal to existing and future businesses ”. Finally, the City additionally lists a goal to further industry-education partnerships.
DESCRIBE ANY CURRENT WORKFORCE TRAINING INITIATIVES, INCLUDING THOSE
SUPPORTED BY WORKFORCE INVESTMENT BOARDS, COMMUNITY COLLEGES AND OTHER ORGANIZATIONS. DESCRIBE HOW THESE EFFORTS WILL SUPPORT THE JURISDICTION'S CONSOLIDATED PLAN.
Most workforce training and development initiatives in Woodland are administered through Yolo County.
These include the following:
• Yolo Employment Services (YES)
o Provides an Adult Training Program (ATP) for adults with disabilities who wish to enter or progress in the workforce.
o Provides a YES! To Employment program, which provides training in communication, interpersonal skills, time management, organizational skills, social security benefits, dressing for success, self-advocacy, computer training, internship opportunities and more.
• Yolo County Office of Education
o Offers career readiness and adult education programs. • Yolo Works
o A one-stop career center offering employment training and assistance.
DOES YOUR JURISDICTION PARTICIPATE IN A COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY (CEDS)? IF SO, WHAT ECONOMIC DEVELOPMENT
INITIATIVES ARE YOU UNDERTAKING THAT MAY BE COORDINATED WITH THE CONSOLIDATED PLAN? IF NOT, DESCRIBE OTHER LOCAL/REGIONAL PLANS OR INITIATIVES THAT IMPACT ECONOMIC GROWTH.
Economic growth and development within Woodland is shaped by the Economic Development Element of the 2035 Woodland General Plan. Details of relevant goals and needs identified by this plan are described above.