City of Woodland
Meeting Agenda
City Council
City Hall
Council Chambers
300 First Street
Woodland, CA 95695
December 16, 2025
6:00 PM
CITY COUNCIL
CLOSED SESSION
5:45 PM
A. CALL TO ORDER
B. CLOSED SESSION
1. Conference with Legal Counsel – Existing Litigation (Sec. 54956.9) Name of Case: Mark Baker v. City of Woodland (Yolo County Superior Court Case No. CV 2025-3624)
JOINT REGULAR CITY COUNCIL/WOODLAND FINANCE AUTHORITY MEETING 6:00 PM
C. CALL TO ORDER
D. ROLL CALL
E. PLEDGE OF ALLEGIANCE
Land Acknowledgment Statement - The City of Woodland acknowledges the land on which we live and work.
For thousands of years, this land has been the home of Patwin people. Today, there are three federally recognized Patwin tribes: Cachil DeHe Band of Wintun Indians of the Colusa Indian Community, Kletsel Dehe Wintun Nation, and Yocha Dehe Wintun Nation. The Patwin people have remained committed to the stewardship of this land over many centuries. It has been cherished and protected, as elders have instructed the young through generations. We are honored and grateful to be here today on their traditional lands.
F. COMMUNICATIONS - PUBLIC COMMENT
This is an opportunity for the public to speak to the Council on any item other than those listed on this agenda.
Speakers are requested to use the microphone in front of the Council and to begin by stating their name, whether they reside in Woodland and the name of the organization they represent if any. The Mayor may impose a time limit on any speaker depending on the number of people wanting to speak and time available for the rest of the agenda. In the event comments are related to an item scheduled on the agenda, speakers may be required to wait to make their comments until that item is considered. The option to submit a public comment via voicemail is no longer available. Written Public Comments Members of the public are welcome to submit written comments prior to the meeting. Comments should be submitted by email to [email protected]. Written Comments received at least two (2) hours prior to the scheduled start time of the City Council meeting will be provided to the City Council and posted to the City website as part of the official record of the meeting but will not be read into the record. Written Comments received within two (2) hours of the scheduled start time of the City Council meeting and during the City Council meeting will be provided to the City Council the day following the City Council meeting. If you are submitting written comments on a particular item on the agenda, please identify the agenda item number and letter. If you are submitting written comments on an item not listed on the agenda, please identify your e-mail/comment as a General Public Comment. Note: Public comments at special meetings are limited to items on the agenda only.
2. SUBJECT: General Public Comments
WRITTEN COMMUNICATIONS: This section is reserved for "General" Public Comments emailed within two (2) hours prior to the Council Meeting. These comments will be provided to the City Council and incorporated into the meeting minutes. Any other written communications submitted for items specific to this agenda will be attached as a file to the associated agenda item.
G. COMMUNICATIONS - COUNCIL/STAFF STATEMENTS AND REQUESTS
This is an opportunity for the Council Members and Staff to make comments and announcements, to express concerns, or to request Council's consideration of any items a Council Member would like to have discussed at a future Council meeting.
3. SUBJECT: Long Range Calendar
RECOMMENDATION FOR ACTION: Staff recommends that the City Council receive the Long Range Calendar for informational purposes only.
H. CONSENT CALENDAR
4. SUBJECT: Main Street Complete Streets CIP 22-13; Approve Consultant Contract
RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. _____, to authorize the City Manager to negotiate and execute a consultant services contract with Bennett Engineering Services in an amount not to exceed $332,000 and authorize a contract contingency up to 10% ($33,200) of the agreement amount for the Main Street Complete Streets Project CIP 22-13.
5. SUBJECT: Commission on Aging Meeting Minutes for September 18, 2025
RECOMMENDATION FOR ACTION: Staff recommends the City Council receive the September 18, 2025 Commission on Aging meeting minutes.
6. SUBJECT: Safety Action Plan CIP 25-03; Approve Consultant Contract
RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. _____, to approve a consultant services contract with Fehr & Peers, in the amount of $200,000 and authorize the City Manager to execute the agreement and amendments as necessary up to 10% ($20,000) of the agreement amount for the Safety Action Plan CIP 25-03.
7. SUBJECT: Parks and Recreation Commission Meeting Minutes for October 2025
RECOMMENDATION FOR ACTION: Staff recommends that the City Council receive the minutes from the October 27, 2025, Parks and Recreation Commission Meeting.
8. SUBJECT: Spring Lake Maintenance and Prudler CFD Annual Accountability Reports
RECOMMENDATION FOR ACTION: Staff recommends that the City Council accept the Spring Lake Maintenance and Prudler Community Facilities District
Local Agency Special Tax and Bond Accountability Reports for the Fiscal Year Ended June 30, 2025.
9. SUBJECT: Seventh Amendment to the Security Professional Service Agreement with Allied Universal Security Services for Woodland Public Library
RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. ___, authorizing the City Manager to execute the seventh amendment to the Security Professional Service Agreement with Allied Universal Security Services for the Woodland Public Library.
10. SUBJECT: Second Amendment to the Operating Agreement with Woodland Opera House, Incorporated
RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. ___, authorizing the City Manager to execute the Second Amendment to the Operating Agreement with Woodland Opera House, Incorporated.
11. SUBJECT: Fiscal Year 2024/25 AB1600 Annual Report
RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. ____, accepting the AB1600 Annual Report for the year ended June 30, 2025.
12. SUBJECT: Approval of Job Description for Utilities Engineering Manager and Updated Salary Schedule
RECOMMENDATION FOR ACTION: Staff recommends that the City Council approve Resolution No. ____, approving the Job Description for the Utilities Engineering Manager, authorizing changes to the Approved Full-Time Equivalent Listing, and updating the Salary Schedule.
I. REPORTS OF THE CITY MANAGER
13. SUBJECT: Woodland Cemetery
RECOMMENDATION FOR ACTION: Staff recommends that the City Council 1) receive an update on Woodland Cemetery operations and maintenance, and 2) provide direction to staff on future actions to help balance the operations and maintenance budget for the facility.
14. SUBJECT: Measure F Annual Report for the Fiscal Year Ending June 30, 2025
RECOMMENDATION FOR ACTION: Staff recommends that the City Council approve the Measure F Annual Report for Fiscal Year ending June 30, 2025, and direct staff to publish the required excerpts from the report in the Daily Democrat and on the City's website.
15. SUBJECT: Annual Measure R Report for Fiscal Year Ending June 30, 2025
RECOMMENDATION FOR ACTION: Staff recommends that the City Council approve the Annual Report for Measure R for the Fiscal Year ending June 30, 2025, and direct staff to publish the required excerpt of the report in the Daily Democrat and on the City's website.
16. SUBJECT: Revision to Council Committee Assignments
RECOMMENDATION FOR ACTION: Staff recommends that the Council approve the attached City Council Assignments for 2026.
17. SUBJECT: City Council Meeting Schedule for 2026
RECOMMENDATION FOR ACTION: Staff recommends that the City Council approve its meeting schedule for 2026.
J. ADJOURN
I declare under penalty of perjury that the foregoing Agenda for the Joint Regular City Council/ Woodland Finance Authority of the City of Woodland scheduled for December 16, 2025 was posted on December 12, 2025 in the outside display case at City Hall, 300 First Street, Woodland, CA, and was available to the public during normal business hours.
Marissa Kersey
City Clerk
Upon request, agendas and documents in the agenda packet will be made available in appropriate alternative formats to persons with a disability, as required by law. Any such requests must be made in writing to the Office of the City Clerk of the City of Woodland.
Requests will be valid for the calendar year in which the request is received, and must be renewed prior to January 1st.
Persons needing disability-related modifications or accommodations in order to participate in public meetings, including persons requiring auxiliary aids or services, may request such modifications or accommodations by calling the Office of the City Clerk (530-661-5806) at least 48 hours prior to the meeting.
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 16, 2025
ITEM #: F.2
SUBJECT: General Public Comments
WRITTEN COMMUNICATIONS: This section is reserved for "General" Public Comments emailed within two (2) hours prior to the Council Meeting. These comments will be provided to the City Council and incorporated into the meeting minutes. Any other written communications submitted for items specific to this agenda will be attached as a file to the associated agenda item.
Attachments:
None
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 16, 2025
ITEM #: G.3
SUBJECT: Long Range Calendar
Recommendation for Action: Staff recommends that the City Council receive the Long Range Calendar for informational purposes only.
Attachments:
1. Council Long Range Calendar
CITY COUNCIL LONG RANGE CALENDAR
January 6th (Tentative) REGULAR MEETING
January 20th REGULAR MEETING
Closed Session – Labor Negotiations
Martin Luther King Jr. Youth Essay Contest Winner Presentation Woodland Soccer Club – Lease Agreement
Library Eave and Roof Replacement Project - Approve Plans and Authorize Bid Camping Ordinance Update
Shopping Cart Ordinance Update
Approving a Declaration of Surplus Property at 3 Well Sites
February 3rd REGULAR MEETING
Sewer and Water Rate Study Presentations
New Fire Station RFP
Yolo Active Transportation Corridors Project Presentation
February 17th REGULAR MEETING
2025-26 City Council Priority Goals and Strategic Plan Update Elkhorn Fire District – MOU with Yolo County
March 3rd REGULAR MEETING
YoloTD Short Range Transit Plan Presentation
FY26 Midyear Budget Presentation
Future Topics / Study Sessions:
Solar PPA Buyout – Madison Energy (TBD)
Animal Services Governance Model (TBD)
Updated 12/11/2025
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 16, 2025
ITEM #: H.4
SUBJECT: Main Street Complete Streets CIP 22-13; Approve Consultant Contract
Recommendation for Action: Staff recommends that the City Council adopt Resolution No. _____, to authorize the City Manager to negotiate and execute a consultant services contract with Bennett Engineering Services in an amount not to exceed $332,000 and authorize a contract contingency up to 10% ($33,200) of the agreement amount for the Main Street Complete Streets Project CIP 22-13.
Staff Contact:
Clara Olmedo, Associate Engineer – (530) 661-5824, [email protected]
Fiscal Impact:
Main Street Complete Streets Project, CIP 22-13, is included in the Capital Budget in the amount of $585,000. Funding includes $400,000 in Transportation Grant funding (Fund 351), $50,000 from Measure F (Fund 507), and $135,000 from Road Development funding (Fund 582). The project budget includes the costs for the consultant services and staff time for public outreach, environmental clearance, and preliminary design.
There is no impact to the General Fund.
Background:
The City of Woodland received $400,000 from the Sacramento Area Council of Governments (SACOG). This funding was allocated as two separate Community Design grants: $100,000 to complete a feasibility for a road diet project on the Main Street corridor from Walnut to West streets and $300,000 to complete public outreach, environmental clearance, and preliminary design.
Main Street is a major arterial roadway that provides access to freeways, local roads, and a number of destinations across the city. The section of the corridor also provides access to many businesses located in the downtown core area adjacent to the project limits. The roadway currently consists of two travel lanes in each direction and a two-way left-turn lane with no bike facilities.
A study was completed in April 2024 to evaluate the feasibility of reducing the number of travel lanes on Main Street from Walnut to West streets. The study looked at traffic volumes and access to assess the impacts of reducing the number of travel lanes on the corridor. In this study, all modes of travel (vehicle, transit, bicycle, and pedestrian) were evaluated to ensure the corridor would appropriately accommodate, and improve safety for, each mode. During this phase, the team implemented public outreach activities, including pop-up events to present the different alternatives to the community.
Based on the engineering assessments and public input, the study identified a feasible and preferred alternative as follows: three lanes (single eastbound and westbound through lanes with a two-way left-turn lane) with new Class II on-street bike lanes and the potential for on-street parking. This alternative retains the two-way left-turn lane to accommodate uses with higher driveway density along this corridor.
Bennett will assist the City in performing additional public outreach to the community to further educate and inform residents and business owners about the project beyond what was done during the feasibility study. When the public outreach scope of work is complete, staff will return to Council to confirm direction regarding the preferred design concept. Once Council provides direction regarding the preferred design concept, staff will work with the consultant to perform environmental clearance and preliminary design for the project.
Staff will continue to seek grant funding for final design and construction using the information and outreach from this preliminary design contract.
Discussion:
The City published a Request for Qualifications for design teams to perform public outreach, environmental clearance, and preliminary and final design. The City received two Statements of Qualification from consultants in response to the Request. Staff reviewed, scored, and ranked the statements received and Bennett was the top-rated consultant.
While the Request for Qualifications included final design, at this time due to available funding, staff is requesting to move forward with a contract for public outreach, environmental clearance, and preliminary design with Bennett. This lesser scope request aligns with the SACOG grant funding, which does not include final design.
Staff will continue negotiations on contract tasks. Staff is requesting that Council approve the consultant agreement in the amount not to exceed $332,000. Once work under this contract is successfully complete, a contract change to add the final design will be negotiated with the consultant.
Conclusion:
Staff recommends that the City Council adopt Resolution No. _____, to authorize the City Manager to negotiate and execute a consultant services contract with Bennett Engineering Services in an amount not to exceed $332,000 and authorize a contract contingency up to 10% ($33,200) of the agreement amount for the Main Street Complete Streets Project CIP 22-13.
Prepared by: Clara Olmedo, Associate Engineer
Reviewed by: Brent Meyer, Community Development Director/ City Engineer
Attachments:
1. Feasibility Study Exhibit
2. Proposed Resolution - CIP 22-13 Main Street Complete Streets Contract
DESIGN CONCEPT - PREFERRED ALTERNATIVE (BUILD-OUT)
WOODLAND MAINfffgfs STREET PROJECT
FIGURE 2
CONCEPTUAL - NOT FOR CONSTRUCTION. ADDITIONAL
DETAILED ANALYSIS AND ENGINEERING DESIGN REQUIRED.
WEST ST
CLEVELAND ST
WALNUT ST
MAIN ST
MAIN ST
GRAND AVE
GRAPHIC SCALE
0 40
1"=40'
4080
NOTES TO REVIEWERS: LEGEND:
Yolobus Bus Stop
RESOLUTION NO. ___
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND
TO APPROVE A CONTRACT WITH BENNETT ENGINEERING SERVICES, FOR THE MAIN STREET COMPLETE STREET PROJECT, CIP 22-13
WHEREAS, the City of Woodland has received a SACOG Community Design Grant in the amount of $400,000 from the Department of Transportation; and WHEREAS, the Capital Budget includes $400,000 Transportation Grant funding (Fund 351), $50,000 of Measure F funding (Fund 507) and $135,000 of road development funding (Fund 582), for a total Project budget of $585,000; and WHEREAS, the Main Street Complete Streets Project, CIP 22-13 is funded in the Capital Budget; and
WHEREAS, the City Council wishes to approve the Contract with Bennett Engineering in the amount not to exceed $332,000, authorize a contract contingency up to 10% ($33,200), and authorize its execution through the adoption of this Resolution.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Woodland as follows:
SECTION 1. The City Council hereby authorizes and directs the City Manager to negotiate and execute a consultant services contract with Bennett Engineering Services in an amount not to exceed $332,000 and authorizes a contract contingency up to 10% ($33,200) of the agreement amount.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Woodland at a regular meeting held on the 16th day of December 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
________________________________
Tom Stallard, Mayor
ATTEST: APPROVED AS TO FORM:
________________________________ ________________________________ Marissa Kersey, City Clerk Ethan Walsh, City Attorney
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 16, 2025
ITEM #: H.5
SUBJECT: Commission on Aging Meeting Minutes for
September 18, 2025
Recommendation for Action:
Staff recommends the City Council receive the September 18 Commission on Aging meeting minutes.
Staff Contact:
Dallas Tringali, Community Services Program Manager, (530) 661-2005, [email protected]
Discussion:
The minutes from the September 18 Commission on Aging meeting were received at the last meeting on November 20, 2025.
Conclusion:
Staff recommends the City Council receive the September 18, 2025 Commission on Aging meeting minutes.
Prepared by: Dallas Tringali, Community Services Program Manager
Reviewed by: Christine Ferrara, Community Services Director
Attachments:
1. 2025 09 18 COA Minutes
City of Woodland
City of Woodland
Woodland Community & Senior Center
2001 East Street
Woodland, CA 95776
Commission on Aging –
Thursday, September 18, 2025
3:00 PM
City of Woodland
A. CALL TO ORDER
B. ROLL CALL
C. PLEDGE OF ALLEGIANCE
D. REGULAR CALENDAR
1. Approve Minutes from the May 15, 2025 Commission on Aging Meeting
On a motion by Commissioner Kathy Harryman, seconded by Commissioner Judy Aubuchon and carried on a 4-0 vote, Commissioners approve the Minutes from the May 15, 2025 Commission on Aging Meeting.
AYES: Commissioner Kathy Harryman, Commissioner Judy Aubuchon, Commissioner Iulia Bodeanu, Commissioner Regan Overholt
NOES:
ABSENT:
ABSTAIN:
2. Commissioner Requests for Absence from Future Meetings No quorum for October.
E. COMMUNICATIONS - COMMISSION/STAFF STATEMENTS AND REQUESTS
3. Commissioner Reports and Updates
The Commission gave general introductions.
F. NEW BUSINESS
4. Commission on Aging FY26 Work Plan
The Commission elected to table the Work Plan.
5. Updated "Apartment Complexes in Woodland" Document for 2026-2027
On a motion by Commissioner Iulia Bodeanu, seconded by Commissioner Kathy Harryman and carried on a 4-0 vote, Commissioners Approved the Updated "Apartment Complexes in Woodland" Document for 2026-2027.
AYES: Commissioner Kathy Harryman, Commissioner Judy Aubuchon, Commissioner Iulia Bodeanu, Commissioner Regan Overholt
NOES:
ABSENT:
ABSTAIN:
6. Elect Chair and Vice Chair
On a motion by Commissioner Iulia Bodeanu, seconded by Commissioner Judy Aubuchon and carried on a 4-0 vote, Commissioners elect Regan Overholt as Chair, and Kathy Harryman as Vice Chair of the Commission on Aging.
AYES: Commissioner Kathy Harryman, Commissioner Judy Aubuchon, Commissioner Iulia Bodeanu, Commissioner Regan Overholt
City of Woodland
NOES:
ABSENT:
ABSTAIN:
G. REPORT OF THE STAFF
7. Woodland Senior Center Staff Report
Staff gave updates on the parking lot and pool construction projects, with plans for programming at the pool. Staff also updated about the AARP Document Shredding event and the Volunteer Appreciation Dinner.
H. COMMUNICATIONS - PUBLIC COMMENT
I. AGENDA ITEMS FOR NEXT MEETING
J. ADJOURN
Meeting adjourned at 03:37 PM.
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 16, 2025
ITEM #: H.6
SUBJECT: Safety Action Plan CIP 25-03; Approve Consultant Contract
Recommendation for Action: Staff recommends that the City Council adopt Resolution No. _____, to approve a consultant services contract with Fehr & Peers, in the amount of $200,000 and authorize the City Manager to execute the agreement and amendments as necessary up to 10% ($20,000) of the agreement amount for the Safety Action Plan CIP 25-03.
Staff Contact:
Clara Olmedo, Associate Engineer – (530) 661-5824, [email protected]
Fiscal Impact:
The Safety Action Plan, CIP 25-03, is included in the Capital Budget in the amount of $270,000.
Funding includes $200,000 in Transportation Grant funding (Fund 351), and $70,000 of Road Development funding (Fund 582), for a total Project budget of $270,000. The project budget includes the costs for the consultant services and staff time.
There is no impact to the General Fund.
Background:
The City of Woodland received $200,000 from the Safe Streets and Roads for All (SSA4) Grant program to fund a comprehensive Safety Action Plan (SAP) for the City. The SAP will consolidate and build on data from two previous efforts — the Local Road Safety Plan (LRSP) and the Active Transportation Plan (ATP).
The LRSP identified historic safety concerns through data analysis and community input and identified high injury corridors on local streets and the appropriate safety countermeasures. The recently completed ATP, which was an update to the 2002 Bicycle Transportation Plan, identified a network of bicycle, walking, and transit supportive improvements which make it easier and safer for residents, workers, and visitors to choose active transportation modes.
The Safety Action Plan will organize and prioritize all the elements identified within the LRSP and ATP for the City of Woodland. The SAP will focus on prioritizing near-term implementation of cost- effective active transportation enhancements while identifying funding strategies for larger comprehensive roadway and highway improvements. Most importantly, these improvements can be coordinated through the SAP efforts to complement each other and be implemented through regional partnerships and combined efforts instead of as disparate projects.
The SAP will also provide an opportunity for the City to review existing policies, design standards, and practices to enhance safety and minimize systemic safety concerns. As with many cities, Woodland has established neighborhoods that were developed based on car-centric standards that lack enhanced infrastructure for walking and biking. These neighborhoods often also have a higher percentage of low income and minority residents and will require a focused outreach effort during the SAP development for identification of system changes. The more recently developed neighborhoods have been designed with walking and biking in mind but are further from the core services within the
downtown and shopping districts. The SAP will identify improvements city-wide so all existing and future residents have equitable access to their daily needs.
Discussion:
The City received two Statements of Qualification from consultants in response to the Request for Qualifications. Staff reviewed, scored, and ranked the statements received and Fehr and Peers was the top-rated consultant. Staff has concluded negotiations for the final contract amount with the consultant and is requesting that Council approve the consultant agreement in the amount of $200,000.
Conclusion:
Staff recommends that the City Council adopt Resolution No. _____, to approve a consultant services contract with Fehr & Peers, in the amount of $200,000 and authorize the City Manager to execute the agreement and amendments as necessary up to 10% ($20,000) of the agreement amount for the Safety Action Plan CIP 25-03.
Prepared by: Clara Olmedo, Associate Engineer
Reviewed by: Brent Meyer, Community Development Director/ City Engineer
Attachments:
1. Proposed Resolution_Safety Action Plan Consultant Contract
RESOLUTION NO. ___
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND
TO APPROVE A CONTRACT WITH FEHR & PEERS, FOR THE SAFETY ACTION PLAN, CIP 25-03
WHEREAS, the City of Woodland received $200,000 from the Safe Streets and Roads for All (SSA4) grant program; and
WHEREAS, the Capital Budget includes $200,000 Transportation Grant funding (Fund 351), $70,000 of Road Development funding (Fund 582), for a total Project budget of $270,000; and
WHEREAS, the Safety Action Plan (SAP), CIP 25-03 is funded in the Capital Budget; and WHEREAS, the City Council wishes to approve the Contract with Fehr & Peers in the amount of $200,000; and authorize a contract contingency up to 10% ($20,000) and authorize its execution through the adoption of this Resolution.
NOW, THEREFORE, BE IT RESOLVED by the City Council of The City of Woodland as follows:
SECTION 1. The City Council hereby approves the consultant services contract with Fehr & Peers and authorizes and directs the City Manager to execute the contract in the amount of $200,000 and authorizes a contract contingency up to 10% ($20,000).
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Woodland at a regular meeting held on the 16th day of December 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
______________________________
Tom Stallard, Mayor
ATTEST: APPROVED AS TO FORM:
________________________________ ________________________________ Marissa Kersey, City Clerk Ethan Walsh, City Attorney
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 16, 2025
ITEM #: H.7
SUBJECT: Parks and Recreation Commission Meeting Minutes for October 2025
Recommendation for Action: Staff recommends that the City Council receive the minutes from the October 27, 2025, Parks and Recreation Commission Meeting.
Staff Contact: Kris Bain, Community Services Program Manager, (530) 661-2002, [email protected]
Discussion: The minutes from the October 27, 2025, Parks & Recreation Commission meeting were approved at the last Parks and Recreation meeting on November 24, 2025.
Conclusion: Staff recommends that the City Council receive the minutes from the October 27, 2025, Parks and Recreation Commission Meeting.
Prepared by: Kris Bain, Community Services Program Manager Reviewed by: Christine Ferrara, Community Services Director
Attachments:
1. Parks and Recreation Commission Minutes October 27, 2025
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 16, 2025
ITEM #: H.8
SUBJECT: Spring Lake Maintenance and Prudler CFD Annual Accountability Reports Fiscal Year 2024/25
Recommendation for Action: Staff recommends that the City Council accept the Spring Lake Maintenance and Prudler Community Facilities District Local Agency Special Tax and Bond Accountability Reports for the Fiscal Year Ended June 30, 2025.
Staff Contact:
Karie Farnham, Financial Services Manager, (530) 661-5846, [email protected]
Fiscal Impact:
The table below provides a description of the collection of special taxes and the funds disbursed for authorized expenditures in fiscal year 2024/2025 for the Spring Lake Maintenance Community Facilities District (CFD), commonly referred to as the Sports Park Maintenance CFD.
The table below provides a description of the collection of special taxes and the funds disbursed for authorized expenditures in fiscal year 2024/2025 for the Prudler Community Facilities District (CFD).
These numbers are considered preliminary until the completion of the City's annual audit, but are not expected to change substantially. The ending balances in the funds are available for use for operational items that qualify within the respective CFD and can be maintained for future replacement of facilities. When the CFDs were formed, the documents included a reserve requirement for up to one year, but not less than six months, of the cost of annual operations, as well as reserve capital to cover cost variances, delinquencies in payments of the annual assessments from property owners, and a reasonable buffer to prevent large annual variations in the special tax.
Existing reserves are reviewed in connection with the annual budget process and development of special tax rates, and can be used to limit increases in annual assessments.
In preparation of the special tax rates for fiscal year 2025/26, the City did not increase the annual assessment or the overall budget, and will be using some of the reserve balance to pay for the annual operating costs of the District.
Background:
The Spring Lake Specific Plan (SLSP) was adopted by the Council in December 2001. A portion of the park requirement for the SLSP was satisfied through the purchase of approximately 28 acres of the 40 acre Sports Park. In order to fund the SLSP area's proportionate share of the cost of operations of the Sports Park, a Community Facilities District (CFD) was formed. Subsequently, when the Prudler subdivision, located north of the Community and Senior Center / Sports Park, was approved, it was required to be annexed into the boundaries of the Sports Park CFD. Additionally, the Prudler subdivision created its own maintenance CFD (in lieu of a Lighting and Landscaping District) in 2022 to pay for costs of maintenance of facilities within the Prudler subdivision.
The Local Agency Special Tax and Bond Accountability Act (“Accountability Act”) was enacted by the California State Legislature through Senate Bill (SB)165 to provide accountability measures for any local special tax and/or bond measure subject to voter approval on or after January 2001. According to the requirements of the Accountability Act (Sections 50075.1 and 53410 of the Government Code of the State of California), an annual report must be filed by the local agency levying the special tax and/or issuing a bond measure and shall contain a description of the following:
1. The amount of funds collected and expended.
2. The status of any project required or authorized to be funded by the special tax measure.
This Accountability Report ("Report") has been prepared for the Spring Lake Maintenance and Prudler Community Facilities District of the City of Woodland for the fiscal year ended June 30, 2025, pursuant to and in accordance with the requirements outlined in the Accountability Act. This Report is attached for the Council’s review.
Discussion:
On March 22, 2005, the City Council established the Spring Lake CFD pursuant to the provisions of the Mello-Roos Community Facilities Act of 1982 (the “Act”). The Spring Lake CFD is authorized to levy a special tax generally to provide for sports park facilities maintenance services and incidental expenses related to the administration of the CFD. Sports Park Maintenance costs that can be funded by the Spring Lake CFD include, but are not limited to, athletic fields, snack bars, restrooms, multi-use paths, parking lots and park roadways. The authorized costs of service include the cost of labor, materials, administration, personnel, equipment and utilities. The Spring Lake CFD covers a proportionate share of the annual costs to maintain the existing 40-acres of the Sports Park. The balance is funded through the City’s General Fund.
On January 18, 2022, the City Council established the Prudler CFD pursuant to the provisions of the Mello-Roos Community Facilities Act of 1982, as amended (the “Act”). The Prudler CFD is authorized to levy a special tax to generally provide for certain maintenance services. Specifically, the cost of maintenance, operation, repair or replacement of public facilities, including a neighborhood park, landscaping, lighting, sidewalks, trees, sound/masonry walls, a traffic signal, and a radar feedback sign. The Prudler CFD may also pay costs associated with the determination of the levy and collection of special taxes.
The City is legally required to maintain separate funds to account for revenues and expenditures related to the respective CFDs. The source of revenue in these funds are the annual CFD levies paid by residential landowners in Spring Lake and Prudler subdivisions which are both reflected in the annual fiscal year report. The FY25 rates for the Spring Lake (Sports Park) CFD were $174.44 / Single Family lot and $144.72 / multifamily unit. The Prudler CFD rates for FY25 were $730.64 / single family home. Properties for which the City has issued a building permit pay the maximum annual levy; and, in the event that special taxes on developed property are insufficient to cover costs, undeveloped property is subject to these fees.
Conclusion:
Staff recommends that the City Council accept the Spring Lake Maintenance Community Facilities District Local Agency Special Tax and Bond Accountability Reports for the Fiscal Year Ended June 30, 2025.
Prepared by: Karie Farnham, Financial Services Manager
Reviewed by: Kim McKinney, Administrative Services Director
Attachments:
1. SB 165 Report FY2024-2025
City of Woodland
Maintenance Community
Facilities Districts
Local Agency Special
Tax Accountability Report
Fiscal Year Ended June 30, 2025
Prepared for:
City of Woodland
300 First Street
Woodland, CA 95695
531-661-5849
Table of Contents
BACKGROUND ................................................................................................................................. 1 I. SUMMARY – SPRING LAKE MAINTENANCE CFD .......................................................................... 2 II. SPECIAL TAX COLLECTIONS & EXPENDITURES ............................................................................ 3 III. SUMMARY – CFD 2022-01 (PRUDLER SERVICES ........................................................................ 4 IV. SPECIAL TAX COLLECTIONS & EXPENDITURES ........................................................................... 5
City of Woodland 1
Maintenance Community Facilities Districts
Accountability Report, Fiscal Year Ended June 30, 2025
BACKGROUND
California State Legislature through Senate Bill 165 enacted the Local Agency Special Tax and Bond Accountability Act (“Accountability Act”) to provide accountability measures for any local special tax and/or bond measure subject to voter approval on or after January 1, 2001. According to the requirements of the Accountability Act ( Sections 50075.1 and 53410 of the Government Code of the State of California ), an annual report must be filed by the local agency levying a special tax and/or issuing a bond mea sure by January 1, commencing January 1, 2002 and each year thereafter and shall contain a description of the following:
1. The amount of funds collected and expended.
2. The status of any project required or authorized to be funded by the special tax measure.
This report (“Accountability Report) is being prepared for the Spring Lake Maintenance Community Facilities District (“Spring Lake CFD”) and Community Facilities District 2022 -01 (Prudler Services) (“Prudler CFD”) (together the “Maintenance CFDs”) of the C ity of Woodland (“City”) for fiscal year ended June 30, 2025 pursuant to and in accordance with the requirements outlined in the Accountability Act.
City of Woodland 2
Maintenance Community Facilities Districts
Accountability Report, Fiscal Year Ended June 30, 2025
I. SUMMARY – SPRING LAKE MAINTENANCE CFD
On March 22, 2005, the City Council (“Council”) of the City established the Spring Lake CFD pursuant to the provisions of the Mello-Roos Community Facilities Act of 1982, as amended (the “Act”). The CFD is authorized to levy a special tax to generally prov ide for sports park facilities maintenance services and incidental expenses related to the administration of the CFD. Sports Park Maintenance costs that can be funded by the CFD include, but are not limited to athletic fields, snack bars, restrooms, multi -use paths, parking lots and park roadways. The authorized costs of services include the costs of labor, material, administration, personnel, equipment, and utilities.
Since the time of formation, four areas have been annexed into the Spring Lake CFD. The annexations are described as follows:
Annexation No. 1 was adopted by the City Council June, 2, 2015. Annexation No. 1 includes 44.98 acres is located west of Harry Lorenzo Ave. and North of Farmers Central Rd. Annexation No. 1 was one of the designated Future Annexation Areas and has 225 single family homes.
Annexation No. 2 was adopted by the City Council September 5, 2017. Annexation No. 2 includes
27.30 acres and is located west of Harry Lorenzo Ave. and North of Patriot Way and Annexation No. 1. Annexation No. 2 was one of the designated Future Annexation Areas and is Tract 5091 with 112 Single Family Residential lots.
Annexation No. 3 was adopted by the City Council October 3, 2017. Annexation No. 3 includes
75.57 acres and is located east of County Road 101 and south of Marston Drive. Annexation No. 3 was one of the designated Future Annexation Areas and is built out with 250 Residential units.
Annexation No. 4 was adopted by the City Council on January 18, 2022. Made up of one parcel encompassing 38 acres, Annexation No. 4 is located east of East Street and north of Sports Park Drive. Annexation No. 4 is expected to have 183 Single Family Residential units.
City of Woodland 3
Maintenance Community Facilities Districts
Accountability Report, Fiscal Year Ended June 30, 2025
II. SPECIAL TAX COLLECTIONS & EXPENDITURES
A separate account is held by the City for the deposit of special taxes levied by the Spring Lake CFD and for the disbursement of authorized expenditures. The table below provides a description of the collection of special taxes and the funds disbursed for authorized expenditures in fiscal year 2024/2025.
Table 1
Spring Lake CFD
Description Amount
Beginning Balance as of July 1, 20241 $574,645.00
Revenues
Special Tax Collections $600,942.87
Interest Accrued 0
Other Fund Transfer 0
Subtotal Revenues $600,942.87
Expenditures
Administrative Expenses $(19,824.62)
Park Maintenance Costs (570,005.25)
General Fund (55,643.00)
Subtotal Expenditures $(645,472.87)
Ending Balance as of June 30, 2025 $530,115.00
1 Balance in prior report was $561,270. An adjustment of $13,375 was made after the Accountability Report was submitted in 2024.
City of Woodland 4
Maintenance Community Facilities Districts
Accountability Report, Fiscal Year Ended June 30, 2025
III. SUMMARY – CFD 2022-01 (PRUDLER SERVICES
On January 18, 2022, the City Council (“Council”) of the City established Prudler CFD pursuant to the provisions of the Mello-Roos Community Facilities Act of 1982, as amended (the “Act”). The Prudler CFD is authorized to levy a special tax to generally provide for certain maintenance services. Specifically, cost of maintenance, operation, repair or replacement of public facilities, including a neighborhood park, landscaping, lighting, sidewalks, trees, sound/masonry walls, a traffic signal, and a radar feedback sign. The Prudler CFD may also pay costs associated with the determination of the levy and collection of special taxes.
City of Woodland 5
Maintenance Community Facilities Districts
Accountability Report, Fiscal Year Ended June 30, 2025
IV. SPECIAL TAX COLLECTIONS & EXPENDITURES
A separate account is held by the City for the deposit of special taxes levied by the Prudler CFD and for the disbursement of authorized expenditures. The table below provides a description of the collection of special taxes and the funds disbursed for authorized expenditures in fiscal year 2024/2025.
Table 2
Prudler CFD
Description Amount
Beginning Balance as of July 1, 2024 $126,965.00
Revenues
Special Tax Collections $133,924.53
Interest Accrued
Other Fund Transfer
Subtotal Revenues $133,924.53
Expenditures
Administrative Expenses $(4,325.18)
Park Maintenance Costs (74,627.35)
Subtotal Expenditures $(78,952.53)
Ending Balance as of June 30, 2025 $181,937.00
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 16, 2025
ITEM #: H.9
SUBJECT: Seventh Amendment to the Security Professional Service Agreement with Allied Universal Security
Services for the Woodland Public Library
Recommendation for Action: Staff recommends that the City Council adopt Resolution No. ____, authorizing the City Manager to execute the seventh amendment to the Security Professional Service Agreement with Allied Universal Security Services for the Woodland Public Library.
Staff Contact:
Greta Galindo, Library Services Director, (530) 661-5980, [email protected]
Fiscal Impact:
The Security Professional Service Agreement with Allied Universal in the amount of $69,822 covers the time period of January 2026 through December 2026. The cost of executing this amendment for security services is unchanged from the current annual amount would bring the overall total of the multiyear contract to $434,642. Funds to provide security services for the Library were anticipated and can be accommodated within the current approved budget.
Background:
The Library entered into a Professional Services Agreement for Security at the Woodland Public Library with Allied Universal Security Services on November 1, 2017. The agreement is for a period of 3 years which would automatically continue thereafter on a month-to-month basis until terminated by either party. The agreement is to provide professional security services at the Woodland Public Library.
Discussion:
Allied Security Services provides a necessary service to the community to ensure the safety of City assets and community members who are using the Library facility and services. The services were reviewed and vetted by City staff at the Library and found to be of high quality, and the company to be both responsive and responsible.
Conclusion:
Staff recommends that the City Council adopt Resolution No. ____, authorizing the City Manager to execute the seventh amendment to the Security Professional Service Agreement with Allied Universal Security Services for the Woodland Public Library.
Prepared by: Greta Galindo, Library Services Director
Attachments:
1. Proposed Resolution - Seventh Amendment Library Security Agreement
RESOLUTION NO. _____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND
AUTHORIZING THE CITY MANAGER TO EXECUTE A SEVENTH AMENDMENT
TO THE SECURITY PROFESSIONAL SERVICE AGREEMENT WITH ALLIED
UNIVERSAL SECURITY SERVICES
WHEREAS, the City of Woodland requires security services at the Woodland Public Library; and
WHEREAS, Allied Universal Security Services provides security services as required by Woodland Public Library.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Woodland as follows:
SECTION 1. The City Manager is authorized to execute the Seventh Amendment prepared by the City Attorney to the contract with Allied Universal Security Services, increasing the amount of the contract by $69,822 for a total contract amount of $434,642.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Woodland at a regular meeting held on the 16th day of December 2025 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
________________________________
Tom Stallard, Mayor
ATTEST: APPROVED AS TO FORM:
________________________________ ________________________________ Marissa Kersey, City Clerk Ethan Walsh, City Attorney
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 16, 2025
ITEM #: H.10
SUBJECT: Second Amendment to the Operating Agreement with Woodland Opera House, Incorporated
Recommendation for Action: Staff recommends that the City Council adopt Resolution No. ___, authorizing the City Manager to execute the Second Amendment to the Operating Agreement with Woodland Opera House, Incorporated.
Staff Contact:
Jenna Moncrief, Management Analyst II, (530) 661-2000, [email protected]
Fiscal Impact:
There is no fiscal impact of approving this item. City staff will continue to serve on the Woodland Opera House Board of Trustees.
Background:
Built in 1885, the Woodland Opera House State Historic Park is property of the State of California acting through the Department of Parks and Recreation (State). The Woodland Opera House (WOH) is listed on the National Register of Historic Places and a California Historical Landmark. The Opera House serves the Woodland Community with regular musicals, dramatic plays, concerts and theater and dance classes. There is also a small museum with free tours.
The City of Woodland (City) has an operating agreement for the development, operation, control, and maintenance of the WOH with the State through July 31, 2033. In 1989, the City entered an operating agreement (Agreement) with Woodland Opera House, Incorporated (Board) to transfer the operation and maintenance of the WOH to the Board. The Agreement was modified in 2004 to extend the term through November 19, 2019. Additionally, in 2019, the City and the Board amended the agreement to extend through July 31, 2033, and to make clarifications to inconsistencies found in the Agreement.
As part of the Agreement, the City Manager or his or her designee serves as a regular voting member of the Board and as a member of the Board’s nominating committee.
Discussion:
The Second Amendment to the Agreement would make additional clarifications to inconsistencies found in the Agreement. The Woodland City Attorney reviewed and helped to prepare the proposed Second Amendment to the Agreement.
The first change for clarifications would be to update the Automobile Liability Insurance limit to be a minimum amount of One Million Dollars ($1,000,000), which is the standard minimum required by the City. The second change would conform insurance language to current standards.
Conclusion:
Staff recommends that the City Council adopt Resolution No. ___, authorizing the City Manager to execute the Second Amendment to the Operating Agreement with Woodland Opera House, Incorporated.
Prepared by: Jenna Moncrief, Management Analyst II
Reviewed by: Christine Ferrara, Community Services Department Director
Attachments:
1. Second Amendment to Operating Agreement with Woodland Opera House
2. Proposed Resolution - Second Amendment WOH 2025
82093.00013\44325830.2
SECOND AMENDMENT TO OPERATING AGREEMENT
This Second Amendment to Operating Agreement (“Second Amendment”) is entered into on this ___ day of December, 2025, by and between the City of Woodland, a municipal corporation of the State of California (“CITY”) and Woodland Opera House, Incorporated (the “BOARD”), a California nonprofit public benefit corporation, each of whom is individually referred to as a “Party” and together as the “Parties.”
WHEREAS, the CITY entered into an agreement with the State of California for the operation of the Historic Woodland Opera House, located at 340 Second Street, in the City of Woodland, California (“Woodland Opera House”) on or about November 20, 1979 (the “State Agreement”); and
WHEREAS, the State Agreement provides that the CITY could transfer the operation and management of the Woodland Opera House to the BOARD; and
WHEREAS, on or about July 5, 1989, the CITY and the BOARD entered into that certain agreement for the operation and maintenance of the Woodland Opera House (the “Operating Agreement”); and
WHEREAS, on November 9, 2004, the CITY and the BOARD entered into that certain agreement modifying the Operating Agreement (“Modification Agreement”); and
WHEREAS, on October 8, 2019, the CITY and the BOARD entered into a First Amendment to Modification Agreement (“First Amendment”) which amended the Operating Agreement as modified by the Modification Agreement to , among other changes, extend the agreement term to July 31, 2033 and delete the requirement that the BOARD maintain property insurance covering the Woodland Opera House; and
WHEREAS¸ the Parties further desire to modify the Operating Agreement, as amended by the Modification Agreement and the First Amendment (collectively, the “Agreement”); and
NOW, THEREFORE, in consideration of the mutual promises and covenants herein, and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the Parties agree as follows:
1. Insurance. Section 19 of the Agreement entitled “Insurance” is hereby amended to include and read as follows: “BOARD shall be responsible for obtaining the following insurance:
A) Workers’ Compensation. Workers’ Compensation Insurance, as required by the State of California.
B) Commercial General Liability. Commercial General Liability Insurance which affords coverage at least as broad as Insurance Services Office “occurrence” form CG -0001, with minimum amounts of at least One Million Dollars
82093.00013\44325830.2
($1,000,000) per occurrence and Five Million Dollars ( $5,000,000) in the aggregate. Defense costs shall be paid in addition to the limits.
C) Automobile Liability. Automobile Liability Insurance with coverage at least as broad as Insurance Services Office Form CA 0001 covering “Any Auto” with minimum limits of One Million Dollars ($1,000,000) for each accident.
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.
D) Liquor Liability Insurance. Liquor Liability Insurance is required if alcohol will be served or present , with a minimum amount of at least One Million Dollars ($1,000,000).
E) Endorsements.
a. The policy or policies of insurance required by subsections C) Commercial General Liability and D) Automobile Liability shall be endorsed to provide the following:
i. Additional Insured. The indemnified parties and their respective officers, agents, and employees listed in Section 13 of the Agreement (“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 BOARD; or (4) contain any other exclusions contrary to the Agreement.
ii. 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.
iii. Severability. In the event 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.
iv. Cancellation. The policy shall not be cancelled 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.
82093.00013\44325830.2
v. 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.
vi. Applicability. That the coverage provided therein shall apply to the obligations assumed by the BOARD under the indemnity provisions of the Agreement, unless the policy or policies contain a blanket form of contractual liability coverage.
b. The policy or policies of insurance required by subsection A) Workers’ Compensation shall be endorsed, as follows:
i. Waiver of Subrogation. A waiver of subrogation stating that the insurer waives all rights of subrogation against the Indemnified Parties.
ii. Cancellation. The policy shall not be cancelled 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 no n-payment of premium.
iii. 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 o r self -insured retention.
F) Evidence of Insurance . The BOARD, concurrently with the execution of th is Second Amendment , 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, evidence 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, BOARD 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.
G) 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:VIII 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.”
82093.00013\44325830.2
2. No Other Changes . Unless expressly modified by this Second Amendment, all other terms and provisions of the Agreement shall remain in full force and effect.
IN WITNESS WHEREOF, the Parties hereto execute this Agreement as of the dates written below.
CITY OF WOODLAND WOODLAND OPERA HOUSE, INC.
By: By:
Ken Hiatt Tom Burmester
City Manager Executive Director
Date: Date:
Attest:
By:
Marissa Kersey
City Clerk
Approved as to Form:
By:
Ethan Walsh
City Attorney
RESOLUTION NO. _____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND
AUTHORIZING THE CITY MANAGER TO EXECUTE THE SECOND
AMENDMENT TO THE OPERATING AGREEMENT WITH WOODLAND
OPERA HOUSE, INCORPORATED
WHEREAS, the City entered into an agreement with the State of California for the operation of the Historic Woodland Opera House, located at 340 Second Street, in the City of Woodland, California (“Woodland Opera House”) on November 20, 1979 (the “State Agreement”); and
WHEREAS, the State Agreement provides that the City could transfer the operation and management of the Woodland Opera House to Woodland Opera House, Incorporated (the “Board); and
WHEREAS, on or about July 5, 1989, the City and the Board entered into that certain agreement for the operation and maintenance of the Woodland Opera House (the “Operating Agreement”); and
WHEREAS, on November 9, 2004, the City and the Board entered into that certain agreement modifying the Operating Agreement (“Modification Agreement”); and
WHEREAS, on October 8, 2019, the City and the Board entered into a First Amendment to Modification Agreement (“First Amendment”) which amended the Operating Agreement as modified by the Modification Agreement to, among other changes, extend the agreement term to July 31, 2033 and delete the requirement that the Board maintain property insurance covering the Woodland Opera House; and
WHEREAS¸ the Parties further desire to modify the Operating Agreement, as amended by the Modification Agreement and the First Amendment (collectively, the “Agreement”).
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Woodland as follows:
SECTION 1. The City Council hereby approves and authorizes the City Manager to execute the Second Amendment to the Operating Agreement with Woodland Opera House, Incorporated in the form included with this Resolution.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Woodland at a regular meeting held on the 16th day of December 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
________________________________
Tom Stallard, Mayor
ATTEST: APPROVED AS TO FORM:
________________________________ ________________________________ Marissa Kersey, City Clerk Ethan Walsh, City Attorney
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 16, 2025
ITEM #: H.11
SUBJECT: Fiscal Year 2024/25 AB1600 Annual Report
Recommendation for Action: Staff recommends that the City Council adopt Resolution No. ____, accepting the AB1600 Annual Report for the year ended June 30, 2025.
Staff Contact:
Kim McKinney, Administrative Services Director, (530) 661-5849, [email protected]
Fiscal Impact:
There is no fiscal impact associated with the acceptance of the AB1600 Annual Report. The attached annual report details the collection of $4,037,558 in revenues and expenditures of $4,420,538 for citywide development impact fees. Also included in the report are the details for the Spring Lake Infrastructure Fees (SLIF) showing collection of revenues of $2,721,076 and expenditures of $3,221,548. SLIF revenues are generally "collected" via credits that developers have on-account with the City that were allocated from sales of bonds, and of the revenue collected in FY24/25, $2.16 million was paid via credits on account.
Activity in FY2024/25 resulted in an overall small decline in reserve balances in the impact fee program. The impact fee funds continue to reflect an overall negative fund balance at June 30, 2025, of $1,134,685.
Report in Brief:
Government Code Section 66006 requires local agencies to submit an annual report detailing the status of development impact fees. The annual report must be made available to the public and presented to the public agency (City Council) within 180 days of the close of a fiscal year.
Background:
In 1978, following the passage of Proposition 13, many cities began charging fees on new development to fund public improvements and services such as streets, park facilities, sewers and storm drains. These fees are commonly known as development impact fees. In order to ensure that these fees are spent in a timely manner and on projects for which they were collected, the State Legislature passed a bill known as AB1600 (Mitigation Fee Act). This bill applies to developer fees which were increased or imposed on or after January 1, 1989. AB1600 enacts Government Code Sections 66000-66008, which generally contain four requirements.
1. A local jurisdiction must follow the process set forth in the bill and make certain determinations regarding the purpose and use of the fees, and establish a “nexus” or connection between a development project or class of projects and the public improvement that will be financed with the fee.
2. The fee revenue must be segregated from the general fund in order to avoid the commingling of public improvement fees and the general fund.
3. If a jurisdiction has had possession of a developer fee for five or more years and has not committed the money to a project or spent the money, then it must make findings describing the continuing need for that money. In addition, an annual report must be made of fees
collected, interest earned, projects on which fees were expended, and any transfers for loans from the fee account. This report is to be reviewed by the local agency assessing the fees.
4. If a local jurisdiction cannot make the findings required under paragraph three (3), the City must refund the fees collected.
Discussion:
The City of Woodland development fees covered by AB1600, and documented in the attached report, include the following:
• General City impact fee
• Parks and Recreation impact fee
• Police impact fee
• Fire protection impact fee
• Library impact fee
• Water impact fee
• Storm Drainage impact fee
• Road impact fee
• Water impact fee
• Wastewater impact fee
Spring Lake Infrastructure Fees (SLIF) are also fees subject to AB1600 and include the following categories:
• Parks
• Storm Drainage
• Roads
• Water
• Sewer
• Fire
Staff examined each of the funds for the impact fees listed above to determine if any development fees remain unexpended five years or more after receipt and are subject to refund. Based on analysis, no refunds are due. Many of the funds reflect negative fund balances, and therefore no unexpended fees exist; other fund balances represent unexpended fees collected for respective Council-approved projects which will be financed and implemented when financially feasible or practical.
The Water impact fee, which primarily addresses the impact on the surface water project, does not show direct project expenditures, but has been and will be used to pay down long-term debt associated with the Surface Water Supply Project over the coming years. This impact fee allows the development community to pay their fair share of the capacity designed within the Surface Water Supply project to support future growth in the community. The water rate study adopted by Council in December 2021 includes expected contributions from the Surface Water development fee to assist with payment of debt service and contribute toward meeting required debt service coverage ratios.
The citywide impact fee program was updated in April 2019, and included in this update was the elimination of a stand-alone Water Development fee. The previous fee was incorporated into the updated Surface Water development fee; the existing reserve balance in the previous Water Development Fee fund has been consolidated with the Surface Water fee fund to use toward
payment of debt.
The nature of AB1600 funds is such that the timing of receipt of revenues and construction of the related capital projects rarely coincide. Ideally, revenues will be collected over time and accumulated until a development-related project is needed; in years of construction, accumulated reserves will be used up. For many years, it was the City’s practice to construct projects in advance of collecting sufficient funds through borrowing from other city funds, or by issuing long-term external debt. This practice has resulted in many of the AB1600 funds operating with very large deficit balances. In response to the financial imbalances, the City adopted a Budget & Fiscal Policy in 2009 that aimed to improve these balances through the following:
• Discontinue the practice of internal borrowing between enterprise and categorical funds; funding for capital projects must be determined based on the available resources within each fund to meet its cash payment or debt service requirements and strategies to balance each fund and implement fund integrity should be continued.
• Discontinue the practice of issuing bonds or desired capital improvements based on projected development and the collection of impact fees associated with development. This source of revenue is dependent on the level of economic activity within the region and is uncertain and unstable.
While expenditures on major capital projects have been delayed, reduced, limited or altogether canceled in the Capital Improvement Plan since 2008, the City must continue to pay ongoing annual debt service for debt that was secured by impact fee revenues. In addition, the City’s AB1600 impact fee revenues have been very volatile due to the unpredictability in residential and commercial development over the past ten years. Further complicating the revenue/expenditure imbalance is the significant reduction of the development impact fees that occurred in December 2008. The fees have been adjusted since that time, but mostly to account for inflationary adjustments and some new projects, but remain considerably impacted by this previous reduction and the impact of annual fee revenues.
For FY 2024/25, total expenditures from the AB1600 funds exceeded revenues by $389,979. Despite the continued residential development and related revenues, and the very conservative programming of capital improvement projects that utilize development impact fees, the burden of ongoing debt service payments is very high. Two impact fee funds continue to run large deficit balances: the wastewater and park development fee funds. To date, Measures E and F have loaned the park impact fee fund $10.47 million to cover debt service related to the construction of the Community & Senior Center and Sports Park facilities. These bond payments will be complete during 2026 and will likely require assistance from Measure F to meet the obligation through that time. Eventually, as development continues and the bonds are paid off, the park development fee fund will need to reimburse Measure E/F for the long-term loan.
The other fund with a large imbalance is the wastewater development fund, which also has significant ongoing obligations related to debt service payments. Although the debt service owed by the wastewater development fund continues to be tracked within the development fund, the sewer rates approved by the Council at the beginning of 2013 are sufficient to cover this ongoing debt service requirement until such time as the wastewater development fund can pay its share of debt service and begin repayment to the sewer enterprise fund. With the adopted sewer rates in place, the City refunded the outstanding debt to achieve a lower interest rate, thus reducing the overall cost of debt service. To date, this fund has accumulated a deficit owed to the wastewater enterprise fund of $14.5 million. It is unlikely that the development fund will be able to repay this loan until after the existing debt is paid off, which will occur in fiscal year 2035.
The other funds with deficit balances are the police and storm drainage development fee funds.
These funds did improve slightly in FY2024/25. Unlike the other development fee-related funds, the storm drain development fund does not receive revenue when new development occurs in Spring Lake (there is a specific Spring Lake Infrastructure Fee instead), which is the majority of the development occurring within the City. The overall deficit balance will improve when other, mostly non-residential development occurs in the City. With continued new development and contained spending, progress towards bringing these funds into balance will continue.
The SLIF funds provide an accounting of the expenditures of Spring Lake specific projects. The funding of these projects has occurred primarily through advancement of cash either through issuance of bonds or developer payments. The advancement of this cash generates fee credits for developers in Spring Lake, and the "revenues" detailed in the Annual Report reflect primarily the use of those fee credits. The balances in the SLIF funds may not necessarily coincide with cash available for projects, since the cash flow is generally provided through issuance of bonds, which are tracked separately.
Conclusion:
Staff recommends that the City Council adopt Resolution No. ____, accepting the AB1600 Annual Report for the year ended June 30, 2025.
Prepared by: Kim McKinney, Administrative Services Director
Attachments:
1. FY2025 AB1600 Annual Report
2. Proposed Resolution- AB1600 Annual Report FY25
Attachment 1
AB1600 Annual Report
Development Impact Fees
City of Woodland
Fiscal Year Ended June 30, 2025
This report summarizes the following information for each of the development fee programs:
1. A brief description of the fee program.
2. Schedule of fees.
3. Beginning and ending balances of the fee program.
4. Disbursement information.
5. Findings regarding the continuing need for unexpended funds, if any.
Citywide Major Project Financing Plan (MPFP) Impact Fees The table below summarizes annual fee revenues directly relating to impact fees and related project expenditures, and related fund balances:
Category
Beginning Fund
Balance (Deficit)
Development
Fee Revenues
Other
Revenues
Total
RevenuesExpenditures
Net
Difference
Ending Fund
Balance (Deficit)
General City 2,530,063$ 117,221$ -$ 117,221$ 73,823$ 43,398$ 2,573,460$ Parks & Recreation (9,520,181)$ 479,641$ -$ 479,641$ 1,416,900$ (937,259)$ (10,457,440)$ Police (1,816,605)$ 95,440$ -$ 95,440$ 66,848$ 28,592$ (1,788,012)$ Fire 3,982,430$ 398,960$ -$ 398,960$ 135,356$ 263,604$ 4,246,033$ Library 756,972$ 57,839$ -$ 57,839$ 178,464$ (120,625)$ 636,347$ Water 10,659,302$ 647,828$ -$ 647,828$ 2,121$ 645,707$ 11,305,009$ Storm Drainage (1,944,534)$ 40,321$ -$ 40,321$ 16,053$ 24,268$ (1,920,266)$ Roads 8,076,348$ 1,317,118$ -$ 1,317,118$ 613,742$ 703,376$ 8,779,723$ Wastewater (13,475,499)$ 883,190$ -$ 883,190$ 1,917,231$ (1,034,041)$ (14,509,540)$ Total (751,705)$ 4,037,558$ -$ 4,037,558$ 4,420,538$ (382,979)$ (1,134,685)$ Spring Lake Infrastructure Fees (SLIF)
Category
Beginning Fund
Balance (Deficit)
Development
Fee Revenues
Other
Revenues
Total
RevenuesExpenditures
Net
Difference
Ending Fund
Balance (Deficit)
Parks 2,293,316$ 692,258$ -$ 692,258$ 442,257$ 250,001$ 2,543,317$ Storm Drain 4,339,958$ 70,124$ -$ 70,124$ 3,294$ 66,830$ 4,406,788$ Roads 4,445,914$ 1,484,615$ -$ 1,484,615$ 2,775,996$ (1,291,381)$ 3,154,533$ Water 4,357,290$ 166,076$ -$ 166,076$ -$ 166,076$ 4,523,367$ Sewer 1,479,876$ 237,879$ -$ 237,879$ -$ 237,879$ 1,717,755$ Fire 1,302,050$ 70,124$ -$ 70,124$ -$ 70,124$ 1,372,174$ 18,218,405$ 2,721,076$ -$ 2,721,076$ 3,221,548$ (500,471)$ 17,717,934$ Government Code Section 66006 requires local agencies to submit an annual report detailing the status of development impact fees. The annual report must be made available to the public and presented to the public agency (City Council) within 180 days of the close of a fiscal year.
For the fiscal year ended June 30, 2025, fund revenues (development fees, interest income, bond proceeds, etc.) totaled $4,037,558, while expenditures totaled $4,420,538.
The majority of SLIF revenues are "paid" through use of fee credits allocated to developers either through issuance of Community Facilities District (CFD) Debt, cash advanced by developers, or from construction of infrastructure. "Fund Balances" do not necessarily reflect cash available in each of these funds, but rather an accounting of fees "collected" and projects built. As of June 30, 2025 $10,343,561 in unused fee credits remained in developer accounts with the City
General City Development Fee Description
General City Development Fee Schedule
Category Basis Fee
Single Family Residential - Greenfield Unit 1,040.00$
Single Family Residential- Spring Lake Unit 1,040.00$
Single Family Residential- Infill Unit 1,040.00$
Multi-family Residential - Greenfield Unit 782.00$
Multi-family Residential- Spring Lake Unit 782.00$
Multi-family Residential - Infill Unit 746.00$
Multi-family Residential - Corridor Unit 746.00$
Multi-family Residential - Downtown Unit 746.00$
Small Multi-family- Greenfield Unit 522.00$
Small Multi-family- Spring Lake Unit 522.00$
Small Multi-family- Infill Unit 522.00$
Small Multi-family- Corridor Unit 522.00$
Small Multi-family- Downtown Unit 522.00$
Retail 1,000Sq Ft 695.00$
Service 1,000Sq Ft 695.00$
Office 1,000Sq Ft 868.00$
Industrial 1,000Sq Ft 289.00$
General City Development Fund Collections & Expenditures 2021 2022 2023 2024 2025
Beginning Balance 1,695,092$ 1,956,971$ 2,076,109$ 2,277,655$ 2,530,063$
REVENUES
Development Fees 262,637 233,997 335,079 248,776 117,221 Interest Earnings 19,949 12,881 43,165 72,113 - Other Revenue - - - - - Total Revenue 282,587 246,878 378,244 320,889 117,221
EXPENDITURES
MPFP #Program Title
2109 Enterprise System Replacement 11 123,957 171,240 61,845 66,873 9000 Force Account 20,696 3,783 5,458 6,637 6,950 Total Expenditures 20,708 127,740 176,698 68,482 73,823 Excess(deficiency) revenues 261,879 119,138 201,546 252,407 43,398 Total Available Fund Equity at June 30 1,956,971$ 2,076,109$ 2,277,655$ 2,530,063$ 2,573,460$ Conclusion: No fees have been held unexpended for more than five years; no refunds required The fund equity as of June 30, 2025 represents collected fees earmarked for future technology enhancement projects and completion of various studies.
Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.
FUND 1510 - GENERAL CITY DEVELOPMENT
General City development fees are used to expand/construct City Hall and other general City facilities (including technology improvements/updates) to meet the needs of the increased residential population and increase in commercial enterprises. Completion of studies including the General Plan and Zoning Updates also belong to this fee category.
Fiscal Year
FUND 1540 - PARK & RECREATION DEVELOPMENT
Park Development Fee Description
Park Development Fee Schedule
Category Fee
Single Family Residential - Greenfield 9,606$
Single Family Residential- Spring Lake Unit 5,285$
Single Family Residential- Infill 9,606$
Multi-family Residential - Greenfield 7,204$
Multi-family Residential - Spring Lake Unit 3,963$
Multi-family Residential - Infill 6,886$
Multi-family Residential - Corridor 6,886$
Multi-family Residential - Downtown 6,886$
Small Multi-family- Greenfield 4,803$
Small Multi-family- Spring Lake Unit 2,642$
Small Multi-family- Infill 4,803$
Small Multi-family- Corridor 4,803$
Small Multi-family- Downtown 4,803$
Park Development Fund Collections & Expenditures
2021 2022 2023 2024 2025
Beginning Balance (9,832,232)$ (9,830,293)$ (9,981,822)$ (9,333,099)$ (9,520,181)$
REVENUES
Development Fees 1,434,975 1,263,093 2,051,020 1,208,462 479,641 Interest Earnings - - 12,325 19,078 - Other Revenue - - - - - Total Revenue 1,434,975 1,263,093 2,063,345 1,227,540 479,641
EXPENDITURES
MPFP # Program Title
7931 2014 Refunding Lease Rev 1,414,622 1,414,622 1,414,622 1,414,622 1,416,900 9000 Force Account 18,414 - - - - Total Expenditures 1,433,036 1,414,622 1,414,622 1,414,622 1,416,900 Excess(deficiency) revenues 1,939 (151,529) 648,723 (187,082) (937,259) Total Available Fund Equity at June 30 (9,830,293)$ (9,981,822)$ (9,333,099)$ (9,520,181)$ (10,457,440)$ Conclusion:
MSE Loan 2012 4,646,458$ MSF Loan 2013 1,646,063$
2014 (477,157)$
2015 1,363,398$
2016 1,000,834$
2017 633,603$
2018 986,365$
2019 6,545$
2021 -$ 24,184$
2022 -$ 151,529$
2023 (636,398)$ -$
2024 -$ 206,160$
2025 -$ 922,199$
Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.
Council approved loaning of Measure E (MSE) and, subsequently, Measure F (MSF) revenues to this fund, up to $2M per year, to pay debt service on the bonds since the fund's revenue has not been sufficient to cover debt service. Only the amount needed to supplement annual fee revenue is loaned. To date, a toal of $9,169,711 has been loaned from MSE to Park Development. MSF has loaned $1,304,072 to date.
Park development fees are used to acquire park land, equipment and to construct or expand a variety of recreational facilities such as sports parks, Community Senior Center, tennis courts and swimming pools as related to the impact of growth on the City.
Unit
Unit
Unit
Unit
Fiscal Year
No fees have been held unexpended for more than five years. Funding requirements continue for existing debt obligations. No refunds required.
Basis
Unit
Unit
Unit
Unit
Unit
Unit
Police Development Fee Description
Police Development Fee Schedule
Category Fee
Single Family Residential - Greenfield Unit 852$
Single Family Residential- Spring Lake Unit 852$
Single Family Residential- Infill Unit 852$
Multi-family Residential - Greenfield Unit 638$
Multi-family Residential- Spring Lake Unit 638$
Multi-family Residential - Infill Unit 610$
Multi-family Residential - Corridor Unit 610$
Multi-family Residential - Downtown Unit 610$
Small Multi-family- Greenfield Unit 425$
Small Multi-family- Spring Lake Unit 425$
Small Multi-family- Infill Unit 425$
Small Multi-family- Corridor Unit 425$
Small Multi-family- Downtown Unit 425$
Retail 1,000 Sq Ft 567$
Service 1,000 Sq Ft 567$
Office 1,000 Sq Ft 708$
Industrial 1,000 Sq Ft 236$
Police Development Fund Collections & Expenditures
2021 2022 2023 2024 2025
Beginning Balance (2,446,253)$ (2,294,342)$ (2,168,418)$ (1,956,274)$ (1,816,605)$
REVENUES
Development Fees 218,408 191,132 273,066 196,707 95,440 Interest Earnings - - 3,882 9,825 - Total Revenue 218,408$ 191,132$ 276,948$ 206,531$ 95,440$
EXPENDITURES
MPFP # Program Title
0624 Vehicle Purchase
0841 Computer Aided Dispatch 64,729 64,649 64,245 64,480 64,390 9000 Force Account 1,769 559 559 2,382 2,457 Total Expenditures 66,498$ 65,208$ 64,804$ 66,862$ 66,848$ Excess(deficiency) revenues 151,910$ 125,924$ 212,144$ 139,669$ 28,592$ Total Available Fund Equity at June 30 (2,294,342)$ (2,168,418)$ (1,956,274)$ (1,816,605)$ (1,788,012)$ Conclusion: No fees have been held unexpended for more than five years; no refunds required Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.
FUND 1550 - POLICE DEVELOPMENT FUND
Basis
Police development fees are used to expand/construct police service facilities and to acquire equipment related to the impact of growth on the City.
Fiscal Year
Note: Beginning in FY2012, the Total Fund Equity will not match the City's published annual financial statements due to a large transfer in from another fund ($1,826,430). This transfer was done for financial accounting puposes and is considered a long term loan to the Police Development Fund that is repaid over time from available cash balances.
Fire Development Fee Description
Fire Development Fee Schedule
Category Fee
Single Family Residential - Greenfield Unit 3,526$
Single Family Residential- Spring Lake Unit 3,526$
Single Family Residential- Infill Unit 3,526$
Multi-family Residential - Greenfield Unit 2,114$
Multi-family Residential- Spring Lake Unit 2,114$
Multi-family Residential - Infill Unit 2,056$
Multi-family Residential - Corridor Unit 2,056$
Multi-family Residential - Downtown Unit 2,056$
Small Multi-family- Greenfield Unit 1,410$
Small Multi-family- Spring Lake Unit 1,410$
Small Multi-family- Infill Unit 1,410$
Small Multi-family- Corridor Unit 1,410$
Small Multi-family- Downtown Unit 1,410$
Retail 1,000 Sq Ft 2,056$
Service 1,000 Sq Ft 2,056$
Office 1,000 Sq Ft 2,350$
Industrial 1,000 Sq Ft 1,370$
Fire Development Fund Collections & Expenditures
2021 2022 2023 2024 2025
Beginning Balance 747,667$ 1,500,395$ 2,144,382$ 3,152,846$ 3,982,430$
REVENUES
Development Fees 887,070 763,939 1,082,287 851,598 398,960 Interest Earnings 15,293 13,304 59,433 113,052 - Total Revenue 902,363 777,243 1,141,720 964,650 398,960
EXPENDITURES
MPFP # Program Title
9000 Force Account - -
7931 2014 Refunding of Lease Revenue Bonds133,232 133,232 133,232 133,232 133,446 1610 Fire Station #3 Relocation 16,403 24 24 1,835 1,910 Total Expenditures 149,635 133,256 133,256 135,067 135,356 Excess(deficiency) revenues over expenditures 752,728 643,987 1,008,464 829,583 263,604 Total Available Fund Equity at June 30 1,500,395$ 2,144,382$ 3,152,846$ 3,982,430$ 4,246,033$ Conclusion:
Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.
FUND 1560 - FIRE DEVELOPMENT FUND
Basis
No fees have been held unexpended for more than five years. Ongoing collection of fees is necessary to pay for existing debt obligations and for future development of new fire facilities included in the fee study. No refunds required
Fire development fees are used to expand/construct fire service facilities and to acquire equipment related to the impact of growth on the City.
Fiscal Year
Library Development Fee Description
Library Development Fee Schedule
Category Fee
Single Family Residential - Greenfield Unit 650 $
Single Family Residential- Spring Lake Unit 650 $
Single Family Residential- Infill Unit 650 $
Multi-family Residential - Greenfield Unit 488 $
Multi-family Residential- Spring Lake Unit 488 $
Multi-family Residential - Infill Unit 466 $
Multi-family Residential - Corridor Unit 466 $
Multi-family Residential - Downtown Unit 466 $
Small Multi-family- Greenfield Unit 325 $
Small Multi-family- Spring Lake Unit 325 $
Small Multi-family- Infill Unit 325 $
Small Multi-family- Corridor Unit 325 $
Small Multi-family- Downtown Unit 325 $
Retail Sq Ft - $
Service Sq Ft - $
Office Sq Ft - $
Industrial Sq Ft - $
Library Development Fund Collections & Expenditures
2021 2022 2023 2024 2025
Beginning Balance 498,104$ 560,526$ 589,212$ 699,902$ 756,972$
REVENUES
Development Fees 160,999 113,415 182,556 125,058 57,839 Interest Earnings 5,704 3,649 13,301 21,629 - Total Revenue 166,702 117,065 195,857 146,687 57,839
EXPENDITURES
MPFP # Program Title
9000 Force Account 19,279 3,379 1,672 3,519 6,190 LIB-3 9445 Library Collection Material 85,000 85,000 83,495 86,098 172,275 Total Expenditures 104,279 88,379 85,167 89,617 178,464 Excess(deficiency) revenues over expenditures 62,423 28,686 110,690 57,070 (120,625) Total Available Fund Equity at June 30 560,526$ 589,212$ 699,902$ 756,972$ 636,347$ Conclusion: No fees have been held unexpended for more than five years; no refunds required.
The fund equity as of June 30, 2025 represents collected fees that are earmarked for future library projects Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.
FUND 1570 - LIBRARY DEVELOPMENT FUND
Basis
Fiscal Year
Library development fees are used to expand/construct library facilities and to acquire equipment related to the impact of growth on the City.
FUND 1580 - WATER DEVELOPMENT FUND
Water Development Fee Description
Water Development Fee Schedule
All Users (by meter size)
Meter Size Weight Factor Calculated Fee Admin Fee
Total Water
Capacity Fee
1" 1.0 6,683$ 50$ 6,733$
1 1/2" 2.0 13,366$ 100$ 13,466$
2" 3.2 21,385$ 160$ 21,545$
3" 6.0 40,098$ 301$ 40,399$
4" 10.0 66,829$ 501$ 67,330$
6" 20.0 133,659$ 1,002$ 134,661$
8" 32.0 213,854$ 1,604$ 215,458$
Surface Water Development Fund Collections & Expenditures 2021 2022 2023 2024 2025
Beginning Balance** 7,472,189$ 9,123,085$ 10,162,772$ 9,008,803$ 10,659,302$
REVENUES
Development Fees 1,596,530 985,531 1,701,493 1,387,741 647,828 Interest Earnings 77,803 54,413 144,768 264,804 - Total Revenue 1,674,333 1,039,944 1,846,261 1,652,545 647,828
EXPENDITURES
MPFP # Program Title
9000 Force Account 23,437 257 230 2,046 2,121 79990 Debt Service Contribution 3,000,000
Total Expenditures 23,437 257 3,000,230 2,046 2,121 Excess(deficiency) revenues over expenditures 1,650,896 1,039,687 (1,153,969) 1,650,499 645,707 Total Available Fund Equity at June 30 9,123,085$ 10,162,772$ 9,008,803$ 10,659,302$ 11,305,009$ Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.
Note: The Water Development Fee was eliminated as a separate fee in April 2019. The accumulated funds and future water related development costs are reflected in the Surface Water connection fee. Fund balance was moved at the beginning of FY2019/20.
Water Development fees are used to finance part of the capital improvements including surface water rights and treatment facilities needed to provide treated water to the new customer growth in the City.
Conclusion: The funds being held in this account are used to assist with debt service payments on the water treatment facility. Although the debt was secured in 2013, debt payments do not begin until the project has been fully constructed. Debt payments began in FY2017/18 and transfers from this fund have been factored into the user rates for water and will begin following full incursion of debt payments. No refunds required.
Note: Residental Water Fees for Single Family and individually metered Multi-family units are based on a 1" meter fee, the fee for Multi-family is 75% of the Single Family rate, and 50% of the rate for Small Multi-Family.
Water fees for Commercial and Muti-family with a single meter are based on meter size per chart above.
Fiscal Year
FUND 1581 - STORM DRAIN DEVELOPMENT FUND
Storm Drain Development Fee Description
Storm Drain Development Fee Schedule
Non-Residential
Single-Family Multifamily Commercial Schools
Area E1 $12,159 $18,238 $19,454 $15,259
Area E2 $10,420 $15,629 $16,671 $13,077
Area E3 $7,672 $11,508 $12,275 $9,629
Area E4 $7,999 $11,999 $12,799 $10,039
Area E5 $2,993 $4,489 $4,789 $3,756
Area E6 $2,167 $3,250 $3,467 $2,719
Area N1 $58,970 $88,455 $94,352 $74,007
Area N2 $50,787 $76,180 $81,258 $63,737
Area S6a $15,657 $23,485 $25,051 $19,649
Area S6b $15,475 $23,212 $24,759 $19,421
Storm Drain Development Fund Collections & Expenditures 2021 2022 2023 2024 2025
Beginning Balance** (2,469,491)$ (2,671,959)$ (2,310,931)$ (2,186,085)$ (1,944,534)$
REVENUES
Development Fees 240,177 475,244 124,846 241,551 40,321 Interest Earnings - - - - - Other Revenue - - - - - Developer In Lieu - 16,560 - - - Total Revenue 240,177 491,804 124,846 241,551 40,321
EXPENDITURES
MPFP # Program Title
0915 Floodsafe Yolo 155,354 118,870 - - - 0931 Storz Pond 13,527 8,873 - - - 1603 Stormwater Quality Design Manual Update - - - - 13,893 2006 Storm Drain Outfall Channel Outlet Structure188,612 - - - - 9000 Force Account 85,151 3,034 - - 2,160 Total Expenditures 442,645 130,777 - - 16,053 Excess(deficiency) revenues over expenditures (202,468) 361,027 124,846 241,551 24,268 Total Available Fund Equity at June 30 (2,671,959)$ (2,310,931)$ (2,186,085)$ (1,944,534)$ (1,920,266)$ Conclusion:
Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.
Residential fee per acre
Fiscal Year
Storm Drain development fees are used to expand/construct drainage facilities to maintain adequate drainage throughout the City by reducing the impacts of new development. The impact fee for Storm Drain is calculated by "fee area" so that each part of the City will be responsible for the fees specifically required to meet the expansion needs in that area. ** Beginning balance does not include long-term advance of pre-1991 fungible monies to the Storm Drain Enterprise Fund ($2,101,099). These monies are not subject to the requirements of AB1600 and are not available for spending.
No fees have been held unexpended for more than five years. Ongoing fee collections are necessary for large projects included in the fee study. No refunds required
Road Development Fee Description
Road Development Fee Schedule
Category Fee
Single Family Residential - Greenfield Unit 10,264 $
Single Family Residential- Spring Lake Unit 10,264 $
Single Family Residential- Infill Unit 6,843 $
Multi-family Residential - Greenfield Unit 4,206 $
Multi-family Residential- Spring Lake Unit 4,206 $
Multi-family Residential - Infill Unit 2,804 $
Multi-family Residential - Corridor Unit 2,523 $
Multi-family Residential - Downtown Unit 2,242 $
Small Multi-family- Greenfield Unit 4,206 $
Small Multi-family- Spring Lake Unit 4,206 $
Small Multi-family- Infill Unit 2,804 $
Small Multi-family- Corridor Unit 2,523 $
Small Multi-family- Downtown Unit 2,242 $
Retail 1,000 Sq Ft 12,746 $
Service 1,000 Sq Ft 9,066 $
Office 1,000 Sq Ft 6,806 $
Industrial 1,000 Sq Ft 5,243 $
Road Development Fund Collections & Expenditures
2021 2022 2023 2024 2025
Beginning Balance 3,921,221$ 3,901,578$ 4,300,628$ 6,061,076$ 8,076,348$
REVENUES
Development Fees 2,593,681 2,162,172 3,534,457 2,714,958 1,317,118 Interest Earnings 38,573 26,669 111,029 224,486 Other Revenue
Total Revenue 2,632,255 2,188,841 3,645,486 2,939,444 1,317,118
EXPENDITURES
MPFP # Program Title
IGS-100 0006 1-5/113 Phase 2 140 935 86,088 - - TES-100 0228 Traffic Engineering Serv 3,032 8,496 650 3,046 39,801 SW-1A/B 0407 Widening & Recon Kentucky 2,350,000 1,715,738 4,121 - - 1124 I5/Rd 102 Interchange Landscape 114,609 - - - - 1702 New Traffic Signal - Kentucky/Cottonwood - - - - - 1722 Sports Park Pedestrian Overcrossing - 57,030 1,691,198 665,942 307,749 1913 Gibson Road Interchange Modification 29,673 - 178 966 2114 SR113/I-5 Ultimate Interchange Modifications - 2,274 26,110 108,107 159,690 2213 E Main Street Feasibility Study - - - 7,894 4,722 2215 Pedestrian Crossing Improvements - - 10,237 34,182 62,725 2217 Active Transportation Plan - 712 28,205 44,129 - 2406 I-5/SR113 Freeway to Freeway - - 2,090 17,892 5,321 2503 COW Safety Action Plan - - - - 4,069 9000 Force Account 148,819 4,606 36,339 33,020 26,784 7999 Operating Transfers - - - 4,987 - TP-3 9524 Planning/Analysis Studies 5,625 - - 4,797 1,915 Total Expenditures 2,651,897 1,789,792 1,885,038 924,173 613,742 Excess(deficiency) revenues over expenditures (19,643) 399,050 1,760,448 2,015,272 703,376 Total Available Fund Equity at June 30 3,901,578$ 4,300,628$ 6,061,076$ 8,076,348$ 8,779,723$ Conclusion:
Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.
FUND 1582 - ROAD DEVELOPMENT FUND
Basis
Fiscal Year
No fees have been held unexpended for more than five years, ongoing fee collection required for projects required in the fee study but not yet funded due to lack of available funding. No refunds required.
Road Development fees are used to expand/construct streets, roads, interchanges, studies, signals and other projects related to the impact of expansion on the City.
FUND 1585 - WASTEWATER DEVELOPMENT FUND
Wastewater Development Fee Description
Wastewater Development Fee Schedule
Category Fee
Single Family Residential - Greenfield 7,789$
Single Family Residential- Spring Lake 7,789$
Single Family Residential- Infill Unit 7,789$
Multi-family Residential - Greenfield 5,841$
Multi-family Residential- Spring Lake Unit 5,841$
Multi-family Residential - Infill Unit 5,583$
Multi-family Residential - Corridor Unit 5,583$
Multi-family Residential - Downtown Unit 5,583$
Small Multi-family- Greenfield Unit 3,894$
Small Multi-family- Spring Lake Unit 3,894$
Small Multi-family- Infill Unit 3,894$
Small Multi-family- Corridor Unit 3,894$
Small Multi-family- Downtown Unit 3,894$
Retail 3,179$
Service 3,179$
Office 1,907$
Industrial 3,577$
Wastewater Development Fund Collections & Expenditures
2021 2022 2023 2024 2025
Beginning Balance** (13,837,804)$ (13,770,515)$ (13,840,903)$ (13,356,951)$ (13,475,499)$
REVENUES
Development Fees 2,008,840 1,849,176 2,396,017 1,795,160 883,190 Interest Earnings - (437) 7,062 7,234 Total Revenue 2,008,840 1,848,739 2,403,079 1,802,394 883,190
EXPENDITURES
MPFP # Program Title
2014 Refunding Wastewater Bond 1,918,957 1,918,957 1,918,957 1,918,957 1,915,171 9000 Force Account 22,594 170 170 1,984 2,060 Total Expenditures 1,941,551 1,919,127 1,919,127 1,920,941 1,917,231 Excess(deficiency) revenues over expenditures 67,289 (70,388) 483,952 (118,548) (1,034,041) Total Available Fund Equity at June 30 (13,770,515)$ (13,840,903)$ (13,356,951)$ (13,475,499)$ (14,509,540)$ Conclusion:
Note:
Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.
Wastewater Development fees are used to expand/construct wastewater facilities and to acquire equipment related to the impact of growth on the City.
** Beginning balance does not include long-term advance of pre-1991 fungible monies to the Storm Drain Enterprise Fund($2,427,320).
These monies are not subject to the requirements of AB1600 and are not available for spending.
No fees have been held unexpended for more than five years, ongoing fee collection is necessary to pay existing debt obligations. No refunds required.
Beginning in FY2012, the Total Fund Equity will not match the City's published annual financial statements due to a large transfers from another fund. These transfers are done for finacial reporting requirements, but are considered a long-term loan to assist with payment of debt service not covered by development impact fees.
Unit
1,000 Sq Ft
1,000 Sq Ft
Fiscal Year
1,000 Sq Ft
1,000 Sq Ft
Unit
Basis
Unit
Park SLIF Fee Description
Park SLIF Development Fee Schedule
Category Basis Fee
Single Family Residential Unit 10,439$
Multi-family Residential Unit 6,891$
Non-Residential Sq Ft 8.04$
Park SLIF Fund Collections & Expenditures
2021 2022 2023 2024 2025
Beginning Balance 1,579,485$ 3,466,256$ 4,368,258$ 3,973,497$ 2,293,316$
REVENUES
SLIF Fees 2,403,488 874,914 1,389,032 1,542,662 692,258 Interest Earnings 35,311 27,088 75,555 65,643 Other Revenues - - - - - Total Revenue 2,438,799 902,003 1,464,588 1,608,305 692,258
EXPENDITURES
Program Title
7925 2012 Lease Rev Bond Debt Service - - - - - 1505 SLSP Neighborhood Park N3 26,902 - - - - 1710 SLSP Neighborhood Park N1 20,408 - - - - 1911 Spring Lake Central Park 504,718 - - - - 2003 Spring Lake Park N1 Phase 2 1,829,616 3,216,913 430,896 9000 Force Account 29,733 71,573 11,361
Total Expenditures 552,028 - 1,859,349 3,288,486 442,257 Excess(deficiency) revenues over expenditures 1,886,771 902,003 (394,761) (1,680,181) 250,001 Total Available Fund Equity at June 30 3,466,256$ 4,368,258$ 3,973,497$ 2,293,316$ 2,543,317$ Conclusion:
FUND 1640 - PARK SLIF FUND
Unexpended fund balance is accumulated for large projects included in the fee study that continue to be required. No refunds required.
Fiscal Year
Park SLIF development fees are used to acquire land and construct the parks required by the Spring Lake Specific Plan. These parks include the neighborhood parks, central park and the Spring Lake share of the Community Sports Park.
Storm Drain SLIF Fee Description
Storm Drain SLIF Development Fee Schedule
Category Basis Fee
Single Family Residential Unit 13,149 $
Multi-family Residential Unit 8,678 $
Non-Residential Sq Ft 10.13 $
Storm Drain SLIF Fund Collections & Expenditures
2021 2022 2023 2024 2025
Beginning Balance (226,970)$ 452,718$ 1,231,009$ 3,023,356$ 4,339,958$
REVENUES
SLIF Fees 2,571,586 1,098,060 1,864,731 1,994,429 70,124 Interest Earnings (162,228) (93,913) - 37,868 Other Revenues
Total Revenue 2,409,358 1,004,148 1,864,731 2,032,297 70,124
EXPENDITURES
Program Title
0612 Spring Lake East Regional Pond Phase I 45,761 20,115 667 - - 1113 North Gibson Ponds Detention - - - - - 1721 North Regional Ponds and Pump Station 1,680,519 185,628 - - - 1914 South Area Flowage Easement - 15,318 68,373 13,412 1,385 2006 Storm Drain Outfall Channel - - - 253,371 - 2407 South Canal Ditch Widening - - - 428,325 - 9000 Force Account 3,391 4,795 3,344 20,587 1,909 Total Expenditures 1,729,671 225,856 72,384 715,695 3,294 Excess(deficiency) revenues over expenditures 679,687 778,292 1,792,347 1,316,602 66,830 Total Available Fund Equity at June 30 452,718$ 1,231,009$ 3,023,356$ 4,339,958$ 4,406,788$ Revenues paid through Fee Credit use 2,046,135 $ 945,930 $ 1,578,545$ 1,587,341 $ 1,587,341 $ Conclusion:
Note:
*Prior year numbers have been adusted to correct for beginning balances of fund equity and for investment earning not allocated before report was complete FUND 1681 - STORM DRAINAGE SLIF FUND
Unexpended fund balance is accumulated for large projects included in the fee study that continue to be required. No refunds required.
Fiscal Year
Storm Drain SLIF development fees are used to purchase land and construct/improve drainage facilities required by and to accommodate growth in the Spring Lake Specific Plan.
Advance funding of infrastructure through issuance of bonds and developer advances have paid for construction of most facilities funded in this category. Collection of "revenues" in this fund represent the use of fee credits earned from the previous advancement of cash.
Road SLIF Fee Description
Road SLIF Development Fee Schedule
Category Basis Fee
Single Family Residential Unit 25,366$
Multi-family Residential Unit 16,743$
Non-Residential Sq Ft 19.52$
Road SLIF Fund Collections & Expenditures
2021 2022 2023 2024 2025
Beginning Balance 13,102,099$ 5,336,217$ 6,773,837$ 8,736,949$ 4,445,914$
REVENUES
SLIF Fees 4,961,019 2,134,765 3,574,184 3,847,448 1,484,615 Interest Earnings (142,401) (77,349)
Other Revenues
Total Revenue 4,818,618 2,057,416 3,574,184 3,847,448 1,484,615
EXPENDITURES
ProgramTitle
9000 Force Account 22,857 3,235 2,878 31,026 - 1909 CR25A (Meikle to Promenade) 1,716,359 - - 1910 Heritage Parkway Pedestrian Crossing 161,811 - - 1913 Gibson Road Interchange Modification 76,789 3,896 38,028 241,356 739,743 2005 SR113/CR25A Interchange Modifications104,622 147,665 - - 2114 SR113/CR25A Ultimate Interchange 21,085
2405 CR25A (Parkland to Meikle) - - 364 1,919,821 1,547,722 Developer Reimburseable Projects 10,502,062 465,000 1,569,802 5,946,280 467,447 Total Expenditures 12,584,501 619,796 1,611,072 8,138,483 2,775,996 Excess(deficiency) revenues over expenditures (7,765,882) 1,437,620 1,963,112 (4,291,035) (1,291,381) Total Available Fund Equity at June 30 5,336,217$ 6,773,837$ 8,736,949$ 4,445,914$ 3,154,533$ Revenues paid through Fee Credit use 3,143,112$ 1,453,062$ 2,424,835$ 2,438,349$ 2,438,349$ Conclusion:
Note:
*Prior year numbers have been adusted to correct for beginning balances of fund equity and for investment earning not allocated before report was complete Advance funding of infrastructure through issuance of bonds and developer advances have paid for construction of most facilities funded in this category. Collection of "revenues" in this fund represent the use of fee credits earned from the previous advancement of cash.
FUND 1682 - ROADS SLIF FUND
Unexpended fund balance is accumulated for large projects included in the fee study that continue to be required. No refunds required.
Road SLIF development fees are used to construct/improve roadways required by and to accommodate growth in the Spring Lake Specific Plan.
Fiscal Year
Water SLIF Fee Description
Water SLIF Development Fee Schedule
Category Basis Fee
Single Family Residential- Infill Unit 2,875$
Multi-family Residential Unit 1,857 $
Non-Residential Sq Ft 2.17 $
Water SLIF Fund Collections & Expenditures
2021 2022 2023 2024 2025
Beginning Balance 2,754,011$ 3,289,594$ 3,520,148$ 3,922,517$ 4,357,290$
REVENUES
SLIF Fees 550,674 238,309 402,369 434,773 166,076 Interest Earnings (15,092) (7,755)
Other Revenues
Total Revenue 535,582 230,554 402,369 434,773 166,076
EXPENDITURES
Program Title
Total Expenditures - - - - - Excess(deficiency) revenues over expenditures 535,582 230,554 402,369 434,773 166,076 Total Available Fund Equity at June 30 3,289,594$ 3,520,148$ 3,922,517$ 4,357,290$ 4,523,367$ Revenues paid through Fee Credit use 434,463 $ 200,852 $ 335,177 $ 337,045 $ 337,045 $ Conclusion:
Note:
*Prior year numbers have been adusted to correct for beginning balances of fund equity and for investment earning not allocated before report was complete FUND 1684 - WATER SLIF FUND
Unexpended fund balance is accumulated for large projects included in the fee study that continue to be required. No refunds required.
Advance funding of infrastructure through issuance of bonds and developer advances have paid for construction of most facilities funded in this category. Collection of "revenues" in this fund represent the use of fee credits earned from the previous advancement of cash.
Fiscal Year
Water SLIF development fees are used to construct/improve water related facilities required by and to accommodate growth in the Spring Lake Specific Plan.
Sewer SLIF Fee Description
Sewer SLIF Development Fee Schedule
Category Basis Fee
Single Family Residential- Infill Unit 3,705$
Multi-family Residential Unit 2,836$
Non-Residential Sq Ft 2.79$
Sewer SLIF Fund Collections & Expenditures
2021 2022 2023 2024 2025
Beginning Balance (598,758)$ 40,379$ 358,217$ 905,698$ 1,479,876$
REVENUES
SLIF Fees 709,714 328,960 547,481 574,178 237,879 Interest Earnings (21,515) (11,122)
Other Revenues
Total Revenue 688,200 317,838 547,481 574,178 237,879
EXPENDITURES
Program Title
9000 Force Account 21,222
2110 Spring Lake Sewer Pump Station 27,840
Total Expenditures 49,063 - - - - Excess(deficiency) revenues over expenditures 639,137 317,838 547,481 574,178 237,879 Total Available Fund Equity at June 30 40,379$ 358,217$ 905,698$ 1,479,876$ 1,717,755$ Revenues paid through Fee Credit use 676,829$ 312,899$ 522,158$ 525,068$ 525,068$ Conclusion:
Note:
*Prior year numbers have been adusted to correct for beginning balances of fund equity and for investment earning not allocated before report was complete Wastewater SLIF development fees are used to construct/improve sewer related facilities required by and to accommodate growth in the Spring Lake Specific Plan.
Advance funding of infrastructure through issuance of bonds and developer advances have paid for construction of most facilities funded in this category. Collection of "revenues" in this fund represent the use of fee credits earned from the previous advancement of cash.
FUND 1685 - SEWER SLIF FUND
Fiscal Year
Unexpended fund balance is accumulated for large projects included in the fee study that continue to be required. No refunds required.
Fire SLIF Fee Description
Fire SLIF Development Fee Schedule
Category Basis Fee
Single Family Residential- Infill Unit 1,057$
Multi-family Residential Unit 698$
Non-Residential Sq Ft 0.81$
Fire SLIF Fund Collections & Expenditures
2021 2022 2023 2024 2025
Beginning Balance 620,640$ 872,728$ 967,301$ 1,107,949$ 1,302,050$
REVENUES
SLIF Fees 243,190 88,570 140,648 156,233 70,124 Interest Earnings 8,898 6,003 37,868
Other Revenues
Total Revenue 252,088 94,572 140,648 194,101 70,124
EXPENDITURES
Program Title
Total Expenditures - - - - - Excess(deficiency) revenues over expenditures 252,088 94,572 140,648 194,101 70,124 Total Available Fund Equity at June 30 872,728$ 967,301$ 1,107,949$ 1,302,050$ 1,372,174$ Conclusion:
FUND 1660 - FIRE SLIF FUND
Fire SLIF development fees are used to construct additional fire station facilities needed to provide service to the new growth area.
Unexpended fund balance is accumulated for large projects included in the fee study that continue to be required.
No refunds required.
Fiscal Year
RESOLUTION NO. _____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND ACCEPTING THE FISCAL YEAR 2024/25 ANNUAL REPORT OF
DEVELOPMENT FEES (AB1600 REPORT)
WHEREAS, the City of Woodland imposes fees to mitigate the impact of development pursuant to Government Code sections 66000 et seq.; and WHEREAS, said fees collected are deposited into a special and separate capital fund for each type of improvement funded by development fees; and WHEREAS, the City maintains separate funds for general city, parks and recreation, police, fire, library, water, storm drainage, roads, and wastewater; and WHEREAS, the City maintains separate funds for Spring Lake Infrastructure Fees for parks and recreation, storm drainage, roads, water, fire and wastewater; and WHEREAS, the City is required within 180 days after the last day of each fiscal year to make available to the public information for the fiscal year regarding these fees under Government Code section 66006; and
WHEREAS, City staff has prepared a report (“AB1600 Report”) that contains the information required by Government Code section 66006, a copy which is attached hereto as Exhibit “A”; and
WHEREAS, no interfund transfers or loans were made from any of the accounts identified in the AB1600 Report; and
WHEREAS, there were no refunds of development impact fees collected pursuant to Government Code §66001(e), nor were there any allocations of unexpended revenues collected pursuant to Government Code §66001(f); and
WHEREAS, no interested persons have requested notice of the AB1600 Report; consequently, no notices of the availability of the AB1600 Report were mailed.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Woodland as follows:
SECTION 1. In accordance with Government Code section 66006, the City has conducted an annual review of its development impact fees and capital improvement program and the City Council has reviewed the AB1600 Report attached hereto as Exhibit A and incorporated herein by this reference.
SECTION 2. The funds have been and shall be used for the purposes stated in said reports and are necessary to mitigate impacts resulting from development in the City and further finds that there is a reasonable relationship between the use of the fees and type of development project upon which the fee is imposed.
SECTION 3. The City Council hereby approves, accepts, and adopts the AB1600 Report.
The AB1600 Report is available for public review on the City’s website, at the City Clerk’s office and upon request.
SECTION 4. The resolution shall take effect immediately upon adoption.
SECTION 5. If a section, subsection, sentence, clause, phrase or portion of this Resolution is for any reason held invalid or unconstitutional, such decision shall not affect the validity of the remaining portions of this Resolution. The City Council hereby declares that it would have passed this Resolution and each section, subsection, phrase or clause thereof irrespective of the fact that any one or more sections, subsections, phrases or clauses by declared unconstitutional on their face or as applied.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Woodland at a regular meeting held on the 16th day of December 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
________________________________
Tom Stallard, Mayor
ATTEST: APPROVED AS TO FORM:
________________________________ ________________________________ Marissa Kersey, City Clerk Ethan Walsh, City Attorney
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 16, 2025
ITEM #: H.12
SUBJECT: Approval of Job Description for Utilities Engineering Manager and Updated Salary Schedule
Recommendation for Action: Staff recommends that the City Council approve Resolution No. ____, approving the Job Description for the Utilities Engineering Manager, authorizing changes to the Approved Full-Time Equivalent Listing, and updating the Salary Schedule
Staff Contact:
Kim McKinney, Administrative Services Director, (530) 661-5849, [email protected]
Fiscal Impact:
No fiscal impact associated with this action. The costs associated with the position can be accommodated in the approved fiscal year 2025/26 budget.
Discussion:
As the City’s water and wastewater infrastructure continues to expand and age, the technical and regulatory demands placed on our utility engineering leadership have increased. Continuing challenges, such as stringent state and federal water quality requirements, long-term capital improvement planning, asset management, and other initiatives, require a higher level of engineering oversight and strategic coordination.
In addition, the City’s participation in the Woodland Davis Clean Water Agency (WDCWA) necessitates a leadership role with enhanced capacity to provide informed technical guidance, coordinate capital projects, review regional planning efforts, and represent the City’s interests in collaborative decision-making.
To address these needs, staff developed a Utilities Engineering Manager job description that more accurately reflects the advanced technical expertise, supervisory responsibilities, and inter-agency coordination required.
The position is proposed to be covered by the Mid-Management Professional's Association (MMPA) and will be paid in the range M144 of the salary schedule.
The citywide salary schedule has been updated to include this position, and the attached resolution also approves changes to the authorized position listing that was originally approved by Council with approval of the fiscal year 2025/26 budget.
Conclusion:
Staff recommends that the City Council approve Resolution No. ____, approving the Job Description for the Utilities Engineering Manager, authorizing changes to the Approved Full-Time Equivalent Listing, and updating the Salary Schedule
Prepared by: Kim McKinney, Administrative Services Director
Attachments:
1. Utilities Engineering Manager - Job Description
2. Salary Schedule - Dec 16 2025
3. Proposed Resolution - Authorized FTE Changes - Utilities Engineer
UTILITIES ENGINEERING MANAGER
DEFINITION
To manage or participate in a variety of professional civil engineering work in the operation, design, construction, maintenance and repairs of structures and facilities for the City’s utilities, including water supply, water distribution, recycled water, storm water, flood risk management, wastewater treatment and wastewater collections activities and to coordinate activities with other divisions or departments.
Serve as the City’s Representative for the Woodland-Davis Clean Water Agency (WDCWA) as either General Manager or Operations Manager.
SUPERVISION RECEIVED AND EXERCISED
General direction is provided by the City Engineer or designee. Responsibilities include direct and indirect supervision of professional, technical, operations, and clerical staff. Also provides management and supervision of consultant contracts. Exercises discretion and independent judgment with respect to assigned duties.
EXAMPLES OF DUTIES
The following are typical illustrations of duties encompassed by the job class; not an all-inclusive or limiting list:
ESSENTIAL JOB FUNCTIONS
• Oversee the Utilities Engineering division. Plan, coordinate, and implement activities and projects related to the City’s utilities, including water supply, water distribution, water treatment, recycled water, wastewater collections, wastewater treatment, storm water and flood risk management. • Conduct and implement the most complex and technical engineering studies and projects. • Keep abreast of changes in regulations and maintain regulatory compliance activities. • Research, analyze and make recommendations regarding major technical methodologies, practices and problems; research and prepare reports recommending the improvement of services and measures to improve efficiency of operations.
• Plan, develop, and oversee work of staff involved in activities related to assigned areas of responsibility.
• Evaluate operations and activities of assigned areas of responsibility; determine priorities , develop short- and long-range plans, implement improvements and modifications , prepare various reports on operations and activities.
• Manage the water supply portfolio between WDCWA supplied water and City water supplies to meet water quality objectives and ensure adequate short- and long-term supply.
• Engage with and provide information to the public. Investigate complaints and recommend corrective action, as necessary.
• Select, train, evaluate and discipline assigned staff • Administer WDCWA as either the General Manager or Operations Manager, as assigned. This includes serving as staff to the Board of Directors, managing WDCWA staff, consultants and facilities, preparing budgets, managing water rights and supplemental water supplies, coordinating with WDCWA partners, overseeing operations including the primary design -build-operate (DBO) contract, operations, and water treatment regulations compliance and reporting. • Regular, predictable, consistent and timely attendance is an essential function of the position, in that Employee must be present to work to complete assigned tasks.
OTHER JOB FUNCTIONS
• Interpret and apply relevant codes, ordinances, rules and regulations. • Ensure compliance with CEQA, the Public Contract Code, and all applicable State, Federal and local regulations and standards related to assigned areas of responsibility. • Stamp plans for in-house design work related to assigned area of responsibility. • Check plans for accuracy, suitability and completeness. Direct revisions as necessary. • Conduct special engineering studies relative to assigned areas of responsibility; prepare appropriate reports and analysis.
• Manage development of infrastructure master plans.
• Prepare and present general correspondence, technical, statistical and Board/Council reports. • Supervise, train, mentor and evaluate assigned staff. • Serve as staff support to a variety of City, County, regional and external commissions, boards and committees.
• Build and maintain positive working relationships with coworkers, City employees, other public agencies and members of the public using principles of good customer service. • Perform related duties as assigned.
QUALIFICATIONS
Knowledge of:
• Principles and practices of professional engineering related to assigned functions of the City’s utilities, which may include water supply, water distribution, water treatment, recycled water, wastewater collections, wastewater treatment, storm water and flood risk management. • Applicable local, State and Federal regulations, rules, codes, laws, ordinances, policies and standards.
• Methods, materials and techniques used in planning, design, construction, maintenance, operations and rehabilitation of a variety of treatment plants, recycled water, waste/sewer/storm facilities including pipelines, wells, pump stations and flood control facilities. • Municipal utility service management, operations and maintenance practices and principles. • Principles and practices of research analysis and management.
• Budget preparation and expenditure monitoring and control. • Principles and practices of public sector contract administration and capital project management. • Modern office procedures and standard computer equipment, software and specialized engineering software related to specific department operations.
• Principles and practices of management, supervision, leadership, motivation, team building and conflict resolution.
Skill to:
• Plan, coordinate and prioritize a variety of programs and projects. • Analyze complex technical and administrative methodologies, practices and problems. Evaluate alternatives and implement creative and sound solutions. • Manage, direct, coordinate and evaluate the work of professional and technical personnel. • Prepare and present clear, concise and competent reports, both orally and in writing. • Establish and maintain effective working relationships with those contacted in the performance of duties.
Ability to:
• Train and evaluate the performance of assigned staff. • Communicate effectively both orally and in writing.
• Interpret, apply and explain rules, regulations, policies and procedures. • Analyze situations accurately and adopt an effective course of action. • Meet schedules and timelines.
• Work independently with little direction.
• Prepare comprehensive narrative and statistical reports. • Maintain a variety of reports and files related to assigned activities. • Establish and maintain cooperative and effective working relationships with others. • Operate a computer and assigned software.
Minimum Education and Experience:
Education:
Bachelor's Degree from an accredited college or university with major course work in civil engineering.
Experience:
Six (6) years of increasingly responsible and varied civil engineering experience including significant supervisory responsibilities with at least three (3) years’ experience specifically related to water supply, water distribution, water treatment, recycled water, wastewater treatment, storm water, flood and wastewater collection.
License or Certificates:
Possession of a valid certificate of registration as a Professional Civil Engineer in the State of California and possession of a valid California Driver’s License, required upon hire
ADA COMPLIANCE
Physical Ability: Positions in this class typically require climbing, balancing, stooping, kneeling, crouching, reaching, standing, walking, pushing, pulling, lifting, fingering, grasping, talking, hearing, seeing, and repetitive motions.
Heavy Work: Exerting in excess of 25 pounds of force occasionally, and/or in excess of 50 pounds of force constantly to move objects.
OTHER REQUIREMENTS
Sensory Requirements: Requires the ability to recognize and identify similarities and differences between shade, degree or value of colors, shapes, sounds, forms, textures or physical appearance associated with objects and people.
Environmental Factors: May be subjected to moving mechanical parts, electrical currents, vibrations, fumes, odors, dusts, gases, poor ventilation, chemicals, oils, extreme temperatures, workspace restrictions, intense noises, and environmental dangers.
Approved by City Council December 16, 2025
CITY OF WOODLAND - SALARY SCHEDULE
Effective
December 11, 2025
CLASSIFICATION
GRADE
GROUP
Period
1 2
3 4
5 6
7 8
ACCOUNTANT I
M116
MMPA
Bi-Weekly
$2,637.02
$2,768.87
$2,907.32
$3,052.68
$3,205.31
$3,365.57
-
-
Monthly
$5,713.54
$5,999.22
$6,299.19
$6,614.13
$6,944.84
$7,292.07
-
-
ACCOUNTANT II
M120
MMPA
Bi-Weekly
$2,910.78
$3,056.31
$3,209.12
$3,369.59
$3,538.08
$3,714.96
-
-
Monthly
$6,306.70
$6,622.00
$6,953.10
$7,300.78
$7,665.83
$8,049.09
-
-
ACCOUNTING TECHNICIAN
G45
WCEA
Bi-Weekly
$2,363.11
$2,481.25
$2,605.32
$2,735.59
$2,872.38
$3,015.98
-
-
Monthly
$5,120.07
$5,376.04
$5,644.85
$5,927.11
$6,223.48
$6,534.63
-
-
ADMIN SERVICES DIRECTOR
116
MGMT
Bi-Weekly
$6,228.23
-
-
-
$7,996.15
-
-
-
Monthly
$13,494.50
-
-
-
$17,325.00
-
-
-
ADMINISTRATIVE CLERK I
G28
WCEA
Bi-Weekly
$1,553.01
$1,630.68
$1,712.21
$1,797.81
$1,887.71
$1,982.09
-
-
Monthly
$3,364.86
$3,533.14
$3,709.78
$3,895.25
$4,090.04
$4,294.53
-
-
ADMINISTRATIVE CLERK II
G32
WCEA
Bi-Weekly
$1,714.24
$1,799.96
$1,889.94
$1,984.45
$2,083.67
$2,187.85
-
-
Monthly
$3,714.19
$3,899.90
$4,094.88
$4,299.64
$4,514.62
$4,740.33
-
-
ADMINISTRATIVE CLERK III
G36
WCEA
Bi-Weekly
$1,892.19
$1,986.82
$2,086.16
$2,190.47
$2,300.00
$2,414.99
-
-
Monthly
$4,099.75
$4,304.79
$4,520.00
$4,746.02
$4,983.33
$5,232.48
-
-
ADMINISTRATIVE SECRETARY
G42
WCEA
Bi-Weekly
$2,194.37
$2,304.10
$2,419.29
$2,540.26
$2,667.28
$2,800.64
-
-
Monthly
$4,754.47
$4,992.22
$5,241.79
$5,503.90
$5,779.10
$6,068.04
-
-
ADMINISTRATIVE SUPERVISOR
G47
WCEA
Bi-Weekly
$2,482.74
$2,606.86
$2,737.21
$2,874.06
$3,017.78
$3,168.66
-
-
Monthly
$5,379.26
$5,648.21
$5,930.62
$6,227.13
$6,538.51
$6,865.43
-
-
ASSISTANT ENGINEER
M125
MMPA
Bi-Weekly
$3,293.28
$3,457.94
$3,630.84
$3,812.37
$4,002.99
$4,203.14
-
-
Monthly
$7,135.43
$7,492.20
$7,866.82
$8,260.13
$8,673.15
$9,106.81
-
-
ASSISTANT PLANNER
M118
MMPA
Bi-Weekly
$2,770.52
$2,909.05
$3,054.49
$3,207.23
$3,367.58
$3,535.96
-
-
Monthly
$6,002.80
$6,302.94
$6,618.06
$6,948.99
$7,296.43
$7,661.24
-
-
ASSOCIATE CIVIL ENGINEER
M131
MMPA
Bi-Weekly
$3,819.19
$4,010.15
$4,210.65
$4,421.19
$4,642.24
$4,874.36
-
-
Monthly
$8,274.92
$8,688.65
$9,123.07
$9,579.24
$10,058.19
$10,561.11
-
-
ASSOCIATE ENGINEER
M127
MMPA
Bi-Weekly
$3,460.00
$3,633.00
$3,814.64
$4,005.38
$4,205.65
$4,415.93
-
-
Monthly
$7,496.67
$7,871.50
$8,265.05
$8,678.32
$9,112.24
$9,567.84
-
-
ASSOCIATE PLANNER
M124
MMPA
Bi-Weekly
$3,212.95
$3,373.60
$3,542.27
$3,719.39
$3,905.36
$4,100.63
-
-
Monthly
$6,961.40
$7,309.47
$7,674.92
$8,058.68
$8,461.61
$8,884.70
-
-
BUILDING INSPECTOR I
G49
WCEA
Bi-Weekly
$2,608.42
$2,738.84
$2,875.78
$3,019.57
$3,170.54
$3,329.07
-
-
Monthly
$5,651.57
$5,934.15
$6,230.85
$6,542.39
$6,869.51
$7,212.98
-
-
BUILDING INSPECTOR II
G53
WCEA
Bi-Weekly
$2,879.20
$3,023.18
$3,174.32
$3,333.05
$3,499.69
$3,674.67
-
-
Monthly
$6,238.27
$6,550.21
$6,877.70
$7,221.60
$7,582.67
$7,961.79
-
-
BUS ENGAGE/RSRCE CONS PROG MGR
M124
MMPA
Bi-Weekly
$3,212.95
$3,373.60
$3,542.27
$3,719.39
$3,905.36
$4,100.63
-
-
Monthly
$6,961.40
$7,309.47
$7,674.92
$8,058.68
$8,461.61
$8,884.70
-
-
CDD DEPUTY DIRECTOR
120
MGMT
Bi-Weekly
$5,294.62
-
-
-
$6,788.46
-
-
-
Monthly
$11,471.67
-
-
-
$14,708.33
-
-
-
REGULAR FULL-TIME EMPLOYEES - BIWEEKLY/MONTHLY SALARY
Page:
1
CITY OF WOODLAND - SALARY SCHEDULE
Effective
December 11, 2025
CHIEF BUILDING OFFICIAL
M140
MMPA
Bi-Weekly
$4,769.64
$5,008.12
$5,258.52
$5,521.46
$5,797.52
$6,087.40
-
-
Monthly
$10,334.21
$10,850.92
$11,393.47
$11,963.16
$12,561.30
$13,189.37
-
-
CHIEF COLLECTION SYSTEM OPER
M132
MMPA
Bi-Weekly
$3,914.66
$4,110.40
$4,315.92
$4,531.70
$4,758.30
$4,996.22
-
-
Monthly
$8,481.77
$8,905.86
$9,351.17
$9,818.69
$10,309.66
$10,825.15
-
-
CHIEF INFORMATION OFFICER
M142
MMPA
Bi-Weekly
$5,011.10
$5,261.66
$5,524.74
$5,800.98
$6,091.03
$6,395.58
-
-
Monthly
$10,857.39
$11,400.27
$11,970.28
$12,568.79
$13,197.23
$13,857.09
-
-
CHIEF WATER SYSTEM OP
M132
MMPA
Bi-Weekly
$3,914.66
$4,110.40
$4,315.92
$4,531.70
$4,758.30
$4,996.22
-
-
Monthly
$8,481.77
$8,905.86
$9,351.17
$9,818.69
$10,309.66
$10,825.15
-
-
CIRCULATION SUPERVISOR
G37
WCEA
Bi-Weekly
$1,939.50
$2,036.47
$2,138.31
$2,245.21
$2,357.49
$2,475.36
-
-
Monthly
$4,202.25
$4,412.36
$4,633.00
$4,864.63
$5,107.89
$5,363.27
-
-
CITY CLERK
125
MGMT
Bi-Weekly
$4,804.62
-
-
-
$6,130.38
-
-
-
Monthly
$10,410.00
-
-
-
$13,282.50
-
-
-
CITY COUNCIL
110
CNCL
Bi-Weekly
$115.38
-
-
-
-
-
-
-
Monthly
$250.00
-
-
-
-
-
-
-
CITY ENGINEER
M145
MMPA
Bi-Weekly
$5,396.41
$5,666.23
$5,949.53
$6,247.02
$6,559.37
$6,887.33
-
-
Monthly
$11,692.23
$12,276.84
$12,890.65
$13,535.22
$14,211.97
$14,922.55
-
-
CITY MANAGER
101
CM
Bi-Weekly
$12,033.05
-
-
-
-
-
-
-
Monthly
$26,071.62
-
-
-
-
-
-
-
CODE COMPLIANCE OFFICER I
G46
WCEA
Bi-Weekly
$2,422.17
$2,543.29
$2,670.44
$2,803.97
$2,944.18
$3,091.37
-
-
Monthly
$5,248.04
$5,510.45
$5,785.96
$6,075.27
$6,379.05
$6,697.96
-
-
CODE COMPLIANCE OFFICER II
G50
WCEA
Bi-Weekly
$2,673.63
$2,807.31
$2,947.67
$3,095.05
$3,249.82
$3,412.30
-
-
Monthly
$5,792.86
$6,082.51
$6,386.61
$6,705.95
$7,041.28
$7,393.32
-
-
COMM & STRATEGIC POLICY MGR
M134
MMPA
Bi-Weekly
$4,112.86
$4,318.48
$4,534.41
$4,761.12
$4,999.19
$5,249.16
-
-
Monthly
$8,911.19
$9,356.71
$9,824.56
$10,315.77
$10,831.57
$11,373.17
-
-
COMM ENHANCEMENT SPECIALIST
G46
WCEA
Bi-Weekly
$2,422.17
$2,543.29
$2,670.44
$2,803.97
$2,944.18
$3,091.37
-
-
Monthly
$5,248.04
$5,510.45
$5,785.96
$6,075.27
$6,379.05
$6,697.96
-
-
COMM RISK REDUCTION SPEC I
185A
WPFA
Bi-Weekly
$2,547.85
$2,675.37
$2,809.13
$2,949.59
$3,097.06
-
-
-
Monthly
$5,520.35
$5,796.64
$6,086.45
$6,390.78
$6,710.29
-
-
-
COMM RISK REDUCTION SPEC II
185B
WPFA
Bi-Weekly
$2,739.79
$2,876.78
$3,020.62
$3,171.65
$3,330.24
-
-
-
Monthly
$5,936.20
$6,233.03
$6,544.68
$6,871.91
$7,215.52
-
-
-
COMMUNITY DEVELOPMENT CLERK I
G32
WCEA
Bi-Weekly
$1,714.24
$1,799.96
$1,889.94
$1,984.45
$2,083.67
$2,187.85
-
-
Monthly
$3,714.19
$3,899.90
$4,094.88
$4,299.64
$4,514.62
$4,740.33
-
-
COMMUNITY DEVELOPMENT CLERK II
G37
WCEA
Bi-Weekly
$1,939.50
$2,036.47
$2,138.31
$2,245.21
$2,357.49
$2,475.36
-
-
Monthly
$4,202.25
$4,412.36
$4,633.00
$4,864.63
$5,107.89
$5,363.27
-
-
COMMUNITY DEVELOPMENT DIRECTOR
119
MGMT
Bi-Weekly
$6,228.23
-
-
-
$7,996.15
-
-
-
Monthly
$13,494.50
-
-
-
$17,325.00
-
-
-
COMMUNITY DEVELOPMENT TECH I
G42
WCEA
Bi-Weekly
$2,194.37
$2,304.10
$2,419.29
$2,540.26
$2,667.28
$2,800.64
-
-
Monthly
$4,754.47
$4,992.22
$5,241.79
$5,503.90
$5,779.10
$6,068.04
-
-
COMMUNITY DEVELOPMENT TECH II
G46
WCEA
Bi-Weekly
$2,422.17
$2,543.29
$2,670.44
$2,803.97
$2,944.18
$3,091.37
-
-
Page:
2
CITY OF WOODLAND - SALARY SCHEDULE
Effective
December 11, 2025
Monthly
$5,248.04
$5,510.45
$5,785.96
$6,075.27
$6,379.05
$6,697.96
-
-
COMMUNITY SERVICES DIRECTOR
122
MGMT
Bi-Weekly
$6,228.23
-
-
-
$7,996.15
-
-
-
Monthly
$13,494.50
-
-
-
$17,325.00
-
-
-
COMMUNITY SVCS OFFICER
228
WPOA
Bi-Weekly
$2,204.20
$2,314.42
$2,430.14
$2,551.65
$2,679.24
$2,813.20
-
-
Monthly
$4,775.77
$5,014.58
$5,265.31
$5,528.57
$5,805.01
$6,095.26
-
-
COMMUNITY SVCS PROGRAM MGR
M125
MMPA
Bi-Weekly
$3,293.28
$3,457.94
$3,630.84
$3,812.37
$4,002.99
$4,203.14
-
-
Monthly
$7,135.43
$7,492.20
$7,866.82
$8,260.13
$8,673.15
$9,106.81
-
-
CONSERVATION COORDINATOR
G46
WCEA
Bi-Weekly
$2,422.17
$2,543.29
$2,670.44
$2,803.97
$2,944.18
$3,091.37
-
-
Monthly
$5,248.04
$5,510.45
$5,785.96
$6,075.27
$6,379.05
$6,697.96
-
-
CONTRUCTION PROJECT MANAGER
M129
MMPA
Bi-Weekly
$3,635.16
$3,816.91
$4,007.76
$4,208.14
$4,418.56
$4,639.48
-
-
Monthly
$7,876.19
$8,269.97
$8,683.47
$9,117.63
$9,573.55
$10,052.21
-
-
CRIME PREVENTION SPECIALIST
231
WPOA
Bi-Weekly
$2,204.20
$2,314.42
$2,430.14
$2,551.65
$2,679.24
$2,813.20
-
-
Monthly
$4,775.77
$5,014.58
$5,265.31
$5,528.57
$5,805.01
$6,095.26
-
-
DATA SERVICES MANAGER
M136
MMPA
Bi-Weekly
$4,321.06
$4,537.11
$4,763.97
$5,002.17
$5,252.28
$5,514.88
-
-
Monthly
$9,362.29
$9,830.41
$10,321.94
$10,838.04
$11,379.93
$11,948.91
-
-
DEPUTY FIRE CHIEF
162
FMMA
Bi-Weekly
$5,710.39
$5,995.91
$6,295.70
$6,610.48
$6,997.49
-
-
-
Monthly
$12,372.51
$12,991.13
$13,640.69
$14,322.71
$15,161.24
-
-
-
DEPUTY POLICE CHIEF
205
PMMA
Bi-Weekly
$5,662.61
$5,945.75
$6,243.03
$6,555.19
$6,882.95
$7,227.10
$7,588.45
$7,967.88
Monthly
$12,269.00
$12,882.47
$13,526.57
$14,202.92
$14,913.06
$15,658.71
$16,441.65
$17,263.73
DEPUTY PW DIRECTOR - UTILITIES
138
MGMT
Bi-Weekly
$5,294.62
-
-
-
$6,788.46
-
-
-
Monthly
$11,471.67
-
-
-
$14,708.33
-
-
-
DNU - FOR TESTING
G28
WCEA
Bi-Weekly
$1,553.01
$1,630.68
$1,712.21
$1,797.81
$1,887.71
$1,982.09
-
-
Monthly
$3,364.86
$3,533.14
$3,709.78
$3,895.25
$4,090.04
$4,294.53
-
-
ELECTRICAL/SIGNS & MARK SUPER
M134
MMPA
Bi-Weekly
$4,112.86
$4,318.48
$4,534.41
$4,761.12
$4,999.19
$5,249.16
-
-
Monthly
$8,911.19
$9,356.71
$9,824.56
$10,315.77
$10,831.57
$11,373.17
-
-
ELECTRICIANS ASSISTANT
G43
WCEA
Bi-Weekly
$2,249.23
$2,361.68
$2,479.78
$2,603.78
$2,733.97
$2,870.65
-
-
Monthly
$4,873.32
$5,116.97
$5,372.85
$5,641.52
$5,923.59
$6,219.74
-
-
ENGINEERING AIDE I
G33
WCEA
Bi-Weekly
$1,757.10
$1,844.95
$1,937.20
$2,034.05
$2,135.76
$2,242.56
-
-
Monthly
$3,807.05
$3,997.39
$4,197.27
$4,407.10
$4,627.48
$4,858.87
-
-
ENGINEERING AIDE II
G37
WCEA
Bi-Weekly
$1,939.50
$2,036.47
$2,138.31
$2,245.21
$2,357.49
$2,475.36
-
-
Monthly
$4,202.25
$4,412.36
$4,633.00
$4,864.63
$5,107.89
$5,363.27
-
-
ENGINEERING ASSISTANT
G56
WCEA
Bi-Weekly
$3,100.59
$3,255.62
$3,418.41
$3,589.33
$3,768.79
$3,957.22
-
-
Monthly
$6,717.95
$7,053.85
$7,406.55
$7,776.88
$8,165.72
$8,573.98
-
-
ENGINEERING TECH I
G44
WCEA
Bi-Weekly
$2,305.46
$2,420.73
$2,541.77
$2,668.86
$2,802.30
$2,942.42
-
-
Monthly
$4,995.17
$5,244.91
$5,507.17
$5,782.54
$6,071.65
$6,375.24
-
-
ENGINEERING TECH II
G48
WCEA
Bi-Weekly
$2,544.79
$2,672.04
$2,805.63
$2,945.93
$3,093.22
$3,247.87
-
-
Monthly
$5,513.72
$5,789.42
$6,078.87
$6,382.85
$6,701.97
$7,037.06
-
-
ENGINEERING TECH III
G52
WCEA
Bi-Weekly
$2,808.97
$2,949.42
$3,096.91
$3,251.74
$3,414.34
$3,585.05
-
-
Monthly
$6,086.10
$6,390.42
$6,709.97
$7,045.44
$7,397.73
$7,767.61
-
-
Page:
3
CITY OF WOODLAND - SALARY SCHEDULE
Effective
December 11, 2025
ENV COMPLIANCE INSPECTOR I
G39
WCEA
Bi-Weekly
$2,037.70
$2,139.57
$2,246.57
$2,358.88
$2,476.82
$2,600.67
-
-
Monthly
$4,415.01
$4,635.74
$4,867.58
$5,110.90
$5,366.45
$5,634.79
-
-
ENV COMPLIANCE INSPECTOR II
G43
WCEA
Bi-Weekly
$2,249.23
$2,361.68
$2,479.78
$2,603.78
$2,733.97
$2,870.65
-
-
Monthly
$4,873.32
$5,116.97
$5,372.85
$5,641.52
$5,923.59
$6,219.74
-
-
ENV COMPLIANCE SPECIALIST
G49
WCEA
Bi-Weekly
$2,608.42
$2,738.84
$2,875.78
$3,019.57
$3,170.54
$3,329.07
-
-
Monthly
$5,651.57
$5,934.15
$6,230.85
$6,542.39
$6,869.51
$7,212.98
-
-
ENV RESOURCES ANALYST
M127
MMPA
Bi-Weekly
$3,460.00
$3,633.00
$3,814.64
$4,005.38
$4,205.65
$4,415.93
-
-
Monthly
$7,496.67
$7,871.50
$8,265.05
$8,678.32
$9,112.24
$9,567.84
-
-
EQUIPMENT MECHANIC HEAVY
G46
WCEA
Bi-Weekly
$2,422.17
$2,543.29
$2,670.44
$2,803.97
$2,944.18
$3,091.37
-
-
Monthly
$5,248.04
$5,510.45
$5,785.96
$6,075.27
$6,379.05
$6,697.96
-
-
EQUIPMENT MECHANIC LIGHT
G41
WCEA
Bi-Weekly
$2,140.85
$2,247.89
$2,360.29
$2,478.31
$2,602.23
$2,732.33
-
-
Monthly
$4,638.52
$4,870.43
$5,113.96
$5,369.66
$5,638.16
$5,920.04
-
-
EQUIPMENT MECHANIC SENIOR
G50
WCEA
Bi-Weekly
$2,673.63
$2,807.31
$2,947.67
$3,095.05
$3,249.82
$3,412.30
-
-
Monthly
$5,792.86
$6,082.51
$6,386.61
$6,705.95
$7,041.28
$7,393.32
-
-
EQUIPMENT SERVICE CLERK
G32
WCEA
Bi-Weekly
$1,714.24
$1,799.96
$1,889.94
$1,984.45
$2,083.67
$2,187.85
-
-
Monthly
$3,714.19
$3,899.90
$4,094.88
$4,299.64
$4,514.62
$4,740.33
-
-
EQUIPMENT SERVICE WORKER
G34
WCEA
Bi-Weekly
$1,801.02
$1,891.08
$1,985.63
$2,084.90
$2,189.16
$2,298.61
-
-
Monthly
$3,902.21
$4,097.35
$4,302.20
$4,517.29
$4,743.18
$4,980.31
-
-
EXECUTIVE ASSISTANT
G49
WCEA
Bi-Weekly
$2,608.42
$2,738.84
$2,875.78
$3,019.57
$3,170.54
$3,329.07
-
-
Monthly
$5,651.57
$5,934.15
$6,230.85
$6,542.39
$6,869.51
$7,212.98
-
-
EXECUTIVE ASST TO CM
G50
WCEA
Bi-Weekly
$2,673.63
$2,807.31
$2,947.67
$3,095.05
$3,249.82
$3,412.30
-
-
Monthly
$5,792.86
$6,082.51
$6,386.61
$6,705.95
$7,041.28
$7,393.32
-
-
FACILITY MAINT WORKER III
G45
WCEA
Bi-Weekly
$2,363.11
$2,481.25
$2,605.32
$2,735.59
$2,872.38
$3,015.98
-
-
Monthly
$5,120.07
$5,376.04
$5,644.85
$5,927.11
$6,223.48
$6,534.63
-
-
FACILITY MAINTENANCE WORKER I
G35
WCEA
Bi-Weekly
$1,846.06
$1,938.35
$2,035.27
$2,137.03
$2,243.88
$2,356.08
-
-
Monthly
$3,999.79
$4,199.76
$4,409.76
$4,630.23
$4,861.73
$5,104.84
-
-
FACILITY MAINTENANCE WORKER II
G41
WCEA
Bi-Weekly
$2,140.85
$2,247.89
$2,360.29
$2,478.31
$2,602.23
$2,732.33
-
-
Monthly
$4,638.52
$4,870.43
$5,113.96
$5,369.66
$5,638.16
$5,920.04
-
-
FINANCE CLERK I
G32
WCEA
Bi-Weekly
$1,714.24
$1,799.96
$1,889.94
$1,984.45
$2,083.67
$2,187.85
-
-
Monthly
$3,714.19
$3,899.90
$4,094.88
$4,299.64
$4,514.62
$4,740.33
-
-
FINANCE CLERK II
G37
WCEA
Bi-Weekly
$1,939.50
$2,036.47
$2,138.31
$2,245.21
$2,357.49
$2,475.36
-
-
Monthly
$4,202.25
$4,412.36
$4,633.00
$4,864.63
$5,107.89
$5,363.27
-
-
FINANCE OFFICER
M141
MMPA
Bi-Weekly
$4,888.89
$5,133.32
$5,389.99
$5,659.49
$5,942.47
$6,239.60
-
-
Monthly
$10,592.59
$11,122.20
$11,678.32
$12,262.22
$12,875.36
$13,519.14
-
-
FINANCE SPECIALIST
G41
WCEA
Bi-Weekly
$2,140.85
$2,247.89
$2,360.29
$2,478.31
$2,602.23
$2,732.33
-
-
Monthly
$4,638.52
$4,870.43
$5,113.96
$5,369.66
$5,638.16
$5,920.04
-
-
FINANCE SUPERVISOR
G54
WCEA
Bi-Weekly
$2,951.19
$3,098.74
$3,253.69
$3,416.35
$3,587.20
$3,766.54
-
-
Monthly
$6,394.25
$6,713.93
$7,049.67
$7,402.09
$7,772.26
$8,160.84
-
-
FINANCIAL SERVICES MGR
M136
MMPA
Bi-Weekly
$4,321.06
$4,537.11
$4,763.97
$5,002.17
$5,252.28
$5,514.88
-
-
Page:
4
CITY OF WOODLAND - SALARY SCHEDULE
Effective
December 11, 2025
Monthly
$9,362.29
$9,830.41
$10,321.94
$10,838.04
$11,379.93
$11,948.91
-
-
FIRE BATTALION CHIEF-REG
152
FMMA
Bi-Weekly
$5,005.97
$5,256.26
$5,519.07
$5,795.03
$6,084.78
-
-
-
Monthly
$10,846.26
$11,388.56
$11,957.99
$12,555.90
$13,183.69
-
-
-
FIRE CAPTAIN BASE ONLY
178
WPFA
Bi-Weekly
$4,038.79
$4,240.72
$4,452.75
$4,675.41
$4,909.17
-
-
-
Monthly
$8,750.71
$9,188.23
$9,647.63
$10,130.05
$10,636.53
-
-
-
FIRE CHIEF
128
MGMT
Bi-Weekly
$6,275.77
-
-
-
$8,461.54
-
-
-
Monthly
$13,597.50
-
-
-
$18,333.34
-
-
-
FIRE ENGINEER BASE ONLY
175
WPFA
Bi-Weekly
$3,505.24
$3,680.49
$3,864.52
$4,057.75
$4,260.62
-
-
-
Monthly
$7,594.68
$7,974.39
$8,373.13
$8,791.80
$9,231.34
-
-
-
FIRE MARSHAL
165
FMMA
Bi-Weekly
$5,005.96
$5,256.26
$5,519.07
$5,795.03
$6,084.78
-
-
-
Monthly
$10,846.26
$11,388.56
$11,957.99
$12,555.90
$13,183.69
-
-
-
FIREFIGHTER BASE ONLY
172
WPFA
Bi-Weekly
$3,088.55
$3,242.98
$3,405.12
$3,575.39
$3,754.15
-
-
-
Monthly
$6,691.85
$7,026.46
$7,377.76
$7,746.67
$8,133.98
-
-
-
FIREFIGHTER RECRUIT BASE
182
WPFA
Bi-Weekly
$2,779.70
-
-
-
-
-
-
-
Monthly
$6,022.68
-
-
-
-
-
-
-
FLEET & FACILITIES MGR
M131
MMPA
Bi-Weekly
$3,819.19
$4,010.15
$4,210.65
$4,421.19
$4,642.24
$4,874.36
-
-
Monthly
$8,274.92
$8,688.65
$9,123.07
$9,579.24
$10,058.19
$10,561.11
-
-
GIS ANALYST
G62
WCEA
Bi-Weekly
$3,595.72
$3,775.53
$3,964.30
$4,162.51
$4,370.62
$4,589.17
-
-
Monthly
$7,790.72
$8,180.31
$8,589.32
$9,018.77
$9,469.68
$9,943.19
-
-
GIS COORDINATOR
M131
MMPA
Bi-Weekly
$3,819.19
$4,010.15
$4,210.65
$4,421.19
$4,642.24
$4,874.36
-
-
Monthly
$8,274.92
$8,688.65
$9,123.07
$9,579.24
$10,058.19
$10,561.11
-
-
GIS TECHNICIAN I
G49
WCEA
Bi-Weekly
$2,608.42
$2,738.84
$2,875.78
$3,019.57
$3,170.54
$3,329.07
-
-
Monthly
$5,651.57
$5,934.15
$6,230.85
$6,542.39
$6,869.51
$7,212.98
-
-
GIS TECHNICIAN II
G53
WCEA
Bi-Weekly
$2,879.20
$3,023.18
$3,174.32
$3,333.05
$3,499.69
$3,674.67
-
-
Monthly
$6,238.27
$6,550.21
$6,877.70
$7,221.60
$7,582.67
$7,961.79
-
-
HOUSING ANALYST I
M120
MMPA
Bi-Weekly
$2,910.78
$3,056.31
$3,209.12
$3,369.59
$3,538.08
$3,714.96
-
-
Monthly
$6,306.70
$6,622.00
$6,953.10
$7,300.78
$7,665.83
$8,049.09
-
-
HOUSING ANALYST II
M124
MMPA
Bi-Weekly
$3,212.95
$3,373.60
$3,542.27
$3,719.39
$3,905.36
$4,100.63
-
-
Monthly
$6,961.40
$7,309.47
$7,674.92
$8,058.68
$8,461.61
$8,884.70
-
-
HUMAN RESOURCES ANALYST I
M121
MMPA
Bi-Weekly
$2,983.54
$3,132.72
$3,289.35
$3,453.83
$3,626.53
$3,807.85
-
-
Monthly
$6,464.34
$6,787.56
$7,126.93
$7,483.29
$7,857.48
$8,250.34
-
-
HUMAN RESOURCES ANALYST II
M126
MMPA
Bi-Weekly
$3,375.61
$3,544.39
$3,721.61
$3,907.68
$4,103.07
$4,308.22
-
-
Monthly
$7,313.82
$7,679.51
$8,063.49
$8,466.63
$8,889.98
$9,334.48
-
-
HUMAN RESOURCES CLERK
G39
WCEA
Bi-Weekly
$2,037.70
$2,139.57
$2,246.57
$2,358.88
$2,476.82
$2,600.67
-
-
Monthly
$4,415.01
$4,635.74
$4,867.58
$5,110.90
$5,366.45
$5,634.79
-
-
HUMAN RESOURCES MANAGER
M140
MMPA
Bi-Weekly
$4,769.64
$5,008.12
$5,258.52
$5,521.46
$5,797.52
$6,087.40
-
-
Monthly
$10,334.21
$10,850.92
$11,393.47
$11,963.16
$12,561.30
$13,189.37
-
-
HUMAN RESOURCES TECH I
G45
WCEA
Bi-Weekly
$2,363.11
$2,481.25
$2,605.32
$2,735.59
$2,872.38
$3,015.98
-
-
Monthly
$5,120.07
$5,376.04
$5,644.85
$5,927.11
$6,223.48
$6,534.63
-
-
Page:
5
CITY OF WOODLAND - SALARY SCHEDULE
Effective
December 11, 2025
HUMAN RESOURCES TECH II
G50
WCEA
Bi-Weekly
$2,673.63
$2,807.31
$2,947.67
$3,095.05
$3,249.82
$3,412.30
-
-
Monthly
$5,792.86
$6,082.51
$6,386.61
$6,705.95
$7,041.28
$7,393.32
-
-
IND ELECTRICAL/ELECT TECH
G58
WCEA
Bi-Weekly
$3,257.56
$3,420.44
$3,591.47
$3,771.02
$3,959.59
$4,157.55
-
-
Monthly
$7,058.06
$7,410.95
$7,781.51
$8,170.55
$8,579.10
$9,008.03
-
-
INFORMATION SYSTEMS TECH I
G48
WCEA
Bi-Weekly
$2,544.79
$2,672.04
$2,805.63
$2,945.93
$3,093.22
$3,247.87
-
-
Monthly
$5,513.72
$5,789.42
$6,078.87
$6,382.85
$6,701.97
$7,037.06
-
-
INFORMATION SYSTEMS TECH II
G52
WCEA
Bi-Weekly
$2,808.97
$2,949.42
$3,096.91
$3,251.74
$3,414.34
$3,585.05
-
-
Monthly
$6,086.10
$6,390.42
$6,709.97
$7,045.44
$7,397.73
$7,767.61
-
-
INFRA ADMINISTRATOR
M141
MMPA
Bi-Weekly
$4,888.89
$5,133.32
$5,389.99
$5,659.49
$5,942.47
$6,239.60
-
-
Monthly
$10,592.59
$11,122.20
$11,678.32
$12,262.22
$12,875.36
$13,519.14
-
-
JUNIOR ENGINEER
M121
MMPA
Bi-Weekly
$2,983.54
$3,132.72
$3,289.35
$3,453.83
$3,626.53
$3,807.85
-
-
Monthly
$6,464.34
$6,787.56
$7,126.93
$7,483.29
$7,857.48
$8,250.34
-
-
JUNIOR PLANNER
M113
MMPA
Bi-Weekly
$2,448.74
$2,571.17
$2,699.73
$2,834.72
$2,976.46
$3,125.28
-
-
Monthly
$5,305.60
$5,570.86
$5,849.41
$6,141.90
$6,448.99
$6,771.43
-
-
LAB SUPERVISOR
M127
MMPA
Bi-Weekly
$3,460.00
$3,633.00
$3,814.64
$4,005.38
$4,205.65
$4,415.93
-
-
Monthly
$7,496.67
$7,871.50
$8,265.05
$8,678.32
$9,112.24
$9,567.84
-
-
LABRATORY TECHNICIAN I
G43
WCEA
Bi-Weekly
$2,249.23
$2,361.68
$2,479.78
$2,603.78
$2,733.97
$2,870.65
-
-
Monthly
$4,873.32
$5,116.97
$5,372.85
$5,641.52
$5,923.59
$6,219.74
-
-
LABRATORY TECHNICIAN II
G47
WCEA
Bi-Weekly
$2,482.74
$2,606.86
$2,737.21
$2,874.06
$3,017.78
$3,168.66
-
-
Monthly
$5,379.26
$5,648.21
$5,930.62
$6,227.13
$6,538.51
$6,865.43
-
-
LIBRARY PROGRAM MANAGER I
M122
MMPA
Bi-Weekly
$3,058.14
$3,211.05
$3,371.58
$3,540.16
$3,717.18
$3,903.04
-
-
Monthly
$6,625.97
$6,957.28
$7,305.10
$7,670.35
$8,053.89
$8,456.58
-
-
LIBRARY PROGRAM MANAGER II
M125
MMPA
Bi-Weekly
$3,293.28
$3,457.94
$3,630.84
$3,812.37
$4,002.99
$4,203.14
-
-
Monthly
$7,135.43
$7,492.20
$7,866.82
$8,260.13
$8,673.15
$9,106.81
-
-
LIBRARY SERVICES DIRECTOR
131
MGMT
Bi-Weekly
$4,804.62
-
-
-
$6,130.38
-
-
-
Monthly
$10,410.00
-
-
-
$13,282.50
-
-
-
LIBRARY TECH ASSISTANT I
G29
WCEA
Bi-Weekly
$1,591.85
$1,671.43
$1,755.01
$1,842.77
$1,934.90
$2,031.63
-
-
Monthly
$3,449.00
$3,621.44
$3,802.52
$3,992.66
$4,192.28
$4,401.87
-
-
LIBRARY TECH ASSISTANT II
G33
WCEA
Bi-Weekly
$1,757.10
$1,844.95
$1,937.20
$2,034.05
$2,135.76
$2,242.56
-
-
Monthly
$3,807.05
$3,997.39
$4,197.27
$4,407.10
$4,627.48
$4,858.87
-
-
LITERACY COORDINATOR
G46
WCEA
Bi-Weekly
$2,422.17
$2,543.29
$2,670.44
$2,803.97
$2,944.18
$3,091.37
-
-
Monthly
$5,248.04
$5,510.45
$5,785.96
$6,075.27
$6,379.05
$6,697.96
-
-
MAINTENANCE SUPERVISOR
G53
WCEA
Bi-Weekly
$2,879.20
$3,023.18
$3,174.32
$3,333.05
$3,499.69
$3,674.67
-
-
Monthly
$6,238.27
$6,550.21
$6,877.70
$7,221.60
$7,582.67
$7,961.79
-
-
MAINTENANCE WORKER I
G35
WCEA
Bi-Weekly
$1,846.06
$1,938.35
$2,035.27
$2,137.03
$2,243.88
$2,356.08
-
-
Monthly
$3,999.79
$4,199.76
$4,409.76
$4,630.23
$4,861.73
$5,104.84
-
-
MAINTENANCE WORKER II
G40
WCEA
Bi-Weekly
$2,088.65
$2,193.07
$2,302.72
$2,417.85
$2,538.74
$2,665.69
-
-
Monthly
$4,525.41
$4,751.65
$4,989.23
$5,238.68
$5,500.61
$5,775.66
-
-
MAINTENANCE WORKER III
G44
WCEA
Bi-Weekly
$2,305.46
$2,420.73
$2,541.77
$2,668.86
$2,802.30
$2,942.42
-
-
Page:
6
CITY OF WOODLAND - SALARY SCHEDULE
Effective
December 11, 2025
Monthly
$4,995.17
$5,244.91
$5,507.17
$5,782.54
$6,071.65
$6,375.24
-
-
MANAGEMENT ANALYST I
M120
MMPA
Bi-Weekly
$2,910.78
$3,056.31
$3,209.12
$3,369.59
$3,538.08
$3,714.96
-
-
Monthly
$6,306.70
$6,622.00
$6,953.10
$7,300.78
$7,665.83
$8,049.09
-
-
MANAGEMENT ANALYST II
M125
MMPA
Bi-Weekly
$3,293.28
$3,457.94
$3,630.84
$3,812.37
$4,002.99
$4,203.14
-
-
Monthly
$7,135.43
$7,492.20
$7,866.82
$8,260.13
$8,673.15
$9,106.81
-
-
MARKTNG & BUS RELATIONS SPEC
M118
MMPA
Bi-Weekly
$2,770.52
$2,909.05
$3,054.49
$3,207.23
$3,367.58
$3,535.96
-
-
Monthly
$6,002.80
$6,302.94
$6,618.06
$6,948.99
$7,296.43
$7,661.24
-
-
PARK MAINTENANCE WORKER I
G35
WCEA
Bi-Weekly
$1,846.06
$1,938.35
$2,035.27
$2,137.03
$2,243.88
$2,356.08
-
-
Monthly
$3,999.79
$4,199.76
$4,409.76
$4,630.23
$4,861.73
$5,104.84
-
-
PARK MAINTENANCE WORKER II
G39
WCEA
Bi-Weekly
$2,037.70
$2,139.57
$2,246.57
$2,358.88
$2,476.82
$2,600.67
-
-
Monthly
$4,415.01
$4,635.74
$4,867.58
$5,110.90
$5,366.45
$5,634.79
-
-
PARK MAINTENANCE WORKER III
G43
WCEA
Bi-Weekly
$2,249.23
$2,361.68
$2,479.78
$2,603.78
$2,733.97
$2,870.65
-
-
Monthly
$4,873.32
$5,116.97
$5,372.85
$5,641.52
$5,923.59
$6,219.74
-
-
PARK SUPERINTENDENT
M132
MMPA
Bi-Weekly
$3,914.66
$4,110.40
$4,315.92
$4,531.70
$4,758.30
$4,996.22
-
-
Monthly
$8,481.77
$8,905.86
$9,351.17
$9,818.69
$10,309.66
$10,825.15
-
-
PARK SUPERVISOR
G51
WCEA
Bi-Weekly
$2,740.48
$2,877.49
$3,021.37
$3,172.43
$3,331.08
$3,497.61
-
-
Monthly
$5,937.70
$6,234.57
$6,546.29
$6,873.59
$7,217.33
$7,578.16
-
-
POLICE CHIEF
134
MGMT
Bi-Weekly
$7,734.16
-
-
-
$10,176.52
-
-
-
Monthly
$16,757.34
-
-
-
$22,049.13
-
-
-
POLICE CRIME & INTEL ANALYST
212
WPSA
Bi-Weekly
$2,825.80
$2,967.10
$3,115.44
$3,271.21
$3,434.77
-
-
-
Monthly
$6,122.56
$6,428.72
$6,750.12
$7,087.63
$7,442.00
-
-
-
POLICE LIEUTENANT
202
PMMA
Bi-Weekly
$5,152.08
$5,409.68
$5,680.16
$5,964.18
$6,262.38
$6,575.51
$6,904.28
$7,249.50
Monthly
$11,162.85
$11,720.96
$12,307.02
$12,922.38
$13,568.48
$14,246.93
$14,959.28
$15,707.24
POLICE OFFICER RECRUIT
222
WPOA
Bi-Weekly
$3,013.82
-
-
-
-
-
-
-
Monthly
$6,529.94
-
-
-
-
-
-
-
POLICE OFFICER-BASE ONLY
225
WPOA
Bi-Weekly
$3,348.69
$3,516.13
$3,691.94
$3,876.51
$4,070.36
$4,273.88
$4,487.57
-
Monthly
$7,255.51
$7,618.29
$7,999.21
$8,399.12
$8,819.11
$9,260.08
$9,723.06
-
POLICE RECORDS SPECIALIST
234A
WPOA
Bi-Weekly
$1,956.43
$2,054.26
$2,156.96
$2,264.82
$2,378.06
-
-
-
Monthly
$4,238.93
$4,450.89
$4,673.42
$4,907.10
$5,152.46
-
-
-
POLICE RECORDS SUPERVISOR
215
WPSA
Bi-Weekly
$2,650.79
$2,783.33
$2,922.48
$3,068.63
$3,222.06
-
-
-
Monthly
$5,743.37
$6,030.54
$6,332.04
$6,648.69
$6,981.12
-
-
-
POLICE SERGEANT
218
WPSA
Bi-Weekly
$3,873.69
$4,067.38
$4,270.76
$4,484.29
$4,708.50
$4,943.93
$5,191.12
$5,450.68
Monthly
$8,393.00
$8,812.65
$9,253.31
$9,715.95
$10,201.75
$10,711.86
$11,247.43
$11,809.80
POOL FACILITIES TECH
G46
WCEA
Bi-Weekly
$2,422.17
$2,543.29
$2,670.44
$2,803.97
$2,944.18
$3,091.37
-
-
Monthly
$5,248.04
$5,510.45
$5,785.96
$6,075.27
$6,379.05
$6,697.96
-
-
PRINCIPAL CIVIL ENGINEER
M141
MMPA
Bi-Weekly
$4,888.89
$5,133.32
$5,389.99
$5,659.49
$5,942.47
$6,239.60
-
-
Monthly
$10,592.59
$11,122.20
$11,678.32
$12,262.22
$12,875.36
$13,519.14
-
-
PRINCIPAL PLANNER
M136
MMPA
Bi-Weekly
$4,321.06
$4,537.11
$4,763.97
$5,002.17
$5,252.28
$5,514.88
-
-
Monthly
$9,362.29
$9,830.41
$10,321.94
$10,838.04
$11,379.93
$11,948.91
-
-
Page:
7
CITY OF WOODLAND - SALARY SCHEDULE
Effective
December 11, 2025
PRINCIPAL UTILITIES CIVIL ENG
M141
MMPA
Bi-Weekly
$4,888.89
$5,133.32
$5,389.99
$5,659.49
$5,942.47
$6,239.60
-
-
Monthly
$10,592.59
$11,122.20
$11,678.32
$12,262.22
$12,875.36
$13,519.14
-
-
PROGAMMER ANALYST
G63
WCEA
Bi-Weekly
$3,685.62
$3,869.91
$4,063.40
$4,266.57
$4,479.90
$4,703.88
-
-
Monthly
$7,985.51
$8,384.80
$8,804.03
$9,244.24
$9,706.46
$10,191.74
-
-
PUBLIC WORKS DIRECTOR
137
MGMT
Bi-Weekly
$6,228.23
-
-
-
$7,996.15
-
-
-
Monthly
$13,494.50
-
-
-
$17,325.00
-
-
-
RECREATION COORDINATOR
G36
WCEA
Bi-Weekly
$1,892.19
$1,986.82
$2,086.16
$2,190.47
$2,300.00
$2,414.99
-
-
Monthly
$4,099.75
$4,304.79
$4,520.00
$4,746.02
$4,983.33
$5,232.48
-
-
RECREATION SUPERVISOR
G50
WCEA
Bi-Weekly
$2,673.63
$2,807.31
$2,947.67
$3,095.05
$3,249.82
$3,412.30
-
-
Monthly
$5,792.86
$6,082.51
$6,386.61
$6,705.95
$7,041.28
$7,393.32
-
-
SIGNS AND MARKINGS TECH I
G39
WCEA
Bi-Weekly
$2,037.70
$2,139.57
$2,246.57
$2,358.88
$2,476.82
$2,600.67
-
-
Monthly
$4,415.01
$4,635.74
$4,867.58
$5,110.90
$5,366.45
$5,634.79
-
-
SIGNS AND MARKINGS TECH II
G43
WCEA
Bi-Weekly
$2,249.23
$2,361.68
$2,479.78
$2,603.78
$2,733.97
$2,870.65
-
-
Monthly
$4,873.32
$5,116.97
$5,372.85
$5,641.52
$5,923.59
$6,219.74
-
-
SOCIAL SERVICES MANAGER
M132
MMPA
Bi-Weekly
$3,914.66
$4,110.40
$4,315.92
$4,531.70
$4,758.30
$4,996.22
-
-
Monthly
$8,481.77
$8,905.86
$9,351.17
$9,818.69
$10,309.66
$10,825.15
-
-
SR ACCOUNTANT
M125
MMPA
Bi-Weekly
$3,293.28
$3,457.94
$3,630.84
$3,812.37
$4,002.99
$4,203.14
-
-
Monthly
$7,135.43
$7,492.20
$7,866.82
$8,260.13
$8,673.15
$9,106.81
-
-
SR ASSOCIATE CIVIL ENG
M134
MMPA
Bi-Weekly
$4,112.86
$4,318.48
$4,534.41
$4,761.12
$4,999.19
$5,249.16
-
-
Monthly
$8,911.19
$9,356.71
$9,824.56
$10,315.77
$10,831.57
$11,373.17
-
-
SR BUILDING INSPECTOR
G57
WCEA
Bi-Weekly
$3,178.10
$3,337.01
$3,503.86
$3,679.06
$3,863.02
$4,056.15
-
-
Monthly
$6,885.88
$7,230.19
$7,591.69
$7,971.29
$8,369.88
$8,788.33
-
-
SR BUILDING PLAN EXAMINER
G58
WCEA
Bi-Weekly
$3,257.56
$3,420.44
$3,591.47
$3,771.02
$3,959.59
$4,157.55
-
-
Monthly
$7,058.06
$7,410.95
$7,781.51
$8,170.55
$8,579.10
$9,008.03
-
-
SR CIVIL ENGINEER
M138
MMPA
Bi-Weekly
$4,539.81
$4,766.80
$5,005.13
$5,255.40
$5,518.17
$5,794.08
-
-
Monthly
$9,836.26
$10,328.06
$10,844.44
$11,386.71
$11,956.03
$12,553.83
-
-
SR COMM RISK REDUCTION SPEC
185C
WPFA
Bi-Weekly
$3,033.63
$3,185.32
$3,344.59
$3,511.81
$3,687.41
-
-
-
Monthly
$6,572.86
$6,901.53
$7,246.60
$7,608.91
$7,989.39
-
-
-
SR CONTRUCTION PROJECT MANAGER
M131
MMPA
Bi-Weekly
$3,819.19
$4,010.15
$4,210.65
$4,421.19
$4,642.24
$4,874.36
-
-
Monthly
$8,274.92
$8,688.65
$9,123.07
$9,579.24
$10,058.19
$10,561.11
-
-
SR ENGINEERING ASSISTANT
G58
WCEA
Bi-Weekly
$3,257.56
$3,420.44
$3,591.47
$3,771.02
$3,959.59
$4,157.55
-
-
Monthly
$7,058.06
$7,410.95
$7,781.51
$8,170.55
$8,579.10
$9,008.03
-
-
SR ENV RESOURCES ANALYST
M131
MMPA
Bi-Weekly
$3,819.19
$4,010.15
$4,210.65
$4,421.19
$4,642.24
$4,874.36
-
-
Monthly
$8,274.92
$8,688.65
$9,123.07
$9,579.24
$10,058.19
$10,561.11
-
-
SR HUMAN RESOURCES ANALYST
M132
MMPA
Bi-Weekly
$3,914.66
$4,110.40
$4,315.92
$4,531.70
$4,758.30
$4,996.22
-
-
Monthly
$8,481.77
$8,905.86
$9,351.17
$9,818.69
$10,309.66
$10,825.15
-
-
SR MANAGEMENT ANALYST
M131
MMPA
Bi-Weekly
$3,819.19
$4,010.15
$4,210.65
$4,421.19
$4,642.24
$4,874.36
-
-
Monthly
$8,274.92
$8,688.65
$9,123.07
$9,579.24
$10,058.19
$10,561.11
-
-
SR PLANNER
M132
MMPA
Bi-Weekly
$3,914.66
$4,110.40
$4,315.92
$4,531.70
$4,758.30
$4,996.22
-
-
Page:
8
CITY OF WOODLAND - SALARY SCHEDULE
Effective
December 11, 2025
Monthly
$8,481.77
$8,905.86
$9,351.17
$9,818.69
$10,309.66
$10,825.15
-
-
SR POLICE RECORDS SPECIALIST
234B
WPOA
Bi-Weekly
$2,152.09
$2,259.69
$2,372.67
$2,491.30
$2,615.86
-
-
-
Monthly
$4,662.85
$4,896.00
$5,140.79
$5,397.81
$5,667.70
-
-
-
SR PROGRAMMER ANALYST
G67
WCEA
Bi-Weekly
$4,068.24
$4,271.64
$4,485.24
$4,709.50
$4,944.98
$5,192.21
-
-
Monthly
$8,814.52
$9,255.22
$9,718.01
$10,203.92
$10,714.12
$11,249.80
-
-
SR SIGNING AND MARKING TECH
G45
WCEA
Bi-Weekly
$2,363.11
$2,481.25
$2,605.32
$2,735.59
$2,872.38
$3,015.98
-
-
Monthly
$5,120.07
$5,376.04
$5,644.85
$5,927.11
$6,223.48
$6,534.63
-
-
SR TRAFFIC SIGNAL STREET LIGHT
G60
WCEA
Bi-Weekly
$3,422.47
$3,593.59
$3,773.27
$3,961.95
$4,160.05
$4,368.04
-
-
Monthly
$7,415.34
$7,786.11
$8,175.42
$8,584.22
$9,013.44
$9,464.08
-
-
SR TREE TRIMMER
G45
WCEA
Bi-Weekly
$2,363.11
$2,481.25
$2,605.32
$2,735.59
$2,872.38
$3,015.98
-
-
Monthly
$5,120.07
$5,376.04
$5,644.85
$5,927.11
$6,223.48
$6,534.63
-
-
SR UTIL MAINT WORKER WATER
G49
WCEA
Bi-Weekly
$2,608.42
$2,738.84
$2,875.78
$3,019.57
$3,170.54
$3,329.07
-
-
Monthly
$5,651.57
$5,934.15
$6,230.85
$6,542.39
$6,869.51
$7,212.98
-
-
SR UTIL MAINT WORKER WWC
G54
WCEA
Bi-Weekly
$2,951.19
$3,098.74
$3,253.69
$3,416.35
$3,587.20
$3,766.54
-
-
Monthly
$6,394.25
$6,713.93
$7,049.67
$7,402.09
$7,772.26
$8,160.84
-
-
SR WATER POLLUTION CR OP
G67
WCEA
Bi-Weekly
$4,068.24
$4,271.64
$4,485.24
$4,709.50
$4,944.98
$5,192.21
-
-
Monthly
$8,814.52
$9,255.22
$9,718.01
$10,203.92
$10,714.12
$11,249.80
-
-
SR WATER QUALITY SPECIALIST
G62
WCEA
Bi-Weekly
$3,595.72
$3,775.53
$3,964.30
$4,162.51
$4,370.62
$4,589.17
-
-
Monthly
$7,790.72
$8,180.31
$8,589.32
$9,018.77
$9,469.68
$9,943.19
-
-
SR WATER SYSTEM OPERATOR
G54
WCEA
Bi-Weekly
$2,951.19
$3,098.74
$3,253.69
$3,416.35
$3,587.20
$3,766.54
-
-
Monthly
$6,394.25
$6,713.93
$7,049.67
$7,402.09
$7,772.26
$8,160.84
-
-
SR WATER WASTEWATER INST TECH
G66
WCEA
Bi-Weekly
$3,969.00
$4,167.47
$4,375.83
$4,594.62
$4,824.37
$5,065.58
-
-
Monthly
$8,599.51
$9,029.52
$9,480.97
$9,955.00
$10,452.80
$10,975.43
-
-
TECHNICAL SERVICES MANAGER
M136
MMPA
Bi-Weekly
$4,321.06
$4,537.11
$4,763.97
$5,002.17
$5,252.28
$5,514.88
-
-
Monthly
$9,362.29
$9,830.41
$10,321.94
$10,838.04
$11,379.93
$11,948.91
-
-
TRAFFIC SIG/STREET LIGHT TECH
G56
WCEA
Bi-Weekly
$3,100.59
$3,255.62
$3,418.41
$3,589.33
$3,768.79
$3,957.22
-
-
Monthly
$6,717.95
$7,053.85
$7,406.55
$7,776.88
$8,165.72
$8,573.98
-
-
TRANSPORTATION ENGINEER
M134
MMPA
Bi-Weekly
$4,112.86
$4,318.48
$4,534.41
$4,761.12
$4,999.19
$5,249.16
-
-
Monthly
$8,911.19
$9,356.71
$9,824.56
$10,315.77
$10,831.57
$11,373.17
-
-
TREATMENT PLANT MECHANIC
G54
WCEA
Bi-Weekly
$2,951.19
$3,098.74
$3,253.69
$3,416.35
$3,587.20
$3,766.54
-
-
Monthly
$6,394.25
$6,713.93
$7,049.67
$7,402.09
$7,772.26
$8,160.84
-
-
TREATMENT PLANT SUPERINTENDENT
M137
MMPA
Bi-Weekly
$4,429.08
$4,650.54
$4,883.06
$5,127.22
$5,383.57
$5,652.77
-
-
Monthly
$9,596.34
$10,076.17
$10,579.96
$11,108.98
$11,664.40
$12,247.67
-
-
TREE TRIMMER I
G39
WCEA
Bi-Weekly
$2,037.70
$2,139.57
$2,246.57
$2,358.88
$2,476.82
$2,600.67
-
-
Monthly
$4,415.01
$4,635.74
$4,867.58
$5,110.90
$5,366.45
$5,634.79
-
-
TREE TRIMMER II
G43
WCEA
Bi-Weekly
$2,249.23
$2,361.68
$2,479.78
$2,603.78
$2,733.97
$2,870.65
-
-
Monthly
$4,873.32
$5,116.97
$5,372.85
$5,641.52
$5,923.59
$6,219.74
-
-
UNDERGRND UTIL SVC WRKR
G46
WCEA
Bi-Weekly
$2,422.17
$2,543.29
$2,670.44
$2,803.97
$2,944.18
$3,091.37
-
-
Monthly
$5,248.04
$5,510.45
$5,785.96
$6,075.27
$6,379.05
$6,697.96
-
-
Page:
9
CITY OF WOODLAND - SALARY SCHEDULE
Effective
December 11, 2025
UTILITIES ADMINISTRATOR
M141
MMPA
Bi-Weekly
$4,888.89
$5,133.32
$5,389.99
$5,659.49
$5,942.47
$6,239.60
-
-
Monthly
$10,592.59
$11,122.20
$11,678.32
$12,262.22
$12,875.36
$13,519.14
-
-
UTILITIES ENGINEERING MANAGER
M144
MMPA
Bi-Weekly
$5,264.81
$5,528.05
$5,804.45
$6,094.67
$6,399.41
$6,719.38
-
-
Monthly
$11,407.08
$11,977.43
$12,576.31
$13,205.12
$13,865.38
$14,558.65
-
-
UTILITY MAINT SUPERVISOR
G53
WCEA
Bi-Weekly
$2,879.20
$3,023.18
$3,174.32
$3,333.05
$3,499.69
$3,674.67
-
-
Monthly
$6,238.27
$6,550.21
$6,877.70
$7,221.60
$7,582.67
$7,961.79
-
-
UTILITY MAINT WORKER WATER I
G37
WCEA
Bi-Weekly
$1,939.50
$2,036.47
$2,138.31
$2,245.21
$2,357.49
$2,475.36
-
-
Monthly
$4,202.25
$4,412.36
$4,633.00
$4,864.63
$5,107.89
$5,363.27
-
-
UTILITY MAINT WORKER WATER II
G42
WCEA
Bi-Weekly
$2,194.37
$2,304.10
$2,419.29
$2,540.26
$2,667.28
$2,800.64
-
-
Monthly
$4,754.47
$4,992.22
$5,241.79
$5,503.90
$5,779.10
$6,068.04
-
-
UTILITY MAINT WORKER WATER III
G46
WCEA
Bi-Weekly
$2,422.17
$2,543.29
$2,670.44
$2,803.97
$2,944.18
$3,091.37
-
-
Monthly
$5,248.04
$5,510.45
$5,785.96
$6,075.27
$6,379.05
$6,697.96
-
-
UTILITY MAINT WORKER WATER IV
G50
WCEA
Bi-Weekly
$2,673.63
$2,807.31
$2,947.67
$3,095.05
$3,249.82
$3,412.30
-
-
Monthly
$5,792.86
$6,082.51
$6,386.61
$6,705.95
$7,041.28
$7,393.32
-
-
UTILITY MAINT WORKER WWC I
G37
WCEA
Bi-Weekly
$1,939.50
$2,036.47
$2,138.31
$2,245.21
$2,357.49
$2,475.36
-
-
Monthly
$4,202.25
$4,412.36
$4,633.00
$4,864.63
$5,107.89
$5,363.27
-
-
UTILITY MAINT WORKER WWC II
G42
WCEA
Bi-Weekly
$2,194.37
$2,304.10
$2,419.29
$2,540.26
$2,667.28
$2,800.64
-
-
Monthly
$4,754.47
$4,992.22
$5,241.79
$5,503.90
$5,779.10
$6,068.04
-
-
UTILITY MAINT WORKER WWC III
G46
WCEA
Bi-Weekly
$2,422.17
$2,543.29
$2,670.44
$2,803.97
$2,944.18
$3,091.37
-
-
Monthly
$5,248.04
$5,510.45
$5,785.96
$6,075.27
$6,379.05
$6,697.96
-
-
UTILITY MAINT WORKER WWC IV
G50
WCEA
Bi-Weekly
$2,673.63
$2,807.31
$2,947.67
$3,095.05
$3,249.82
$3,412.30
-
-
Monthly
$5,792.86
$6,082.51
$6,386.61
$6,705.95
$7,041.28
$7,393.32
-
-
WASTEWATER SYSTEMS ADMIN
M141
MMPA
Bi-Weekly
$4,888.89
$5,133.32
$5,389.99
$5,659.49
$5,942.47
$6,239.60
-
-
Monthly
$10,592.59
$11,122.20
$11,678.32
$12,262.22
$12,875.36
$13,519.14
-
-
WATER METER SERVICES TECH
G46
WCEA
Bi-Weekly
$2,422.17
$2,543.29
$2,670.44
$2,803.97
$2,944.18
$3,091.37
-
-
Monthly
$5,248.04
$5,510.45
$5,785.96
$6,075.27
$6,379.05
$6,697.96
-
-
WATER POLL CTRL O-I-T
G40
WCEA
Bi-Weekly
$2,088.65
$2,193.07
$2,302.72
$2,417.85
$2,538.74
$2,665.69
-
-
Monthly
$4,525.41
$4,751.65
$4,989.23
$5,238.68
$5,500.61
$5,775.66
-
-
WATER POLL CTRL OPER I
G51
WCEA
Bi-Weekly
$2,740.48
$2,877.49
$3,021.37
$3,172.43
$3,331.08
$3,497.61
-
-
Monthly
$5,937.70
$6,234.57
$6,546.29
$6,873.59
$7,217.33
$7,578.16
-
-
WATER POLL CTRL OPER II
G55
WCEA
Bi-Weekly
$3,024.98
$3,176.22
$3,335.02
$3,501.78
$3,676.87
$3,860.70
-
-
Monthly
$6,554.11
$6,881.81
$7,225.88
$7,587.20
$7,966.54
$8,364.86
-
-
WATER POLL CTRL OPER III
G59
WCEA
Bi-Weekly
$3,339.00
$3,505.94
$3,681.24
$3,865.31
$4,058.57
$4,261.49
-
-
Monthly
$7,234.49
$7,596.21
$7,976.01
$8,374.83
$8,793.57
$9,233.23
-
-
WATER POLL CTRL OPER IV
G63
WCEA
Bi-Weekly
$3,685.62
$3,869.91
$4,063.40
$4,266.57
$4,479.90
$4,703.88
-
-
Monthly
$7,985.51
$8,384.80
$8,804.03
$9,244.24
$9,706.46
$10,191.74
-
-
WATER QUALITY SPECIALIST I
G48
WCEA
Bi-Weekly
$2,544.79
$2,672.04
$2,805.63
$2,945.93
$3,093.22
$3,247.87
-
-
Monthly
$5,513.72
$5,789.42
$6,078.87
$6,382.85
$6,701.97
$7,037.06
-
-
WATER QUALITY SPECIALIST II
G52
WCEA
Bi-Weekly
$2,808.97
$2,949.42
$3,096.91
$3,251.74
$3,414.34
$3,585.05
-
-
Page:
10
CITY OF WOODLAND - SALARY SCHEDULE
Effective
December 11, 2025
Monthly
$6,086.10
$6,390.42
$6,709.97
$7,045.44
$7,397.73
$7,767.61
-
-
WATER SYSTEMS ADMINISTRATOR
M141
MMPA
Bi-Weekly
$4,888.89
$5,133.32
$5,389.99
$5,659.49
$5,942.47
$6,239.60
-
-
Monthly
$10,592.59
$11,122.20
$11,678.32
$12,262.22
$12,875.36
$13,519.14
-
-
WATER SYSTEMS OPERATOR I
G42
WCEA
Bi-Weekly
$2,194.37
$2,304.10
$2,419.29
$2,540.26
$2,667.28
$2,800.64
-
-
Monthly
$4,754.47
$4,992.22
$5,241.79
$5,503.90
$5,779.10
$6,068.04
-
-
WATER SYSTEMS OPERATOR II
G50
WCEA
Bi-Weekly
$2,673.63
$2,807.31
$2,947.67
$3,095.05
$3,249.82
$3,412.30
-
-
Monthly
$5,792.86
$6,082.51
$6,386.61
$6,705.95
$7,041.28
$7,393.32
-
-
WATER/WASTE INSTR TECH
G62
WCEA
Bi-Weekly
$3,595.72
$3,775.53
$3,964.30
$4,162.51
$4,370.62
$4,589.17
-
-
Monthly
$7,790.72
$8,180.31
$8,589.32
$9,018.77
$9,469.68
$9,943.19
-
-
WPCF CHIEF OPERATOR
M132
MMPA
Bi-Weekly
$3,914.66
$4,110.40
$4,315.92
$4,531.70
$4,758.30
$4,996.22
-
-
Monthly
$8,481.77
$8,905.86
$9,351.17
$9,818.69
$10,309.66
$10,825.15
-
-
CLASSIFICATION
GRADE
GROUP
Period
1 2
3 4
5 6
7 8
ACTIVITY LEADER I
901
TEMP
Hourly
$16.50
$16.75
$17.00
$17.25
$17.50
-
-
-
ACTIVITY LEADER II
905
TEMP
Hourly
$17.00
$17.25
$17.50
$17.75
$18.00
-
-
-
ACTIVITY MANAGER
909
TEMP
Hourly
$18.00
$18.25
$18.50
$18.75
$19.00
-
-
-
CIVIC FELLOW
917
TEMP
Hourly
$20.00
$25.00
-
-
-
-
-
-
INTERN
925
TEMP
Hourly
$17.00
$18.00
$19.00
$20.00
$21.00
-
-
-
LEVEL II RESERVE POLICE OFFICE
926
TEMP
Hourly
$32.00
-
-
-
-
-
-
-
LIBRARY CIRCULATION ASSISTANT
927
TEMP
Hourly
$18.94
$19.19
$19.44
$19.69
$19.94
-
-
-
LIBRARY PAGE
929
TEMP
Hourly
$16.50
$16.75
$17.00
$17.25
$17.50
-
-
-
LIBRARY PROGRAM ASSISTANT
931
TEMP
Hourly
$20.90
$21.15
$21.40
$21.65
$21.90
-
-
-
LIFEGUARD / AIDE
933
TEMP
Hourly
$18.00
$18.25
$18.50
$18.75
$19.00
-
-
-
LIFEGUARD / INSTRUCTOR
937
TEMP
Hourly
$19.00
$19.25
$19.50
$19.75
$20.00
-
-
-
MAKERSPACE LEAD
938
TEMP
Hourly
$23.08
$23.58
$24.08
$24.58
$25.08
-
-
-
MAKERSPACE SUPPORT STAFF
939
TEMP
Hourly
$16.50
$16.75
$17.00
$17.25
$17.50
-
-
-
MAKERSPACE TECHNICIAN
940
TEMP
Hourly
$20.90
$21.40
$21.90
$22.40
$22.90
-
-
-
POOL MANAGER
941
TEMP
Hourly
$21.50
$21.75
$22.00
$22.25
$22.50
-
-
-
RECREATION FACILITY AIDE
945
TEMP
Hourly
$19.25
$19.50
$19.75
$20.00
$20.25
-
-
-
SPECIAL PROGRAM COORDINATOR
949
TEMP
Hourly
$20.50
$20.75
$21.00
$21.25
$21.50
-
-
-
SWIM INSTRUCTOR AIDE
953
TEMP
Hourly
$16.50
$16.75
$17.00
$17.25
$17.50
-
-
-
TRANSPORTATION OFFICER
957
TEMP
Hourly
$30.00
-
-
-
-
-
-
-
TEMPORARY PART-TIME EMPLOYEES - HOURLY WAGES
Page:
11
RESOLUTION NO. _____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND
APPROVING A NEW JOB DESCRIPTION AND APPROVING CHANGES TO
THE AUTHORIZED FULL TIME EQUIVALENT POSITIONS FOR FISCAL YEAR 2025/26
WHEREAS, the fiscal year 2025/26 budget for the City of Woodland was approved and adopted by City Council on June 17, 2025; and
WHEREAS, the approved budget included Council authorization of detailed Full-Time Equivalent positions, by classification; and
WHEREAS, due to business needs and to more accurately reflect work being performed in certain job classifications, staff has identified a need to create a new job description for positions within the Community Development Department; and
WHEREAS, the new job description requires changes to the authorized list of positions for the Community Development Department for the fiscal year 2025/26 budget.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Woodland as follows:
SECTION 1. The authorized Full-time Equivalent listing is modified to include the Utilities Engineering Manager.
SECTION 2. The job description for the Utilities Engineering Manager is approved.
SECTION 3. The salary schedule is approved to reflect updated job descriptions and all salary adjustments.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Woodland at a regular meeting held on the 16th day of December 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Tom Stallard, Mayor
ATTEST: APPROVED AS TO FORM:
________________________________ ________________________________ Marissa Kersey, City Clerk Ethan Walsh, City Attorney
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 16, 2025
ITEM #: I.13
SUBJECT: Woodland Cemetery Operations and Maintenance
Analysis
Recommendation for Action: Staff recommends that the City Council 1) receive an update on Woodland Cemetery operations and maintenance, and 2) provide direction to staff on future actions to help balance the operations and maintenance budget for the facility.
Staff Contact:
Christine Ferrara, Community Services Director, (530) 661-2000, [email protected]
Fiscal Impact:
The Fiscal Year (FY) 2025 approved budget for cemetery operations and maintenance was $593,234. The actual spent budget was $489,960. Revenue collected was about $170,000 for services and supplies and about $36,000 in endowment fees. Therefore, there was a budget deficit in FY25 in the amount of $283,960.
The approved FY26 budget for operations and maintenance is $583,110.
Background:
The historic Woodland Cemetery began as a small burial site next to the "Union Church" near the current intersection of West Street and Cross Street with the oldest tombstone dating back to 1850.
The Woodland Cemetery Association and the Woodland Cemetery were created in October 1869 by citizens of Woodland for the purpose of maintaining a place for the burial of loved ones. Thirty-two acres were set aside for the Cemetery; however, nine acres were then sold to the school district to construct a middle school, leaving 23.54 acres. In 1926 a white stucco Mission style mausoleum was constructed. In 1967, the City of Woodland assumed the operation and ownership of the cemetery at the request of the financially ailing Cemetery Association.
Today, the Woodland Cemetery offers various interment options, including in-ground plots, a mausoleum, garden niches, and a columbarium. While there are complexities to definitively state how many plots and niches are available (depending on how families request to use each site), there are approximately 2,000 burial plots, 4 mausoleum crypts, and 130 cremains niches available (there are over 15,000 plots, 400 Mausoleum crypts, and 300 niches that are occupied).
In 2002, the Woodland Cemetery Plan was prepared by RJM Design Group. The plan identified improvements to the cemetery as well as ways to minimize the existing budget deficit for cemetery operations (at that time the budget deficit was about $180,000 annually). The plan identified increasing fees for purchasing burial plots, a capital improvement project for irrigation (which was completed), and adding new services (like a garden niche). It's important to note that at this time, while there was a budget deficit, the City had not yet installed water meters and was not yet charging for water use. Once meters were installed, the irrigation costs at the Cemetery increased, resulting in an additional operating budget deficit.
Discussion:
During previous Council Meetings, concerns have been raised about the cost to operate and maintain the Cemetery relative to the amount of revenue generated annually. Council requested that staff explore options to minimize the reliance on the general fund to operate and maintain the Cemetery.
Staff have been evaluating the following options as ways to reduce expenses at the Cemetery and/or adjust fees to ensure adequate cost recovery for services provided.
Expense Reduction Scenarios
Landscape Maintenance Services: Operations and maintenance of the Cemetery is overseen by a Park Supervisor who also oversees city-owned landscapes, city-owned ball fields, the Charles Brooks Community Swim Center, and the spray feature at Jack Slaven Park (as well as the new Woodland Aquatic Center when it opens). The day-to-day operations are carried out by temporary employees (landscaping as well as assistance with burials). Staff explored contracting out landscape maintenance services at the Cemetery (in lieu of using temporary employees). Staff received a quote from Dominguez Landscape Services Inc. to maintain the landscaping at the Cemetery. For service comparable to the level that City staff (primarily temporary employees) are providing, the cost would be $176,000 annually. The approved City budget for temporary employees is about $88,000 (hourly wages). In FY25, actual temporary employees’ hourly wages were $72,000 (this does not include workers' comp, etc.). Temporary employees are primarily responsible for maintaining the landscaping at the Cemetery, in addition to assisting with the tasks necessary for burials. Given the significantly higher cost, staff does not recommend contracting out landscape maintenance services.
Irrigation Practices: As water accounts for about 32% of the total approved budget, staff evaluated ways to reduce irrigation expenses. Staff explored the option of reducing the amount of turf in the Cemetery. However, the irrigation system for the turf is also the same irrigation system that is used to water the trees (it is all one system). If the irrigation was drastically reduced to no longer support grass, some trees may appear to survive this change in irrigation for a few years, but ultimately they would not be able to survive for the long term. It is also not feasible to re-install an irrigation system specific to the trees (and no grass) as the trees are located throughout all of the graves throughout the Cemetery (therefore you could not trench for new irrigation lines). Therefore, staff analyzed the irrigation practices and the actual amount of water that is used. In FY25, while the approved City budget for water was about $193,000, the actual amount spent was approximately $114,000 (in FY24, the actual amount spent was $110,000). Many factors affect the amount of water that is used for irrigation (such as when the hot days start in spring and when the hot days subside in the fall).
Staff closely monitor the outdoor temperatures to adjust the irrigation system to minimize the amount of water that is used for irrigation. It should be noted that the actual water usage in FY25 compared to FY24 was less, but the expense is more because of annual water rate increases. The Community Services Department will continue to monitor the amount of water used for irrigation and conserve water to the greatest extent possible.
Water Source: In line with reducing water expenses, staff evaluated the possibility of utilizing well water in lieu of City water to irrigate the landscaping and trees at the Cemetery. A new well at the Cemetery would replace the existing booster pump station and be able to provide the existing flow rate of 400 gallons per minute at the needed irrigation pressure. Assumptions included in the analysis by staff are as follows: a 16-inch well casing to approximately 180-foot depth using C900 PVC. The well would also need: well development, wire mesh screen, steel column pipe, pump, motor, VFD, discharge piping, flow meter, electrical, shade structure, surge tank, and SCADA to the City (City O&M will require at least a shade structure, if not a well building, and only the cost for a shade structure was included). The cost estimate without tariff impacts is approximately $1.5 million,
including design and construction. The construction and operation of a new well would be substantial and staff does not recommend pursuing this approach to irrigate the Cemetery. Alternatively, staff is exploring the feasibility of extending recycled water from the southeast area to the Cemetery and other city maintained parks on the south and west area of town. Given the significant distance to extend the system it is anticipated that this would be cost prohibitive absent grant and/or low interest loan funding from the state.
Revenue Off-Setting Scenarios
Cemetery Fees: Staff evaluated various fees for interment space, endowment care, services, and products associated with the Cemetery. Staff compared Woodland fees to those of nearby cemeteries. Staff identified potential fee increases that would keep Woodland’s fees aligned with cemeteries in Davis and Dixon. The greatest change would be the fee for a standard grave (there are approximately 2,000 standard graves remaining at the Cemetery). Woodland’s current fee for a standard grave is $1,080, yet Davis and Dixon both charge $2,000. In FY25, there were 29 standard graves purchased at $1,080. If $2,000 had been charged, the revenue generated would have been $58,000 instead of $31,320 (providing an additional $26,680 in revenue). This proposed fee increase is not within the City’s current fee schedule and would need to be approved by the City Council at a later date. Staff is discussing options for adjusting this fee with the City Attorney.
Staff also evaluated other proposed increases in fees compared to Davis and Dixon. The remaining increases are within the current fee schedule. Additional revenue that could be generated from these increases (if the same number of services and products were purchased in future fiscal years) could be about $18,000 annually. Staff also proposes increases to the endowment care fee, which could provide an additional $5,000 per year. Staff proposes to adjust these fees effective January 2026 since the new fees are within the approved fee schedule.
Formation of a Cemetery District: Another option that could be explored is the formation of a Cemetery District. Cemetery Districts are legally authorized to provide standard cemetery functions, including land acquisition, cemetery maintenance, and grounds keeping. Districts also conduct activities related to burials and disinterment. Districts finance these services through property taxes, the sale of burial plots, charges for openings and removals, and the setting of markers.
Cemetery Districts are considered "independent special districts." Each district is governed and managed by a governing board. The City Council could serve as the governing board of the district.
In 2004, the formation of a Cemetery District for the Woodland Cemetery was explored; however, the City determined at the time not to proceed with district formation. To establish a District, Council would need to pass a resolution followed by submission of an application to LAFCo for approval to form the District. Staff has discussed the possibility of forming a Cemetery District with LAFCo staff, and they indicated that there would be support contingent on a plan to fund the district sufficiently to sustain its operation. Staff is conducting additional analysis to better understand the formation process, governance, and potential financial implications of transitioning the Woodland Cemetery to an independent district. If desired, staff will return with a supplemental Council report summarizing the findings of this analysis.
Conclusion:
Staff recommends that the City Council 1) receive an update on Woodland Cemetery operations and maintenance, and 2) provide direction to staff on future actions to help balance the operations and maintenance budget for the facility.
Prepared by: Christine Ferrara, Community Services Director
Attachments:
None
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 16, 2025
ITEM #: I.14
SUBJECT: Measure F Annual Report for the Fiscal Year Ending June 30, 2025
Recommendation for Action: Staff recommends that the City Council approve the Measure F Annual Report for Fiscal Year ending June 30, 2025, and direct staff to publish the required excerpts from the report in the Daily Democrat and on the City's website.
Staff Contact:
Kim McKinney, Administrative Services Director, (530) 661-5849, [email protected]
Fiscal Impact:
This is an informational report, and therefore does not result in any fiscal impact. However, the report provides an accounting of Measure F (1/2 cent sales tax) receipts and expenses for the fiscal year ending June 30, 2025. The Measure F spending plan, which allocates resources to the various categories and projects within Measure F, is reviewed by the City Council annually, in connection with the development of the City's annual budget.
Background:
In November 2016, the Woodland voters approved Measure F (MSF), which extended the 1/2 cent supplemental sales tax collected within the boundaries and for the benefit of the City of Woodland.
The 12-year approval of MSF, a general tax, includes funding for general city services such as street maintenance, parks and facility projects, public safety, and economic development.
MSF revenue is anticipated to be spent on various categories based on overall community needs.
The City Council has identified Parks, Roads, Public Safety, and Economic Development as the primary general categories for funding.
The initial spending plan was approved by the City Council within the Fiscal Year (FY) 2018/19 annual budget on June 19, 2018, which provided an allocation of anticipated MSF revenues in a manner consistent with the Council's policy direction. The City Council then approves a revised spending plan which is incorporated into the next fiscal year's annual budget. The City Council adopted a revised MSF spending plan at the May 7, 2024 meeting for incorporation into the FY2024/25 annual budget.
Similar to the process that was followed for previous sales tax measures, staff will prepare an annual financial report in December each year, illustrating the actual revenues received and use of the funds, and an updated annual spending plan will be prepared during the spring to be incorporated into the annual budget.
Discussion:
The following table includes: (1) a summary of approved uses of MSF, as adopted with the FY2024/25 annual budget, and consistent with the annual spending plan, (2) prior years' expenditures, (3) FY2024/25 expenditures, and (4) the life-to-date expenditures for each identified category. Final revenues from MSF sales tax for FY2024/25 were $7.86 million, which is 95% of the amended budget.
Attachment A to this report provides a historical account of annual revenues received and detailed project expenditures, as well as the planned use of MSF resources over the life of the measure.
These revenues and expenditures are forecast during the development of the annual spending plan, which is revisited and updated each year during the budget development process.
The fund balance for Measure F at the end of FY2024/25 includes amounts previously reserved by the Council for future work at the Sports Park and for an ongoing operating reserve. The spending plan for Measure F sets aside money each year to assist the Park Development Fund with payment of annual debt service. In the event that development activity for any fiscal year generates more revenue than expected, reliance on Measure F funds for assistance is decreased and the amounts that had been set aside for debt service assistance will be used for other park-related projects within the City. In FY2024/25, development activity generated revenues to cover some of the annual debt service payment with the Park Development Fund needing to borrow $922,199 from Measure F, which left $247,342 available for allocation to other citywide projects.
Conclusion:
Staff recommends that the City Council approve the Measure F Annual Report for Fiscal Year ending June 30, 2025, and direct staff to publish the required excerpts from the report in the Daily Democrat and on the City's website.
Prepared by: Kim McKinney, Administrative Services Director
Attachments:
1. Attachment A - Measure F Detailed Expenses
ATTACHMENT A
FY2018/19 FY2019/20 FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 FY2028/29 FY2029/30 FY2030/31 Total Actual Actual Actual Actual Actual Actual Actual
Amended
Budget
Revenues Over 12 Years
MSF Annual Revenue 4,053,546 5,935,626 6,846,066 7,305,294 8,619,040 7,729,577 7,857,936 7,332,800 7,450,300 7,609,500 7,749,900 7,837,785 2,420,809 88,748,180 Other Revenue 22,011 89,246 260,733 439,747 1,728,200 2,539,937 Expenditures
Parks/Pool
Park Debt Service - - 24,184 151,529 206,160 922,199 1,139,939 2,444,012 Clark Field Maintenance 15,000 15,000 15,000 15,000 60,000 Sports Park Turf Replacement (19-19) - - 149,966 11,516 161,481 Southeast Area Pool Project (19-18) 4,263,907 236,093 4,500,000 Cyclical Tree Pruning Addition 197,860 150,000 150,000 150,000 150,000 150,000 947,860 Hiddleson Park Phase I/II (25-10) - 660,000 660,000 Woodland Aquatic Center Operations 450,000 634,776 666,515 699,841 734,833 385,787 3,571,751 Other Park Projects - - - 645,097 236,111 1,193,732 100,658 358,833 465,224 433,485 400,159 365,167 4,198,467 Parks Subtotal 15,000 15,000 189,150 823,141 236,111 1,399,892 5,484,623 2,994,865 1,250,000 1,250,000 1,250,000 1,250,000 385,787 16,543,570 Roads
Measure F - Planning Management (06-06) 19,142 22,351 20,990 50,204 149,927 80,417 72,380 50,000 50,000 50,000 50,000 50,000 665,413 Curb Gutter Sidewalk 50,000 75,000 125,000 Annual In-House Road Program Support (06-14) 583,695 536,359 657,872 626,250 1,135,620 1,049,237 1,035,409 1,026,428 1,100,000 1,100,000 1,100,000 1,100,000 275,000 11,325,870 Public Works Road Improvements - - West Woodland Safe Routes to School (17-09) 107,000 107,000 West Main St Bicycle/Ped Mobility & Safety Improvements (17-16) 1,300,459 709,964 2,140 142 - 137,295 2,150,000 Gibson Road (West to East Streets; 20-01) 112,617 38,835 546,758 267,144 578,679 215,967 1,760,001 Gibson Road - West to CR98 (20-08) 5,965 193,902 230,055 169,549 160,528 760,000 Local Roadway Safety Plan Project (21-13) 365 9,597 7,257 2,853 - (1,073) 18,999 Matmor Rd & E. Gum Rehab (19-05) 2,034,510 1,817 (1,817) 2,034,510 Main Street Feasilbility Project (22-13) 3,284 9,453 58,543 20,888 (42,168) 50,000 East and Main Street Signal Project (22-14) 460 36,761 271,230 308,450 2022 ADA Improvements (22-01) - 10,000 10,000 East Main St. Improvement Project (13-05) 2,017 220 73,562 75,800 Grant Planning and Application (24-04) 30,422 44,200 378 25,000 25,000 25,000 25,000 175,000 I-5/SR113 Freeway to Freeway (24-06) 8,415 21,390 28,195 12,000 12,000 12,000 12,000 106,000 Parking Lot Rehabilitation (24-09) 85,089 489,911 575,000 First St Public Parking Lot Rehabilitation (24-13) 80,738 750,000 830,738 Beamer Underpass Erosion Control (25-11) - 50,000 50,000 Annual Pavement Maintenance - Summer 2021 (20-02) 1,464,153 1,464,153 Annual Pavement Maintenance - Summer 2022 (22-06) 60,778 924,758 - 14,463 1,000,000 Annual Pavement Maintenance - Summer 2023 (23-01) 50,236 311,594 637,600 (15,431) 984,000 Annual Pavement Maintenance - Summer 2024 (24-01) 292,087 1,028,667 1,328,000 2,648,754 Annual Pavement Maintenance - Summer 2025 (25-02) 27,383 1,966,205 1,993,588 Annual Pavement Maintenance - Summer 2026 (26-01) 10,000 1,500,000 1,510,000 Other Road Projects 285 500,000 2,250,000 2,250,000 2,250,000 750,000 8,000,285 Roads Subtotal 603,122 1,859,169 1,501,809 2,368,207 3,068,054 4,367,755 3,840,772 6,596,673 3,187,000 3,437,000 3,437,000 3,437,000 1,025,000 38,728,560 Public Safety
Fire Staffing 437,748 515,788 611,338 594,533 610,870 611,705 737,818 1,136,840 939,215 986,175 1,035,484 1,087,258 1,141,621 10,446,394 Police Staffing 224,048 577,395 842,656 822,155 1,015,506 916,004 1,186,190 1,435,742 1,434,055 1,505,758 1,581,046 1,660,098 1,743,103 14,943,757 Fire Facility Maintenance (25-09) - 250,000 250,000 Fire Station Construction Set-Aside (16-10) 1,941 1,028 1,997,031 2,000,000 Pubic Safety Radio Replacement (25-05) - 800,000 800,000 Traffic Signal Emergency Vehicle Preemption Installation (24-11) 9,450 200,000 209,450 Public Safety Subtotal 661,796 1,093,184 1,453,994 1,416,688 1,626,376 1,529,651 1,934,486 5,819,613 2,373,270 2,491,933 2,616,530 2,747,356 2,884,724 28,649,601 Economic Development
Economic Development Staffing 235,687 223,060 185,766 177,064 274,666 284,503 323,789 419,023 434,527 456,253 479,066 503,019 132,043 4,128,466 Overhead 20,947 51,465 84,473 310,904 154,253 141,267 436,456 194,680 51,518 54,094 56,799 59,639 62,620 1,679,114 Total Expenditures 1,536,552 3,241,877 3,415,192 5,096,005 5,359,460 7,723,067 12,020,126 16,024,854 7,296,315 7,689,280 7,839,394 7,997,014 4,490,174 89,729,312 Net Revenues/Expenditures 2,516,994 2,715,760 3,520,120 2,470,022 3,699,327 1,734,709 (4,162,190) (8,692,054) 153,985 (79,780) (89,494) (159,229) (2,069,365) 1,558,805 Reserve Set Aside 125,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 1,025,000 - Sports Park Reserve 500,000 500,000
Fund Balance 2,391,994 4,507,754 7,927,874 10,297,896 13,897,223 15,531,933 11,269,742 2,477,688 2,531,673 2,351,893 2,262,399 2,103,170 33,805 33,805
MEASURE F SPENDING PLAN
Planned
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 16, 2025
ITEM #: I.15
SUBJECT: Annual Measure R Report for Fiscal Year Ending June 30, 2025
Recommendation for Action: Staff recommends that the City Council approve the Annual Report for Measure R for the Fiscal Year ending June 30, 2025, and direct staff to publish the required excerpt of the report in the Daily Democrat and on the City's website.
Staff Contact:
Karie Farnham, Financial Services Manager, (530) 661-5846, [email protected]
Fiscal Impact:
This is an informational report, and therefore has no direct fiscal impact. However, the report provides an accounting of the use of $3.6 million in Measure R (1/4 cent sales tax) revenue collected during fiscal year (FY) 2024/25.
Background:
In June 2020, the City Council authorized placing re-authorization of a 1/4 cent sales tax measure before the voters for the November 2020 election. Measure R (MSR) was approved with 63.43% of the Woodland vote. Companion advisory measures S, T, U and V were also approved and were intended to guide the City Council in the allocation of the revenues generated by MSR for general city services, programs, and facilities for a period of eight (8) years as follows:
• Measure S, approved by 59.37% of voters, provides 25% of the additional sales tax received to enhance educational and literacy programs and expand the hours of operation of the library; • Measure T, approved by 61.67% of voters, provides for 55% of the additional sales tax received to expand and enhance youth and teen programs and facilities, and reduction of fees charged for use of city recreation facilities;
• Measure U, approved by 67.95% of voters, provides 15% of the additional sales tax received to enhance public safety through expanded crime prevention and community building programs that support opportunities for youth within the community; and • Measure V, approved by 66.28% of voters, provides 5% of the additional sales tax received to support a utility rate-payer assistance program for low-income seniors and families.
MSR was approved for an eight (8) year term and will expire on September 30, 2030.
Discussion:
The goals and objectives of MSR are to expand activities for youth and teens, increase literacy and academic achievement, enhance public safety, provide dedicated funding for the Utility Assistance Program, and to encourage youth engagement through a variety of new programs.
Throughout FY2024/25, programs and services were developed and offered to the community in the following areas:
Youth Programming
• After school programs at both Lee and Douglass Middle Schools • Club/leagues for middle school youths during the summer • Waive per-player fees for youth sports
Library Programming
• Continues increased hours of operations at the Woodland Public Library • Funds children and teen collections, including current print and electronic materials
Crime Prevention
• Continued delivery of the Gang Resistence Education and Training (G.R.E.A.T.) program • Plans to implement the Drug Abuse Resistence Education (D.A.R.E.) program • Continued involvement of School Resource Officers in the community
Actual MSR revenues received in FY2024/25 totaled $4.1 million, which is slightly less than what was projected with the approved budget.
The table below shows the planned and actual allocation of MSR for FY2024/25:
Of the unspent funds in FY2024/25, $51,138 was carried over for expenditure in FY2025/26. Any fund balances remaining from FY2024/25 will be available for discussion and programming when the annual spending plans are reviewed in the spring.
Below are accomplishments and highlights from FY2024/25 that were made possible because of MSR funding:
YOUTH PROGRAMMING
Youth Sports
Youth sports organizations (soccer, baseball, and softball) use city-owned fields for practices and games. Measure R provides funding to waive the player fees for Woodland residents. In addition, Measure R provides assistance for youth organizations' other financial needs, such as portable restroom rentals, field improvements, and increased utility costs during the winter. Player fees and financial assistance provided this fiscal year include:
• $79,548 in youth sports player fees waived
o 2,841 youth players (1,142 baseball players and 1,699 soccer players) • $10,000 fee waived for Woodland Swim Team for winter utility surcharge • $4,947 provided to Woodland Girls Fast Pitch (portable toilets)
Camperships
Measure R includes funding for “camperships” or scholarships for youth participants of income- qualified families. Camperships provide a fee reduction for several programs. During FY2024/25, $28,516 was given in camperships, and the remaining expenditures were attributed to program administration. Camperships were utilized in the following areas:
• Summertime Fun Club — $17,835 to 63 participants
• Summer Teen Pack — $800 for four (4) participants
• Swimming Lessons – $9,536 to 148 participants
• Lifeguard Training — $100 for one (1) participant
• Woodland Wreckers – $510 to six (6) participants
• Youth Basketball League — $250 for five (5) participants
Events
Measure R provides several free activities, events, and enrichment opportunities for youth, teens, and families. Events in FY2024/25 include the Floating Pumpkin Patch, Polar Bear Plunge, Game On!, Dr. Martin Luther King Jr. essay contest, REXPO, Valentine’s Day Cookie Decorating, Woodland Writes, You’ve Been Egged (Egg Hunt delivery), César Chávez Celebration, 4th of July Celebration, Teen Pack Throwdown, Concert on Court, Cocoa with Santa Paws, Movies on Main, the Dive-in Movie, and the Movie in the Park. These events had a combined attendance of over 6,800 people during FY2024/25.
Supported Education, Workshops and Trainings
Measure R funds collaborative ventures in education, workshops, and training for Woodland youth, teens, and college-aged individuals. During FY2024/25, financial support was provided for the UC Davis Educational Opportunity Program and Yolo County Youth Empowerment Summit.
After School Teen Pack
Measure R provides funding for the After School Teen Pack program held at Douglass and Lee Middle Schools. The program is held on campus Monday-Thursday immediately after school until 5:00 pm. 4,843 students participated during the 2024/25 school year.
Aquatics
Measure R provides funding for summer public swim and helps offset expenses for low-cost swimming lessons. Participants in these two programs during FY2024/25 were as follows:
• Public Swim – 8,498 (July & August 2024)
• Swim Lessons –1,228 (July & August 2024)
Rec2Go
Measure R provides funding for the mobile recreation van (Rec2Go) to travel to park sites, schools, and local events throughout the year. Participants can play and have fun for free anywhere Rec2Go is present.
• Attended 95 park and community events
• Reached over 4,800 community members
Rec Leadership Development
Measure R provides funding for the Rec Leadership Development program, which offers CSD temporary employees professional development sessions on leadership, professionalism, interviewing skills, planning recreational programs, and job-readiness. Upon completion of the program, participants are awarded a stipend.
• 13 participants completed the program during the eight (8) month duration.
Summer at City Hall
Measure R provides funding for the Summer at City Hall program. This free program allows high school students to learn more about local government, become more civically engaged within their community, and receive a small stipend for participation. This program was later reformatted to increase participation.
• 13 participants during the three (3) weeks of the program
Summer Teen Pack
Measure R provides funding for the Summer Teen Pack program. Summer Teen Pack is a program for middle school students held Monday-Fridays from 8 am-5 pm during the summer months. • 26 participants during nine (9) weeks of summer
Teens Helping Seniors
Measure R provides funding for the Teens Helping Seniors (THS) program. This summer program involves middle and high school students performing chores and tasks for senior citizens within Woodland. Each THS participant earns community service credit during the program. • 36 participants enrolled; the youth provided 1,235 hours of community service. • Served 36 seniors and performed 92 jobs during the summer.
Other general programs
Measure R provides funding for general programs, including the Youth Boxing program. The total participants/sign-ins for the general programs were:
• Youth Boxing Club – 457 participants
CRIME PREVENTION
GANG RESISTANCE AND EDUCATION TRAINING (G.R.E.A.T.)
During the 2024–2025 school year, the Woodland Police Department (WPD), in partnership with the Woodland Joint Unified School District (WJUSD), continued its delivery of the Gang Resistance Education and Training (G.R.E.A.T.) Program. This nationally recognized, evidence-based curriculum is designed to prevent youth gang involvement, violence, and delinquency by reaching children at a pivotal age. For nearly three decades, G.R.E.A.T. has helped strengthen trust and communication between law enforcement and the communities they serve. WPD instructors successfully delivered the completion of the G.R.E.A.T. curriculum to all 4th- and 7th-grade students district-wide during the 2024–2025 academic year.
Looking ahead, WPD and WJUSD will transition to implementing the Drug Abuse Resistance Education (D.A.R.E.) Program.This updated, evidence-based curriculum focuses on building students’ decision-making skills, strengthening resilience, promoting healthy choices, and equipping youth with strategies to resist peer pressure. D.A.R.E. also reinforces positive interactions between law enforcement and students. To support the rollout, WPD plans to train 10 officers through an intensive 80-hour instructor course scheduled for August 2025. The program is anticipated to be introduced at WJUSD school sites at the start of the 2025/2026 upcoming school year.
SCHOOL RESOURCE OFFICERS
School Resource Officers (SROs) play a vital role in maintaining safe learning environments and strengthening relationships with students, families, and school staff. Throughout the year, SROs provided instruction on the ALICE (Alert, Lockdown, Inform, Counter, Evacuate) active shooter response protocol across elementary, middle, and high school campuses.
SROs also supported numerous community and school-based events, including:
• Fill the Trunk Drive
• Christmas Shop with a Cop
• National Night Out
• Great California ShakeOut earthquake drills
• Red Ribbon Week
Beyond safety instruction, SROs continued their mentorship work, supporting students’ social, emotional, and academic development. They actively participated in the Student Attendance Review Board (SARB), served on the School District Safety Committee, and collaborated with the Yolo Conflict Resolution Center to provide mediation services, family outreach, and resource referrals.
SROs contributed to the Administration of Justice course at Woodland High School, educating students on SWAT operations, traffic safety, drone technology, and pathways into the Woodland Police Youth Academy and Explorer Program. In partnership with the Police Activities League (PAL), SROs encouraged student participation in enrichment opportunities such as baseball, art programs, and summer events. They also played an integral role in organizing the Fill the Trunk Drive in support of WJUSD students and families.
Several stories illustrate the positive impact SROs have had on students:
• SRO worked with a student at Beamer Elementary who had been bullying and striking other students, resulting in multiple calls to school administration from concerned parents. One parent reached out directly to the SRO for assistance. Having previously interacted with the student and family, the SRO leveraged this existing relationship to connect with the student.
Positive engagement with the student led to improved behavior, and the SRO continues to monitor the student’s progress.
• SRO connected with a student at Tafoya Elementary who is temporarily staying at a domestic violence shelter after relocating from another area. The student expressed interest in riding in a police car, and the SRO also assisted by taking the student clothes shopping. The SROs have maintained a relationship with this family for over a year, building trust and providing consistent support.
• SRO worked with a student at Cache Creek who had frequent conflicts with his mother, prompting multiple calls for service. During discussions, the SRO learned the student was experiencing bullying at school. The SRO provided both the student and the parent with resources to address the bullying. On a follow-up visit, the student’s mother reported significant improvement in grades and behavior, noting that her child is now on track for graduation. She also invited the SRO to attend the student’s graduation party at the end of the school year.
Through programs like G.R.E.A.T., proactive work from SROs, and strong community outreach via Crime Prevention initiatives, the Woodland Police Department continues to foster positive relationships with the community. These programs aim to reduce crime, prevent delinquency, and build a safer, more connected community. The department's ongoing efforts in FY2024/25 will focus on further developing these relationships and expanding outreach programs to ensure that all residents feel supported and engaged.
WOODLAND PUBLIC LIBRARY
Measure R supports all Library programming, 50% of the book budget, online resources for our youth and families, and all programming and open hours in Square One, in addition to the following:
• All Children’s Programming
• All Teen Programming
• Teen Services Librarian Position
• Children’s Library Tech Position
• Square One Librarian Position
• Literacy and Bookmobile Librarian Position
• Square One Staff, program, and supplies
• Additional Library Hours
• Children and teen print and online resources
The library focuses on programming in four (4) areas; Early Childhood Literacy, Education and Lifelong Learning, Civic and Community Engagement, and Summer Reading.
Early Childhood Literacy
The public library is a fun, creative, safe space where parents and caregivers can bring their children to learn and interact with one another and in groups. Early childhood literacy services and programs range across a variety of activities, from reading to singing to playing. Engaging in early childhood literacy activities put children ages 0–5 on a strong path to developing the critical thinking, vocabulary and language, problem-solving, social, physical, and creative skills necessary to succeed later in life.
In the past year:
• 6,935 preschool children and caregivers attended 223 early childhood literacy programs (ages 0–5), which include story times in English and Spanish, STEM and arts programs, and special events.
Education and Lifelong Learning
Learning is a lifelong process. The library provides an inclusive learning environment where community members can develop skills and knowledge at any area or stage of life. At the library, users can find homework help, join book clubs, pursue their high school diploma, take classes, and receive one on one help. Measure R supports education and lifelong learning opportunities for children and teens. In the past year:
• 11,200 school-age children and their caregivers attended 366 school-age programs, which included coding classes, class visits and tours, Pokémon club, Kids in the Kitchen, Lego club, STEM activities, crafts, tutoring, and special events.
• All first-grade children in Woodland Joint Unified schools received a “My First Library Card” and a new book through class visits.
• 4,063 teens attended 354 teen programs, which included Teen Advisory Board meetings and workshops, creativity and art programs, and community engagement programs.
• 10,000 Woodland Joint Unified School District students have a library card attached to their Student ID number through the Student Success partnership with WJUSD.
Measure R also supports online live homework help for students, online live employment search and resume help, a language learning database, and other online research and learning tools.
Education and Lifelong Learning — Square One
Square One is a large, free, public library makerspace at the Library. There is equipment and supplies for laser cutting, screen printing, 3D printing, woodworking, vinyl cutting, sewing, electronics, digital media arts, and more. Square One is open 30 hours a week and averages 500 visitors a month. In the past year:
• 239 patrons successfully completed Basic Use and Safety classes • Provided library services and design-thinking field trip experiences to 931 students across 21 WJUSD elementary tours at Square One and the Library
• Square One offered six (6) weeks of Maker Camp in Summer 2025 for children focusing on design thinking.
Civic and Community Engagement
Library staff are embedded in the community through outreach programming; engaging outside the walls of the library at schools, parks, and community events. In the past year, Library staff attended 107 outreach events and engaged with 6,281 community members, and 2,750 adults attended 388 programs which included science and education talks, book clubs in English and Spanish, and creative arts programs.
Summer Reading
Summer reading programs are an essential public library service that benefits a range of patrons from children, teens, and adults. Summer reading programs are particularly important for children transitioning from “learning to read” to “reading to learn” education levels. According to a three-year study by the Dominican University’s Graduate School of Library and Information Studies, students who participate in their local library’s summer reading program significantly improve their reading skills. Summer Reading is supported by Measure R and the Friends of the Library. This past summer:
• 734,400 minutes read
• 1,912 participants across all age groups
• 2,657 summer lunches served
• 9,673 people attended 1,361 Library events and programs • 32 teens volunteered for 519.5 hours
UTILITY ASSISTANCE PROGRAM
The City offers a Utility Assistance Program (UAP) that provides a subsidy on the monthly utility bill for income-qualified customers. The program provides for $40 per month for up to twelve months each fiscal year (July through June). To qualify for the program, customers must own their property and participate in either the CARE or FERA program with PG&E. In FY2024/25, UAP provided assistance to 520 customers, whose households included 1,601 residents.
Conclusion:
Staff recommends that the City Council approve the Annual Report for Measure R for the Fiscal Year ending June 30, 2025, and direct staff to publish the required excerpt of the report in the Daily Democrat and on the City's website.
Prepared by: Karie Farnham, Financial Services Manager
Reviewed by: Kim McKinney, Administrative Services Director
Attachments:
1. FY25 Measure R Spending Plan
FY2022/23 FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 FY2028/29 FY2029/30 FY2030/31 Total Actual Budget Baseline
Revenues
MSR Annual Revenue Projection 3,339,527$ 3,923,776$ 4,142,954$ 4,114,900$ 4,243,400$ 4,391,000$ 4,542,900$ 4,710,987$ 1,221,323$ 34,630,768$ Other Revenue 200,000$ 200,000$ 200,000$ 600,000$ Expenditures
Utility Assistance 247,800$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 62,500$ 2,060,300$ General Recreation 217,567 534,593 583,154 605,022 627,710 651,250 674,043 699,320 181,823 4,774,482$ Middle School Programs 114,532 232,486 272,076 282,279 292,864 303,114 313,723 324,704 84,423 2,220,200 $ Aquatics 20,000 308,828 294,085 305,113 316,555 328,426 340,742 353,520 91,915 2,359,183$ Rec-to-Go Program 98,410 95,324 119,922 124,419 129,085 133,926 138,613 143,465 37,121 1,020,286$ Summer Camp 128,405 189,204 192,108 199,312 206,786 214,541 222,586 230,933 59,754 1,643,628$ Youth Advisory Committee & Academy 3,305 5,000 5,000 5,000 5,000 5,000 5,000 5,000 1,250 39,555 $ At-Risk Youth 264,700 326,398 326,933 339,193 351,912 365,109 378,801 393,006 101,690 2,847,741$ New Pool Operations/Programming 0 0 350,000 500,000 525,000 551,250 578,813 607,753 158,016 3,270,831$ GREAT Program (4th/7th Grades) 43,574 47,656 50,000 50,000 50,000 50,000 50,000 50,000 12,500 403,730$ Crime Prevention 444,397 642,641 597,243 621,133 445,978 463,817 481,210 499,256 129,494 4,325,169$ Library 660,336 1,088,249 948,885 986,840 1,026,314 1,067,366 1,107,392 1,148,920 298,719 8,333,021$ Total Expenditures 2,243,026$ 3,720,378$ 3,989,405$ 4,268,310$ 4,227,205$ 4,383,798$ 4,540,923$ 4,705,875$ 1,219,206$ 33,298,127$ Proposed Additions
PD License Plate Reader Cameras 60,000$ 60,000$ Net Revenue/Expenditures 1,096,501$ 403,398$ 293,549$ 46,590$ 16,195$ 7,202$ 1,977$ 5,113$ 2,117$ 1,872,641$ Fund Balance 1,096,501$ 1,499,899$ 1,793,448$ 1,840,037$ 1,856,233$ 1,863,434$ 1,865,411$ 1,870,524$ 1,872,641$ 1,872,641$ *First Measure R Revenue/Program Year: Includes three-quarters of revenue in FY2022/23 **Final Measure R Revenue/Program Year: Only one-quarter of revenue is received in FY2030/31 ***Assumes partial operations/programming of new pool in FY25; cost includes projected revenue offset (net cost)
MEASURE R SPENDING PLAN
Forecast
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 16, 2025
ITEM #: I.16
SUBJECT: Revision to Council Committee Assignments
Recommendation for Action: Staff recommends that the Council approve the attached City Council Assignments for 2026.
Staff Contact:
Marissa Kersey, City Clerk, (530) 661-5806, [email protected]
Discussion:
City Council assignments are generally set upon the seating of the Council after an election. The Council will often review and amend its assignments after the annual rotation of its officers.
The attached updated City Council assignments will take effect January 1st and remain, unless amended by Council, until reviewed after the certification of the November 2026 elections. There is only one proposed change in the attached assignments and that is to switch Council Member Moreno to serve as primary and Council Member Vega to alternate for the Water Resources Association (WRA) / Yolo Sub-Basin Groundwater Agency (JPA).
Attachments:
1. Council Assignments 2026 Draft
LOCAL AGENCY FORMATION
COMMISSION (LAFCO) (1) A 4th Thursday 9:00 a.m.
SACRAMENTO AREA COUNCIL
OF GOVERNMENTS (SACOG) A P 3rd Thursday 9:00 a.m.
YOLO COUNTY
TRANSPORTATION DISTRICT
(YCTD)
A P 2nd Monday 7:00 p.m.
YOLO COUNTY HOUSING
AUTHORITY (2) P A 4th Wednesday 3:00 p.m.
YOLO SOLANO AIR QUALITY
MANAGEMENT DISTRICT
(YSAQMD)
P A 2nd Wednesday 9:00 a.m.
WATER RESOURCES
ASSOCIATION (WRA) /
YOLO SUB-BASIN
GROUNDWATER AGENCY (JPA)
P A 5 x per yr as needed
on Monday 3:00 p.m.
WOODLAND/DAVIS CLEAN
WATER AGENCY (JPA) P P
3rd Thursday
Quarterly 3:00 p.m.
SAC / YOLO VECTOR CONTROL
AND MOSQUITO ABATEMENT
DISTRICT
P A 3rd Tuedsay 10:00 a.m.
YOLO COUNTY NATURAL
COMMUNITIES CONSERVATION
PLAN (JPA)
P A
3rd Monday 5:30 p.m.
YOLO ANIMAL SERVICES
PLANNING AGENCY P A
Monthly (date
varies) until Plan is
approved.
varies
VALLEY CLEAN ENERGY
ALLIANCE (JPA) BOARD P P A
2nd Thursday 5:30 p.m.
LIAISON APPOINTMENTS
YOLO COUNTY 2X2 P P 1st Wednesday 11:00 a.m.
COLLABORATIVE FOR
WOODLAND YOUTH -
WJUSD/YCOE/WCC 3X2X2
P P 2nd Wednesday 8:00 a.m.
CHAMBER OF COMMERCE 2X2 P P 1st Friday
Bi-Monthly 8:30 a.m.
LIBRARY 2X2 P
WOODLAND REC FOUNDATION
501(c)3
4th Tuesday 5:30 p.m.
LEAGUE OF CALIFORNIA CITIES -
VOTING DELEGATE (3)
Skip Davies - Community Member Non-Profit Board
CITY OF WOODLAND
CITY COUNCIL APPOINTMENTS - 2026
DRAFT 12/16/2025
INTER-JURISDICTIONAL BODIES LANSBURGH
(1)
Bi-county regional air quality district with County and City representatives.
Discusses countywide water availability, quality and
transfer issues; representatives from Cities, County,
Water Agencies and other interested organizations.
Groundwater Management Agency JPA.
STALLARD
(2)
GARCIA-
CADENA
(3)
MORENO
(4)
VEGA
(5)
MEETING
DATES
MEETING
TIME
COMMITTEE DEFINITION/PURPOSE
LAFCO Board Alternate 2024-2026 followed by 4
years as Regular Member, pending a LAFCo vote
in February 2026. City appointments to LAFCO are
ratified by a Selection Committee comprised of
Yolo Mayors.
Legislative coordination and information provision of
areas of interest to Cities in the region.
Established in 1998 by State legislation. Adminsters
countywide transit (YOLOBUS) system and related
planning services.
STALLARD
(2)
GARCIA-
CADENA
(3)
Joint Powers Board charged with preparation and
implementation of a Natural Communities
Conservation Plan to preserve habitat and open
space.
Appointed by City Council to serve 4-year term
through 202
8. LANSBURGH
(1)
MORENO
(4)
VEGA
(5)
MEETING
DATES
MEETING
TIME
COMMITTEE DEFINITION/PURPOSE
Joint Powers Board charged with oversight of
VCEA, Community Choice Aggregation program.
Yolo County, Davis, Woodland.
JPA established to develop a Strategic Plan for
providing animal services countywide.
League of Cities / Annual Conference
Discusses issues of mutual interest and keeps
regular dialog.
Discusses issues of mutual interest with School
Board and City Council Representatives.
Discusses issues of mutual interest and maintains
regular dialog.
On-call
Appointed annually prior to Annual Conference
Beginning 1/1995, this is a League of California
Cities program for regular communication between
Cities and their State legislative representatives.
ECONOMIC DEVELOPMENT
SUB-COMMITTEE P P
INFRASTRUCTURE
SUB-COMMITTEE P P
PUBLIC SAFETY
SUB-COMMITTEE P P
HOMELESS SUB-COMMITTEE P P
AD HOC Sub-Committee
COMMISSION APPOINTMENTS
DEI SUB-COMMITTEE P P
P Primary Designee assigned to represent the City
A ALTERNATE Designee - fill-in when Primary not available Annual Recruitment March thru June
Meets to review strategies and efforts to manage
issues surrounding homelessness.
Meets to review new business activity and buisiness
retention, recruitment, and expansion programs.
Meets to review public safety strategic plans and
public safety matters.
MEETING
TIME
On-call
On-call
STANDING COMMITTEES LANSBURGH
(1)
MORENO
(4)
VEGA
(5)
MEETING
DATES
On-call Develop and track Equity Action Plan activity.
Rotating On-Call
STALLARD
(2)
GARCIA-
CADENA
(3)
On-call
COMMITTEE DEFINITION/PURPOSE
On-call
Meets to review capital plans and facilities and
related subdivision infrastructure needs.
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 16, 2025
ITEM #: I.17
SUBJECT: City Council Meeting Schedule for 2026
Recommendation for Action: Staff recommends that the City Council approve its meeting schedule for 2026.
Staff Contact: Marissa Kersey, City Clerk (530) 661-5806, [email protected]
Background:
The City Council Handbook was adopted by Council on June 3rd, 2025, which replaced sections of the Woodland Municipal Code relating to City Council Meetings. The City Council Handbook provides that the City Council shall hold its regular meetings on the 1st and 3rd Tuesdays of each month, as the previous Woodland Municipal Code also stated.
Over the course of the calendar year, the set Council meeting dates occasionally conflict with holidays, winter and summer recess, and other dates such as out-of-town meetings or conferences.
By adopting an annual meeting calendar, there is less need to adjust dates as conflicts arise. It also allows for the City Council and staff to plan in advance for workflow, vacations, conferences, and other activities so that conflicts with the City Council meeting schedule are minimized.
In addition, the meeting calendar provides the ability for the Council to schedule one or more Special Meetings or Study Sessions, as they are needed. Special Meetings, which have some restrictions on the items discussed, are useful when an urgent Council action is needed prior to the next scheduled Regular Meeting. Study sessions are intended to provide the City Council with the opportunity to focus time and attention on a specific topic (or related topics) in a manner and setting that is impractical in the course of a Regular City Council meeting.
Discussion:
As established by the City Council Handbook, the Council's regular meetings are to be held on the 1st and 3rd Tuesday of every month. For 2026, the attached proposed calendar would retain this schedule, with the following possible modifications:
January 2026 — post 2025 Winter Recess
The 1st Tuesday of January falls on January 6th, shortly after returning from Winter Recess. The proposed calendar cancels the January 6th Meeting and Council will reconvene on January 20th.
Capital to Capital Conference — April 18th through April 22nd The annual Capital to Capital Conference overlaps with the third Tuesday in April. The proposed calendar cancels the April 21st meeting so that Council members may attend. A Special Meeting on the fourth Tuesday in April will then likely be scheduled.
Summer Recess — July 22nd through August 17th
The proposed calendar cancels the August 4th meeting and Council will reconvene after the Summer Recess on August 18th.
Council Study Session
The Council Retreat is tentatively scheduled for January 31st and will be confirmed with Council's adoption of the proposed 2026 calendar.
The calendar reserves the fourth Tuesday of the month for additional Study Sessions should they be needed.
Conclusion:
Staff recommends that the City Council approve its meeting schedule for 2026.
Prepared by: Marissa Kersey, City Clerk
Attachments:
1. 2026 Council Schedule
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Council Study Session (TBD) CalCities Annual Conference (TBD) Holiday Winter Recess (Dec 26 - Jan 1)
City Council Meeting (Regular) Cap to Cap (April 18 - 22) City Council Meeting (Special) Summer Recess (Jul 22 - Aug 17) Council Schedule
January February
October November
July August
2026
September
April
December
March
May June