Woodland City Council
September 15, 2026

City of Woodland

Meeting Agenda

City Council
City Hall
Council Chambers
300 First Street
Woodland, CA 95695
September 15, 2026
6:00 PM

CITY COUNCIL
In addition to being held in-person at City Hall, this meeting is accessible through the zoom link below or by calling the telephone number provided.

To provide public comment, please fill out the Speaker Sign Up form:
https://forms.office.com/g/7EuQPwy415. The City Clerk will call your name and unmute your microphone when it is your turn to speak. You may also use the "raise hand" feature in zoom to request to speak. If calling using the phone number, please press the star key and the number nine (*9) to raise your hand to speak.

Zoom Link: https://us06web.zoom.us/j/82355871863
Zoom Phone Number: 1(669) 900-6833
Zoom ID Number: 823 5587 1863

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: City of Woodland v. Patel (Yolo County Superior Court Case No. CV2024-3350)

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: Proclamation for National Hispanic Heritage Month

RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt a Proclamation recognizing September 15, 2026 through October 15, 2026 as National Hispanic Heritage Month in Woodland.

5. SUBJECT: Community Development Department Semiannual Report for January 2026 to June 2026.

RECOMMENDATION FOR ACTION: Staff recommends that the City Council receive the semiannual report from the Community Development Department for the time period of January 2026 to June 2026.

6. SUBJECT: Community Services Department Semiannual Report for January to June 2026

RECOMMENDATION FOR ACTION: Staff recommends that the City Council receive the semiannual report from the Community Services Department for the time period of January to June 2026.

7. SUBJECT: FY26/27 California Highway Patrol Cannabis Tax Fund Grant Program Award Acceptance

RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. ___ to:
(1) Accept the FY26/27 California Highway Patrol (CHP) Cannabis Tax Fund

Grant Program (CTFGP) Grant Award #30953 in the amount of $14,773.20; (2) Appropriate $14,773.20 in reimbursable grant funding into the State Grant Fund (Fund 1325) and;
(3) Increase the Police Department's FY27 budget in Fund 1325 by $14,773.20.

8. SUBJECT: Approve Consultant Contract for the College, Beamer, and Cross Rehabilitation Project, CIP 26-08

RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. _____, to approve a consultant services contract with Bennett Engineering Services, for an amount not to exceed $634,567, and authorize the City Manager to execute the agreement and amendments as necessary up to 20% ($126,914) of the agreement amount for the College, Beamer, and Cross Rehabilitation Project CIP 26-08.

9. SUBJECT: Carry-Over Unencumbered Appropriations from Fiscal Year 2025/26 to Fiscal Year 2026/27

RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. _____, authorizing the carry-over of unencumbered appropriations from fiscal year 2025/26 to fiscal year 2026/27, totaling $1,905,531.

10. SUBJECT: Receive the 2026 Local Agency Biennial Notice and Direct the City Clerk to Review and Amend the City's Conflict of Interest Code.

RECOMMENDATION FOR ACTION: Staff recommends that the City Council receive the 2026 Local Agency Biennial Notice and direct the City Clerk to review and amend the City's Conflict of Interest Code.

11. SUBJECT: Approve Agreement for Extension of City Water Service for Woodland Christian School Practice Field

RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. ____, approving the Agreement for Extension of City Water Service for Woodland Christian School practice field.

12. SUBJECT: Response to the 2025-2026 Yolo County Civil Grand Jury Report

RECOMMENDATION FOR ACTION: Staff recommends that the City Council review and approve the City of Woodland responses to the 2025-2026 Yolo County Civil Grand Jury Report titled Unified Action: Strengthening the Yolo County Homelessness Response.

13. SUBJECT: Woodland Police Supervisors' Association Memorandum of Understanding

RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. _____, implementing a one-year agreement (July 1, 2026 through June 30, 2027) with the Woodland Police Supervisors' Association (WPSA).

14. SUBJECT: Woodland Police Officers' Association Memorandum of Understanding

RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. _____, implementing a one-year agreement (July 1, 2026 through June 30, 2027) with the Woodland Police Officers' Association (WPOA).

15. SUBJECT: Woodland Police Mid-Management Association Memorandum of Understanding

RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. _____, implementing a one-year agreement (July 1, 2026 through June 30, 2027) with the Woodland Police Mid-Management Association (PMMA).

I. PUBLIC HEARINGS

16. SUBJECT: Public Hearing and Approval of Fiscal Year 2025/26 Community Development Block Grant (CDBG) Consolidated Annual Performance and Evaluation Report (CAPER)

RECOMMENDATION FOR ACTION: Staff recommends that City Council hold a public hearing to receive community input on the Fiscal Year (FY) 2025/26 Community Development Block Grant (CDBG) Consolidated Annual Performance and Evaluation Report (CAPER), and adopt Resolution No. ____ approving the FY 2025/26 CDBG CAPER, authorizing the incorporation of any public comments received during the public hearing and 15-day public comment period, and authorizing the City Manager or designee to finalize and submit the CAPER to the U.S. Department of Housing and Urban Development (HUD) following the conclusion of the 15-day public comment period.

J. ADJOURN

The next regular meeting of the City Council will be held on October 6, 2026 at 6PM.

I declare under penalty of perjury that the foregoing Agenda for the Joint Regular Meeting of the Woodland Finance Authority/ City Council of the City of Woodland scheduled for September 15, 2026 was posted on September 11, 2026 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: September 15, 2026
ITEM #: F.2
SUBJECT: General Public Comments

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: September 15, 2026
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

October 6th REGULAR MEETING
Proclamation – Recognizing October as Breast Cancer Awareness Month Proclamation - Fire Prevention Week
Award Meter Install Construction Project, Gibson Ranch Water Meter Replacement Project, CIP 26-16 Award Construction Contract Tupelo Offsite, CIP 26-15
Water Quality Public Health Goals Report Presentation

October 20th REGULAR MEETING Quarterly Investment Report
Approve Agreement with Woodland Recreation Foundation
Yolo County Fairgrounds Presentation
YoloTD Short Range Transit Plan

November 3rd REGULAR MEETING Conflict of Interest Code Update
FY27 First Quarter Budget Update
Woodland Public Library Annual Report

Future Topics / Study Sessions:

Library Eave and Roof Replacement Project - Approve Plans and Authorize Bid (TBD) Sewer and Water Rate Adjustment – 218 Hearing (TBD)
Updated 9/10/2026

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: September 15, 2026
ITEM #: H.4
SUBJECT: Proclamation for National Hispanic Heritage Month

Recommendation for Action: Staff recommends that the City Council adopt a Proclamation recognizing September 15, 2026 through October 15, 2026 as National Hispanic Heritage Month in Woodland.

Attachments:

1. Proclamation - National Hispanic Heritage Month 2026

PROCLAMATION
HISPANIC HERITAGE MONTH 2026
UNIDOS SOMOS MÁS / TOGETHER WE ARE MORE

WHEREAS, Hispanic Heritage month was enacted into law on August 17, 1988 and the US celebrates annually from September 15 through October 15; and

WHEREAS, the term Hispanic refers to communities from Spain or countries where the primary language is Spanish and Latino refers to communities from Latin America; and

WHEREAS, September 15 was selected as the celebration’s start date to coincide with the Independence Day celebrations of Costa Rica, El Salvador, Guatemala, Honduras, and Nicaragua. In addition, Mexico, Chile, and Belize observe their independence on September 16, 18, and 21, respectively; and

WHEREAS, Chicano, Latino, and Hispanic people have had a profound and positive influence in the United States through their strong commitment to family, hard work, and public service, among many other qualities. They have enhanced our national character with traditions that reflect the diverse customs of their communities and Woodland is a more vibrant place because of them; and

WHEREAS, Chicano, Latino, and Hispanic people have and continue to serve as Civil Rights leaders, educators, public servants, business owners, activists, artists, colleagues, friends, and much more in our community and across the world; and

WHEREAS, the State of California is home to more than 15 million Latinos, more than half of the K-12 student population in California is Latino, and roughly 50% of Woodlanders identify as Hispanic or Latino; and

WHEREAS, the City of Woodland is proud to celebrate our Chicano, Latino, and Hispanic neighbors by partnering on several activities during the month-long celebration; and

WHEREAS, even today, Chicano, Latino, and Hispanic people persist through discrimination and prejudice to build and grow their communities undeterred, and we remember those who have long led the ongoing movement for justice and equality; and

WHEREAS, the theme for the 2026 Hispanic Heritage Month celebration is “Unidos Somos Más / Together We are More,” highlighting unity, resilience, and the collective impact and shared values of Hispanic and Latino communities.

NOW THEREFORE, BE IT RESOLVED that the City Council of Woodland proclaims the month beginning on September 15 and continuing through October 15, 2026, as National Hispanic Heritage Month and encourages all Woodlanders to commemorate this occasion.

DATED: September 15, 2026
__________________________________________
Tom Stallard, Mayor

Mayra Vega, Mayor Pro Tempore David Moreno, Council Member Tania Garcia-Cadena, Council Member Rich Lansburgh, Council Member

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: September 15, 2026
ITEM #: H.5
SUBJECT: Community Development Department Semiannual
Report for January to June 2026

Recommendation for Action: Staff recommends that the City Council receive the semiannual report from the Community Development Department for the time period of January 2026 to June 2026.

Staff Contact:

Lauryn Wiens, Management Analyst, (530) 661-5818, [email protected]

Discussion:

This Semiannual Community Development Department Status Report covers the period from January 1, 2026, through June 30, 2026. The report presents a summary of work performed during this time period, including notable Department highlights.

Conclusion:

Staff recommends that the City Council receive the semiannual report from the Community Development Department for the time period of January 2026 to June 2026.

Attachments:

1. CDD Semiannual Jan-June 2026

COMMUNITY DEVELOPMENT

SEMIANNUAL REPORT

PLANNING
CDD SEMIANNUAL REPORT | 01.01.26 - 06.30.26

HOUSING
PLANNING | BUILDING | DEVELOPMENT ENGINEERING | TRANSPORTATION | UTILITY ENGINEERING | HOUSING 30 planning entitlements completed or in
process
58 pre-application reviews
Contingent approval of General Plan
Amendment to Policy 2.A.1 - Urban Limit Line
Adoption of Auto Dealership Incentive
Program
Submission and acceptance of Annual Housing
Progress (APR) report to the State Dept of
Housing and Community Development
ADU Ordinance Update for State Compliance
adopted on February 17, 2026
Yolano Donnelly Repositioning, AHSC Grant,
and Tupelo Family Apartments Support
Planning Commission Subcommittee convened
to update PC Rules and Regulations.
2026 Heritage Home Awards Preparations
underway
Historic Preservation & Planning Website
Updates to highlight Woodland history,
increase resources available to community
members, and improve customer visibility.

Zoning and Parcel Information Portal Update:

Coordination with the City GIS team to update
and consolidate information within the public-
facing Parcel Detail map portal and Zoning
map portal, requiring ongoing
interdepartmental coordination to maintain
accurate City GIS data.

In Spring 2026, the City was awarded
$443,278 in Community Development
Block Grant (CDBG) funding for the 2026 –
2027 program year. This funding will be
distributed to local subrecipient
organizations to support Public Services and
Public Infrastructure projects.

The City allocated $380,933 in HUD
Continuum of Care (CoC) grant funds to
support services for residents in Yolo
Wayfarer Center permanent supportive
housing, helping stabilize households and
reduce returns to homelessness through
ongoing supportive services.

In May 2026, Freeman Garden Court,
supported by $900,000 in City Housing
Trust Fund dollars, held its grand opening
ribbon ‑ cutting ceremony. This project
delivered 13 new affordable housing units
and reflects the City’s continued
commitment to leveraging local funds to
support project feasibility.

F r e e m a n G a r d e n C o u r t R i b b o n C u t t i n g C e r e m o n y P h o t o C r e d i t : C a r l o s G u e r r e r o , D a i l y D e m o c r a t C h o i c e N e i g h b o r h o o d s E a r l y A c t i o n P r o j e c t R e n d e r

BUILDING DIVISION

ISSUED BUILDING PERMITS

VALUATION
$40.6 M
30 new residential building permits issued
(Spring Lake 25 & ADU 5)
3 commercial additions building permits
1,179 other permit types (tenant improvements,
pools, HVAC, electrical, plumbing, etc.)

A V E R A G E D A I L Y

I N S P E C T I O N S
3 , 3 6 6 T O T A L
2 82 82 8

CODE ENFORCEMENT
CDD SEMIANNUAL REPORT | 01.01.26 - 06.30.26

BUILDING FEE STUDY
The Building Tech and Management
Analyst initiated a fee study of current
building department costs and current
fee schedule. The prior fee study was
conducted in 2008 and building fees had
not been comprehensively updated since
then.

An in-depth analysis of costs helped
produce a streamlined and current fee
schedule for building, meant to account
for 100% cost recovery for City services.

The proposed fee schedule would right
size the costs of permits to account for
actual reasonable costs of service and
will increase revenue to recover building
department costs.
4 1 84 1 8

C A L L S F O R S E R V I C EC A L L S F O R S E R V I C E 4 1 8

C A L L S F O R S E R V I C E
3 1 83 1 8

C A S E S C L O S E DC A S E S C L O S E D
3 1 8

C A S E S C L O S E D
* D o e s n o t a c c o u n t
f o r o n g o i n g o r
u n c o m p l e t e d c a s e
c a r r y - o v e r f r o m
p r e v i o u s p e r i o d s
Y a r d p a r k i n g
P r o p e r t y M a i n t e n a n c e
v i o l a t i o n s
S u b s t a n d a r d h o u s i n g
U n p e r m i t t e d w o r k
Z o n i n g v i o l a t i o n s

C O M M O N T O P I C S
T h i s n u m b e r h a s
d o u b l e d s i n c e s a m e
r e p o r t i n g c y c l e i n
2 0 2 4
C a lls fo r S e r v ic e C a s e s C lo s e d
Jan-Jun 2024
Jul-Dec 2024
Jan-Jun 2025
Jul-Dec 2025
Jan-Jun 2026
0 1 0 0
2 0 0
3 0 0
4 0 0
5 0 0

2 9
2 0
2 9
T r a f f i c C a l m i n g
& S p e e d i n g
S t o p
S i g n
T r a f f i c
S i g n a l
P a r k i n g
D a t a
R e q u e s t
C o n s t r u c t i o n &
T r a f f i c C o n t r o l
R e c e i v e d
1 7
1 1
0 3
1 6
2 C o m p l e t e d
1 3
6 0
3 1 5
2 * R e q u e s t s c o m p l e t e d d o n o t a l w a y s m a t c h r e q u e s t s r e c e i v e d b e c a u s e u n c o m p l e t e d r e q u e s t s c a r r y - o v e r TRAFFIC SERVICE REQUESTS*
Comprehensive Safety Action Plan:

The City is developing a Comprehensive
Safety Action Plan (CSAP) to update its
Local Roadway Safety Plan (LRSP) from
2022 and align it with federal Safe Streets
and Roads for All (SS4A) standards. This
update incorporates important work
completed since the original plan's
publication. The new CSAP applies the
Safe System Approach and revises the
collision analyses and findings from the
original 2022 plan. This effort is critical to
reducing injuries and fatalities on the
City's roadway system and for securing
safety-related funding at both the federal
and state level.

TRANSPORTATION

MAJOR PROJECT UPDATES
CDD SEMIANNUAL REPORT | 01.01.26 - 06.30.26

WOODLANDLOCAL ROADSAFETY PLAN
Construction Complete:

East & Main Street Traffic Signal
E. Main St Emergency Vehicle Preemption
Design & Bidding Complete:
2026 Road Maintenance Project
2026 ADA Project
Design Ongoing:

CR24A/SR113 Interchange
Design Initiated:

Main Street Complete Street
College/Beamer/Cross Road Rehabilitation
Pedestrian Crossing Improvements
Gibson Road Emergency Vehicle Preemption
Downtown Transit Transfer Point
Planning Ongoing:

Yolo County Housing AHSC Grant Improvements

Injected 468.1 Million gallons of
water to ASR storage

3.4 Billion gallons of treated
drinking water currently stored in
ASR wells
Approximately 2.2 Billion gallons
available for use as drinking water
supply
Completed:
5-year NPDES permit coverage for the
WPCF, including revisions to effluent water
quality monitoring and major projects
planning.

Evaluation of over 200 miles of the sewer
collection system and prioritized repairs
over the next few years.

Rehabilitation project for the Sports Park
well to provide 400 gal/minute for
landscape irrigation for Woodland Soccer
Club.

Sewer lateral cured in-place lining project
which lined 90 failing laterals utilizing in-
house design and construction management.

Sewer System Management Plan major
update to comply with revised Regional
Water Quality Board regulations.

Evaluation of the North Canal Pump Station
(103 North). Report recommends
replacement of the pump station due to
failure of the generator and discharge piping
in addition to the need to elevate above the
floodplain.

Designed:

ASR Well #31 with well drilling slated for Fall
2026 and completion of construction in late
2027.

Initiated construction:
2026 Water & Sewer Replacement Project
which replaces over 4,500 feet of water
main and 3,000 feet of sewer serving 100
homes.

UTILITY ENGINEERING
CDD SEMIANNUAL REPORT | 01.01.26 - 06.30.26

AQUIFER STORAGE &

RECOVERY PROGRAM
City was selected for a $3M grant from
the US Bureau of Reclaimation
WaterSMART Drought Resiliency
Program for the Aquifer Storage &
Recovery Well #31 Project

KEY GRANTS

MAJOR PROJECT UPDATES
2 0 2 6 W a t e r & S e w e r R e p l a c e m e n t P r o j e c t C o n s t r u c t i o n 2 0 2 6 W a t e r & S e w e r R e p l a c e m e n t P r o j e c t C o n s t r u c t i o n 7 2 M i l l i o n g a l l o n s o f
r e c y c l e d w a t e r d e l i v e r e d
1 . 1 4 B i l l i o n g a l l o n s o f
d r i n k i n g w a t e r d e l i v e r e d

Hiddleson Park Phase 1 Improvement Project (CIP 25-10)
The proposed phase 1 improvements include a new bathroom located west of the existing playground, replacement of the degraded asphalt drive off Elm Street with a new 10-foot-wide concrete drive, a concrete sidewalk to connect Elm Street to College Street through the park, and new lighting along the concrete path. Additionally, the existing overhead PG&E and AT&T lines adjacent to the existing asphalt drive will be undergrounded in a new joint trench to create a clear site for future phases of redevelopment, which will include reuse of the former pool area as a natural play area, bocce ball courts, and replacement of the existing play structure.

On June 8, 2026, the civil improvements were advertised for bid with a scheduled bid opening date set at July 14, 2026. Construction is anticipated to start in August and all work should be completed by end of Fall 2026.

DEVELOPMENT ENGINEERING
CDD SEMIANNUAL REPORT | 01.01.26 - 06.30.26

Construction of the new Woodland Aquatics Center was completed, with the City Council accepting the improvements at the March 17 City Council meeting. Plastering of the two pools was completed in mid-January. Punch list items were completed in February. A ribbon cutting ceremony was held on February 7 to celebrate the opening of the City’s second aquatics center. The tile mural adjacent to the main entry to the facility was completed in June and a dedication and donor recognition event was held on June

15. A multitude of programming, including lap swim, swim lessons, and public swim, will continue through the first full summer of operation at the new aquatic center. CDD continues to support CSD with project closeout documents and addressing warranty- related issues.

SOUTHEAST AREA AQUATICS CENTER PROJECT
CDD SEMIANNUAL REPORT | 01.01.26 - 06.30.26

Development Engineering is working closely with the Fire Department to advance preliminary design efforts for a new fire station to better serve the southeast portion of the City, including the Spring Lake area. The new fire station will be located at the northwest corner of E. Gibson Rd and Bourn Drive. In February, staff issued an RFQ for qualified progressive design-build teams to design and construct the new station.

On March 9, 2026, the City received 6 statements of qualifications from reputable teams of architects and contractors. After a thorough review process, the selection committee chose the team of CORE Construction (contractor) and TSK (architect) to design and build the new fire station. A design-build contract was executed in April 2026, and an initial design kickoff meeting was held in early May to begin the process of defining the critical project program parameters and to start laying out a site and floorplan of the new station. Through careful collaboration with the design-build team, the project team has successfully identified a project program to meet the needs of the fire department while making the most of the City’s established project budget. The design will be further refined through the summer, fall, and winter with the preparation of schematic design and construction documents. Construction is anticipated to begin in Spring 2027.

FIRE STATION #4 (CIP 16-10)
CDD SEMIANNUAL REPORT | 01.01.26 - 06.30.26
Fire Station #4 – Preliminary Rendering

CDD staff continue to work closely with Comcast and their contractors to lay the groundwork for the successful construction of Comcast’s fiber optic network buildout. CDD issued the first Comcast encroachment permit in January 2026 for an area bounded by West Street (east), Cottonwood (west), Gibson Rd (north), and the southern City limit. Installation of new fiber optic infrastructure to this area was completed in June, creating new opportunities for high-speed broadband service to more than 500 residences/properties. Construction continues to the next permit zone which is west of Cottonwood and south of Gibson Road. Comcast and its contractors continue to submit encroachment permit applications to Development Services for review and processing. In total, the City has received close to 50 encroachment permit applications from Comcast for buildout to most parcels west of SR-113.

CDD staff are providing inspection services to ensure that construction and restoration efforts by Comcast and their contractors meet the expectations of the community. In the coming months, Comcast will continue to ramp up their production by increasing their workforce with more crews working in multiple areas. Full buildout of Comcast’s fiber optic network is expected to take several years.

COMCAST FIBER OPTIC INFRASTRUCTURE BUILDOUT
CDD SEMIANNUAL REPORT | 01.01.26 - 06.30.26

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: September 15, 2026
ITEM #: H.6
SUBJECT: Semiannual Report for Community Services
Department

Recommendation for Action: Staff recommends that the City Council receive the semiannual report from the Community Services Department for the time period of January to June 2026.

Staff Contact:

Christine Ferrara, Community Services Director, (530) 661-2000 [email protected]

Discussion:

This semiannual report covers the period of January to June 2026 for the Community Services Department. Updates related to Summer 2026 programming will be provided in the next semiannual report.

Conclusion:

Staff recommends that the City Council receive the semiannual report from the Community Services Department for the time period of January to June 2026.

Attachments:

1. Semiannual Report FY26

JANUARY 1-JUNE 30, 2026
Community Services

SEMIANNUAL REPORT
Community Services Semiannual Report | 01.01.26-06.30.26

Contents
03 0 4
I n t r o d u c t i o n
H i g h l i g h t s
06 0 8
09 1 0
R e c r e a t i o n S n a p s h o t
M e a s u r e R H i g h l i g h t s
S e n i o r C e n t e r
F a c i l i t y R e s e r v a t i o n s
Youth Basketball League
Community Services Semiannual Report | 01.01.26-06.30.26 page 2 11 P a r k s & F a c i l i t i e s U p d a t e s

Community Services Department
The Community Services Department enhances quality of life in Woodland by providing a wide range of programs, recreational opportunities, community events, and senior services. This semiannual report provides an overview of activities, facility improvements, and community engagement during the last two quarters of FY26. Program participation for summer 2026 will be reported in the next semi-annual report.

Valentine’s Day Cookie Decorating
Adult Softball Spring league champs
Polar Bear Plunge
Concert on Court
Community Services Semiannual Report | 01.01.26-06.30.26 page 3

Department Highlights
The City of Woodland celebrated the Ribbon Cutting of the Woodland Aquatics Center on February 7, welcoming more than 300 people to the new pool facility. Guests enjoyed tours, pool activities, music from Mariachi Los Claveles, and hot dogs provided by the Kiwanis Club of Woodland. Special thanks go to the dedicated staff, partners, and generous donors whose support made this facility possible.

Community Services Semiannual Report | 01.01.26-06.30.26 page 4 Ribbon Cutting of Woodland Aquatics Center

Senior Center Inc. Celebrates 50 years
Department Highlights
Youth Basketball League
The 2025-2026 Youth Basketball
League season had a record number of
participants with 347 players. The
season would not have been successful
without the assistance of the 36
volunteer coaches.

Woodland Writes
Senior Center Inc. celebrated its 50
anniversary. This nonprofit partnership
between SCI and the City of Woodland has
lasted for half a century. Over the last 15
years, SCI membership has increased from
about 600 members to over 1,400 active
members.
th
Community Services Semiannual Report | 01.01.26-06.30.26 page 5 Woodland Writes encouraged the community to
support home ‑ bound seniors by creating Valentine’s
Day cards for delivery. This year, the program was a
wonderful success—over 1,800 cards were delivered to
seniors throughout the area with help from Meals on
Wheels, Palm Gardens, and other partners.

Community Services Semiannual Report | 1.01.26-6.30.26 page 6

AQUATICS PARTICIPANTS
Lap Swim & Water Exercise
Diving Clinic
Water Polo Clinic
Lifeguard Training
6,367
2,336

SPORTS LEAGUE PARTICIPANTS
Adult Basketball
Adult Softball
Adult Volleyball
986

YOUTH PARTICIPANTS
Mini Monet
Little Sport
Youth Basketball League
Youth Flag Football
390
YOUTH
530 Cheer Academy
Boxing
Lego Engineering
Mad Science
Nat’l Academy of Athletics
Tennis
Zumba Kids

CONTRACT CLASS PARTICIPANTS
ADULT
Boxing
Country Line Dance
Cuban Salsa
Rock Steady Boxing
Scottish Country Dance
Tai Chi
Tennis
Yoga
Recreation Snapshot

Recreation Snapshot
Recreation
Program
Participation
10,079
Adult Volleyball
Mini MonetYouth Diving
Scottish Country Dance
$173,880
Recreation
Program
Revenue
Community Services Semiannual Report | 01.01.26-06.30.26 page 7

Measure R Highlights
Community Services Semiannual Report 7.01.25-12.31.25 What is Measure R?
Measure R is a continuation of Measure J and is a quarter-cent city sales tax that supports general City services such as public safety, parks and recreation, and libraries. While Measure R funds are part of the City’s General Fund and allocated annually by the City Council, voter-approved advisory measures emphasize support for youth, recreation, and community programs. For the Community Services Department, Measure R funding helps support youth and teen activities, special events, camperships for department programs, and fee waivers that reduce participation costs for local user groups.

CAMPERSHIPS
Fees waived covered
by Measure R with Camperships
$21,782
1 , 6 4 4
T o t a l W o o d l a n d P l a y e r s
Youth User Groups
Woodland Girls Fast Pitch
Woodland Little League
Woodland Babe Ruth
YMCA - soccer
Woodland Soccer Club
Cal Ripken
Community Services Semiannual Report | 01.01.26-06.30.26 page 8 Measure R provides camperships (scholarships) to income- qualified Woodland residents, helping make City
recreation programs more affordable for local families.

Eligible participants receive reduced program fees for
several of the department’s programs. These camperships significantly reduce the cost of participation, ensuring more youth have access to recreational and aquatic
opportunities regardless of financial circumstances.

PLAYER FEESNumber of Camperships Distributed
Swim Lessons - 121
Summertime Fun Club - 66
Summer Teen Pack - 48
Woodland Wreckers - 6
Lifeguard Training - 1
City Fees Waived
$47,676
(Spring only)

Senior Center

ART GROUPS, EXERCISE CLASSES,

GENERAL PROGRAMS,

SUPPORT GROUPS, GAMES

TOTAL SIGN-INS
14,357

SENIOR EVENTS

TOTAL PARTICIPANTS
656
S e n i o r R e s o u r c e F a i r , V a l e n t i n e ’ s D a y D i n n e r a n d M o v i e , H a n d & F o o t C a r d P a r t y , S C I I n s t a l l a t i o n D i n n e r

SENIOR ACTIVITIES
Senior Art Workshop
Senior Bingo
Senior Resource Fair
Community Services Semiannual Report | 01.01.26-06.30.26 page 9

Facility Reservations
User Group Reservations
Facility Rental Revenue
Community & Senior Center
Charles Brooks Community Swim Center
Skip & Julie Davies Sport Park
Park reservations
Lighting fees for use at Camarena, Harris, Clark, and Klenhard fields Player fees
$270,881
Woodland Community Services Department offers a
comprehensive facility reservation program that
provides the community with access to a wide range of
venues for recreation, sports, celebrations, and
community events. The program serves residents, local
organizations, and visitors by offering flexible spaces for various uses while generating revenue to support
the maintenance of City facilities. Revenue is generated through park reservations, facility reservations, user
group fees—including non-resident player fees for
youth groups—and field lighting fees.

Staff work closely with local recognized user groups to coordinate field and facility use for their programs. The Youth organizations are assessed fees based on a per-player rate and light usage to help offset maintenance and operational costs. Adult groups are charged hourly fees for use.

U s e r G r o u p s
F i e l d s & F a c i l i t i e s U s e d
Woodland Soccer Club
Woodland Babe Ruth
Woodland Little League
Woodland Girls Fast Pitch
Woodland Cal Ripken
Woodland Swim Team
YMCA
Pioneer High School
Woodland High School
Woodland Community College
Woodland Area Pickleball Association
Woodland Tennis Club
Woodland Senior Softball
Woodland Adult Soccer League
Sacramento Valley Senior Softball
Charles Brooks Community Swim Center
City Park courts & field
Buchignani Field / Camarena Field / Pedroia Field
Clark Field
Crawford Park courts
Beamer Park courts
Harris Field
Hiddleson Park
Klenhard Park
Skip & Julie Davies Sports Park
Dave Douglass Park
Spring Lake Park
Gracie Hiddleson Park
Community Services Semiannual Report | 01.01.26-06.30.26 page 10

Park & Facilities Updates
157 Service calls closed

U R B A N F O R E S T R Y
106 Trees planted

CEMETERY
Revenue Collected
$180,000
18 Full Burials
12 Cremains Burials
Community Services Semiannual Report | 01.01.26-06.30.26 page 11 Arbor Day
Arbor Day was held on Saturday, March 7, with volunteers gathering at the Community & Senior Center to kick off the event. Volunteers planted trees at the Community & Senior Center, Skip & Julie Davies Sports Park, Bopama Park, and along Sports Park Drive. Arbor Day was a great day to
celebrate Woodland’s urban forest.

Park & Facilities Updates
Repaired first level of Brooks’ retaining wall
Noteworthy projects
Replaced several light poles at Cline Park
Installed new trash bins at Dave Douglass Park
Community Services Semiannual Report | 01.01.26-06.30.26 page 12 Repainted several park signs
Repaired Pioneer play structure
Repaired Pioneer Park tables
Repaired entrance at Cline park
Installed new slide at City Park

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: September 15, 2026
ITEM #: H.7
SUBJECT: FY26/27 California Highway Patrol Cannabis Tax Fund Grant Program Award Acceptance

Recommendation for Action: Staff recommends that the City Council adopt Resolution No. ___ to:
(1) Accept the FY26/27 California Highway Patrol (CHP) Cannabis Tax Fund Grant Program (CTFGP) Grant Award #30953 in the amount of $14,773.20; (2) Appropriate $14,773.20 in reimbursable grant funding into the State Grant Fund (Fund 1325) and; (3) Increase the Police Department's FY27 budget in Fund 1325 by $14,773.20.

Staff Contact
Ryan L. Kinnan, Police Chief, (530) 661-7813, [email protected] Richard Perry, Management Analyst, (530) 661-5903, [email protected]

Council Goal
This recommendation is consistent with the following Council goals:
1) Strengthen public safety and infrastructure by expanding traffic and law enforcement patrol capacity and resources.
2) Enhance governance and fiscal responsibility by maintaining a balanced budget while strategically investing in projects and programs that yield fiscal benefits.

Fiscal Impact
This is a cost-reimbursable grant not to exceed $14,773.20. Reimbursements will be submitted quarterly during the grant performance period of July 1, 2026, through June 30, 2027.

Background
The CHP Cannibis Tax Fund Grant Program (CTFGP) Grant funding opportunity provides financial assistance to allied agencies for the education, prevention, and enforcement of laws related to driving under the influence of alcohol and other drugs, including cannabis and cannabis products. The intent of the program is to educate the public regarding the dangers of impaired driving, enforce impaired driving laws on the roadway, and improve the Organization/Agency’s effectiveness through training and development of new strategies.

The Woodland Police Department applied for the grant opportunity in February 2026 and was awarded $14,773.20 on June 30, 2026. The grant agreement, outlining all terms and conditions of the award, is attached to this report.

Discussion
The Police Department continues to face challenges from rising traffic-related issues, including serious moving violations, driving under the influence incidents, and bicycle/pedestrian accidents.

Currently, the General Fund cannot fully support the staffing, training, and equipment needed to address these traffic-related issues. The CTFGP grant reimburses costs associated with sending officers to training for Standardized Field Sobriety Tests, Advanced Roadside Impaired Driving Enforcement, and Drug Recognition Expert. Without this grant, these training opportunities may not otherwise be accessible to Woodland PD officers.

Although some classes are Commission on Peace Officer Standards and Training (POST) certified and therefore possibly reimbursable, these courses do not always align with the department's schedule and availability. This additional grant funding allows the department to explore courses it might otherwise overlook because of travel, overtime, or other costs associated with non-local training. It is the goal of the department to send new officers to these important trainings on a more accelerated timeline. This accelerated training schedule increases the department's efficiency out in the field and furthers both CHP's and the City's goal of a safer community.

Conclusion
Staff recommends that the City Council adopt Resolution No. ___ to:
(1) Accept the FY26/27 California Highway Patrol (CHP) Cannabis Tax Fund Grant Program (CTFGP) Grant Award #30953 in the amount of $14,773.20; (2) Appropriate $14,773.20 in reimbursable grant funding into the State Grant Fund (Fund 1325) and; (3) Increase the Police Department's FY27 budget in Fund 1325 by $14,773.20

Prepared by: Richard Perry, Management Analyst
Approved by: Ryan L. Kinnan, Police Chief

Attachments:

1. CHP CTFGP Grant Agreement (30953)

2. Proposed Resolution_ CHP CTFGP Grant

State of California

DEPARTMENT OF CALIFORNIA HIGHWAY PATROL
GRANT AGREEMENT - Page 1
Award Number
30953
________________________________________________________________

1. GRANT TITLE
FY26/27 CTFGP Law Enforcement – Woodland Police Department

2. NAME OF ORGANIZATION/AGENCY
Woodland Police Department

3. ORGANIZATION/AGENCY SECTION TO ADMINISTER GRANT
Woodland Police Department

4. PROJECT PERFORMANCE PERIOD
From: 07/01/2026 To: 06/30/2027

5. PURCHASE ORDER NUMBER

6. G RANT OPPORTUNITY INFORMATION DESCRIPTION
Law Enforcement grants provide financial assistance to allied agencies for the education, prevention, and the enforcement of laws related to driving under the influence of alcohol and other drugs, including cannabis and cannabis products.

The intent of the program is to educate the public regarding the dangers of impaired driving, enforce impaired driving laws on the roadway, and improve the Organization/Agency’s effectiveness through training and development of new strategies.

7. FUNDS ALLOCATED UNDER THIS GRANT AGREEMENT SHALL NOT EXCEED $14,773.20

8. TERMS AND CONDITIONS
The Grantee agrees to complete the Project, as described in the Project Description. The Grantee’s Grant Application, and the California Code of Regulations, Title 13, Division 2, Chapter 13, Sections 1890.00- 1890.27, are hereby incorporated into this Grant Agreement by reference.

The parties hereto agree to comply with the Terms and Conditions of the following attachments:
• Schedule A – Project Description, Problem Statement, Goals and Objectives, and Method of Procedure • Schedule B – Detailed Budget Estimate
• Schedule B-1 – Budget Narrative

We, the officials named below, hereby swear, under penalty of perjury under the laws of the State of California, that we are duly authorized to legally bind the Grant recipient to the above-described Grant Terms and Conditions.

IN WITNESS WHEREOF, this Grant Agreement is executed by the parties hereto.

9. APPROVAL SIGNATURES
A. AUTHORIZED OFFICIAL OF ORGANIZATION/AGENCY
Name: Ryan Kinnan
Title: Police Chief
Phone: (530) 661-7813

Address: 1000 Lincoln Avenue
Woodland, CA 95695

E-Mail: [email protected]

___________________________ _______________
(Signature) (Date)
B. AUTHORIZED OFFICIAL OF CHP
Name: Elliotte Johnson Phone: (916) 843-4360
Title: Captain Fax: (916) 322-3169

Address: 601 North 7th Street
Sacramento, CA 95811

E-Mail: [email protected]

___________________________ _______________
(Signature) (Date)
C. ACCOUNTING OFFICER OF CHP
Name: M. V. Fojas Phone: (916) 843-3531
Title: Commander Fax: (916) 322-3159

Address: 601 North 7th Street
Sacramento, CA 95811

E-Mail: [email protected]

___________________________ _______________
(Signature) (Date)

10. AUTHORIZED FINANCIAL CONTACT TO RECEIVE

REIMBURSEMENT PAYMENTS

Name: Richard Perry
Title: Management Analyst
Phone: (530) 661-7813

Address: 1000 Lincoln Avenue
Woodland, CA 95695

TERMS AND CONDITIONS

Grantee shall comply with the California Code of Regulations, Title 13, Division 2, Chapter 13 Section 1890, et seq. and all other Terms and Conditions noted in this Grant Agreement. Failure by the Grantee to comply may result in the termination of this Grant Agreement by the California Highway Patrol (hereafter referred to as State). The State will have no obligation to reimburse the Grantee for any additional costs once the Grant Agreement has been terminated.

A. EXECUTION

1. The State (the California Highway Patrol) hereby awards, to the Grantee, the sum of money stated on page one of this Grant Agreement. This funding is awarded to the Grantee to carry out the Project set forth in the Project Description and the terms and conditions set forth in this Grant Agreement.

2. The funding for this Grant Agreement is allocated pursuant to California Revenue and Taxation Code Section 34019(f)(3)(B). The Grantee agrees that the State’s obligation to pay any sum under this Grant Agreement is contingent upon availability of funds disbursed from the California Cannabis Tax Fund to the State. If there is insufficient funding, the State shall have the option to either: 1) terminate this Grant Agreement; whereby, no party shall have any further obligations or liabilities under this Grant Agreement, or 2) negotiate a Grant Agreement Amendment to reduce the grant award and scope of work to be provided under this Grant Agreement.

3. The Grantee is not to commence or proceed with any work in advance of receiving notice that the Grant Agreement is approved. Any work performed by the Grantee in advance of the date of approval by the State shall be deemed volunteer work and will not be reimbursed by the State.

4. The Grantee agrees to provide any additional funding, beyond what the State has agreed to provide, pursuant to this Grant Agreement, and necessary to complete or carry out the Project, as described in this Grant Agreement. Any modification or alteration of this Grant Agreement, as set forth in the Grant Application submitted by the Grantee and on file with the State, must be submitted in writing thirty (30) calendar days in advance to the State for approval.

5. The Grantee agrees to complete the Project within the timeframe indicated in the Project Performance Period, which is on page one of this Grant Agreement.

B. PROJECT ADMINISTRATION

1. The Grantee shall submit all reimbursements, progress, performance, and/or other required reports concerning the status of work performed in furtherance of this Grant Agreement on a quarterly basis, or as requested by the State.

2. The Grantee shall provide the State with a final report showing all Project expenditures, which includes all State and any other Project funding expended, within sixty (60) calendar days after completion of this Grant Agreement.

3. The Grantee shall ensure all equipment which is purchased, maintained, operated, and/or developed is available for inspection by the State.

4. Equipment purchased through this Grant Agreement shall be used for the education, prevention, and enforcement of impaired driving laws, unless the Grantee is funding a portion of the purchased price not dedicated to impaired driving and that portion is not part of the Project costs.

Equipment purchased under this Grant Agreement must only be used for approved Project- related purposes, unless otherwise approved by the State in writing.

5. Prior to disposition of equipment acquired under this Grant Agreement, the Grantee shall notify the State via e- mail, and by telephone, by calling the California Highway Patrol, Impaired Driving Section, Cannabis Grants Unit at (916) 843-4360.

TERMS AND CONDITIONS

C. PROJECT TERMINATION

1. Grantee or the State may terminate this Grant Agreement at any time prior to the commencement of the Project. Once the Project has commenced, this Grant Agreement may only be terminated if the party withdrawing provides thirty (30) calendar days written notice of their intent to withdraw.

a. If by reason of force majeure the performance hereunder is delayed or prevented, then the term end date may be extended by mutual consent for the same amount of time of such delay or prevention. The term “force majeure” shall mean any fire, flood, earthquake, or public disaster, strike, labor dispute or unrest, embargo, riot, war, insurrection or civil unrest, any act of God, any act of legally constituted authority, or any other cause beyond the Grantee’s control which would excuse the Grantee’s performance as a matter of law.

b. Grantee agrees to provide written notice of an event of force majeure under this Grant Agreement within ten (10) calendar days of the commencement of such event, and within ten (10) calendar days after the termination of such event, unless the force majeure prohibits Grantee from reasonably giving notice within this period. Grantee will give such notice at the earliest possible time following the event of force majeure.

2. Any violations of law committed by the Grantee, misrepresentations of Project information by the Grantee to the State, submission of falsified documents by the Grantee to the State, or failure to provide records by the Grantee to the State when requested for audit or site visit purposes may be cause for termination. If the Project is terminated for the reasons described in this paragraph, the State will have no obligation to reimburse the Grantee for any additional costs once the Grant Agreement has been terminated.

3. The State may terminate this Grant Agreement and be relieved of any payments should the Grantee fail to perform the requirements of this Grant Agreement at the time and in the manner herein provided. Furthermore, the Grantee, upon termination, shall return grant funds not expended by the Grantee as of the date of termination.

4. If this Grant Agreement is terminated, the State may choose to exclude the Grantee from future Grant Opportunities.

D. FINANCIAL RECORDS

1. The Grantee agrees the State, or their designated representative, shall have the right to review and to copy all records and supporting documentation pertaining to the performance of this Grant Agreement. Grantee agrees to maintain such records for possible audit for a minimum of five (5) years after final payment, unless a longer period of records retention is stipulated or required by law. Grantee agrees to allow the auditor(s) access to such records during normal business hours and to allow interviews of any employees who might reasonably have information related to such records. Furthermore, the Grantee agrees to include a similar right for the State to audit all records and interview staff in any subcontract related to performance of this Grant Agreement.

E. HOLD HARMLESS

1. The Grantee agrees to indemnify, defend, and save harmless the State, its officials, agents and employees from any and all claims and losses accruing or resulting to any and all Grantee’s staff, contractors, subcontractors, suppliers, and other person, firm or corporation furnishing or supplying work services, materials, or supplies in connection with the performance of this Grant Agreement, and from any and all claims and losses accruing or resulting to any person, agency, firm, corporation who may be injured or damaged by the Grantee in performance of this Grant Agreement.

TERMS AND CONDITIONS

F. NONDISCRIMINATION

1. The Grantee agrees to comply with State and federal laws outlawing discrimination, including, but not limited to, those prohibiting discrimination because of sex, race, color, ancestry, religion, creed, national origin, physical disability (including HIV and AIDS), mental disability, medical condition (including cancer or genetic characteristics), sexual orientation, political affiliation, position in a labor dispute, age, marital status, and denial of statutorily-required employment- related leave. (GC 12990 [a-f] and CCR, Title 2, Section 8103.)

G. AMERICANS WITH DISABILITIES ACT

1. The Grantee assures the State it complies with the Americans with Disabilities Act (ADA) of 1990, which prohibits discrimination on the basis of disability, as well as all applicable regulations and guidelines issued pursuant to the ADA. (42 U.S.C. 12101 et seq.)

H. DRUG-FREE WORKPLACE

1. The Grantee shall comply with the requirements of the Drug-Free Workplace Act of 1990 and will provide a drug-free workplace by taking the following actions:

a. Publish a statement notifying employees that unlawful manufacture, distribution, dispensation, possession, or use of a controlled substance is prohibited and specifying actions to be taken against employees for violations.

b. Establish a Drug-Free Awareness Program to inform employees about:

i. The dangers of drug abuse in the workplace.

ii. The person's or Organization/Agency's policy of maintaining a drug-free workplace.

iii. Any available counseling, rehabilitation, and employee assistance programs.

iv. Penalties that may be imposed upon employees for drug abuse violations.

c. Every employee who works on the Project will:

i. Receive a copy of the company's drug-free workplace policy statement.

ii. Agree to abide by the terms of the company's statement as a condition of employment on the Grant Agreement.

2. Failure to comply with these requirements may result in suspension of payments under this Grant Agreement, or termination of this Grant Agreement, or both, and Grantee may be ineligible for award of any future Grant Agreements if the department determines that any of the following has occurred:

a. The Grantee has made false certification or violated the certification by failing to carry out the requirements, as noted above. (GC 8350 et seq.)

I. LAW ENFORCEMENT AGENCIES

1. All law enforcement Organization/Agency Grantees shall comply with California law regarding racial profiling. Specifically, law enforcement Organization/Agency Grantees shall not engage in the act of racial profiling, as defined in California Penal Code Section 13519.4.

TERMS AND CONDITIONS

J. LABOR CODE/WORKERS' COMPENSATION

1. The Grantee is advised and made aware of the provisions which require every employer to be insured against liability for Worker's Compensation or to undertake self-insurance in accordance with the provisions, and Grantee affirms to comply with such provisions before commencing the performance of the work of this Grant Agreement, (refer to Labor Code Section 3700).

K. GRANT APPLICATION INCORPORATION

1. The Grantee agrees the Grant Application and any subsequent changes or additions approved or required by the State is hereby incorporated into this Grant Agreement.

L. STATE LOBBYING

1. The Grantee is advised that none of the funds provided under this Grant Agreement may be used for any activity specifically designed to urge or influence a state or local legislator to favor or oppose the adoption of any specific legislative proposal pending before any state or local legislative body. Such activities include both direct and indirect (e.g., “grassroots”) lobbying activities, with one exception. This does not preclude a state official, whose salary is supported by this Grant Agreement, from engaging in direct communications with the state or local legislative officials, in accordance with customary state and/or local practice.

M. REPRESENTATION AND WARRANTIES

1. The Grantee represents and warrants that:

a. It is validly existing and in good standing under the laws of the State of California, has, or will have the requisite power, authority, licenses, permits, and the like necessary to carry on its business as it is now being conducted and as contemplated in this Grant Agreement, and will, at all times, lawfully conduct its business in compliance with all applicable federal, state, and local laws, regulations, and rules.

b. It is not a party to any Grant Agreement, written or oral, creating obligations that would prevent it from entering into this Grant Agreement or satisfying the terms herein.

c. If the Grantee is a Nonprofit Organization/Agency, it will maintain its “Active” status with the California Secretary of State, maintain its “Current” status with the California Attorney General’s Registry of Charitable Trusts, and maintain its federal and State of California tax - exempt status. If the Grantee subcontracts with a Nonprofit as part of this Grant Agreement, the Grantee shall ensure the Nonprofit will maintain its “Active” status with the California Secretary of State, maintain its “Current” status with the California Attorney General’s Registry of Charitable Trusts, and maintain its federal and State of California tax-exempt status.

d. All of the information in its Grant Application and all materials submitted are true and accurate.

N. AIR OR WATER POLLUTION VIOLATION

1. Under the state laws, the Grantee shall not be: (1) in violation of any order or resolution not subject to review promulgated by the State Air Resources Board or an air pollution control district; (2) subject to cease and desist order not subject to review issued pursuant to Section 13301 of the Water Code for violation of waste discharge requirements or discharge prohibitions; or (3) finally determined to be in violation of provisions of federal law relating to air or water pollution.

TERMS AND CONDITIONS

O. GRANTEE NAME CHANGE

1. Grantee agrees to immediately inform the State, in writing, of any changes to the name of the person within the Organization/Agency with delegated signing authority.

2. An Amendment is required to change the Grantee's name, as listed on this Grant Agreement. Upon receipt of legal documentation of the name change, the State will process the Amendment. Payment of invoices presented with a new name cannot be paid prior to approval of said Amendment.

P. RESOLUTION

1. A county, city, district, or other local public body shall provide the State with a copy of a resolution, order, motion, or ordinance of the local governing body, which by law, has authority to enter into a Grant Agreement, authorizing execution of the Grant Agreement.

Q. PAYEE DATA RECORD FORM STD. 204

1. This form shall be completed by all non-governmental Grantees.

R. FINANCIAL INFORMATION SYSTEM FOR CALIFORNIA GOVERNMENT AGENCY TAXPAYER ID FORM

1. This form shall be completed by all Grantees.

S. CONFLICT OF INTEREST

1. This section serves to make the Grantee aware of specific provisions related to current or former state employees. If Grantee has any questions regarding the status of any person rendering services or involved with the Grant Agreement, the Grantee shall contact the State (California Highway Patrol, Impaired Driving Section, Cannabis Grants Unit) immediately for clarification.

2. Current State Employees:

a. No officer or employee shall engage in any employment, activity, or enterprise, from which the officer or employee receives compensation or has a financial interest, and which is sponsored or funded by any state agency, unless the employment, activity, or enterprise is required, as a condition of regular state employment.

b. No officer or employee shall contract on their own behalf, as an independent Grantee, with any state agency to provide goods or services.

3. Former State Employees:

a. For the two-year period from the date they left state employment, no former state officer or employee may enter into a contract in which they engaged in any of the negotiations, transactions, planning, arrangements, or any part of the decision-making process relevant to this Grant Agreement while employed in any capacity by any state agency.

b. For the 12-month period from the date they left state employment, no former state officer or employee may enter into a contract with any state agency if they were employed by that state agency in a policy-making position in the same general subject area as the proposed Grant Agreement within the 12-month period prior to their leaving state service.

4. The authorized representative of the Grantee Organization/Agency, named within this Grant Agreement, warrants their Organization/Agency and its employees have no personal or financial interest and no present or past employment or activity, which would be incompatible with

TERMS AND CONDITIONS

participating in any activity related to this Grant Agreement. For the duration of this Grant Agreement, the Organization/Agency and its employees will not accept any gift, benefit, gratuity or consideration, or begin a personal or financial interest in a party who is associated with this Grant Agreement.

5. The Grantee Organization/Agency and its employees shall not disclose any financial, statistical, personal, technical, media-related, and/or other information or data derived from this Grant Agreement, made available for use by the State, for the purposes of providing services to the State, in conjunction with this Grant Agreement, except as otherwise required by law or explicitly permitted by the State in writing. The Grantee shall immediately advise the State of any person(s) who has access to confidential Project information and intends to disclose that information in violation of this Grant Agreement.

6. The Grantee will not enter into any Grant Agreement or discussions with third parties concerning materials described in paragraph five (5) prior to receiving written confirmation from the State that such third party has a Grant Agreement with the State, similar in nature to this one.

7. The Grantee warrants that only those employees who are authorized and required to use the materials described in paragraph 5 will have access to them.

8. If the Grantee violates any provisions in the above paragraphs, such action by the Grantee shall render this Grant Agreement void.

T. EQUIPMENT-USE TERMS

1. The Grantee agrees any equipment purchased under this Grant Agreement shall be used for impaired driving efforts.

2. Law Enforcement Projects:

a. Oral Fluid Drug Screening Devices and Cannabis/Marijuana Breath Testing Equipment - The Grantee agrees to ensure all personnel using road-side drug testing equipment, including oral fluid drug testing devices and/or cannabis/marijuana breath testing devices, purchased with grant funds from this Grant Agreement, are trained to recognize alcohol and drug impairment.

At a minimum, personnel using these devices should receive Standardized Field Sobriety Testing training. These personnel are also encouraged to attend Advanced Roadside Impaired Driving Enforcement and Drug Recognition Evaluator training. Prior to using these devices, the Grantee agrees to obtain permission from their local prosecutor’s office, establish a policy ensuring appropriate use, and require the staff using these devices to receive appropriate training, which may include training from the manufacturer. This will help ensure the equipment is used appropriately. The Grantee shall advise the State (California Highway Patrol, Impaired Driving Section, Cannabis Grants Unit) of any legal challenges or other items of significance that may affect the use or legal acceptance of these devices.

Additionally, the State may request additional information about the performance of these devices, including information about their use, accuracy, and feedback from personnel using the devices.

b. Law Enforcement Vehicles – The Grantee agrees any law enforcement vehicles purchased with Grant funds, from this Grant Agreement, will be primarily used for the enforcement of driving under the influence laws and/or providing public education, related to the dangers of driving under the influence. Additionally, any vehicle purchased using funds from this Grant Agreement shall comply with all California Vehicle Code and California Code of Regulation requirements. The State may require the Grantee to mark these vehicles with a decal and/or emblem, indicating the vehicle is used for driving under the influence enforcement.

Schedule A

Woodland Police Department

The Grantor determined awards and adjustments based on the Project’s merit, operational scale, compliance with the Request for Application (RFA), and program regulations. Certain activities or budget items proposed in Schedule A may have been deemed ineligible for funding. The final, binding list of authorized activities and expenses is set forth in Schedule B - Detailed Budget Estimate.

Project Description
The Woodland Police Department is committed to protecting the City of Woodland through comprehensive public safety focused on education, engineering, and enforcement.

The traffic unit plays a critical role in this mission, which includes reducing DUI/DUID related incidents. WPD's yearly average for DUI arrests was 90. This significantly increased to 227 DUI arrests in 2025. This upward trend shows a growing public safety concern and increased enforcement efforts.

More officers have been sent to SFST, ARIDE, and DRE training to combat this upward trend. In 2024- 2025, WPD observed an increase in zero DRE evaluations to 15. This demonstrated increased capacity to detect DUI/DUID's.

In 2025, WPD is onboarding about 10 new officers due to retirements and city growth. Grant funding will ensure these officers receive SFST and ARIDE early in their careers, maintaining our DUI/DUID enforcement.

WPD plans to formalize a specialized DUI enforcement unit to increase focused enforcement. Grant funding will supporting implementation during FY 2026-2027, with long term sustainability built into the budget.

Enforcement alone is insufficient.

WPD partners with Woodland Joint Unified School District to deliver the D.A.R.E. program, educating youth about drugs and DUI/DUID. Grant funding will support adding instructors to expand outreach.

Overall, this project will expand enforcement, training, prevention, and specialized DUI/DUID enforcement to strengthen roadway safety and to exceed performance expectations in FY 2026- 2027.

Problem Statement
Over the past several years, the number of DUI arrests within the City of Woodland and the Woodland Police Department's jurisdiction has steadily increased. In 2025, the Department experienced a significant spike in DUI arrest, rising from a historical annual average of approximately 90 arrests to 227 arrests. Additionally in 2025, there were 587 traffic collisions, of which 52 were DUI-related, and 14 of the 52 resulted in injuries and a yearly total of 227 DUI arrests. In 2024, there were 492 collisions, of which 42 were DUI -related, and 9 of the 42 resulted in injuries. In 2023, there were 624 traffic collisions, of which 51 were DUI -related, 7 of the 52 resulted in injuries, and 1 of the 52 resulted in a fatality, with a yearly total of 181 DUI arrests. These statistics highlight the ongoing public safety risk posed by impaired drivers.

The City of Woodland is traversed by two major thoroughfares, Interstate-5 and Hwy113. Due to the absence of a direct connector between these thoroughfares, commuters exit and re-enter local roadways to transition between the two routes. This pattern generates consistent, high-volume traffic through the city daily.

Enforcement efforts conducted in these transition areas have resulted in numerous DUI arrests, especially within the nighttime hours. This highlights the prevalence of impaired driving within these heavily traveled areas.

Currently the Woodland Police Department does not have a dedicated DUI enforcement team. In 2005, utilizing OTS grant funding, the Department established a specialized DUI enforcement team that was responsible for hundreds of DUI arrests annually, with specific directions to take no "hand- offs". The team was later disbanded due to budget constraints in 2009. Under current leadership, the Department is prioritizing the re-establishment of a dedicated DUI enforcement team to address growing community concerns related to impaired driving. The administration's long-term objective is to permanently sustain this team beyond the grant cycle. Currently, the majority of DUI arrests are generated through proactive patrol enforcement, while others occur as a result of collisions.

Schedule A

Each year, the Department's Traffic Unit applies for grant funding through the California Office of Traffic Safety (OTS) grant. These funds have enabled the Traffic Unit to organize two DUI/driver's license checkpoints annually, as well as multiple DUI saturation patrols. The Woodland Police Department maintains a consistent and proactive approach to identifying and arresting DUI/DUID drivers through a variety of enforcement strategies. This grant will allow the Department to expand these efforts into areas that would otherwise be limited by existing budget constraints.

The continued rise in DUI arrests from 181 in 2023, to 180 in 2024 (30 of which were drug- related), and 227 in 2025 (39 of which were drug-related) demonstrates the ongoing and increasing need for enhanced DUI/DUID education and enforcement within the City of Woodland. During the 2026-2027 CHP Cannabis Tax Fund Grant Program (CTFGP) grant period, the Department's primary focus will be to sustain and build upon its current enforcement momentum while formally developing a dedicated DUI enforcement team. In coordination with patrol operations, this team will increase the number of impaired drivers removed from roadways throughout the city, including but not limited to its major thoroughfares.

The Woodland Police Department's School Resource Officers (SROs), in partnership with the Woodland Joint Unified School District, have successfully implemented the D.A.R.E. program (4th grade) and the Positive Action program (7th grade) across 14 district schools, including 12 elementary schools and 2 middle schools.

In 2025, a total of 37 classes were delivered by 8 certified instructors. Currently, the Department's two SROs are responsible for overseeing and managing the D.A.R.E./Positive Action program in its entirety. In addition to their broader campus safety and student support duties, each SRO teaches approximately 5- 6 D.A.R.E./Positive Action classes. Due to this workload, both officers have identified a clear need for additional certified instructors to ensure the program can be delivered effectively and sustainably. Funding from this grant would enable the Department to send additional officers (three officers) to D.A.R.E./Positive Action instructor training, expanding instructional capacity and strengthening course material delivery for fourth and seventh grade students. Increasing the number of certified instructors will enhance the quality and consistency of prevention education, ultimately better equipping youth with the knowledge and skills needed to make safe, informed decisions regarding drugs, gangs, and violence. With the long- term goal of deterring the youth from committing crimes, such as DUI/DUID.

This project aims to focus on DUI/DUID enforcement, public and officer education, and community engagement. All enforcement statistics and program outcomes will be systematically tracked, documented, and reported throughout the grant reporting periods to ensure accountability and measurable impact.

Performance Measures/Scope of Work (Proposed Solution)
As a growing and young agency, the Woodland Police Department recognizes the need to strengthen investigative capacity, enhance DUI/DUID enforcement, and invest in prevention- based community education.

Under the 2026-2027 California Traffic Safety Grant Program (CTFGP), the Department seeks to (1) expand DUI/DUID enforcement through a dedicated team and specialized vehicle, (2) enhance officer training and investigative tools, and (3) sustain youth prevention programming through D.A.R.E. and Positive Action initiatives.

1. In 2025, the Woodland Police Department officers made 227 DUI/DUID arrests, 52 of which resulted from collisions. Of the total arrests, 175 were the result of proactive enforcement efforts, an increase from 138 proactive arrests in 2024. Despite this commendable increase in proactive enforcement, DUI -related collisions also rose from 39 in 2020 to 52 in 2025. This data demonstrates both officer commitment and the need for expanded focused enforcement strategies. Officers responded to 60,674 calls for service in 2025, which limits their capacity to further increase proactive DUI/DUID detection while maintaining patrol responsibilities.

To address this challenge, the Woodland Police Department proposes the creation of a dedicated DUI enforcement team. This team will conduct focused DUI/DUID saturation patrol, organize and implement DUI checkpoints, provide mentorship and training to patrol officers in SFST and ARIDE investigations, and identify and remove impaired drivers in addition to patrol operations, rather than serving as a "hand- off" unit.

Schedule A

The Department's goal under the 2026-2027 CTFGP is to increase proactive DUI/DUID enforcement and reduce DUI-related collisions by 20%. To support this initiative, the Department seeks funding to purchase and outfit one dedicated police vehicle (Ford Explorer), to send the selected officer to DUI Checkpoint Management training, to send the selected officer to DRE school, if the officer selected is not yet a current DRE, and to supply the selected officer with basic safety gear, including a radio, uniform, and firearm. This vehicle will ensure the DUI enforcement team is fully equipped without diminishing patrol resources. Based on vendor inventory and outfitting timelines, procurement will be completed no later than June 30, 2027.

2. The Woodland Police Department's patrol division is composed largely of officers with fewer than 5 years of experience. While these officers are actively pursuing development, including SFST and ARIDE training, additional investigative tools are necessary to support their effectiveness and safety. DUI/DUID investigations increasingly involve drug combinations, including both legal and illegal substances. Officers often encounter unidentified medications or suspected narcotics during traffic stops and col lision investigations. Without immediate field identification capabilities, officers face delays in enforcement decisions and potential safety risks.

To enhance investigative capacity and officer safety, the Department seeks funding to purchase a Thermo Scientific TruNarc Delta Handheld Narcotics Analyzer. This device enables rapid, on- site identification of controlled substances, including emerging threats such as fentanyl, xylazine, and synthetic opioids. With a continuously updated library of more than 1,200 substances, the TruNarc Delta provides laboratory grade analysis in the field. This equipment will improve officer safety by minimizing unnecessary exposure to hazardous substances, enable immediate identification of suspected narcotics during DUI/DUID investigations, support timely medical response when exposure risks are present, and strengthen evidentiary quality in DUI/DUID cases. The TruNarc analyzer will be utilized during DUI saturation patrols and in response to traffic collisions involving suspected impairment, particularly when unidentified medications or narcotics are located.

With support of this grant, the Department, in addition to the TruNarc, seeks funding to cover travel expenses for five officers to attend SFST training and for five officers to attend ARIDE training.

3. Prevention is a critical component of long-term DUI/DUID reduction. In 2025, the Woodland Police Department established the D.A.R.E. program (4th grade) and the Positive Action program (7th grade) within the Woodland Joint Unified School District. Currently, 12 elementary schools participate in the D.A.R.E. program, totaling 29 classes and 2 middles schools participate in the Positive Action program, totaling 8 classes. There us a total of 8 trained instructors who are responsible for delivering all 37 classes.

The Department's two School Resource Officers (SROs) have experienced significant strain in managing this instructional workload. Grant funding would assist to prevent instructor burnout and ensure program sustainment. The short-term goal of these programs is to educate youth on the dangers of drugs, gangs, and violence. The long-term objective is to deter criminal behavior, including DUI/DUID offenses, by building knowledge and resilience before students even reach driving age.

DUI/DUID prevention is incorporated into program discussions, providing students with direct access to law enforcement professionals to ask questions about legal consequences, safety risks, and long- term impacts. Establishing this foundation prior to driver eligibility is critical to long-term behavioral change.

Funding through the 2026-2027 CTFGP will ensure the continued success and sustainability of these prevention programs, support instructor capacity, and strengthen Woodland's approach to impaired driving reduction.

The Woodland Police Department is committed to a comprehensive strategy that integrates enforcement, training, equipment, and prevention. Through the establishment of a dedicated DUI enforcement team, investment in advanced narcotics identification technology, and continued support of youth education programs, the Department aims to significantly reduce impaired driving and improve roadway safety within the City of Woodland.

The requested funding under the 2026-2027 CTFGP will directly support measurable enforcement outcomes, improved officer safety, and long-term community impact.

Schedule A

Project Performance Evaluation
The Project Performance Evaluation will include data collection and statistical reports, including social media awareness.

Program Sustainability
The primary project identified in this grant that will most directly test long-term sustainability is the DUI enforcement team. The Woodland Police Department's administration recognizes the grant can provide critical start up support, but the long-term effectiveness depends on the institutional commitment beyond the grant funds. It is the intent of this Department to transition the DUI enforcement team to a permanent specialty.

To ensure sustainability, the Department will evaluate staffing models, budget allocations, and operational outcomes throughout the grant periods. The data collected during implementation will be used to demonstrate program effectiveness to further justify ongoing funding after the grant funding ceases. By slowly incorporating personnel costs, training requirements, and equipment maintenance into long- term fiscal planning, the Department will reduce the need for external funds.

Permanently establishing the DUI enforcement team will formalize impaired driving enforcement as a core public safety function rather than a temporary initiative. This further demonstrates this Department's commitment to sustained public safety, proactive enforcement strategies, and measurable reductions in DUI/DUID related collisions. The ultimate goal is to ensure this program benefits community safety continuing after grant funding.

Administrative Support
The Woodland Police Department is committed to ensuring the safety and well-being of the residents, visitors, and commuters within the City of Woodland. This commitment is fully supported by Department leadership and City Administration.

Although the Department maintains a moderate level of grant administration experience, it has successfully secured and managed multiple grants through the California Office of Traffic Safety (OTS). The Woodland Police Department is currently administering the 2025-2026 OTS Grant and is meeting all programmatic and fiscal requirements in a compliant manner. Our continued receipt of OTS funding over the past several years reflects the Department's demonstrated capacity to responsibly manage grant funds, implement required activities, and achieve measurable outcomes.

While the Department does not maintain a dedicated Grant Writing Unit, experienced lieutenants, sergeants, and officers collaboratively prepare and submit grant applications. This team-based approach ensures insight, fiscal accountability, and alignment with priorities.

Successful implementation of the 2026-2027 California Traffic Safety Program (CTFGP) Grant will rely on the continued dedication of all personnel to reduce DUI/DUID incidents in our community. Through targeted enforcement operations and educational outreach initiatives, the Department aims to remove impaired drivers from the roadways while maintaining patrol staffing levels and minimizing impacts to routine patrol duties.

Patrol officers are encouraged to be proactive in DUI/DUID enforcement and education efforts as staffing and call volume allows.

Schedule B

Detailed Budget Estimate

Award Number
Organization/Agency
Total Amount

30953
Woodland Police Department
$14,773.20

Cost Category
Line Item Name
Total Cost to Grant

Travel

SFST Training - Attend Travel
$5,772.00

ARIDE Training - Attend Travel
$4,238.00

DRE Training - Attend Travel
$4,222.40

Checkpoint Management Training Attend-
Travel
$540.80

Category Sub-Total
$14,773.20

Grant Total
$14,773.20

Schedule B-1
Budget Narrative

Woodland Police Department

Prior to engaging in grant-funded Saturation Patrols, DUI Checkpoints, or other enforcement activities in areas where the grantee does not have primary traffic jurisdiction, the grantee should consult with the agency having primary traffic jurisdiction.

Travel

SFST Training - Attend Travel
$5,772.00

SFST 5 OFFICERS (24 HRS X5) (3 DAYS X 5 OFFICERS) LODGING: $716.40, PER DIEM: $238, & FLIGHT:
$200 = $1,154.4 X5 = $5,772

REIMBURSEMENT WILL BE AT CALIFORNIA STATE (CALHR) RATES. ANY COSTS BEYOND STATE TRAVEL RATES WILL BE THE RESPONSIBILITY OF THE GRANTEE.

ARIDE Training - Attend Travel
$4,238.00

ARIDE 5 OFFICERS (16 HRS x5) (2 DAYS x 5 OFFICERS) LODGING: $477.60, PER DIEM: $170, & FLIGHT:
$200 = $847.60 X5 = $4,238

REIMBURSEMENT WILL BE AT CALIFORNIA STATE (CALHR) RATES. ANY COSTS BEYOND STATE TRAVEL RATES WILL BE THE RESPONSIBILITY OF THE GRANTEE.

DRE Training - Attend Travel
$4,222.40

DRE 1 OFFICER (104 HRS) (13 DAYS) LODGING: $3,104.40, PER DIEM: $918, & FLIGHT: $200 = $4,222.40

REIMBURSEMENT WILL BE AT CALIFORNIA STATE (CALHR) RATES. ANY COSTS BEYOND STATE TRAVEL RATES WILL BE THE RESPONSIBILITY OF THE GRANTEE.

Checkpoint Management Training Attend- Travel
$540.80

CHECKPOINT MANAGEMENT 1 OFFICER (8 HRS) (1 DAY) LODGING: $199, PER DIEM: $102, & FLIGHT: $200 = $540.80

REIMBURSEMENT WILL BE AT CALIFORNIA STATE (CALHR) RATES. ANY COSTS BEYOND STATE TRAVEL RATES WILL BE THE RESPONSIBILITY OF THE GRANTEE.

RESOLUTION NO. _____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND ACCEPTING THE FY26/27 CHP CANNABIS TAX FUND GRANT PROGRAM AWARD #30953
WHEREAS, the Police Department has a need to send its officers to additional training to supplement its capability to resolve drug-related incidents within the city; and WHEREAS, sending officers to non-reimbursable training can pose an undue burden on the department’s operational budget; and
WHEREAS, the City of Woodland Police Department was awarded $14,773.20 by CHP through the Cannabis Tax Fund Grant Program (CTFGP) to attend drug-related training.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Woodland as follows:

SECTION 1. The City Council accepts the FY26/27 CHP CTFGP Grant Award #30953 in the amount of $14,773.20;
SECTION 2. The City Council approves the appropriation of $14,773.20 in reimbursable grant funding to the State Grant Fund (Fund 1325).

SECTION 3. An increase to the Police Department's FY27 budget in Fund 1325 by $14,773.20 is approved.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Woodland at a regular meeting held on the 15th day of September 2026, 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: September 15, 2026
ITEM #: H.8
SUBJECT: Approve Consultant Contract for the College,
Beamer, and Cross Rehabilitation Project, CIP 26-08

Recommendation for Action: Staff recommends that the City Council adopt Resolution No. _____, to approve a consultant services contract with Bennett Engineering Services, for an amount not to exceed $634,567, and authorize the City Manager to execute the agreement and amendments as necessary up to 20% ($126,914) of the agreement amount for the College, Beamer, and Cross Rehabilitation Project CIP 26-08.

Staff Contact:

Sara Andreotti, Engineering Assistant – (530) 661-5951, [email protected]

Fiscal Impact:

The College, Beamer, and Cross Rehabilitation Project, CIP 26-08, is included in the FY 26/27 Capital Budget in the amount of $9,951,750. Funding includes $6,500,000 of Fund 361 RMRA Funds and $3,451,750 in Fund 351 Transportation Grants Funds.

There is no impact to the General Fund.

Background:

The City of Woodland has secured $3 million in State Transportation Improvement Program (STIP) funding and $451,750 in Highway Safety Improvement Program (HSIP) funds for Fiscal Year 2028.

While SB1 Road Maintenance and Rehabilitation Program (RMRA) revenue projections are sufficient to fund the project in its entirety, staff is actively pursuing additional road rehabilitation grants to offset the use of local RMRA funds. Staff submitted a $1.5 million grant application through the System Preservation program, and SACOG Staff is recommending to their Board that the funds be awarded to the City.

The proposed project includes the rehabilitation of College Street (from Topaz Way to Gibson Road), Beamer Street (from Cottonwood Street to East Street), and Cross Street (from West Street to East Street). The scope of work includes asphalt roadway rehabilitation, the installation of bicycle infrastructure (bike routes, bike lanes, and buffered bike lanes), and the construction of new sidewalks to close gaps in the existing pedestrian network. Additionally, the project will include ADA- compliant curb ramps, pedestrian crossing improvements, and traffic signal upgrades.

Once completed, the project will improve over four miles of bicycle and pedestrian infrastructure, significantly enhancing connectivity and closing critical gaps in the City's active transportation network. The estimated useful life of these improvements is 15 years. Staff currently anticipates construction to commence in the 2028 construction season and conclude in the following year.

Discussion:

The City received three Statements of Qualification from consultants in response to the Request for Qualifications. Staff reviewed, scored, and ranked the statements received and Bennett 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 at an amount not to exceed

$634,567.

Conclusion:

Staff recommends that the City Council adopt Resolution No. _____, to approve a consultant services contract with Bennett Engineering Services, for an amount not to exceed $634,567, and authorize the City Manager to execute the agreement and amendments as necessary up to 20% ($126,914) of the agreement amount for the College, Beamer, and Cross Rehabilitation Project CIP 26-08.

Prepared by: Sara Andreotti, Engineering Assistant
Reviewed by: Brent Meyer, Community Development Director / City Engineer

Attachments:

1. Proposed Resolution_CIP 26-08

2. College-Cross-Beamer Scope Exhibit

RESOLUTION NO. ___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND

TO APPROVE A CONTRACT WITH BENNETT ENGINEERING SERVICES,

FOR THE COLLEGE, BEAMER, AND CROSS REHABILITATION PROJECT, CIP 26-08
WHEREAS, the College, Beamer, and Cross Rehabilitation Project, CIP 26-08 is included in the FY 26/27 Capital Budget; and
WHEREAS, the Capital Budget includes $6,500,000 RMRA funding (Fund 361) and $3,451,750 Transportation Grant funding (Fund 351), for a total Project budget of $9,951,750; and
WHEREAS, the City Council wishes to approve the Contract with Bennett Engineering in the amount not to exceed $634,567, authorize a contract contingency up to 20% ($126,914), 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 $634,567 and authorizes a contract contingency of up to 20% ($126,914) of the agreement amount.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Woodland at a regular meeting held on the 15th day of September 2026, 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: September 15, 2026
ITEM #: H.9
SUBJECT: Carry-Over Unencumbered Appropriations from
FY2025/26 to FY2026/27

Recommendation for Action: Staff recommends that the City Council adopt Resolution No. _____, authorizing the carry-over of unencumbered appropriations from fiscal year 2025/26 to fiscal year 2026/27, totaling $1,905,531.

Staff Contact:

Karie Farnham, Financial Services Manager (530) 661-5846, [email protected]

Fiscal Impact:

Approval of the staff recommendations will authorize an amendment to the FY2026/27 budget in the amount of $1,905,531. Funding for carry-over items was previously approved as part of the FY2025/26 budget for specific projects and program expenditures and is available for re-appropriation in FY2026/27.

The following table summarizes the recommended appropriations by fund source:

Background:

In general, annual budget appropriations that are not expended or encumbered (set aside to cover costs of existing contractual obligations) by year-end revert back to fund balance and are subsequently available for reappropriation in future budgets. However, each year, selected funding allocations in the preceding annual budget that support specific projects and/or priority needs may be requested for reappropriation. Reappropriation of unexpended and unencumbered funding is typically limited to funding needed to continue multi-year projects as well as funding allocated in the budget for a specific purpose that was unable to be completed prior to year-end. Carry-over requests submitted by each department have been reviewed by Finance staff and the City Manager, with recommendations to the City Council based on the following criteria:

1. The fund paying for the carry-over, overall, is in good health.

2. Revenue was analyzed at a fund and department level to ensure that revenues received were consistent with anticipated fiscal year results.

3. Expenditures were analyzed at a fund and department level to ensure expenditure budgets were not in excess of anticipated levels and that adequate savings exist to fund carry-over requests.

4. Consistency of carry-over request with intent of original appropriation.

Departments submitted a total of $2,655,917 in carry-over requests for the funds described herein. Due to the criteria outlined above and the budget appropriation authority, staff is recommending that $1,905,531 be carried- over from FY2025/26 to FY2026/27. The detailed carry-over requests that are recommended for approval are attached to this staff report as Exhibit A.

Carryover of unexpended budgets for ongoing capital improvement projects is automatic at the end of each fiscal year, as authorized in the annual budget adoption resolution. Because of this automatic carryover, none of the budgets assigned to projects are included or discussed herein.

Discussion:

The carry-over recommendation consists of funding requests across seven (7) fund types: General (includes Measure J), Internal Service Funds, Enterprise Funds, Capital Funds, Special Revenue Funds, Measure F, and Measure R.

General Fund
General Fund expenditure budgets include activities for regular General Fund operations totaling $122,497 and another $63,467 for Measure J activities. Staff's recommendations within the General Fund carry-overs include items that have been noted as high priority by the City Council, such as funding for downtown improvement efforts, and appropriations for contract services in prioritizing digitization and technology upgrades. Other carry-overs are for funding that was committed but not spent in the previous fiscal year, as well as building maintenance needs.

Measure J's carry-over item of $63,467 in User Group Seed Funding was identified and committed by the City Council as seed money to assist various community groups with fundraising for the build-out of the Sports Park at the Community Center; this continues to be carried forward until the user groups submit the required information.

Internal Service Fund
Various appropriations are being requested from Internal Service Funds totaling $710,029. Such requests include an appropriation of $430,000 to purchase a variety of servers in need of replacement, $53,779 for various facility maintenance needs, and $225,000 to implement a new citywide Document Management System. This implementation was delayed due to staffing resources being used for the implementation of a separate citywide enterprise resource planning (ERP) project.

Enterprise Funds
Enterprise Funds carry-over requests are largely a continuation of environmental/sustainability funded activities to satisfy the requirements of Senate Bill (SB) 1383. Other appropriations include $57,159 for the continued replacement of aging water meters and related products, $55,963 to support necessary repairs and replacement of aging equipment and infrastructure at the Water Pollution Control Facility, and $25,000 in variety of other facility maintenance needs.

Capital Funds
Capital Funds carry-over item of $1,638 is to fund the Professional Growth & Development/Education Incentive program available to current full-time employees outlined per respective bargaining units.

Special Revenue Funds
Special Revenue Funds carry-over requests are largely funding grant programs that can span multiple fiscal years.

Such requested carry-overs include funding for Fire Prevention & Safety, Personal Protective Equipment (PPE), various project and maintenance needs for the Woodland Regional Park Preserve, and a variety of funding that was committed but not spent in the previous fiscal year. Also included is funding for a soundwall repair project located in Sping Lake.

Measure F
Measure F includes carry-over requests mainly for the continuation of the Squad Pilot Program for the Fire Department to aid in faster emergency response times as well as PPE replacement. Other requests include funding for commitments not spent in the previous fiscal year.

Measure R
Measure R includes a carry-over request for unused Utility Assistance Program funds to be used in FY27 as well as

additional carry-over for the Professional Growth & Development/Education Incentive program.

Conclusion:

Staff recommends that the City Council adopt Resolution No. _____, authorizing the carry-over of unencumbered appropriations from fiscal year 2025/26 to fiscal year 2026/27, totaling $1,905,531.

Prepared by: Karie Farnham, Financial Services Manager
Reviewed by: Kim McKinney, Administrative Services Director

Attachments:

1. Exhibit A

2. Proposed Resolution_FY26-27 Carry-Over Budget

EXHIBIT A
Department Carry-over Item Fund Account Description/Rationale Staff Recommendation Fund Name Administrative Services Document Management System 2015 2015-10-133-733200-52620 Implemenation of the Document Management System was delayed to FY2026. 225,000.00$ Information Systems Administrative Services ESXi Hosts 2015 2015-10-133-733100-55400 Server Replacement Project 85,000.00$ Information Systems Administrative Services View Hosts 2015 2015-10-133-733100-55400 Server Replacement Project 130,000.00$ Information Systems Administrative Services Server SAN 2015 2015-10-133-733100-55400 Server Replacement Project 125,000.00$ Information Systems Administrative Services UPS Batteries 2015 2015-10-133-733100-55400 Server Replacement Project 10,000.00$ Information Systems Administrative Services Nvidia Licensing 2015 2015-10-133-733100-55400 Server Replacement Project 80,000.00$ Information Systems Administrative Services Utility Assistance Program Unspent Funds FY26 1102 1102-10-138-733300-52620 Remaining budget from FY2026 to be used in FY2027 854.85$ Measure R Administrative Services Senate Bill (SB) 1383 Programs 2250 2250-10-113-781400-52260 Senate Bill (SB) 1383 procurement requirements 90,000.00$ Recycling Fund Administrative Services City/County Payment Program Grant 2250 2250-10-113-818800-52260 Beverage Container Recycling Grant 30,378.83$ Recycling Fund Administrative Services Organics Waste Reduction Grant 1325 1325-10-113-721500-52260 Senate Bill (SB) 1383 local assistance grant funding that spans over multiple fiscal years. 42,201.54$ State Grants Fund CDD Leased Scanner Contract 1101 1101-20-221-721000-52620- Equipment lease for prioritizing digitization and technology upgrades. 2,400.00$ General Fund CDD Building Maintenance 2220 2220-20-227-787200-52620 Building maintenance for City Hall 25,000.00$ Sewer Enterprise CSD Purchase Orders closed due to fiscal year
rollover 1101 Various Purchase Orders for various landscape maintenance, tree prunning and trash services 89,757.67$ General Fund CSD Purchase Orders closed due to fiscal year
rollover 1381 Various Purchase Orders for various landscape maintenance, tree prunning and trash services 2,458.00$ Gibson Ranch LLD CSD Purchase Orders closed due to fiscal year
rollover 1384 Various Purchase Orders for various landscape maintenance, tree prunning and trash services 3,146.00$ Streng Pond LLD CSD Purchase Orders closed due to fiscal year
rollover 1387 Various Purchase Orders for various landscape maintenance, tree prunning and trash services 199.00$ West Woodland LLD CSD Purchase Orders closed due to fiscal year
rollover 1389 Various Purchase Orders for various landscape maintenance, tree prunning and trash services 81,500.27$ Spring Lake LLD CSD Purchase Orders closed due to fiscal year
rollover 1393 Various Purchase Orders for various landscape maintenance, tree prunning and trash services 17,416.67$ Prudler Mall Expansion LLD
CSD Purchase Orders closed due to fiscal year
rollover 1507 Various Purchase Orders for various landscape maintenance, tree prunning and trash services 16,593.69$ Measure F CSD Purchase Orders closed due to fiscal year
rollover 2210 2210-80-886-785200-52620 Purchase Orders for various landscape maintenance, tree prunning and trash services 544.00$ Water Enterprise Fund CSD Purchase Orders closed due to fiscal year
rollover 2240 2240-40-442-742800-52620 Purchase Orders for various landscape maintenance, tree prunning and trash services 94.30$ Cemetery Fund CSD Downtown Improvements 1101 1101-40-442-781200-52620 Downtown projects to continue in FY2027 20,000.00$ General Fund CSD Woodland Regional Park Preserve 1372 1372-40-442-742400-52620 Maintenance and projects for FY2027 111,328.33$ WRPP Conservation Easement Fund
CSD Measure J - User Group Seed Money 1101 1101-40-448-743300-56200 Remaining budget from FY2026 to be used in FY2027 63,466.70$ General Fund CSD Servicing of Audio Visual Equipment 1101 1101-40-441-741100-52410 Services performed in FY2026 3,432.24$ General Fund Fire AFG Grant 1330 1330-60-661-762400-51100 Federal grant expires on 09/26/2027 99,130.60$ Other Federal Grants Fire AFG Grant 1330 1330-60-661-762400-51200 Federal grant expires on 09/26/2027 $ 60,196.81 Other Federal Grants Fire HSGP Grant 1330 1330-60-662-762300-51130 Federal grant expires on 06/30/2027 $ 33,838.00 Other Federal Grants Fire Squad Pilot Program 1507 1507-60-661-760100-51200 Squad Pilot Program Balance $ 90,731.47 Measure F Fire Safety Equipment 1507 1507-60-661-760100-52260- Turnout 10 year replacement- New- NFPA 1851 $ 25,000.00 Measure F Fire Safety Equipment 1507 1507-60-662-761400-52290- Turnout 10 year replacement- New- NFPA 1851 $ 9,627.57 Measure F Fire Safety Equipment 1353 1353-60-662-760300-52290 Turnout 10 year replacement- New- NFPA 1851 $ 10,000.00 Proposition 172 Public Works Purchase Orders closed due to fiscal year
rollover 1355 1355-80-883-783500-52260 LED Street Light Replacement $ 18,651.40 Gas Tax Fund Public Works Purchase Orders closed due to fiscal year
rollover 1381 1381-80-883-783700-52260 Lighting Efficiency Project $ 100.00 Gibson Ranch LLD Public Works Department Specific Supplies 1389 1389-80-883-741600-52260 Lighting Efficiency Project $ 73,826.02 Spring Lake LLD Public Works Contract Services 1389 1389-80-883-741600-52620 Spring Lake Soundwall Repair and Replacement $ 50,000.00 Spring Lake LLD Public Works Department Specific Supplies 2011 2011-80-884-786000-52260 Facilities Master Plan Projects $ 5,806.07 Facilities Replacement Public Works Contract Services 2011 2011-80-884-786000-52620 Facilities Master Plan Projects $ 47,973.24 Facilities Replacement Public Works Department Specific Supplies 2210 2210-80-886-785100-52260 Water Meters and Meter Related Products $ 57,158.64 Water Enterprise Fund Public Works Department Specific Supplies 2220 2220-80-881-785400-52260 Infrastructure and Equipment Maintenance at the Water Pollution Control Facility $ 55,962.78 Sewer Enterprise All Departments Professional Growth &
Development/Education Incentive Various Various Carryover balance for unused $625 in FY2026 to be carried over in FY2027 per citywide MOUs $ 11,756.17 Various 2025/26 BUDGET CARRYOVERS TO 2026/27

UNENCUMBERED DEPARTMENT REQUESTS (DEPARTMENT DISCRETIONARY ITEMS)

RESOLUTION NO. _____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND APPROVING AMENDMENTS TO THE FISCAL YEAR 2026-2027 ANNUAL BUDGET WHEREAS, a balanced annual budget for the City of Woodland was prepared for fiscal year 2026-2027 and adopted by the City Council on June 16, 2026; and WHEREAS, the adopted budget also includes the fiscal year 2026-2027 budgets for the Woodland Finance Authority and the Successor Agency to the former Woodland Redevelopment Agency; and
WHEREAS, the budget for the Capital Improvement Plan for fiscal year 2026-2027 has been prepared; and
WHEREAS, an amended annual budget has been prepared for fiscal year 2026-2027; and WHEREAS, all appropriations for the prior fiscal year shall lapse at the end of fiscal year 2026-2027 and any remaining amounts shall be credited against their respective fund balances, except for:
a. Any unexpended but encumbered amounts for specific orders outstanding at the end of the Fiscal Year, and
b. Any appropriations for incomplete capital projects at the end of fiscal year 2026-2027; and
WHEREAS, for these exceptions, such carry-overs may be made without further City Council action.

NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Woodland as follows:

SECTION 1. The 2026-2027 Annual Amended Budget is hereby adjusted to include supplemental appropriations totaling $1,905,531 shown in Exhibit A.

SECTION 2. Appropriations are hereby made at the individual fund level. The City Manager and Administrative Services Director are authorized to make budgetary transfers within an individual fund, so long as total appropriations for such fund remain unchanged. Interfund loans and/or transfers necessary to support fund level appropriations are hereby approved and authorized. Any changes to total fund level appropriations require further Council action.

SECTION 3. The City Manager and Administrative Services Director are hereby authorized to implement this resolution, including issuing the 2026-2027 Amended Budget, together with any non-substantive corrections to the proposed budget adopted by this Council.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Woodland at a regular meeting held on the 15th day of September 2026, 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: September 15, 2026
ITEM #: H.10
SUBJECT: Receive the 2026 Local Agency Biennial Notice and Direct the City Clerk to Amend the City's Conflict of
Interest Code.

Recommendation for Action: Staff recommends that the City Council receive the 2026 Local Agency Biennial Notice and direct the City Clerk to review and amend the City's Conflict of Interest Code.

Staff Contact:

Marissa Kersey, City Clerk, (530) 661-5806, [email protected]

Fiscal Impact:

There is little to no fiscal impact associated with the review and update of the conflict of interest code.

Background:

The Political Reform Act requires every local government agency to review its conflict of interest code biennially. The purpose of the conflict of interest code (the "Code") is to advise public officials and government employees or consultants on which financial interests they are required to disclose when they file their Statement of Economic Interests (Form 700). By October 1, 2026, the City must file a biennial notice with the agency's code reviewing body. The code reviewing body for the City of Woodland is the City Council. The biennial notice advises the Council on whether updates to the Code are necessary, and, if updates are required, the City has 90 days to approve the amendments.

Discussion:

The City's conflict of interest code was last revised and adopted by Council on August 20, 2024.

Since that revision, the City has incorporated new positions that require disclosures of economic interests. Additionally, the Code includes positions that are no longer active or that have had title revisions. There are also some minor revisions required for the disclosure categories and additional clarifications needed for the filing requirements of Government Code 87200 filers, which include the City Council, City Manager, City Treasurer, City Attorney, and Planning Commissioners.

As part of the biennial review process, the City must submit a biennial notice to the City Council advising whether amendments to the code are necessary. Attached to this staff report is the 2026 Biennial Notice for the City of Woodland that identifies the amendments required. Following the receipt of the notice by the Council, City Staff will draft the required amendments. The Political Reform Act (Government Code Section 87311) states that "the review and preparation of Conflict of Interest Codes by local government agencies shall be carried out under procedures which guarantee to officers, employees, members, and consultants of the agency and to residents of the jurisdiction adequate notice and a fair opportunity to present their views." As such, the draft amendments, along with a notice of intention to amend the Code, will be posted on the City's website for at least 30 days prior to the Council's consideration of the adoption of the Code. Staff will return to Council with the proposed amendments at the November 3rd, 2026 City Council meeting.

Conclusion:

Staff recommends that the City Council receive the 2026 Local Agency Biennial Notice and direct the City Clerk to review and amend the City's Conflict of Interest Code.

Prepared By: Marissa Kersey, City Clerk

Attachments:

1. Local Agency Biennial Notice 2026_City of Woodland

www.fppc.ca.govFPPC Advice: [email protected] (866.275.3772) Page 1 of 1 2026 Local Agency Biennial Notice Name of Agency: Mailing Address: Contact Person: Phone No. Email: Alternate Email: Accurate disclosure is essential to monitor whether officials have conflicts of interest and to help ensure public trust in government. The biennial review examines current programs to ensure that the agency’s code includes disclosure by those agency officials who make or participate in making governmental decisions. This agency has reviewed its conflict of interest code and has determined that (check one BOX): An amendment is required. The following amendments are necessary: (Check all that apply.) Include new positions Revise disclosure categories Revise the titles of existing positions Delete titles of positions that have been abolished and/or positions that no longer make or participate in making governmental decisions Other (describe) The code is currently under review by the code reviewing body. No amendment is required. (If your code is over five years old, amendments may be necessary.) Verification (to be completed if no amendment is required) This agency’s code accurately designates all positions that make or participate in the making of governmental decisions. The disclosure assigned to those positions accurately requires that all investments, business positions, interests in real property, and sources of income that may foreseeably be affected materially by the decisions made by those holding designated positions are reported. The code includes all other provisions required by Government Code Section 87302. __________________________________________ _________________________ Signature of Chief Executive Officer Date All agencies must complete and return this notice regardless of how recently your code was approved or amended. Please return this notice no later than October 1, 2026, or by the date specified by your agency, if earlier, to: (PLACE RETURN ADDRESS OF CODE REVIEWING BODY HERE) PLEASE DO NOT RETURN THIS FORM TO THE FPPC.

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: September 15, 2026
ITEM #: H.11
SUBJECT: Approve Agreement for Extension of City Water
Service for Woodland Christian School Practice Field

Recommendation for Action: Staff recommends that the City Council adopt Resolution No. ____, approving the Agreement for Extension of City Water Service for Woodland Christian School practice field.

Staff Contact:

Lolly Weichel, Senior Engineering Assistant, (530) 661-5950, [email protected]

Fiscal Impact:

There is no impact to the General Fund.

Background:

Woodland Christian School (WCS) has requested a connection to the city water service to serve their practice sports field. The property is currently served via water extended from an irrigation well located on the main campus to the north, but lacks potable water to provide safe drinking water for the students. The main campus, which is connected to city water, lies within city limits. However, the practice field is outside city limits. The property is within the City’s Urban Limit Line and Sphere of Influence.

Woodland Christian School has applied for an encroachment permit to construct a new water lateral connection to the city water main located adjacent to the property. Properties outside of city limits may connect to city utilities if the property is within the City's Sphere of Influence and if approval is given by the County's Local Agency Formation Committee (LAFCo). Woodland Christian School received approval through LAFCo on July 7, 2026, to connect the property to city water, and entered into an Annexation Agreement with LAFCo for future annexation. The landowner has no future plans to develop the land further.

Discussion:

The service agreement allows connection to safe drinking water by WCS, and provides terms for future development. The terms of the agreement stipulate that the developer will have to secure project approvals from the City and LAFCo in order to proceed with the project and acknowledges that the City intends to annex the properties at a future date. The agreement includes provisions requiring payment of all fees for connection of water, as well as any future action including future development and future annexation costs.

Additionally, the connection to city water will have added environmental benefits of avoiding new groundwater well(s) that would impact the local aquifer system.

Conclusion:

Staff recommends that the City Council adopt Resolution No. ____, approving the Agreement for Extension of City Water Service for Woodland Christian School practice field.

Prepared by: Lolly Weichel, Senior Engineering Assistant Reviewed by: Ed Wisniewski, Principal Civil Engineer

Attachments:

1. Water Service Agreement

2. Location Map

3. Proposed Resolution_Water Service Agreement WCS

82093.00006\45425818.1

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When Recorded Mail Document To:

City of Woodland
300 First Street
Woodland, CA 95695
Attn: City Clerk

Exempt from recording fees pursuant to
Government Code Section 27383

SPACE ABOVE THIS LINE FOR RECORDER’S USE

AGREEMENT FOR EXTENSION OF CITY WATER SERVICE
This Agreement for Extension of City Water Service (this “ Agreement ”) is made and entered into as of September __, 2026 (the “ Effective Date ”), by and between Woodland Christian Schools, a California nonprofit corporation (“ WCS ”), and the City of Woodland, a California municipal corporation (“ City ”). WCS and City are each respectively referred to herein as a “Party” and collectively as the “Parties”.

R E C I T A L S:

A. WCS is the owner of that certain property compri sed of approximately 15.81 acres located outside but adjacent to the jurisdictional boundaries of the City of Woodland and within the City’s Sphere of Influence and Urban Limit Line , which property is commonly referred to as APN 041-080-020 as more particularly described in Exhibit A to this Agreement, attached hereto and incorporated herein by this reference (the “ Property”); and B. WCS desires to provide a potable drinking water service to the WCS Property to serve the existing sports practice field (the “ Project ”); and C. WCS has requested access to City water service t o serve the Project and City has sufficient water capacity to serve the Project and is willing to provide such water service, subject to the conditions as set forth in this Agreement; and
D. WCS and City intend by the recording of this Agr eement to set forth the terms and conditions under which such water service will be made available to the Property. WCS and City further intend that this Agreement benefit and burden the WCS Property and provide notice to all current and future owners of the Property or any po rtion thereof regarding the matter described herein; and

AGREEMENT
NOW, THEREFORE, in consideration of the mutual covenants contained herein and other good and valuable consideration, the receipt and su fficiency of which are hereby acknowledged, the Parties agree as follows:

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1. Extension of Water Service. City agrees to extend water service to the Property for purposes of servicing the Project, subject to the following conditions:

1.1 WCS shall, at its sole responsibility and expense, design and construct connection of a water lateral to serve the Project on the Property in an alignment acceptable to the City, in its sole discretion. WCS’s obligations as set forth in this Section 1.1 are referred to in this Agreement as the “ Water Improvements .”

1.2 WCS shall, at its sole responsibility and expense, shall be responsible for securing all approvals required from the City and a ll other regulatory agencies or departments, including but not limited to approvals from Yolo Co unty Local Agency Formation Commission (“ LAFCO ”) for extension of City services outside of the ex isting City boundaries, securing all necessary encroachment permits for construction wit hin City, and paying all applicable fees or costs associated with obtaining such approvals.

1.3 Immediately prior to the issuance of the encroachme nt permit for the Project, WCS shall pay to City water connection charges at the applicable rate based on the number and size of meters required for the Project with su ch applicable rates determined at the time of permit issuance. WCS shall further pay to City all plan check and inspection fees associated with the Water Improvements at the same time and in the same manner as such fees would be charged by the City if the Project or the Water Improvements were located in the City.

1.4 Future construction of buildings of any size on the property will require payment of all current City impact fees established by the City pursuant to City’s Major Projects Financing Plan.

1.5 All Water Improvements shall be constructed in acco rdance with City Standard Specifications, policies, and conditions, which are incorporated herein by this reference and made a part of this Agreement. All improvements and materials for the Water Improvements shall be done, performed and installed in strict ac cordance with the approved construction plans for the work, on file with the City Engineer. WCS agrees it will be responsible for the construction and shall correct any and all deficiencies in the c onstruction and installation of the Water Improvements identified by the City Engineer or his designee.

1.6 WCS shall promptly pay to City any and all fees for water service supplied by City to the Property. WCS is responsible to pay the fees and rates as set forth by the City’s Fee Schedule. The WCS agrees to maintain its water ser vice accounts for the Property in a current status.

2. Consent to Future Annexation of Property. In further consideration of the City’s agreement to provide water service to the Property for the Project in accordance with the provisions of this Agreement, the WCS agrees not to oppose or protest, in any way, the future annexation of the Property to the City and to pay a proportional share of actual costs (including use of third party consultants and City staff time at established hourly rates for work on the annexation), applicable fees and charges that that are incurred in connection with the annexation of the Property. The parties acknowledge that the t ax sharing agreement to be entered into by and between the City and the County of Yolo that wi ll be applicable to the Property will be negotiated by the City in connection with a separate annexation, and WCS will be obliged to pay

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a proportional share of the staff and consultant costs, charges or fees associated with negotiation of the tax sharing agreement. If the property is a non-profit organization, then the payment of proportional costs as required in this section may be waived at the discretion of the Community Development Director.

3. Indemnification. WCS agrees to indemnify, defend and hold City harmless from and against any and all claims, losses, liabilities, damages, costs and expenses, including, but not limited to, reasonable attorneys' fees and costs (c ollectively, “ Claims ”) relating to injury to or death of persons or physical damage to personal pro perty, to the extent directly caused by the negligence or willful misconduct of WCS or WCS’s representatives, consultants, contractors or assigns in the course of performing WCS obligations pursuant to this Agreement. The provisions of this Section shall survive the expiration or termination of this Agreement.

4. Insurance.

4.1 WCS shall obtain or require all contractors it directly engages to conduct the Water Improvements to obtain and maintain insurance of the types and in the amounts described below in a form and with carriers satisfactory to City at any time that WCS is conducting work or otherwise accessing the City Property (a) Commercial General Liability Insurance. Occurrence version commercial general liability insurance or equivalent form with a limit of not less than TWO million dollars ($2,000,000.00) (or such lesser amount as m ay be approved in writing by City). If such insurance contains a general aggregate limit, it sh all apply separately to construction work authorized by this Agreement or be no less than two times the occurrence limit and shall also name City, its officials, officers, employees, agents, a nd volunteers as additional insureds by endorsement. The coverage shall contain no special limitations on the scope of its protection afforded to the above-listed additional insureds.
(b) Business Automobile Liability Insurance. Business a utomobile liability insurance or equivalent form with a limit of not less than one million dollars ($1,000,000.00) each accident shall be maintained. Such insurance shall include coverage for owned, hired, and non-owned automobiles and shall c ontain the same provisions regarding additional insureds as set forth in Section 12.1.a. above. (c) Workers’ Compensation Insurance. Workers’ compensat ion insurance with statutory limits and employer’s liab ility insurance with limits of not less than one million dollars ($1,000,000.00) each accident.

4.2 Other insurance requirements. WCS shall:
(a) Prior to taking any actions authorized by this Agreement, furnish City with properly executed certificates of insurance and endorsements or copies of insurance policies that evidence all insurance required in this Section 4 and that such insurance may not be canceled, allowed to expire, or be materially reduced in coverage except with thirty (30) days’ prior written notice to City.

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(b) Replace or require the replacement of certifica tes, policies, and endorsements for any insurance required herein expiring prior to substantial completion of the Water Improvements.
(c) Maintain all insuran ce required herein through the time that WCS completes the Water Improvements.
(d) Place all insuran ce required herein with insurers licensed to do business in California and reasonably acceptable to City.

5. Notices. All notices or other communications required or permitted under this Agreement shall be in writing and shall be personally delivered or sent by registered or certified mail, return receipt requested, postage prepaid, or by a nationally recognized overnight courier, such as FedEx or UPS, with charges prepaid for next business day delivery, addressed to the parties as follows:

If to City: City of Woodland
300 First Street
Woodland, CA 95695
Attn: City Manager
With a copy to:

Best Best & Krieger LLP
500 Capitol Mall, Suite 1700
Sacramento, CA 95814
Attn: Ethan Walsh
If to WCS: Woodland Christian Schools
1787 Matmor Road
Woodland, CA 95776
Attn: Jim Morrow

The date of any notice or communication shall be the date of receipt, provided that rejection or other refusal to accept or the inability to deli ver because of a change in address of which no notice was given shall be deemed to constitute rece ipt of the notice, demand, request or communication sent. Any party may change its addre ss for notice by giving notice to the other party in accordance with this Section 5.

6. Miscellaneous.
(a) Governing Law. This Agreement shall i n all respects be interpreted, enforced, and governed by and under the laws of the State of California. (b) Binding Effect. This Agreement and the covenants and agreements herein contained shall be binding on, and inure to the ben efit of, the parties hereto and their respective heirs, successors and assigns.

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(c) Survival. The obligations of the p arties to indemnify, protect, defend and hold harmless the other party shall survive the expiration or earlier termination of this Agreement. (d) Attorneys' Fees. Should either par ty bring an action against the other party, by reason of or alleging the failure of the other p arty with respect to any or all of its obligations hereunder, whether for declaratory or other relief, and including any appeal thereof, then the party which prevails in such action shall be entitled to its attorneys' fees (of both in-house and outside counsel) and expenses related to such action, in addition to all other recovery or relief. (e) No Third Party Beneficiary. The p rovisions of this Agreement are for the exclusive benefit of the parties and their successors and assigns, and shall not be deemed to confer any rights upon any person, except such parties, th eir successors and assigns. No obligation of a party under this Agreement is enforceable by, or is for the benefit of, any other third parties. (f) Interpretation. This Agreement s hall be construed according to the fair meaning of its language. The rule of construction to the effect that ambiguities are to be resolved against the drafting party shall not be employed in interpreting this Agreement. The captions in this Agreement are for reference only and shall in no way define or interpret any provision hereof.

Unless the context clearly requires otherwise: (i) the plural and singular shall each be deemed to include the other; (ii) the masculine, feminine, and neuter genders shall each be deemed to include the others; (iii) “shall,” “will,” or “agrees” are mandatory, and “may” is permissive; (iv) “or” is not exclusive; (v) “include,” “includes,” and “including” are not intended to be restrictive, and lists following such words shall not be interpreted to be exhaustive or limited to items of the same type as those enumerated; and (vi) “days” means calendar days, except if the last day for performance occurs on a Saturday, Sunday, or any legal holiday, then the next succeeding business day shall be the last day for performance.
(g) Severability. If any provi sion of this Agreement shall be invalid or unenforceable, the remainder of this Agreement shal l not be affected thereby, and each provision of this Agreement shall be valid and enforced to th e full extent permitted by law, provided the material provisions of this Agreement can be determined and effectuated. (h) Counterparts. This Agreeme nt may be executed in identical counterpart copies, each of which shall be an original, but all of which taken together shall constitute one and the same agreement.
(i) Authority; Execution. Cit y represents that the person executing this Agreement on behalf of City is duly authorized to do so. WCS represents that the persons executing this Agreement on behalf of WCS is duly authorized to do so. (j) Final Agreement; Amendme nt. This Agreement supersedes all previous oral and written agreements between and representations by or on behalf of the parties with respect to the subject matter hereof. This Agreement may not be amended except by a written agreement executed by both parties.
(k) Successors in Interest. The burdens of this Agreement shall be binding upon, and the benefits of this Agreement shall inure to, all successors in interest to the parties to this Agreement. All provisions of this Agreement shall b e enforceable as equitable servitudes and

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constitute covenants running with the Property. Eac h covenant to do or refrain from doing some act hereunder with regard to development of the Pro perty: (a) is for the benefit of and is a burden upon every portion of the Property; (b) runs with the Property and each portion thereof; and, (c) is binding upon each party and each successor in inter est during ownership of the Property or any portion thereof.

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SIGNATURE PAGE TO AGREEMENT FOR EXTENSION OF CITY WATER

SERVICE

IN WITNESS WHEREOF, the Parties have executed this Agreement as of the Effective Date.

CITY:

CITY OF WOODLAND,
a municipal corporation

By: _____________________________
Name: Ken Hiatt
Its: City Manager
Date: _____________________________
APPROVED AS TO FORM:

By: _______________________________
Ethan Walsh, City Attorney

WCS:

WOODLAND CHRISTIAN SCHOOLS,
a California Nonprofit Corporation
By: ______________________________
Matthew Hunt
its: Manager

[end of signatures]

EXHIBIT A

PROPERTY DESCRIPTION
APN: 041-080-020-000

PARCEL A-1(YOLO COLD STORAGE)APN 027-270-046PARCEL A-2APN 027-270-074 NSWE

RESOLUTION NO. ___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND

APPROVING AN AGREEMENT FOR EXTENSION OF CITY WATER SERVICE FOR

THE WOODLAND CHRISTIAN SCHOOL PRACTICE FIELDS

WHEREAS, Woodland Christian School, located at 1787 Matmor Road, desires to extend city water service to its practice fields, located on the county parcel just south of the school property, to provide potable water for students using the field for sports practices; and

WHEREAS, the property is currently served with water from an irrigation well located on the main campus to the north, but lacks potable water to provide safe drinking water for the students; and

WHEREAS, the Property is located within the City’s Sphere of Influence and Urban limit Line; and

WHEREAS, on July 7, 2026, Woodland Christian School received approval through the County’s Local Agency Formation Committee (LAFCo) to connect the property to City water and entered into an Annexation Agreement with LAFCo for future annexation; and

WHEREAS, City staff and WCS have drafted a service agreement to allow connection to safe drinking water and provides terms for any future development; and

WHEREAS, the City desires to allow the extension of City water service to the Property as it would provide safe drinking water for the students using the practice fields, and it will have added environmental benefits of avoiding new groundwater well(s) that would impact the local aquifer system.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Woodland, as follows:

SECTION 1. The City Council hereby approves the Agreement for Extension of City Water Service for the Woodland Christian School Practice Fields and authorizes the City Manager to execute the agreement.

PASSED, APPROVED AND ADOPTED by the City Council of the City of Woodland at a regular meeting held on the 15th day of September 2026, 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: September 15, 2026
ITEM #: H.12
SUBJECT: Response to the 2025-2026 Yolo County Civil Grand Jury Report

Recommendation for Action: Staff recommends that the City Council review and approve the City of Woodland responses to the 2025-2026 Yolo County Civil Grand Jury Report titled Unified Action: Strengthening the Yolo County Homelessness Response.

Staff Contact:

Marissa Kersey, City Clerk, (530) 661-5806, [email protected]

Discussion:

The Yolo County Civil Grand Jury studies the workings of city and county governments, including special districts, groups, and/or organizations that receive public funds. Based on annual assessments, the Grand Jury publishes yearly findings and recommendations which require response from local jurisdictions.

The City of Woodland is in receipt of the 2025-2026 Yolo County Civil Grand Jury’s Report (Attachment 1) titled Unified Action: Strengthening the Yolo County Homelessness Response. The Report makes five findings (F1-F5) and five recommendations (R1-R5). The focus of the Report addresses the County-wide response to homelessness, with additional focus on the Yolo County Homeless and Poverty Action Coalition (HPAC). In summary, the Grand Jury's analysis included findings related to the need for additional staffing, stable funding, and public awareness of HPAC. The Report also made several findings of commendation, such as recognition of the exemplary work of Fourth & Hope at the East Beamer emergency shelter, as well as acknowledgment of the increased transit access at the shelter provided by Yolo County Transportation District's BeeLine service.

Pursuant to Penal Code Section 933.05, the Grand Jury requested that the City respond to all the findings and two of the recommendations, specifically R2 and R3. Staff's proposed responses to the Report are included in Attachment 2. In the proposed response, staff wholly or partially agreed with each of the findings provided in the Report. For recommendation R.2 regarding a County-Wide Awareness Campaign, City Staff are working with the County to coordinate public information and outreach. Staff expect to identify a responsive framework by the end of the year. For recommendation R.3 relating to sponsoring community fundraising events, Staff respectfully disagrees that it is the City or County's role to sponsor charitable events. However, Staff will continue to support partnerships with non-profit organizations as well as pursue state and federal funding wherever possible.

Conclusion:

Staff recommends that the City Council review and approve the City of Woodland responses to the 2025-2026 Yolo County Civil Grand Jury Report titled Unified Action: Strengthening the Yolo County Homelessness Response.

Prepared By: Marissa Kersey, City Clerk

Attachments:

1. Attachment 1_Yolo County Civil Grand Jury Report

2. Attachment 2_Woodland Response to Civil Grand Jury Report

September 15, 2026
Yolo County Grand Jury
120 W Main Street, Suite A
Woodland, CA 95695

Re: Woodland City Council Response to Grand Jury Report – “Unified Action:

Strengthening the Yolo County Homelessness Response”

Dear Foreperson Zeiger and Grand Jurors,
The Woodland City Council has reviewed the Grand Jury Report titled “Unified Action:

Strengthening the Yolo County Homelessness Response” dated June 18, 2026. The Report requested that the Woodland City Council respond to all five findings included in the Report along with two of the five recommendations, R2 and R3. The Council’s responses to each of the requested findings and recommendations are included below.

Grand Jury Findings
Finding F.1: Commendation of Service
The Grand Jury finds that Paul’s Place, Fourth & Hope, and the Homeless Emergency Housing Program are performing exemplary work. Their ability to maintain a standard of dignity, safety, and comprehensive case management—despite severe resource constraints—is a testament to the exceptional leadership and dedication exhibited by the staƯ at these locations.

Response: The City Council agrees with this finding.

The Woodland City Council and City staƯ commend and appreciate the hard work of providers at all the locations mentioned, especially those at Woodland’s East Beamer Neighborhood Campus, including not just Fourth & Hope employees but contributions from the Woodland Police Department, Yolo County, and other agencies.

2 In addition to the 100-bed emergency shelter facility at 1901 East Beamer, the Neighborhood Campus is also home to permanent supportive housing “tiny homes, ” a community center, and the Walter’s House residential outpatient and substance use disorder treatment facility. In total, there are over 200 on-site beds that are operated by a committed team of staƯ members and volunteers.

Finding F.2: A lack of suƯicient staƯing persists:
a. Fourth & Hope remains overly dependent on volunteer labor to fulfill essential maintenance and security functions, creating potential gaps in safety and upkeep. b. Paul’s Place struggles to provide the 24-hour staƯing necessary to maintain care standards for its clients.
c. The West Sacramento program is operated by the City and appears to be less impacted by staƯing issues.
d. While HPAC serves as the federally mandated "Continuum of Care" (CoC) body— essential for securing millions in grant funding—it operates with a severe staƯing deficit that prioritizes administrative compliance over community engagement.

Response: The City Council partially agrees with this finding.

While the City of Woodland cannot speak to Paul’s Place, the West Sacramento program, nor HPAC’s staƯing, the City partners closely with Fourth & Hope to support the various programs at the East Beamer Neighborhood Campus. Council agrees that staƯing issues have occasionally limited the capacity of Fourth & Hope and its partners to provide services for this diverse, vulnerable, and ever-changing population. Council also recognizes that hiring and retaining qualified and dedicated staƯ is a challenge that numerous social support industries are facing currently, particularly when public funding for social support services is limited at the State and Federal levels.

Finding F.3: Transit Accessibility
Transportation accessibility has seen a positive development; the BeeLine on-demand micro-transit service now directly serves the Fourth & Hope facility in Woodland. StaƯ and clients related positive experiences with the service, noting the reduced need for volunteers to transport residents and the availability of fare vouchers.

Response: The City Council agrees with this finding.

3 As a partner since the drafting of the Request for Proposals (RFP) for BeeLine operation, the City of Woodland is pleased to work closely with Yolo County Transportation District (YoloTD) to support BeeLine microtransit’s continued success and expanded services.

Finding F.4: Funding Stability
Funding remains fragmented. State and federal housing funding for Yolo County decreased, placing an even heavier burden on these high-performing local providers. The inadequate outreach of City and County to the general public has resulted in a lack of community awareness and understanding of the programs that address homelessness and the progress being made. This potentially limits public support for funding of these programs.

Response: The City Council partially agrees with this finding.

The City Council agrees that funding for homelessness-related programs remains complex, somewhat fragmented, and stems from numerous local, state, and federal sources. In addition, recent changes in federal funding have made federal dollars for many supportive programs scarcer and more competitive. The City continues to do its part to apply for funding as well as advocate for resources and policies that will support our unhoused population.

The Council disagrees that City outreach has been inadequate. The City regularly updates the public on its eƯorts via traditional press release, social media, City Council reports, public meetings, and more, including but not limited to:
 Promoting the work of the Community Enhancement Specialist position.  Sharing highlights from the Woodland Homeless Outreach Street Team, or HOST, and how to contact them.
 Promoting our local Point in Time (PIT) count eƯorts.  Sharing monthly video updates from our Police Chief, including a recent edition entirely focused on homelessness.
 Promoting partner agency’s fundraisers and eƯorts, such as Fourth & Hope’s “Empty Bowls, ” as well as celebrating wins that help address this issue, such as the Walter’s House ribbon cutting.

The Council agrees that resident awareness on programs that address homelessness could be strengthened through collaborative outreach with the organizations providing the services, other local agencies, and community stakeholders or community groups.

4 Finding F.5: HPAC
Yolo County Homeless and Poverty Action Committee (HPAC) remains largely invisible to residents, limiting its ability to act as a transparent and publicly recognized leader in addressing homelessness in Yolo County. Yolo County has inadequately informed County residents about HPAC and its role in addressing homelessness, undermining its ability to act as a transparent and publicly recognized coordinating organization. While HPAC serves as the federally mandated "Continuum of Care" (CoC) body—essential for securing millions in grant funding—it operates with a severe staƯing deficit that prioritizes administrative compliance over community engagement.

Response: The City Council partially agrees with this finding.

The Council agrees that HPAC is a key partner in addressing homelessness in Yolo County. The City has one representative on the Board that directly collaborates with HPAC to ensure eƯective coordination and planning between HPAC and the City, as well as to support the functions of the CoC, including securing state and federal funding.

While the Council cannot comment on the County’s eƯorts to inform County residents about HPAC and its role in addressing homelessness, nor HPAC’s staƯing policies, the City somewhat disagrees that HPAC’s visibility to residents is crucial to its eƯectiveness in addressing homelessness since HPAC is not a direct service provider. However, an expansion of the HPAC Board to include more community stakeholders and partner agencies could improve HPAC’s ability to secure state and federal funding. To that extent, the Council agrees that increasing HPAC’s visibility through expanding outreach and communication eƯorts could increase engagement and garner more support through the involvement of additional stakeholders on the Board.

5 Grand Jury Recommendations
Recommendation R.2: County-Wide Awareness Campaign
Yolo County and the cities of Davis, Woodland, and West Sacramento should initiate awareness campaigns. These campaigns could include:
a. press releases,
b. articles in newsletters,
c. presentations at regularly scheduled public gatherings, and d. social media.

Response: The City currently provides public information regarding services for residents experiencing homelessness through press releases, social media, public meetings, community gatherings, and more. The Council acknowledges that providing continuous and eƯective public information regarding services available is vital to addressing homelessness. The Council supports continued collaboration between city and county partners, service providers, and community stakeholders to ensure that residents of Yolo County are well-informed.

The Council commits to continuing its engagement with County partners as well as neighboring cities regarding this recommendation and will identify a more coordinated approach to public information and outreach. StaƯ expects to identify a framework by December 2026.

Recommendation R.3: Community Fundraising Event
The County should sponsor events, in cooperation with public and non-profit organizations to educate the public and to raise funds to support ongoing eƯorts to address homelessness.

Response: The City of Woodland supports continued eƯorts to raise funds and address homelessness in a number of ways. Previous examples include, but are not limited to:
 Technical staƯ assistance with capital projects, such as each phase of the East Beamer Neighborhood Campus.
 Initial donation of the real estate upon which the East Beamer Campus is built.

6  Facility, promotion, and programmatic support for local non-profit fundraisers.
 Direct funding support for capital expenses, such as transportation solutions, shower and kitchen facilities, and more.

Regarding sponsoring fundraising events, the City Council disagrees that it is the City or County’s role to sponsor charitable fundraising events. However, the City has and will continue to provide support where possible for fundraising events that support eƯorts to address homelessness. In addition, the City will continue to work with our peer jurisdictions to pursue state and federal funding.

Sincerely,

Tom Stallard
Mayor of Woodland

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: September 15, 2026
ITEM #: H.13
SUBJECT: Woodland Police Supervisors' Association
Memorandum of Understanding

At the time of publishing, the staff report associated with this item was not yet approved. Once complete, a supplemental report will be created and added as an attachment.

Attachments:

None

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: September 15, 2026
ITEM #: H.14
SUBJECT: Woodland Police Officers' Association Memorandum of Understanding

At the time of publishing, the staff report associated with this item was not yet approved. Once complete, a supplemental report will be created and added as an attachment.

Attachments:

None

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: September 15, 2026
ITEM #: H.15
SUBJECT: Woodland Police Mid-Management Association
Memorandum of Understanding

At the time of publishing, the staff report associated with this item was not yet approved. Once complete, a supplemental report will be created and added as an attachment.

Attachments:

None

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: September 15, 2026
ITEM #: I.16
SUBJECT: Public Hearing and Approval of Fiscal Year 2025/26 Community Development Block Grant (CDBG)
Consolidated Annual Performance and Evaluation
Report (CAPER)

Recommendation for Action: Staff recommends that City Council hold a public hearing to receive community input on the Fiscal Year (FY) 2025/26 Community Development Block Grant (CDBG) Consolidated Annual Performance and Evaluation Report (CAPER), and adopt Resolution No. ____ approving the FY 2025/26 CDBG CAPER, authorizing the incorporation of any public comments received during the public hearing and 15-day public comment period, and authorizing the City Manager or designee to finalize and submit the CAPER to the U.S. Department of Housing and Urban Development (HUD) following the conclusion of the 15-day public comment period.

Staff Contact:

Katharine Apicella, Housing Analyst – 530-661-2019, [email protected]

Background:

Each year, the City of Woodland is required to prepare and submit a Consolidated Annual Performance and Evaluation Report (CAPER) to the U.S. Department of Housing and Urban Development (HUD) for its Community Development Block Grant (CDBG) Program. The CAPER is a required annual report for CDBG grantees that summarizes the City’s progress toward meeting its identified community development needs and objectives during the preceding program year.

The City’s community development needs, priorities, and objectives are established through its Consolidated Plan, a five-year strategic planning document required by HUD. The City’s current Consolidated Plan covers the period of July 1, 2025, through June 30, 2029, and provides a coordinated framework for addressing community development, housing, neighborhood improvement, and economic development needs.

For each year of the Consolidated Plan, the City prepares an Annual Action Plan outlining the specific CDBG-funded programs and activities for that program year. These programs and activities support the goals and priorities established in the Consolidated Plan. The Annual Action Plan, including the allocation of CDBG funds, is reviewed and approved by the City Council.

Following the close of each program year, the City prepares the CAPER to evaluate implementation of the Annual Action Plan. The CAPER provides both a financial summary of CDBG expenditures and a narrative of the activities completed and accomplishments achieved during the prior program year.

The contents of the CAPER are summarized below:

Summary of Resources:

The CAPER contains a summary of the financial resources that the City has at its disposal to address identified community needs and objectives. CDBG, Federal Continuum of Care (CoC) Program, City resources including the general fund, and other housing grant funds and programs are

all among the sources utilized by the City to accomplish the stated goals of the Consolidated Plan.

Narrative Assessment of Strategic Plan Goals and Objectives:

An assessment of the City’s effort to address its community development needs and objectives is provided in the CAPER, with particular focus given to the areas of affordable housing, fair housing, and homeless services. One purpose of the CAPER is to allow jurisdictions the opportunity to self- evaluate the effectiveness of policies, programs, and activities utilized to achieve Consolidated Plan goals.

Discussion:

The following information provides an overview of CDBG-funded activities during FY 2025/26, prior year CDBG-funded activities, and related actions.

Fiscal Year 2025/26 CDBG Activities and Accomplishments

1. The FY 2025/26 City of Woodland ADA Accessibility Project went out to bid in 2026 and was awarded to Hyatt Construction. The project includes the construction of approximately 12 ADA- compliant curb ramps and related sidewalk improvements at priority locations throughout the City.

The improvements are intended to address accessibility needs and improve pedestrian access for persons with disabilities. As of September 2026, construction is in progress.

2. Public Services – over 70% of the CDBG public service funds were used for food/shelter programs: Meals on Wheels (meals for senior citizens), Yolo Wayfarer Center (emergency shelter), and Yolo Food Bank (food distribution). Other public service activities included Northern California Children’s Therapy Center (pediatric therapy and early-intervention services to children with developmental delays and disabilities), Legal Services of Northern California (fair housing), and Yolo Community Care Continuum (housing and supportive services for adults with a mental illness).

Meals on Wheels Yolo County
Sustaining Woodland Seniors: CDBG funding supported nutrition and engagement services for 55 Woodland seniors over a two-month period, providing nearly 2,200 meals. During the funding period, Meals on Wheels reported a 13% increase in service to Woodland seniors and served 52 new seniors, including a 9% increase in very low-income seniors served. Café Yolo Social Dining also brought approximately 60 seniors together each week for meals and social engagement at the Woodland Senior and Community Center.

Yolo Wayfarer Center/Fourth & Hope
Emergency Services Shelter/Navigation Center: CDBG funding supported emergency shelter and supportive services for individuals experiencing homelessness. During FY 2025/26, Fourth & Hope provided overnight shelter to 148 unduplicated individuals and Navigation Center day services to 300 individuals, including meals, showers, laundry, mail services, case management, and connections to community resources. The shelter operated at approximately 85% capacity, and 52 individuals were referred to Permanent Supportive Housing.

Yolo Food Bank

Nurture Yolo (Woodland): CDBG funding supported food distribution services for Woodland residents. During FY 2025/26, Yolo Food Bank exceeded its goal of providing 60 monthly Home Delivery food boxes, expanding service to 75 Woodland households each month. Yolo Food Bank also maintained six private community food distribution sites in Woodland throughout the year.

Northern California Children’s Therapy Center
Project Hope: CDBG funding supported early intervention and therapy services for Woodland children. During FY 2025/26, Project Hope served 306 children from Woodland, including 128 newly enrolled children and 178 continuing participants. An additional 203 Woodland children accessed free developmental and social groups, and the Center reported that 100% of children enrolled in its therapy program showed improved health and development based on treatment notes and progress reporting.

Legal Services of Northern California (LSNC)
Fair Housing Project: CDBG funding supported fair housing services for Woodland residents. During FY 2025/26, LSNC assisted 239 Woodland residents with housing-related issues, including claims of housing discrimination. Staff identified 23 cases involving potential discrimination and provided services ranging from counsel and advice to limited action, negotiated settlements/representation, and ongoing case assistance.

Yolo Community Care Continuum (YCCC)
New Dimensions Supported Housing: CDBG funding supported YCCC’s New Dimensions Supported Housing program, which provides housing and supportive services to adults with mental illness who are at risk of homelessness. For FY 2025/26, the program established a goal of serving at least 45 adults, with performance goals for 90% of participants to maintain housing, 80% to avoid hospitalization or crisis services, 80% to demonstrate improvement or maintenance of independent- living skills, and 98% to avoid incarceration.

Prior Year Accomplishments (Fiscal Year 2024/25)

1. City of Woodland ADA Accessibility Project – Project began construction in late June 2025 was completed in August 2025. FY 2023/24 and FY2024/25 projects were combined. This activity, consisting of the construction of ADA-compliant curb ramps, was completed to improve accessibility for an estimated 400 persons with disabilities. The City of Woodland constructed 22 ADA-compliant curb ramps at locations corresponding with the City’s ADA Priority Route and other priority locations identified in coordination with the City’s ad hoc ADA committee of community members with disabilities. The improvements were also coordinated with Yolobus routes throughout the City.

2. Yolo Community Care Continuum Safe Harbor Fire Suppression and Facility Improvements – Project was completed in May 2025 and has assisted special needs and mental health rehabilitation efforts at the Safe Harbor Program

3. Public Services — 71% of the CDBG public service funds were used for food/shelter programs: Meals on Wheels (meals for senior citizens), Yolo Wayfarer Center (emergency shelter), and Yolo Food Bank (food). Other public service activities included Northern California Children’s Therapy Center (therapy for young children), Legal Services of Northern California (fair housing), and Yolo Community Care Continuum (housing and supportive services for adults with a mental illness).

Non-CDBG FY 2025/26 Activities Supporting Consolidated Plan Goals:

There are a number of non-CDBG activities funded with City resources that were completed in FY 2025/26. These activities are included in the CAPER because they support the City’s CDBG Annual Action Plan and Consolidated Plan.

Use of City Hall Annex – The City leased the annex to the Woodland Opera House at a cost of $1 for youth theatre/dance programs.

Youth Camperships for Summer Programs – Camperships were available for income-qualified families of youth participants in Swim Lessons. Camperships are scholarships that provide a fee reduction for eligible participants. For summer 2026, the City provided a total of 121 youth swim lesson camperships. The Woodland Kiwanis Club pledged $6,000 in sponsorship funding toward the camperships, with the City providing an additional $2,107 in Measure R funds to cover the remaining cost. This partnership provided $8,107 in total funding to support access to swim lessons for income- qualified youth.

Social Services Manager/Homeless Coordinator – In 2018, the City established a Social Services Manager/Homeless Coordinator position to address citywide needs for individuals and families who are homeless or at risk of becoming homeless. The position is funded through the City’s General Fund and grant funds. The Social Services Manager engages unhoused residents, provides referrals and case management, and collaborates with local service providers and partner agencies to coordinate services and housing options whenever possible.

During FY 2025/26, outreach efforts included a bi-weekly Laundry Program, through which unhoused individuals can wash clothing and bedding in exchange for light cleanup activities. Following the success of the initial program, an additional day was added to serve unhoused individuals on the west side of Woodland. Through associated outreach and case management, participants have been assisted with obtaining identification and medical care, accessing shelter, securing employment, and obtaining housing. The Social Services Manager also continued outreach at Empower Yolo and Fourth & Hope and began implementing quarterly point-in-time counts following the mandated 2026 count to assist the Woodland Police Department in tracking local homelessness data.

The Social Services Manager also supervises the Community Enhancement Specialist, coordinates weekly abatement efforts with the Municipal Service Center and Probation Department, and serves as a Board Member of the Homeless Poverty Action Committee (HPAC).

Countywide Homeless Coordination Project – The City partnered with Yolo County to support the emergency shelter during winter and Yolo County Homeless Coordinator position.

Utility Assistance Program – During FY 2025/26, the City provided $188,640 in Measure R funding for the Utility Assistance Program, benefiting a total of 524 low-income households.

Permanent Supportive Housing Land Dedication and Emergency Shelter Support – The City deeded a 2.923-acre parcel at no cost for the East Beamer Way 60-unit permanent supportive housing development. In addition, the City approved parking and storm drainage easement deeds over adjacent City property for the benefit of the overall East Beamer Way Campus, for which the permanent supportive housing units (PSH) units completed construction in 2024. The City also supported completion of the third phase of the East Beamer campus, culminating in the January 2025 grand opening of Walter’s House 2.0, a new 60-bed adult residential substance use disorder treatment facility at 1901 E. Beamer Street.

Strengthened supportive housing services through HUD Continuum of Care and PLHA funding –The City allocated over $377,000 in HUD Continuum of Care grant funds to support services for residents in Yolo Wayfarer Center permanent supportive housing, helping stabilize households and reduce returns to homelessness through ongoing supportive services.

Throughout 2025, over $385,000 in Permanent Local Housing Allocation (PLHA) funds were distributed to support ongoing emergency shelter operations at the Yolo Wayfarer Center, as part of a multi-year contract of up to $513,576. This investment, which supports both operational needs and eligible capital cost expenditures, helps ensure that the shelter can continue meeting critical community housing needs and maintaining accessible services.

Public Outreach/Citizen Participation
Public outreach/citizen participation efforts for the CAPER included (1) noticing tonight’s public hearing and a 15-day public comment period for the CAPER in the September 1, 2026, edition of the Woodland Daily Democrat in English and Spanish, (2) posting the CAPER and public hearing notice on the City’s website, (3) emailing a copy of the draft CAPER and public hearing notice to the email distribution list for the Yolo County Homeless and Poverty Action Coalition (HPAC), (4) making paper copies of the draft CAPER available at the public counters of the Community Development Department (300 First Street), and (5) holding a public hearing on September 15, 2026. City staff will update the City Council on any public comments received. The public comment period for the CAPER began on September 1, 2025, and ends on September 15, 2026.

Conclusion:

Staff recommends that City Council hold a public hearing to receive community input on the Fiscal Year (FY) 2025/26 Community Development Block Grant (CDBG) Consolidated Annual Performance and Evaluation Report (CAPER), and adopt Resolution No. ____ approving the FY 2025/26 CDBG CAPER, authorizing the incorporation of any public comments received during the public hearing and 15-day public comment period, and authorizing the City Manager or designee to finalize and submit the CAPER to the U.S. Department of Housing and Urban Development (HUD) following the conclusion of the 15-day public comment period.

Prepared by: Katharine Apicella, Housing Analyst
Reviewed by: Erika Bumgardner, Community Development Deputy Director

Attachments:

1. Draft CDBG CAPER FY25-26

2. Proposed Resolution_FY2025-26 CDBG CAPER

CAPER 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan.

91.520(a)
This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.

Program Year 2025/26 CDBG Activities and Accomplishments

1. The FY 2025/26 City of Woodland ADA Accessibility Project went out to bid in 2026 and was awarded to Hyatt Construction. The project includes the construction of approximately 12 ADA-compliant curb ramps and related sidewalk improvements at priority locations throughout the City. The improvements are intended to address accessibility needs and improve pedestrian access for persons with disabilities. As of September 2026, construction is in progress.

2. Public Services – over 70% of the CDBG public service funds were used for food/shelter programs: Meals on Wheels (meals for senior citizens), Yolo Wayfarer Center (emergency shelter), and Yolo Food Bank (food distribution). Other public service activities included Northern California Children’s Therapy Center (pediatric therapy and early-intervention services to children with developmental delays and disabilities), Legal Services of Northern California (fair housing), and Yolo Community Care Continuum (housing and supportive services for adults with a mental illness).

Meals on Wheels Yolo County: Sustaining Woodland Seniors: CDBG funding supported nutrition and engagement services for 55 Woodland seniors over a two-month period, providing nearly 2,200 meals. During the funding period, Meals on Wheels reported a 13% increase in service to Woodland seniors and served 52 new seniors, including a 9% increase in very low-income seniors served. Café Yolo Social Dining also brought approximately 60 seniors together each week for meals and social engagement at the Woodland Senior and Community Center.

Yolo Wayfarer Center/Fourth & Hope: Emergency Services Shelter/Navigation Center: CDBG funding supported emergency shelter and supportive services for individuals experiencing homelessness. During FY 2025/26, Fourth & Hope provided overnight shelter to 148 unduplicated individuals and Navigation Center day services to 300 individuals, including meals, showers, laundry, mail services, case management, and connections to community resources.

The shelter operated at approximately 85% capacity, and 52 individuals were referred to Permanent Supportive Housing.

CAPER 2
OMB Control No: 2506-0117 (exp. 09/30/2021)

Yolo Food Bank: Nurture Yolo (Woodland): CDBG funding supported food distribution services for Woodland residents. During FY 2025/26, Yolo Food Bank exceeded its goal of providing 60 monthly Home Delivery food boxes, expanding service to 75 Woodland households each month. Yolo Food Bank also maintained six private community food distribution sites in Woodland throughout the year.

Northern California Children’s Therapy Center: Project Hope: CDBG funding supported early intervention and therapy services for Woodland children. During FY 2025/26, Project Hope served 306 children from Woodland, including 128 newly enrolled children and 178 continuing participants. An additional 203 Woodland children accessed free developmental and social groups, and the Center reported that 100% of children enrolled in its therapy program showed improved health and development based on treatment notes and progress reporting.

Legal Services of Northern California: Fair Housing Project: CDBG funding supported fair housing services for Woodland residents. During FY 2025/26, LSNC assisted 239 Woodland residents with housing-related issues, including claims of housing discrimination. Staff identified 23 cases involving potential discrimination and provided services ranging from counsel and advice to limited action, negotiated settlements/representation, and ongoing case assistance.

Yolo Community Care Continuum: New Dimensions Supported Housing: CDBG funding supported YCCC’s New Dimensions Supported Housing program, which provides housing and supportive services to adults with mental illness who are at risk of homelessness. For FY 2025/26, the program established a goal of serving at least 45 adults, with performance goals for 90% of participants to maintain housing, 80% to avoid hospitalization or crisis services, 80% to demonstrate improvement or maintenance of independent-living skills, and 98% to avoid incarceration.

Prior Program Year Accomplishments (Fiscal Year 2024/25)

1. City of Woodland ADA Accessibility Project – Project began construction in late June 2025 was completed in August 2025. FY 2023/24 and FY2024/25 projects were combined. This activity, consisting of the construction of ADA-compliant curb ramps, was completed to improve accessibility for an estimated 400 persons with disabilities. The City of Woodland constructed 22 ADA-compliant curb ramps at locations corresponding with the City’s ADA Priority Route and other priority locations identified in coordination with the City’s ad hoc

CAPER 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
ADA committee of community members with disabilities. The improvements were also coordinated with Yolobus routes throughout the City.

2. Yolo Community Care Continuum Safe Harbor Fire Suppression and Facility Improvements – Project was completed in May of 2025 and has assisted special needs and mental health rehabilitation efforts at the Safe Harbor Program

3. Public Services - 71% of the CDBG public service funds were used for food/shelter programs:

Meals on Wheels (meals for senior citizens), Yolo Wayfarer Center (emergency shelter), and Yolo Food Bank (food). Other public service activities included Northern California Children’s Therapy Center (therapy for young children), Legal Services of Northern California (fair housing), and Yolo Community Care Continuum (housing and supportive services for adults with a mental illness).

Other Non-CDBG FY 2025/26 Activities Supporting Consolidated Plan Goals:

Use of City Hall Annex – The City leased the annex to the Woodland Opera House at a cost of $1 for youth theatre/dance programs. Leasing the annex would have generated estimated revenue of $5,000 per month.

Youth Camperships for Summer Programs – Camperships were available for income-qualified families of youth participants in Swim Lessons. Camperships are scholarships that provide a fee reduction for eligible participants. For summer 2026, the City provided a total of 121 youth swim lesson camperships. The Woodland Kiwanis Club pledged $6,000 in sponsorship funding toward the camperships, with the City providing an additional $2,107 in Measure R funds to cover the remaining cost. This partnership provided $8,107 in total funding to support access to swim lessons for income-qualified youth.

Social Services Manager/Homeless Coordinator – In 2018, the City established a homeless coordinator position to address citywide needs for individuals and families that are homeless or at risk of becoming homeless. The Social Services Manager/Homeless Coordinator provides community outreach and coordination with internal/external partners on services, programs, and projects; and referrals to address community social service needs, including at-risk youth and individuals and families that are homeless or at risk of homelessness. The Social Services Manager also assists with management and strategic planning and performs a variety of duties related to social services and counseling programs/operations within the City of Woodland.

In 2025, coordination was focused on outreach hours at the Shelter, Empower Yolo, and Yolo Laundry. The newly added Community Enhancement Specialist reports to this position, and the first year incorporated training for this staff member on local ordinances and implementation of quick cleaning of encampments and blight impacts from the unhoused. H.O.S.T. needed this position to alleviate some of the labor-intensive tasks. Other responsibilities of the Social Services Manager include addressing a range of needs affecting unhoused individuals through referrals to local agencies, connections to services, education and outreach to business owners, and coordination among service providers. Furthermore, the Social Services Manager coordinates with the Shelter and P.D. regarding the volume of calls for service at the shelter

CAPER 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
campus and assists with interviews for prospective residents of the “tiny homes.”

The Social Services Manager also holds weekly office hours at the emergency shelter, transports homeless individuals to local service providers for coordination of care when needed, and served as one of the two organizers for the 2024 and 2025 point-in-time counts of homeless individuals in Woodland. The Social Services Manager, who is a licensed mental health professional with more than 20 years of experience working in the mental health field, engages homeless residents and collaborates closely with social service agencies and Yolo County Health and Human Services Agency (HHSA) to coordinate services and housing options whenever possible.

During FY 2025/26, outreach efforts included a bi-weekly Laundry Program, through which unhoused individuals can wash clothing and bedding in exchange for light cleanup activities.

Following the success of the initial program, an additional day was added to serve unhoused individuals on the west side of Woodland. Through associated outreach and case management, participants have been assisted with obtaining identification and medical care, accessing shelter, securing employment, and obtaining housing. The Social Services Manager also continued outreach at Empower Yolo and Fourth & Hope and began implementing quarterly point-in-time counts following the mandated 2026 count to assist the Woodland Police Department in tracking local homelessness data.

The Social Services Manager also supervises the Community Enhancement Specialist, coordinates weekly abatement efforts with the Municipal Service Center and Probation Department, and serves as a Board Member of the Homeless Poverty Action Committee (HPAC).

Countywide Homeless Coordination Project – The City partnered with Yolo County/other cities to support the emergency shelter during winter and Yolo County Homeless Coordinator position.

Utility Assistance Program – During FY 2025/26, the City provided $188,640 in Measure R funding for the Utility Assistance Program, benefiting a total of 524 low-income households

Permanent Supportive Housing Land Dedication and Emergency Shelter Support – The City deeded a

2.923-acre parcel at no cost for the East Beamer Way 60-unit permanent supportive housing development. In addition, the City approved parking and storm drainage easement deeds over adjacent City property for the benefit of the overall East Beamer Way Campus, for which the permanent supportive housing units (PSH) units completed construction in 2024. The City also supported completion of the third phase of the East Beamer campus, culminating in the January 2025 grand opening of Walter’s House 2.0, a new 60-bed adult residential substance use disorder treatment facility at 1901 E. Beamer Street.

Strengthened supportive housing services through HUD Continuum of Care and PLHA funding – The City allocated over $377,000 in HUD Continuum of Care grant funds to support services for

CAPER 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
residents in Yolo Wayfarer Center permanent supportive housing, helping stabilize households and reduce returns to homelessness through ongoing supportive services.

Throughout 2025, over $385,000 in Permanent Local Housing Allocation (PLHA) funds were distributed to support ongoing emergency shelter operations at the Yolo Wayfarer Center, as part of a multi‑year contract of up to $513,576. This investment, which supports both operational needs and eligible capital cost expenditures, helps ensure that the shelter can continue meeting critical community housing needs and maintaining accessible services.

Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.

The following CDBG public service activities addressed Consolidated Plan priority needs related to emergency food, shelter, homelessness, and supportive services: Meals on Wheels Yolo County (senior nutrition services), Yolo Wayfarer Center/Fourth & Hope (emergency shelter and supportive services), Yolo Food Bank (food distribution), and Yolo Community Care Continuum (housing and supportive services for adults with mental illness who are at risk of homelessness). Legal Services of Northern California (fair housing services) addressed the priority need for fair housing services, while Northern California Children’s Therapy Center (early intervention and therapy services for children) addressed health and supportive service needs.

The FY 2025/26 City of Woodland ADA Accessibility Project addressed the Consolidated Plan priority area of public facilities and improvements, including accessibility improvements for persons with disabilities. The project includes the construction of approximately 12 ADA-compliant curb ramps and related sidewalk improvements at priority locations throughout the City and was in progress as of September 2026.

Other activities that addressed the Consolidated Plan high priority area of emergency food and shelter.

The City participated with Yolo County and other cities in the Countywide Homeless Coordination Project to provide funding assistance for a countywide homeless coordinator and operation of Woodland’s emergency shelter (Yolo Wayfarer Center) during the winter.

In 2018, the City established a homeless coordinator position to address citywide needs for individuals and families that are homeless or at risk of becoming homeless. The Social Services Manager/Homeless Coordinator provides community outreach and coordination with internal/external partners on services, programs, and projects; and referrals to address community social service needs, including at-risk youth and individuals and families that are homeless or at risk of homelessness. The Social Services Manager also assists with management and strategic planning and performs a variety of duties related to social services and counseling programs/operations within the City of Woodland.

In 2025, coordination was focused on outreach hours at the Shelter, Empower Yolo, and Yolo Laundry.

The newly added Community Enhancement Specialist reports to this position, and the first year

CAPER 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
incorporated training for this staff member on local ordinances and implementation of quick cleaning of encampments and blight impacts from the unhoused. H.O.S.T. needed this position to alleviate some of the labor-intensive tasks. Other responsibilities of the Social Services Manager include addressing a range of needs affecting unhoused individuals through referrals to local agencies, connections to services, education and outreach to business owners, and coordination among service providers.

Furthermore, the Social Services Manager coordinates with the Shelter and P.D. regarding the volume of calls for service at the shelter campus and assists with interviews for prospective residents of the “tiny homes.”
The Social Services Manager also holds weekly office hours at the emergency shelter, transports homeless individuals to local service providers for coordination of care when needed, and served as one of the two organizers for the 2024 and 2025 point-in-time counts of homeless individuals in Woodland.

The Social Services Manager, who is a licensed mental health professional with more than 20 years of experience working in the mental health field, engages homeless residents and collaborates closely with social service agencies and Yolo County Health and Human Services Agency (HHSA) to coordinate services and housing options whenever possible.

During FY 2025/26, outreach efforts included a bi-weekly Laundry Program, through which unhoused individuals can wash clothing and bedding in exchange for light cleanup activities. Following the success of the initial program, an additional day was added to serve unhoused individuals on the west side of Woodland. Through associated outreach and case management, participants have been assisted with obtaining identification and medical care, accessing shelter, securing employment, and obtaining housing. The Social Services Manager also continued outreach at Empower Yolo and Fourth & Hope and began implementing quarterly point-in-time counts following the mandated 2026 count to assist the Woodland Police Department in tracking local homelessness data.

The Social Services Manager also supervises the Community Enhancement Specialist, coordinates weekly abatement efforts with the Municipal Service Center and Probation Department, and serves as a Board Member of the Homeless Poverty Action Committee (HPAC).

CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).

91.520(a)

CDBG
White 882
Black or African American 81
Asian 81
American Indian or Alaskan Native 35

CAPER 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
Native Hawaiian or Other Pacific Islander 34
American Indian/Alaskan Native & White 13
Asian & White 22
Black or African American & White 9
American Indian/Alaskan Native & Black 2
Balance/Other 182
Total 1341
Hispanic 485
Not Hispanic 856

Table 1 – Table of assistance to racial and ethnic populations by source of funds Narrative

The table accounts for the five CDBG-funded public service activities for which FY 2025/26 annual demographic data was available: Northern California Children’s Therapy Center (pediatric therapy and early-intervention services), Legal Services of Northern California (fair housing services), Meals on Wheels Yolo County (senior nutrition services), Yolo Wayfarer Center/Fourth & Hope (emergency shelter and supportive services), and Yolo Food Bank (food distribution). Yolo Community Care Continuum’s New Dimensions Supported Housing program was also funded through CDBG during FY 2025/26; however, its annual demographic data was not available at the time of preparation of this report and is therefore not included in the table.

Data from activities funded through City resources is not included in the table. These activities include City Hall Annex use for youth theatre and dance programs, Youth Camperships for Summer Programs, Social Services Manager/Homeless Coordinator activities, Countywide Homeless Coordination Project, and Utility Assistance Program. During FY 2025/26, the Utility Assistance Program benefited 524 low- income households, and 121 swim lesson camperships were provided to income-qualified youth. The Social Services Manager/Homeless Coordinator continued outreach, case management, service coordination, and homelessness response efforts throughout the program year.

CAPER 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources
Made
Available
Amount
Expended
During
Program Year
CDBG (PY 25 Entitlement)
public -
federal $473,643.00 $378,913.45
Competitive McKinney-Vento Homeless
Assistance Act (HUD CoC)
public -
federal $377,137 $377,137
Table 2 - Resources Made Available

Narrative

CDBG resources made available include the Program Year 2025/26 entitlement amount of $473,643.00, along with CDBG funds carried over from previous program years and program income funds. The $377,137 in Competitive McKinney-Vento Homeless Assistance Act (CoC) funding represents actual expenditures during the program year.

City of Woodland resources include City support through the General Fund, Measure R funding, and lease revenue foregone for activities not funded through CDBG, including use of the City Hall Annex for youth theatre and dance programs, Youth Camperships for Summer Programs, Social Services Manager/Homeless Coordinator activities, the Countywide Homeless Coordination Project, and the Utility Assistance Program.

State homelessness grant funding supported emergency shelter services provided by Yolo Wayfarer Center/Fourth & Hope, with the amount included in the table reflecting services provided to Woodland clients. Donations are included under the CDBG Subrecipients category.

Identify the geographic distribution and location of investments Target Area Planned Percentage of
Allocation
Actual Percentage of
Allocation
Narrative Description

N/A N/A N/A N/A
Table 3 – Identify the geographic distribution and location of investments

Narrative
The City did not designate target areas during the program year.

CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income,

CAPER 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
moderate-income, and middle-income persons served.

One-Year Goal Actual
Number of homeless households to be
supported 250 148
Number of Non-Homeless households to be
provided affordable housing units 0 0
Number of Special-Needs individuals to be
provided affordable housing units 25 45
Total 275 193
Table 4 – Number of Households

One-Year Goal Actual
Number of households supported through
Rental Assistance 275 0
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 0 0
Number of households supported through
Acquisition of Existing Units 0 0
Total 275 0
Table 5 – Number of Households Supported

Discuss the difference between goals and outcomes and problems encountered in meeting these goals.

The 2025–2029 Consolidated Plan identifies Expanded Access to Affordable Housing as a high priority need under the goal of Improve Housing Access and Quality. Potential activities under this priority include the construction, acquisition, and rehabilitation of affordable housing; rehabilitation of existing owner-occupied and rental housing; first-time homebuyer assistance; tenant-based rental assistance; and other activities that expand housing access and affordability for low- and moderate-income households. Community input received during development of the Consolidated Plan particularly emphasized the need for the construction of new affordable rental units, including family and senior housing.

For FY 2025/26, the Annual Action Plan did not establish a one-year goal for the construction of new affordable housing units using CDBG funds. However, the City continued to advance the Consolidated Plan’s affordable housing priority through other local housing resources. In May 2026, Freeman Garden Court Apartments, which was supported by $900,000 in City Housing Trust Fund dollars, held its grand opening ribbon-cutting ceremony. The infill development delivered 13 new affordable housing units.

The City also continued to support the Tupelo affordable housing development, with $1.5 million in City funding committed to the project. These investments demonstrate continued progress toward the

CAPER 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
Consolidated Plan’s broader goal of improving housing access and quality, despite affordable housing production not being established as a CDBG-funded one-year goal for FY 2025/26.

The FY 2025/26 Annual Action Plan did establish goals related to housing and services for persons experiencing homelessness and persons with special needs. Yolo Wayfarer Center was expected to serve 250 people experiencing homelessness through its emergency shelter program. During FY 2025/26, the program provided overnight emergency shelter to 148 unduplicated individuals. Yolo Community Care Continuum’s New Dimensions permanent supportive housing program was expected to serve 25 non- homeless special-needs residents.

Differences between the one-year goals and actual outcomes reflect actual program participation and services delivered during the program year. The City will continue to support activities that address homelessness and the needs of special-needs populations while pursuing opportunities to expand the supply and availability of affordable housing consistent with the priorities established in the 2025–2029 Consolidated Plan.

Discuss how these outcomes will impact future annual action plans.

The 2025–2029 Consolidated Plan identifies Expanded Access to Affordable Housing as a high priority need under the goal of Improve Housing Access and Quality. Although FY 2025/26 did not include a one- year CDBG goal for the construction of new affordable housing units, the completion of 13 affordable units at Freeman Garden Court and the City’s continued commitment of funding toward the Tupelo affordable housing development demonstrate ongoing progress toward this priority. Future Annual Action Plans will continue to reflect City efforts to support the development, construction, rehabilitation, and preservation of affordable housing as projects and funding opportunities become available.

The Consolidated Plan also identifies approximately $100,000 in CDBG funding for affordable housing development, with a prospective goal of rehabilitating up to four additional affordable housing units.

Future Annual Action Plans will identify specific activities and anticipated outcomes as opportunities are developed to implement this goal.

Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.

Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 868 N/A
Low-income 448 N/A
Moderate-income 40 N/A
Total 1,356 N/A
Table 6 – Number of Households Served

CAPER 11
OMB Control No: 2506-0117 (exp. 09/30/2021)

Narrative Information
The table covers beneficiaries of the CDBG-funded public service activities: Northern California Children’s Therapy Center (pediatric therapy and early-intervention services), Legal Services of Northern California (fair housing services), Meals on Wheels Yolo County (senior nutrition services), Yolo Wayfarer Center/Fourth & Hope (emergency shelter and supportive services), Yolo Food Bank (food distribution), and Yolo Community Care Continuum (housing and supportive service

CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c)

Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs

The City provided funding assistance for Yolo Wayfarer Center/Fourth & Hope’s emergency shelter and supportive services through CDBG and continued its contribution to the Countywide Homeless Coordination Project. During FY 2025/26, Fourth & Hope provided overnight emergency shelter to 148 unduplicated individuals and Navigation Center day services to 300 individuals, including meals, showers, laundry, mail services, case management, and connections to community resources.

Individuals receiving shelter services were connected with case management and individualized support to address housing, healthcare, benefits, and other needs, and 52 individuals were referred to Permanent Supportive Housing.

The City’s Social Services Manager/Homeless Coordinator continued outreach and case management for unhoused individuals, including outreach at Fourth & Hope and Empower Yolo and through the bi- weekly Laundry Program. Through these efforts, individuals were assisted with obtaining identification and medical care, accessing shelter, securing employment, and obtaining housing. The City also implemented quarterly point-in-time counts and continued coordination with local service providers and partner agencies.

The City also allocated over $377,000 in HUD Continuum of Care (CoC) grant funds to support services for residents in Yolo Wayfarer Center permanent supportive housing, helping stabilize households and reduce returns to homelessness. In addition, throughout 2025, over $385,000 in Permanent Local Housing Allocation (PLHA) funds were distributed to support ongoing emergency shelter operations at the Yolo Wayfarer Center as part of a multi-year contract of up to $513,576. The PLHA investment supports both operational needs and eligible capital cost expenditures to help maintain critical shelter services.

Addressing the emergency shelter and transitional housing needs of homeless persons

The City provided funding assistance for the Yolo Wayfarer Center’s emergency shelter (CDBG and City contribution to Countywide Homeless Coordination Project.) The clients of the shelter received case management and were connected with services and housing whenever possible. The City's Social

CAPER 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
Services Manager/Homeless Coordinator and Homeless Outreach Street Team worked with non-profit service providers and the Yolo County Health Human Services Agency to connect homeless families and individuals to services and shelter whenever possible.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs City CDBG funds were awarded to Legal Services of Northern California (LSNC) for fair housing services.

During FY 2025/26, LSNC assisted 239 Woodland residents with housing-related issues, including claims of housing discrimination. LSNC identified 23 potential discrimination cases and provided services including counsel and advice, limited action, negotiated settlements and representation, and ongoing case assistance. These services can help low-income individuals and families address housing-related issues and, in some instances, remain in their rental units.

The City also supported Yolo Community Care Continuum’s New Dimensions Supported Housing program, which provides housing and supportive services to adults with mental illness who are at risk of homelessness. Services include assistance with maintaining housing, assessing mental and physical health needs, developing independent-living skills, and connecting participants with community resources and employment opportunities.

In addition, the City’s Social Services Manager/Homeless Coordinator continued providing outreach, referrals, case management, and connections to services for individuals and families experiencing or at risk of homelessness, including assistance with obtaining identification and medical care, accessing shelter, securing employment, and obtaining housing.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again

The City continued to support a range of programs intended to help individuals experiencing homelessness transition to permanent housing and maintain housing stability. CDBG funding supported Yolo Wayfarer Center/Fourth & Hope’s Emergency Shelter and Navigation Center, which provided overnight emergency shelter to 148 unduplicated individuals and Navigation Center day services to 300 individuals during FY 2025/26. Individuals receiving shelter services were connected with case management, resources, and referrals addressing housing, healthcare, benefits, and other needs. During the year, 52 individuals were referred to Permanent Supportive Housing, supporting their transition toward long-term housing stability.

The City also allocated over $377,000 in HUD Continuum of Care (CoC) grant funds to support services for residents in Yolo Wayfarer Center permanent supportive housing. These services help stabilize formerly homeless individuals and families in permanent housing and reduce returns to homelessness.

CAPER 13
OMB Control No: 2506-0117 (exp. 09/30/2021)
In addition, over $385,000 in Permanent Local Housing Allocation (PLHA) funds were distributed during 2025 to support ongoing emergency shelter operations at Yolo Wayfarer Center as part of a multi-year contract of up to $513,576.

The City’s Social Services Manager/Homeless Coordinator continued outreach and case management efforts, including outreach at Fourth & Hope and Empower Yolo and through the bi-weekly Laundry Program. An additional Laundry Program day was added to serve unhoused individuals on the west side of Woodland. Through outreach and case management, individuals were assisted with obtaining identification and medical care, accessing shelter, securing employment, and obtaining housing. The Social Services Manager also supervises the Community Enhancement Specialist, coordinates weekly abatement efforts with the Municipal Service Center and Probation Department, and serves as a Board Member of the Homeless Poverty Action Committee (HPAC).

The individual in this position also holds weekly office hours at the emergency shelter, transports unhoused individuals to local service providers for coordination of care when needed, and assisted with the 2025 Point-in-Time (PIT) Count of individuals experiencing homelessness in Woodland. Following the 2026 PIT Count, the Social Services Manager began implementing quarterly point-in-time counts to assist the Woodland Police Department in tracking local homelessness data throughout the year. The Social Services Manager, who is a licensed mental health professional with more than 20 years of experience working in the mental health field, engages unhoused residents, provides referrals for services, and collaborates closely with social service agencies and Yolo County Health and Human Services Agency (HHSA) to coordinate services and housing options whenever possible.

CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing

Yolo County Housing serves as the public housing authority for Yolo County and operates two public housing facilities in Woodland - Yolano Village (60 units) and Donnelly Circle (72 units). While the City's Program Year Action Plan did not include activities that directly address the needs of public housing, residents of Yolano and Donnelly may have benefitted from services funded through the CDBG program (Northern California Children’s Therapy Center, Meals on Wheels Yolo County, Yolo Food Bank, and Legal Services of Northern CA) and City resources (Use of City Hall Annex for youth theatre/dance programs, and Youth Camperships,).

Actions taken to encourage public housing residents to become more involved in management and participate in homeownership

The City of Woodland does not have oversight or governance jurisdiction over the local public housing authority (Yolo County Housing or YCH). However, YCH has taken a number of actions to facilitate resident involvement. YCH is governed on a day-to-day basis by a seven-member housing commission, which includes two resident commissioners. In addition, YCH staff facilitates Yolo County Housing Quarterly Resident Meetings for the residents of the Yolano Village (60 units) and Donnelly Circle (72 units) which are public housing developments located in Woodland. YCH provides opportunities for public housing residents to apply their housing choice voucher assistance to a home mortgage (monthly mortgage payments). The City operates a first time homebuyer loan assistance program for low income

CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
households and maintains an interest list for the program. When loan funding is available, the City contacts families on the interest list and invites them to participate in the City's program. Public housing residents are welcome to participate in the City's homebuyer loan assistance program.

Actions taken to provide assistance to troubled PHAs

Not applicable, the local public housing authority (Yolo County Housing) is not designated as troubled.

CAPER 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i)

The City adopted the Comprehensive Zoning Code (CZC) update in 2024, which included several measures to streamline housing development, including granting by-right development approval for a variety of housing types in most zones and establishing objective design standards. The updated CZC provides for a more efficient development review process for residents, development partners, staff, and decision-makers, allowing qualifying development proposals to receive expedited review and helping to reduce front-end design and development costs, particularly for new housing projects. Other highlights of the CZC include increasing the density of the Duplex Residential Zone from 1–8 to 5–15 dwelling units per acre and permitting residential units in the Community Commercial Zone at densities ranging from 15–35 dwelling units per acre.

The City continued efforts to increase housing opportunities, particularly in older, central areas of Woodland, through increased densities and coordination with developers regarding objective development standards and other opportunities to lessen barriers to residential development. These efforts are intended to facilitate infill development and increase the supply of housing, including housing affordable to low- and moderate-income households.

Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j)

The City of Woodland conducts lead-based paint inspections and requires appropriate remediation when hazards are identified. These efforts reduce the risk of lead exposure and help maintain the City’s older, lower- and moderately priced housing. Housing rehabilitation activities conducted using CDBG funds are closely monitored for potential lead exposure.

The City also:
• Requires all CDBG-funded construction projects to comply with HUD lead-based paint hazard reduction requirements;
• Provides technical assistance and support for home improvement projects and other activities requiring lead-based paint testing or abatement; and
• Updates lead-based paint policies and procedures as needed.

CDBG-funded construction activities completed during the program year did not involve lead-based paint abatement.

Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j)

City actions to reduce the number of poverty-level families include supporting the development and preservation of affordable housing, monitoring affordable housing developments, and providing funding to service providers that address the needs of low-income households.

During the program year, the City continued to support the development of new affordable housing opportunities. In May 2026, Freeman Garden Court, which was supported by $900,000 in City Housing Trust Fund dollars, held its grand opening and ribbon-cutting ceremony. This infill project delivered 13

CAPER 16
OMB Control No: 2506-0117 (exp. 09/30/2021)
new affordable housing units and reflects the City’s continued commitment to leveraging local funds to support affordable housing development. The City has also committed $1.5 million in City funding toward the Tupelo affordable housing development, further supporting the expansion of affordable housing opportunities in Woodland.

The City continues to monitor affordable housing developments that received City loan assistance to ensure that tenants are charged the appropriate rents and that owner-occupied affordable units continue to meet occupancy requirements. Onsite monitoring is conducted at HOME-assisted projects and includes review of overall site conditions and inspection of a sample of units to verify compliance with applicable housing condition requirements.

The City provided CDBG funding during the program year to a number of service providers assisting low- income Woodland residents, including Northern California Children’s Therapy Center for therapy and developmental services for children; Legal Services of Northern California for housing-related and fair housing services; Meals on Wheels Yolo County for senior nutrition services; Yolo Wayfarer Center/Fourth & Hope for emergency shelter and supportive services; Yolo Food Bank for food assistance; and Yolo Community Care Continuum for housing and supportive services. These programs address a range of needs affecting low-income households, including housing stability, food security, access to supportive services, and homelessness prevention.

Actions taken to develop institutional structure. 91.220(k); 91.320(j)

The City participated with Yolo County and the cities in the County on the Countywide Homeless Coordination Project during the program year. This program provides funding assistance for a countywide homeless coordinator and the operation of a cold weather shelter (Yolo Wayfarer Center) in Woodland during the winter months. In addition, the Social Services Manager/ Homeless Coordinator represents the City at meetings of the local continuum of care, Yolo County Homeless and Poverty Action Coalition (HPAC) and City staff participated in approximately 15 HPAC meetings during the program year.

Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)

The Yolo County Homeless and Poverty Action (HPAC) serves as the continuum of care for Yolo County. A City staff member always represents the City on HPAC’s board of directors. HPAC has a number of responsibilities including the coordination of services and housing resources for the homeless and overseeing the local selection process for the annual Continuum of Care funding competition. The Social Services Manager/ Homeless Coordinator participated in approximately 15 HPAC meetings during the program year as a board member.

Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a)

CAPER 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
The City of Woodland participated in the development of the Sacramento Valley Fair Housing Collaborative Analysis of Impediments to Fair Housing Choice (AI), which identifies challenges related to housing affordability and changes in homeownership as barriers to housing choice. The AI also identifies disparities in access to homeownership and economic opportunity, increasingly limited affordable rental options, restrictive rental policies, transportation barriers, and public policies and development processes that may constrain affordable housing development.

The City addresses these impediments through investments in affordable housing, fair housing services, infrastructure, and policies intended to expand housing opportunities. During FY 2025/26, the City provided CDBG funding to Legal Services of Northern California for fair housing and housing-related legal services. The program assisted 239 Woodland residents with housing-related and fair housing issues during the program year, including 23 potential housing discrimination cases. The City’s Consolidated Plan identifies the advancement of fair housing through services and activities for residents and housing providers as part of its Community Engagement, Planning, and Administration goal.

The City continues to support the development and preservation of affordable housing as a means of expanding housing choice for low- and moderate-income households. During the program year, Freeman Garden Court held its grand opening, delivering 13 new affordable housing units with support from $900,000 in City Housing Trust Fund dollars. The City has also committed $1.5 million in City funding toward the Tupelo affordable housing development. These investments support the Consolidated Plan priority of Expanded Access to Affordable Housing, which includes the development, acquisition, and rehabilitation of affordable rental and for-sale housing and other activities that expand housing access and affordability for low- and moderate-income households.

The City’s Comprehensive Zoning Code (CZC), adopted in 2024, includes measures intended to reduce regulatory barriers and streamline housing development, including by-right development approval for a variety of housing types in most zones and objective design standards. The CZC increased the density of the Duplex Residential Zone from 1–8 to 5–15 dwelling units per acre and permits residential units in the Community Commercial Zone at densities ranging from 15–35 dwelling units per acre. These measures support a more efficient development review process and facilitate additional housing opportunities throughout Woodland. The Consolidated Plan recognizes that land use and zoning regulations can affect housing affordability and identifies opportunities to further facilitate infill, multifamily, and affordable housing development.

The City further addresses disparities in access to opportunity through continued investment in infrastructure and public facilities serving low- and moderate-income residents and neighborhoods. The 2025–2029 Consolidated Plan establishes Infrastructure and Public Facility Improvements as a priority and identifies neighborhood revitalization, public infrastructure improvements, and improved access to affordable housing as components of this goal.

CAPER 18
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements

The City requires subrecipients to submit quarterly and annual reports on the progress and results of their activities. Subrecipients provided written narratives on the progress/results of their activities as well as ethnicity and income data on the beneficiaries of the CDBG-funded activities. Onsite subrecipient monitoring did not occur during the program year. City staff was responsible for monitoring construction activities during the program year for contract, labor (Davis-Bacon and Related Acts), and other Federal overlay compliance. This included running debarment checks through the System for Award Management, reviewing draft construction contracts to verify inclusion of Federal overlay language, assisting subrecipients with the preparation bid notices (notice to contractors), conducting field wage interviews, and reviewing certified payrolls.

The FY 2025/26 City of Woodland ADA Accessibility Project was advertised for bid in 2026 and subsequently awarded to Hyatt Construction. The project includes the construction of approximately 12 ADA-compliant curb ramps and related sidewalk improvements at priority locations throughout the City.

The improvements are intended to address accessibility needs and improve pedestrian access for persons with disabilities. As of September 2026, construction is in progress. As part of the competitive bidding process, the project plans and specifications were made available through the following bid houses and other sources of construction bid opportunity information:

1. Construction Bidboard, Inc.

2. Dodge Data & Analytics

3. Sacramento Regional Builders Exchange

4. Placer County Contractors Association and Builders Exchange

5. Marin Builders Association

6. El Dorado Builders Exchange

7. Peninsula Builders Exchange

8. Valley Contractors Exchange

9. Shasta Builders Exchange

10. Construction Data Company

11. BidAmerica

12. Bay Area Builders Exchange

Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.

The City’s CDBG Public Participation Plan requires that the CAPER be available for public comment for a minimum period of 15 days. The City published a notice (in English and Spanish) on September 1, 2026 in the local newspaper (Woodland Daily Democrat) on the availability of the CAPER and that public comments would be accepted through September 15, 2026. In addition, notification was provided that a public hearing would be held on September 15, 2026 before the Woodland City Council to receive public comments on the CAPER. The notice included the phone number and email for the City staff contact. On

CAPER 19
OMB Control No: 2506-0117 (exp. 09/30/2021)
September 1, 2026, email was sent to the members of the local continuum of care (HPAC) and HPAC’s distribution list (150-plus individuals who work for service providers that provide programs in Woodland and/or Yolo County) to inform the community about the CAPER public comment period and public hearing. On September 1, 2026, the CAPER notice was posted in the front entrance of City Hall (300 First Street, Woodland, CA 95776).

Copies of the CAPER were made available at the Woodland City Hall, Community Development public counter (300 First Street, Woodland, CA 95695), and through the City’s website (Community Development, CDBG section) starting on September 1, 2026.

The agenda packet for the September 15, 2026 City Council meeting was posted to the City’s website and the meeting agenda was posted to the City Hall outdoor display case. On September 15, 2026, a public hearing will be held at City Council to take action on the approval of the CAPER.

CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.

The City has not changed its CDBG program objectives.

Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No

[BEDI grantees] Describe accomplishments and program outcomes during the last year.

Not applicable.

CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.

The City has not changed its CDBG program objectives.

Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No

[BEDI grantees] Describe accomplishments and program outcomes during the last year.

Not applicable.

CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided

CAPER 20
OMB Control No: 2506-0117 (exp. 09/30/2021)

Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 0
Total Labor Hours 0
Total Section 3 Worker Hours 0
Total Targeted Section 3 Worker Hours 0
Table 7 – Total Labor Hours

Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers 0
Outreach efforts to generate job applicants who are Other Funding Targeted Workers. 0
Direct, on-the job training (including apprenticeships). 0 Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. 0
Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). 0
Outreach efforts to identify and secure bids from Section 3 business concerns. 0 Technical assistance to help Section 3 business concerns understand and bid on contracts. 0
Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns. 0
Provided or connected residents with assistance in seeking employment including: drafting resumes, preparing for interviews, finding job opportunities, connecting residents to job placement services. 0 Held one or more job fairs. 0
Provided or connected residents with supportive services that can provide direct services or referrals. 0
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.
0 Assisted residents with finding child care. 0
Assisted residents to apply for, or attend community college or a four year educational institution. 0
Assisted residents to apply for, or attend vocational/technical training. 0 Assisted residents to obtain financial literacy training and/or coaching. 0 Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns. 0
Provided or connected residents with training on computer use or online technologies. 0
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. 0
Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
0 Other. 0
Table 8 – Qualitative Efforts - Number of Activities by Program

CAPER 21
OMB Control No: 2506-0117 (exp. 09/30/2021)
Narrative
The FY 2025/26 City of Woodland ADA Accessibility Project was advertised for bid in 2026 and subsequently awarded to Hyatt Construction. The project includes the construction of approximately 12 ADA-compliant curb ramps and related sidewalk improvements at priority locations throughout the City.

The improvements are intended to address accessibility needs and improve pedestrian access for persons with disabilities. As of September 2026, construction is in progress. As part of the competitive bidding process, the project plans and specifications were made available through the following bid houses and other sources of construction bid opportunity information:

1. Construction Bidboard, Inc.

2. Dodge Data & Analytics

3. Sacramento Regional Builders Exchange

4. Placer County Contractors Association and Builders Exchange

5. Marin Builders Association

6. El Dorado Builders Exchange

7. Peninsula Builders Exchange

8. Valley Contractors Exchange

9. Shasta Builders Exchange

10. Construction Data Company

11. BidAmerica

12. Bay Area Builders Exchange

RESOLUTION NO.____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND APPROVING THE FISCAL YEAR (FY) 2025/26 COMMUNITY DEVELOPMENT BLOCK

GRANT (CDBG) CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER); AUTHORIZING THE INCORPORATION OF PUBLIC COMMENTS;

AND AUTHORIZING THE CITY MANAGER OR DESIGNEE TO FINALIZE AND SUBMIT THE CAPER TO THE U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT

WHEREAS, the City of Woodland ("City") annually receives an allocation of Community Development Block Grant (CDBG) funds from the U.S. Department of Housing and Urban Development (HUD); and
WHEREAS, the City is required to prepare and submit a Consolidated Annual Performance and Evaluation Report (CAPER) to HUD following the close of each CDBG program year; and WHEREAS, the CAPER provides a financial summary of CDBG expenditures and evaluates the City’s implementation of its Annual Action Plan, including activities completed and accomplishments achieved during the program year; and
WHEREAS, the Fiscal Year (FY) 2025/26 CAPER summarizes the City’s progress toward meeting the community development needs, priorities, and objectives established in the City’s 2025- 2029 Consolidated Plan; and
WHEREAS, public notification of the September 15, 2026, City Council meeting was provided in English and Spanish in the Daily Democrat, a newspaper of general circulation, on September 1, 2026, providing a 15-day public comment period for CAPER prior to the City Council meeting date.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Woodland, as follows:

SECTION 1. The foregoing recitals are true and correct and are incorporated herein by this reference.

SECTION 2. The City Council approves the Fiscal Year (FY) 2025/26 Community Development Block Grant (CDBG) Consolidated Annual Performance and Evaluation Report (CAPER) and authorizes the incorporation of any public comments received during the public hearing and 15-day public comment period.

SECTION 3. The City Council authorizes the City Manager or designee to finalize and submit the FY 2025/26 CDBG CAPER to the U.S. Department of Housing and Urban Development (HUD) following the conclusion of the 15-day public comment period.

SECTION 4. This Resolution shall take effect from and after the date of its passage and adoption.

PASSED, APPROVED AND ADOPTED by the City Council of the City of Woodland at a regular meeting held on the 15th day of September 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Tom Stallard, Mayor

ATTEST: APPROVED AS TO FORM:

Marissa Kersey, City Clerk Ethan Walsh, City Attorney