2008/03/10 City Council MinutesCITY OF ROHNERT PARK SPECIAL MEETING MINUTES FOR:
City Council
March 10, 2008
The Rohnert Park City Council met this date for a Special Meeting to commence at 10:00 a.m. at
the Community Center, 5401 Snyder Lane, Rohnert Park, with Mayor Jake Mackenzie presiding.
SPECIAL MEETING/WORK SESSION
Call to Order: Mayor Mackenzie called the Special Meeting to order at 10:00 a.m.
Roll Call: Breeze, Smith, Stafford, Vidak- Martinez, Mackenzie
Staff present for all or part of the Special Meeting: City Manager Donley, City Attorney
Marchetta Kenyon, Assistant City Manager Schwarz, Director of Community Development
Bendorff, Director of Public Works /City Engineer Jenkins, Director of Administrative Services
Lipitz, Director of Public Safety Bullard, and Accounting Manager Orme
Also present for the Special Meeting: Bill Mathis, Ph.D., Mathis & Associates.
Opening Comments:
Public Comments: The members of the public in the audience introduced themselves —Don
Codding, Kevin Pohlson, Dawna Gallagher, Paul Stutrud, Dan Condron.
Council Opening Comments: Each Councilmember provided brief opening comments.
Review of Goals from Last Year:
City Manager Donley distributed the City's Work Program (Work Plan attached to minutes).
This comprehensive document outlines the goals and projects throughout the City. City Manager
Donley provided a detailed review of the Work Plan.
Budget and Financial Projections 2008:
Administrative Services Director Lipitz provided a presentation on the City's budget and future
financial projections (presentation attached to the minutes). In summary, her presentation
provided a cautious picture of the City's financial status. The City Council concurred with staff's
recommendation to develop a Fiscal Emergency Plan to prepare for the possibility of greater
downturn in the local, regional and national economy.
Staff Recommendations/Needs for 2008:
Assistant City Manager Schwarz discussed human resources constraints and challenges and
indicated that progress may be constrained by the inability to replace retired employees with fully
qualified replacements.
Page 1 of 2
Council Goals for 2008:
Dr. Mathis discussed the current status of the Work Plan with the Council and solicited input
from each Councilmember on the Work Plan. City Council consensus was to stay on the current
course outlined in the Work Plan.
Public Safety Recruitments:
Dr. Mathis provided a brief overview of the Public Safety Commander recruitments and solicited
comments on the experience and qualities desired in the future Public Safety Director.
Conclusion:
Citizen Concerns: Dawna Gallagher, resident, expressed concerns about the impact of future
development. Dan Condron, Sonoma State University, provided a brief presentation on the
potential of the City cooperating with Sonoma State University and Wells Fargo Performing Arts
Center.
ADJOURNMENT
Mayor Mackenzie adjourned the Special Meeting at 3:30 p.m.
ri riffin
Deputy City Clerk
ke Ma j kenzie
Ma
Page 2 of 2
f S
t
CITY WORK PLAN
The Action Plan includes Goals, Objectives, Strategies, and Tactics as described below:
Cotati / Rohnert Park Library
Goals
Goals are generalized statements of where a community wants to be at some future date. A community's goals may
evolve over time, but changes are typically slow and occur incrementally. Goals are typically few in number and
general in nature.
Citv Council's Goals are as follows:
• GOAL I: RAISE REVENUES
• GOAL II: PARTNERSHIPS 1 COOPERATION
• GOAL III: INCREASE SAFETY Safest City on 101 Corridor
• GOAL IV: MAINTAIN /INCREASE INFRASTRUCTURE
• GOAL V: SUSTAINABILITY
Objectives
Objectives are the specific targets to meet the identified goals. They are generally short -term in nature and there are
typically several for each goal. Objectives constitute the means by which a plan's success can be measured.
Strategies
Strategies are the step -by -step means by which a community reaches its objectives. For each economic
development objective, there are usually several strategies. Each is designed to achieve specific outcomes.
Strategies provide direction, permit identification of priorities, and target resources towards achievement of the
specific objectives.
Tactics
Tactics are identified which are examples of actions that could be undertaken. Tactics should be revised over time
as circumstances and priorities change. New tactics will be developed following adoption of this plan which are
consistent with the strategies and objectives, but reflect the changing nature of the economic development
opportunities and constraints over time. Thus, throughout the implementation period, the tactics will be revisited
continually.
GOAL I: RAISE REVENUES
Objective A: Maintain Strong Fiscal Base to Protect the Quality of Life in Rohnert Park
Strategy 1: Maintain a Vital Retail and Hotel Sector
Tactics:
• Include hotels and visitor - related retail and entertainment as distinct programs in the Marketing and
Outreach Strategy. STATUS: Doubletree is an active partner and participant in city- sponsored
marketing programs. Hampton III will be added to this partnership through the tourism bureau. City
staff have encouraged the Federated Indians to participate in Sonoma County Tourism Bureau to
develop joint promotions and assist local lodging.
• Monitor and report economic trends and economic development achievements to the business community
to encourage business planning based on up -to -date information and developments. STATUS: City staff
work directly with Sonoma County Economic Development Board to assist with the development of
regional economic reports. The City Manager has been appointed to the Sonoma County Workforce
Investment Board and will be actively participating in employment generation and job training
programs.
Strategy 2: Leverage the Expanding Visitor and Retail Base
Tactics:
• Working with the Chamber of Commerce, County Visitor's Bureau and Hotel Marketing departments,
develop cooperative marketing and promotion programs designed to capture a larger share of regional
visitors. STATUS: The City has developed partnerships with the Chamber, Sonoma County Tourism
Bureau and the Doubletree to promote Rohnert Park. This -has resulted in development of Rohnert
Park promotional ads in Sonoma County Tourism Guide, City representation n tourism trade shows
along with Sonoma County Tourism Bureau (e.g., Chicago Holiday Showcase, San Francisco Film
Soiree, Hilton National Sales Event, California Society of Association Executives) to expand
business and pleasure travel to Rohnert Park. This has increased conference bookings at the
Doubletree. The Doubletree General Manager will provide a specific report on this to the Council at
a future meeting.
• Develop events targeted to both Visitors and Residents (such as street fairs and festivals) designed to
capture more of the local and regional visitor expenditures. STATUS: Partnered with Chamber and
Tourism Bureau to create the Sonoma Mountain Art and Wine Festival. The first event was a
success and will be back next year.
Develop attractions and amenities that serve local population and visitors, e.g. brew pubs, wineries, family
recreation and amusements. STATUS: City Center Plan redevelopment calls for development of a
City Center plaza and creation of a commercial area. University District will create a dynamic "town
square" across from Sonoma State's Green Center. Sonoma Mountain Village has an event center
and is currently expanding its facility. A Master Plan has been adopted for the City's Community
Center Campus to enhance its use by residents and visitors.
Objective B: Maintain and Enhance Rohnert Park's Employment Base
Strategy 1: Establish Economic Development as a Priority and a Vital Function of Rohnert Park
Tactics:
• Create an Economic Development Program with dedicated staff resources to implement the strategy.
STATUS: Recent recruitment efforts to replace Redevelopment & Housing manager have not
provided a quality candidate. City Manager has moved management Analyst from Finance to be
Acting Redevelopment & Housing manager. New recruitment is in process.
• Designate a primary staff position responsible for Economic Development and the implementation of the
Action Plan. STATUS: Recruitment in process.
• Monitor and Report economic trends and economic development achievements to the City Council and the
business community on an as needed and /or semi - annual basis. STATUS: Council scheduled to review
economic development plan in July 2008.
• Develop evaluation tools to communicate the quantitative benefits of the implementation effort.
STATUS: This portion will be initiated when Redevelopment & Housing Manager position is filled.
• Develop mechanisms for ongoing communication with the local business community. STATUS: Assistant
City manager serves as board member for Chamber. Mayor and senior staff participate in business
visitation tours.
• Provide staff support for local business activities as part of sustaining a strong business network and
promoting visibility of businesses within the City as a part of the region. STATUS: City partners with
Chamber and Small Business Development Center to assist businesses in developing strong
business plans and other technical assistance such as marketing plans.
• Develop an early warning monitoring system to keep City aware of large employers considering expansion,
contraction, or relocation out of Rohnert Park. Status: Staff recommends working with Chamber to
develop a system. Mayor business visitations are targeted to visit large employers and tax
generators within the City.
Strategy 2: Align and leverage existing activities to support economic development in Rohnert Park
Tactics:
• Establish and inter - departmental team to be led by Economic Development staff to develop shared
understanding of other departments' roles in City economic development priorities and address business
concerns. Status: Economic Development Plan is being utilized by planning staff when evaluating
new projects.
• Work with the Planning Department to evaluate and monitor major land -use plans for consistency with the
priorities of the Economic Development Strategy. STATUS: This has been implemented.
• Create forums for discussions between City staff and community and business stakeholders to ensure the
community as a whole shares the economic development vision for Rohnert Park and that one unified
message is communicated. STATUS: City Manager, Assistant City Manager have met with Chamber,
business owners regarding economic development plan and city projects and strategies.
• Strengthen working relationships with the local Chamber of Commerce, Sonoma County Tourism Bureau,
and the Sonoma County Economic Development Board. STATUS: Implemented and ongoing.
Assistant City Manager is working with Chamber to determine specific economic development
strategies that can be implemented on behalf of the City by the Chamber.
• Develop relations with property owners to ensure future changes in tenants /land use are in accordance with
the economic development strategy. STATUS: City Manager meets with representatives of key
opportunity sites on a regular basis — Next Level, Sonoma Mountain Village, Stadium Lands, former
Yard Birds site.
Develop relationships with local brokers as part of an early warning network to identify businesses that are
expanding or looking to relocate. STATUS: Mayor visitation program identifies key businesses in
town and provides staff contacts to business representatives.
Work with the local real estate industry to promote available sites, site locator, etc. STATUS: Preliminary
meetings have been made with property representatives of State Farm Drive area. Current initiatives
call for public - private opportunity site promotion in Regional Business Journals.
i NWI,
II�VI P �4i�0�Il�
Objective C: Promote and Protect Opportunities for Job - generating Development
Strategy 1: Help existing businesses grow and thrive in Rohnert Park
Tactics:
• Create business recognition program based on monitoring employment and /or sales tax collections.
STATUS: This has been partially implemented through Mayor's Visitation program. City Council
public recognition, additional efforts to be identified.
• Develop relations with the business community to foster growth in accordance with the economic
development strategy. STATUS: City /Redevelopment Agency assisted in the establishment of a
technology incubator at Sonoma Mountain Village. The incubator was established in summer 2007
and as of March 2008, is 50% full with 15 new businesses. The City Council has appointed one of its
members to serve on the incubator advisory board.
• Strengthen relationships with Chamber of Commerce and other merchant organizations. STATUS:
Implemented and ongoing. Assistant City manager serves on Chamber Board.
• Leverage the research resources of the county economic development program with other regional
economic development efforts. STATUS: Staff participates in data collection and analysis of Sonoma
County Economic Development Board studies.
• Conduct annual business survey to develop relationships with major employers and industries to ensure that
growing and expanding businesses are retained within the City of Rohnert Park. STATUS: Discussions
have been made with the Chamber of Commerce to implement this strategy.
• Ensure zoning supports business uses and does not have imbedded conflicts that will inhibit desired long-
term growth. STATUS: Sonoma Mountain Village currently in review process, an estimated 4,000
jobs are projected to be created, which substantially exceeds the approximately 2,500 jobs at the
former Agilent facility. City needs to be proactive with Sonoma Mountain Village to ensure job
creation efforts are successful. The Stadium lands reuse calls for the development of retail and
housing. The housing portion of Stadium lands will displace potential industrial development;
however, substantial workforce housing units are anticipated to be needed due to the proposed
casino.
• Create mechanism for making economic development information available to existing local businesses and
prospective businesses, and provide linkages and referrals to businesses as part of local and regional
marketing efforts. STATUS: Discussion have been made with the Chamber of Commerce to
implement this strategy.
Strategy 2: Attract and retain Job Generating Industries.
Tactics:
■ On an ongoing basis, identify existing industries within the region that meet local job generating and
economic development criteria. Develop economic development plan targeting existing and regional Food
Processing, Winemaking, and Wine - related Industries, High Tech, Business and Professional Services for
expansion and location in Rohnert Park. STATUS: City Manager recently appointed to County
Workforce Investment Board and will be actively participating in regional strategies of emerging
industries.
GOAL II: PARTNERSHIPS / COOPERATION
Objective A: Grow, Support, and Retain Existing Business /Employment Base
Strategy: Develop and Implement a Cost - effective Marketing and Outreach Plan
Tactics:
• Develop and Implement Marketing Strategy and Outreach Plan, using either external or internal resources.
STATUS: City Manager has met with State Farm Drive property representatives and will be
implementing a joint marketing plan for this corridor.
• Develop materials with City and regional demographic and industry information for collateral materials,
presentation, and website. STATUS: Website upgrade as been designated as a high priority
technology project to implement in the coming year.
• Develop data base of site availabilities and opportunities. STATUS: Target for completion August 2008.
• Develop template marketing response /follow up materials for target industries. STATUS: Target for
completion August 2008.
• Work with real estate industry to promote available sites, site locator, etc. STATUS: Target for
completion August 2008.
• Join regional marketing efforts through Team California. STATUS: Target to evaluate participation
options August 2008.
• Target mailing or outreach to existing industries within the region that meet local economic development
criteria. STATUS: Contact ongoing. City Manager recently met with representatives of Office Depot
to discuss relocation to Rohnert Park. Mailing outreach target for completion October 2008.
Objective B: Enhance Quality of Life for Rohnert Park Residents
Strategy 1: Maximize Economic Development Opportunities presented by Local and Regional Visitors
Tactics:
• Create quality community gathering places for the enjoyment of residents and attraction of visitors, i.e.
development of the City Center Area and redevelopment of the Community Center. STATUS: City
Center area plaza in process, construction expected to begin in Summer 2008. Development of
University District and Sonoma Mountain Village (regional event center).
• Attract pedestrian- oriented retail and eating and drinking outlets targeting the unique mix of regional visitors
that come to /through Rohnert Park that can also serve the needs of local residents. STATUS:
Redevelopment Agency acquired City Center property in 2007, RFP has been issued for
retail /commercial development, and staff is evaluating RFP responses.
Coordinate and leverage existing City economic development assets such as the Green Music Center and
the proposed University District "Town Center" by refining analysis of existing hotel /motel guest
demographics and promoting retail that will capture tourist spending potential. (Example: If the Rohnert Park
segment of tourists tends to be families and individuals attending races at the Infineon Raceway, a micro -
brewery with outdoor dining may better match both Rohnert Park's existing population as well as that visitor
population). STATUS: City plans on working with developers of University District and City Center
area to identify ideal retail /restaurants. Existing development agreement with University District
requires pedestrian oriented restaurant/retail uses.
Analyze upscale dining in the University District as a match for families visiting students and patrons of the
arts coming for arts and music festivals. STATUS: Target for completion December 2008.
Strategy 2: Incorporate Strategies from Urban Design
Tactics:
■ The City is conducting a design study of three prominent corridors (Commerce and Southwest Boulevards
and State Farm Drive) using RBF as its consultant. This study has included a public outreach component
and may inform the economic development priorities. STATUS: City Council will be prioritizing
implementation of Corridor Study improvements.
Objective C. Maintain and Improve Partnerships with Employee Bargaining Units.
Strategy 1: Seek to Reach Mutual Agreement on Future Compensation and Workplace issues.
Tactics:
• City Management will hold regular meetings with bargaining nits to build and maintain strong working
relationships.
• City Management will meet with bargaining unit representatives to seek mutual solutions on areas of
disagreement
• Should national /state /regional economies decline, the City will engage its bargaining to discuss mutual
solutions to addressing revenue shortfalls.
GOAL III: INCREASE SAFETY (Safest City on 101 Corridor)
Objective A: Maintain a Strong Public Safety Department
Five -year Retrospect:
• Prior to 2002, the majority of Public Safety Officers hired were academy graduates and lateral officers. Of
the last ten officers hired prior to that year, three were academy graduates and seven were lateral officers.
• In 2002, the Rohnert Park Department of Public Safety placed three officers into the police academy and
picked up a fourth officer by the end of the academy.
• The following ten officers hired were almost the opposite of 2002; six were academy graduates and four
were laterals. The next fourteen hired were half laterals and half academy graduates.
• In April 2007, we placed two trainees into the police academy. One trainee has since resigned.
• In July 2007, we placed eight trainees into the police academy. All eight trainees successfully graduated
from the Police Academy and are currently in the Field Training Program.
• The last three officers hired were two laterals and one academy graduate.
• The City has entered into a two -year agreement with the RPPSOA, which increased overall compensation
improving the competitiveness of the department with other agencies.
Objective B: Recruiting and Retention of Quality Personnel
Strategy 1: Identify causes for early departures such as retirements or new career opportunities.
Reduce attrition unrelated to normal retirements.
• Three officers have retired in the last year and one officer quit
• Six to seven officers are projecting retirement dates in the next six months
• Five officers in the last year have left for other agencies and one is in background now
• Public Safety is unique — applicants must have the desire and wherewithal to perform in both Police and Fire
disciplines
Strategy 2: Recruiting
Tactics - 2008 Plan:
• Six PSO trainees will be starting the January 7, 2008 Police Academy
• Five trainee positions are reserved for the April 7, 2008 Academy
• Five trainee positions are reserved for the July 21, 2008 Academy
• Continue recruiting and advertising for Laterals
• Continue recruiting during local academies for Academy Graduates
Tactics - Future Plans:
• Out of State Recruiting
Pros: Large supply of candidates
Cons: Increase in cost to complete Backgrounds
• Incentive Pay*
Hiring incentives for experienced applicants
Current employee recruitment incentives
* Incentive pay is a comprehensive package that addresses compensation for recruits, laterals, and current employees to recruit
and retain officers.
Objective C: Organizational Assessment
Strategy: Analyze organization, develop a plan for the increase of staffing in fire and police services to meet the
needs of planned growth. Providing strong leadership (management) is essential. Ability to influence, lead, inspire
from the top.
Tactics:
• Conduct assessment of organization to determine development needs
• Fire Division — third station coverage
• Police Division — analysis of patrol requirements; potentiality of adding patrol beat
• Promote and advance to encourage ambition, morale, and professionalism.
• Build department from the top down.
• Provide leadership development to promote from within the department
COMMAND STAFF
Fire Commander
Strategy: Need oversight of growing Fire Division and the addition /growth of the Fire Prevention Bureau. Prefer that
this position be a sworn position promoted in -house to maintain agency continuity and staff development.
Tactics:
• Enable Director to focus on leadership initiatives rather than day -to -day operations
• Ensure that ever - increasing safety and industry mandates are met
• Potential to develop an employee to be the next Director or Acting Director of Public Safety
• Continue to assign Lieutenants to the Fire Division in order to develop and compete for the future Fire
Commander position
Lieutenant /Senior Staff Positions
Maintain management span of control.
Strategy: Evaluate the need to add senior staff to accommodate growth in patrol and fire station staffing.
Tactics:
• Add Patrol Lieutenants and 1 Information Services Business Manager during the first year
• Add 3 Patrol Lieutenants
• Maintain the Lieutenant assigned to the Fire Division to oversee fire operations
• On -scene management of day -to -day activities and at critical police and fire incidents
• Coverage 7 days per week, nearly 24 -hours per day (current system does not ensure command staff
availability for critical call -outs)
• Shorten follow -up work after the events (currently off -duty Lieutenants may direct by telephone resulting in
delayed response)
• Responds to fire incidents as Battalion Chiefs to manage resources and oversight for safety of personnel
(per ICS, NIMS /SEMS, OSHA, and NFPA)
Patrol Lieutenants
• Allows department expansion without later adjustments at the Command level
• Structure in place to handle significant growth and impacts from planned future development, i.e. Casino,
Mall, University District, Sonoma Mountain Village projects - each with its own unique problems and
challenges
• Allows more community policing and distribution of assignments of areas of responsibility or utilization of a
district command concept
• Opportunity to focus personnel on proactive programs by targeting crime trends and using geographical
areas rather than reacting to criminal activity. This would reduce crime and develop positive working
partnership with community.
• With significant turnover of experienced personnel and slowing rate of lateral applicants, more concentrated
oversight of patrol functions is paramount
• First -line supervisors are being promoted at a younger age with less experience
• More direct guidance of less experienced new sergeants and patrol officers to reduce exposure to liability
and ensure customer satisfaction
• Meet increased community expectations for managers to contact community members, collect data, identify
crime trends, as well as develop officers and sergeants to fill future supervisory roles. As the city grows, so
will the demand for public safety services.
Information Services Business Manager (Civilian)
• Relieves Patrol and Support Services Lieutenants of the oversight of Records, Dispatch, Budget, and
Building Maintenance issues
• Allows Patrol Lieutenants to concentrate on coordinating the Patrol teams to accomplish the department's
mission
Part -time Patrol Division Secretary
• Alleviate Patrol Lieutenants of clerical duties to allow them to deal with management issues
• Handle daily administrative duties and correspondence, assist with special permits, coordinate fleet
maintenance and other equipment, assist with personnel scheduling
Domestic Violence Advocate (now an industry standard)
• Share the cost of an advocate with another agency such as Cotati P.D. and Sonoma State University
• Ensure that the physical and psychological needs of domestic violence victims are met
Full -time Records Clerk (non- sworn)
• Ensures support for staff and officers
• Keeps officers on the street by expanding on -line reporting, mail -out reports, completion of miscellaneous
paperwork
• Proper documentation and reporting in line with increased population, report volume, and calls for service
• No increase in Records staffing since 1993
Not Part of the Work Plan:
• Professional Standards Sergeant
• Traffic Unit (5 PSOs and 1 Sergeant)
• Additional Detectives (2)
• Animal Control — Community Services Officers reclassified to Patrol Field Technicians; add 2 Animal Control
Officers
• Add 2 fulltime positions at the Animal Shelter
• DARE / GREAT Officers
Quality of Service Measurements
• Survey Models
Internal and External
• COMPSTAT (short for COMPuter STATistics or COMParative STATistics)
• Crime Statistics (Comparison of FBI Index Crimes)
• Standards of Cover Study for Fire Division
v
GOAL IV: MAINTAIN / INCREASE INFRASTRUCTURE
Also includes components of Raising Revenue, partnerships /Cooperation and Sustainability
Objective A: Engineering Division
Strategy: Goals 2007 -2008 [complete High Priority Projects, Medium when possible]
Tactics:
2007 -2008 Commitments:
January 2008 - Status
Rehabilitate Commerce, Roberts Lake Road, Country Club Drive
Complete
Rehabilitate RPX West of 101
Under Construction
New LEED gold certified City Hall
Under Construction
Eastside Trunk Sewer— Phase 1
Under Construction
Community Center ADA, Beam Replacement and Painting
Complete
Water Tank Booster Pump Project
Under Construction
Water SCADA System maintenance contract
Under Constructic
Copeland Creek Bike Path Paving — Measure M
In Design
Finish Canon Manor Sewer Project
Complete
University District Water Tank
In Design Review
Regional Detention Basin Project
In Design
New Bike Master Plan
Under Review
RP Recycled Water Master Plan
In Design
Highway 101 Wilfred Interchange
Final Design Under Review
Highway 101 Central Widening Project
Final Design Under Review
Railroad Signal Upgrade Project
Under Construction
Sanitary Sewer Management Plan
In Design
Implement Updated Employee Health and Safety Program
In Process
General Plan Update
In Process
Housing Element Update
In Process
Canon Manor Connection Fee Lawsuit Defense
In Active Litigation
City Hall Bid Award Lawsuit Defense
Complete
Urban Water Management Plan Adoption Lawsuit Defense
In Case Management
High Priority Projects January 2008 Status:
City Center Plaza /Pedestrian Improvements Final Design Under Review
Public Safety Bay Realignment Project Scoping
Water System Relocation Wilfred Interchange Design Complete
Water Connection Fee update w /conservation & Sustainability In Design
Sewer lateral Ordinance — Implementation Not Startf
1
Medium Priority Projects
January 2008 Status:
University District Development Plans
On hold at developer's request
Stadium lands Development Review /EIR/Development Agreement
Processing
Sonoma Mountain Village Development Review /EIR/Dev. Agreement
Processing
Southeast Specific Plan Development Review /EIR/Dev. Agreement
Processing
Water Tank 3 Recoating
Design on hold pending staffing
Landscape Maintenance Contract
In Design
Bodway Bike Lanes — TFCA
Construction Complete
Creek Master Plan
Planning Stage
Sewer Inflow and Infiltration Reduction Program
On hold pending staffing
Arterial Street Corridor Studies
Planning Stage
Development Improvement Standards Update
In Design
Low Priority Proiects
January 2008 Status:
Water Distribution Expansion on RPX & East Cotati
Design Complete
RPX Widening Project Snyder to Petaluma Hill Road
In Design Review
Eastside Trunk Sewer Phase II
In Design
CIMIS Weather Station
On hold pending staffing
RPX Signal Coordination — TFCA
On hold pending staffing
Crane Creek Regional Trail
On hold pending staffing
Neighborhood Traffic Calming
On hold pending staffing
Not yet Prioritized
January 2008 Status:
Playground Equipment Replacement
To be done by others
Senior Center Expansion into Finance Offices
On hold pending staffing
Tree Inventory GPS /GIS
On hold pending staffing
Climate Action Plan — Implementation
On hold pending staffing
Avian Flu Pandemic planning
On hold pending staffing
Traffic Signal Improvements
On hold pending staffing
Community Center Plaza /Campus Improvements
On hold pending staffing
Tree Trimming Policy (City Trees)
On hold pending staffing
Objective B: Community Development
Strategy: Goals 2007 -2008 [complete Committed /High Priority Projects, Medium when possible]
Tactics:
2007
High Priority Projects
Implementation of University District Specific Plan
City Center Plaza /Pedestrian Improvements
General Plan /Housing Element Update
Vida Nueva Transitional Housing
Sonoma Mountain Village
Stadium Area Plan
Southeast Specific Plan
Wilfred /Dowdell Specific Plan
Community Center Plaza
Redevelopment of City Hall /Avram sites for Affordable Housing
Fire Bay Realignment Project
Southwest Shopping Center Redevelopment
Sustainability Ordinance Elements (in conjunction with Building Division efforts)
CDC City Center Drive Mixed -use Project
Plan approved; awaiting WSA Appeal
Construction Documents in Preparation
Underway
Construction Scheduled for 2008
In review process
In review process
In review process
In review process
Master Plan approved
RFP to be sent early 2008
In review process
Awaiting applicatic"
To be completed 200 >'
RFP to be sent 1/7/08
Medium Priority Projects Constraint
Northwest Specific Plan Awaiting application
Northeast Specific Plan In review process; Plan revised by applicant
Creekwood Apartments Awaiting application
Zoning Ordinance Clean -up In process
Digitizing of Planning Files to commence when Building files digitized
Low Priority Proiects
Crane Creek Regional Trail
Uncommitted Proiects
Southwest Boulevard
Commerce Boulevard
State Farm Drive
Redevelopment of Southwest DPS Station
Affordable Project on CRPUSD Surplus Property (University District)
Construction documents not in process
Corridor Plan awaiting approval; funding
Corridor Plan awaiting approval; funding
Corridor Plan awaiting approval; funding
Review process has not commenced
Awaiting WSA appeal; no application
GOAL V: SUSTAINABILITY
Objective: Clean Air.
Achieve meaningful reductions in greenhouse gas emissions through implementation of long -term solutions
throughout the region
Strategy 1: Create Greenhouse Gas Emissions Inventory
Tactics: Baseline GHG Emissions
•
Water / Sewer
13%
Commute
7%
Fleet
23%
Streetlights
14%
Buildings
43%
Strategy 2: Set Reduction Target
Tactic:
35% below 2000 levels by 2012 for internal City operations
Require all new residential construction to be 15% more
Standards.
efficient than October 2005 California Energy Efficiency
Strategy 3: Implement
The following steps will provide immediate energy- savings benefits at local level, will impact air quality in regions
supplying electricity, significantly reduce CO2e, as well as decrease GHGs from fossil - fueled vehicle use.
Tactics:
Target energy - inefficient systems
Status
•
APS Measures
Completed
•
Chevron Energy Services Lighting Retrofit
Completed
•
Pool Covers
Completed
•
APS Photovoltaic system
Completed
•
Fleet Enhancements from 2000 -2006
Completed
•
Water System Improvements
Completed
•
Replacement of Garbage Truck Fleet
In Process, New Refuse Franchise
•
Building HVAC
Future
•
Computer Network Controls
Future
•
Additional Lighting
Future
•
Decommission Fountain
Future
•
Waste Water Lift Station #1
Future
•
H -Pool Solar Water
Future
•
Pool pump measure
Future
•
Photovoltaic 4
Future
•
Photovoltaic 5
Future
•
Photovoltaic 6 — CREBS
Future
• City Fleet new 1 (purchase fuel efficient vehicles)
• Biodiesel 8100
• Ethanol E85
• Pump Measure Savings Criteria 1500
• APS Public Safety Central DDC
Strategy 4: Hire Staff Coordinator
Strategy 5: Implement innovative new approaches with regional potential
Tactics:
Identify approaches that would be more effective than initial plan
Strategy 6: Monitor and Evaluate Results
Strategy 7: Consider Carbon Offsets to reduce Climate Impacts
• Trees, wind, solar, biomass, biodiesel projects
• Commute programs /Alternative Transportation
Strategy 8: Sustainable Water Supply
• Creeks Master Plan
• Storm Water Management
• Public Education
• Conservation
• Xeriscaping
• Low flow fixtures
• Irrigation
• Reuse - Recycling
H:Donley /Economic Development Plan
Future
In Proces "'
Future
Future
Future
H
MID -YEAR BUDGET
PRESENTATION
BUDGET OVERVIEW
■ Revenues were budgeted to increase by 4% to
$24.5M
• Expenditures were budgeted to increase by
10.75% to $36.1 M
• Anticipated budget deficit of $4.6M to be
balanced through the sale of surplus assets
• Reserve balance budgeted to increase by $9.1 M
to $20.4M through the sale of surplus properties
1
2
TOP SALES TAX PRODUCERS
ral ROW,
truction
Products
ass To &
• Castino
• Chevron
• COstco
• Grainger
• Home Depot
• McPhail's
• Pape Machinery
• Safeway
• Target
• Wal Mart
3
e
INVESTMENT EARNINGS
Ar/o
3.00,6
TRANSIENT
OCCUPANCY TAX
lee ^ 40
2
1.8
2.0
2
1A
1.0
1
1
0
2007
2008 6 -Month
6 -Month
Actual Budget Budget
Actual
e
INVESTMENT EARNINGS
4
Ar/o
3.00,6
lee ^ 40
4
RECREATION
6 -Month Budget 6 -Month Actual
$576,450 $492,777
Senior Center
Rentals
O Rec Programs
■ Contract Classes
Swimming Pools
Sports Center
5
"t
2007
2008 6-Month
6-Month
Actual
Budget ..
RECREATION
6 -Month Budget 6 -Month Actual
$576,450 $492,777
Senior Center
Rentals
O Rec Programs
■ Contract Classes
Swimming Pools
Sports Center
5
i
y
PERFORMING ARTS
CENTER
100%
90%
90,000/
60,922
80%
700/6
72 500 ;'
�,
s7 ssa =
H
® Sign
o
600/6-
"
O Rentals
u
50 /o
"`
3,978
■ Art/Ed
5,000
400/6
IN Presentations
30%
�os,000
116,038,
®Administration
20%
10%
46,300
47,681
0%
6-Month Budget
6-Month Actual
318,800
297,273
OTHER REVENUE HIGHLIGHTS
• Booking Fee revenue was budgeted at $150K,
but removed as a City reimbursement from the
State's budget.
• The sale of surplus properties was budgeted at
$13.7M, which included:
• Stadium Lands $6M
• Kisco Land Sale $3.2M (completed)
• City Center Parcel $3M
• Wetland Mitigation Parcel $1 M
❑ 2nd Installment Payment on Vida Nueva Parcel $0.5M
D
• Housing Manager position
vacant.
• Software licenses are paid
later in the year.
• Insurance deductibles for
worker's comp less than
budget.
• Retiree health costs less
than budget.
7
1 �
�
• Housing Manager position
vacant.
• Software licenses are paid
later in the year.
• Insurance deductibles for
worker's comp less than
budget.
• Retiree health costs less
than budget.
7
PUBLIC SAFETY
Under budget in training,
supplies and gas and
vehicle repairs.
• Animal Shelter P/T
positions vacant.
• Fire Preventions Sergeant
and Fire Marshall positions
vacant.
• Facility improvements not
completed.
i
RECREATION
120°000
10960
117.1
116,994
145'7 °°
6 -Month
800000
101,511
o Senior Center
® Rentals
Budgeted Loss
188,519
182,734
O Rec Programs
$451,441
600000
36,000
35,880
• Contract Classes
® Swhmdng Pools
400000
257,261
®S its Center
6 -Month
311,956
Actual Loss
$480,253
200000
283'171
223,955
0
6 -Month Budget
6 -Month Actual
1,027,891
973,030
i
11111111M
SUMMARY
Revenue performed unfavorable to budget by
$785K due to current economic conditions
and the decline in housing sales and starts.
Expenditures are under budget by $845K
based on vacant positions not filled, facility
maintenance not completed and timing of
some expenses.
Based on six -month status, deficit expected
to be $5.3M, $700K higher, than budgeted
Some expenditures for equipment and
facility maintenance should be reviewed,
considering the current economic climate.
ECONOMIC OUTLOOK
• The economy in Sonoma County has weakened considerably
and is heading towards a recession.
• There was no job growth and the unemployment rate has risen
to 4.8 %, matching the U.S. rate.
• Housing prices continue to decline, with a 10% decline in the
median price of single family homes.
• Manufacturing employment is holding steady; The weak dollar
has helped the export and tourism industries.
• Long -term, the economy should return to its near - average
growth rate.
FISCAL YEAR 2009
ASSUMPTIONS
10
RESIDENTIAL
COMMERCIAL
University Dist
50 SF, 96 MF
Creekwood
96 MF
City Center
50 MF
Avram
100 MF
Commercial
155,500 Sq. Ft.
10
FISCAL YEAR 2010
ASSUMPTIONS
FISCAL YEAR 2011
ASSUMPTIONS
Residential.
Commercial
University Dist
100 SF, 200 MF
75,000 Sq. Ft.
SE Plan
120 SF
10,000 Sq. Ft.
NE Plan
100 SF, 50 MF
129,427 Sq. Ft.
City Center
50 MF
100,000 Sq. Ft.
Stadium Area
338 MF
100,000 Sq. Ft.
So Mtn Village
126 SF, 400 MF
398,550 Sq. Ft.
FISCAL YEAR 2011
ASSUMPTIONS
11
Residential
Commercial
University Dist
100 SF, 300 MF
75,000 Sq. Ft.
SE Plan
170 SF
So Mtn Village
94 SF, 225 MF
129,427 Sq. Ft.
Wilfred /Dowdell
100,000 Sq. Ft.
Stadium Area
40,000 Sq. Ft.
11
THREE YEAR FINANCIAL PROJECTION
FY 2009 -2011
Revenue assumes 1%, 2% & 3% consecutive growth
Revenue includes transfers, FIGR MOU, reserves and new
development assumptions
Expenses projected 2% growth for each year
Retiree Medical liability fully funded each year
CONCLUSION
■ THERE CONTINUES TO BE A STRUCTURAL IMBALANCE
BETWEEN OPERATING REVENUES AND EXPENDITURES
WITH THE GAP BEING FILLED THROUGH RESERVES
■ PROJECTED DEFICIT FOR ALL THREE YEARS IS 9.9 MILLION.
■ THREE -YEAR PROJECTION BASED ON OPTIMISTIC
ASSUMPTIONS FOR NEW DEVELOPMENT AND THE CASINO
OPENING BY 2010.
■ ALL EVENTS NEED TO OCCUR IN ORDER TO CONTINUE TO
OPERATE FOR THE NEXT THREE YEARS.
12
2009
2010 2011
;Revenue
3 $ 26.4 $
31.5 i $
34.3
!,Expense
(31.4)
_
(32.7)1
n,
€Retired Medical
�
(2.00)
_
__(32.01_
2.00
_....._2.00
}Surplus (Deficit)
1 (7.0)1
(2.5)1
(0.4)1
f
£Reserve Balance*
! !
7.5
4.8 ,
'
4.2 ;
*excludes
retiree medical reserve
!
Revenue assumes 1%, 2% & 3% consecutive growth
Revenue includes transfers, FIGR MOU, reserves and new
development assumptions
Expenses projected 2% growth for each year
Retiree Medical liability fully funded each year
CONCLUSION
■ THERE CONTINUES TO BE A STRUCTURAL IMBALANCE
BETWEEN OPERATING REVENUES AND EXPENDITURES
WITH THE GAP BEING FILLED THROUGH RESERVES
■ PROJECTED DEFICIT FOR ALL THREE YEARS IS 9.9 MILLION.
■ THREE -YEAR PROJECTION BASED ON OPTIMISTIC
ASSUMPTIONS FOR NEW DEVELOPMENT AND THE CASINO
OPENING BY 2010.
■ ALL EVENTS NEED TO OCCUR IN ORDER TO CONTINUE TO
OPERATE FOR THE NEXT THREE YEARS.
12
REVENUE
EXPENSE
TRANSFERS
Gas Tax
FIGR SEU
Measure M
PFFP Fund
SLESF
CDC
TRANSFERS
RESERVES
SILosses
Retired Medical
GF Endowment
GF Maint. Fee
Traffic Safety
Infrastructure
RESERVES
FIGR MOU
NEW DEVELOPMENT
SURPLUS /(DEFICIT)
UNRESTRICTED
RESERVE BALANCE
THREE YEAR FINANCIAL PROJECTION
(In Millions)
2008
2009
2010
2011
23.0
23.2
23.7
24.4
2009:1% 2010: 2% 2011: 3%
30.8
31.4
32.0
32.7
2009, 2010, 2011 - 2% growth
0.3
0.3
0.3
0.3
0.7
0.7
-
-
0.5
0.5
0.5
0.5
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
1.8
1.8
1.1
1.1
0.3
0.2
0.2
0.2
(1.8)
(2.0)
(2.0)
(2.0)
Kisco $3.2M; City Center Parcel $3, stadiums lands $6K, Wetland Parcle $2K and
7.1
-
2nd installment on Vida Nueva $.5K
0.5 -
(0.1) - - -
6.0 (1.8) (1.8) (1.8)
2.5 2.5 (net of Public Safety cost)
1.2 4.0 6.1
(7.0) (2.5) (0.4)
14.7 7.5 4.8 4.2 . (excludes retiree medical reserve)
(1) 50 single family units at 3.2 residents per house
(2) 246 Multi- family units @ 2 residents per unit
ASSESSED
2009
TOTAL
2009
TOTAL
PROPERTY TAX
PER CAPITA
HOUSING
HOUSING
MULITI -FAM
MF
REVENUES
REVENUE
UNITS (1)
REVENUE
UNITS (2)
REVENUE
Licenses, Permits & Franchises
44.23
160
7,077
492
21,761
Fines, Forfeitures, Penalties
3.23
160
517
492
1,589
Golf Course
2.95
160
472
492
1,451
Revenue from Other Agencies
1.99
160
318
492
979
Charges to Other Departments
54.99
160
8,798
492
27,055
Charges for Current Services
6.61
160
1,058
492
3,252
Recreation Income
35.34
160
5,654
492
17,387
Miscellaneous Revenue
1.75
160
280
492
861
Gas Tax
7.40
160
1,184
492
3,641
TOTAL
25,358
77,977
(1) 50 single family units at 3.2 residents per house
(2) 246 Multi- family units @ 2 residents per unit
UNSECURED PROPERTY TAX
Single Family
Multi Family
Commercial
REAL PROP TRANSFER TAX
Single Family
Multi Family
Commercial
SALES TAX
Commercial
Hotel
PROP 172
28,475 1.00%
70,049 1.00%
22,139 10.00%
25,000,000.55/$1,000
61,500,000.55/$1,000
19,437,500.55/$1,000
15,950 $225/Sq Ft 3,588,750 1.00%
200 rooms 70% occup $30 /room /day 1.00%
120,663
285
700
2,214
3,199
13,750
33,825
10,691
58,266 (One time revenue)
35,888
15,330
51,218
51,218 2.99% 1,531
TRANSIENT OCCUPANCY TAX. 200 rooms $120 /room 70% occup 12% tax
MVLF
Single Family 531 /SFR 50 SFR's 26,550
Multi Family 332 1MFU 246 MFU's 81,672
108,222
TOTAL ADDITIONAL REVENUE FROM NEW DEVELOPMENT IN 2009: 1,182,274
735,840
ASSESSED
NUMBER
TOTAL
PERCENT
TOTAL
PROPERTY TAX
VALUE
OF HOMES
A.V.
RECEIVED
REVENUE
Single Family
500,000
50
25,000,000
0.11%
28,475
Multi Family
250,000
246
61,500,000
0.11%
.70,049
Commercial
$125/sq. ft.
155,500
19,437,500
0.11%
22,139
UNSECURED PROPERTY TAX
Single Family
Multi Family
Commercial
REAL PROP TRANSFER TAX
Single Family
Multi Family
Commercial
SALES TAX
Commercial
Hotel
PROP 172
28,475 1.00%
70,049 1.00%
22,139 10.00%
25,000,000.55/$1,000
61,500,000.55/$1,000
19,437,500.55/$1,000
15,950 $225/Sq Ft 3,588,750 1.00%
200 rooms 70% occup $30 /room /day 1.00%
120,663
285
700
2,214
3,199
13,750
33,825
10,691
58,266 (One time revenue)
35,888
15,330
51,218
51,218 2.99% 1,531
TRANSIENT OCCUPANCY TAX. 200 rooms $120 /room 70% occup 12% tax
MVLF
Single Family 531 /SFR 50 SFR's 26,550
Multi Family 332 1MFU 246 MFU's 81,672
108,222
TOTAL ADDITIONAL REVENUE FROM NEW DEVELOPMENT IN 2009: 1,182,274
735,840
(1) 378 single family units at 3.2 residents per house
(2) 1206 Multi- family units @ 2 residents per unit
ASSESSED
2010
TOTAL
2010
TOTAL
PROPERTY TAX
PER CAPITA
HOUSING
HOUSING
MULITI -FAM
MF
REVENUES
REVENUE
UNITS (1)
REVENUE
UNITS (2)
REVENUE
Licenses, Permits & Franchises
44.23
1210
53,518
2412
106,683
Fines, Forfeitures, Penalties
3.23
1210
3,908
2412
7,791
Golf Course
2.95
1210
3,570
2412
7,115
Revenue from Other Agencies
1.99
1210
2,408
2412
4,800
Charges to Other Departments
54.99
1210
66,538
2412
132,636
Charges for Current Services
6.61
1210
7,998
2412
15,943
Recreation Income
35.34
1210
42,761
2412
85,240
Miscellaneous Revenue
1.75
1210
2,118
2412
4,221
Gas Tax
7.40
1210
8,954
2412
17,849
TOTAL
191,773
382,278
(1) 378 single family units at 3.2 residents per house
(2) 1206 Multi- family units @ 2 residents per unit
UNSECURED PROPERTY TAX
Single Family 223,882 1.00% 2,239
ti.% Family 357,145 1.006/0 3,571
emmercial 72,405 10.00% 7,240
13,051
REAL PROP TRANSFER TAX
Single Family 196,560,000 $55/$1,000 108,108
Multi Family 313,560,000 $55/$1,000 172,458
Commercial 63,568,750 $55/$1,000 34,963
315,529
SALES TAX
Commercial 333,724 $225/Sq Ft 75,087,900 1.00% 750,879
Hotel n/a 70% occup $30 /room /dad 1.00% 0
750,879
PROP 172 750,879 2.99% 22,451
TRANSIENT OCCUPANCY TAX n/a $120 /room 70% occup 12% tax 0
MVLF
Single Family 531 /SFR 378 SFR's 200,718
Multi Family 332 /MFU 1206 MFU's 400,392
601,110
TOTAL ADDITIONAL REVENUE FROM NEW DEVELOPMENT IN 2010: 2,930,502
2010 2009 Total
ASSESSED
NUMBER
TOTAL
PERCENT
TOTAL
PROPERTY TAX
VALUE
OF HOMES
A.V.
RECEIVED
REVENUE
Single Family
520,000
378
196,560,000
0.11%
223,882 4% growth rate
Multi Family
260,000
1,206
313,560,000
0.11%
357,145 4 % growth rate
Commercial
125
508,550
63,568,750
0.11%
72,405
653,431
UNSECURED PROPERTY TAX
Single Family 223,882 1.00% 2,239
ti.% Family 357,145 1.006/0 3,571
emmercial 72,405 10.00% 7,240
13,051
REAL PROP TRANSFER TAX
Single Family 196,560,000 $55/$1,000 108,108
Multi Family 313,560,000 $55/$1,000 172,458
Commercial 63,568,750 $55/$1,000 34,963
315,529
SALES TAX
Commercial 333,724 $225/Sq Ft 75,087,900 1.00% 750,879
Hotel n/a 70% occup $30 /room /dad 1.00% 0
750,879
PROP 172 750,879 2.99% 22,451
TRANSIENT OCCUPANCY TAX n/a $120 /room 70% occup 12% tax 0
MVLF
Single Family 531 /SFR 378 SFR's 200,718
Multi Family 332 /MFU 1206 MFU's 400,392
601,110
TOTAL ADDITIONAL REVENUE FROM NEW DEVELOPMENT IN 2010: 2,930,502
2010 2009 Total
TOTAL 163,245
(1) 322 single family units at 3.2 residents per house
(2) 567 Multi- family units @ 2 residents per unit
179,728
ASSESSED
2011
TOTAL
2011
TOTAL
PROPERTY TAX
PER CAPITA
HOUSING
HOUSING
MULITI -FAM
MF
REVENUES
REVENUE
UNITS (1)
REVENUE
UNITS (2)
REVENUE
Licenses, Permits & Franchises
44.23
1030
45,557
1134
50,157
Fines, Forfeitures, Penalties
3.23
1030
3,327
1134
3,663
Golf Course
2.95
1030
3,039
1134
3,345
Revenue from Other Agencies
1.99
1030
2,050
1134
2,257
Charges to Other Departments
54.99
1030
56,640
1134
62,359
Charges for Current Services
6.61
1030
6,808
1134
7,496
Recreation Income
35.34
1030
36,400
1134
40,076
Miscellaneous Revenue
1.75
1030
1,803
1134
1,985
Gas Tax
7.40
1030
7,622
1134
8,392
TOTAL 163,245
(1) 322 single family units at 3.2 residents per house
(2) 567 Multi- family units @ 2 residents per unit
179,728
UNSECURED PROPERTY TAX
Single Family
Multi Family
Commercial
REAL PROP TRANSFER TAX
Single Family
Multi Family
Commercial
SALES TAX
198,049 1.00%
ASSESSED
NUMBER
TOTAL
PERCENT
TOTAL
PROPERTY TAX
VALUE
OF HOMES
A.V.
RECEIVED
REVENUE
Single Family
540,000
322
173,880,000
0.11%
198,049 4% growth rate
Multi Family
270,000
567
153,090,000
0.11%
174,370 4% growth rate
Commercial
125
344,427
43,053,375
0.11%
49,038
421,457
UNSECURED PROPERTY TAX
Single Family
Multi Family
Commercial
REAL PROP TRANSFER TAX
Single Family
Multi Family
Commercial
SALES TAX
198,049 1.00%
1,980
174,370 1.00%
1,744
49,038 10.00%
4,904
8,628
173,880,000.55/$1,000
95,634
153,090,000 .55/$1,000
84,200
43,053,375 .55/$1,000
23,679
203,513
Commercial 294,427 $225/Sq Ft 66,246,075 1.00% 662,461
Hotel 100 rooms 70% occup $30 /room /day 1.00% 7,665
670,126
PROP 172 662,461 2.99% 19,808
TRANSIENT OCCUPANCY TAX 100 rooms $130 /room 70% occup 12% tax 398,580
MVLF
Single Family 531 /SFR 322 SFR's 170,982
Multi Family 332 /MFU 567 MFU's 188,244
359,226
TOTAL ADDITIONAL REVENUE FROM NEW DEVELOPMENT IN 2010: 2,424,309
2011 2010 2009 Total
2.4 2.6 1.1 6.1
CITY OF ROHNERT PARK
DECEMBER 31, 2007 REVENUE REPORT
$FAV(UNFAV)
2007 -08
12/31/2007
OF
50% OF
50% OF
REVENUES
BUDGET
BALANCE
BUDGET
BUDGET
BUDGET
COMMENTS
Property Taxes
Property Taxes - Secured
$3,102,000
$1,471,837
47.45%
$1,551,000
($79,163)
Accrued property tax based on last year's actuals
Property Taxes - Unsecured
182,000
155,353
85.36%
91,000
64,353
H.O.P.T.R.
51,000
0
0.00%
25,500
(25,500)
Total.Property Taxes
$3,335,000
$11627,189
- - - --
48.79%
---- - - - - --
$1,667,500
---- - - - - --
($40,311)
Other Taxes
- - - --
---- - - - - --
----------
Real Property Transfer Tax
$175,000
$61,527
35.16%
$87,500
($25,973)
Dramtic slowdown in home sales
Transient Occupancy Tax
2,000,000
963,330
48.17%
1,000,000
(36,670)
Sales and Use Tax
Franchises
7,900,000
3,279,574
41.51%
3,950,000
(670,426)
Economic downturn, especially in new construction
P.G. & E.
385,000
192,500
50.00%
192,500
0
Century Cable TV
460,000
238,637
51.88%
230,000
8,637
Refuse Franchise Fee
600,000
311,160
51.86%
300,000
11,160
Total Other Taxes
$11,520,000
$5,046,729
43.81%
$5,760,000
($713,271)
-
Licenses and Permits
- - - - - --
---- - - - - --
Business Licenses
$497,000
$242,174
48.73%
248,500
($6,326)
Animal Licenses
55,000
28,548
51.91%
$27,500
1,048
Building Permits
346,500
133,912
38.65%
173,250
(39,338)
Plan Check Fees
175,000
99,935
57.11%
87,500
12,435
Total License & Permits
$1,073,500
$504,569
47.00%
$536,750
($32,181)
Fines, Forfeits & Penalties
- - - --
---- - - - - --
---- - - - - --
Vehicle Code Fines
$90,000
$41,227
45.81%
$45,000
($3,773)'
Parking Fines
70,000
23,737
33.91%
35,000
(11,263)
Impound Fees
15,000
12,870
85.80%
7,500
5,370
Other Court Fines
20,000
2,171
10.85%
10,000
(7,829)
Total Fines, Forfeits & Pen.
$195,000
$80,004
- - - - --
41.03%
- - - - - --
$97,500
($17,496)
-
Revenue Fr -Tse Of Money & Prop.
--
---- - - - - --
---- - - - - --
CITY OF ROHNERT PARK
DECEMBER 31, 2007 REVENUE REPORT
$FAV (UNFAV)
2007 -08
12/31/2007
OF
50% OF
50% OF
REVENUES
BUDGET
BAT,ANCE
BUDGET
BUDGET
BUDGET CONTENTS
Investment Earnings
$1,600,000
$784,944
49.06%
$800,000
($15,056)
Rent -Golf Courses
150,000
75,000
50.00%
75,000
0
Rent - Office. Space OADS
4,800
2,400
50.00%
2,400
0
Rent - Channel 22 Lot Rental
0
0
#DIV /0!
0
Rent - Billboard Land Lease
7,000
3,134
44.78%
3,.500
0
(366)
Rent -Land North of Big 4 /YMC
4,100
2,073
50.55%
2,050
23
Lease -Main Station Cell Towe
128,000
63,137
49.33%
64,000
(863)
CDC Land Lease(3 Buildings)
210,000
105,000
50.00%
105,000
0
Rent -Royal Coach Chevron
8,700
4,599
52.87%
4,350
249
YMCA Building Lease
0
0
#DIV /0!
0
Rent - Alernative Educ. School
2,900
1,464
50.48%
1,450
0
14
Rent- Rebuilding Together
650
0
100.00%
325
(325)
.Lease- Wellness Center
53,600
35,741
66.68%
26,800
8,941 Monthly lease ended
Total Rev Use of Money & Prop.
$2,169,750
$1,077,492
49.66%
$1,084,875
($7,383)
Revenue from Other Agencies
State Motor Vehicle In Lieu
$240,000.
$89,554
37.31%
$120,000
($30,446)
Property Tax in -leiu of VLF
2,850,000
1,485,075
52.11%
1,425,000
60,075
Public Safety Aug Fund
230,000
115,604
50.26%
115,000
604
Grants - General Fund
18,000
24,558
136.43%
9,000
15,558
Misc. Other Revenues
P.O.S.T. Reimbursements
150,000
0
n/a
75,000
(75,000) Booking Fee budgeted, but removed from State's budget
10,000
0
0.00%
5,000
(5,000)
SB 90 Mandated Costs
10,000
9,977
n/a
5,000
4,977
Total Rev Other Agencies
$3,508,000
$1,724,769
49.17%
$1,754,000
($29,231)
Charges for Current Services
- --
- - - - - --
---- - - - - --
---- - - - - --
Zoning & Subdivision Fees
$50,000
$81,351
162.70%
$25,0.00
$56,351
General Plan Maintenance Fee
50,000
769
1.54%
25,000
(24,231)
Sale of Maps and Lists
25,500
5,663
22.21%
12,750
(7,087)
Spec. Public Safety Svcs.
50,000
11,232
22.46%
25,000
(13,768)
Fire Inspection Fee
250,000
161,409
64.56%
125,000
36,409
Vehicle "hatement Revenue
28,000
14,894
1.19%
14,000
894
CITY OF ROHNERT PARK
DECEMBER 31, 2007 REVENUE REPORT
$FAV(UNFAV)
2007-08
12/31/2007.
OF
50% OF
50% OF
REVENUES
BUDGET
BALANCE
BUDGET
BUDGET
BUDGET
COMDENTS
Animal Shelter Fees
50,000
28,252
56.50%
25,000
3,252
Engineering
300,000
266,942
88.98%
150,000
116,942
Sub -Total Chgs. For Curr Svc.
$803,500
$570,512
71.00%
$401,750
$168,762
Recreation Related Income
Sports Center Income
Swimming Pools
$515,800
$182,047
35.29%
257,900
($75,853)
Sports Center Memberships below budget
208,200
98,417
47.27%
104,100
(5,683)
Special Contract Classes
110,000
52,483
47.71%
55,000
(2,517)
Teen Center
0
1 n/a
0
0
R.P. Community Cntr Rentals
60,000
29,398
49.00%
30,000
(603)
Burton Ave Cntr Rentals
25,000
11,285
45.14%
12,500
(1,215)
Benecia Youth Center
0
0
0.00%
0
0
Ladybug Rec Building
6,500
3,150
48.46%
3,250
(100)
Recreation Programs
174,000
85,619
49.21%
87,000
(1,381)
Senior Center
53,400
30,378
56.89%
26,700
3,678
Senior Center Donation of $104K
Scout Hut
600
285
47.50%
300
(15),
Total Recreation Income
$1,153,500
$493,061
42.74%
$576,750
($83,689)
Performing Arts Center
637,600
$280,453
43.99%
$318,800
($38,347)
Sign revenue below budget
Assess. District Admin
0
0
0.00%
0
Library Landscape Maint.
8,000
0
0.00%
4,000
0
(4,000)
Total Charges Current Svcs.
$2,602,600
$1,344,026
51.64%
$1,301,300
$42,726
Misc Income /Donations
$128,000
$75,892
- - - - --
59.29%
- - - - - --
$64,000
$11,892
Sale of Land /Buildings
$13,743,333
3,256,720
23.70%
$6,871,667
($3,614,946)
Stadium Lands, City Center, and wetland not sold
parcels ye
TOTAL GF REVENUES
$38,275,183
$14,737,390
38.50%
$19,137,592
($4,400,202)
TOTAL GF REVENUES WITHOUT
SALE OF LAND /BUILDINGS
$24,531,850.
$11,480,670
46.80%
$12,265,925
($785,255)
CITY OF ROHNERT PARK -
DECEMBER
31, 2007 EXPENDITURE REPORT
CATEGORY /DEPARTMENT
NT
2007 -08
12/31/2007
$ OF
FAV(UNFAV)
BUDGET
BALANCE.
BUDGET
50% OF
BUDGET
25% OF
BUDGET
GENERAL GOVERNMENT
COIIENTS
City Council
City Manager
$106,447
965,571
$61,030
57,33%
$53,224
($7,806) CDC Reimbursed for Council meetings
Finance & Accounting
1,369,273
414,381
671,459
42.92%
49.04%
482,786
68,404
Management Analyst position budgeted in CM, charged to Finar
Data Processing
577,418
248,960
43.12%
684;637
288,709
13,178
Contractual expense below budget
Legal Services
350,000
150,339
42.95%
' 175,000
3-9,749
Software licensing not paid et
y
Planning Dept. & Comm.
905,565
444,943
49.13%
452,783
24,661
7,839
Personnel
Rent A Appeals Board
PP
353,420
139,763
226,032
34,619
63.96%
176,710
(49,322)
Recruitment expense $45K over budget
City Office Building
487,320
234,046
24.77%
48.03%
69,882
35,262
Housing Manager budget to RAB position currently vacant
City Office Annex
67,600
19,168
28.35%
243,660
33,800
9,614
General Gov't -Non Dept.
Retired Empl. Benefits
1,749,380
1,098,061
790,424
45.18%
874,690
14,632
84,266
Insurance deductibles less than budget.
Non - Department Leases
323,277
505,351
155,915
46.02%
48.23%
549,031
43,680
Dental cost below budget
--
----- - - -
161,639
5,724
TOTAL GENERAL GOVT
$8,493,095
- --
- --
$3,956.,667
----- - - -
- - - - --
46.59%
$4,246,548
__
$289,880
PUBLIC SAFETY
- --
Public Safety Personnel
Police Protection
$15,517,771
$8,080,452
52.07%
$7,758,886
($321,567)
trainees act
Fire. Protection
1,851,444
418;060
$800,839
164,614
43.25%
925,722
124,883
Under budget in training, supplies, and gas
Fire Prevention
424,756
54,230
39.38%
12.77%
209,030
44,416
Under budget in vehicle
g gas and repairs and contractual expe
Animal Control
480,873
173,278
36.03%
212,378
240,437
158,148
Fire Prevention Sergeant and Fire Marshall positions vacant
Animal Shelter
115,160
15,996
13.89%
67,158
P/T positions vacant; under budget in overtime
Public Safety Bldg -SW
3,900
767
19.66%
57,580
41,584
Facility improvements not completed yet.
Public Safet Bldg-Main Main
Y g-
Public
500,000
128,094
25.62%
1,950
250,000
1,183
121,906
Facility improvements
Safety Bldg - North
27,300
12,381
45.35%
13,650
not completed yet.
Public Safety Bldg -South
26,000
9,032
34.74%
13,000
1,269
3,968
Civil Defense /Haz Mat
29,100
3,783
13.00%
14,550
10,767
Youth & Family Services
125,464
- --
59,728
----- - -
47.61%
62,732
3,004
TOTAL PUBLIC SAFETY
$19,519,828
- - --
$9,503,194
- - - - =- ------
48.683
- - - - --
$9,759;914
____ _
$256,720
PUBLIC WORKS
------ -_ - - --
City Engineer
$1,008,027
$482,785
47.89%
$504,014
$21,228
Building Department
~ General
570 , 044
674,420
295,164
51.78%
285,022
(10,142) Part -time, help and overtime not budgeted
_ _
441,536
65.47%
337,210
(104,326) PW recharge under budget $81K;
e
g g gas overbudget by ;`''2K
CATEGORY /DEPARTMENT
Comm. Center Complex Gr.
R.P. Community Center
Burton Avenue Rec. Center
Benecia Youth Center
Ladybug Recreation Bldg.
Scout Hut
Library
School Grounds
TOTAL PARKS AND REC.
OTHER
Golf Course General
Performing Arts Center
Booking Fees /County
Prop Tax Admin Fee /County
Sexual Assault Exams
TOTAL OTHER
TOTAL GF EXPENDITURES
2007 -08
nrmrvL+m
45,440
291,580
55,446
1,580
15,822
1,000
9,100
3,100
$3,383,863
12/31/2007
BALANCE
11,491
101,511
24,749
4,133
7,232
4,641
4,853
1,682
$1,587,567
$0
$0
964,600
423,385
135,000
1,527
100,000
50,000
10,000
2,988
$1,209,600
----- - - - - --
'$477,901
$36,086,409
----- - - - - --
$17,197,864
CITY OF ROHNERT PARK -
DECEMBER 31, 2007 EXPENDITURE REPORT
$FAV(UNFAV)
$ OF 50% OF 25% OF
25.290
22,720
11,229
34.81%
145,790
44,279
44.64%
27,723
2,974
261.60%
790
(3,343) Facility maintenance and PW recharge over budget
45.71%
7,911
679
464.11%
500
(4,141) Facility maintenance over budget
53.33%
4,550
(303)
54.27%
1,550
(132)
46.92% $1,691,932 $104,364
N/A $0 $0
43.89% 482,300 58,915 P/T salaries, production and sign commission under budget
1.13% 67,500 65,973 Booking fees based on new State formula
50.00% 50,000 0
29.88% 5,000 2,012
39.51% $604,800 $126,899
47.66% $18,043,205 $845,341