2010/08/10 City Council Agenda Packet
Judy Hauff
City Clerk
City Hall
City of Rohnert Park + 130 Avram Avenue + Rohnert Park, California 94928
PHONE: (707) 588-2227+ FAX: (707) 588-2274 +, WEB: www.rpcitv.ore:
ROHNERT PARK CITY COUNCIL
Community Development Commission
Rohnert Park Financing Authority
JOINT REGULAR MEETING
AGENDA
Tuesday, August 10,2010
Joint Regular Meeting - Open Session: 7:00 p.m.
MEETING LOCATION: CITY HALL - COUNCIL CHAMBER
130 Avram Avenue, Rohnert Park, California
The Rohnert Park City Council welcomes your attendance, interest and
participation at its regular city meetings scheduled on the
2nd and 4th Tuesdays of each month at 5:00 p.m. in the Council Chamber.
City CouncillCDC/RPFA Agendas and Minutes may be viewed at the City's website:
www.rpcitv.orf!
Council/CDC/RPFA may discuss and/or take action on any or all of the items listed on this agenda.
If you challenge decisions of the City Council, the Community Development Commission, or the
Rohnert Park Financing Authority of the City of Rohnert Park in court, you may be limited to raising
only those issues you or someone else raised at public hearing(s) described in this Agenda, or in
written correspondence delivered to the City ofRohnert Park at, or prior to the public hearing(s).
DISABLED ACCOMMODATION: If you have a disability which requires an interpreter
or other person to assist you while attending this City Council meeting, please contact the
City Clerk's Office at (707) 588-2225 at least 72 hours prior to the meeting to ensure
arrangements for accommodation by the City. Please make sure the City Clerk's Office is
notified as soon as possible if you have a visual impairment requiring meeting materials to
be produced in another format (Braille, audio-tape, etc.)
PUBLIC COMMENTS: For public comment on items listed or not listed on the agenda, or
on agenda items if unable to speak at the scheduled time (limited to three minutes per
appearance and a 30 minute total time limit, or allocation of time based on number of speaker
cards submitted) -' PLEASE FILL OUT A SPEAKER CARD PRIOR TO SPEAKING -
*SEE NOTE ON LAST PAGE OF THIS AGENDA
Copies of all staff reports and documents subject to disclosure that relate to each item of business referred to on the
agenda are available for public inspection Thursday before each regularly scheduled City Council meeting at City
Hall, located at 130 A vram A venue. Any writings or documents subject to disclosure that are provided to all, or a
majority of all, of the members of the City Council regarding any item on this agenda after the agenda has been
distributed will also be made available for inspection at City Hall during regular business hours.
7:00 p.m.
1. CITY COUNCIL, CDC & RPFA JOINT REGULAR MEETING - Call to Order/Roll Call
(Belforte _ Breeze_Callinan _ Mackenzie_Stafford ~
2. PLEDGE OF ALLEGIANCE
Led by Kieran Keaney, 2nd Grade Student, Penngrove School
3. INTRODUCTION of NEW CITY MANAGER Gabriel "Gabe" Gonzalez
4. PRESENTATIONS
A. Presentation for Sonoma County Agricultural Preservation & Open Space District
by Bill Keene
5. PUBLIC COMMENTS
6. CONSENT CALENDAR
All items on the consent calendar will be considered together by one action of the City
Council, the Community Development Commission, and/or the Rohnert Park Financing
Authority, whichever is applicable, with ROLL CALL VOTE due to an Ordinance
listed for adoption, unless any Council Member or anyone else interested in a consent
calendar item has a question about the item.
A. Approval of Minutes for:
1. City-CDC-RPFA Joint Regular Meeting - July 27,2010
B. Acceptance of Reports for:
I. City Bills/Demands for Payment
2. CDC Bills/Demands for Payment
3. City Cash/Investments Report for Month Ending June 30, 2010
C. City Council Resolutions for Adoption:
1. 2010-86 Adopting a Schedule of Civil Fines Imposed Pursuant to Rphnert Park
Municipal Code Section 9.48.050
2. 2010-87 Approving Street Name Change of Portion of Wilfred Avenue to Golf
Course Drive
D. Ordinance for Adoption:
1. No. 822 Repealing and Replacing Chapter 9.48 of the Rohnert Park Municipal Code
(Alcohol Offense/Loud Parties ~ Loud and Unruly Gatherings)
7. STANDING COMMITTEE / AD HOC COMMITTEE / LIAISON REPORTS
A. Standing Committee Reports, if any
B. Liaison Reports
1. Russian River Watershed Association, 7/29/1 0 mtg. (JM/PS)
2. Water Advisory Committee/Technical Advisory Committee, 8/2/1 0 mtg. (JM)
C. Other Reports, if any ?
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NOTE: Time shown for any particular matter on the agenda is an estimate only. Matters may
be considered earlier or later than the time indicated depending on the pace at which the meeting
proceeds. If you wish to speak on an item under discussion by the Council which appears on this
agenda, after receiving recognition from the Mayor, please walk to the rostrum and state your
name and address for the record.
- PLEASE FILL OUT A SPEAKER CARD PRIOR TO SPEAKING -
Any item raised by a member of the public which is not agendized and may require Council
action shall be automatically referred to staff for investigation and disposition which may
include placing on a future agenda. If the item is deemed to be an emergency or the need to take
action arose after posting of the agenda within the meaning of Government Code Section
54954.2(b), Council is entitled to discuss the matter to determine if it is an emergency item
under said Government Code and may take action thereon.
8. COMMUNICATIONS
Copies of communications have been provided to Council for review prior to this meeting. Council
Members desiring to read or discuss any communication may do so at this time. No action may be
taken except to place a particular item on a future agenda for Council consideration.
9. MATTERS FROMIFOR COUNCIL
A. Sonoma County Agricultural Preservation & Open Space District matter -
Council consideration of direction to extend the term for grant funds from one to
five years
1. Council discussion/direction/action
B. Takanbou Yabuuchi, Student Ambassador from Hashimoto, 8/4/1 0 visit (PS/GB)
C. Calendar of Events
D. Other informational items, if any
10. PUBLIC COMMENTS
11. ADJOURNMENT of City Council-CDC-RPFA Joint Regular Meeting
CERTIFICA TION OF POSTING OF AGENDA
I, Terri Griffin, Deputy City Clerk for the City of Rohnert Park, declare that the foregoing agenda for the
August 10, 2010, Joint Regular Meeting of the Rohnert Park City Council/CDC/RPFA was posted and
available .for review on August 5, 2010, at Rohnert Park City Hall, 130 Avram Avenue, Rohnert Park,
California 94928. The agenda is also available on the City web site at www.rpcitv.orl!,
Signed this 5th day of August, 2010, at Rohnert Park, California.
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0810] 0 AGENDA-Jt.Regualr Mtg.-RPCity Council-CDC-RPF Adoc
COURTESY AGENDA
8/10/10
cc: J. Hauff, City Clerk (2)
T. Griffin, Deputy City Clerk
Connie Bolmeier
Rohnert Park-Cotati Regional Library
6250 Lynne Conde Way
Rohnert Park, CA 94928
Bill Keene, General Manager
Sonoma County Agricultural
Preservation & Open Space District
747 Mendocino Ave, Ste 100
Santa Rosa, CA 95401
NOTE:
Place marker on agenda for each
individual recipient.
Kieran Keaney
7199 Circle Drive
Rohnert Park, CA 94928
Wulff Reinhold
Public Safety Technical Advisor
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Griffin. Terri
From:
Sent:
To:
Cc:
Subject:
Griffin, Terri
Wednesday, August 04,20102:38 PM
Hauff,Judy
Lidster, Seth
August 10th Pledge Leader
Judy,
Pam just called to let us know that Kieran Keaney, 2nd Grade Student at penngrove School, will be leading the
Pledge of Allegiance at the August 10th meeting. (He was listed on the June 22nd agenda, but his mom forgot.)
Terri
Terri A. Griffin, CMC
Deputy City Clerk
CITY OF ROHNERT PARK
130 Avram Avenue
Rohnert Park, CA 94928
" (707) 588-2225
~ (707) 792-1876
i:8J tgriffin@rpcitv.org
- Please note that City Hall is open Monday through Thursday, 8 am - 5 pm, and is closed on Friday.-
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8/10/10 City Council Agenda
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ITEM NO.4 &
ITEM NO. 9.A
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SON 0 MAC O' U N T Y
AGRICULTURAL PRESERVATION
AND OPEN SPACE DISTR.ICT
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747 Mendocino Avenue. Suite 100, Santa Rosa, CA 95401-4850
Tel: (707) 565-7360 Fax: (707) 565-7359
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CONFIDENTI.ALSTATEMENT J .' .
This confidential information in ili1s communicadon is intended for the l.lse of the addJ:essee only (ot' .
by othct;$ who have been authorized to receive it). This communication may contain info.cmation that
is eubiect to the attort1ey/dlent privilege, ~nd exempt from disclosure under applica.ble l~w. If you
are not the intended tedpient, or uyou are: not the agent responsible for ddivedng this ttansmittal to
the .intended recipient, you are hereby notified thar any dissemination, distribution. or reproduction of
this communication is pt:ohibited. If j"OU have received this communication in error, please notify .the
5cndcr immediately by ern ail, by telepbone or by facsim.ile. and dC5UOY aU eo pies of this
communication. Th~ you.
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CITY OF
C L 0 V E ~D ALE
September 10, 2009
Sonoma County Mayors aod Council Members Association
Attn: Susan Gorin, Chair
At the August 13,2009 Sonoma County Mayors and Council Members Association meeting, the City of
Cloverdale described a proposal to present to the Sonoma County Agricultural Preservation and Open
Space District (OSD). The proposal would increase the flexibility of the OSD's Matching Grant Program
by allowing for multi-year grant awards, and orges the OSD Board to increase funding for the program.
Cloverdale brought this proposal to the Association because these changes would benefit applications
from any jurisdiction. The Program would remain competitive, sothe project applications considered by
the OSD Board to be the most compelling would still prevail. However, by increasing the flexibility,
projects would not be: tU~~E;!d away simply because oftheir cost.
The City of Cloverdale respectfully requests the Association's consideration of this proposal and, if
approved, to relay that position to the Open Space District Board. I am including a copy of the handout
Cloverdale distributed at the August 13 meeting, as well as the Resolution approved by the Cloverdale
City Council on August 26, 2.009.
Sincerely,
Joseph J. Palla, Mayor
City of Cloverdale
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P.O. Box 217. 124 North Cloverdalt= Blvd. . Clova-dale. CA 95425-0217. Telephone (707) 894.2521 - FAX (707) 894-3451
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CiTY 0 f
CLOVE~DALE
SONOMA COUNTY AGRICULTURAL PRESERVATION AND OPEN SPACE DISTRICT
Matching Grant Program
Proposed Revisions
The Open Space District (OSD) Matching Grant Program provides funding for land acquisition,
development of recreational amenities, and restoration of open space within or near urban areas. The
Program is highly valuable to cities because it is instrumental in setting aside areas that preserve our
natural settings. These areas are becoming more and more scarce in the face of development.
Background
The Matching Grant Program is an important component of OSD's mission to permanently protect the
diverse agricultural, natural resource, and scenic open space lands of Sonoma County for future
generations. The grant awards have declined each year for the past few years, going from $10 million in
2007 to $6 million in 2008. In 2009, the Program is anticipated to provide up to $2 million in grants.
Although it's true that sales tax and other revenues are decreasing, at least temporarily, it is also true
that crucial pieces of land should be preserved while they are still available.
Position
The City of Cloverdale supports two revisions to the Matching Grant Program:
.
provide flexibility by aI/owing multi-year awards. There may be opportunities to set aside
larger parcels of lands, or lands of particular significance. However, their purchase i$likely to
exceed the amount of available annual funds. By allowing multi-year awards, the lands could be
secured immediately but paid for over a longer period of time, e.g., two to five years. This
would allow OSD to invest in larger, high-priority projects that it would otherwise have to
decline.
Increase the amount available for the Matching Grant Program. The Program is an essential
tool for preselVing important lands in and around communities. The City of Cloverdale urges
the OSD to provide additional funds for matching grants.
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For additional information, please contact Nina Regor at (707) 894-1710 or nre~or@ci.c1overdale.ca.us
P.O. Box. 217. 124 North Cloverdale Blvd. . Cloverdale, CA 95425-0217 . Telephone (707) 894-2521 . FAX (707) 894-3451
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. ..CITY OF 'CLOVERDALE
., CITY COUNCil.
RESOLUTION' 052-2009
A RESOLUTION OF THE CITY COUNCIL OF THE CIll" OF ClOVERDAlE PROPOSIN~
NECESSARY REVISIONS TO THE SONOMA COUNTY AGRICULTURAL PRESERVATION
AND OPEN SPACE DISTRICT MATCHING GRANT PROGRAM
WHEREAS, the Open Space District (OSD) Matching Grant Program provides funding for land
acquisition, development of recreational amenities, and restoration of open space .,^!ithln or
near urban areas; and
WHEREAS, the Program .is highly v~h,la.l:!.l~ to.. cities because it is instrumental in setting .aside
areas that preserve our naturalsettings;.and ..;,
WHEREAS, these areas are becoming more and more scarce in the face of development; and
WHEREAS, the Matching Grant Program is an important component of OSD's mission to
permanently protect the diverse agricultural, natural resource, and scenic open space lands of
Sonoma County for future generations; and
WHEREAS, OSD has experienced, at least temporarily, a decrease ,in sales tax and other
revenues; and
WHEREAS, the grant awards have declined each year for the past few years, going from, $10
million in 2007 to $6 million in Z008; and
WHEREAS) in 2009, the program is anticipated to provide up to $2 million in grants, an 80%
reduction in funding over the prior two years; and
WHEREAS, although it is true that OSD revenues are decreasing, at least temporarily, it is also
true that crudal pieces of land should be preserved while they are. still available, and that the
acquisition of said lands should be viewed as an investment in what is becoming a fjnite
resource.
NOW. THEREFORE,.BE IT RESOLVED by the City Council of the City of Cloverdale as follows:
Section 1. The City of Cloverdale supports two revisions to the Matching Grant Program.
Section 2. The City Council strongly urges the OSD to provide flexibility by allowing multi-year
awards, which would allow larger parcels of lands, or lands of particular significance, to be
secured immediately but paid for over a longer period of time, allowing the 050 to invest in
larger, high-priority projects that it would otherwise have to decline.
Section 3. The City Council strongly urges the OSD to increase the amount available for the
Matching Grant program, which is an essential tool for preserving important lands in and around
communities.
Section 4. The City shall send copies of this Resolution to the Open Space District and Sonoma
County Fourth District Supervisor Paul Kelley.
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It is hereby certified that the foregoing Resolution No 052-2009 was duly introduced and legally
adopted by the City Council ofthe City of Cloverdale at its regular meeting held on this 26 day of
August 2009 by the following roll call vote: (XX-XX)
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED:
ATIESTED:
Joseph J. Palla, Mayor
Nina D. Regor, City Clerk
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SONOfv\A COUNTY
!-\c~n ICULTijR/\t PR.ESt RV;\T!C)f".l
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Nlayor Pam Stafford
City of Rohnett Park
6750 Commerce Boulevard
Rohnert Park, CA 94928
Dear Ivbyor Stafford:
As a follow up to the executive comrninee meeting of the Sonoma County Mayors' and
Councilmembers' Association on October 8,2009, the Sonoma County A.gliculnll'al Preservation
and Open Space District (District) is providing the history and current status of its Nlatching Grant
Program,
Ihis request \'vas prompted by a resolution adopted by the City of C10verdale requesting that the
District 1) consider multiple-year awards as p<lrt of the program, and 2) increase the funding
allocation for thi:~ program, which is currently budgeted at $2 million for FY 09-10.
Both Ivleasures C and F, approved by the voters in 1990 and 2006, respectively, provide for a
Matching Grant Program. Since 1994, the District has administered and based funding for this
program on availablcsales Ox revenues. Follcnving reauthorization of the sales tax in November
2006,'the District sold revenue bonds bOlTowed against future revenues that enabled ir to pursue
imponam conservarion opponunities through its city', county. and non-profit p,utners. The bond
proceeds allowed the District to approve sizeable grants tOtaling $10 million in 20e7 and $6.5
million in 2008.
l\.swith all public agencies in Sonoma County and throughout the State, the Distlict is experiencing
a reduction in revenue and partner resources. 'n1C recession and adverse state budget irnp,Kts have
affected our revenues, the resources of our non-profit panners, and our c<1pacilY and abilit.,,! to
lever~lge those resources. Despite the reduction of Disuier iunding, we continue to supporT a robust
land conservation prograrn. 'To date, ne,lrly S2B million in marching grams luve been selected for
funding. Attached is the historical activity and current status of the prograrn.
Evaluation of projects is based on Clitclia identified in the matching grant guidelines approved by
the District Bo,ml of Directors. \'x::e continue lO refine and improve our program and \vill consider
the effects of multi-ye,lr aWMds on future program cycles. As always, we welcome your suggestions.
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1\Lwor Pam Stafford
January 13, 2010
P'age 1
SONOMA COUNTY
;.\GFUCULTUHAL PRESERVATIOI',1
.AND OPE!'-.) SPACE DISTRICT
If you and your council would be interested in leaming more about the Matching Gram Program,
please contact lvlisti 1\1ias, Conservation Program Manager, TO schedule a presentation from the
District at a future council meeting or to schedule a meeting with your city manager and staff.
Sincerely,
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William J. Keene
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747 i'.;\endocino i\venuc:. Suite lOG '. Santa Rosa. California 9':AOl.218:;O
/07.561:>.7:"160 t, FaJ 707.:'65.7359 ~
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AGIUCULIUKAL 1IRLS 11WAVO'.4
AND OPEN SPACE WSIPUCI
City of Rohnert Park
8/10/10 CITY-CDC-RPFA
JOINT REGULAR MEETING
....,.
AGENDA ITEM NO. 6.A
FOR
7/27/10 Jt. Regular Meeting Minutes
ITEM
TO
FOLLOW
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MINUTES OF THE JOINT REGULAR MEETING
OF THE CITY OF ROHNERT PARK
City Council
Community Development Commission
Rohnert Park Financing Authority
Tuesday, July 27, 2010
Rohnert Park City Hall, Council Chamber
130 Avram Avenue, Rohnert Park, California
1. CALL TO ORDER/ROLL CALL
The Joint Regular Meeting of the Rohnert Park City Council, Community Development
Commission of the City of Rohnert Park, and Rohnert Park Financing Authority was called to
order by Mayor Stafford at 5:02 p.m.
Present: Pam Stafford, Mayor
Gina Belforte, Vice Mayor
Jake Mackenzie, Council Member
Late: Arnie Breeze, Council Member (Arrival time signified later in these minutes)
Joseph T. Callinan, Council Member (Arrival time signified later in these minutes)
Staff and/or consultant participants: John Dunn, Interim City Manager; Michelle Marchetta
Kenyon, City Attorney; Sandy Lipitz, Director of Administrative Services; Cathy Orme,
Accounting Manager; Gene Abravaya, PAC Theater Manager; Linda Babonis, Housing &
Redevelopment Manager; Brian Masterson, Director of Public Safety; Wulff Reinhold, Public
Safety Technical Advisor; Darrin Jenkins, Director of Development Services/City Engineer; and
Judy Hauff, City Clerk.
Community Media Center staff present for the recording and televised production of this meeting:
Video Technicians Josh Jacobsen and Josh Cimino.
2. PLEDGE OF ALLEGIANCE - The following Boy Scouts of Rohnert Park Troop led the
Pledge of Allegiance: Danny Luna, Analy High School; James Fike, Lawrence Jones Middle
School; and Jacob Austring, Technology High School.
Council Members Breeze and Callinan arrived at this meeting at 5:04 p.m.
3. PRESENTATIONS
A. Mayor's Presentation of Certificate and A ward of Financial Reporting Achievement for
Fiscal Year Ended June 30, 2009 from Government Finance Officers Association
Mayor Stafford shared comments commending efforts of the Finance Department for
receiving this prestigious award and made the presentation to Sandy Lipitz, Director of
Administrative Services, and Cathy Orme, Accounting Manager.
B. Mayor's Presentation of Proclamation Proclaiming that an Award of Recognition for
Outstanding Community Service be Pi-.esented to Chamber of Commerce Member,
Mary's Pizza Shack
Mayor Stafford shared contents of this Proclamation and made the presentation to Cully
Williamson, Owner, Mary's Pizza Shack.
PUBLIC COMMENTS - Mayor Stafford invited public comments at 5:08 p.m.
Jim Stevens, Rohnert Park, shared concerns and made recommendations about parking for
Sonoma State University and M Section.
4. RECESS TO CITY COUNCIL CLOSED SESSION IN CONFERENCE ROOM 2A
Mayor Stafford recessed the meeting at 5:12 p.m. to'City Council Closed Session to consider:
A. CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED UTIGA TION
Significant exposure to litigation pursuant to subdivision (b) of Government Code
~54956.9
B. CONFERENCE WITH LABOR NEGOTIATORS (Government, Code ~54957.6)
Agency designated representative: John Dunn, Interim City Manager
Employee organizations: Service Employees' International Union (S.E.I.U.) Local 1021
Rohnert Park Public Safety Officers' Association (RPPSOA)
Rohnert Park Public Safety Managers' Association (RPPSMA)
5. RECONVENE JOINT REGULAR MEETING OPEN SESSION IN COUNCIL CHAMBER
Mayor Stafford reconvened the joint regular meeting open session at 6:25 p.m.
6. MAYOR'S REPORT ON CLOSED SESSION (Government Code ~ 54957.1)
Mayor Stafford advised Council met in closed session to discuss items listed on the agenda
regarding anticipated litigation and conferred on discussions about the Employee MOU's
listed on the agenda. There was no reportable action from closed session.
7. CITY MANAGER / CITY ATTORNEY / DEPARTMENT HEAD BRIEFINGS
A. Outside Arrangements for Walmart Public Hearing on July 29, 2010
John Dunn, Interim City Manager, explained preparations for outside arrangements for
the Walmart Public Hearing on July 29, 2010.
8. PUBLIC COMMENTS
Mayor Stafford invited public comments at 6:30 p.m. No one responded.
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9. CONSENT CALENDAR
Interim City Manager Dunn called attention to Item C.3 for Resolution No. 2010-78 and
confirmed the revisions prepared for this item were as reviewed in closed session with
Council earlier this evening.
Council Member Callinan pulled Item D, 2nd Quarterly Report on Council Travel
Expenditures. Vice Mayor Belforte pulled Item B.1, City Bills.
A. Approval of Minutes for:
1. City-CDC-RPF A Joint Regular Meeting - July 13,2010
B. Acceptance of Reports for:
2. CDC Bills/Demands for Payment
3. CDC CashlInvestments Report for Month Ending June 30, 2010
4. RPF A Cash/Investments Report for Month Ending June 30, 2010
C. City Council Resolutions for Adoption:
1. 2010-76 Rejecting the Insufficient Claim of Olisaemeka Eze (re: alleged
violation of civic rights)
2. 2010-77 Approving and Adopting the Memorandum of Agreement with the
Service Employees International Union (S.E.I.U.) Local 1021
3. 2010-78 Approving and Adopting the Memorandum of Agreement with the
Rohnert Park Public Safety Officers' Association (RPPSOA)
4. 2010-79 Approving and Adopting the Memorandum of Agreement with the
Rohnert Park Public Safety Managers' Association (RPPSMA)
5. 2010-80 Awarding the Contract for the Parks LED Street Lights Project to
Hannibal's Electric (City Project No. PWCS 2010-01)
ACTION: Moved (Mackenzie), seconded (Breeze), and carried unanimously to approve the
Consent Calendar with the exception of Item B.1, City Bills, and Item D, 2nd Quarterly
Report on Council Travel Expenditures.
Items Removed from Consent Calendar:
B. Acceptance of Reports for:
1. City BillslDemands for Payment
City Attorney Kenyon responded to Vice Mayor Belforte's request for feedback on
the City Attorney payment listed on page 23 and reviewed various City Attorney
billing reductions made for the past fiscal year.
D. Acceptance of 2nd Quarterly Report on City Council Trav~l Expenditures
Director of Administrative Services Lipitz responded to Council questions on this item.
ACTION: Moved (Mackenzie), seconded (Callinan), and carried unanimously to accept
Item B.1, City Bills, and Item D, 2nd Quarterly Report on Council Travel Expenditures.?
'"
10. CITY/CDC - ECONOMIC DEVELOPMENT COMMITTEE REPORT, 7/14/10 mtg. (GBIPS)
A. N2 Holdings Freeway Sign Proposal/Request - Consideration of concurrent approval
I. Economic Development Committee Report - Handled via staff report.
2. Staff Report - Interim City Manager Dunn and Director of Administrative Services
Lipitz reviewed the staff report provided for this item.
3. Presentation by N2 Holdings, Inc., representatives Chris Miller, Chief Legal Officer
& Chief Marketing Officer & Clark Heister, Chief Operating Officer, via power point
presentation.
N2 Holdings Representatives Miller and Heister, Director of Administrative Services
Lipitz, Director of Development Services Jenkins, and PAC Theater Manager
Abravaya responded to Council questions on this item.
Interim City Manager Dunn explained tonight's preliminary process for this item.
4. Public Comments
Mayor Stafford invited public comments at 7:35 p.m. No one responded.
5. ACTION: Moved (Mackenzie), seconded (Belforte), and carried unanimously to
approve moving forward with the conceptual concept for the freeway sign program as
reviewed in the staff report provided for this item.
B. COMMUNITY DEVELOPMENT COMMISSION FUNDING REQUEST:
Consideration of CDC funding request from the Rohnert Park Chamber of Commerce
1. Economic Development Committee Report - Handled via staff report.
2. Staff Report - Interim City Manager Dunn provided preliminary comments and
Housing & Redevelopment Manager Babonis reviewed the staff report for this item.
3. Public Comments
Mayor Stafford invited public comments at 7:40 p.m. No one responded.
4. CDC Resolution for Adoption:
a. 2010-14 Authorizing and Approving an Agreement with the Rohnert Park
Chamber of Commerce for Professional Services Associated with
Chamber Operations
ACTION: Moved (Mackenzie), seconded (Belforte), and carried unanimously to
adopt above-titled CDC Resolution No. 2010-14 as submitted.
?
11. PLANNING FEE SCHEDULE UPDATE - Council consideration of approving the
Modified Planning Fee Schedule
A. Staff Report - Interim City Manager Dunn provided preliminary comments and Director
of Development Services Jenkins reviewed the staff report for this item via power point
presentation and responded to Council questions. City Attorney Kenyon also responded
to Council questions on this item.
B. PUBLlC HEARING - Continued from June 22, 2010
Mayor Stafford continued this public hearing at 8:08 p.m.
1. Wulff Reinhold, Santa Rosa, as President of the Rotary Club of Rohnert ParklCotati
and on behalf of the Education Foundation as an Advisory Board Member,
commented on overhead expenditures for non-profits and requested consideration of
waiver for these fees for local non-profits.
2. Joe Ripple, Santa Rosa, The Construction Coalition, representing North Coast
Builders Exchange and the Building Industry Association, referred to his letter
distributed to Council for this item and shared comments expressing opposition to any
fee increases associated with the construction industry during the current severe
economic downturn.
Mayor Stafford closed the public hearing at 8:14 p.m.
City Attorney Kenyon responded to further Council questions on this item.
C. Resolution for Adoption:
1. 2010-81 Approving the Modified Planning Fee Schedule
ACTION: Moved (Mackenzie) to adopt above-titled Resolution No. 201 0-81 with the
understanding noted in the record that the City Council has the ability to waive or adjust
fees per the City's existing ordinance.
City Attorney Kenyon responded to Council question on the above motion that she would
add into the resolution language that said, notwithstanding the foregoing, the Council has
the authority upon request by any applicant to waive any of the fees.
Motion on the floor died for lack of a second.
ACTION: Moved (Belforte), seconded (Breeze), with regards to the percent of cost
recovery with the current fees, to see what it lool\s like, have staff come back with the
fees that are under 100% be increased to at least 25% to 50%, and revisit these fees on an
annual basis until the cost recovery is up to 100% in a heightened economy.
Friendly amendment (Callinan) to the motion on the floor was made to cut in half all the
fees listed at 100% to 50% and avoid having to go back to staff to rework this again:>"
Discussion ensued including clarification by Vice Mayor Belforte that with acceptance of
the friendly amendment, the smaller percentages on the fees would be ok. Director of
Community Services Jenkins requested clarification that the motion is referring to flat
fees and not the proposed fee column with dollar amounts. He cautioned Council not to
include the time and material fees in the proposed fee column and gave the example of an
annexation fee at $500,000, with the percentage of cost recovery cut in half from 100% to
50%, would inadvertently be subsidizing $250,000, which he did not think was the intent
of the motion. Vice Mayor Belforte, maker of the motion, agreed with this clarification.
As recommended by City Attorney Kenyon, Council confirmed each item that was to be
changed on the Planning Fee Schedule affected by the motion on the floor, with
concluding review by Director of Development Services Jenkins of the list of fees with
cost recovery going from 100% to 50% as follows:
#4 - Assignment of Address
#5 - Assignment of Temporary Power Pole Address
#8 - Condition Modification/Waiver-Administrative
#12 - Filing & Notice of Categorical Exemption
#23 - Notice of Determination
The friendly amendment on the floor (Callinan), as reviewed abpve, was accepted by the
maker of the motion on the floor (Bel forte) and the seconder (Breeze).
Friendly amendment (Mackenzie) to review this item in twelve months. Maker of the
motion on the floor (Belforte) clarified that the annual review of this item was part of the
original motion. Council Member Mackenzie withdrew his friendly amendment.
The motion and friendly amendment on the floor carried unanimously adopting
Resolution No. 2010-81 approving the Modified Planning Fee Schedule with direction to
revisit these fees on an annual basis until the cost recovery is up to 100% in a heightened
economy, and approving changes to Attachment A for the above-reviewed list of fees
reducing the percentage of cost recovery from 100% to 50% for Nos. 4, 5, 8, 1~ and 23.
12. ALCOHOL OFFENSE/LOUD PARTY ORDINANCE - Consideration of proposed
amendments to Rohnert Park Municipal Code Chapter 9.48, Alcohol Offense/Loud Parties,
and imposition of a fine for initial response
A. Staff Report - Wulff Reinhold, Public Safety Technical Advisor, reviewed the staff report
for this item via power point presentation and responded to Council question.
B. PUBLIC HEARING - Mayor Stafford opened the public hearing for this item at 9:05 p.m.
1. Michael Bosler, Rohnert Park, expressed concern about the first fine at $250 with
preference that the warning be free and, secondly, that fining everybody seemed
exceSSIve.
Mayor Stafford closed this public he:;lring at 9:08 p.m.
?
C. Ordinance for Introduction: Waive Further Reading and Introduce Ordinance by Reading
Title:
- 1. No. 822 Repealing and Replacing Chapter 9.48 of the Rohnert Park Municipal
Code, (Alcohol OffenselLoud Parties)
ACTION: Moved (Belforte), seconded (Mackenzie) to introduce above-title Ordinance
No. 822 as amended to include language that posting shall be on the premises for 180 days.
Friendly amendment (Breeze) indicating she was in favor of the 15\ 2nd and last bullet
points on page 3 of 3 of the staff recommendations, but not the 3rd, 4th and 5th bullet
points and, with reference to the time limit that the responsible person is subject to
additional penalties for subsequent responses, instead of the 180 days indicated in this 4th
bullet point, recommended 90 days for a gradual increase before getting to the 180 days.
Discussion ensued including response to the friendly amendment (Breeze) by the maker
of the motion (Belforte) that she could agree with no fine on the initial response but
shared reasons why she preferred to retain the 180 day time limit, so could not accept the
friendly amendment.
The initial motion on the floor, via roll call vote, failed 2 - 3 dissenting (Breeze,
Callinan and Stafford).
ACTION: Moved (Callinan), seconded (Mackenzie) to introduce Ordinance No. 822
with a couple of changes: to keep the change from "party" to "loud and unruly gathering";
keep the number of persons forming a gathering at 10; give a warning instead of a $250
fine the first time; and increase the time from two months (60 days) to four months (120
days), via roll call vote, failed 2- 3 dissenting (Belforte, Mackenzie and Stafford).
ACTION: Moved (Belforte), seconded (Mackenzie) to introduce Ordinance No. 822
with the following changes: keep #1 to change "party" to "loud and unruly gathering" and
change the gathering from 10 to 6; keep #2; change #3 to $100 fine; change #4 to 120
days; and #5 and #6 stay as is, via roll call vote; failed 2 - 3 dissenting (Breeze, Callinan
and Stafford).
ACTION: Moved (Mackenzie), seconded (Callinan) to introduce Ordinance No. 822
with the following changes: on the change for the reference from "party" to "loud and
unruly gathering" that the number of persons remain at 10; go along with
recommendation #2; add the fine level for initial response at $100 level; and increase the
time limit from 60 to 120 days, with friendly amendment (Stafford) to make the first
response a warning accepted by the maker and seconder of the motion, the motion on the
floor, via roll call vote, carried unanimously, and Ordinance No. 822 was introduced as
amended herein.
?
13. DEMOLITION OF FORMER SOUTHWEST BOULEVARD FIRE STATION
Consideration of directing demolition of the Former Southwest Boulevard Fire Station
located at 435 Southwest Boulevard and authorizing staff to solicit bids for this demolition
A. Staff Report - Interim City Manager Dunn reviewed the staff report provided for this item
and responded to Council questions.
B. Public Comments
Mayor Stafford invited public comments at 9:31 p.m. No one responded.
C. City Council discussion/direction/action - Council expressed agreement with the need
for this demolition, as reviewed in the staff report, and also agreed the history of this
facility should be memorialized in an appropriate manner.
ACTION: Moved (Belforte), seconded (Breeze), and carried unanimously, to proceed
with this agenda item #13 for demolition of the former Southwest Boulevard Fire Station
with the understanding that it will come back to Council no matter what the cost.
14. STANDING COMMITTEE / AD HOC COMMITTEE / LIAISON REPORTS
A. Standing Committee Reports - None
B. Liaison Reports
1. Library Advisory Committee, 7/20/10 mtg. (AB)
Council Member Breeze reported on this meeting.
C. Other Reports
1. Sonoma County/City Solid Waste Advisory Group, 7/15110 mtg. (PS)
Mayor Stafford reported on this meeting.
2. Local Agency Formation Committee (LAFCO), 7/21/10 mtg. (PS)
Mayor Stafford reported on this meeting.
15. COMMUNICATIONS
Council Member Breeze referred to the Rancho Cotate High School dunk tank fundraiser that
she and Council Member Callinan were participants last Friday at the Farmers Market and
that earlier that evening the Walmart Manager advised her that Walmart would like to make a
donation to make up the difference from the fundraiser and fill the gap for the funds needed
for the homecoming parade. Council Member Callinan noted the amount would be about
$3,000. Both commented on the success of this dunk tank fundraiser.
16. MATTERS FROMIFOR COUNCIL
A. City Council Protocols - Consideration of placing revisions to the City Council Protocols
on a future agenda (PS) - Interim City Manager Dum1 referred to the memorandum from
City Clerk Hauff provided for this item and advised the item was listed on this agenda to
schedule consideration of revisions to the City Council Protocols on a future agenda.
City Attorney Kenyon responded to Council questions on this item.
1. Council discussion/direction/action-Discussion concluded in Council concurrence
to move forward with the procedure for consideration of revisions to the City Council
?
Protocols on one of the regular meeting agendas in September 2010.
B. Calendar of Events
I. Vice Mayor Belforte commended aspects of recent LaCrosse games including really
great teams; parents booked rooms at hotels for great economic development; great
week end for all; Jacob McIntyre got high praise; and Rohnert Park came in 3rd place.
2. Mayor Stafford called attention to the continued success of the Farmers Market on
Friday evenings in Rohnert Park. Council Member Mackenzie commended the music
provided at the Farmers Market and noted there's only two music events left for the
next two Farmers Market events.
C. Sonoma Mountain Village Project - Consideration of scheduling time at a City Council
regular or special meeting for consideration of the Sonoma Mountain Village Project
Interim City Manager Dunn explained the memo provided for this item from Director of
Development Services/City Engineer Jenkins.
1. Council discussion/direction/action - Discussion concluded in Council concurrence
to schedule the Sonoma Mountain Village Project on the regular Council meeting of
August 24, 2010.
Public Comments - Mayor Stafford invited public comments on this item at 9:55 p.m.
Richard Pope of Sonoma Mountain Village commented on the encouragement they
received for this project at the Planning Commission meeting last Thursday. He
reviewed reasons why they would like to go through the process as soon as possible.
D. Other informational items - None.
17. PUBLIC COMMENTS
Mayor Stafford invited public comments at 9:57 p.m. No one responded.
OTHER MISCELLANEOUS ITEMS:
Mayor Stafford extended congratulations to Director of Public Safety, Brian Masterson, and
his wife, Sharon, on their 25th wedding anniversary today.
MOMENTS OF RECOGNITION:
Council Member Callinan shared that Mr. Grosse passed away recently and acknowledged
that he was a big part of this community for many years. Vice Mayor Belforte shared that
Steve Roberts also passed away recently and acknowledged that he was one of the founding
members of SCA YD and also served on the School District for many years.
18. ADJOURNMENT of City Council-CDC-RPFA Joint Regular Meeting
Mayor Stafford adjourned this meeting at 9:59 p.m.
{]~~rJjCL ~
t7'Judy auff, City ~e
City of Rohnert Park
Pam Stafford, Mayor
City of Rohnert Park
?
Accounts Payable
Checks for Approval
User: cledbetter� ;'
Printed: 08/04/2010 - 4:38 PM
Check Number Check Date Fund Name Account Name Vendor Name Amount
193912 07/23/2010 General Fund Pac /Concessions CA Alcohol Beverage Control 50.00
Check Total: 50.00
193913 07/27/2010 General Fund Del Patton 356.00
Check Total: 356.00
193914 07/27/2010 General Fund Aflac Payable AFLAC 515.06
193914 07/27/2010 General Fund Aflac Payable AFLAC 556.26
193915 07/27/2010 General Fund
193915 07/27/2010 General Fund
193916 07/27/2010 General Fund
193916 07/27/2010 General Fund
193917 07/27/2010 General Fund
N
193918 07/27/2010 General Fund
Emplyee Benfits /Health InsBl
Blue Cross W/H Payable
Blue Cross W/H Payable
Emplyee Benfits /Health Ins/Bl
ANTHEM BLUE CROSS
ANTHEM BLUE CROSS
ANTHEM BLUE CROSS
ANTHEM BLUE CROSS
Check Total:
Check Total:
Check Total:
Court Order Payable CA FRANCHISE TAX BOARD
Check Total:
Emplyee Benfits /Health Ins/Bl HARTFORD LIFE INS
1,071.32
49,787.09
35,163.62
84,950.71
35,163.62
49,787.09
84,950.71
75.00
75.00
15,625.22
AP -Checks for Approval ( 08/04/2010 - 4 :38 PM) Page 1
Check Number Check Date
Fund Name
Account Name
Vendor Name
Amount
Check Total:
15,625.22
193919
07/27/2010
General Fund
Blue Cross W/H Payable
HSA Bank
100.00
Check Total:
100.00
193920
07/27/2010
General Fund
Standard Ins Payable
LINCOLN NATIONAL LIFE INS CO
933.00
Check Total:
933.00
193921
07/27/2010
General Fund
Def Comp Payable -Gw
NATIONAL DEFERRED COMPENSATIO
3,137.31
Check Total:
3,137.31
193922
07/27/2010
General Fund
Def Comp Payable -Gw
NATIONAL DEFERRED COMPENSATIO
3,032.47
Check Total:
3,032.47
193923
07/27/2010
General Fund
Rpea Dues
CITY OF ROHNERT PARK
15.00
Check Total:
15.00
193924
07/27/2010
General Fund
Scope Dues Payable
SEIU Local 1021
1,034.82
193924
07/27/2010
General Fund
Scope Dues Payable
SEIU Local 1021
15.22
Check Total:
1,050.04
193925
07/27/2010
General Fund
United Way Payable
UNITED WAY
85,00 .
Check Total:
85.00
193926
07/27/2010
General Fund
Eye CareNSP/Payables
Vision Service Plan - (CA)
805.42
Check Total:
805.42
N
193927
07/27/2010
General Fund
Emplyee Benfits /Eye Care
Vision Service Plan - (CA)
611.91
Check Total:
611.91
193928
07/27/2010
General Fund
Emplyee Benfits /Eye Care-
Vision Service Plan - (CA)
26.15
AP - Checks for
Approval ( 08/04/2010 - 4 :38 PM)
Page 2
Check Number Check Date Fund Name Account Name Vendor Name Amount
Check Total:
26.15
193929
07/27/2010
General Fund
P E R S Payable
CALPERS
343,972.99
193929
07/27/2010
General Fund
Pers- Survivorship
CALPERS
368.00
193929
07/27/2010
General Fund
Pers Redeposit Payable
CALPERS
2,349.16
193929
07/27/2010
General Fund
City Manager /Pers/Employee
CALPERS
145.71
193929
07/27/2010
General Fund
City Manager /Pers/Employer
CALPERS
295.24
193929
07/27/2010
General Fund
Finance /Pers/Employee
CALPERS
362.24
193929
07/27/2010
General Fund
Finance /Pers/Employer
CALPERS
733.85
193929
07/27/2010
General Fund
Data Processing /Pers/Employee
CALPERS
65.82
193929
07/27/2010
General Fund
Data Processing /Pers/Employer
CALPERS
133.36
193929
07/27/2010
General Fund
Planning /Pers/Employee
CALPERS
470.32
193929
07/27/2010
General Fund
Planning /Pers/Employer
CALPERS
952.91
193929
07/27/2010
General Fund
Personnel /Pers/Employee
CALPERS
85.37
193929
07/27/2010
General Fund
Personnel /Pers/Employer
CALPERS
172.96
193929
07/27/2010
General Fund
Rent Appeals Bd /Pers/Employee
CALPERS
48.91
193929
07/27/2010
General Fund
Rent Appeals Bd /Pers/Employer
CALPERS
99.10
193929
07/27/2010
General Fund
P/S Personnel /Pers/Employee
CALPERS
4,710.37
193929
07/27/2010
General Fund
P/S Personnel /Pers/Employer
CALPERS
16,358.88
193929
07/27/2010
General Fund
Animal Control /Pers/Employee
CALPERS
92.56
193929
07/27/2010
General Fund
Animal Control /Pers/Employer
CALPERS
187.52
193929
07/27/2010
General Fund
Publ Works Gen /Pers/Employee
CALPERS
1,005.35
193929
07/27/2010
General Fund
Publ Works Gen /Pers/Employer
CALPERS
2,037.07
193929
07/27/2010
General Fund
Commission /Pers Employee
CALPERS
83.34
193929
07/27/2010
General Fund
Recreation Adm /Pers/Employer
CALPERS
168.86
193929
07/27/2010
General Fund
Theatre /Pers/Employee
CALPERS
50.47
193929
07/27/2010
General Fund
Theatre /Pers/Employer
CALPERS
102.26
193929
07/27/2010
General Fund
PAC Sign/Pers- Employee
CALPERS
27.70
193929
07/27/2010
General Fund
PAC Sign / PERS % Employer
CALPERS
56.12
Check Total:
375,136.44
193930
07/28/2010
General Fund
Finance /Contractual S
Accountemps
879.20
Check Total:
879.20
193931
07/28/2010
General Fund
Animal Control/Medications
Aeris DBA Matheson Tri -Gas, In
25.50
Check Total:
25.50
193932
07/28/2010
General Fund
Non - Department /Self - Insured
Alexander's Computer Ergonomic
15.93
AP - Checks for
Approval ( 08/04/2010 - 4:38 PM)
Page 3
Check Number Check Date
Fund Name
Account Name.
Vendor Name
Amount
Check Total:
15.93
193933
07/28/2010
General Fund
John Anglin
579.00
Check Total:
579.00
193934
07/28/2010
General Fund
Benecia Pool /Telephone
AT &T
15.67
193934
07/28/2010
General Fund
Pac /Telephone
AT &T
43.18
193934
07/28/2010
General Fund
Ps Main Station /Telephone
AT &T
158.70
193934
07/28/2010
General Fund
R.P. Comm. Cntr /Telephone
AT &T
46.32
193934
07/28/2010
General Fund
Publ Works Gen /Telephone
AT &T
11.58
193934
07/28/2010
General Fund
Library /Contractual S
AT &T
29.98
193934
07/28/2010
General Fund
Center /Telephone
AT &T
79.89
193934
07/28/2010
General Fund
P/S Bldg -North /Telephone
AT &T
33.93
193934
07/28/2010
General Fund
Publ Works Gen /Telephone
AT &T
15.65
193934
07/28/2010
General Fund
Data Processing /Telephone
AT &T
184.64
193934
07/28/2010
General Fund
Ps Main Station /Telephone
AT &T
66.30
193934
07/28/2010
General Fund
Ps Main Station /Telephone
AT &T
108.32
193934
07/28/2010
General Fund
Ps Main Station /Telephone
AT &T
75.76
193934
07/28/2010
General Fund
Ps Main Station /Telephone
AT &T
75.76
193934
07/28/2010
General Fund
Ps Main Station /Telephone
AT &T
7 5.76
193934
07/28/2010
General Fund
Ps Main Station /Telephone
AT &T
94.45
Check Total:
1,115.89
193935
07/28/2010
General Fund
Data Processing/Cellular Phone
AT &T Internet Services
750.00
Check Total:
750.00
193936
07/28/2010
General Fund
Planning /Cellular Phone
AT &T MOBILITY
66.20
193936
07/28/2010
General Fund
Finance /Cellular Phone
AT &T MOBILITY
125.23
193936
07/28/2010
General Fund
Data Processing/Cellular Phone
AT &T MOBILITY
144.43
193936
07/28/2010
General Fund
Ps Main Station/Cellular Phone
AT &T MOBILITY
1,450.18
193936
07/28/2010
General Fund
Planning /Cellular Phone
AT &T MOBILITY
185.88
193936
07/28/2010
General Fund
Planning /Cellular Phone
AT &T MOBILITY
62.21
193936
07/28/2010
General Fund
Publ Works Gen /Cellular Phone
AT &T MOBILITY
355.30
19936
07/28/2010
General Fund
Park Maint /Cellular Phone
AT &T MOBILITY
125.61
193936
07/28/2010
General Fund
Mini Bus /Cellular Phone
AT &T MOBILITY
56.94
193936
07/28/2010
General Fund
Sports Center /Cellular Phone
AT &T MOBILITY
28.47
193936
07/28/2010
General Fund
R.P. Comm. Cntr /Cellular Phone
AT &T MOBILITY
67.21
193936
07/28/2010
General Fund
Ps Main Station/Cellular Phone
AT &T MOBILITY
-4.48
AP - Checks for Approval ( 08/04/2010 - 4:38 PM) Page 4
Check Number Check Date
Fund Name
Account Name
Vendor Name
Amount
Check Total:
2,663.18
193937
07/28/2010
General Fund
Streets & Bike /Spec. Departm
The Barricade Company
332.45
Check Total:
332.45
193938
07/28/2010
General Fund
Jerry Bick
135.60
Check Total:
135.60
193939
07/28/2010
General Fund
R.P. Gymnasium Bldg/Facilty
BK Upholstery
40.00
Check Total:
40.00
193940
07/28/2010
General Fund
Dr. James E. Bruns
150.00
Check Total:
150.00
193941
07/28/2010
General Fund
R.P. Gymnasium Bldg/Facilty
Buchanan Food Service
1,113.96
193941
07/28/2010
General Fund
City Hall Bldg/Facilty
Buchanan Food Service
116.10
Check Total:
1,230.06
193942
07/28/2010
General Fund
Fire /Spec Dept Equ
Buck's Saw Service Inc
29.58
Check Total:
29.58
193943
07/28/2010
General Fund
Non -Dept Leases/Transfer Out
CitiCapital
7,734.42
Check Total:
7,734.42
193944
07/28/2010
General Fund
Police /Uniforms
The Cobbler
196.09
Check Total:
196.09
N
193945
07/28/2010
General Fund
Animal Control /Advertising/P
The Community Voice
500.00
Check Total:
500.00
193946
07/28/2010
General Fund
Data Processing/Equipment Leas
Dell Financial Services
1,427.18
AP - Checks for Approval ( 08/04/2010 - 4:38 PM) Page 5
Check Number Check Date
Fund Name
Account Name
Vendor Name
Amount
193946
07/28/2010
General Fund
Police /Equipment Leas
Dell Financial Services
4,132.59
193946
07/28/2010
General Fund
Data Processing/Equipment Leas
Dell Financial Services
9,814.89
Check Total:
1.5,374.66
193947
07/28/2010
General Fund
Animal Control /Spay/Neuter E
Cheryl Dunn
35.00
Check Total:
35.00
193948
07/28/2010
General Fund
City Manager /Contractual Se
John Dunn
8,950.00
Check Total:
8,950.00
193949
07/28/2010
General Fund
Fire /Spec Dept Equ
Emergency Equipment Management
59.00
Check Total:
59.00
193950
07/28/2010
General Fund
Tress & Parkways/Landscape Sup
Farm Plan
158.05
193950
07/28/2010
General Fund
Park Maint /Landscape Sup
Farm Plan
28.62
Check Total:
186.67
193951
.07/28/2010
General Fund
City Hall Bldg/Facilty
First Alarm Sercurities Servic
39.00
Check Total:
39.00
193952
07/28/2010
General Fund
Ps Main Station Bldg/Facilty
Grainger, Inc.
15.37
193952
07/28/2010
General Fund
Ps Main Station Bldg/Facilty
Grainger, Inc.
-21.88
193952
07/28/2010
General Fund
Benecia Pool Bldg/Facilty
Grainger, Inc.
204.44
193952
07/28/2010
General Fund
Police/I.D.
Grainger, Inc.
5.40
Check Total:
203.33
193953
07/28/2010
General Fund
AARON HALL
131.05
N
Check Total:
131.05
193954
07/28/2010
General Fund
Streets & Bike /Spec. Departm
Hawkins Mechanical Service
1,265.68
Check Total:
1,265.68
AP - Checks for Approval ( 08/04/2010 - 4:38 PM)
Page 6
Check Number Check Date
Fund Name
Account Name
Vendor Name
Amount
193955
07/28/2010
General Fund
Burt/Ave Rec Cr Bldg/Facilty
The Hitmen Termite & Pest Control
60.00
193955
07/28/2010
General Fund
P/S Bldg -South /Fac Maint/Non-
The Hitmen Termite & Pest Control
85.00
Check Total:
145.00
193956
07/28/2010
General Fund
P/S Bldg -North Bldg/Facilty
Home Depot
-33.57
193956
07/28/2010
General Fund
Pac Nehicle Repai
Home Depot
-8.69
193956
07/28/2010
General Fund
Pac Nehicle Repai
Home Depot
7.60
193956
07/28/2010
General Fund
R.P. Comm. Cntr Bldg/Facilty
Home Depot
163.79
193956
07/28/2010
General Fund
R.P. Comm. Cntr Bldg/Facilty
Home Depot
100.02
193956
07/28/2010
General Fund
R.P. Gymnasium Bldg/Facilty
Home Depot
94.62
193956
07/28/2010
General Fund
R.P. Gymnasium Bldg/Facilty
Home Depot
24.14
193956
07/28/2010
General Fund
P/S Bldg -North /Fac Maint/Non-
Home Depot
103.74
193956
07/28/2010
General Fund
Pac Nehicle Repai
Home Depot
119.89
193956
07/28/2010
General Fund
Park Maint /Landscape Sup
Home Depot
11.51
Check Total:
583.05
193957
07/28/2010
General Fund
Animal Shelter Bldg/Facilty M
Horizon Distribution Inc.
91.66
193957
07/28/2010
General Fund
Park Maint /Landscape Sup
Horizon Distribution Inc.
65.19
193957
07/28/2010
General Fund
Park Maint /Landscape Sup
Horizon Distribution Inc.
22.43
193957
07/28/2010
General Fund
Park Maint /Landscape Sup
Horizon Distribution Inc.
147.15
193957
07/28/2010
General Fund
Tress & Parkways/Landscape Sup
Horizon Distribution Inc.
255.33
193957
07/28/2010
General Fund
Tress & Parkways/Landscape Sup
Horizon Distribution Inc.
73.60
Check Total:
655.36
193958
07/28/2010
General Fund
Community Event/Spec. Dep
Innovative Screen Printing
497.04
Check Total:
497.04
193959
07/28/2010
General Fund
R.P. Comm. Cntr /Contractual S
Honor Jackson
400.00
Check Total:
400.00
193960
07/28/2010
General Fund
Non - Department /Miscellaneous
Ann Jensen
22.00
v
Check Total:
22.00
193961
07/28/2010
General Fund
Cherie Jones
25.00
AP - Checks for Approval ( 08/04/2010 - 4:38 PM) Page 7
Check Number Check Date Fund Name Account Name Vendor Name Amount
Check Total:
25.00
193962
07/28/2010
General Fund
Non- Department /Miscellaneous
Raquel Kilmartin
22.00
Check Total:
22.00
193963
07/28/2010
General Fund
Rec Ref Clearing
Earl King
400.00
193963
07/28/2010
General Fund
Rec Ref Clearing
Earl King
67.50
Check Total:
467.50
193964
07/28/2010
General Fund
John Mackenzie
180.00
Check Total:
180.00
193965
07/28/2010
General Fund
Pac /City Events /Contractual S
Brian Mc Carthy
112.46
Check Total:
112.46
193966
07/28/2010
General Fund
Rec Ref Clearing
Robin Meyer
35.00
Check Total:
35.00
193967
07/28/2010
General Fund
R.P. Comm. Cntr /Contractual S
Clare Moore
276.90
Check Total:
276.90
193968
07/28/2010
General Fund
Public Safety Services
Lisa Neuson
10.00
Check Total:
10.00
193969
07/28/2010
General Fund
City Hall /Office Supplie
Office Depot
-75.08
193969
07/28/2010
General Fund
Fire /Office Supplie
Office Depot
8.63
193969
07/28/2010
General Fund
Police /Office Supplie
Office Depot
554.36
IV
Check Total:
487.91
193970
07/28/2010
General Fund
Benecia Pool /Bldg/Facilty
Pace Supply 03410 -00
148.78
AP - Checks for Approval (08/04/2010 - 4:38 PM)
Page 8
Check Number Check Date
Fund Name
Account Name
Vendor Name
Amount
Check Total:
148.78
193971
07/28/2010
General Fund
Alicia Park /Heat/Light/Po
Pacific Gas & Electric
411.52
193971
07/28/2010
General Fund
Benecia Park /Heat/Light/Po
Pacific Gas & Electric
314.69
193971
07/28/2010
General Fund
Caterpillr Park /Heat/Light/Po
Pacific Gas & Electric
927
193971
07/28/2010
General Fund
ColegioN Park /Heat/Light/Po
Pacific Gas & Electric
132.44
193971
07/28/2010
General Fund
Dorotea Park /Heat/Light/Po
Pacific Gas & Electric
60.85
193971
07/28/2010
General Fund
Eagle Park /Heat/Light/Po
Pacific Gas & Electric
308.34
193971
07/28/2010
General Fund
Golis Park /Heat/Light/Po
Pacific Gas & Electric
860.93
193971
07/28/2010
General Fund
Honeybee Park /Heat/Light/Po
Pacific Gas & Electric
221.85
193971
07/28/2010
General Fund
Ladybug Park Heat/Light/Powe
Pacific Gas & Electric
350.74
193971
07/28/2010
General Fund
Sunrise Park /Heat/Light/Po
Pacific Gas & Electric
309.29
193971
07/28/2010
General Fund
M Park /Heat/Light/Po
Pacific Gas & Electric
1,028.23
193971
07/28/2010
General Fund
Rainbow Park /Heat/Light/Po
Pacific Gas & Electric
28.89
193971
07/28/2010
General Fund
Center /Heat/Light/Po
Pacific Gas & Electric
1,632.82
193971
07/28/2010
General Fund
Alicia Pool /Heat/Light/Po
Pacific Gas & Electric
85.88
193971
07/28/2010
General Fund
Benecia Pool /Heat/Light/Po
Pacific Gas & Electric
1,511.12
193971
07/28/2010
General Fund
Ladybug Pool /Heat/Light/Po
Pacific Gas & Electric
8.93
193971
07/28/2010
General Fund
H Pool /Heat/Light/Po
Pacific Gas & Electric
1,446.45
193971
07/28/2010
General Fund
City Hall Annex /Heat/Light/Po
Pacific Gas & Electric
1,258.99
193971
07/28/2010
General Fund
Non - Department /Heat/Light/Po
Pacific Gas & Electric
. 13.30
193971
07/28/2010
General Fund
Animal Shelter /Heat/Light/Pow
Pacific Gas & Electric
1,522.41
193971
07/28/2010
General Fund
Ps Main Station /Heat/Light/Po
Pacific Gas & Electric
11,337.91
193971
07/28/2010
General Fund
P/S Bldg -North /Heat/Light/Po
Pacific Gas & Electric
848.20
193971
07/28/2010
General Fund
P/S Bldg -South /Heat/Light/Po
Pacific Gas & Electric
279.01
193971
07/28/2010
General Fund
Publ Works Gen /Heat/Light/Po
Pacific Gas & Electric
75.88
193971
07/28/2010
General Fund
Trees & Parkwys /Heat/Light/Po
Pacific Gas & Electric
677.61
193971
07/28/2010
General Fund
School Grounds /Heat/Light/Po
Pacific Gas & Electric
57.09
193971
07/28/2010
General Fund
Street Lighting /Heat/Light/Po
Pacific Gas & Electric
12,286.30
193971
07/28/2010
General Fund
PW- Traffic Signals /Heat/Light
Pacific Gas & Electric
2,825.49
193971
07/28/2010
General Fund
City Hall /Heat/Light/Po
Pacific Gas & Electric
285.67
193971
07/28/2010
General Fund
Magnolia Pool /Heat/Light/Pow
Pacific Gas & Electric
474.66
193971
07/28/2010
General Fund
R.P. Gymnasium /Heat/Light/Po
Pacific Gas & Electric
1,855.59
193971
07/28/2010
General Fund
R.P. Comm. Cntr /Heat/Light/Po
Pacific Gas & Electric
2,827.40
193971
07/28/2010
General Fund
Burt/Ave Rec Cr /Heat/Light/Po
Pacific Gas & Electric
284.74
193971
07/28/2010
General Fund
Pac /Heat/Light/Po
Pacific Gas & Electric
5,248.82
1939,71
07/28/2010
General Fund
Sign/Heat Light & Power
Pacific Gas & Electric
825.62
Check Total:
51,706.93
193972
07/28/2010
General Fund
Park Maint /Landscape Sup
Park Avenue Turf, Inc.
359.04
AP - Checks for Approval ( 08/04/2010 - 4:38 PM)
Page 9
Check Number Check Date Fund Name
193973 07/28/2010 General Fund
193974 07/28/2010 General Fund
193975
07/28/2010
General Fund
193975
07/28/2010
General Fund
193975
07/28/2010
General Fund
193975
07/28/2010
General Fund
193976 07/28/2010 General Fund
193977 07/28/2010 General Fund
193977 07/28/2010 General Fund
193977 07/28/2010 General Fund
193978
07/28/2010
General Fund
193978
07/28/2010
General Fund
193979
07/28/2010
General Fund
IV
Check Total:
215.59
193980
07/28/2010
General Fund
193980
07/28/2010
General Fund
AP - Checks for Approval ( 08/04/2010 - 4:38 PM )
Account Name Vendor Name Amount
Page 10
Check Total:
359.04
R.P. Gymnasium /Concession Pu
Pepsi -Cola
215.59
Check Total:
215.59
Rec Ref Clearing
Diana Prince
87.00
Check Total:
87.00
Police /Gas & Oil
Redwood Coast Petroleum
498.29
Publ Works Gen /Gas & Oil
Redwood Coast Petroleum
721.65
Police /Gas & Oil
Redwood Coast Petroleum
672.41
Publ Works Gen /Gas & Oil
Redwood Coast Petroleum
1,436.09
Check Total:
3,328.44
Police /Vehicle Repai
Redwood Lock & Key
9.81
Check Total:
9.81
Travel/Mtgs- Mackenzie
Rohnert Park Chamber of Commer
25.00
T &E - City Represesentation
Rohnert Park Chamber of Commer
25.00
Non - Department /Travels & Mee
Rohnert Park Chamber of Commer
50.00
Check Total:
100.00
Rec Ref Clearing
Selina Rojo
400.00
Rec Ref Clearing
Selina Rojo
-10.00
Check Total:
390.00
City Manager /Travels & Mee
City of Santa Rosa
100.00
Check Total:
100.00
Streets & Bike /Spec. Departm
Shamrock Materials
116.63
Streets & Bike /Spec. Departm
Shamrock Materials
96.30
Page 10
Check Number Check Date Fund Name Account Name Vendor Name Amount
AP - Checks. for Approval ( 08/04/2010 - 4:38 PM) Page 11
Check Total:
212.93
193981
07/28/2010
General Fund
Paul Skanchy
195.00
Check Total:
195.00
193982
07/28/2010
General Fund
Rec Ref Clearing
Christina Soiland
55.00
Check Total:
55.00
193983
07/28/2010
General Fund
Linda Spiro
293.24
Check Total:
293.24
193984
07/28/2010
General Fund
Recreation Adm /Publicity
Gary Sugiyama
560.00
Check Total:
560.00
193985
07/28/2010
General Fund
Animal Control /Spec. Departm
Target Bank
62.10
Check Total:
62.10
193986
07/28/2010
General Fund
Fire Prevention/Books/Pamphle
Thomson Reuters/Barclays
128.00
Check Total:
128.00
193987
07/28/2010
General Fund
City Hall /Bldg/Facilty
ThyssenKrupp Elevator Corporat
270.00
Check Total:
270.00
193988
07/28/2010
General Fund
Animal Control/Medications
VCA Animal Care Center of Sono
50.00
193988
07/28/2010
General Fund
Animal Control/Medications
VCA Animal Care Center of Sono
50.00
193988
07/28/2010
General Fund
Animal Control/Medications
VCA Animal Care Center of Sono
35.00
a
Check Total:
135.00
193989
07/28/2010
General Fund
Robert H. Williams
325.62
Check Total:
325.62
AP - Checks. for Approval ( 08/04/2010 - 4:38 PM) Page 11
Check Number Check Date Fund Name
Account Name Vendor Name Amount
193990
07/28/2010
General Fund
Cotati- RP /SSU AlcoholCoalition
Community Action Resource Exch
Check Total:
193991
07/28/2010
Special Enforcement Unit South
Seus/Federal Seiz Expen
United States Marshals Service
Check Total:
193992
07/28/2010
General Fund
Dr. James E. Bruns
193992
07/28/2010
General Fund
Dr. James E. Bruns
Check Total:
193993
07/28/2010
General Fund
Mandated Cost Reimb.
Centration, Inc.
Check Total:
193994
07/28/2010
General Fund
Non - Department /Training & Edu
Brian Davis
Check Total:
193995
07/28/2010
General Fund
Fire /Spec Dept Equ
Emergency Equipment Management
Check Total:
193996
07/28/2010
General Fund
Recreation Adm /Special Event
Innovative Screen Printing
Check Total:
193997
07/28/2010
General Fund
Police /Contractual S
Language Line Services
Check Total:
193998
07/28/2010
General Fund
ROBERT LANKFORD
v
Check Total:
193999.
07/28/2010
General Fund
Publ Works Gen /Contractual S
Local Government Services
Check Total:
AP - Checks for Approval ( 08/04/2010 - 4:38 PM )
13,120.66
13,120.66
1,213.00
1,213.00
150.00
150.00
300.00
2,321.70
2,321.70
326.00
326.00
186.05
186.05
763.00
763.00
44.99
44.99
150.00
150.00
12,323.40
12,323.40
Page 12
Check Number Check Date Fund Name
Account Name Vendor Name Amount
194000
07/28/2010
General Fund
Non- Department /Audit Fees
Odenberg Ullakko Muranishi & C
2,500.00
Check Total:
2,500.00
194001
07/28/2010
General Fund
Non - Department /W.C. /Self -Ins
Redwood Empire Municipal Insur
500.10
Check Total:
500.10
194002
07/28/2010
General Fund
Publ Works Gen /Contractual S
Regional Government Services
12,144.80
Check Total:
12,144.80
194003
07/28/2010
General Fund
Police Nehicle Repai
Rohnert Park Towing
65.00
Check Total:
65.00
194004
07/28/2010
General Fund
Fire /Spec Dept Equ
Sign A Rama
51.88
Check Total:
51.88
194005
07/28/2010
General Fund
Police /Contractual S
So Co Auditor Controller Treas
1,712.00
Check Total:
1,712.00
194006
07/28/2010
General Fund
Police /Training & Ed
Sonoma County Airport
10.00
Check Total:
10.00
194007
07/28/2010
General Fund
Park Maint Books/Pamphle
Your Other Office, Inc.
14.77
194007
07/28/2010
Capital Projects Fund
LED Street Light Conversion
Your Other Office, Inc.
32.70
194007
07/28/2010
Capital Projects Fund
LED Street Light Conversion
Your Other Office, Inc.
16.35
Check Total:
63.82
194008
07/28/2010
General Fund
Non - Department /Training & Edu
MICKEY ZELDES
3.00
N
Check Total:
3.00
194009
07/28/2010
General Fund
Ref Deposit -Liab. Insur
HUB International
1,500.00
194009
07/28/2010
General Fund
Refundable Deposits
HUB International
- 148.99
194009
07/28/2010
General Fund
R.P. Comm. Cntr /Rp Community
HUB International
- 148.99
AP - Checks for Approval ( 08/04/2010 - 4:38 PM) Page 13
Check Number Check Date
Fund Name
Account Name
Vendor Name
Amount
194009
07/28/2010
General Fund
Cash
HUB International
148.99
Check Total:
1,351.01
194010
07/28/2010
Utility Fund
Sewer Entr.
/Telephone
AT &T
13.34
194010
07/28/2010
Utility Fund
Sewer Entr.
/Telephone
AT &T
15.65
Check Total:
28.99
1940.11
07/28/2010
Utility Fund
Sewer /Cell Phone
AT &T MOBILITY
166.42
Check Total:
166.42
194012
07/28/2010
Utility Fund
Sewer Entr.
Bldg/Facilty
The Community Voice
660.00
Check Total:
660.00
194013
07/28/2010
Utility Fund
Sewer Entr.
Bldg/Facilty
First Alarm Sercurities Servic
124.50
Check Total:
124.50
194014
07/28/2010
Utility Fund
Sewer Entr.
/Spec. Deparhn
Kelly -Moore Paint Company, Inc
234.02
194014
07/28/2010
Utility Fund
Sewer Entr.
/Spec. Departm
Kelly -Moore Paint Company, Inc
13.42
Check Total:
247.44
194015
07/28/2010
Utility Fund
Sewer Entr.
/Heat/Light/Po
Pacific Gas & Electric
5,243.63
Check Total:
5,243.63
194016
07/28/2010
Utility Fund
Sewer Entr.
Bldg/Facilty
Redwood Lock & Key
16.35
Check Total:
16.35
194017
07/28/2010
Utility Fund
Sewer Entr.
/Miscellaneous
Underground Service. Alert
331.50
IV
Check Total:
331.50
194018
07/28/2010
Utility Fund
Water Entr.
/Telephone
AT &T
28.94
AP - Checks for Approval ( 08/04/2010 - 4:38 PM)
Page 14
Check Number Check Date Fund Name Account Name Vendor Name Amount
AP - Checks for Approval ( 08/04/2010 - 4:38 PM) Page 15
Check Total:
28.94
194019
07/28/2010
Utility Fund
Water /Cell Phone
AT &T MOBILITY
369.35
Check Total:
369.35
194020
07/28/2010
Utility Fund
Water Entr. Bldg/Facilty
First Alarm Sercurities Servic
124.50
Check Total:
124.50
194021
07/28/2010
Utility Fund
Water Entr. /Spec Dept Equ
Grainger, Inc.
55.58
194021
07/28/2010
Utility Fund.
Water Entr. /Small Tools
Grainger, Inc.
62.03
194021
07/28/2010
Utility Fund
Water EntlDistrib SystemRepair
Grainger, Inc.
14.19
194021
07/28/2010
Utility Fund
Water Ent/Distrib SystemRepair
Grainger, Inc.
92.06
194021
07/28/2010
Utility Fund
Water Entr. /Spec. Departm
Grainger, Inc.
53.13
194021
07/28/2010
Utility Fund
Water Entr. /Spec. Departm
Grainger, Inc.
30.67
Check Total:
307.66
194022
07/28/2010
Utility Fund
Water Ent/Distrib SystemRepair
Groeniger & Company
244.19
Check Total:
244.19
194023
07/28/2010
Utility Fund
Water Entr. /Spec Dept Equ
Pace Supply 03410 -00
289.08
Check Total:
289.08
194024
07/28/2010
Utility Fund
Water Entr. /Heat/Light/Po
Pacific Gas & Electric
33,263.43
Check Total:
33,263.43
194025
07/28/2010
Utility Fund
Water Entr. /Spec. Departm
Pep Boys
16.87
Check Total:
16.87
194(26
07/28/2010
Utility Fund
Water Ent/Distrib SystemRepair
Praxair Distribution Inc. - 19
73.63
Check Total:
73.63
194027
07/28/2010
Utility Fund
Water Entr. /Spec Dept Equ
Ryan Herco Products Corp.
521.24
AP - Checks for Approval ( 08/04/2010 - 4:38 PM) Page 15
Check Number Check Date
Fund Name
Account Name
Vendor Name
Amount
Check Total:
521.24
194028
07/28/2010
Utility Fund
Water Entr. /Spec Dept Equ
Ryan Process Inc.
1,134.84
Check Total:
1,134.84
194029
07/28/2010
Utility Fund
Water /Clothing Allowance
Sunset Linen Service
55.75
Check Total:
55.75
194030
07/28/2010
Utility Fund
Water Ent/Distrib SystemRepair
Syar Industries, Inc.
271.54
Check Total:
271.54
194031
07/28/2010
Utility Fund
Water Entr. /Miscellaneous
Underground Service Alert
331.50
Check Total:
331.50
194032
07/29/2010
Special Enforcement Unit South
State Seizure Payable
So Co District Attorney's Offi
2,036.00
Check Total:
2,036.00
.194033
07/30/2010
Utility Fund
Accounts Payable
Armand Bas
54.87
194033
07/30/2010
Utility Fund
Accounts Payable
Armand Bas
49.07
194033
07/30/2010
Utility Fund
Accounts Payable
Armand Bas
36.76
Check Total:
140.70
194034
07/30/2010
Utility Fund
Accounts Payable
Kristin Edwards
4.72
194034
07/30/2010
Utility Fund
Accounts Payable
Kristin Edwards
0.27
194034
07/30/2010
Utility Fund
Accounts Payable
Kristin Edwards
4.77
Check Total:
9.76
19035
07/30/2010
Utility Fund
Accounts Payable
Anthony Keeler
432.42
194035
07/30/2010
Utility Fund
Accounts Payable
Anthony Keeler
150.99
194035
07/30/2010
Utility Fund
Accounts Payable
Anthony Keeler
55.26
Check Total:
638.67
AP - Checks for Approval ( 08/04/2010 - 4:38 PM)
Page 16
Check Number Check Date
Fund Name
Account Name
Vendor Name
Amount
194036
07/30/2010
Utility Fund
Accounts Payable
Jenna Kovacevich
6.23
194036
07/30/2010
Utility Fund
Accounts Payable
Jenna Kovacevich
6.24
194036
07/30/2010
Utility Fund
Accounts Payable .
Jenna Kovacevich
25.93
Check Total:
38.40
194037
07/30/2010
Utility Fund
Accounts Payable
Doug Lewis
34.16
194037
07/30/2010
Utility Fund
Accounts Payable
Doug Lewis
48.28
194037
07/30/2010
Utility Fund
Accounts Payable
Doug Lewis
17.56
Check Total:
100.00
194038
07/30/2010
Utility Fund
Accounts Payable
Abraham Magana
41.52
Check Total:
41.52
194039
08/02/2010
General Fund
Court Order Payable
Cynthia Loeffler
550.00
Check Total:
550.00
194040
08/04/2010
General Fund
PW- Traffic Signals /Contractua
CA Signals & Lighting - Cashie
734.84
Check Total:
734.84
194041
08/04/2010
General Fund
Mandated Cost Reimb.
Centration, Inc.
9,678.30
Check Total:
9,678.30
194042
08/04/2010
General Fund
H Pool Bldg/Facilty
Commerical Pool Systems, Inc.
17.54
Check Total:
17.54
194043
08/04/2010
General Fund
Non - Department /Training & Edu
Aaron Johnson
1,749.18
Check Total:
1,749.18
194(144
08/04/2010
General Fund
Publ Works Gen /Vehicle Repai
Santa Rosa Auto Parts
40.71
Check Total:
40.71
194045
08/04/2010
General Fund
Publ Works Gen /Small Tools
West County Tool & Equipment
30.06
AP - Checks for
Approval ( 08/04/2010 - 4:35 PM)
Page 17
Check Number Check Date Fund Name Account Name Vendor Name Amount
AP - Checks for Approval ( 08/04/2010 - 4 :38 PM) Page 18
Check Total:
30.06
194046
08/04/2010
Utility Fund
Water Entr. /Miscellaneous
CA Public Heath Department
793.60
Check Total:
793.60
194047
08/04/2010
Utility Fund
Water Conservation Measures
Baudelia Gallo
75.00
Check Total:
75.00
194048
08/04/2010
Utility Fund
Water Conservation Measures
Reading Cinemas
150.00
Check Total:
150.00
194049
08/04/2010
Utility Fund
Water Conservation Measures
John Lelia
75.00
Check Total:
75.00
194050
08/04/2010
Utility Fund
Water Conservation Measures
Shawn Lorenzen
150.00
Check Total:
150.00
194051
08/04/2010
General Fund
Police /Spec. Departm
Attn: Pat Moffitt So Co DSA K
-9 Trials
70.00
Check Total:
70.00
194052
08/04/2010
Utility Fund
Water Conservation Measures
William R. Brown
64.61
Check Total:
64.61
194053
08/04/2010
Utility Fund
Water Emr. /Miscellaneous
BUSINESS CARD
66.06
194053
08/04/2010
Utility Fund
Water Entr. /Spec Dept Equ
BUSINESS CARD
383.99
194053
08/04/2010
Utility Fund
Water Entr. /Equipment Ren
BUSINESS CARD
73.03
IV
Check Total:
523.08
194054
08/04/2010
Utility Fund
Water Entr. /Spec Dept Equ
Friedman's
62.98
194054
08/04/2010
Utility Fund
Water Entr. /Spec. Departm
Friedman's
13.73
AP - Checks for Approval ( 08/04/2010 - 4 :38 PM) Page 18
Check Number Check Date Fund Name Account Name Vendor Name Amount
AP - Checks for Approval ( 08/04/2010 - 4:38 PM) Page 19
Check Total:
76.71
194055
08/04/2010
Utility Fund
Water Entr. /Spec Dept Equ
Grainger, Inc.
50.28
194055
08/04/2010
Utility Fund
Water Entr. /Spec. Departm
Grainger, Inc.
10.59
194055
08/04/2010
Utility Fund
Water Entr. /Spec Dept Equ
Grainger, Inc.
500.31
194055
08/04/2010
Utility Fund
Water Entr. /Spec. Departm
Grainger, Inc.
85.37
194055
08/04/2010
Utility Fund
Water Entr. /Spec Dept Equ
Grainger, Inc.
81.58
Check Total:
728.13
194056
08/04/2010
Utility Fund
Water Ent/Distrib SystemRepair
Groeniger & Company
637.52
194056
08/04/2010
Utility Fund
Water Ent/Distrib SystemRepair
Groeniger & Company
284.85
Check Total:
922.37
194057
08/04/2010
Utility Fund
Water Entr. /Spec. Departm
Home Depot
15.23
194057
08/04/2010
Utility Fund
Water Entr. /Spec. Departm
Home Depot
6.51
194057
08/04/2010
Utility Fund
Water Entr. /Spec. Departm
Home Depot
45.35
194057
08/04/2010
Utility Fund
Water Entr. /Small Tools
Home Depot
430.18
194057
08/04/2010
Utility Fund
Water Entr. /Spec. Departm
Home Depot
7.91
194057
08/04/2010
Utility Fund
Water Entr. /Spec. Departm
Home Depot
43.59
194057
08/04/2010
Utility Fund
Water Entr. /Small Tools
Home Depot
272.03
Check Total:
820.80
194058
08/04/2010
Utility Fund
Water Conservation Measures
Meri Melani
37.50
Check Total:
37.50
194059
08/04/2010
Utility Fund
Water Entr. /Heat/Light/Po
Pacific Gas & Electric
2,811.01
Check Total:
2,811.01
194060
08/04/2010
Utility Fund
Water Entr. /Miscellaneous
PETRO TECH
475.00
IV
Check Total:
475.00
194061
08/04/2010
Utility Fund
Water Ent/Distrib SystemRepair
Shamrock Materials
192.60
AP - Checks for Approval ( 08/04/2010 - 4:38 PM) Page 19
Check Number Check Date
Fund Name
Account Name
Vendor Name
Victory Auto Plaza
Amount
Check Total:
194067
08/04/2010
Utility Fund
Water Ent/Distrib SystemRepair
White Cap Construction Supply
Check Total:
192.60
194062
08/04/2010
Utility Fund
Water /Clothing Allowance
Sunset Linen Service
55.75
194062
08/04/2010
Utility Fund
Water /Clothing Allowance
Sunset Linen Service
08/04/2010
55.75
Animal Control/Medications
Aeris DBA Matheson Tri -Gas, In
Check Total:
111.50
194063
08/04/2010
Utility Fund
Water Entr. /Spec. Departm
SUNSET MAGAZINE
City Hall Bldg/Facilty
289.82
IV
Check Total:
289.82
194064
08/04/2010
Utility Fund
Water Ent/Distrib SystemRepair
Syar Industries, Inc.
Check Total:
209.54
08/04/2010
General Fund
Ps Main Station/Fac Maint/Non-
Electrical Equipment Company,
Check Total:
209.54
194065
08/04/2010
Utility Fund
Water Ent/Distrib SystemRepair
United Rentals Northwest, Inc.
346.79
194065
08/04/2010
Utility Fund
Water Entr. /Miscellaneous
United Rentals Northwest, Inc.
3,700.58
Check Total:
194066
08/04/2010
Utility Fund
WaterNehicle Repairs
Victory Auto Plaza
Check Total:
194067
08/04/2010
Utility Fund
Water Ent/Distrib SystemRepair
White Cap Construction Supply
194067
08/04/2010
Utility Fund
Water Entr. /Spec Dept Equ
White Cap Construction Supply
Check Total:
194068
08/04/2010
General Fund
Animal Control/Medications
Aeris DBA Matheson Tri -Gas, In
Check Total:
194069
08/04/2010
General Fund
City Hall Bldg/Facilty
Aramark Uniform Services
IV
Check Total:
194070
08/04/2010
General Fund
Ps Main Station/Fac Maint/Non-
Electrical Equipment Company,
AP - Checks for Approval ( 08/04/2010 - 4:38 PM )
4,047.37
174.29
174.29
1,065.52
1,177.65
2,243.17
19.02
19.02
44.50
Page 20
44.50
379.82
Check Number Check Date Fund Name
194071 08/04/2010 General Fund
194072 08/04/2010 General Fund
194073 08/04/2010 General Fund
194074 08/04/2010 General Fund
194075 08/04/2010 General Fund
194076 08/04/2010 General Fund
Account Name Vendor Name Amount
City Hall Bldg/Facilty
City Hall Bldg/Facilty
Planning Books/Pamphle
Check Total:
First Alarm Sercurities Servic
Check Total:
The Hitmen Termite & Pest Control
Check Total:
International Code Council, In
R.P. Comm. Cntr /Contractual S Honor Jackson
Non - Department /Training & Edu Raquel Kilmartin
Nicolas LaBonte
Check Total:
Check Total:
Check Total:
379.82
99.10
99.10
60.00
60.00
166.19
166.19
280.00
280.00
1,842.87
1,842.87
150.00
Check Total:
150.00
194077
08/04/2010
General Fund
General Sales Tax
MuniServices, LLC
500.00
Check Total:
500.00
194078
08/04/2010
General Fund
City Hall
/Office Supplie
Office Depot
757.48
194078
08/04/2010
General Fund
City Hall
/Office Supplie
Office Depot
99.31
194078
08/04/2010
General Fund
City Hall
/Office Supplie
Office Depot
73.36
194078
08/04/2010
General Fund
City Hall
/Office Supplie
Office Depot
103.22
N
Check Total:
1,033.37
194079.
08/04/2010
General Fund
Data Processing /Spec. Departm
Petty Cash
10.89
194079
08/04/2010
General Fund
City Hall
Bldg/Facilty
Petty Cash
38.20
194079
08/04/2010
General Fund
City Hall
/Office Supplie
Petty Cash
3.26
AP - Checks for Approval ( 08/04/2010 - 4:38 PM)
Page 21
Check Number Check Date
Fund Name
Account Name
Vendor Name
Amount
194079
08/04/2010
General Fund
City Hall /Office Supplie
Petty Cash
23.97
Check Total:
76.32
194080
08/04/2010
General Fund
Publ Works Gen /Spec. Departm
Red Wing Shoes
132.73
Check Total:
132.73
194081
08/04/2010
General Fund
Publ Works Gen /Gas & Oil
Redwood Coast Petroleum
494.65
Check Total:
494.65
194082
08/04/2010
General Fund
Publ Works Gen /Spec. Deparhn
Santa Rosa Shoes
284.05
Check Total:
284.05
194083
08/04/2010
General Fund
Police /Uniforms
Santa Rosa Uniform & Career Ap
120.07
194083
08/04/2010
General Fund
Fire /Uniforms
Santa Rosa Uniform & Career Ap
220.47
194083
08/04/2010
General Fund
Police /Uniforms
Santa Rosa Uniform & Career Ap
170.64
Check Total:
511.18
194084
08/04/2010
General Fund
Fire /Spec Dept Equ
Sign A Rama
51.88
Check Total:
51.88
194085
08/04/2010
General Fund
Finance /Auto Allowanc
Angela D. Smith
14.95
Check Total:
14.95
194086
08/04/2010
General Fund
Publ Works Gen /Clothing Allo
Sunset Linen Service
105.00
Check Total:
105.00
194087
08/04/2010
General Fund
City Hall Bldg/Facilty
Universal Building Services
1,150.00
IV
Check Total:
1,150.00
194088
08/04/2010
Utility Fund
Water Conservation Measures
William R. Brown
64.62
AP -Checks for Approval ( 08/04/2010 - 4:38 PM)
Page 22
Check Number Check Date Fund Name Account Name Vendor Name Amount
Check Total:
64.62
194089
08/04/2010
Utility Fund
Sewer Entr.
/Miscellaneous
BUSINESS CARD
567.07
Check Total:
567.07
194090
08/04/2010
Utility Fund
Sewer Emr.
/Spec. Departm
Grainger, Inc.
25.26
194090
08/04/2010
Utility Fund
Sewer Entr.
/Bldg/Facilty
Grainger, Inc.
18.84
Check Total:
44.10
194091
08/04/2010
Utility Fund
Sewer Entr.
/Spec. Departm
Kelly -Moore Paint Company,
Inc
42.44
Check Total:
42.44
194092
08/04/2010
Utility Fund
Water Conservation Measures
Meri Melani
37.50
Check Total:
37.50
194093
08/04/2010
Utility Fund
Sewer Entr.
/Heat/Light/Po
Pacific Gas & Electric
206.10
Check Total:
206.10
194094
08/04/2010
N Utility Fund
Sewer Entr.
/Fac Maint/Non-
Platt
150.00
Check Total:
150.00
194095
08/04/2010
Utility Fund
Sewer Entr.
/Bldg/Facilty
Power Industries
75.12
Check Total:
75.12
194096
08/04/2010
Utility Fund
Sewer Entr.
Nehicle Repair
Sewer Equipment Company of Ame
307.88
Check Total:
307.88
N
194097
08/04/2010
Utility Fund
Sewer Entr.
/Spec. Departm
Alhambra& Sierra Springs
73.50
Check Total:
73.50
194098
08/04/2010
Utility Fund
Sewer Entr.
/Clothing Allow
Sunset Linen Service
45.00
AP - Checks for Approval ( 08/04/2010 - 4:38 PM)
Page 23
Check Number
Check Date
Fund Name
Account Name
Vendor Name
Amount
194098
08/04/2010
Utility Fund
Sewer Entr. /Clothing Allow
Sunset Linen Service
45.00
Check Total:
90.00
194099
08/04/2010
General Fund
City Hall Annex Bldg/Facilty
ABM Janitorial Services - Nort
74.00
194099
08/04/2010
General Fund
R.P. Comm. Cntr Bldg/Facilty
ABM Janitorial Services - Nort
1,831.75
194099
08/04/2010
General Fund
Ps Main Station Bldg/Facilty
ABM Janitorial Services - Nort
1,624.00
194099
08/04/2010
General Fund
Publ Works Gen Bldg/Facilty
ABM Janitorial Services - Nort
213.00
194099
08/04/2010
General Fund
Ladybug Rec Bld Bldg/Facilty
ABM Janitorial Services - Nort
64.70
194099
08/04/2010
General Fund
Center Bldg/Facilty
ABM Janitorial Services - Nort
388.58
194099
08/04/2010
General Fund
Animal Shelter Bldg/Facilty M
ABM Janitorial Services - Nort
583.00
194099
08/04/2010
General Fund
R.P. Comm. Cntr Bldg/Facilty
ABM Janitorial Services - Nort
360.00
194099
08/04/2010
General Fund
Burt/Ave Rec Cr Bldg/Facilty
ABM Janitorial Services - Nort
360.00
Check Total:
5,499.03
194100
08/04/2010
General Fund
Finance /Contractual S
Accountemps
439.60
194101 08/04/2010 General Fund
194102 08/04/2010 General Fund
194102 08/04/2010 General Fund
194103 08/04/2010 General Fund
194104 .08/04/2010 General Fund
N
194105 08/04/2010 General Fund
Ceramics Studio /Supplies Allemand Electric Supply
Animal Shelter Bldg/Facilty M Aramark Uniform Services
Publ Works Gen Nehicle Repai Aramark Uniform Services
H Pool /Lessons
Streets & Bike /Spec. Departm
H Pool /Lessons
Gretchen Ball
The Barricade Company
Raizelah Bayen
Check Total:
Check.Total:
Check Total:
Check Total:
Check Total:
Check Total:
AP - Checks for Approval ( 08/04/2010 - 4:38 PM) Page 24
439.60
298.39
298.39
32.00
25.00
57.00
40.00
40.00
604.95
604.95
62.00
62.00
Check Number Check Date Fund Name
194106 08/04/2010 General Fund
194106 08/04/2010 General Fund
194107 08/04/2010 General Fund
194108 08/04/2010 General Fund
194109 08/04/2010 General Fund
194109 08/04/2010 General Fund
194109 08/04/2010 General Fund
194109 08/04/2010 General Fund
194110 08/04/2010 General Fund
194111 08/04/2010 General Fund
194111 08/04/2010 General Fund
194112 08/04/2010 General Fund
194112 08/04/2010 General Fund
194113
08/04/2010
General Fund
194113
08/04/2010
General Fund
194113
08/04/2010
General Fund
194113
08/04/2010
General Fund
194113
08/04/2010
General Fund
194113
08/04/2010
General Fund
Account Name Vendor Name Amount
Animal Control/Medications Bayer Health Care LLC
Animal Control/Medications Bayer Health Care LLC
R.P. Comm. Cntr /Contractual S Harvey Bell
Police /Vehicle Repai BIG O TIRES
Center Bldg/Facilty Buchanan Food Service
R.P. Gymnasium Bldg/Facilty Buchanan Food Service
R.P. Gymnasium Bldg/Facilty Buchanan Food Service
Ps Main Station Bldg/Facilty Buchanan Food Service
H Pool /Lessons Liz Burch
City Hall /Office Supplie BUSINESS CARD
Non - Department Books/Pamphle BUSINESS CARD
Police /Uniforms Business Card
Police /Travels & Mee Business Card
Codding Center /Office Supplie
Codding Center /Excursions
Center /Spec. Departm
Recreation Adm /Dues & Subscr
Recreation Adm /Publicity
Sports Center /Publicity
BUSINESS CARD
BUSINESS CARD
BUSINESS CARD
BUSINESS CARD
BUSINESS CARD
BUSINESS CARD
AP - Checks for Approval ( 68/04/2010 - 4:38 PM) Page 25
340.91
78.13
Check Total:
419.04
764.40
Check Total:
764.40
69.91
Check Total:
69.91
47.65
863.93
381.91
408.27
Check Total:
1,701.76
55.00
Check Total:
55.00
25.05
22.84
Check Total:
47.89
21.84
24.30
Check Total:
46.14
103.00
330.00
102.71
135.00
19.00
0.31
AP - Checks for Approval ( 68/04/2010 - 4:38 PM) Page 25
Check Number Check Date Fund Name Account Name Vendor Name Amount
Check Total:
690.02
194114 08/04/2010 General Fund Police / Facility Maintenance BUSINESS CARD
63.09
194114 08/04/2010 General Fund H Pool Bldg/Facilty BUSINESS CARD
699.68
194114 08/04/2010 General Fund Publ Works Gen Bldg/Facilty BUSINESS CARD
63.09
194115 08/04/2010 General Fund
194116 08/04/2010 General Fund
194116 08/04/2010 General Fund
194117
08/04/2010
General Fund
194117
08/04/2010
General Fund
194117
08/04/2010
General Fund
194117
08/04/2010
General Fund
194117
08/04/2010
General Fund
194118
08/04/2010
General Fund
194118
08/04/2010
General Fund
194118
08/04/2010
General Fund
194118
08/04/2010
General Fund
194118
08/04/2010
General Fund
194118
08/04/2010
General Fund
194118
08/04/2010
General Fund
194119 08/04/2010 General Fund
194120 08/04/2010 General Fund
194120 08/04/2010 General Fund
AP - Checks for Approval ( 08/04/2010 - 4:38 PM )
Park Maint /Landscape Sup Business Card
Pers'L & Purch /Recruitment/G BUSINESS CARD
Pers'L & Purch /Recruitment/A BUSINESS CARD
Animal Control/Medications
Butler Schein Animal Health Su
Animal Control/Medications
Butler Schein Animal Health Su
Animal Control/Medications
Butler Schein Animal Health Su
Animal Control/Medications
Butler Schein Animal Health Su
Animal Control/Medications
Butler Schein Animal Health Su
City Hall /Rent/Lease/Ta
Police /Equipment Leas
Animal Control / Eqpt Lease
Publ Works Gen /Rent/Lease/Ta
Center /Rent/Lease/Ta
Sports Center /Rent/Lease/Tax
Pac /Admin /Rent/Lease/Tax
CIT Technology Fin Service, In
CIT Technology Fin Service, In
CIT Technology Fin Service, In
CIT Technology Fin Service, In
CIT Technology Fin Service, In
CIT Technology Fin Service, In
CIT Technology Fin Service, In
Park Maint /Landscape Sup CNH Capital
H Pool Bldg/Facilty
Benecia Pool Bldg/Facilty
Check Total:
Check Total:
Check Total:
Check Total:
Check Total:
825.86
220.39
220.39
75.00
75.00
150.00
369.57
243.73
409.21
48.50
157.22
1,228.23
2,350.02
2,106.40
83.95
219.96
83.95
547.92
83.96
5,476.16
36.78
Check Total: 36.78
Commerical Pool Systems, Inc. 22.89
Commerical Pool Systems, Inc. 305.20
Page 26
Check Number Check Date Fund Name
Account Name Vendor Name Amount
194120
08/04/2010
General Fund
H Pool Bldg/Facilty
Commerical Pool Systems, Inc.
305.20
194120
08/04/2010
General Fund
Magnolia Pool /Fac Maintenanc
Commerical Pool Systems, Inc.
377.53
Check Total:
1,010.82
194121
08/04/2010
General Fund
Animal Control /Advertising/P
The Community Voice
400.00
Check Total:
400.00
.194122
08/04/2010
General Fund
Benecia Pool /Concession Pu
Costco Wholesale
647.07
194122
08/04/2010
General Fund
H Pool /Concession Pu
Costco Wholesale
647.07
194122
08/04/2010
General Fund
R.P. Gymnasium /Concession Pu
Costco Wholesale
87.44
194122
08/04/2010
General Fund
Pac /Concessions
Costco Wholesale
247.66
194122
08/04/2010
General Fund
Animal Shelter Bldg/Facilty M
Costco Wholesale
84.39
194122
08/04/2010
General Fund
Center /Spec. Departm
Costco Wholesale
103.21
194122
08/04/2010
General Fund
Codding Center /Special Event
Costco Wholesale
195.35
Check Total:
2,012.19
194123
08/04/2010
General Fund
Non - Department /Self - Insured
Electrical Equipment Company,
2,120.39
Check Total:
2,120.39
194124
08/04/2010
General Fund
Park Maint /Spec. Departm
Farm Plan
91.18
194124
08/04/2010
General Fund
Park Maint /Landscape Sup
Farm Plan
28.61
194124
08/04/2010
General Fund
Publ Works Gen /Spec. Departm
Farm Plan
166.96
194124
08/04/2010
General Fund
Publ Works Gen /Spec. Departm
Farm Plan
19.42
Check Total:
306.17
194125
08/04/2010
General Fund
Animal Control /Spec. Departm
Frizelle Enos
65.92
194125
08/04/2010
General Fund
Animal Control/Shelter Food
Frizelle Enos
206.39
Check Total:
272.31
194126
08/04/2010
General Fund
Steve Gossage
473.23
N
Check Total:
473.23
194127
08/04/2010
General Fund
Ps Main Station/Fac Maint/Non-
Grainger, Inc.
12.89
194127
08/04/2010
General Fund
Ps Main Station/Fac Maint/Non-
Grainger, Inc.
12.89
194127
08/04/2010
General Fund
Burt/Ave Rec Cr/Fac Maint/Non-
Grainger, Inc.
10.95
AP - Checks for Approval ( 08/04/2010 - 4:38 PM) Page 27
Check Number Check Date Fund Name Account Name Vendor Name Amount
194127
08/04/2010
General Fund
Park Maint /Spec. Departm
Grainger, Inc.
8.31
194127
08/04/2010
General Fund
Publ Works Gen /Small Tools
Grainger, Inc.
8.70
194127
08/04/2010
General Fund
Publ Works Gen /Spec. Departm
Grainger, Inc.
27.62
194127
08/04/2010
General Fund
Tress & Parkways/Landscape Sup
Grainger, Inc.
24.33
194127
08/04/2010
General Fund
City Hall Bldg/Facilty
Grainger, Inc.
29.53
194127
08/04/2010
General Fund
Street Lighting /Spec. Departm
Grainger, Inc.
30.48
194127
08/04/2010
General Fund
Trees & Parkwys /Spec. Departm
. Grainger, Inc.
14.03
194127
08/04/2010
General Fund
Ps Main Station/Fac Maint/Non-
Grainger, Inc.
101.24
194127
08/04/2010
General Fund
Burt/Ave Rec Cr/Fac Maint/Non-
Grainger, Inc.
3.05
194127
08/04/2010
General Fund
Burt/Ave Rec Cr Bldg/Facilty
Grainger, Inc.
19.36
194127
08/04/2010
General Fund
R.P. Gymnasium Bldg/Facilty
Grainger, Inc.
101.96
Check Total: 405.34
194128
08/04/2010
General Fund
Police /Vehicle Repai
Hansel Ford
530.54
194128
08/04/2010
General Fund
Police /Vehicle Repai
Hansel Ford
1,732.71
Check Total:
2,263.25
194129
08/04/2010
General Fund
Animal Control/Shelter Food
Hill's Pet Nutrition Sales, In
60.66
194129
08/04/2010
General Fund
Animal Control/Shelter Food
Hill's Pet Nutrition Sales, In
30.52
Check Total:
91.18
194130
08/04/2010
General Fund
Center Bldg/Facilty
The Hitmen Termite & Pest Control
60.00
194130
08/04/2010
General Fund
Ps Main Station Bldg/Facilty
The Hitmen Termite & Pest Control
60.00
194130
08/04/2010
General Fund
P/S Bldg -South /Fac Maint/Non-
The Hitmen Termite & Pest Control
35.00
Check Total:
155.00
194131
08/04/2010
General Fund
Streets & Bike /Spec. Departm
Home Depot
6.87
194131
08/04/2010
General Fund
Burt/Ave Rec Cr/Fac Maint/Non-
Home Depot
18.40
194131
08/04/2010
General Fund
Burt/Ave Rec Cr/Fac Maint/Non-
Home Depot
47.87
194131
08/04/2010
General Fund
Burt/Ave Rec Cr/Fac Maint/Non-
Home Depot
49.91
194131
08/04/2010
General Fund
Ceramics Studio /Supplies
Home Depot
97.78
194131
08/04/2010
General Fund
R.P. Comm. Cntr/Fac Maint/Non-
Home Depot
13.47
194131
08/04/2010
General Fund
Ceramics Studio /Supplies
Home Depot
-56.45
194131
08/04/2010
General Fund
Park Maint /Landscape Sup
Home Depot
20.60
194131
08/04/2010
General Fund
Ceramics Studio /Supplies
Home Depot
22.50
Check Total:
220.95
AP - Checks for Approval ( 08/04/2010 - 4:38 PM) Page 28
Check Number Check Date
Fund Name
Account Name
Vendor Name
Amount
Check Total:
551.76
194133
08/04/2010
General Fund
194132
08/04/2010
General Fund
Tress & Parkways/Landscape Sup
Horizon Distribution Inc.
117.50
194132
08/04/2010
General Fund
Park Maint /Landscape Sup
Horizon Distribution Inc.
35.99
194132
08/04/2010
General Fund
Tress & Parkways/Landscape Sup
Horizon Distribution Inc.
85.66
194132
08/04/2010
General Fund
Tress & Parkways/Landscape Sup
Horizon Distribution Inc.
292.33
194132
08/04/2010
General Fund
Tress & Parkways/Landscape Sup
Horizon Distribution Inc.
20.28
AP - Checks for Approval ( 08/04/2010 - 4:38 PM) Page 29
Check Total:
551.76
194133
08/04/2010
General Fund
Rec Ref Clearing
Sharon Hurst
52.00
Check Total:
52.00
194134
08/04/2010
General Fund
Fire /Uniforms
Innovative Screen Printing
1,393.02
Check Total:
1,393.02
194135
08/04/2010
General Fund
Non - Department /Self - Insured
Kelly -Moore Paint Company, Inc
8.68
194135
08/04/2010
General Fund
Non - Department /Self - Insured
Kelly -Moore Paint Company, Inc
140.30
Check Total:
148.98
194136
08/04/2010
General Fund
Animal Control /Contractual S
Barbara Leach, D.V.M.
1,835.00
Check Total:
1,835.00
194137
08/04/2010
General Fund
Pac /City Events /Contractual S
Brian Mc Carthy
132.30
194137
08/04/2010
General Fund
Pac /City Events /Contractual S
Brian Mc Carthy
265.72
194137
08/04/2010
General Fund
Pac /City Events /Contractual S
Brian Mc Carthy
131.25
Check Total:
529.27
194138
08/04/2010
General Fund
Pac/Rental /Admissions
Music To My Ears
4,773.00
194138
08/04/2010
General Fund
PacBox Office Fees/Misc
Music To My Ears
- 477.30
194138
08/04/2010
General Fund
Pac/Rental /Rentals
Music To My Ears
- 3,869.00
Check Total:
426.70
N
194139
08/04/2010
General Fund
Police /Equipment Leas
CBS Newcal, Inc.
738.48
194139
08/04/2010
General Fund
City Hall /Rent/Lease/Ta
CBS Newcal, Inc.
740.27
194139
08/04/2010
General Fund
Recreation Adm /Rent/Lease/Tax
CBS Newcal, Inc.
75.47
194139
08/04/2010
General Fund
Center /Rent/Lease/Ta
CBS Newcal, Inc.
75.47
194139
08/04/2010
General Fund
Publ Works Gen /Rent/Lease/Ta
CBS Newcal, Inc.
75.47
AP - Checks for Approval ( 08/04/2010 - 4:38 PM) Page 29
Check Number Check Date Fund Name
194139
08/04/2010
General Fund
194139
08/04/2010
General Fund
194139
08/04/2010
General Fund
194140
08/04/2010
General Fund
194141
08/04/2010
General Fund
194141
08/04/2010
General Fund
194142
08/04/2010
General Fund
194143
08/04/2010
General Fund
194144
08/04/2010
General Fund
194144
08/04/2010
General Fund
194144
08/04/2010
General Fund
194144
08/04/2010
General Fund
194144
08/04/2010
General Fund
194144
08/04/2010
General Fund
194144
-08/04/2010
General Fund
194145
08/04/2010
General Fund
N
194146
08/04/2010
General Fund
Account Name Vendor Name Amount
Animal Control / Eqpt Lease
CBS Newcal, Inc.
Sports Center /Rent/Lease/Tax
CBS Newcal, Inc.
Pac /Admin /Rent/Lease/Tax
CBS Newcal, Inc.
Sean O'Donnell
PW- Traffic Signals /Heat/Light
Pacific Gas & Electric
City Hall /Heat/Light/Po
Pacific Gas & Electric
Animal Shelter Fees
Lauren Pevey
Publ Works Gen /Spec Dept Equ
Power Industries
Police /Gas & Oil
Redwood Coast Petroleum
Police /Gas & Oil
Redwood Coast Petroleum
Police /Gas & Oil
Redwood Coast Petroleum
Publ Works Gen /Gas & Oil
Redwood Coast Petroleum
Police /Gas & Oil
Redwood Coast Petroleum
Police /Gas & Oil
Redwood Coast Petroleum
Police /Gas & Oil
Redwood Coast Petroleum
Publ Works Gen /Vehicle Repai Redwood Lock & Key
Police /Spec. Departm Redwood Veterinary Clinic
Check Total:
Check Total:
Check Total:
Check Total:
Check Total:
Check Total:
Check Total:
Check Total:
75.47
75.47
75.47
1,931.57
213.99
213.99
55.98
2,937.98
2,993.96
95.00
95.00
8.58
8.58
893.47
1,673.66
797.83
1,998.78
781.87
1,015.19
606.35
7,767.15
5.45
AP - Checks for Approval ( 08/04/2010 - 4:38 PM) Page 30
5.45
129.30
129.30
Check Number Check Date Fund Name Account Name Vendor Name Amount
194147
08/04/2010
General Fund
Sunrise Park Bldg/Facilty
Roto- Rooter Plumbers
140.00
194147
08/04/2010
General Fund
Burt/Ave Rec Cr Bldg/Facilty
Roto- Rooter Plumbers
140.00
194147
08/04/2010
General Fund
R.P. Comm. Cntr Bldg/Facilty
Roto- Rooter Plumbers
560.00
194147
08/04/2010
General Fund
Center Bldg/Facilty
Roto- Rooter Plumbers
140.00
Check Total:
980.00
194148
08/04/2010
General Fund
Publ Works Gen /Haz Materials
Safety -Kleen Systems, Inc.
307.66
Check Total:
307.66
194149
08/04/2010
General Fund
Publ Works Gen Nehicle Repai
Santa Rosa Auto Parts
-88.37
194149
08/04/2010
General Fund
Publ Works Gen Nehicle Repai
Santa Rosa Auto Parts
29.74
194149
08/04/2010
General Fund
Publ Works Gen Nehicle Repai
Santa Rosa Auto Parts
-29.74
194149
08/04/2010
General Fund
Publ Works Gen Nehicle Repai
Santa Rosa Auto Parts
-7.09
194149
08/04/2010
General Fund
Police Nehicle Repai
Santa Rosa Auto Parts
- 348.28
194149
08/04/2010
General Fund
Publ Works Gen Nehicle Repai
Santa Rosa Auto Parts
29.29
194149
08/04/2010 ..
General Fund
Police Nehicle Repai
Santa Rosa Auto Parts
2.38
194149
08/04/2010
General Fund
Police Nehicle Repai
Santa Rosa Auto Parts
126.75
194149
08/04/2010
General Fund
Publ Works Gen Nehicle Repai
Santa Rosa Auto Parts
58.84
194149
08/04/2010
General Fund
Police Nehicle Repai
Santa Rosa Auto Parts
63.88
194149
08/04/2010
General Fund
Police Nehicle Repai
Santa Rosa Auto Parts
60.76
194149
08/04/2010
General Fund
Publ Works Gen /Small Tools
Santa Rosa Auto Parts
236.41
Check Total:
134.57
194150
08/04/2010
General Fund
Mark Sharp
195.00
Check Total:
195.00
194151
08/04/2010
General Fund
Publ Works Gen Nehicle Repai
Smothers
-4.10
194151
08/04/2010
General Fund
Publ Works Gen Nehicle Repai
Smothers
12.77
194151
08/04/2010
General Fund
Publ Works Gen Nehicle Repai
Smothers
92.63
Check Total:
101.30
194152
08/04/2010
General Fund
Publ Works Gen /Clothing Allo
Sunset Linen Service
105.00
Check Total:
105.00
194153
08/04/2010
General Fund
Community Event.Contracts
Dennis Tatman
1,704.38
AP - Checks for Approval ( 08/04/2010 - 4:38 PM)
Page 31
Check Number Check Date
Fund Name
Account Name
Vendor Name
Amount
Check Total:
1,704.38
194154
08/04/2010
General Fund
Park Maint /Spec. Departm
TDS - Tire Distribution System
40.25
194154
08/04/2010
General Fund
Park Maint /Spec. Departm
TDS - Tire Distribution System
143.25.
Check Total:
183.50
194155
08/04/2010
General Fund
Publ Works Gen Nehicle Repai
Traction of Santa Rosa
4.53
Check Total:
4.53
194156
08/04/2010
General Fund
Ps Main Station Bidg/Facilty
Wal -Mart Community/GEMB
47:19
194156
08/04/2010
General Fund
P/S Bldg -North Bldg/Facilty
Wal -Mart Community/GEMB
118.48
194156
08/04/2010
General Fund
P/S Bldg -South Bldg/Facilty
Wal -Mart Community/GEMB
30.50
Check Total:
196.17
194157
08/04/2010
General Fund
Plan Check Fees
Wells Construction
35.00
Check Total:
35.00
194,158
08/04/2010
General Fund
Park Maint . /Landscape Sup
West Coast Graphics
78.13
Check Total:
78.13
194159
08/04/2010
General Fund
Publ Works Gen /Small Tools
West County Tool & Equipment
36.79
Check Total:
36.79
194160
08/04/2010
General Fund
Park Maint /Spec. Departm
White Cap Construction Supply
-0.53
194160
08/04/2010
General Fund
R.P. Gymnasium Bldg/Facilty
White Cap Construction Supply
47.84
Check Total:
47.31
194161
08/04/2010
General Fund
Park Maint /Landscape Sup
Wyatt Irrigation Supply Inc.
418.59
Check Total:
418.59
194162
08/04/2010
General Fund
Non - Department /Miscellaneous
Jeffery Nicks
132.00
AP - Checks for Approval ( 08/04/2010 - 4:38 PM) Page 32
Check Number Check Date Fund Name
IV
Account Name
Vendor Name
Amount
Check Total: 132.00
Report Total: 861,342.23
AP - Checks for Approval ( 08/04/2010 - 4:38 PM) Page 33
CITY OF ROHNERT PARK
COMMUNITY DEVELOPMENT COMMISSION
BILLS FOR APPROVAL
August 10, 2010
5595 -5602
Dated July 23, 2010 to August 4, 2010
$34,060.76
TOTAL $34,060.76
Accounts Payable
Checks for Approval
User: cledbetter
Printed: 08/04/2010 - 4:36 PM
Check Number
Check Date
. Fund Name
Account Name
Vendor Name
Amount
5595
07/28/2010
Low & Moderate Income Housing
SW Blvd Affordable Housing.
The Hitmen Termite & Pest Control
3,950.00
5595
07/28/2010
Low & Moderate Income Housing
SW Blvd Affordable Housing
The Hitmen Termite & Pest Control
410.00
5595
07/28/2010
Low & Moderate Income Housing
SW Blvd Affordable Housing
The Hitmen Termite & Pest Control
35.00
Check Total:
4,395.00
5596
07/28/2010
Low & Moderate Income Housing
Heat, Light and Power
Pacific Gas & Electric
414.10
Check Total:
414.10
5597
07/28/2010
Low & Moderate Income Housing
Contractual Services
SO CO ADULT & YOUTH DEV.
26,650.00
Check Total:
26,650.00
5598
07/28/2010
Redevelopment General Fund
Contractual Services
Foxtail Golf Club
1,810.42
Check Total:
1,810.42
5599
08/04/2010
Redevelopment General Fund
Contractual Services
Union Bank, N.A.
61.00
Check Total:
61.00
5600
08/04/2016
Redevelopment General Fund
Contractual Services
Huppe Landscape Company, Inc.
100.00
N
Check Total:
100.00
5601
08/04/2010
Low & Moderate Income Housing
Contractual Services
Huppe Landscape Company, Inc.
200.00
Check Total:
200.00
AP - Checks for Approval ( 08/04/2010 - 4:36 PM) Page 1
Check Number Check Date Fund Name Account Name Vendor Name Amount
5602 08/04/2010 Low & Moderate Income Housing Heat, Light and Power
N
AP - Checks for Approval ( 08/04/2010 - 4:36 PM )
Pacific Gas & Electric 430.24
Check Total: 430.24
Report Total: 34,060.76
Page 2
CITY OF ROHNERT PARK
To: The Honorable Mayor & Members of the City Council From: Sandra M. Lipitz
Interim City Manager John Dunn Dir. Of Admin. Services
Date: August 3, 2010 "
CASH REPORT
CASH BALANCES AS OF JUNE 30.2010- PRELIMINARY
General Fund
($5,185,132.50)
Traffic Safety Fund
733,043.37
Motor Vehicle License Fees
0.00
R.E.MJ.F.
(23,666.72)
($4,475,755.85)
Per Acre For Development Fee Fund
30,480.49
Sewer Service Connection Fee Fund
506,189.97
Sewer CapacityCharge Fund
1,191,099.70
Water/Wastewater Fee Fund(Spec. Sewer Conn. Fund)
208,150.81
Water Utility Fund
3,637,122.03
Water Utility -Rate Stabilization Fund
800,000.00
Water Utility -Meter Replacement Fund
300,000.00
Water Utility - Capital ProjectsFund
500,000.00
Sewer Utility Fund
6,256,838.41
Garbage Utility Fund
280,703.20
Garbage Utility Fund -Rate Stabilization
380,096.10
Garbage Utility Fund - Diversion /Education Set -aside Fund
328,251.14
General Fund - Refundable Deposits
465,592.58
Sewer Connection Fund - Refundable Deposits
328,951.00
Utility Fund - Refundable Deposits
185,556.12
Improvement Project Fund
786,333.63
Gas Tax Fund: Sec. 2107 Maint. / Const.
$2,833.31
Sec. 2107.5 Engineering
0.00
Sec. 2106 Maint.Const.
110,009.14
Sec. 2105 Maint. / Const.
48,281.45
SB 140
3,607.83
164,731.73
Capital Outlay Fund
215,062.39
Supplemental Law Enforcement Services (SLESF) Fund
88,435.94
Fire Benefit Assessment(Measure M) Fund
0.00
Measure M Streets Fund
124,099.89
F.I.G.R. Fund
250,000.00
Annexation Fees Fund
59,296.42
Rent Appeals Board Fund
40,727.98
Traffic Signals Fund
1,842,713.25
Traffic Congestion AB2928(Prop 42)
72,417.73
Prop 1 B Fund
771,187.22
Vehicle Abatement Fund
138,857.66
Performing Arts Center Endowment Fund
1,265,851.00
Petty Cash
3,825.00
Dental Self- insurance Fund
229,256.76
Spay /Neuter Forfeiture Cash Fund
47,519.72
Crime Prevention Donations Fund
9,425.13
K -9 Donations Fund
3,925.00
Animal Shelter Donations Fund
11,136.03
D.A.R.E. Donations Fund
1,486.07
Y &FS Donations Fund
18,274.77
Senior Center Donations Fund
119,543.59
PAC Gifts /Donations
47,759.15
Sonoma Co. Explorer Advisory Funs
4,383.93
Public Safety Explorer Fund
3,931.14
Alcohol Education Fee Fund
52,363.05
Cotati- RP /SSU Alcohol Coalition
62,220.41
Federal JAG PS Grant
0.00
Public Facilities Finance Fee Fund
935,402.41
Assessment Redemption Fund
50.00
General Fund Reserve
1,295,972.00
General Plan Maintenance Fee Fund
255,997.11
General Fund Endowment Reserve
1,754,165.36
Reserve For Self- Insured Losses
1,212,110.00
Reserve For Retired Employee Medical
3,665,094.00
Reserve For Technology Equipment
38,845.99
Reserve For Infrastructure Maintenance
282,385.00
Reserve For Capital Projects
618,176.00
Reserve For P.E.R.S. Costs - Miscellaneous Employees
350,000.00
Reserve for Dev. of Add'I Rec. Facilities
30,094.56
Miscellaneous Reserve(CDC Loan Principal Repayment)
533,000.00
Reserve For Housing Programs
614,627.00
Sub -Total Operating Cash 28,943,959.72
Special Enforcement Unit -South 120,414.64
Cash with Fiscal Agent B of A Acquisition #129661
Cash with Fiscal Agent (2002C Water/Wastewater Revenue Bonds)
Cash with Fiscal Agent (2005A CSCDA Water/Wastewater Revenue Bonds)
Sub -Total Fiscal Agent Cash
TOTAL CASH
0.00
0.05
1,420,291.16
1,420,291.21
$30,484,665.57
CASH DISTRIBUTION:AS OF JUN'E,30 2010
Petty Cash $3,825.00
Payroll Checking Account - Exchange Bank 0.00
General Checking Account - Exchange Bank @ 0.050% 2,410,345.38
Recreation Checking Account - Exchange Bank @ 0.050% 30,633.46
Subtotal of Petty. Cash and Checking Accounts
2,444,803.84
Credit Card Payment'Savings Accounts:
Finance Department
14,794.51
Subtotal of Cash In Credit Card Savings Accounts
14,794.51
Local Agency Investment Fund (LAIF)
19,994,779.22
Sonoma County Investment Pool (SCIP)
142,575.57
Exchange Bank Savings Passbook
97,413.17
Union Bank - Sweep Account
8.05
Union Bank - Trust for Medium Term Notes
3,000,000.00
Certificates of Deposit
3;370,000.00
Revenue Bonds
1,420,291.21
Investment Accounts -See Schedule of Investments Attached
28,025,067.22
Cash With Fiscal Agent- Energy Conservation Lease @ 0.200%
0.00
Subtotal of Cash With Fiscal Agent
0.00
Total Cash Distribution JUNE 30, 2010
$30,484,665.57
Investment Yield for June 2010 1.098%
INVESTMENT POLICY 8r SUFFICIENT FUNDS DISCLOSURES
The investments above are in compliance with the investment policy of the City of Rohnert Park as
outlined in the City of Rohnert Park City Council Resolution #2006 -105, adopted April 25, 2006.
The City currently has sufficient idle funds to meet it's expenditure requirements for the next six
months.
CITY OF ROHNERT PARK SCHEDULE OF INVESTMENTS -JUNE 30, 2010
# of
Invmnts
% Of
Portfolio
Avg.
YTM
Maturity
%
Investment
Investment
Valuation
Bank Name
Type
Date
Int.
Par Value
Market Value
Source
Exchange Bk Savings
Svgs
NIA
0.200%
$97,413.17
$97,413.17
Note (1)
Union Bank Sweep Account
Svgs
NIA
0.150%
$8.05
$8.05
Note (2)
First Bank of Puerto Rico
C.D.
08115110
4.250%
99,000.00
99,000.00
Note (1)
Inland Northwest Bank
C.D.
10130110
5.100%
99,000.00
99,000.00
Note (1)
Citizen's Bank
C.D.
11123110
3.702%
99,000.00
99,000.00
Note (1)
Prime Alliance Bank of Utah
C.D.
11/26/10
4.100%
99,000.00
99,000.00
Note (1)
National Republic Bank of Chica
C.D.
01111/11
1.710%
99,000.00
99,000.00
Note (1)
Bay National Bank
C.D.
01/19111
3.150%
99,000.00
99,000.00
Note (1)
Synovus Bank of Jacksonville
C.D.
02107/11
2.750%
99,000.00
99,000.00
Note (1)
The Coastal Bank
C.D.
02/19/11
4.500%
99,000.00
99,000.00
Note (1)
Innovation Bank
C.D.
03/13/11
2.250%
99,000.00
99,000.00
Note (1)
Cascade Bank
C.D.
04/04/11
3.340%
99,000.00
99,000.00
Note (1)
Mutual of Omaha Bank
C.D.
04125111
2.570%
99,000.00
99,000.00
Note (1)
First Financial Bank
C.D.
05/26111
4.000%
99,000.00
99,000.00
Note (1)
Sovereign Bank
C.D.
07/31111
3.630%
100,000.00
100,000.00
Note (1)
First Commerical Bank
C.D.
12114/11
2.670%
99,000.00
99,000.00
Note (1)
First Community Bank - Whitehall
C.D.
12/22111
2.500%
99,000.00
99,000.00
Note (1)
Equity Bank
C.D.
03112/12
2.650%
99,000.00
99,000.00
Note (1)
First Federal S & L -San Rafael
C.D.
03122/12•
2.900%
99,000.00
99,000.00
Note (1)
Frontier State Bank
C.D.
04/30112
5.290%
99,000.00
99,000.00
Note (1)
Coastal Community Bank
C.D.
05/03112
1.600%
99,000.00
99,000.00
Note (1)
Bank of Nashville
C.D.
08/06/12
4.000%
99,000.00
99,006.00
Note (1)
Plaza Bank
C.D.
07131112
2.713%
99,000.00
99,000.00
Note (1)
Business Bank of Fox River Valli
C.D.
10219/12
2.500%
99,000.00
99,000.00
Note (1)
First California Bank
C.D.
11/10112
2.050%
100,000.00
100;000.00
Note (1)
First California Bank
C.D.
12123112
2.050%
100,000.00
100,000.00
Note (1)
Heritage Bank
C.D.
01/11113
2.650%
99,000.00
99,000.00
Note (1)
American Bank
C.D.
04127/13
3.200%
99,000.00
99,000.00
Note (1)
Capital One Bank
C.D.
07/08/13
4.880%
99,000.00
99,000.00
Note (1)
Merchantile Trust
C.D.
07/10/13
4.850%
99,000.00
99,000.00
Note (1)
Central Progressive Bank
C.D.
08/29/13
5.100%
99,000.00
99,000.00
Note (1)
World's Foremost Bank
C.D.
09/20/13
5.250%
100,000.00
100,000.00
Note (1)
Discover Bank
C.D.
10/20/13
5.110%
99,000.00
99,000.00
Note (1)
McFarland State Bank
C.D.
10/28/13
4.940%
99,000.00
99,000.00
Note (1)
Columbia River Bank
C.D.
04/24114
3.520%
99,000.00
99,000.00
Note (1)
The Cowlitz bank
C.D.
07/20/14
3.400%
99,000.00
99,000.00
Note (7)
Total C.D.s
3.496%
$3,370,000.00
$3,370,000.00
FFCB MTN #3128X83X8
M.T.N.
01114113
2.500%
1,000,000.00
1,000,610.00
Note (2)
FHLB MTN #3133XXYB7
M.T.N.
04/30/14
2.750%
1,000,000.00
1,001,560.00
Note (2)
FNMA MTN#3136FMVB7
M.T.N.
06/10115
1.500%
1,000,000.00
1,002,190.00
Note (2)
Total Medium Term Notes
2.247%
$3,000,000.00
3,004,360.00
State of Calif. -LAIF
Pooled
NIA
0.528%
$19,994,779.22
$20,027,646.16
Note (3)
So. Co. Investmt. Pool
Pooled
NIA
0.794%
142,575.57
142,575.57
Note (4)
Total Managed Pools
0.529%
$20,137,354.79
$20,170,221.73
Subtotai(See Investment Summary below)
1.098%
$26,604,776.01
$26,642,002.95
2002C WNW Revenue Bonds Project Acct.
0.000%
0.00
0.00
Note (5)
2002C W/WW Revenue Bonds Inst Pmt Acct.
0.030%
0.05
0.05
Note (5)
2005A CSCDA W/W Rev Bonds- Clearing A/C
0.000%
0.00
0.00
Note (5)
2005A CSCDA W/W Rev Bonds - Revenue A/C
0.000%
0.00
0.00
Note (5)
2006A CSCDA W/W Rev Bonds- Interest Fund
0.000%
0.00
0.00
Note (5)
2005A CSCDA W/W Rev Bonds - Principal Fd.
0.000%
0.00
0.00
Note (5)
2005A CSCDA W/W Rev Bonds -COI Acct.
0.000%
0.00
0.00
Note (5)
2005A CSCDA W/W Rev Bonds - installment Fd
0.000%
0.15
0.15
Note (5)
2005A CSCDA W/W Rev Bonds - Project
Acct.
0.030%
1,420,291.01
1,420,291.01
Note (5)
Revenue Bond Totals
0.030%
$1,420,291.21
$1,420,291.21
Totals
$28,025,067.22
$28,062,294.16
Note (1) These are investments in Certificates of Deposit. Current Market Value and Par Value are
typically equal as interest is received monthly.
Note (2) Union Bank current market values as of June 30, 2010 are presented.
Note (3) These are funds invested in the Local Agency Investment Fund, State of California.
Current Market and Par Value are typically equal. Interest is received quarterly and the
Par Value remains the same.
Note (4) These are funds invested in the Sonoma County Investment Pool. Current Market Value
and Par Value are typically equal. Interest is received quarterly and the Par Value
remains the same.
Note (5) These funds are being held by Union Bank of California acting as a Trustee and Agent for
the City of Rohnert Park. The current market values and interest rates are from the monthly
statements from Union Bank.
INVESTMENT SUMMARY BY TYPE
June 30, 2010
Investment Type
# of
Invmnts
% Of
Portfolio
Avg.
YTM
Par Value
Market Value
Average
Days TM
Passbook Svgs- M.M.A.'s
1.00
0.37%
0.200% $
97,413
$ 97,413
1
Union Bank Sweep
1.00.
0.00%
0.150%
8
8
1
CD's -Banks
34.00
12.67%
3.496%
3,370,000
3,370,000
660
Managed Pools(LAIF /SCIP)
2.00
75.69%
0.529%
20,137,355
20,170,222
1
Medium Term Notes
3.00
11.28%
2.247%
3,000,000
3,004,360
1,805
39.00
100.00%
26,604,776
26,642,003
IMPROVEMENT PROJECT FUND
Fiscal Year 2009/2010
Summary of Revenue & Expenditures
As of June 30, 2010
Balance @ Current Fiscal Year Balance @
Project No. and Description 30- Jun -09 Revenue Expenditures 30- Jun -10
2003 -11
Parallel Sewer Interceptor
18,958.28
0.00
0.00
18,958.28
2003 -12
Booster Pumps -Tanks 1,2 &3
0.00
21.75
21.75
0.00
2004 -03
Comm Meter Install.-Phase 11
(3,874.81)
0.00
14,023.51
(17,898.32)
2004 -05
Eastside Sewer Project
1,214,374.92
0.00
616,284.36
598,090.56
2004 -08
Water Storage Tanks 1, 2 & 3
189,533.00
0.00
87.00
.189,446.00
2004 -09
Playgrd Fall Mat'l Replacement
0.00
0.00
0.00
0.00
2004 -12
Canon Manor Sewer Project
0.00
88,735.36
88,735.36
0.00
2004 -15
University Dist. Specific Plan
2,841.97
0.00
(20,999.36)
23,841.33
2004 -16
Northeast District Specific Plan
(31,857.48)
91,965.28
25,778.64
34,329.16
2004 -17
Southeast District Specific Plan
(40,926.34)
25,385.74
44,419.49
(59,960.09)
2004 -18
Northwest District Specific Plan
(6,671.74)
0.00
4,056.14
(10,727.88)
2004 -19
Wilfred /Dowdell Dist. Spec. Plan
(166,134.36)
0.00
6,447.50
(172,581.86)
2004 -20
Public Facs.Finance Spec. Plan
(6,944.55)
0.00
80,092.07
(87,036.62)
2004 -21
Water Supply Assmt. Project
(26,120.16)
14,401.67
(18,749.71)
7,031.22
2004 -22
Bond District Formation
88.26
0.00
130.50
(42.24)
2004 -25
Stadium Lands Specific Plan
(37,473.69)
0.00
51,438.97
(88,912.66)
2004 -33
City Hall Acquisition /Renovation
328,436.33
177,100.94
146,916.33
358,620.94
2004 -34
Energy Efficiency Program
52,358.85
0.00
108.75
52,250:10
2005 -01
Cathodic Protection -Tanks 3 &4
0.00
0.00
26,243.73
(26,243.73)
2005 -02
R.P. Expressway Maintenance
6,364.04
0.00
1,369.75
4,994.29
2005 -03
Recycle Wtr Sys Expansion
0.00
1,248.00
1,248.00
0.00
2005 -07
Coleman Creek Drain Ext.
57,461.38
0.00
744.25
56,717.13
2005 -10
RPX Widening -East
0.00
0.00
0.00
0.00
2006 -04
Copeland Creek Drainage Facility
59,577.71
0.00
235.50
59,342.21
2006 -08
2007 Streets Rehab Project
(465,615.82)
454,700.00
945.25
(11,861.07)
2006 -09
Water Tank#8 Project
(1,759.83)
0.00
21.75
(1,781.58)
2006 -11
Copeland Creek Bike Path
0.00
21.75
21.75
0.00
2006 -14
Sonoma Mtn Village Development
(14,077.82)
0.00
105,048.25
(119,126.07)
2006 -17
101lWilfred Wtr Vault Relocation
(52,343.75)
0.00
630.75
(52,974.50)
2007 -02
Eastside Trunk Sewer Proj -Phase 2
0.00
3,827.25
3,827.25
0.00
2007 -03
Snyder Ln /Bridge Widening
0.00
0.00
0.00
0.00
2007 -12
Inflow /Infiltration Reduction
0.00
1,274.00
1,274.00
0.00
2007 -13
08 Various Street Surface Repair
0.00
89,267.40
89,267.40
0.00
2007 -14
Overlay /Reconstr- Lancaster Dr.
41,995.95
67,427.20
109,423.15
0.00
2007 -15
Adrian Dr Underground Phase II
(2,479.06)
0.00
199.50
(2,678.56)
2007 -18
Manhole Repair & I Program
0.00
0.00
(1,557.86)
1,557.86
2007 -19
Trail to Crane Creek Park
(867.29)
0.00
21.75
(889.04)
2008 -02
2009 Street Surface Repairs
(4,969.68)
319,390.37
314,420.69
0.00
2008 -03
Tanks 1,3 & 4 Exterior Recoat
(16.29)
0.00
0.00
(16.29)
2009 -01
American Recov Act St Maint
22,145.48
312,503.19
334,648.67
0.00
2009 -02
2009 Sewer Main Rehabilitation
0.00
186,134.54
186,134.54
0.00
2009 -05
Bicycle Detection Symbols
0.00
65.25
65.25
0.00
2010.01
2010 Jobs Act- Street Maintenance
0.00
35,969.50
35,969.50
0.00
2010 -05
Wilfred Widening
0.00
0.00
3,873.50
(3,873.50)
2010 -07
Arlen Dr & E. Cotati Av Overlays
0.00
1,322.75
1,322.75
0.00
2010 -08
Copeland Crk Bike Path Reconstr.
0.00
4,061.50
4,061.50
0.00
2010 -09
2011 Various Streets Overlays
0.00
817.00
817.00
0.00
Sub -total
$1,132,003.50
$1,875,640.44
$2,259,068.87
$748,575.07
Accounts payable
$0.00
$69,680.10
$69,680.10
Accounts Receivable
($248,795.79)
$216,874.25
($31,921.54)
Total Improvement Project Fund
883,20711
$786,333.63
IMPROVEMENT PROJECT FUND
Fiscal Year 2009/2010
Recap of Project Expenditures
As of June 30, 2010
Est. Total
Current Mo.
Fiscal Year
Expenditures
Project
Project No. and Description:
Expenditures
Expenditures
Total
Expenditures
2003 -11
Parallel Sewer Interceptor
0.00
0.00
10,217,864.40
10,300,000
2003 -12
Booster Pumps -Tanks 1,2 & 3
0.00
21.75
619,926.32
110,000
2004 -03
Comm Meter Install.-Phase II
4,304.00
14,023.51
2,725,437.58
1,600,000
2004 -05
Eastside Sewer Project
21.75
616,284.36
13,850,939.95
6,558,600
2004 -08
Water Storage Tanks 1,2 &3
0.00
87.00
161,671.54
2,235,300
2004 -09
Playground Fall Mat[ Replcmnt
0.00
0.00
81,290.02
137,336
2004 -12
Canon Manor Sewer Project
238.13
88,735.36
693,619.38
2,000,000
2004 -15
University District Specific Plan
18,371.50
(20,999.36)
402,007.17
TBD
2004 -16
Northeast District Specific Plan
11,399.62
25,778.64
112,765.94
TBD
2004 -17
Southeast District Specific Plan
27,476.26
44,419.49
199,938.85
250,000
2004 -18
Northwest District Specific Plan
21.75
4,056.14
15,358.49
400,000
2004 -19
WilfredlDowdell Dist. Spec Plan
601.50
6,447.50
172,581.86
TBD
2004 -20
Public Facs.Finance Spec. Plan
22,125.00
80,092.07
232,457.88
TBD
2004 -21
Water Supply Assmt. Project
0.00
(18,749.71)
1,321,770.17
1,232,000
2004 -22
Bond District Formation
21.75
130.50
33,628.88
TBD
2004 -25
Stadium Lands Specific Plan
217.50
51,438.97
109,867.21
100,000
2004 -33
City Hall Acq. /Renovation
0.00
146,916.33
8,682,081.18
8,200,000
2004 -34
Energy Efficiency Program
0.00
108.75
1,140,118.61
1,176,000
2005 -01
Cathodic Protection -Tanks 3 &4
0.00
26,243.73
300,758.12
450,000
2005 -02
R.P. Expressway Maintenance
81.25
1,369.75
1,764,749.64
1,670,000
2005 -03
Recycle Wtr Sys Expansion
1,248.00
1,248.00
11,393.16
12,750,000
2005 -07
Coleman Creek Drain Ext.
222.00
744.25
545,904.81
532,000
2005 -10
RPX Widening -East
0.00
0.00
35,045.22
9,302,170
2006 -04
Copeland Creek Drainage Facility
(6,552.00)
235.50
5,143.18
4,065,000
2006 -08
2007 Streets Rehab Project
132.75
945.25
1,501,358.34
1,267,280
2006 -09
Water Tank #8 Project
0.00
21.75
38,889.84
4,646,471
2006 -11
Copeland Creek Bike Path
21.75
21.75
421,141.99
511,000
2006 -14
Sonoma Mtn Village Development
110,109.14
105,048.25
119,126.07
400,000
2006 -17
101/Wilfred Wtr Vault Relocation
0.00
630.75
175,722.84
233,195
2007 -02
Eastside Trunk Swr Proj -Phase 2
234.00
3,827.25
24,112.61
11,207,817
2007 -03
Snyder Lane /Bridge Widening
0.00
0.00
52,938.89
4,680,118
2007 -12
Inflow /Infiltration Reduction
0.00
1,274.00
88,639.13
500,000
2007 -13
08 Various Street Surface Repair
0.00
89,267.40
626,928.11
860,547
2007 -14
Overlay /Reconstr- Lancaster Dr.
21.75
109,423.15
594,122.33
1,344,089
2007 -15
Adrian Dr Underground. Phase II
0.00
199.50
2,678.56
831,900
2007 -18
Manhole Repair I & 1 Program
0.00
(1,557.86)
110,139.83
100,000
2007 -19
Trail to Crane Creek Park
0.00
21.75
889.04
711,270
2008 -02
2009 Street Surface Repairs
65.25
314,420.69
431,411.31
295,131
2008 -03
Tanks 1,3 & 4 Exterior Recoat
0.00
0.00
16.29
662,416
2009 -01
American Recov Act St Maint
217,642.50
334,648.67
357,503.19
1,900,000
2009 -02
2009 Sewer Main Rehabilitation
324.00
186,134.54
243,280.57
600,000
2009 -05
Bicycle Detection Symbols
0.00
65.25
3,965.25
7,000
2010 -01
2010 Jobs Act - Street Maintenance
21.75
35,969.50
35,969.50
100,000
2010 -05
Wilfred Widening
43.50
3,873.50
3,873.50
0.00
2010 -07
Arlen Dr & E. Cotati Av Overlays
430.25
1,322.75
1,322.75
1,114,700.00
2010 -08
Copeland Crk Bike Path Reconstr.
3,823.50
4,061.50
4,061.50
746,675.00
2010 -09
2011 Various Streets Overlays
430.25
817.00
817.00
1,079,000.00
TOTALS
$413,098.40
$2,259,068.87
$48,275,228.00
$96,867,015.00
CAPITAL OUTLAY FUND
Fiscal Year 2009/2010
Summary of Revenue and Expenditures
June 30, 2010
Balance @
Current Fiscal Year
Balance @
CAPITAL OUTLAY FUND:
June 30, 2009
Revenue
Expenditures
June 30, 2010
Residential
$212,273.74
$0.00
$0.00
212,273.74
Community Facilities
0.00
0.00
0.00
0.00.
Open Space
0.00
0.00
0.00
0.00
Total Capital Outlay Fund
$212,273.74
$0.00
$0.00
$212,273.74
{This sectionfor City Clerk Use Only}
Agenda Packet Preparation TIMELINES for Regular City Council Meetings
held on the 2nd & 4th Tuesdays of each month:
. Resolutions (other than standard formats for authorizations and approvals), Ordinances &
Agreements to Assistant City Attorney via email for review and approval as to form DUE no
later than NOON Three (3) Mondays prior to Council meeting date
· Agenda items to City Manager via email for his review and responding ..email authorization",
synchronized with above timeframe of Assistant City Attorney review, and an email copy to
the City Clerk for drafting agendas
. Agenda Items with attachments via email and a total of twenty (20) complete hard copy sets
with 2 sets single-sided & 18 sets double-sided/stapled to City Clerk DUE no later than
NOON Two (2) Fridays prior to Council meeting date
. Agenda Draft review by Mayor, City Manager, Assistant City Attorney, City Clerk no later
than Tuesday morning One (1) week prior to Council meeting date
· Agenda Packets distributed to City Council and Agendas posted/distributed/mailed on
Thursday afternoon One (1) week prior to Council meeting date in compliance with
Rohnert Park Municipal Code Section 2.08.020 and related Resolution No. 2008-173
8/10/10 City Council Agenda
ITEM NO. 6.C.l
RESOLUTION NO. 2010-86
ITEM NO. 6.D
ORDINANCE NO. 822
(ADOPTION)
CITY OF ROHNERT PARK
COUNCIL AGENDA ITEM TRANSMITTAL REPORT
Meeting Date:
August 10, 2010
Department:
Public Safety
Submitted By:
Wulff Reinhold, Technical Advisor
Submittal Date:
July 29, 2010
Agenda Title:
Ordinance Amendment Second Reading
Requested Council Action:
Second Reading of Ordinance amendment to chapter 9.48, dealing with "Loud and Unruly
Gatherings."
Summary:
These changes to the existing Rohnert Park Municipal Code Chapter 9.48, dealing with "Loud
and Unruly Gatherings," are needed to help contain a resurging problem with neighborhood
disturbances and to free up valuable police patrolresources. This revision includes changes as
directed by City Council during the first reading on July 27,2010.
CITY ATTORNEY'S REVIEW:
Relevant documents for this agenda item have been reviewed and approved as to form by the City Attorney.
CITY MANAGER'S RECOMMENDATION: (X) Consent Item
(X) Approval ( ) Public Hearing Required '
( ) Not Recommended ( ) Submitted with Comment
( ) Policy Determination by Council
( ) City Comments:
( ) Regular Time
Per Interim City Manager's review and direction for distribution of this agenda item.
?
RESOLUTION NO. 2010-86
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK
ADOPTING A SCHEDULE OF CIVIL FINES IMPOSED PURSUANT TO ROHNERT
P ARK MUNICIPAL CODE SECTION 9.48.050
WHEREAS, the City of Rohnert Park, pursuant to the police powers delegated to it by
the California Constitution, has the authority to enact laws that promote the public health, safety
and general welfare of its residents;
WHEREAS, the occurrence of loud or unruly gatherings on private property is a threat
to the public health, safety, general welfare, and quietenjoyment of residential property and
property owners;
WHEREAS, law enforcement responses to loud and unruly gatherings cause a drain of
law enforcement resources and, in some cases, leave other areas of the City with inadequate law
enforcement protection;
WHEREAS, responses to loud and unruly gatherings result in a disproportionate
expenditure of public safety resources, which are Underwritten by general taxes paid to the City
by its taxpayers and residents;
WHEREAS, the City has reviewed the effectiveness of its Alcohol Offense/Loud Parties
ordinance during the past five years and finds that changes to the schedule of fines imposed
pursuant to that ordinance will make the ordinance more effective;
WHEREAS, at its July 27, 2010 regular meeting, the City Council introduced a revised
Alcohol OffenselLoud Parties ordinance - Ordinance No. 822 -- ("Ordinance"), re-titled Loud
and Unruly Gatherings, that permits the City Council to establish by resolution the amount of
fines, including any late payment penalties, fora violation of the Ordinance; and
WHEREAS, sections 53069.4, 54988, 36900, 36901, and 38771 et seq. of the California
Government Code, together with Ordinance No. 822, provide the authority for the City Council
to establish by resolution the amount of fines, including any late payment penalties, for a fine
imposed pursuant to the Ordinance.
NOW, THEREFORE, BE IT RESOLVED by the Rohnert Park City Council as
follows:
Section 1.
Findings.
The above recitations are true and correct.
Section 2.
Amount of Fine.
fines:
Any person found to be in violation of the Ordinance shall be subject to the following
?
10f2
1326286v1 80078/0012
a. $500 for a second violation of the same ordinance within 120 days from
the date of the first violation;
b. $750 for a third violation ofthe same ordinance within 120 days from the
date of the first violation; and
c. $1,000 for each additional violation of the same ordinance within 120 days
from the date of the first violation.
If the posted Notice of Violation is removed or defaced during the 120 day posting
period, the responsible person( s) shall be subj ect to an additional penalty of $1 00 for each
reposting.
If full payment of the fine is not received within the time period set forth in the
Ordinance, the responsible person(s) shall be subject to a late payment penalty of$100.
Section 3.
Environmental Clearance.
The adoption of this Resolution is not subject to the California Environmental Quality Act
("CEQA") because the establishment of fines and penalties is not a "project." Specifically, in
accordance with CEQA Guidelines section 15378(b)(4), the creation of government funding
mechanisms that do not involve any commitment to any specific project that may cause a
significant effect on the environment is not deemed to be a "project" under CEQA.
Section 4.
Severability .
If any action, subsection, sentence, clause or phrase of this Resolution or the fees established by
this Resolution shall be held invalid or unconstitutional by a court of competent jurisdiction,
such invalidity shall not affect the validity of the remaining portions of this Resolution or the
fees established by this Resolution that can be given effect without the invalid provisions.
DULY AND REGULARLY ADOPTED this 10th day of August, 2010.
CITY OF ROHNERl' PARK
Mayor
ATTEST:
City Clerk
?
20f2
1326286vl 80078/0012
ORDINANCE NO. 822
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK
REPEALING AND REPLACING CHAPTER 9.48 OF THE ROHNERT PARK
MUNICIPAL CODE (ALCOHOL OFFENSEILOUD PARTIES - LOUD AND UNRULY
GATHERINGS)
WHEREAS, the City of Rohnert Park, pursuant to the police powers delegated to it by
the California Constitution, has the authority to enact laws that promote.the public health, safety
and general welfare of its residents;
WHEREAS, the occurrence of loud or unruly gatherings on private property is a threat
to the public health, safety, general welfare, and quiet enjoyment of residential property and
constitutes a public nuisance;
WHEREAS, law enforcement responses to loud and unruly gatherings cause a drain of
law enforcement resources and, in some cases, leave other areas of the City with inadequate law
, ,
enforcement protection;
WHEREAS, responses to loud and unruly gatherings result in a disproportionate
expenditure of public safety resources, which are underwritten by general taxes paid to the City
by its taxpayers and residents;
WHEREAS, persons held responsible for abetting or allowing loud or unruly gatherings
will be more likely to properly supervise or stop such gatherings held on property in their
possession or under their control;
WHEREAS, problems associated with loud or unruly gatherings are difficult to prevent
or deter unless law enforcement has the additional legal authority to impose. civil fines;
WHEREAS, Government Code sections 5306904, 54988, and 38771 et seq. authorize the
City to impose civil fines for violations of City ordinances and recover the costs associated with
abating public nuisances;
WHEREAS, the intent of this chapter is to protect the public health, safety, general
welfare, and quiet enjoyment of residential property rather than to punish;
WHEREAS, persons who actively or passively aid, abet, or allow loud or unruly
gatherings should be held liable for the nuisances created by such gatherings including, without
limitation, the imposition of civil fines; and
WHEREAS, the City has reviewed the effectiveness of its Alcohol Offense/Loud Parties
ordinance during the past five years and finds that changes to the ordinance will make it more
effective.
NOW, THEREFORE, the City Council of the City of Rohnert Park ordains as follows:
?
1326436v5 80078/0012
Ord. No. 822
Page 1 of?
SECTION 1. Chapter 9.48, entitled "Alcohol OffenselLoud Parties," is hereby deleted in its
entirety and replaced with the following:
Sections:
9.48.010
9.48.020
9.48.030
9.48.040
9.48.050
9.48.060
9.48.070
9.48.080
9.48.090
9.48.100
9.48.010
9.48.020
Chapter 9.48.
LOUD AND UNRULY GATHERINGS
Title.
Definitions.
Loud or Unruly Gathering - Public NuisancelPenalty.
Notice of Loud or Unruly Gathering - Posting, mail.
Violation - Civil Fine.
Notice of Violation.
Payment of Fine.
Administrative Hearing, Appeal.
Collection of Delinquent Costs.
Cumulative Remedies.
Title.
The title of this chapter shall be "Loud and Unruly Gatherings."
Definitions.
For the purpose of this chapter, the following definitions shall apply:
A. "Loud or Unruly Gathering" means a gathering of ten or more persons on any
private property for a social occasion or other activity upon which loud or unruly conduct occurs
and results in a public nuisance and/or threat to the public health, safety, general welfare, or quiet
enjoyment of residential property or nearby public property. Loud or unruly conduct includes
without limitation any or all ofthe following:
peace; and
1. excessive noise or traffic;
2. obstruction of public streets by crowds or vehicles;
3. public drunkenness;
4. the service of alcohol to minors;
5. possession and/or consumption of alcohol by minors;
6. assaults, batteries, fights, domestic violence or other disturbances of the
7. vandalism and litter.
?
1326436v580078/0012
Ord. No. 822
Page 2 on
Loud or unruly conduct does not include any activity: (1) protected by Article 1,
Section 4 of the California Constitution; (2) protected by the First or Fourteenth
Amendments to the United States Constitution; or (3) regulated by the California
Alcoholic Beverage Control Act.
B. "Responsible Person" means and includes without limitation: (1) any person(s)
who owns, rents, leases, or otherwise has control of the premises where a Loud or Unruly
Gathering occurs; (2) any person(s) in charge of the premises where a Loud or Unruly Gathering
occurs; (3) any person(s) who organized or sponsored a Loud or Unruly Gathering; and/or
(4) any'person(s) who attends a Loud or Unruly Gathering and engages in loud or unruly
conduct. If the Responsible Person is ajuvenile, then the parent(s) or guardian(s) of that juvenile
shall also be considered a Responsible Person.
c.
"Juvenile" means and includes any person under the age of eighteen years old.
D.
"Minor" means and includes any person under the age of twenty-one years old.
9.48.030
Loud or Unruly Gathering - Public NuisancelPenalty.
It shall be unlawful and constitute a public nuisance for any Responsible Person to
conduct, aid, organize, permit, or host a Loud or Unruly Gathering. A violation of this chapter
shall constitute a misdemeanor unless the citing officer, in his or her discretion, charges the
violation as an infraction. Any person violating any provision of this chapter shall also be
subject toa civil fine in an amount established by resolution of the City Council.
9.48.040
Notice of Loud or Unruly Gathering - Posting, mail.
A. Posting of Premises.. When public safety personnel intervene at a Loud or Unruly
Gathering, the premises on which the Loud or Unruly Gathering occurs shall be posted with a
notice stating (1) that the intervention was necessary as a result of a public nuisance caused by a
Loud or Unruly Gathering, (2) the date of the intervention, and (3) that any subsequent Loud or
Unruly Gathering within 120 days from the date of a prior gathering may result in additional
civil fines for all Responsible Person(s). Such notice shall remain posted for the entire 120 day
period. Any cited Responsible Person who resides on the premises shall be responsible for
ensuring that such notice is not removed or defaced. If the notice is removed or defaced, the
Responsible Person(s) shall be liable for a civil fine in an amount established by resolution of the
City Council in addition to any other fines or penalties that may be imposed under this chapter;
provided, however, that public safety personnel first consult with the Responsible Person(s) as to
the location in which the notice is posted to ensure its security and prominent display. .
B. Mailing of Notice to Property Owner. Notice ofthe Loud or Unruly Gathering
shall be mailed to any property owner, if different from the Responsible Person, at the address
shown on Sonoma County's last equalized property tax assessment roll, or the supplemental roll,
whichever is more current. The notice shall advise the property owner that any subsequent Loud
or Unruly Gathering on the same premises within 120 days of the Loud or Unruly Gathering that
is the subject of the notice may result in additional civil fines as established by this chapter.
?
1326436v580078/0012
Ord. No. 822
Page 3 00
hearing, thatthe person charged with the fine was not responsible for the violation or that there
was no violation as charged.
B. Any aggrieved person may obtain review of the administrative decision by filing
(1) an appeal with the Sonoma County Superior Court in accordance with Government Code
section 53069.4, or (2) a petition for writ of mandate in accordance with Code of Civil Procedure
sections 1094.5 and 1094.6.
9.48.090
Collection of Delinquent Costs.
A. The amount of any civil fine imposed pursuant to this chapter shall be deemed a
debt owed to the City by the Responsible Person and, if that person is a juvenile, by his or her
parent or guardian.
B. At its discretion, the City may pursue any and all legal and equitable remedies to
collect unpaid fines imposed pursuant to this chapter. Pursuit of one remedy does not preclude
the pursuit of any other remedy. It is intended that persons causing, maintaining, and/or
permitting the violation, and not the taxpayers, bear the finaIicial burden of the City's
enforcement efforts. Remedies available to the City to collect unpaid fines and costs include the
, following without limitation:
1. Referring the delinquent account to a collection agency;
2. Authorizing a lien to be recorded on the property; and/or
3. Authorizing a special assessment upon the property.
C. The City shall be entitled to recover all costs related to enforcing any violations of
this chapter that are recoverable under Government Code sections 54988, 38771 et seq., or any
other local, state or federal law. Before invoking any of the procedures described in this section,
the City shall provide notice to the property owner (if different from the Responsible Person)
based on Sonoma County's last equalized property tax assessment roll, or the supplemental roll,
whichever is more current.
D. Any person who fails to pay any fine shall be liable in any proceeding brought by
the City for the costs incurred in securing payment of the unpaid amount, including without
limitation, administrative costs and attorneys' fees. Such ,collection costs shall be in addition to
any penalties, interest, and/or late charges imposed upon the unpaid fine.
9.48.100
Cumulative Remedies.
The remedies provided under this chapter are cumulative, and shall not restrict the City's
ability to pursue any other remedy to which it is entitled under law or equity. Nothing in this
chapter shall be deemed to preclude the imposition of any ,criminal penalty, nor shall anything in
this chapter be deemed to conflict with any penalty or provision under state law, or prohibit any
conduct authorized by the state or federal constitutions.
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1326436v580078/0012
Ord. No. 822
Page 6 of7
SECTION 2. Co mpliance with the California Environmental Quality Act
The City Council finds that this Ordinance is not subject to the California Environmental
Quality Act ("CEQA") because the creation of government funding mechanisms or other
government fiscal activities which do not involve any commitment to any specific project which
may result in a potentially significant physical impact on the environment is not deemed to be a
project under section 15378 of the CEQA Guidelines. Moreover, the adoption of this ordinance
has no potential to result in a physical change to the environment, either directly or indirectly,
and therefore is exempt from CEQA review.
SECTION 3. Severability
If any provision of this Ordinance or the application thereof to any person or
circumstances is for any reason held to be invalid or unconstitutional by a decision of any court
of competent jurisdiction or preempted by state legislation, such decision or legislation shall not
affect the validity of the remaining portions of this Ordinance. The City Council hereby declares
that it would have passed this Ordinance and each and every section, subsection, sentence, clause
or phrase hereof not declared invalid or unconstitutional without regard to any such decision or
preemptive legislation.
SECTION 4. Effective Date and Publication
This ordinance shall be in full force and effect 30 days after its final passage and adoption
and shall be published and posted as required by law.
This ordinance was introduced on the 27th day of July, 2010, and DULY AND REGULARLY
ADOPTED this _ day of ,2010, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
CITY OF ROHNERT PARK
Mayor
ATTEST:
, City Clerk
APPROVED AS TO FORM:
Assistant City Attorney
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1326436v5 8007~/0012
Ord. No. 822
Page 7 of7
ro
Agenda Packet Preparation TlMELINES for Regular City Council Meetings
held on the 2nd & 4th Tuesdays of each month:
· Resolutions (other than standard formats for authorizations and approvals), Ordinances & Agreements to Assistant
City Attorney via email for review and approval as to form DUE no later than NOON Three (3) Mondays prior to
Council meeting date
· Agenda items to City Manager via email for his review and responding ..email authorization", synchronized with
above timeframe of Assistant City Attorney review, and an email copy to the City Clerk for drafting agendas
· Agenda Items with attachments via email and a total of twenty (20) complete hard copy sets with 2 sets single-sided
& 18 sets double-sided/stapled to City Clerk DUE no later than NOON Two (2) Fridays prior to Council meeting
date ' ,
· Agenda Draft review by Mayor, City Manager, Assistant City Attorney, City Clerk no later than Tuesday morning
One (1) week prior to Council meeting date
· Agenda Packets distributed to City Council and Agendas posted/distributed/mailed on Thursday afternoon One (1)
week prior to Council meeting date in compliance with Rohnert Park Municipal Code Section 2.08.020 and related
Resolution No. 2008-173
{This sectionfor City Clerk Use Only}
8/10/10 City Council Agenda
Item No. 6.C(2)
Resolution No. 2010-87
Meeting Date:
Department:
Submitted By:
Submittal Date:
CITY OF ROHNERT PARK
COUNCIL AGENDA ITEM TRANSMITTAL REPORT
August 10, 2010
Development Services
Richard F. Pedroncelli, Senior Engip.eenng Technician
Agenda (Subject Only) Title:
August 5, 2010
Resolution changing a portion of Wilfred Ave. to Golf Course Dr. and
extending Golf Course Dr. underneath the freeway (US-l 0 1)
Requested Council Action: Adopt Resolution
Summary: Development Services staff have reviewed the current Caltrans, Wilfred Interchange project
plans. The review is focused on the east-west roadway that will serve asa cross town connection to and
from US-lOl once the freeway project is complete. The plans show Wilfred Ave. ending its' easterly
terminus at the proposed southbound ramps and Golf Course Dr. ending its westerly terminus at
Commerce Blvd thereby leaving a gap of unnamed street. See exhibits attached. The plans do not
indicate a street name for the portion of new street segment underneath US-l 01, between the southbound
ramps and Commerce Blvd. In the interest of consistency and clarification; staff recommends changing
the street name of Wilfred Ave. to Golf Course Drive, within the present City limits, which is from
Dowdell Ave. easterly to Redwood Dr. Staff also recommends naming the new street underneath US-l 0 1
as Golf Course Dr. Therefore the entire length of street within the present City limits, from Dowdell Ave.
on the west to the easterly end of Golf Course Drive, would be named Golf Course Drive. There are three
(3) properties affected by the proposed street name change, one of which has a residence on it and the
other two are vacant land. All three property owners, including the residence occupant, have been
notified in writing of the proposed street name change and scheduled city council meeting date.
Addressing currently starts at the east end of Wilfred and address numbers increase to the west. Golf
Course Dr. address numbers increase towards the east, therefore Golf Course Drive West should be
considered west of the freeway as to not require changing the numbering system. Rohnert Park
Expressway West uses the suggested approach.
Enclosures: exhibit
CITY ATTORNEY'S REVIEW:
Relevant documents for this agenda item have been reviewed and approved as to form by the City Attorney.
CITY MANAGER'S RECOMMENDATION: ( ) Consent Item
( ) Approval ( ) Public Hearing Requited
( ) Not Recommended ( ) Submitted with Comment
( ) Policy Determination by Council
( ) City Comments:
( ) Regular Item
Per Interim City Manager's review and direction for distribution of this agenda item.
?
(Revised 031309) JH:TG-S:05-b
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RESOLUTION NO. 2010-87
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK
APPROVING STREET NAME CHANGE OF PORTION OF WILFRED AVENUE TO
GOLF COURSE DR.
WHEREAS, Wilfred Avenue and Golf Course Drive are described as east-west
roadways which serve as connections to and from the freeway (US-1OI);
WHEREAS, Wilfred Avenue currently ends its easterly terminus at Redwood Drive;
WHEREAS, Golf Course Drive currently ends its westerly terminus at Commerce
Boulevard;
WHEREAS, Wilfred Avenue and Golf Course Drive are connecting each other as part of
the Caltrans, Wilfred Interchange project via a new east-west street segment constructed
underneath US-lO 1;
WHEREAS, the new street segment is unnamed between Redwood Drive and
Commerce Boulevard;
WHEREAS, that portion of Wilfred Avenue is within the City of Rohnert Park described
as between Dowdell Avenue to Redwood Drive;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Rohnert Park
that it does hereby authorize and approve changing Wilfred Avenue, between Dowdell Avenue
and Redwood Drive to Golf Course Drive West.
NOW, THEREFORE, BE IT FURTHER RESOLVED by the City Council of the City of
Rohnert Park that it does hereby authorize and approve naming the street segment between
Redwood Drive and Commerce Blvd underneath US-1 0 1 as Golf Course Drive.
BE IT FURTHER RESOLVED that the City Manager is hereby authorized and directed
to execute documents pertaining to same for and on behalf of the City of Rohnert Park.
DULY AND REGULARLY ADOPTED this
day of
,20 .
CITY OF ROHNERT PARK
ATTEST:
Mayor
City Clerk
'lli-S:05-d
8/10/10 City Council Agenda
ITEM NO.7.B
RUSSIAN RIVER WATERSHED ASSO<'n,", II\J....
MEETING OF THE BOARD OF DIRECTORS
July 29th, 2010, 9:00 AM
Windsor Town Council Chambers
9291 Old Redwood Highway, Windsor, CA 95492
R. USSI AN ,R.I V E R
WATERSHED ASS.OCIATlON
AGENDA
A. Call to Order and Introductions
B. Approval of the Agenda
C. Approval of Standing Items
. Minutes: May 20, 2010 Board of Directors Meeting
D. Guest Speaker Presentation - Member Agency Project Summaries
. City of Healdsburg - Wastewater Treatment Plant Upgrades (Mike Kim)
. City of Santa Rosa - Urban Water Recycling Project (Jennifer Burke)
· City of Rohnert Park - Phase II Stormwater Inspection (Eydie Tacata)
E. BOD Business
. IRWMP Update
. Review of 2009-201 0 Achievements
. Highlights of 2010-2011 Work Plan
o Outreach to Eligible Entities
o Stormwater Permit Support
o Russian River Friendly Landscape Guidelines
o Creek Week
o Safe Medicines Disposal
· Recent and on-goingRRWA advocacy items
. Update from July 15th RWQCB Meeting
o General Construction Stormwater Permit
o TMDL Development":" Russian River and Laguna de Santa'
Rosa '
· Agenda for August1ih meeting with. RWQCB EO and staff
C. Schedule and agenda items for next RRWA Board meeting
· Currently scheduled date: September 23, 2010
, ,
F. Working Group Activities
A. Working Group Activities
Next meetina: August 10, 2010
G. Items of Interest
H. Public Comment
I. Adjourn
The Russian River Watershed AssQCiation complies with ADA requirements and will attempt to reasonably accommodate individuals
with disabilities upon request.
'"
Please contact Phoebe Grow at (707) 833-2553 with any questions.
FOR ACCESSIBLE . (I
MEETING INFORMATION ... .
CALL: (707) 543-3350
ADD: (707) 543-3031
WATER ADVISORY COMMITTEE
AND
TECHNICAL ADVISORY COMMITTEE
MONDAY: AUGUST 2,2010
Laguna Treatment Plant
4300 Llano Road, Santa Rosa, CA
9:00 a.m. (Estuary I Wetlands Conference Room)
This is a combined WAC and TACmeeting.
Links to supporting information for specific agenda items are included where
possible to save paper.
1. Check In
2. Public Comment
3. Recap from the May 3,.2010 WACffAC Meeting and Approval of Minutes
4. Recap from the July 12, 2010 WAC Meeting and Approval of Minutes
5. Draft SCWA Water Supply Strategy Action Plan Comments
htto :lIwww.scwa.ca.aov/water-suoolv-strateav/
6. UWMP 2010 Status/Long Range Financial Model Update
7. Temporary Urgency Change Order & Water Contractor Statistics
htto :lIwww.scwa.ca.aov/oublic-notices/
8. Meetings with SCWA BOD members
9. Water Supply Coordinating Council
10. Biological Opinion Status Update
11. Items for next agenda
12. Check Out
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C:lOocumenls and Settings~r1\Local SellingslTamporary Intemet FilaslContentoOuUook\3B23B7TDlWAC T AC Agenda 080210 (3)odoc
Calendar of Events
Next Council Meeting August 10, 2010
Saturday. 7/31- 8/11
Student arrives from Hashimoto City, Japan
Takanbou Yabuuchi, Student Ambassador from Hashimoto
Sister Cities Student Exchange Program
8/4 at 4pm City Hall tour (PS)
Thursday. 8/12
Mayors & Council members
6 p.m. 450 West Spain Street, Sonoma 95476
Tuesday. 8/17
Joint EOC Operations Meeting
1:30-4:30 p.m. 500 City Center Drive, 2nd Floor
Tuesday. 8117
Chamber of Commerce Board of Directors meeting (PS)
Saturday. 8/21
RP Public Safety Explorer Post #500
Pancake Breakfast & Open House
8-11:30am 5200 Country Club Dr. $6/adult $4/child
Sunday. 8129
Jewish Community Free Clinic Fundraising event
1-5 p.m.
September 7-10
CAJPA (CA Association of Joint Powers Authorities)
South Lake Tahoe (JC)
Friday. lOll
Dr. Chris Thornberg - CA Outlook 2011
7-9am. Hyatt Vineyard Creek Hotel
ThursdaylFriday 10/7-10/8
2010 Town-Gown Conference UC Riverside 0
Tuesdav.10/19
Library Advisory Board meeting
6:30pm Library
City of Rohnert Park
08/10/10 City Council Agenda
Item No. 9C
?
Judy Hauff
City Clerk
City Hall
City of Rohnert Park+ 130 Avram Avenue+Rohnert Park, California 94928
Phone: (707) S88-222S+FAX: (707) 792-1876+ WEB: www.rpcitv.orl!
ROHNERT PARK CITY COUNCIL
& COMMUNITY DEVELOPMENT COMMISSION
JOINT SPECIAL MEETING
NOTICE AND AGENDA
NOTICE IS HEREBY GIVEN that a JOINT SPECIAL MEETING of the
ROHNERT PARK CITY COUNCIL and the
COMMUNITY DEVELOPMENT COMMISSION of the CITY OF ROHNERT PARK,
will be held on
Tuesday, August 10,2010, at 1:00 p.m.
at the Rohnert Park City Hall - Council Chamber
130 Avram Avenue, Rohnert Park, California
Said special meeting shall be for the purpose of the following:
1:00 p.m.
1. CITY COUNCIL/CDC JOINT SPECIAL MEETING - Call to Order/Roll Call
(Belforte _ Breeze_Callinan _ Mackenzie_Stafford ~
2. PUBLIC COMMENTS
3. CITY COUNCIL/CDC WORKSHOP regard City's Financial Situation and
Providing Long-Term Direction on Improving City's Financial Condition
A. Review of City/CDC Budgets as follows:
1. City's Financial Position (General Fund) at a Glance
a. Fiscal Year 2010-11
b. Preliminary 6- Year Budget Projection
2. Measure E Results
3. Budget Targets to Produce a "Livable" Budget for the Year
4. The City's Cost of Doing Business (2010111 Budget)
5. Long Term Requirements (that may not be possible to address in the short term)
a. Reserves
b. Unfunded Liabilities
c. Longer Term Capital Replacement Needs
6. City General Fund Expenditures by Function (201011 1 Budget) and City's Labor Costs
7. City General Fund Revenues (2009110 Budget)
8. Proposed Additional Revenues
9. Staffing Constraints - Practical Impacts
10. City "Entrepreneurial" Programs - Creative ideas about how to help programs become
more self supporting
11. Identifying True Costs and Expenditures at City Facilities ?
12. Proposed Changes (substantial) in the Budget
13. Requested New Position, Classification, and Pay Adjustments
14. Code Enforcement Officer
15. Layoffs, Attrition, Freezes and Chills
16. Potential Sale of Stadium or Other Property
17. Ideas on How to Further Reduce the Budget, if necessary
18. Budget Cuts and Council Advisory Committees
19. Economic Development Plan
20. Human Resources
21. Labor Relations
22. City Use of Consultants
23. Council Policies
24. Longer-Term City Strategic Plan
25. Condition of City's Special Funds
26. Potential Impact of Sewer Rates on the General Fund Budget
27. CDC Budget
a. Operating Budget (both Redevelopment and Housing)
b. Capital Projects
c. Funding Availability
28. The Need for Focus in the Years Ahead
29. Other Matters as raised in the discussion
B. Conclusions/Council Comments/Direction
4. ADJOURNMENT of City Council Special Meeting
DISABLED ACCOMMODATION: If you have a disability which requires an interpreter or
other person to assist you while attending this City Council meeting, please contact the City
Offices at (707) 588-2225 at least 72 hours prior to the meeting to ensure arrangements for
accommodation by the City. Please make sure the City Manager's office is notified as soon as
possible if you have a visual impairment requiring meeting materials to be produced in another
format (Braille, audio-tape, etc.)
PUBLIC COMMENTS: For public comment on items listed on the agenda or on agenda
items if unable to speak at the scheduled time (limited to three minutes per appearance and a
30 minute total time limit, or allocation of time based on number of speaker cards submitted)
- PLEASE FILL OUT A SPEAKER CARD PRIOR TO SPEAKING -
JH-081010 Agenda-JI Snecial MIl! ofRPCilyCouncil & CDC
Au!!ust 10.2010
...
THE CITY I CDC BUDGETS
Interim City Manager Outline
For Conversation with City Council
THE CITY BUDGET - General Fund
1. City's Financial Position (General Fund) at a Glance
a. Where are we next fiscal year? 2009/10 actual
Expenditures $26,869,692
Revenues 19,486,971
Reduction in deficit in last two years (ATTACHMENT lal)
Note: these figures do not include the sale. of surplus property or transftrs from
reserves or other funds.
2010/11 Budget
$24,759,903
20,876,800
% diff
-8%
7%
b. Preliminary 6-year Budget Projection (ATTACHMENT Ibl)
Updated 6-year Budget Projection to be provided in February 2011
Chart illustrating General Fund Reserve balance (ATTACHMENT Ib2)
Chart illustrating Revenue/Expenditure Gap (ATTACHMENT Ib3)
2. Measure E
If it had failed - Budget Shortfall -
Thankfully it passed - Budget Shortfall
Need to remember - it sunsets in 5 years
At that time City revenues will be reduced by an estimated $3,000,000/year.
$4,000,000
$2,400,000
3. Budget Targets (what do we need to do?) to produce a "livable" budget for the year?
a. Expenditures (reduce by $2,000,000)
b. Revenues (increase by $300,000) [not counting Measure E]
4. The City's cost of doing business (2010/11 Budget) % age
a. Personnel * $22,171,810 78
b. Other Operations Expense 5,331,123 19
c. Capital 236,200 1
d. Debt Repayment 605.770 .2
TOTAL: $ 28,344,903 100
e. Breakdown of Personnel Costs (ATTACHMENT 4e)
* Includes professional contract services for City Attorney and Human Resources Officer
5. Things that must be done for the long-term (which we may not be able to address in the
short-term)?
a. Increase Reserves (see Ib2)
b. Set aside money for Unfunded liabilities (ATTACHMENT 5b)
...
1
6. CHART: City General Fund Expenditures by Function (ATTACHMENT 6a)
CHART: Number of City Employees FYs 2010-2011 (ATTACHMENT 6b)
CHART: Staffing Level over past five years (ATTACHMENT 6e)
CHART: Staffmg level broken out between sworn and non-sworn (ATTACHMENT 6el)
CHART: Cost of Retirement Plans, Retiree Health, FY 2006-2011 (ATTACHENT 6d)
CHART: Total compensation per Employee (ATTACHMENT 6e)
CHART: Average Wage per Employee (ATTACHMENT 6f)
CHART: PERS Annual Pension Cost (ATTACHMENT 6g)
PERS Annual Pension Cost over last five years (graph - A TT ACHMENT 6h)
7. City General Fund Revenues (2009110 Budget) - (ATTACHMENT 7)
8. Proposed Additional Revenues - (ATTACHMENT 8)
9. Staffing constraints - the practical impacts (of what departments are able to do, or not able
to do, or do as rapidly as they or others would like)
a. Administrative Services (SL)
b. Development Services (oJ)
c. Public Works / Community Services (1M)
d. Public Safety (BM)
10. City "Entrepreneurial" Programs
Creative ideas about how to help programs become more self supporting (or even make
money)
a. Senior Discount Book (1M)
b. City Freeway Sign (SL)
c. "Cooperative Agreements" at PAC (SL)
d. Callinan Sports Center (1M)
e. Farmer's Market (1M)
f. Special Events (September bicycle race, as one example) (1M)
11. Identifying our true costs aild expenditures at City facilities - A TT ACHMENTS,
(cost centers and cost accounting approach)
a. Community Center (1M) (ATTACHMENT lIa)
b. Sports Center (1M) (ATTACHMENT lIb)
c. Senior Center (1M) (ATTACHMENT lIe)
d. Performing Arts Center (SL) (ATTACHMENT lId)
e. Pools (1M) (ATTACHMENT lIe)
12. Proposed Changes (substantial) in the Budget
a. Public Safety staffmg (BM) (ATTACHMENT 12a)
b. Other reasons for budget reductions
1) Impact of previous cuts (SL) (ATTACHMENT 12b1)
a. Furloughs
b. Position cuts
...
2
2) Cost control by Departments (ill)
3) Authorized but unfilled or frozen positions (ill) (ATTACHMENT 12b3)
4) Closed or reduced service facilities (1M) (ATTACHMENT12b4)
13. Requested new positions, classification and pay adjustments
Previously agendized and postponed
a. Director of Public Works & Community Services - reclass (1M) (ATTACHMENT 13a)
b. General Services Supervisor - reclass (1M) (ATTACHMENT 13b)
New Proposals
c. Revenue and Utilities Supervisor (Finance) - reclass (SL) (ATTACHMENT 13e)
d. Performing Arts Specialist to PAC Theater Manager - reclass (SL)
e. Deputy Chief building Official to Building Inspector (Code Enforcement Officer)
14. Code Enforcement OffiCer-(ATTACHMENT 14)
a. Need for function (DJ and BM)
b. Alternatives ~ have program/not have program
c. Net effect on General Fund
15. Layoffs, Attrition, Freezes and Chills
a. Layoff --employee is laid off and position is eliminated from budget
b. Attrition -'-an employee retires or resigns and position is not filled
c. Freeze - vacant position authorization is eliminated from budget
d. Chill - when employee leaves, position is not filled unless approved by City Manager,
after all alternatives to rehiring are explored by Department Head
e. The point is to reduce positions when the Cityhas the opportunity to do so (without lay~
offs) in order to reduce costs (attempting to minimize reductions in City services).
f. While "doing the same with less" sounds like good management in.difficult times, it has
to be recognized that this puts additional work load on remaining employees.
g. City Manager Recommendation: For past several months City.has been using attrition,
for balance of budget period, a "chill" is to be used.
16. Potential sale of Stadium or other Property
a. Memo - (ATTACHMENT 16)
17. Ideas for further discussion on how to further reduce the budget, if necessary
a. Designate further staff j.service reductions
b. Council direct analysis oftotal payroll costs and benefits, in particular
1) Costs of retirement programs (CHART) (see 6d)
2) Costs of employee health care, including retiree health ( CHART) (see 6d)
3) Other benefits, not in line with prevailing practices and job marketplace
c. Consider elimination of certain services (what do we do that we don't need to do?)
d. Consider contracting out certain services
e. Any Specific ideas?
...
3
18. Budget Cuts and Council Advisory Committees (ill) (ATTACHMENT 18)
a. Some positions which have previously provided staff assistance to Council Advisory
Committees have been cut.
b. In these reduced staff situations, this staffmg function has been replaced with part-time
hourly help.
c. This leaves the City with three alternatives:
1) Designate staff to do the previously performed functions (downside, positions are
either not there or this reduces their time to work on other tasks).
2) Have the CAC's perform these functions themselves
3) Consider, in this situation, whether all CAC's perform necessary Council advisory
functions.
d. Council discussion
19. Economic Development Plan - (ill) (ATTACHMENT 19)
a. The City has not had an Economic Development program for some years. The 2007
Economic Development Plan, due to when it was done in 2007, has some incorrect
assumptions and projections.
b. The City has been severely impacted by the current recession resulting in the loss of jobs
for our citizens, in the failure of some of our businesses, in higher commercial vacancy
rates, and loss of revenue for the City.
c. Economic Development is one of the significant job duties listed for the Assistant City
Manager, but the position has been vacant for almost three years.
d. The City and region could be on the threshold of a period of economic recovery.
e. It is timely and important that the City be properly positioned with an B.D. Plan, and
that some staff resources be devoted to it.
f. As part of the budget process, a local. resource based, minimum cost, Economic
Development Plan has been developed for the City, with input from the Department
Heads and the City Council, and is recommended for adoption by the City Council.
g. The ED Plan is designed as a. Preliminary Plan, to be further refined as we work with
others in the business community and as we gain further experience with it.
h. . The Plan has very practical purposes, to. increase the number of higher paying jobs in the
City, to assist our businesses attain greater success, to fill existing corumercial space
vacancies, to increase the. potential of our business environment, and to increase revenue
to the City of Rohnert Park.
20. Human Resources (ill)
a. In the opinion of many, the City has suffered because it has not had consistent high-level
Human Resources management for the past several years.
b. Because of this we presently have a backlog of unresolved grievances and personnel
issues, and personnel rules and procedures (and a grievance procedure) needing updating
and legal compliance.
c. The personnel function for a City is essentially "a service agency for a service agency,"
with an organization choosing either control/regulation/compliance or a . customer
relations/assistance/user-friendlyapproach. My belief is that the City needs to move a
bit from the former more towards the latter. The City's technical HR staff is very
competent and has kept their particular function afloat during tough times. Leadership is
...
4
needed to change the service model with the hoped-for result that all managers and
supervisors will ultimately make better decisions, reduce liability, and increase
productivity.
d. Due to the City's financial situation, I am recommending a minimalist approach:
retention of the present contractor, Local Government Services representative Sophia
Selivanoff, as the City's Human Resource Director for two days a week (40% position).
I believe this is necessary for the organization, as Sophia has been helpful and
productive in resolving the many issues placed before her.
e. I also believe the retention of the present status quo is desirable in that it will give the
new City Manager an opportunity to examine the situation, and to later make his
suggestions for retention or change.
f. Lastly, the temporary situation defers the question as to what is the optimum long-term
arrangement for the organization's Human Resources management, whether by part-
time contract or with a full-time Director.
21. Labor Relations (ill)
a. The number one fact of life for cities is that the costs of labor, paying the employees
who provide the services, is overwhelmingly the largest cost of doing business for
municipal government.
b. The City Council recently approved six Memoranda of Understanding with the City's
recognized employee/labor groups
c. The process of negotiation of these contracts took over a year, required numerous
meetings of the City Council to provide guidance to the process,. took an enormous
amount of time of the (previous) Interim City Manager and the Administrative Services
Director, utilized the services of an outside labor relations specialist, and, for our
employees, many potentially productive work hours were lost to this process.
I'll leave it to others to assess what each of the parties "won" or "lost" in the process;
whatever one may think of the outcome, tremendous organizational resources were used
to achieve it. .
d. It is commonly said that the labor relations process has become more difficult over the
years, and this is particularly true in a period of declining resources, w:hen employee
groups seek to retain what they. have gained over the years, and "management" tries
valiantly to control or reduce the costs to the City.
e. As the City goes further into this more difficult future, the City Council will increasingly
have to forthrightly answer the questions of "what do we want?" and "how do we
achieve that?" The days are gone when we can casually wander into the negotiation
room, and listen as the other side demands more and we only respond to their requests.
It will take time and effort and discipline to develop a proactive stance, and a seasoned
professional negotiator who is simpatico with the Council's objectives.
f. My experience indicates that the City Manager should not be a member of the
negotiating process, but should manage the process, which can be done more rationally
and objectively ifhe is not at the bargaining table.
g. If the "cost of labor" is a concern to.the Council, and a balanced budget an ultimate goal,
then the right approach is to be more involved, more prepared, and more proactive in the
. "City's labor relations process.
...
5
h. In the spring of 2009 the City conducted an internal audit service for Rohnert Park, and
concluded: "It is the opinion of Urban Futures, Inc. that all employees, including public
safety, are going to have to share the responsibility of addressing and solving Rohnert
Park's fiscal crisis.
22. City's use of Consultants (ill)
a. I realize that "consultant" has become almost a bad word in these times of severe
financial constraint. Seemingly, the City pays out big money for a consultant, they
come, they go, they leave a report, which mayor may not be acted upon, and, as they
say, leave a report which "gathers dust."
b. While this listing is not intended to be all inclusive, there are at least four areas where
failure to use the highest quality (best qualified and best experienced) consultants would
result in negligence of a high order as millions of dollars are at stake. Two of these .
areas are where there is the greatest remaining potential for cost reduction (labor costs:
benefits analysis and labor relations consultant), and the other two are in the area of the
two greatest unfundedJiabilities: retiree health costs and employee retirement costs.
The era of job reduction and resulting service reductions is largely over if it is the City
Council's intent to keep Rohnert Park as a vital, full-service City, and to avoid the
descent into the "Maywood Model" of doing away with all City employees and
contracting out for a f~w vital services. If the present model of offering vital and
selected services is to be retained, then the City has to be continuously committed to
looking into all comers for cost reductions, and these four identified areas are the
essential core of fundamental financial stewardship on behalf of our citizens.
23. Council Policies
a. How does the City Council want to move towards long-term fiscal health (policy
direction)?
Continue to cut personnel/services?
Maintain staffing/services as much as possible but reduce labor costs?
Increase Reserves
Increase Revenues (What? How?)
Reduce unfunded liabilities
Some combination of above
Other
b. Compensation / benefits policy
Pay options and choices
1) Maintain status quo
2) Study/survey pay (other agencies, other?)
3) ConsiderCity's ability to pay
...
6
Benefits
1) Retain present benefits (with growing associated costs)
2) Attempt to reduce costs of benefits
3) Identify benefits which are out of synch with the market place, or beyond the City's
ability to pay
c. Council fiscal policies
1) Continue present policies (are they explicit, comprehensive?)
2) Develop new policies and study for adoption?
(Urban Futures Recommendation)
24. Longer-term City Strategic Plan
Again, from the Urban Futures Report dated May 6, 2009: "The City Council should
develop a Strategic Plan for the City of Rohnert Park. The Plan will include the Council's
priorities and associatedtimelines... We particularly believe that an adopted Fiscal Policy
is critical.. . The Strategic Plan should also include Council's goals with regards to
expenditure reductions/revenue enhancement measures."
I would agree that the City over the years has largely engaged in incremental decision
making without taking the time and effort to create a vision for its long-term direction.
Such devices as are used in other cities as two-year budgets, four-year Capital improvement
programs, five-year financial projections give a longer-term dimension to decision making.
This is a topic for Council discussion and decision.
25; Condition of City's Special Funds - (not General Fund)
a. Brief description of Water, Sewer Operations (1M) - (A TT ACHMENT 25)
b. Water Fund (OJ)
c. Sewer Fund (DJ) (ATTACHMENT 25t)
d. Requested new positions - SewerlWater (ATTACHMENT 25d)
e. Transportation / Streets (ATTACHMENT 25e)
26. Potential Impact of Sewer Rates on the General Fund Budget
a. Background description (ill) (ATTACHMENT 26A)
27. The CDC Budget
The CDC is really two budgets (CHART)
a. Operating budget (both Redevelopment and housing) (LB) (ATTACHMENT 27a)
b. Capital Projects
c. Public facilities / infrastructure projects housing
1) Proposed Community facilities program (ill) (ATTACHMENT 27el)
2) Request.ofSonoma Mountain Village (LB) (ATACHMENT27C2)
d. CHART - CDC Fund Availability (LB) (ATTACHMENT 27d)
e. Housing Trust Fund Board (ATTACHMENT 27e)
...
7
Issues to consider
1) The remaining funds and the purposes of the funds
2) How some CDC funds can be used to the advantage of the City
28. The need for Focus
City government is a whirlwind of services, policies, fmances, ideas, politics, competing
interests, and personalities. It is easy to get lost in the noise, competition, and distractions.
The City of Rohnert Park is at a crossroads, as our resources decline and tough decisions
have to be made. As tough as the present situation is, it also presents an opportunity to
transcend the trivial and to focus on the basics:
After observing the City, albeit for only a few months, I've formed some ideas on what
these basics are, on what our focus as a City should be. These are set forth with the
realization that others will see the world, and these basics, differently but, what the heck,
here goes:
The Big Five:
a. Focus on our citizens' needs. What do they want and need? Some guesses:
1) A good place to live
2) A nice neighborhood
3) A feeling of safety and security
4) A good job (orjobs)
5) A good education for their children
6) Affordability
7) A place to enjoy and to renew their spirit
b. Focus on getting our City's fmancial house in order
1) Concentrate primarily on high cost areas, and how to reduce these costs
2) Constantly re-examine services, their necessity and desirability, their effectiveness,
and efficiency
3) Constantly examine all expenditures, to reduce costs
4) Constantly look for revenue opportunity
5) Replenish reserves to desired levels
6) Watch (and cure) those unfunded liabilities
7) Sustain and support our City's work force because these employees are the ones who
provide our City services
c. Focus on the City's land and facilities
1) Are these receiving good use?
2) ~e they (some of them) bringing in good revenues?
3) Are they properly maintained?
4) Is money being set aside for future rehabilitation and replacement?
5) If not used or under-utilized, how do we increase use (or consider alternatives)?
6) Count our blessings for our abundant and attractive public areas.
...
8
d. Focus on the City's economy, and what the City can do to make it better
1) Have and pursue an Economic Development Plan.
2) Work with the business community and property owners to upgrade commercial
areas, reduce vacancies and increase attractiveness.
3) Work to increase jobs, particUlarly higher paying jobs, by supporting and working
with Sonoma Mountain Business Cluster (incubator) and by retaining our present
and attracting new businesses.
4) Approve the right kind of quality development that will increase revenues.
e. Focus on the long-term future of our City
1) Adopt Specific Area plans and implement Public Facilities Financing Plan
2) Protect and enhance our neighborhoods.
3) Protect and enhance our City revenue sources, our shopping centers and commercial
and industrial areas west of the freeway.
4) Develop a plan for the area adjacent to the freeway after freeway improvements
completion (for that's how most people form their image of Rohnert Park).
5) Answer the question, what do we want to do or become?
A . City budget is ultimately about how the City uses limited resources to accomplish what it needs
to do on behalf of its citizens and visitors.
Lastly, I would like to thank Sandy Lipitz, and her staff for their outstanding work in putting
together the City budget, the Department Heads and their personnel who assisted them in their
departmental budgets, and Linda Babonis for her work on the CDC budgets. I want to thank the
City Council in advance for your careful deliberation on the ideas expressed above.
Good success to all of us.
H:JD/City.CDC Budgets
...
9
b4
~JDf/O ~
Paul Libeu
33 Fredrick Drive
Robnert Park CA 94928
plibeu@sonic.net
584-8268
August 9, 2010
Honorable Mayor Pam Stafford
City of Robnert Park
City Hall
130 A vram Avenue, Rohnert Park, CA 94928
Dear Mayor Stafford:
RE: Citizens' Sewer Rate Study Group
If a sewer rate study group is formed, I ask that I be appointed to serve on the group,
Both Jobn Dunn and John McArthur have proposed formation of a "citizens advocacy" or
"stakeholder" group to study the need for new sewer rates. I believe such a group is necessary if
the city is to win public support for an increase in rates. I say this as a citizen who attended all
the city council meetings when the effects of Measure L were discussed, heard all the staff
presentations, and read all the material posted on the city's website. I was able to persuade
rnyselfto vote against the measure, but didn't feel I had enough information to persuade others
to do the same. The issues are complex, and it will take a lot of explaining to convince the
citizens of Rohnert Park to support an increase in sewer rates, particularly now when the
economy is so.fragile.
I am the treasurer for Mountain Shadows Square Owners' Association. We are one.ofthe largest
wastewater customers in Rohnert Park. See enclosed. (Whether we make the top ten list
depends on whether the compiler knew to add together our two accounts. Note that we were in
second position after SSU in 2006 but missing altogether from the 2007 list. I have penned in
the missing amount.)
Sewer costs are our largest, single expense. In 2006, 55 percent of all our assessment income
(dues) was used to pay for sewer (see enclosed table and chart). Because of the combined effects
of Measure L and dues increases, sewer dropped to 25 percent in 2009. An increase in sewer
rates could necessitate another increase in dues, an action that will be unpopular in Mountain
Shadows Square, and more than unpopular without ironclad data to support the increase.
Sincerely,
fJod
Paul Libeu
Treasurer, Mountain Shadows Square Owners' Association
...
LU:rl,~ ~~
G~hVfl,J 4{L~
b~J\fiNL )&~
k:fu~v PLOffiI1~
...
F. Top Ten Wastewater Customera
Juno 30. 2006
Amount HIRed
Ita of June 30 2008
$557.398
1750606
145.041
115.502
95.<449
93,074
86.049
84.836
83.534
79870
Rohnert P8t1l 2006I2007 Dlsclosrn Info RIIC/UNt
J
Amount Billed
As of June 30 2007
710 329
224 388
214913
184 850
154 018
139 586
137002
110764
105 536
97 122
Pel'C8ntage of Total
SlI'MII' 8 Revenue
~.e-~
1.8%
1.5%
1.2%
1.0%
0.9%
O.go~
0.9%
0.8%
0.8%
6V "CI..rh< iN s1.v. J. 0 vJS
j ;7 rbl 7qb
<
Percentage of Total
9Hltr S r.m Revenue
5.9%
1.87o/c
1. 79"~
1.3
1.28%
1.16%
1.14%
O.~~
0.88%
0:81%
P8(Jfl6
...
N
Utility Payments\Utility Payments Historical\Prncts of Dues
Mountain Shadows Square Owners' Association
Utility Payments 2003 -2009
Sewer
Water Refuse
Total
Percent
Percent
Percent Percent
Percent
Dues
Year
As Of
Sewer
Dues
Water
Dues Refuse Dues
Dues
Dues
Increase
2009
12/31/2009
$138,704.75
25%
$ 72,658.27
13% $ 45,763.52 8%
47%
$551 448.00
5%
2008
12/31/2008
$ 210,740.70
40%
$ 79,050.79
15% $ 45,234.72 9%
64%
$ 527,472.00
20%
2007
12/31/2007
$ 221,880.65
50%
$ 74,498.09
17% $ 44,502.02 10%
78%
$ 439,560.00
20%
2006
12/31/2006
$ 203,175.00
55%
$ 85,010.00
23% $39,260.00 11%
89%
$ 367,632.00
20%
2005
12/31/2005
$143,406.66
47%
$63,859.00
21% $ 35,036.60 11%
79%
$ 306,360.00
20%
2004
12/31/2004
$ 77,654.60
30%
$ 55,431.19
22% $ 33,126.95 13%
65%
$ 255,744.00
2%
2003
12/31/2003
$ 54,152.91
22%
$62,712.07
25% $27,182.81 11%
58%
$250,416.00
Mountain
Shadows Square Owners' Association
Annual Sewer Costs as Percents of Dues
60%
_
50%
40% ..
30%
20%
10% .
0%
-
_...._.... __ _...
.
2003 2004
2005
2006 2007 2008
2009
N
Utility Payments\Utility Payments Historical\Prncts of Dues
THE OFFICE OF THE INTERIM CITY MANAGER
.<:.:.. ~_... .:,<:.
.. .'
.. .'
.."'- .'
. ,
:,:_-"
City of Rohnert Park. 130 Avram Avenue. Rohnert Park, CA 94928. [707] 588-2226 . Fax: [707] 792-1876
DATE: AUGUST 4, 2010
TO: CITY COUNCIL
FROM: JOHN DUNN
Cc: DEPARTMENT HEADS, CITY MANAGER, EMPLOYEE ASSOCIATION PRESIDENTS, LINDA BABONIS
RE: THE PROPOSED CITY BUDGET
I made the decision shortly after I came here that it would be a disservice to the City Council if I
were to simply place a proposed budget in front of you and say "review, modify as you desire,
and adopt." The City's fiscal situation is too severe for that; Budget numbers alone don't tell
the whole story.
What I'm hoping for, particularly at our August 10th budget workshop is a "good conversation"
about the City's fiscal condition, some of its causeSj and guidance about a future direction for
improving our situation.
There is no instant "cure" for the City's financial situation. Though massive lay-offs and
reduction in services would further alleviate the City's negative fiscal slope, even those would
not provide a total cure. We will win not by a single victory in this war, but by a sustained and
committed and continuing series of battles that bring us closer to victory.
The route chosen by the City staff is a moderate but ground-gaining path. We have' eliminated
over two million dollars from the City's budget. In the ideal this would be accompanied by
growth in our revenues but,except for Measure E revenue (for some of the year), this has not
yet happened. Essentially, revenues remain flat, and several new/increased revenues are
recommended to you.
It is not enough to look at a City's fiscal situation for a one-year period. We have done a six-
year projection which is obviously only as valid as the assumptions subsequently turn out to be
true. What it essentially shows, particularly with the five-year sunset of Measure E, is that the
City's deficit will continue to increase unless the City continues to cut the budget and increase
our revenues over the next several years.
...
This turnip has already been squeezed and the staff is very confident that there is no waste or
fat. Further staff reductions cannot be made without concomitant service reductions.
So how do we turn a dismal situation into a brighter one for the City and its citizens. There's
really only one answer, to look thoroughly at the City's single largest cost of doing business, our
labor costs. The General Fund is that fund which supports almost all of the City's services;
about 78% of the City's General Fund expenditures are employee salary and benefit costs. Of
course, these employees are the ones who provide the City'sessential and desired services.
Most of the General Fund cost savings in this proposed budget has been accomplished by
reducing labor costs, not by layoffs as was necessitated last year, but by attrition and to-a-
lesser-degree leaving authorized positions unfilled.
This year, an even more important task than "approving a budget" is to aim in a direction for
future years which will attack the City's "structural deficit, the tremendous growth differential
over the last five years between the City's revenues and expenditures. That task, if it is to be
done, will probably be done less from the Council dais and more at the negotiation table.
Ultimately we have to realize that Rohnert Park is essentially a residential City, and an excellent
one; it is not as much a producer of income at this present time (property tax, sales tax,
transient occupancy tax) as most of us would desire. Like it is in our family life, it may be less
about what we want and more about what we can afford.
Some salient features of the proposed budget are:
1. As a City, our fiscal situation may look a small fraction brighter this year than it has for the past two years.
.2. I would describe our fiscal situation as "very serious" rather than devastating.
3. That does not mean that we are out of the woods; it means that we must continue to work hard for the
next several years to get us on a sustainable course for the long term.
4. The basic problem that continues isthe"structural deficit," the difference between our expenditures and
our income.
5. We project that we would have to cut expenditures and/or raise revenues by $1,000,000 per year for
each of the next six years in order to get our General Fund Reserves back to the present level of almost
four million dollars.
6. One of the problems on the immediate horizon is the condition of the Sewer Fund which, because of
Measure l approved by the voters in November 2008, is projected to deplete the City's Sewer Fund
reserve in 2011-12, there is no other source to bail out the Sewer Fund except the General Fund, which is
already highly vulnerable.
...
7. In this year's budget we have cut expenses by over $2,000,000 which was helped by the reductions that
have been made over the past two years.
8. At this point we are not recommending any layoffs; our personnel costs have been cut by over $1,000,000
which is largely due to attrition, with most of that taking place in the Public Safety Department.
9. However, if further budget cuts were deemed necessary to further improve the City's financial situation,
then layoffs and service reductions would be necessary as our other budget categories are at rock bottom
- contracts and all forms of supplies, capital improvements, debt repayment, and reserves.
10. The primary reason that things are not worse than they are is that our residents approved Measure E on
June 8th; the City will get about two-thirds of these sales tax proceeds this year, and the full amount of
about $2,800,000 for each of the next four years.
11. This gives us four more years to completely get our financial house in order.
12. In summary, times will remain tough, but because of Measure E, attrition, and hard work on the part of
many, we have a budget with a slowed down rate of decline. With'some recovery in the economy, and
some work on our Economic Development Plan, and our continuing efforts to cut expenses and increase
income, our collective task is "very difficult, with a ray of hope."
'"
Lastly, a budget is much more than a financial document. It is the City's fiscal plan for the
forthcoming year. It is a policy statement as to how the resources of the City (people, money,
and facilities) are to be used for the benefit of the City's citizens. It is a planning document that
sets forth the plan to be executed. It should answer the policy maker and the citizen question,
"what is the City planning to do with our money." What will be the advantage to the City and
its citizens for the money to be spent in this way. The budget is, or should be, a public
statement and a communications document, setting forth the policies, priorities, resources
which will guide and sustain the organization and cause it to achieve its purposeful plan.
Many thanks to many staff members who assisted in the budget preparation and assembly of
the supportive materials for Council discussion. In particular I would like to thank the four
Department Heads, those in the Departments who supported them, Linda Babonis, Sandy Lipitz
for her outstanding work, and Beth Lidster for her patience and assistance to me.
With this preamble, I'm hoping for a good conversation about the realities of our City's fiscal
life.
...
H:JD!proposed city budget cover letter
NOTE: DOES NOT INCLUDE SALE OF SURPLUS ASSETS AND ONE -TIME TRANSFER FROM TRAFFIC SAFETY FUND
a
A
S
�D
3
rF
N
N
REVENUES
Property Tax
Sales Tax
TOT
MVLF
Franchise Fees
Interest /Rents
Charges for Services
Recreation /PAC
Other
TOTAL REVENUES
EXPENDITURES
Salaries & Benefits
Other Operating Expenses
Capital Equipment
Debt Payments .
TOTAL EXPENDITURES
TRANSFERS FROM
OTHERFUNDS
GEN FUND RECHARGES
SHORTFALL
GENERAL FUND - 6 YEAR PROJECTION
FY 2011
FY 2012
FY 2013
FY 2014
FY 2015
FY 2016
2,735,000
2,735,000
2,735,000
2,789,700
2,845,494
2,902,404
7,484,790
8,709,639
8,888,790
9,105,032
9,323,598
7,947,364-
1,600,000
1,632,000
1,664, 640
1,697,933
1,731,891
1,766,529
2,842,000
2,842,000
2,842,000
2,898,840
2,956,817
3,015,953
1,415,000
1,429,150
1,443,442
1,457,876
1,472,455
1,487,179
1,140,995
1,146,700
1,152,433
1,163,958
1,175,597
1,187,353
746,200
761,124
776,346
791,873
807,711
823,865
1,369,400
1,396, 788
1,424,724
1,453,218
1,482,283
1,511,928
1,543,415
1,543,415
1,543,415
1,543,415
1,543,415
1,543,415
20,876,800 22,195,816 22,470,790 22,901,845 23,339,261 22,185,992
21,666,810
21,991,812
22,321,689
22,656,515
22,996,362
23,341,308
5,836,123
5,894,484
5,953,429
6,012,963
6,073,093
6,133,824
236,200
250,000
250,000
250,000
250,000
250,000
605,770
537,154
537,154
455,548
455,548
455,548
28,344,903 28,673,450 29,062,272
2,049,502 1,614,000 1,614,000
29,375,026 29,775,003
1,614,000 1,614,000
30,180,680
1,614,000
3,585,000 3,626,554 3,675,731 3,715,288 3,765,876 3,817,185
(1,833,601) (1,237,080) (1,301,751) (1,143,893) (1,055,867) (2,563,503)
BEGINNING RESERVES (est)
5,039,277
3,703,676
2,977,821
2,202,613
1,600,676
1,102,276
Reserve Transfers
415,000
421,225
427,543
433,957
440,466
447,073
Reserve Transfers
83,000
90,000
,99,000
108,000
117,000
128,000
ENDING RESERVES 3,703,676 2,977,821 - 2,202,613 1,600,676 1,102,276 (886,155)
IV
ASSUMPTIONS
Flat two years, then 2% increase
MBIA estimate
2% increase each year
Flat two years, then 2% increase
1% increase each year
.5% for first two years, then 1% thereafter
2% increase each year
2% increase each year
Flat for all years
1.5% increase each year for medical & PERS
1% increase each year
Flat for five years
Debt payment schedule - no new GF debt
Flat - excludes one -time transfer of
Traffic Safety Fund ($534,400) in 2011
Water /Sewer Retiree Medical Contribution
CDC loan payment
r+
r+
r+
A
7'
M
r+
I—&
Cr
I-A
BLUE - AT 2011 STAFF SIZE AND COMPENSATION
GREEN - REDUCING COSTS AND /OR INCREASING REVENUES BY $1M EACH YEAR-
D
r+
A
fD
rh
N
c-
N
I35,000,000
30,000,000
1 25,000,000
1 20,000,000
1 15,000,000
10,000,000
REVENUE & EXPENDITURES
FY 2003 -2011
2003 2004 2005 2006 2007 2008 2009
T
NOTE: EXPENDITURE INCREASE FROM FY 2005 - 2008 ATTRIBUTABLE TO:
1. INCREASED EMPLOYEE COMPENSATION
2. ENHANCED PERS PLANS
3. NEW HIRES
Expenditures at
2006 Level ($25.1M)
Revenues at
2005 Level ($21.2M)
Revenues below
2003 Level $19.6M)
Revenues
Revenues /with Measure E
Expenditures
2010 2011
n
3
r�
a
w
PERSONNEL COSTS OF THE
CITY OF ROHNERT PARK
FISCAL YEAR 2010 -11
Paid for by Paid for by General Fund*
Special Funds General
(Sewer /Water) Non - Safety Employees Safety Employees
PAYROLL $1,242,032 $6,260,471 ** . $7,359,820
Unallocated
Personnel Costs
N/A
HEALTH $140,709
736,960
732,708
$1,327,000
RETIREMENT $259,981
$1,355,023
$2,961,624
N/A
OTHER BENEFITS $171,695
$357,909
$377,476
$702,819
TOTAL COMPENSATION $1,814,417
$8,710,363
$11,431,628
$2,029,819
General Fund Personnel Costs
General Fund Capital, Supplies, Other
Total General Fund
Personnel Costs as % of General Fund
$ 22,171,810
$ 6,173,093
$28,344,903
78%
*Does not include Sewer, Water, Transporation, Special Funds, nor Community Development
Commission Funds
* *Includes contractual labor costs for legal and human resource services ($505,000)
IV
A
S
M
rF
M
RETIREE MEDICAL
Normal Cost:
Unfunded Cost:
Total Annual Cost:
Pay -as- you -go 2011
Balance Unfunded:
$1,441,000
2,792,000
$4,233,000
(1,518,000)
$2,715,000
UNFUNDED LIABILITIES
NOTE: City should be setting aside an additional $2.7 to $2.8M each year for 30 years to fully fund retiree medical
INFRASTRUCTURE AND EQUIPMENT
Infrastructure
Equipment
Total
Annual
Depreciation
(In millions)
3.1
0.7
3.8
NOTE: City should be setting aside $3.8- million each year to fund replacement of infrastructure and equipment
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Attachment 6a
GENERAL FUND EXPENDITURES BY FUNCTION
2010-11 PROPOSED BUDGET
NET OF
CATEGORY AMOUNT PERCENT RECHARGE PERCENT
General Government $ 1,792,976 6.4% $ 1,203,492 4.8%
City Council 90,818 0.3% 68,114 0.3%
City Manager 770,162 2.7% 385,081 1.5%
City Attorney 425,000 1.5% 420,750 1.7%
City Hall Building 506,996 1.8% 329,547 1.3%
Support Services $ 4,027,748 14.3% $ 2,072,894 8.3%
Finance 1,147,900 4.1% 344,370 1.4%
IT 557,384 2.0% 362,300 1.5%
Human Resource 345,500 1.2% 259,125 1.0%
Insurance/Other 1,976,964 7.0% 1,107,100 4.4%
Retiree Medical $ 1,518,128 5.4% 1,518,128 6.1%
Development Services $ 1,104,429 3.9% 662,657 2.7%
Public Safety* $ 15,510,000 55.0% $ 15,510,000 62.1%
Personnel* 13,292,156 47.1% 13,292,156 53.2%
Police Operations 1,269,100 4.5% 1,269,100 5.1%
Fire Operations 198,700 0.7% 198,700 0.8%
Animal Shelter 500,444 1.8% 500,444 2.0%
Buildings 249,600 0.9% 249,600 1.0%
Public Works/Parks
$ 2,226,786
7.9%
2,004,107
8.0%
Recreation
$ 1,617,411
5.7%
1,617,411
6.5%
Performing Arts Center
$ 396,513
1.4%
396,513
1.6%
Total Expenditures
$28,193,991
100%
$ 24,985,203
100%
*These costs, while the largest elements of the City's budget, are
substantially lower than two years ago - $18,935,577 (18%)
...
. Attachment6b
AUTHORIZED POSITIONS IN 2010-11 BUDGET
Regular * Changes from
Part-time Full-time previous year
CITY MANAGER
. City Manager 3
. City Clerk 2
. CDC/RedevelopmentfHousing* * 1 -1
. Human Resources 1.25 1
CITY AlTORNEY Contract
ADMINISTRATIVE SERVICES
. Accounting .75 5 -1.25
. Utility Billing 4
. Data Processing 2
. Performing Arts Center 2 -2
DEVELOPMENT SERVICES
. Engineering 5 -1
. Planning 3
. Building 3
PUBLIC WORKS/COMMUNITY SERVICES
. Public Works 14 -2
. Water/Sewer Maintenance** 21 ***3
. Recreation 2
. PUBLIC SAFETY
. Police Patrol/Fire Safety .75 80 -8
. Animal Shelter 2
TOTAL 2.75 150 -11.25
- * Part-time employee with benefits
** Not General Fund: Sewer Fund, Water Fund, CDC
***Recommended for implementation only after water and sewer rates are increased
H::JD Budget attachment 6b
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1. 2010 HAD TWO VACANCIES (ASSISTANT CITY MANAGER AND DISPATCHER)
2. 2011 INCLUDES THREE NEW POSITIONS IN WATER /SEWER ONLY WHEN WATER /SEWER RATES ARE INCREASED
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COST OF PENSION & RETIREE HEALTH
FISCAL YEARS 2006 -2011
6,000,000
5,487,434
5,000,000 - /777777
74,459
4,316,647
4,000,000 -
3,507,174
3,000,000 1 PERS
RETIREE HEALTH
2,000,000
1,518,128
09
1,000,000 6;903
03
2006 2007 2008 2009 2010 2011
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PERS ANNUAL PENSION COST
FISCAL YEAR 2010 -11
MISCELLANEOUS PLAN
SAFETY PLAN
TOTAL ANNUAL PENSION COST
PERCENT OF
PERCENT OF
PERSABLE PAY
PERSABLE PAY
Normal Cost: $ 1,069,754
11.7%
Normal Cost: $ 1,351,704
15.7%
Normal Cost: $ 2,421,458
Unfunded Cost: 529,151
5.8%
Unfunded Cost: 1,586,455
18.4%
Unfunded Cost: 2,115,606
Total Annual Cost: $ 1,598,905
17.5%
Total Annual Cost: $ 2,938,159
34.1%
Total Annual Cost: $ 4,537,064
NOTE: THE ANNUAL UNFUNDED COST OF $2,115,606 IS INCLUDED IN THE PERS RATE.
THE UNFUNDED COST IS ATTRIBUTABLE TO PERS LOSSES IN THE MARKET, AS WELL AS THE COST OF THE ENHANCED PLANS.
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City of Rohnert Park
General Fund Revenues - Simplified
Revenues above $200,000 (the Big Nineteen)
(from pages 13-15)
Budget 2009/10
Attachment .7
Revenue
Top General Fund Revenues:
1. Sales and Use Tax
2. Property Tax in lieu ofVLF (State) (Triple Flip)
3. Property taxes
4. Transient Occupancy Tax
5. Reimbursement from Water Operation
6. Sale of Land/Buildings (from $10,600,000 in 2008/09)
(from $1,600,000 in 2009/10)
7. Reimbursement from Sewer Operation
8. Investment Earnings
9. Reimbursement from CDC - Projects
10. Reimbursement from CDC-Housing
II. Refuse (franchise fee)
12. Cable TV (franchisefee)
13. Performing Arts Center
14. Sports Center
15. PG&E (franchise fee)
16. Reimbursement from Refuse Enterprise Fund
17. CDC Land Leases
18. Leasing: Main Station Cell Towers
19. Public Safety Augmentation Fund (State)
% of General Fund
$ 5,663,321
2,841,000
2,828,500
1,650,000
1,395,600
1,253,000
26.0%
13.0%
13.0%
7.6%
6.4%
5.7%
930,400
750,000
734,000
576,000
570,000
480,000
439,500
396,000
360,000
300,000
241,000
200,000
200,000
4.3%
3.4%
3.3%
2.6%
2.6%
2.2%
2.1%
1.8%
1.7%.
1.4%
1.1%
0.9%
0.9%
Total Revenues:
$ 21.808.321
Out of total General Fund Revenues of $19,486,771
These revenue sources as % of General Fund Revenue
(note: different from $19,486,771)
100.0%
...
H:JD/General Fund Revenue - Simplified
IV
ROHNERT PARK
Historical Sales Tax Per Capita by Benchmark Year
2001Q1 2002Q2 2003Q1 2004Q1 2005Q1
$136 $131 $139 $152 $159
2006Q1
$164
2007Q1 2008Q1
$165 $156
2009Q1
$142
2010Q1
$127
General Retail Food Products ■ Transportation Construction 100 Business To Business a Miscellaneous
MUNISERIVCES
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Attachment 8
CITY OF ROHNERT PARK
IDEAS FOR INCREASING REVENUE
PREFATORY COMMENTS
The "Big Three" of Rohnert Park Municipal Revenues are Sales Tax, Property Tax, and Transient
Occupancy Tax. It is generally considered best, and usually easier, to increase existing major
revenue sources rather than to initiate new ones.
This would argue that it is highly desirable to have a collaborative working relationship with our
business community, and to develop and pursue a well thought out Economic Development Plan,
particularly as that would coincide with a recovering economy.
Cities, pre-1978, used to have the property tax as a primary source of revenue. That source, under
Proposition 13, has been commandeered by the State. Today the environment for cities to raise
revenues is severely restricted, property taxes by Proposition 13 and ensuing State legislation,
Proposition 4 controlling the process for enacting/increasing fees and charges for services, and
proposition 218 requiring that new or increased taxes be subject to voter approval.
Nevertheless, when a City has a severe financial situation, no stone should be left unturned, and all
potential revenue sources should be examined even if some, upon further reflection, might be
deemed inappropriate.
Persons preparing and reviewing City budgets often tend to focus on expenditures and to give
lesser attention to revenues.
The starting point for any discussion is that our City's finances and revenue are inadequate in
relationship to our present program of City services and personnel-related costs. The cause of the
present situation is at least three-fold:
1. As strongly pointed out by the Urban Futures study, the City has a large "structural deficit."
This simply means that the City is chronically (year after year) living beyond our means, with
expenditures exceeding income. As families know, this can go on for a while, but can't go
on indefinitely; the piper must ultimately be paid. Otherwise the City is facing some form of
municipal bankruptcy, with presently-unknown but obviously severe consequences.
2. This situation is greatly abetted and intensified by "the worst recession since the great
depression" which didn't stop the upward movement of expenses, but resulted in a
dramatic drop in revenues, further increasing the revenue/expenses imbalance.
?
BUSINESS LICENSE TAX:
Last review/updated in 1992. The City's Business License Tax is based on number of employees,
unlike most other Cities' ordinances where fees are based on gross revenue. Changing these fees is
a big job and often controversial. Re-examination of this fee should be with the involvement and
assistance of the business community.
Process necessary for Adoption: meet Proposition 218 requirements (voter approved)
Annual Revenue Potential:
Staff Recommendation: Recommend Council authorize proceeding. The next step would. be for
the staff to draw up a process for proceeding. Use of a specialized consultant is usually advisable in
meeting with business representatives and in devising a fair tax. Since voter approval is required;
we would probably have to go through a process similar to Measure E. No current estimate of
revenue, but could be substantial.
REFUSE FRANCHISE FEE:
Newly adopted agreement allows City 1% increase.
Process necessary for Adoption:
Annual Financial Potential: $60,000
Staff Recommendation: Council has taken action which would allow for a 1% increase in rates,
which will be before the Council for adoption at the time that Refuse Rates are adjusted. The R3
Firm would perform study at no cost to the City. City would have to follow Prop 218 public hearing
and protest process procedures.
REFUSE CONTRACT ADMINISTRATION:
Newly adopted agreement allows City 1% increase.
Process necessary for Adoption:
Annual Financial Potential: $60,000
Staff Recommendation: Council has taken action which would allow for a 1% increase in rates,
which will be before the Council for adoption at the time that Refuse Rates are adjusted. The R3
Firm would perform study at no cost to the City. City would have to follow Prop 218 public hearing
and protest process procedures.
ADMISSION FEE:
The City has a cluster of visitor attractive facilities which could provide a broad basis for this' fee.
These facilities and the customers attracted to them do place extra strain on the City's
infrastructure and services. Facilities for such activities as paintball, go carts, miniature golf,
bowling alleys, roller skating, motion picture theatres, Performing Arts Center, etc. could collect a
moderate charge - Admission fee - for the City, which in the collective, would assist the City in its
public safety, streets and park maintenance, and recreation programs.
Process nec;essary for Adoption:
Annual Financial Potential:
?
Staff Recommendation: Council should authorize proceeding on analysis. What is being proposed
is a very moderate fee (perhaps in the $ .10 to $ .25 per admission ticket) or it could be an
.equivalent percentage similar to the way sales tax is handled. Similar to the proposal for the
Business License Tax, this would require working closely with the businesses involved and would
probably require approval by our voters.
FINES AND FORFITURES:
Stronger parking and code enforcement could result in improvement of conditions in the City's
neighborhoods. The goal would be to make these programs as self-supporting as possible. Other
California cities have seen the necessity to adopt these fees.
Process necessary for Adoption: Council action to authorize the Director of Public Safety to analyze
the adequacy or deficiency of the present fine structure, and bring back to the City Council a
recommended fee structure. These fees should have a demonstrated relationship with the City's
cost of enforcement.
Annual Financial Potential:
STREET CUT FEES:
Other cities have done this based on their experience. that these street cuts reduce the life of the
street surface and increase the City's future costs for street rehabilitation and replacement.
Process necessary for Adoption: Council should authorize the Director of Public Works to
investigate what other California Cities have done in this respect and the true long-term costs of
thee street cuts in relation to subsequently required rehabilitation/replacement efforts. These
results would then be prepared in recommendation for Council review and action.
Annual Financial Potential: Little increase in immediate revenue; the new fees recognize the
reduction in street life, and help to finance the necessary future street repairs and replacement.
2. Mil!ht be further considered:
CELL TELEPHONE TOWER LEASES:
Cell telephone/communications companies pay private-property-owners relatively high amounts
. for sites for cell telephone towers. The City as the property owner, could also obtain greater design
control. Longer-term ground leases are the preferred way to go. Sale of land gives you today's land
prices, with the City forever giving up the property; with a long-term ground lease, the City retains
the property and adjusts the lease amounts every few years to reflect the then prevailing market
rates. While the City is already doing this, we should seek opportunities to expand this activity,
assuming the companies meet the City's established standards.
?
3. Further adding to the above, the State continues in the greatest fiscal crisis it has known,
and, in big-fish-eat-the-Iittle-fish fashion, it has turned on the cities to help them deal with
their fiscal shortfall producing State takeaways which further intensify the City's problems.
To summarize, we have no collective choice but to look carefully at revenue possibilities; the
alternatives are to either cut personnel and services to our citizens, or to push the City further into
an even-more-dire financial situation.
Sources of additional City revenues that should be considered are listed in three categories.
1. Ideas for further Dursuit at this time:
PLANNING FEES:
This matter is currently before the City Council for review and action. This may have presently
limited revenue potential but with economic recovery, the upside potential could be considerable.
The greater these fees cover the cost of providing these services, the less the General Fund is asked
to subsidize this deficit. Specific Plans all have reimbursement agreements whereby they pay the
City's actual cost.
Process necessary for Adoption: meet Proposition 4 requirements (Done)
Annual Revenue Potential:
Staff Recommendation: Council has taken action on this matter.
BUILDING FEES:
Last adjusted in 2001. Same comment as above.
Process necessary for Adoption: meet Proposition 4 requirements (analysis)
Annual Revenue Potential:
Staff Recommendation: Council should authorize proceeding. Need to complete cost of service
study, currently in progress, estimate complete by the 4th quarter of this calendar year. For these
fees, usually, full cost recovery is sought. Currently subsidized by General Fund. Could be a
revenue increase of $75,000.
PLAYING FIELD USE FEES:
Last reviewed in ~ it's timely for review.
Process necessary for Adoption: meet Proposition 4 requirements (analysis)
Annual Revenue Potential:
Staff Recommendation: Recommend Council authorize proceeding. Fees are currently too low.
Department Head is currently preparing analysis for presentation to the Commission after which
time it would be presented to the City Council. There is no estimated revenue increase at present.
?
SALE OF STADIUM LANDS:
Sale of this land by the City to the CDC would give the City sale proceeds to invest and to use the
interest for General Fund purposes. In a worst-case-scenario the City may have no alternative. This
would also use CDC funds which would not be available for other community benefit purposes. The
City-contracted Urban Futures study warned against the repeated sale of City property to offset
growth in operational expenditures. With a sale of this City-owned land, the City loses the property
and its future revenue potential. This topic is more thoroughly discussed in a separate analysis.
CREATE CITY-WIDE OR DISTRICT LANDSCAPING AND/OR STREET LIGHTING SPECIAL ASSESSMENT
DISTRICTS:
Though much easier said than done, other cities have done this with the result that benefiting
property own~rs pay, freeing up the City's General Fund for other purposes.
3. Ideas not recommended for further Dursuit at this time:
RECREATION FEES:
Just recently updated in April: no further action presently contemplated.
TRANSIENT OCCUPANCY TAX:
The City is presently at the highest prevailing rate of 12%, with an additional 2% going to the
Sonoma County TOurism Bureau. Of the City's seven hotels/motels, perhaps only three of them are
well positioned for better economic times. No further action proposed at this time.
State Law Impact: Conform to Proposition 218 (voter approved)
Annual Financial Potential: (through growth in revenue of existing units)
GOLF COURSES:
Explore ideas to increase revenue from the two City-owned golf courses, probably a difficult thing
to do in this environment. Because of the time involved in this review process, it should be pursued
separately from the budget process.
UTILITY USERS FEE:
This has been previously proposed and rejected by the voters of the community, and was not
favored in the most recent poll.
FEES OR TAXES ON MARIJUANA DISPENSARIES:
This was recently proposed (and decided against) in Sebastopol. There is an initiative on the State's
November ballot which, if approved, would legalize marijuana. The Initiative, as I understand it,
doesn't speak to State taxation. While this idea drew mixed reaction from the staff briefly
discussing it, all ideas are being placed on the table for thought.
I'm certain that the above listing is not exhaustive, but it should stimulate some thinking as we
move towards a recommended budget.
'.,.
Community Center
2008-09 2009-10
ACTUAL PROJECTED
REVENUES
Activities
Classes (staffed) 42,000 $32,000
Contract Classes 18,000 75,000
Special Events 37,025 25,000
misc 7,810 10,000
Rentals
Facility 88,979 75,000
TOTAL REVENUES $193,814 $217,000
EXPENSES
Labor 167,000 115,000
Utilities 50,500 45,000
Contracted Services
Classes/Programs 13,487 20,000
Professional/Construction 15,000 15,000
Janitorial 25,000 25,000
Marketing/Publication 4,300 10,000
Communication 3,500 3,500
Supplies
Administrative/Office 10,000 8,500
Equipment 3,450 4,000
Repair Parts 22,000 22,000
Maintenance Supplies 23,000 20,000
Fleet
Fuel 2,000 1,100
Vehicle Maintenance 6,000 4,500
Capital Outlay
TOTAL EXPENSES $ 345,237 $ 293,600
RESULTING GAIN (LOSS) (151,423) (76,600)
2010-11
BUDGET
40,000
135,000
25,000
10,000
140,000
$350,000
121,000
45,000
97,000
10,000
25,000
10,000
1,700
5,500
4,000
24,000
20,000
750
1,500
10,000
$ 375,450
(25,450)
Attachment lla
DIFFERENCE
FROM %
PROJECTED DIFFERENCE
8,000
60,000
25.0%
80.0%
65,000
86.7%
$133,000
38.0%
6,000 5.2%
* 77,000 385.0%
(5,000) -33.3%
(1,800) -51.4 %
(3,000) -35.3%
2,000 9.1%
1,500
33.3%
$ 76,700
26.1%
* Shift expense from REC ADMINISTRA TlON to COMMUNNITY CENTER
?
Sports Center
2008-09 2009-10
ACTUAL Projected
REVENUES
Memberships 277,664 370,000
Activities
Contract Classes 52,184 52,000
Adult Sports 34,025 12,000
Open Gym 21,555 20,000
Child Care 1,336 1,750
Misc 7,810 7,000
Rentals
Equipment 420 400
Facility 11,340 7,000
Sales
Resident Cards 5,109 4,000
Pro Shop 4,300 2,000
TOTAL REVENUES $415,743 $476,150
EXPENSES
Labor 269,500 255,000
Utilities 48,125 45,000
Contracted Services
Sports Classes 13,487 11,000
Professional/Construction 41,200 42,000
Janitorial 14,500 15,000
Marketing/Publication 4,300 5,300
Equipment Lease 7,360 8,000
Communication 1,332 2,500
Supplies
Administrative/Office 1,500 1,500
Sports Exercise Equipment 3,450 4,000
Tools/Equipment/Parts 47,500 40,000
Maintenance Supplies 4,800 5,000
Pro Shop 3,163 2,000
Fleet
Fuel 500
Vehicle Maintenance 1,500
Capital Outlay $ 30,915 18,000
TOTAL EXPENSES $ 491,132 $456,300
RESULTING GAIN (LOSS) from operatio (75,389) 19,850
Transfer to SC Capital Reserves 19,850
2010-11
Budaet
390,000
58,000
20,000
21,000
2,500
8,000
500
8,000
5,000
2,000
$515,000
265,000
37,000
11,000
44,000
15,000
8,000
8,000
2,500
4,000
4,000
40,000
5,000
2,000
350
600
$ 446,450
68,550
68,550
DIFFERENCE
FROM
PROJECTED
Attachment llb
%
DIFFERENCE
20,000 5.4%
6,000 11.5%
8,000 66.7%
1,000 5.0%
750 11.5%
1,000 66.7%
5.0%
100 42.9%
1,000 14.3%
1,000 25.0%
$38,850 7.5%
10,000
(8,000)
2,000
2,700
2,500
(150)
(900)
(18,00~)
3.9%
-17.8%
4.8%
50.9%
166.7%
-30.0%
-60.0%
-100.0%
$ (9,850) -2.2%
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2010-2011 CaDital Project EXDenditure Plan SC Reserve Fund Summary (S'
Project Cost (S)
Treadmills
purchase/lea 25,000
Beginning Balanc
88,400
Ventilation
Improvement 15,000
Total 2010-
11 Projects
58,000
Exterior Paint 8,000
Ending Balance
30,400
Misc. Equipmen'10,OOO
I otal 2U1 U-
11 Projects
158,000
?
Senior Center
2010-11
BUDGET
6,000
11,000
5,000
2,500
2,100
8,000
25,000
3,000
$62.600
80,000
17,000
500
5,000
200
1,500
2,000
150
4,200
3,500
1,000
500
$ 115 550
(52,950\
Senior Center Capital Reserve (101-0037) : S119,000
Attachment llc
DIFFERENCE
FROM %
Budget DIFFERENCE
2,500 71.4%
3,000 37.5%
1,200 31.6%
700 38.9%
0.0%
2,200 37.9%
3,000 13.6%
$12,600 20.1%
3,000 3.9%
(1,OOO)
(700) -58.3%
(2,800)
0.0%
500 33.3%
50 50.0%
(300) -6.7%
(500) -12.5%
$ (1,750) -1.5%
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CITY OF ROHNERT PARK
FISCAL YEAR 2011 BUDGET
PERFORMING ARTS CENTER
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2008 -09
2009 -10
2010 -11
COMPARISON
PERCENT
ACTUAL
ACTUAL
BUDGET
TO FY 2010
VARIANCE
REVENUES:
Admissions
$177,829
$131,696
$1,500
($130,196)
-98.9%
Fundraising
66,420
505
0
(505)
- 100.0%
Facility Rentals
112,081
101,820
157,000
55,180
54.2%
Concessions
14,751
20,266
8,500
(11,766)
-58.1%
Sign Income
116,403
116,936
125,000
8,064
6.9%
Interest Earned
36,137
18,352
15,000
(3,352)
- 18.3%
Miscellaneous
27,908
15,660
17,000
1,340
8.6%
TOTAL REVENUES
$551,529
$405,235
$324,000
($81,235)
-20.0%
EXPENDITURES:
Salaries -FT Employees
$256,034
$173,661
$124,976
($48,685)
- 28.0%
Part Time Labor
99,724
79,849
61,200
(18,649)
-23.4%
Employee Benefits
117,916
136,305
63,347
(72,958)
-53.5%
Public Works Recharge
6,030
2,167
4,840
2,673
123.4%
Sub -total employee services
$479,704
$391,982
$254,363
($137,619)
-35.1%
Supplies & other expenditures:
Box Office Supplies
$1,765
$1,120
$1,500
$380
33.9%
Office Supplies
1,094
1,515
1,000
(515)
-34.0%
Bank Charges
5,626
5,595
1,500
(4,095)
-73.2%
Postage
7,425
7,505
1,000
(6,505)
-86.7%
Spec Dept Supplies
2,930.
1,908
2,200
292
15.3%
Heat/Light/Power
53,540
39,350
42,100
2,750
7.0%
Telephone
2,892
2,077
2,400
323
15.6%
Advertising /Publications
60,468
46,638
0
(46,638)
- 100.0%
Vehicle Gas & Oil
550
410
500
90
22.0%
Concessions
8,072
8,328
6,800
(1,528)
-18.3%
Facility R & M /Routine
29,659
23,019
22,000
(1,019)
-4.4%
Facility R & M /Non - Routine
440
2,369
1,000
(1,369)
- 57.8%
Vehicle R & M
55
57
100
43
75.4%
Spec Dept Equip R & M
15,564
10,851
10,500
(351)
-3.2%
Contractual Services
81,320
40,465
43,750
3,285
8.1%
Equipment Leases
3,645
1,962
2,000
38
1.9%
Travel & Meetings
83
61
- 0
(61)
- 100.0%
Programming
85,442
59,065
3,300
(55,765)
-94.4%
Promotions /FOH
853
491
500
9
1.8%
Sub -total supplies & other exp.
$36-1,423
$252,786
$142,150
($110,636)
- 43.8%
ti Capital Equipment
$0
$11,756
$0
($11,756)
- 100.0%
TOTAL EXPENDITURES
$841,127
$656,524
$396,513
($260,011)
- 39.6%
CITY SUBSIDY
($289,598)
($251,289)
($72,513)
$178,776
- 71.1%
r+
r+
r+
A
M
rt
F-�
I-�
C.
Honeybee Pool
2008-09 2009-10
ACTUAL PROJECTED
REVENUES
Admissions 39,000 32,000
Lessons 36,000 25,000
Rentals 2,700 5,900
Concessions 6,000 5,000
Swim Team 19,900 15,000
TOTAL REVENUES $103,600 $82,900
EXPENSES
Labor 140,000 142,000
Utilities 48,500 45,000
Concessions 5,900 5,800
Communication 300 300
Supplies
General Maintenance 12,000 10,000
Chemicals 3,000 3,000
Tools/Equipment/Parts 60,000 27,000
Capital Outlay
TOTAL EXPENSES $ 269,700 $ 233,100
RESULTING GAIN (LOSS) (166,100) (150,200)
2010-11
BUDGET
38,000
40,000
2,100
6,000
20,000
$106,100
135,000
40,000
6,000
500
8,000
3,500
5,000
5,000
$ 203,000
(96,900'
Attachment lle
DIFFERENCE
FROM %
PROJECTED DIFFERENCE
6,000 18.8%
15,000 60.0%
(3,800) -64.4 %
1,000 20.0%
5,000
$23,200 21.9%
(7,000) -4.9%
(5,000) -11.1%
200 3.4%
200 66.7%
(2,000) -20.0%
500 16.7%
(22,000) -81.5%
5,000
$ (30,100) -12.9%
'?
Benecia Pool
2008-09 2009-10
ACTUAL PROJECTED
REVENUES
Admissions 15,500 12,000
Lessons 3,500 3,500
Rentals 3,180 2,900
Concessions 5,700 4,500
TOTAL REVENUES $27,880 $22,900
EXPENSES
Labor 83,000 79,000
Utilities 17,500 18,000
Concessions 3,700 4,000
Communication 100 100
Supplies
General Maintenance 11,000 10,000
Chemicals 1,000 1,500
Tools/Equipment/Parts 17,000 20,000
Capital Outlay 15,350
TOTAL EXPENSES $ 133,300 $ 147,950
RESULTING GAIN (LOSS) (105,420) (125,050)
2010-11
BUDGET
15,000
16,000
2,500
5,000
$38,500
50,000
18,000
4,000
100
12,000
1,500
16,500
50,000
$ 152,100
{113,600'
Attachment lle
DIFFERENCE
FROM %
PROJECTED DIFFERENCE
3,000 25.0%
12,500 357.1%
(400) -13.8%
500 11.1%
$15,600 40.5%
(29,000)
2,000
*
(3,500)
34,650
$
4,150
* New Roof
-36.7%
20.0%
-17.5%
225.7%
2.8%
?
Attachment 12a
.....-~, "';""
~wc-r< J, p~ ~
,,:>, .~'" "?'
/-...." I".,;,>'..~"."''''" ,,"-
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--'-:~<~:~"- /.,~~
CITY OF ROHNERT PARK
DEPARTMENT OF PUBLIC SAFETY
POLICE AND FIRE SERVICES
Brian Masterson. Director
DATE:
July 20, 2010
TO:
Gabe Gonzalez, Cjty Manager
John Dunn, Interjm Cjty Manager
FROM:
Brjan Masterson, Director of Public Safety
SUBJECT: SALARY SAVINGS FOR 2010-2011 FROM PUBLIC SAFETY
In the last fiscal year, 2009-2010 the Department of Public Safety lost the followjng officers to other
agencies through attrjtjon:
. Officer Chrjs Medina
. Officer Jon Kempf
. Officer Ben Fernandez
Fjscal year 2009-2010 also saw the retirement of Sergeant Wulff Rejnhold. To reduce our expenses
jn Publjc Safety, we djsbanded our Specjal Enforcement Unit (SEU) and transferred Sergeant Justice
to backfill the positjon jn patrol that was prevjously held by Sergeant Rejnhold. I do not plan at thjs
tjme to promote another sergeant and we will work down one sergeant position.
We also transferred detective Pat Fahy to the Computer Forensic Task Force and they will rejmburse
up to $80,000 of hjs salary while assjgned to thjs unit.
The loss of these three officers jn Publjc Safety and the retjrement of Sergeant Rejnhold reduced our
salaries and employee benefjts by approxjmately $555,000 wjth new revenue of $80,000.
In the new fjscal year, 2010-2011 we have lost Officer Jared Malec through attrition, We also have
jnformatjon that we will be losjng four more officers by the mjddleof September. When these four
officers leave for employment wjth other agencjes along wjth the resignatjon of Jared Malec, we will
have reduced our salary and employee benefits by approxjmately $625,000.in the current fiscal year.
Reductjon jn 2009-2010 budget through attrjtion and retjrement: $555,000
Reductjon jn 2010-2011 budget through attritjon: $625.000
Total Reduction in Salary & Benefits
$1,180,000
?
500 CITY CENTER DRIVE - ROHNERT PARK, CALIFORNIA - 94928-2118
Phone: (707) 584-2600 fax: (707) 584-2683
MEASURES ALREADYTAKEN
TO SAVE MONEY as of 4/27/2010
• SIGNIFICANT REDUCTION IN COMMUNITY
SERVICE PROVIDERS
— 34 POSITIONS ELIMINATED
— 18% REDUCTION IN WORKFORCE
— INCLUDES EIGHT (8) OFFICERS &FIREFIGHTERS
— ANNUAL SAVINGS OF $2.7 MILLION
N
n
f+
A
S
N
N
C'
I"
VOLUNTARY STAFF CONCESSIONS
• SALARIES
- REDUCTION IN PAY OF 3.85% TO 9%
- ANNUAL SAVINGS OF APPROXIMATELY $870,000 OR
AVERAGE OF $5,500 PER EMPLOYEE
• BENEFITS
- 20% CONTRIBUTION TO HEALTH PLAN
• ANNUAL SAVINGS $310,000
• REDUCTION IN RETIREE MEDICAL BENEFIT
- PLAN CHANGES SAVED THE CITY $7.7M IN FUTURE
LIABILITY
N
2010 -11 BUDGET COST SAVING
SERVICE REDUCTION MEASURES
• REDUCE OPERATIONAL EXPENSES
• REASSIGN OFFICER TO COMPUTER TASK
• PERFORM STREET LIGHT MAINTENANCE IN-
HOUSE
• CLOSE A & L POOLS AND TEMPORARILY CLOSE
M POOL
N
2010 -11 BUDGET COST SAVING
SERVICE REDUCTION MEASURES
• ELIMINATE MORNING LAP SWIM AT H POOL
• TURN OFF COURT LIGHTING
• DECOMISSION SPAS AT SPORTS CENTER
• CLOSE PARK BATHROOMS AND REPLACE WITH
PORT -O- POTTIES
• REDUCE STAFF THROUGH ATTRITION
IV
Attachment 12b3
Positions
Authorized (funded) - currentlv vacant:
1 Assistant City Manager
1 Dispatcher
New Positions Proposed
1 Dispatch Supervisor (upgrade from Supervisor)
1 Maintenance Workers (Sewer and Water Funds)*
1 Instrumentation Technician (Sewer and Water)*
*These positions are to be filled only if there is an increase in the Sewer Fund and Water Fund
H:JD!Positions
?
Attachment 12b4
Facility Changes
FY 09/10
Facility Action Status
A-Pool decommissioned demolished
l-Pool decommissioned demolished
M-Pool closed future action pending further consideration
S C Spas closed future action pending further consideration
Park Restrooms closed pending
Community Center
Annex, STE B
re-designed fountain area
leased to OADS
open for public use - rental
occupancy in process
Corp. Yard
re-establish warehouse
pending further consideration
?
Attachment 13a
CITY OF ROHNERT PARK
OFFICE OF THE CITY CLERK
NOTICE OF COUNCIL/CDC/RPFA ACTION
M..', ee. ,.tingFoUo.w-upNotice
, . . . '.
,
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[p~i:iif~~ili:'_..---.~~"l ~ministration _,....._____.
/lIneetll1'g(Date:1I [ C' d
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IC9Yfl,clltP[)~/RP~ ,,5.ouncil _____..__ [iiemt~ _~.!!'~~~<:n_.-..._-.__,._. [Ttemjj:..I,~~~.~_~~~_~._..._...,
~teIJlTj~I~: ",I Approving a Job Description and Salary Range for Public Works and Community
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l[dfu~1ii~r.D,._,;..Xl Item pulled by Interim City Manager Schwarz for consideration during FY 2010-11
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..~.Y.~~E~.T.. Fl!::~_ Bud9~,,~.!:!~c!l.!.Y...!lar ~.Q_1 0.2011,..__,..........._,.._.........,.._......._....__..
Council Agenda Chron
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IAnt)i.t~i,Rfj..nirt~,
TERRI GRIFFIN, DEPUTY CITY CLERK
for JUDY HAUFF, CITY CLERK
It~C~lV~"
4p/? .2 u
Cl7y Of: 9 2010
IiUI1/1 I?O/-JIV~ '
"rv I?J::o t::1?,.
.....SOU P-4f?1(
'l?Cl2s
?
Agenda Packet Preparation TIMELlNES for Regular City Council Meetings {This see/ion for City Clerk Use Only}
held on the 2nd & 4'11 Tuesdays of each month:
· Resolutions (other than standard fomlats for authorizations and approvals), Ordinances &
Agreements to Assistant City Attorney via email for review and approval as to fonn DUE no
later than NOON Three (3) Mondays prior to Council meeting date 4/27/10 City Council Agenda
· Agenda items to City Manager via email for his review and responding ..email authorization",
synchronized with above timeframe of Assistant City Attorney review, and an email copy to ITEM NO. 7.C
the City Clerk for drafting agendas
· Agenda Items with attachments via email and a total oftwelllY (20) complete hard copy sets
wi,th 2 sets single-sided & 18 sets double-sided/stapled to City Clerk DUE 110 later than RESOLUTION NO. 2010-38
NOON Two (2) Fridays prior to Council meeting date
· Agenda Draft review by Mayor, City Manager, Assistant City Attorney, City Clerk no later
than TueSday morning One (1) week prior to Council meeting date
· Agenda Packets distributed to City Council and 'Agendas posted/distributed/mailed on
Thursday afternoon One (1) week prior to Council meeting date in compliance with
Rohnerl Park Municioal Code Section 2.08.020 and related Resolution No. 2008-173
CITY OF ROHNERT })ARK
COUNCIL' AGENDA ITE~ TRANSMITI'AL REPORT
Meeting Date:
. April 23, 2010
Department: ,
Administration'
Submitted By:
Dan Schwarz. Interim City Manager
Submittal Date:
April 27, 2010
Agenda Title:
Approving Job Description and Salary Range fOi'DirectorofPublic
Works and Community Services
Requested Council Actioll: Approve attached resolution.
Summary: In FY09-10, the Recreation Services Division was combined with the Public Works
Department to create the. Department of Public Works and Community Services. John McArthur, the
Utilities/General Service Manager was given the interim assignment of director of the new department.
, The FY09- I 0 Included funding for this interim assignment. 'The new departmental strllcture has been
quite helpful in capturing'efficiencies in operations - particuJa'r in the management and maintenance of
parks. It is anticipated that the combined department will be part of the FY I 0-11 budget. Staff
recommends permanent status for the Director of Public Works aod Community Selvices position. The
attached resolution and job description fonnalizes the position. The proposed salary range is the 'same
, range for the""Directors of Administrative Services and Development Services. Alignment to this salary
range will result in an increase of $4,07 I for FY10-11 as compared to tlie interim allocation in the FY09-
10 budget. The General Fund bears 35% of the cost of this position, meaning the General Fund impact
for FYlO-JI fOl'thisaction is $1,425. '
Enclosures: Resolution
CITY ATTORNEY'S'REVIEW:
Relevant documents for this agenda item have been reviewed and approved as to fonn by the City Attorney.
CITY MANAGER'S RECOMMENDATION: (X) Consent Item
(X) Approval ( ) Public Headng Required
( ) Not Recommended ( ) Submitted with Comment
( ) Policy Determinatiun by Council
( ) City Comments:
( ) Regular Time
Per Interim City Manager'STeview and direction for distribution ofthis agenda item.
?
RESOLUTION NO. 2010 -38
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK
APPROVING A JOB DESCRIPTION & SALARY RANGE FOR
PUBLIC WORKS AND COMMUNITY SERVlCES DIRECTOR AND AUTHORIZING
APPOINTMENT TO THE POSITION
WHEREAS, over the last six months, management oversight of the Public Works and Recreation
Departments has been consolidated under one management position, the Utiliti~s/GeIleral Selvices
Director, in an effort to realize cost-savings and improve efficiencies;
WHEREAS, this time period has proven sufficient for the City Ma~ilger (Personnel Officer) to
detennine this arrangement has been providing positive results;
WHEREAS, staff has developed a new job description for Public<;Works, & Community Services
Director that appropriately describes this consolidation and recoml1'iends the position be placed at the
same 'salary range level as Director of Development Selvices for. intemal equity purposes as follows:
Position
Public Works & Community Selvices Director
, Ralll!e
100M
Monthlv Salarv
$9,350-$11,364
WHEREAS, the City Manager (Personnel Officer) re(:ommends that the incumbent management
employee be reclassified and appointed to this position and that the Utilities/General Services Director
position be retained in the salary s~~edule should this position be required in the future.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Rohnert Park
approves the job description and salaIY nmgefor Public Works & Community Services Director,
authorizes the City Manager to direct staff to reclassify the incumbent management employee to the new
position and retain the Utilities/General Selvices Director position in the salary schedule as
recommended.
DULY AND REGULARLY ADOPTED by the City Council of the City of Rohnert Park this
271h day of Ap,ril, 2010.
CITY OF ROHNERT PARK
Mayor
ATTEST:
City Clerk
?
City of Rohnert Park
PUBLIC WORKS AND COMMUNITY SERVICES DIRECTOR
DEFINITION .
Plans, directs, coordinates, establishes, participates in, organizes, and oversees all
programs and activities of the Public Works and Community Services Department.
Provides and aids the City Manager in formulating and administering organization
policies, providing professional assistance to City management staff on Public Works
and Community Services matters. Provides support to the City Manager and City
Council in all assigned areas; coordinates activities with other departments and outside
agencies; performs other work as required.
DISTINGUISHING CHARACTERISTICS
The Public Works and Community Services Director oversees, directs" and
participates in all activiites of the Public Works and Community Services Department,
including short and long-term planning, development and administration of
departmental policies, procedures, and services. ,This class provides assistance,
collaborates with, and acts as a liaison to the City Manager in a variety of administrative
and analytical capacities. The Public Works and Community Services Director is
expected to be knowledgeable regarding applicable laws, codes, and standards
regUlating department activities. '
SUPERVISION RECEIVED/EXERCISED
Policy direction is provided by the City Council ,and administrative direction is provided
by the City Manager. The Public Works and COfTlmunity Services Director provides
direct and indirect supervision of technical and professional staff and provides
administrative oversight of all department functions.
ESSENTIAL JOB DUTIES
· Plans, organizes, supervises, arid coordinates all department activities
· Develops, reviews, updates, and implements various mandates, programs, a,nd
other City policies .
· Reviews and comments on specific plans, environmental impact reports, water
supply assessments, development proposals., development agreements, and
preliminary plans
· Prepares. and administers departmental operating budget, including revenue
, generation. and expenditures controls
· Provides recommendations to the City Manager and City Council regarding
public works, utilities, and recreation activities
· Prepares and reviews agenda items, resolutions, and ordinances
· Represents .the Department and the City and serves as liaison to committees,
boards, commissions, and other governmental agencies .
?
City of Rohnert Park
Public Works and Communitl Services Director
Page 2of4
· Researches, analyzes, recommends policy approaches, and communicates with
legislative staff regarding legislation
· Formulates, implements, and evaluates department operating policies and
procedures
· Oversees and prepares a variety of reports and studies
· Plans, directs, monitors, and evaluates recreation services operations, facilities,
programs, objectives, service levels, community needs, and revenue generation
· Coordinates recreation function~ and programs with the activities of. other City
departments
· Meets with individuals and community organizations concerning the Public
Works and Community Services functions.
· Responds to inquiries and complaints regarding departmental functions
· Selects, supervises, trains, and evaluates staff
· Serves as a Disaster Service Worker during emergencies and is part of the
management team for the Em~rgency Operations Center
· May represent the City in legal proceedings, settlement negotiations, arbitrations,
m~diations, arid depositions
QUALlFICA TIONS
EducationlT rainino/Experience:
Sufficient education, training, and experience in Public Works and Community Services
activities to direct, manage, and perform required duties ,in an efficient and cost-
effective manner. A typical way of obtaining the required qualifications is:
· Possession of a Bachelor's Degree from an accredited college or university in
Public or Business Administration, Recreation Management, Civil Engineering, or
a closely-related field.
· Five years' experience related to utility administration and/or recre~tion
administration, including at least two years in a management or supervisory
capacity
· A Master's Degree in Public Administration, Business Administration, Recreation
Management, or a closely related field is highly desirable, but not required. '
License/Certificate:
· Possession of a Class C California driver's license by date of appointment
City of Rohnert Park
Public Works and Community Services Director
?
Page 3 of4
KnowledQe of:
· Comprehensive knowledge of administrative principles and practices, including
goal-setting, program development, implementation and evaluation
· Methods of preparing designs, plans, specifications, estimates, and acquiring
funding for the development of public works facilities and bUilding construction
· Thorough knowledge of methods, equipment, materials, and safe work practices
involved in public works, streets, street drainage, and water facilities
· Types and level of maintenance and repair functions generally performed in
pUblic works and water system operations and maintenance
· Recreational, park, and facility needs of the local community
· Techniques for planning and organizing varied recreational activities
· Philosophy, principles, and techniques of providing comprehensive public
recreation programs
· Development and maintenance of community recreation facilities
· Considerable knowledge of utility systems and procedures
· Occupational hazards and standard safety precautions
· Principles of personnel selection, personnel management, supervision, training,
and public administration
· Design and legal, requirements of water and wastewater systems
· Principles of public financing, contracting, administration, and budgeting
· Local, ,state, and federal laws and re-gulations impacting public infrastructure
· TeChniques for effectively representing the City in contracts with govenlmental
agencies, community groups, and professional, educational, regulatory, and
legislative organizations
Skill to:
· Effectively use spreadsheets and word processing software applications
· Prepare and organize comprehensive and concise technical reports and
documents
Abilitv to:
· Plan, organize, direct, coordinate, perform and evaluate the Public Works and
Community Services functions of the City
· Provide supervision and training to assigned staff
· Formulate, evaluate, and make recommendations on policies and procedures
affecting the services and functions of the department
· Administer and track contracts and projects
· Provide clear, concise, and professionally sound consultation to the City Council,
City Manager, and other interested parties on Public Works and Community
Services issues
City of Rohnert Park
Public Works and Community Services Director
?
Page 4 of4
· Prepare and administer grant applications and programs
· Conduct effective negotiations
· Evaluate alternatives and make sound recommendations
· Make effective public presentations
· Communicate professionally and effectively orally and in writing
· Establish and maintain cooperative working relationships
· Learn, utilize, and apply new technology
· Meet deadlines and legal requirements
WorkinQ Conditions:
Position requires prolonged sitting, standing, walking, reaching, twisting, turning,
kneeling, bending, squatting, and stooping in the performance of daily activities. It
requires grasping, repetitive hand movement, and fine coordination in preparing and
reviewing construction plans, statistical reports and data, and using a computer key
board. Additionally, the position requires near, far, and color vision in reading reports,
reviewing plans <;ind blueprints, and using the computer. Hearing and speaking are
required in communicating with individuals and groups. When visiting construction sites,
the incumb~nt may be required to walk on uneven and slippery surfaces, be exposed to
all weather conditions, dust and pollen, noise, and mechanical hazards such as
construction equipment. The incumbent typically works in an office environment, subject
to interruptions and work deadlines.
J
j
!
!
FlSA:
Employee Unit:
Approv~d By:
Date Approved:
Exempt '
Management Unit
City Council
"April 26, 2010
?
City of Rohnert Park
General Services Supervisor
Page 2 of 4 Pages
· Prepares and revjews reports and memoranda to staff and regulatory agencjes
on operatjonal events and compliance wjth permits, licenses, and other qualjty
control parameters.
· Determjnes and recommends equjpment, materjals, staffing, and safety needs,
devices, and/or equipment for assigned operatio majntenance, and
jmprovement projects.
. Inspects and evaluates work jn progress and upon,
hours calls for emergency servjce.
. Interprets, jmplements, and enforces
Memorandums of Understandjng, City ad
and procedures.
. Reads and interprets maps, djagra '. '
work orders. ,;.:' ". ,
. Troubleshoots and djagnoses problems, a"
effectjve solutjons. ,
. Assists with the coordjnatjon ';1'-
Parks and Recreatjon.
. Understands and ensures adhe ,'.
gujdelines relatjng to general seN:'
. May be assigne, ork as a
&.".
emergency or " " .
,
.;'\'~~.~.\'. '. ::;:.\\
proVf$;.lons
.tf~trati"e and
..-. \~
ermits, licenses,
rtmental policjes
~ -;~"),
eprjnt~1 schematics,'\~mo,tfacts, and
.ff~t" ~~f:fP:
":'~~~a'~'a implement$' efficjent and
equjvalent to that of a
License/Certifica
The fOllowjng licenses and certificates are requjred by the date of appojntment:
. Class C California drjver's license
The fOllowjng certjficatjon is desjrable:
· Grade 2 Water Djstributjon Operator Certjficate jssued by the State of Caljfornja
Department of Public Health
'?
City of Rohnert Park
General Services Supervisor
Page 3 of 4 Pages
KnowledGe of:
. Methods, equjpment, materjals, and safe work practjces involved in the
operatjon, majntenance, repajr, and jmprovement of General Servjces actjvities.
. Generally-accepted practjces associated with streets, bujldjngs, parks,
playground construction, maintenance and repair ^f~~~::c,
. Applicable federal, state, and local laws, regulatjo'1i'pari'th:.policjes governjng
parks, streets, buildings, pools, and fleet actjvjtjes '
. Methods of estjmatjng tjme, costs, resources!,<" ,jpment necessary to
"'" . d rk ,.~'" '-. "
pellorm asslgne wo 00, "~. .%~~'"
. Safe and efficient work practices, principkJ'j}%i.qVd\, procedtf"~l:,..of occupatjonal
safety and hygjene jn keepjng wjth OSH , .<" d CitY standards '-::,r:'~" , ..
. Principles and practices of effective s-"'~: sion, iqpludjng trajni :}formance
evaluatjon, and djscipline <P' 4r~i:'\
. Customer servjee and response technjques' f,otocbl
. Operate the approprjate too quipment '
Department and General Servjcel~' "
· Implement jnnovatjve technjques i\re~,~:,,;:
problems '&,:" ",-.::,':'
~,
~~~,"
, 0 . ~Jy and in writjng
pe rking relationshjps
m ' d exhjbjt proactjve decisjon makjng skills
essjn' . ems
,organize, p . e, a ~. n, djrect, review and oversee the work of others
. Prj " organize,. ';':' ordinate, and follow up on projects within established
tjmeli" " ,
. Prepare ~ . ain!i1rl records and reports wjth the use of computer programs
. Communjc" ?Iy and concjsely, both orally and jn wrjtjng, jn English
. Exercise sou. udgment in response to operatjonal problems
..i(;.,.
. Use jnjtiative'i'-and jndependent judgment within established gujdelines
. Learn and utilize new technology
,',in the Public Works
Skill to:
t....::-"""
tianjcal and electrical
'I"
:::~.
.
.
.
"
WorkinG Conditions:
Positjon requires sittjng, standjng, walking on level and slippery surfaces, reaching,
twjstjng, turnjng, kneeljng, bendjng, stoopjng, squatting, crouching, graspjng and
makjng repetjtjve hand movement jn the performance of daily dutjes. The use of a
sense of smell and hearjng js neededjn detectjng toxic gas and equipment problems.
,?
City of Rohnert Park
General Services Supervisor
Page 4 of 4 Pages
The posjtion also requjres both near and far vjsjon when jnspectjng work, readjng
reports' and meters, conducting laboratory analysjs, and overseejng personnel. The
need to lift, carry, and push tools, equipment, and supplies wejghjng 25 pounds or more
js also requjred. Addjtjonally, the jncumbent jn thjs outdoor posjtjon works jn all weather
condjtions includjng rajn, heat and cold. Dutjes require sufficj~nt mobility to work in a
typical office setting and use standard office equjpment, in. :~:;lnb.\a computer, visjon
sufficjent to read prjnted materials and a VDT screen, hea. . and speech sufficient to
communicate jn person and over the telephone. In addjti; '"bents require strength
and stamina to walk for extended periods of time in va terr~ -', d the ability to work
outdoors in a variety of weather and topograp . ";';"..\~(>n , jtjons :;'." exposure to the
elements. Incumbents are exposed to traffic no' , nCf"auditory w. devices such
as back up bells on equipment. Must be,. . ,"g to Y.fork weeken" '. \.'..2!!,pays and
overtime as needed. May also be require< ',ork rtaltts, other un't("'al shjfts jn
emergency conditions, and may be required to se <, Jll%sfhdby rotatjornS'"
,.-. ~ '.>;-
FLSA Status:
Employee Unit:
Approved By:
Date Approved:
. pt\\/ iY wf
~ ,Ioyees' Int~p'ational Union (SEIU)
. "\~;\$r:f
,~!!:p:.:1-'
?
Attachment 13b
City of Rohnert Park
GENERAL SERVICES SUPERVISOR
DEFINITION
Supervises the operation, majntenance, and repajr actjvitjes of the City's parks, streets,
public pools, and internal service functjons of buildjng and fleet majntenance. Under
general direction, plans, organizes, coordinates, directs and supervises staff jn activjties
related to the Public Works General Services Divisjon; pe . ':UT1s other dutjes as
assigned. , " "."~<c,'
-'~' "
DISTINGUISHING CHARACTERISTICS /,;J.!{l" "\'
~':.':-:'
The General Services Supervisor is a supervjsory cl ,. -,-, 'n the 's Public Works and
Community Servjces Department. The General".~.i,:;;_, Supe _
engaged in the operatjon, majntenance and r~.gjlr of the Cjty's p " . streets, publjc
pools, City buildjngs and fleet. This cia' distinSlJished from',' upervjsjng
Maintenance Worker by requiring greater i . \,"udgnftg~, autonomy, .', 'discretion
relevant to the plannjng, organizjng, and reviewl "!::'@lQhed majntenance activitjes
and personnel. This class reports to the Djrecto blic Works and Communjty
Services and works cooperatjvely WI .ther Cjty depa ts jn servjng the Cjty.
request ,~
ponds to cjtj uestl ""servjce requests and complaints,
, supervjse ains,., valuates and djscipljnes assigned staff.
· Ins -,and perfi s constructjon and maintenance tasks related to parks,
streets '. s, buil ' s, and fleet.
. Collects, '. nj::, and analyzes data, jnjtjates and approves project
expend jtu re authorjze payment of departmental invojces and expendjtures
· Supervjses tl}';;' operation, maintenance, repajr, and replacement of the facilitjes
and equjpment employed jn the City's General Servjces Divisjon.
· Assjsts in administerjng and plannjng the annual operatjons and capital budgets.
· Analyzes department performance, and trends, performs a varjety of operatjonal
tests and calculations, and adjusts operating equjpment and methods to ensure
compliance wjth local, State and Federal requirements.
· Schedules and conducts training and safety meetjngs for assjgned personnel.
and
and
SUPERVISION RECEIVED/EXERCIS
Supervjsory responsibilitjes entail dai
maintenance personnel, der the dir
Community Services. ~'
\-:."-:.
\$.'''<~'
mple; p~,~ron assjgnments may vary)
ESSENTIAL DU1;1
(These duties are a re
?
Attachment 13c
CITY OF ROHNERT PARK
.
~
City of Rohnert Park, 130 Avram Avenue. Rohnert Park, CA 94928. [707] 588-2226 , Fax: [707] 792-1876
DATE: AUGUST 4, 2010
TO: GABE GONZALEZ, CITY MANAGER
CC: JOHN DUNN, ASSISTANT CITY MANAGER
FROM: SANDY L1PITZ, DIRECTOR OF ADMINISTRATIVE SERVICES
SUBJECT: REORGANIZATION OF THE FINANCE DEPARTMENT
In 2008, the Interim City Manager, Dan Schwarz, began a review of the Utility Billing
Supervisor position, as the position had expanded with additional responsibilities and scope as
a result of the increasing complexities and issues related to water and sewer. A salary survey
was done to compare the duties with comparable cities; however, the review and
reclassification were never finalized. The salary survey clearly indicated that a revised job
description and increased pay were warranted.
At the end of June, 2010, the Utility Billing Supervisor resigned to accept a promotional
position with the Town of Windsor. The position is currently being filled by the Accounting
Services Supervisor in an acting capacity through a reorganization of the Finance Department.
The primary function of the Accounting Services Supervisor is payroll. The Accounting
Specialist-Accounts Payable employee was assigned the payroll function in an acting capacity.
The accounts payable function is being filled by a temporary person from an outside
employment agency,
The vacancy has created an opportunity in the Finance Department to reorganize the
front counter supervision from two supervisors to one supervisor, removing the supervisory
task from the payroll function. This reorganization will accomplish the following:
1, Improve communication between counter staff and promote a team effort,
2. Provide for cross-training on all Accounting Specialist's desks,
3. Provide for smooth reassignment of work to fill absences.
4. Allow payroll position to focus only on payroll.
5. Provide fully, cross-trained, back-up person for payroll.
6. Expand scope and responsibilities of Utility Billing Supervisor position to assist
with tasks currently being performed by Accounting Manager and Director of Administrative
Services, as follows:
a. Oversight of all revenue operations, including development of policies and procedures
and internal controls.
b. Assist in preparation of rate analyses and financial studies.
c, Review fees and make recommendations of new fees.
?
1
d. Assist with preparation of staff reports, resolutions and public hearing notices and make
oral presentations to City Council or outside groups,
e. Attend Water Conservation regional meetings and implement conservation measures,
f. Assist with development of public information material on water and sewer,
The Human Resource Department has reviewed the proposed position and conducted a
salary survey. Based on the analysis, the proposed position title is Utility Billing and Revenue
Supervisor, with a salary range of 87X ($5,669 - $6,890). The new job description is attached to
the memo, as well as the job description for the Payroll Specialist, the current organization
chart and the proposed organization chart.
Upon approval of the new position, the existing Accounting Services Supervisor (80-CF)
position will be removed and replaced with the Payroll Specialist Position (76-CF), the former
position of the Accounting Services Supervisor, The monthly top step of the Utility Billing
Supervisor is $5,952; the monthly top step of the Accounting Services Supervisor is $5,955 and
the monthly top step of the Payroll is $5,271. The cost of the reorganization for the combined
positions is $12,161/month at step E. This equates to an additional cost of $254 per month, or
$3,048 annually at Step E. For fiscal year 2010-11, the monthly cost would be $10,589, as
neither position would be at Step E (The Payroll position is budgeted at Step A and the Utility
Billing and Revenue Supervisor position is budgeted at Step C). Thus, the reorganization
would provide for an initial salary savings of $1,318 per month of $15,816 for fiscal year 2010-
11.
While I strongly recommend the reorganization of the Finance Department, it is essential
that at minimum, the existing vacancy of the Utility Billing Supervisor be filled as soon as
possible as the duties cannot be absorbed by existing Finance staff. This position is a key
position in the City as the position is responsible for all financial aspects of the utility operation,
including the bi-monthly billing and collections, customer account analyses, customer service,
meter operations, water conservation program, utility policies and regulations, assistance with
rate studies and public hearing notices, production of public information literature and
supervision of utility staff.
I respectfully request that the reorganization of the Finance Department be approved.
?
2
N
CURRENT ORGANIZATION CHART
Director of
Administrative
Performing
Arts
Finance
Information
Systems
And Business ('
Licensing
Cash Receipts
Accounts Payable L'
Utility Billing Purchasing
Supervisor Agent
Utility Billing/
Account Analysis/
Customer Service
Meter Operations/
Vater Conservation/
Rate Studies/
Financial Analysis/
Policies/Regulations
Accounting
Manager
N
PROPOSED ORGANIZATION CHART
Director -of
Administrative
Performing
Arts
Finance
Utility Billing
and Revenue`
Supervisor
Information
Systems
Part -Time Purchasing
Accountant I I Payroll Specialist I I Agent
Utility and
Revenue
Functions
And Business I
Licensing
Cash Receipts
Accounts Payable
City of Rohnert Park
UTILITY BilliNG AND REVENUE SUPERVISOR
DEFINITION
Under djrection, plans, organizes, directs and partjcipates jn actjvjtjes related to utility
billing and revenue collection; oversees all aspects of bjlling, payment collection, cash
balancing and customer relatjons; coordjnates activities wjth other Cjty departments and
the public; supervjses the work of assigned department clerical and technjcal staff,
includjng accounts payable; performs other related dutjes as required.
DISTINGUISHING CHARACTERISTICS
The Utility Billing & Revenue Supervisor js responsible for efficiently overseeing the
City's utility bjlling operatjons, revenue collection and accounts payable actjvjties. The
incumbent must organjze, delegate and coordjnate work to meet the needs of
customers and the Cjty's revenue collectjon goals. When dealing wjth delinquent
payers, the Utility Billing and Revenue Supervisor has djscretjon to determjne a
course of action varyjng from negotjating a deferred payment plan to shutting off the
customer's water. Thjs posjtjon has the overall responsjbility for preparing utility bills,
resolvjng utility billing problems, and supervjsjng the various billing functjons in additjon
to overseejng busjness and anjmal license, permjts, other fee collectjon activjties and
accounts payable.
SUPERVISION RECEIVED/EXERCISED
Under djrectjon of the Director of Administratjve Services. The positjon provides direct
supervjsion of staff performing utility billjng functjons, accounts payable and business
and anjmallicenses, and coordjnates the assjgnments and work of Public Works sta.ff
performing meter readjng/technician activjtjes.
ESSENTIAL JOB DUTIES
(These dutjes are a representative sample; posjtjon assignments may vary)
· Plans, organizes, djrects and partjcjpates in the activjtjes related to utility bjlling,
payment/revenue collections, and customer relatjons
· Manages metered water accounts, includjng makjng necessary changes to
specialized software database
· Reviews and approves adjustments to customer accounts
· Negotjates payments agreements and makes adjustments to accounts in non-
routine cases
· Majntajns and updates automated utility bjlling system and uses system to
prepare utility bills, billing registers and reports
· Prepares rate analyses and financial studies for utility funds; recommends
changes jn Cjty fees and charges
· Revjews and provides jnformatjon to City offjcials regarding water use
?
City of Rohnert Park
Utility Billing & Revenue Supervisor
Page 2 of 5 Pages
· Supervjses and particjpates jn the processjng of applicatjons and payments for
water, sewer and trash services from the public
· Calculates and accepts pro-rated fees and deposjts
· Posts and balances deposjts, payments and adjustments to proper accounts
· Analyzes djstribution reports to ensure correct postjng to the General Ledger
· Assjsts with reconciliation of utility billjng system to the General Ledger
· Interprets error messages and corrects errors; responds to customer questjons
and complajnts
· Researches and solves problems and makes necessary adjustments
· Majntains the electronjc fund transfer (ACH) functions and records
· Coordjnates meter readjng functions and analyzes meter reading input
· Coordjnates and delegates meter reading' servjce requests, repajrs,
replacements, and audits; evaluates unpajd accounts
· Contacts delinquent customers to negotjate and majntain payment plans
· Produces month-end reports and balances to jnputs to automated financial
system
· Plans, coordinates and supervises the collection of various fees and taxes for
business licenses, anjmal licenses, permits, parkjng vjolatjons, and other
miscellaneous accounts recejvable
· Develops and revjses policjes and procedures related to revenue and collections
· Oversees and performs special account research and analysis for the
department, City staff and the public
· Oversees the coordination of collectjon activjties wjth those of other City
departments
· Directs such revenue and cash collection functjons as accounts receivables,
property and transient taxes, business license fees and charges, utility bjlling,
parking cjtations, fines and grants
· Verjfjes jncoming monjes from varjous Cjty departments and other agencies;
prepares deposjt forms as requjred; codes and inputs revenues into the online
computer system
· Reconciles bank statements; researches discrepancies and makes correcting
entrjes as requjred
· Performs daily bank account majntenance functjons
· Analyzes and ensures effectjve audjt controls of various revenue programs
· Monitors revenue levels from varjous fee and tax programs and prepares reports
· Supervjses the preparatjon of documents necessary for collectjng delinquent
accounts through collection agencies, small claims and bankruptcy courts
· Oversees accounts payable functjon
· Responds to customer inquiries and problems
?
City of Rohnert Park
Utility Billing & Revenue Supervisor
Page 3 of 5 Pages
· Selects, supervjses, trains, evaluates and coordjnates the work of assigned
Finance Dept staff; resolves problems for staff
· Identjfies and suggests methods by whjch Cjty can collect additjonal revenue and
improve efficiency of utility billjng operations
· Perjodically revjews various fee schedules and makes recommendatjons for fee
changes or new fees
· Assists with preparation of departmental staff reports, resolutjons and public
hearing notjces
· Trajns new users on the use of applicable areas of the software package
· Prepares correspondence and operates offjce equjpment
· May make oral presentatjons representing the department and/or City
· May trajn end;..usersjn the use of specialized software applicatjon programs
· May review and implement new revenue collectjon programs wjth other City
departments
· May act as a djsaster service worker jn the event of a djsasteror emergency
QUALIFICATIONS
EducatjonlTrajnino/Experjence:
Sufficient education, training and experjence to oversee the Cjty's utility bjlling
operatjons, accounts payable and revenue collections. A typical way of obtajnjng the
required qualifjcations is to possess:
· A Bachelor's Degree jn accountjng, fjnance or business administration or related
fjeld is desjrable and may be substjtuted for years of experience
· Equivalent of sjx (6) years of increasjngly responsible experience in billing,
accounts payable and revenue collectjons accounting, including four (4) years of
supervisory experience, preferably in a public agency <
License Reaujrements:
· Possessjon of a Class C Californja drjver's license by date of appointment
Knowledoe of:
· Considerable knowledge of accountjng, bookkeeping and financjal record-
keeping methods related to utility billing, accounts payable and revenue
collection
· Municipal utility regulations and practjces, billing and payment methods and
meter-reading systems
· Manual and automated billing and financjal record-keeping systems
· Applicable federal; state and local laws, codes or regulations related to billjng
and collection of a City water system, public jnformation and prjvacy protection
?
City of Rohnert Park
Utility Billing & Revenue Supervisor
Page 4 of 5 Pages
· Accounts payable policies and procedures for a public agency
· Public relatjons technjques and procedures
· Prjncjples and practjces of supervjsjon and performance management
· Modern office practices, procedures and equjpment jncludjng a computer and
applicable financial, statjstical, database and billing and payment software
Skill to:
· Perform accurate data entry at a speed acceptable to complete work
assignments jn a tjmely manner, i.e. not less than 40 net w.p.m.
· Perform 10-key by touch
· Utilize specialized computer software programs and jmplement system software
changes
Ability to:
· Plan, assjgn, supervjse and partjcipate jn the work of staff involved jn utility
bjlling, accounts payable and collectjons actjvities
· Analyze and jnterpret accounting records
· Prepare and present reports related to bjlling operations and financjal condition
· Prepare comprehensjve, clear and concjse accountjng, statjstjcal, cost and
administratjve reports
· Analyze complex jssues, evaluate alternatjves and reach sound conclusions
· Make adjustments to operatjng procedures as necessary to improve
organizatjonal effectjveness
· Interpret, apply and explajn a variety of rules, policjes and procedures
· Ability to select, trajn, supervise, evaluate and mentor assigned staff
· Communicate clearly and concisely, both orally and jn wrjtjng
· Establish and majntain cooperative workjng relationshjps
· Communjcate effectjvely and deal djplomatjcally with jrate persons and jn djfficult
sjtuations
· Perform detailed numerical work wjth speed and accuracy and detect record-
keepjng and data entry errors
· Compile and majntain accurate information, records, and fjles
. Learn and utilize new technology
Workino Conditjons:
Posjtjon requjres prolonged sittjng, standing, walkjng, reaching, twistjng, turning,
kneeling, bendjng, squattjng, and stooping jn the performance of daily office activities,
The posjtjon also requjres graspjng, repetitjve hand movement, and fine coordjnatjon in
preparing statjstical reports and data using a computer keyboard and 10-key calculator.
Additionally, the posjtion requjres near and color vision in readjng correspondence,
?
City of Rohnert Park
Utility Billing & Revenue Supervisor
Page 4 of 5 Pages
statistjcal data, and uSjng the computer, and hearjng js required when providjng phone
and face-to-face customer servjce. The need to lift, drag, and push files, paper, and
documents wejghjng up to 25 pounds in also required. Incumbent works in an office
envjronment under the pressure of a varjety of non-negotjable deadlines, js subject to
frequent jnterruptjons and may be required to jnteract with irate customers.
FLSA Status:
Employee Unit:
Approved By:
Date Approved:
Exempt
Rohnert Park Employees' Association (RPEA)
Cjty Councjl
?
City of Rohnert Park
, ,PAYROLL SPECIALIST
DEFINITION
Performs accounting and statjstical record keepjng assjgnments related to the prepara-
tjon and majntenance of fjscal reports, records, and processjng of the Cjty's payroll;
performs a variety of accountjng activitjes related to the Cjty's fringe benefit and retire-
ment programs; performs confidential employee relations-related research as required;
performs other dutjes as assigned,
DISTINGUISHING CHARACTERISTICS
The Payroll Specialist is an advanced workjng level class in the Finance Department.
Incumbents perform detailed account and statjstjcal record keepjng assignments re-
lated to the processjng of the Cjty's payroll, fringe benefit programs and employee rela-
tions-related projects .
SUPERVISION RECEIVED/EXERCISED
General supervjsjon is provjded by the Djrector of Adminjstrative Services. The Payroll
Specialist js expected to work with a great deal of independence jn performing functions
related to payroll and fringe benefjts.
ESSENTIAL JOB DUTIES
(These duties are a representatjve sample; posjtion assjgnments may vary)
· Recejves, revjews, verifies and processes payroll-related records and documen-
tation
· Calculates, revjews and processes the Cjty's payroll
. Audits and reconciles the payroll regjster
· Prepares accounting records and reports such as State and Federal Income Tax
and CalPERS Reports
· Audjts records for completeness, accuracy and conformance with policies and
procedures
· Implements changes jn the payroll computer system involvjng the jmplementa-
tjon of labor agreements and major changes in salarjes, benefits, and/or the cal-
culatjon of payroll checks
· Works djrectly with the Human Resources Dept. to solve problems and imple-
ment payroll and benefjts changes
· Works djrectly with the Informatjon Services Dept. to maintain accuracy of the
payroll computer system and documents changes and erros and tests new pay-
roll system updates
. Assjsts auditors
City of Rohnert Park
Payroll Specialist
?
Page 2 of 4 Pages
· Researches and answer questions regarding payroll and benefits' records, poli-
cies and procedures
· Follows laws regardjng the release of jnformation regarding personal, confiden-
tial, financial employee jnformatjon
· Compiles payroll data for use jn budget preparation and employee negotjations
. Calculates taxes and prepare W-2's
· Inputs data jnto specialized data base software system to produce payroll
· Checks computer prjntouts for accuracy of informatjon
· Distrjbutes payroll to Dept Heads, Supervisors and employees
, · Computes, adjusts and djstributes requjred monthly, semi-monthly, quarterly and
yearly reports
· Djsburses payments to benefit providers
· Checks, adjusts, and makes all correctjng journal entries for payroll and fringe
benefit data, deductions, and jnsurance funds
· Performs a varjety of account and statjstical record keeping work related to the
Cjty's retjrement program
· Assjsts employees and retirees wjth their CalPERS retjrement questions
· Implements directjves jn employee bargaining unit Memoradums of Agreement
and Outlines of Benefits
· Receives and processes a varjety of pa'yroll information and data
· Operates a varjety of offjce equjpment and specialized computer software sys-
tems
· Majntains confidentiality of a varjety of informatjon
· Responds to a varjety of requests for jnformation from financial jnstitutions and
the courts regardjng the City's payroll functions
· May be assjgned as a disaster service worker in the event of a disaster or emer-
gency
QUALIFICATIONS
EducationlTrajnjna/Exoerience:
Sufficjent education, trainjng and experjence to successfully perform the dutjes of a
Payroll Specialist. A typjcal way of obtainjng the required qualificatjons js to:
· An Associate's Degree jn Accounting or related fjeld, and
· The equjvalent of three (3) years of progressively responsible experience in fj-
nancial and statistjcal recordkeepjng work involved in the processing of a public
agency payroll of a jurjsdjctjon of a comparable sjze to the City of Rohnert Park
· Certjfied Payroll Professjonal Certjfjcation is desirable
City of Rohnert Park
Payroll Specialist
Page 3 of 4 Pages
?
Knowledae of:
· Thorough knowledge of methods and practices of public financial and statjstical
recordkeepjng, includjng payroll and benefit functions
· Laws and regulatjons governjng the majntenance and destruction of records re-
lating to a public agency payroll, fringe benefits, employee, financjal and retjre-
ment program records
· Cjty's Budget, Classification and Compensation Schedule, Personnel Rules &
Regulations, Memorandums of Agreement and Outlines of Benefits for the bar-
gajnjng Unjts
· Terminology used jn financjal and statistical recordkeepjng
. Research methodology
· Principles of basic mathematjcs, accountjng princjples, practjces, and proce-
dures, and basjc statjstics
. Bankjng procedures
· Modem office methods, procedures, and practices
· Proper business Engljsh usage, spelling, grammar, and punctuation
Skill to:
· Perform data entry qujckly and accurately in order to meet work deadlines and
requjrements, i.e. mjnjmum 40 net w.p.m.
. Perform 10-key by touch
· Use specjalized computer software programs
· Apply applicable Federal, State and/or local laws, rules & regulations
. Perform basjc mathematjcal calculatjons
. Maintain requjred records
Abilitv to:
· Prepare and maintajn accurate and up-to-date payroll information, files & records
· Process and calculate a variety of payroll actions includjng wage garlljshments,
benefjts, deductjons, wjthholdings, retroactjve pay, and overtjme calculations
· Meet legal deadlines for the payroll
· Balance and prepare payroll taxes for State and Federal quarterly and annual re-
turns
· Research and reconcile errors and issues that may arjse and develop jnternal
control systems
· Evaluate, develop and install complex payroll systems and procedures
· Be sensitjve to political jssues that arise wjthjn the context of payroll
· Develop effectjve poljcies and procedures to meet payroll requirements
City of Rohnert Park
Payroll Specialist
Page 4 of 4 Pages
?
· Communicate effectjvely and professionally (verbally and in writing) with internal
and external customers
· Perform djfficult and detailed accounting work under deadlines
· Handle confidential tasks such as payroll with the utmost privacy and decorum
· Prepare, process, and manage multjple payroll activitjes
· Apply contract provisions, laws, rules, and regulations pertaining to payroll and
special projects
· Prepare and maintain a variety of payroll-related fiscal and accountjng records
and reports
· Analyze sjtuatjons accurately arid adopt an effective course of actjon
· Exercise good judgment and act withjn the scope of authority in the position
· Keep supervjsor jnformed of potentjal issues and problems
· Post data and make mathematical calculations wjth speed and accuracy
· Operate office machines, including computerized payroll systems, personal
computer, typewriters, copiers, faxes and calculators
· Establish and majntain cooperatjve workjng relationships
· Learn and utilize new technology
Workino Conditions:
Position requires prolonged sitting, standing, walking, reaching, twisting, turning, kneel-
jng, bending, squattjng, and stooping in the performance of daily office activities. The
positjon also requires grasping, repetjtive hand movement, and fine coordination in pre-
paring statistjcal reports and data using a computer keyboard. The position requires
near, far, and color visjon jn readjng correspondence, statistical data and using a com-
puter, and hearing js, required when providjng phone and fact-to-face customer service.
The need to lift, drag, and push files, paper, and documents weighing up to 25 pounds
is also requjred. The jncumbent juggles multjple tasks, works under pressure of dead-
Ijnes, frequent interruptions and is exposed to common offjce environment nojse. The
position may be required to work weekends and evenings to meeting deadlines,
FLSA Status:
Employee Unit:
Approved By:
Date Approved:
Non-exempt
Confidential
Cjty Council
?
Attachment 14
CITY OF ROHNERT PARK
DEPARTMENT OF PUBLIC SAFETY
POLICE AND FIRE SERVICES
Brian Masterson. Director
DATE: August 3, 2010
TO: Gabe Gonzalez, Cjty Manager
John Dunn, Interjm Cjty Manager
FROM: Brjan Masterson, Djrector of Public Safety
c.
SUBJECT: NEIGHBORHOOD ENFOREMENT OFFICER
^
SCOPE OF PROBLEM:
Currently the City of Rohnert Park recejves on-gojng complajnts regardjng abatement of vehicles,
weeds, graffitj, garbage cans left on sidewalks and basketball courts on cjty streets. Many of these
complajnts jn the past would have been handled by a Communjty Service Officer but those posjtions
were elimjnated from the budget jn 2009. Today, these low priorjty calls are assjgned to patrol and
are done as time allows. Many of these violatjons could best be descrjbed as qualjty of life issues,
SOLUTION:
We would recommend that a Community Servjce Officer position be budgeted jn thjs fiscal year on a
part tjme basis to work two days a week at the hourly medjan range of $25 an hour at 20 hours per
week for a yearly cost of $26,000 a year, Half of this cost could come from vehjcle abatement money
and the other half could be from funds in the garbage contract.
PERFORMANCE BASED REPORTING:
The Community Servjce officer would be assigned to a patrol sergeant and Public Safety would
provjde a quarterly report that would go to the City Manager and to Cjty Councjl outljnjng the work
bejng performed by this Communjty Servjce Officer. A quarterly report of work done by thjs unjt
could provjde an effectjve tool to evaluate the success of the program and jf any changes were
needed for improved servjce to the Communjty,
TOTAL COST FOR NEIGHBORHOOD ENFORCEMENT TEAM.
The total estimated cost of the part time Communjty Service Employee to be approximately $26,000
and none of thjs money would come from the General Fund,
?
500 CITY CENTER DRIVE - ROHNERT PARK, CALIFORNIA - 94928-2118
Phone: (707) 584-2600 fax: (707) 584-2683
Attachment 16
Thoughts regarding Sale of Stadium Lands
Much has been said and written about the Stadium Lands of the City.
In 2003, the City entered into an agreement with Redwood Equities for the sale
and reuse of the former baseball stadium site and two wastewater holding ponds.
In 2009, Redwood Equities exercised options on a portion of the property (i.e.,
wastewater ponds) with the result that the baseball stadium parcel is now fully in
the hands of the City. There is still a dispute being argued by the attorneys for
both parties as to how much of the option payments paid by the developer
toward the stadium parcel can be applied to the wastewater ponds parcels.
The land is presently zoned for Planned Development, adjacent to land zoned for
Regional Commercial.
Due to the size and location of the baseball stadium parcel, it has excellent future
development potential. So the question is not so much if the parcel should be
marketed for appropriate development but more a question of when. The
commercial and residential real estate markets are currently substantially
depressed from their 2007/2008 highs. Borrowing money for this type of
development is more difficult, perhaps extremely difficult.
Instead of the City selling the land to a developer-considering the difficult
market conditions at present and the time the sales and the Planned
Development Approval processes would take-another idea is for the CDC to
purchase the property from the City, thereby assisting the City's General Fund
with its current problems. While this idea has some merit, there are at least two
downsides. One is that the Urban Futures Study, performed for the City in 2009,
made these comments in two separate parts of their report:
The City of Rohnert Park has a serious structural challenge. Expenditures exceed
revenues by some'$8 million, approximately 26% ofthe budget.
?
Two primary factors are at the root of this structural challenge. The first is that
the City has relied and continues to rely on one time revenues from land sales
which have been used to fund increasing, on-going expenditures, including staff
costs. The second factor is that compensation and benefits have increased 33%
($3.7 million) in the last six years.
The City of Rohnert Park has ominous structural problems in that operational
costs exceed revenues. In the past, land sales have filled this gap. This stop gap
measure has limits as there is only so much land that the City owns and/or is
willing to sell. Selling City/CDC land may well prove to be short-sighted. This
land could, with a Specific Plan in place, generate long term revenue.
The second issue is with the current availability of CDC funding. There are two
funding sources available at present to the CDC. They are the Redevelopment
Fund and the 2007 Redevelopment Tax Allocation Bond proceeds.
The Redevelopment Fund has a cash-flow problem due to the $4.1 million State
take-away this June, and a further (although lesser) take-away next year. It will
be several years before sufficient funds exist to support project/property related
expenditures. The CDC cannot use the 2007 Redevelopment Tax Allocation Bond
proceeds to acquire a property that it would later sell to a private party. Doing so
would risk the tax-exempt status of the bonds. The CDC would have to issue new
taxable debt in order to acquire the stadium parcel with bond proceeds. Given
the Redevelopment Fund cash-flow problem, the issuance of new debt would
necessarily be delayed for several years.
Considering all of the above, the City's proposed budget for 2010-11 does not
include income from the sale of the Stadium Lands, although it is recognized that
this is ultimately a matter of Council/CDC determination. However, when our
economy and market conditions improve, and that is our hope for the next five
years, this matter should be re-examined.
The Council may have questions on this matter, wish to discuss this matter further
or may provide guidance to staff.
H:JD/Stadium Land thou~hts
?
Attachment 18
July 2,2010
City of Rohnert Park
Finance Department
P.O. Box 1489
Rohnert Park, CA 94927
Attention: Sandy Lipitz
Dear Sandy,
On behalf of the Rohnert Park Sister Cities Committee, I am requesting
that the city consider supplementing some of our expenses. Please find
attached a copy of our Sister Cities International membership renewal for
$510.00. Also attached is a copy of the receipt for an airline ticket to Japan
to be used by our Student Ambassador at a cost of $1907.80. Total cost for
these expenses is $2417.80.
The committee is aware of the city's fmancial situation, but we are
hoping that you will consider giving us some financial support. Without this
support, our committee will have difficulty in the future participating in
cultural exchanges with our sister city, Hashimoto.
Please contact me if you have questions or need further information.
Thank you for consideration of our request.
Very truly yours,
-J~~
Susan Harrow
Treasurer
?
,~,
-
SISTER
CITIES
INTERNATIONAL
sel Fed Tax ID #52-0859021
Rohnert Park Sister Cities Committee
Rohnert Park Sister Cities Committee
Attn: Susan Harrow
Rohnert Park Sister Cities Com
5748 Dexter Circle
Rohnert Park, CA 94928
RENEWAL NOTICE
Remit Payment to:
Sister Cities International
1301 Pennsylvania Ave, NW Suite 850
Washington, DC 20004
202-347-8630
www.sister-cities.org
Customer ID: 749
Invoice Date:5/25/201O
Due Date: 7/1/2010
TOTAL DUE
510.00
Please include remittance form with payment
PROGAM INFORMATION
Please complete or update program information:
Customer ID: 749
Chief Elected Official: Arnie Breeze
Primary Contact:
Program Name: Rohnert Park Sister Cities
Committee
Phone: (707) 584-4851
Fax:
Email:
SUMMARY
AMOUNT
$510.00
Membership Renewal Dues
Payment Method
o Check (Payable to Sister Cities International)
o Wire Transfer (Please call for instructions)
o Visa 0 MC 0 AMEX 0 Discover
Card No.
Name on Card
Expiration Date
Security Code
Signature
?
G~
lACE TRAVEL
RECEIPT
940 Saratoga Ave, Suite 106
San Jose, CA 95129
www.iace-usa.com
Customer SJC
Sale Invoice No: 538647
Date Issued: 6/5/2010
Agent: SugiyamalYukako
Locator: 3QX03F
Passenger Department Depart Date Retum Date Remarks
Type Ticket/Conf No AirlineNendor Itin Total Fare
From To Flight AIL Depart Arrive
Miller/Kevin.Daniel 8/11/2010 8/23/2010
Inti Air 8606262648 United Airlines SFO/KIXlSFO 1 ,907,80
SFO San Francisco KIX Osaka 885 UA 8/11/201012:05:00 PM 8/12/20103:30:00 PM
KIX Osaka SFO San Francisco 886 UA 8/23/20105:25:00 PM 8/23/2010 11 :21 :00 AM
Payments Applied To This Invoice
AX 37-XXXX-1005 Received
6/5/2010
Pymt For Inv
#538647
-1,907.80
-1,907.80
'V~. Gjyojlo
Q\.-W- 5~3
Invoice Total:
Payment Total:
Balance Due:
1,907.80
-1,907.80
0.00
Thank you for your business with us.
New York, Boston, Washington D.C., Chicago, Arlington Hights, Orlando, Atlanta, Columbus, Detroit, Dallas,
Seattle, Los Angeles, West L.A., Orange County, San Diego, San Jose, Las Vegas, Honolulu, Vancouver, Toronto, Reservation Center
~
Attachment 19
A Beginning, Common Sense, Local Resource Based
Economic Development I Job Creation Prof!ram
for the City of Rohnert Park
Prepared by John Dunn with assistance from City Council members, Department Heads, and Linda Babonis
August 2010
Obiective
The Rohnert Park Economic Development Plan objective is to create a beginning program to get some
things going quickly, utilizing local resources in a "do it yourself' mode and minimizing expense.
Definition: What Economic Development means to Rohnert Park, that: a) our citizens have jobs so that
they can properly care for themselves and their families, b) our business people and their businesses
prosper, c) we eliminate vacancies in our commercial and industrial areas and keep these areas vital and
attractive, d) we retain and help our existing businesses grow, e) we attract the right kind of businesses
to our City, f) our citizens and visitors have a full range of services-products and facilities available to
them within the City and g) as a result of these actions, that the City itself prospers because of solid and
consistent benefits from its property, sales and transient occupancy taxes.
Overview: While all parts of the program are important in the long term, the initial priority should be
on forthright assessment of our current situation and needs - getting a good reading on the City's
economic development landscape and taking necessary short-term actions. These are the first items 2
through 9:
PrORram
1. Have an "evergreen Economic Development Plan"
a. Review the City's Economic Development Plan once a year and make refinements as
necessary for current conditions.
b. City Council review and adoption is necessary; an unadopted plan has no status or force.
c. Commit resources to implement the adopted plan; an adopted plan with no commitment of
resources does not get implemented.
d. Be specific, deliberate and current on assignment of responsibilities
e. While City Manager has overall responsibility for the program, his overall City
responsibilities will allow some but not a great, amount of direct participation in the
program.
2. Interview CEO/owners of top ten non-public agency employers in Rohnert Park.
a. Determine status of Chamber of Commerce Interviews.
b. Acquire and analyze results of past Chamber interviews and determine if follow-up
interview is needed.
?
1
c. Develop interview questions for employers not previously interviewed or follow-up
questions for those who have.
d. To speed up process and involve more people, consider "roundtable" discussions
e. Record results of each interview (individual comments are confidential).
f. Prepare summary report.
g. Develop follow-up action plan.
h. Later, supplement above survey with interviews of ten (10) owners/managers of small
businesses.
3. Work with Chamber's Economic Development Committee.
a. Determine what their present goals are.
b. Determine what process they will use to pursue economic development.
c. Determine who from the Chamber the City should be working with, develop schedule for
meetings and objectives to be pursued.
d. Ideas: Chamber sponsorship of small business workshops to assist local businesses and
increase overnight stays of visitors already coming to SSU related events and community
events.
e. Develop and implement contract for the performance of specified responsibilities.
4. Work with the Sonoma County Tourism Bureau to promote tourism, specifically overnight
visitors to the City of Rohnert Park.
a. Provide funding in support of Rohnert Park marketing effort.
b. Develop contract for services with specific actions/deliverables.
c. Establish regular meeting schedule to review progress.
5. Work with leading commercial/industrial real estate firms to determine the major obstacles or
hindrances to the sale or leasing of land in Rohnert Park and how the City might in some way be
a creative partner with them.
6. Meet with large commercial property owners to determine their current or planned strategy for
addressing vacancies.
a. What are they looking for, doing?
b. Where do they anticipate success, obstacles?
c. Maintain dialogue with property owners to explore areas of mutual benefit.
7. Examine the CDC facilities/infrastructure plan to see:
a. How much money is available for spending?
b. Whether certain projects could have a short-term (construction) and a continuing positive
revenue impact.
c. Examine whether there is the possibility of using CDC funds to leverage or supplement
certain beneficial private sector development activities.
.,.
2
8. Assess schedule and economic development opportunities of all planned specific-plan
developments. More specifically:
a. Sonoma Mountain Village (General Plan Amendment), because of its mixed land uses, has
the greatest economic development potential of the three plans coming before the City in
the shorter term, particularly given that it will have commercial and industrial uses and that
each residential unit will pay a fee to the City for economic development purposes.
b. The Southeast Plan, the Northeast Plan, and the University District Plan (the latter already
approved) while primarily residential, offer three economic enhancements, their
construction activities, the fees they will pay for City services and in some cases limited
retail.
9. Re-examine our own development/project review process to determine, while upholding
adopted City standards, if we can be more helpful/speed up the process.
a. Address problem of "first-time business person" who "signs lease first, asks questions later"
vs. professional property agents (who most often know the City's rules).
b. We do have an "expedited building plan review process" which works for those willing to
pay extra.
c. Continue present practice of "early" meetings with prospective developers in order to iron
out issues and to set them on a productive path.
d. The State's new Green Building Code goes in affect on January 1, 2011. The City may want
to consider replacing our Green Building Ordinance so that our regulations are more
consistent with other cities codes. The City has been and continues to be a leader in energy
conservation and "green" building and should preserve this position.
10. Re-invent Rohnert Park as a youth sports, recreation, and cultural center.
a. What would work well?
b. How much would it cost and what would be the funding source?
c. Examine and evaluate role of community and City events, festivals, etc.,' toward this
objective.
d. Evaluate role of larger sports events, such as tournaments and races, to attract outside
visitors.
e. Evaluate role of all-weather fields and a spray park to better serve local residents and attract
visitors.
f. Evaluate role of commercial recreation ventures as a part ofthe above.
g. The success of the community's business ventures will cause greater support for the above
efforts.
h. Define role of "magnet" (special purpose) facilities?
.,.
3
11. Examine all major community amenities and assets (Sonoma State University, Sonoma
Mountain Village, Green Music Center, Performing Arts Center, Sports Center, parks, trail
system, hotel-motels (tourism - regional conferences), wineries (tourism, restaurants), golf
courses, pools, Farmer's market, etc. for their increased economic development/job creation
potential.
a. What actions or resources are necessary to better utilize these community resources to
attract visitor usage and pursue economic development activities?
b. What's a successful economic future for Sonoma County, and what is the best opportunity
"niche" for Rohnert Park?
12. Revisit and update two City Plans for their economic development potential and to add to the
"enticing and attractive" qualities of our community.
a. Review the City Center Concept Plan (adopted) for current relevance, perhaps pulling
out certain elements for further review and implementation.
b. Review the Commerce Boulevard Corridor Plan (not adopted), select those elements
which have current relevance, revise as necessary and consider for adoption and
implementation.
13. Job creation for our residents would be established as a primary goal of the program - particular
emphasis should be placed on higher income "head of household" jobs such as managerial and
professional jobs (professional services, managers, finance, insurance, teaching, medical, etc.)
a. At the present time the greatest potential for higher-level job creation in Rohnert Park lies
with supporting and assisting Sonoma Mountain Business Cluster;... a company incubation
program.
b. Work with appropriate private sector land owners, commercial property agents to arrange
receptor sites for graduates of Sonoma Mountain Business Cluster.
c. Retail jobs are jobs, but a City goal must be for economic diversification to support greater
variety of job types (and better protection from economic downturns).
14. A major goal of the City is to fill vacancies in our existing commercial and industrial areas and
buildings.
a. Maintain an inventory of major vacancies in existing commercial and industrial sites,
including owners, agent, zoning, square footage and major site conditions.
b. Develop listing and plan to work with owners/agents of the above properties, to make them
aware of the City's interest and support.
c. Look at the success of other communities at converting outmoded shopping centers and
transforming them into attractive modern centers (example, Petaluma-McDowell Blvd. at
East Washington).
d. Examine vacant or under-utilized sites in Rohnert Park (old Yard Birds, as an example) and
work with property owners encouraging development of a re-use plan.
.,.
4
15. Keep a watchful eye on the Westside (yes, all areas of the community are important).
a. The Westside collectively is the greatest producer of sales tax.
b. It has the greatest amount of undeveloped commercial space.
c. It has two larger parcels in particular that have great economic development potential
(Stadium .lands and "Northwest Specific Plan").
d. The completion of the freeway improvements will increase access to and attractiveness of
this area.
e. This area, largely, is a collection of individual centers and separate stores which creates a
disparate image; opportunities for increased attractiveness, cohesiveness and unity could be
explored.
f. Upon completion of the freeway improvements, both sides of the freeway should be
evaluated for their visual qualities and appeal as the view from the freeway is how most
people form their image of Rohnert Park.
16. Small business (in particular) need financial support
a. City government (with some exceptions) will not be the source of that support.
b. - Communicate with bank and savings institutions so they know what the City is seeking.
c. Investigate Cloverdale and other area's micro-loan programs.
17. Create inter-departmental team to establish shared understanding of economic development
priorities and how each team member/department can contribute to the success of the City ED
Plan.
a. This is a direct responsibility of the ACM;
b. However, for maximum effectiveness it requires a proper attitude and assistance on
everyone's part.
c. It requires mobilization, organization, assigned effort, and "team spirit."
d. Develop a visible tracking mechanism for performance measurement.
18. Establish initial City Economic Development priorities
a. Usual approach of cities is to, first, retain existing businesses; secondly, attract new
businesses.
b. Because of the City's high vacancy rates in commercial/industrial properties, we may need
to develop a set of customized priorities.
19. Over time, assess Rohnert Park's "branding, image, identity" to see if effort needs to be
expended in improving this area.
a. Some believe that the present image is largely residential, probably too diffuse or
undifferentiated for attracting visitors.
b. Done right, the 50th birthday celebration/parade could re-invigorate community pride. "
.,.
5
c. If desiring to become a destination City, what should our special attraction "niche", special
appeal or "sense of place" be?
d. Re-examine historic City seal to determine if it conjures up desired image?
e. Consistent and continuous wins over creative but sporadic.
20. Develop close working relationship with others
a. Chamber of Commerce
b. Sonoma State University
c. Sonoma County Economic Development Board
d. Major commercial/industrial property owners/agents
e. Others who can contribute to the City's Economic Development goals.
"Especially if the present is tough, one has no choice but to pursue a brighter future."
Anonymous
H:JD/Economic Development plan notes.
.,.
6
Attachment 25
PUBLIC WORKS & COMMUNITY SERVICES
Utilities Division
The Public Works Department is responsible for the operation, maintenance, inspection, and repair of
most of the City's infrastructure including the potable water and wastewater utilities. In addition to
performing regularly assigned duties, staff responds to over 5,000 citizen requests each year and
responds to a variety of system problems and emergencies 24 hours per day, 7 days per week.
Most functions in potable water and sewer operation and maintenance are mandated and non-
discretionary in nature - meaning that they directly affect public health, could have an adverse affect
on the environment and are strictly enforced by multiple regulatory agencies. This division is staffed
at a minimum of five days a week but is also monitored 24-7 through the City's computer controlled
wireless network: Supervisory Control and Data Acquisition (SCADA) system. The Utilities Division
is comprised of four primary subdivisions as follows:
Water Production & Treatment
The potable water production and treatment group is staffed by seven FTE's and is responsible for the
operations, maintenance and repair of the City's potable water system. This includes 29 groundwater
production wells, 7 potable water storage tanks, and multiple chemical treatment systems. Daily
activities include: routine water sampling, pump operation, preventative maintenance, customer
service, and overall system operation. Staff members also perform water meter reading, meter
replacement, and meter calibration.
Water Distribution
The water distribution group is staffed with four FTE's and is responsible for the repair and
maintenance of the City's vast network of underground water piping - nearly 100 miles of water
mains, and over 8,900 water service connections. On an almost daily basis, this group is dedicated to
replacing failed water services. This labor-intensive activity involves cutting the street, excavation,
installation of a new water service, and reconstructing the street. Staff currently replaces 200 failed
water services per year. This group also performs other mandated functions including: water main
flushing, backtlow installation and repair, water leak detection and monitoring services, and
maintenance of 1200 fire hydrants. '
Utility Administration
The utilities administration group is staffed by one FTE who is responsible for the general
administration of a variety of mandated water and wastewater programs including: the cross
connection control program, sewer system management plan, and the water quality sampling and
monitoring program. This position also prepares a variety of mandated reports to regulatory agencies
as well as correspondence to neighboring and adjoining utility districts.
Wastewater
The wastewater group is staffed with four FTE's and is responsible for the operation, maintenance, and
repair of the City's sewer collection system. The sewer collection system is comprised of 90 miles of
gravity sewer mains and three large sewer pump stations. On a daily basis, this group performs sewer
main cleaning - this activity now falls within a State mandated program - the Sewer System
Management Plan (SSMP). Typically, sewer staff maintains (flushing and debris removal) 3 miles of
sewer main per week. .,.
Lidster, Beth
From:
Sent:
To:
Subject:
Lidster, Beth
Friday, August 06, 2010 2:52 PM
o City Council
Budget Binder
Please pull Attachment 25c from your binder delivered to you yesterday for the budget meetings. This is a
preliminary spreadsheet included in error and will not be discussed at the meeting.
Beth Lidster
Administration
130 Avram Avenue
Rohnert Park, CA 94928
707588-2226
707792-1876 Uax]
blidster@rpcitv.org
City Hall is open to the public Monday through Thursday from 8:00 a.m. to 5:00 p.m. and closed on Fridays and authorized holidays.
".,.
1
Attachment 25d
CITY OF ROHNERT PARK
Department of Public Works &
Community Service
600 Enterprise Drive
Rohnert Park, CA 94928
Phone (707) 588-3300
MEMORANDUM
Subject:
July 7, 2010
John Dunn, Interim City Manager
John McArthur, Director of Public Works and Community Services
Utility Staff Recommendation
7/Vt'~
Date:
To:
From:
I am recommending adding two new utility positions (2 fte) to be included in the FY 2010/2011
operating budget. The basis for this recommendation includes: compliance with new mandates, cost
savings, improved system reliability, reduced risk from administrative enforcement action and third party
lawsuits. Specifically, I recommend adding the following Public Works positions:
1. One Maintenance Worker (lfte) in Sewer; and
2. One Instrument Technician (lfte - new technical classification) 50% Water and 50% Sewer.
The following parag1:aphs will hopefully depict the department's current staffing needs, potential risks, and
proposed funding for these two recommended positions.
Maintenance Worker - Sewer
An additional Maintenance Worker is needed to fulfill the new and ongoing requirements of the City's
Sewer System Management Plan (SSMP). The SSMP is a State mandated prog1:am that ~damentally
regulates how sewer collection systems are operated and maintained.
Mandate
In 2006, State Water Resources Control Board Order 2006-0003-DWQ, mandated that all California
sewer districts develop and adopt a comprehensive SSMP by August 2,2009. The City has fulfilled this
. mandate (ju!J 7, 2009 agenda transmittal, attached) and now must implement this prog1:am.
Failure to implement this program could result in enforcement action from the SWRCB including
minimum fines and penalties as well as heightened exposure to third party lawsuits from citizen groups.
Program Requirements - Staffing Needs
The SSMP is comprised of several elements; the most significant and labor intensive is the collection
system operation and maintenance plan. This prog1:am element requires that all of Rohnett Park's 100
miles of sewer collections system, be "maintained" on a standard preventative basis.
.,.
DepartInent of Public Works and Community Services
. Page 2
Based on our analysis, which includes previously established minimum labor requirements per section of
sewer collection
SSJfP O&M Plen- Ltro{}!' &i1I~ireme'fl$
C1l;T4 f..d
hrwea:
4[,.C*)
IH'J
ltC'0
J4,C7J
lS"Q(i
Tt-;ra} Wbr.k JiOHr; {O&JJl
1)500
rn
TABLE 1 - SSMP LABOR SUMMARY
.;"C(i
hr~i'ear
2.0S'J DO
20B 00
W4DO
hr/t't~~.k
55.(;;)
]O.'C~J
Jlk~
JO.CO
14J)J
JS,C~J
j:. . Ei)
2.72
hr~rill
2.&50.0(;
520.0(<
s.(~
416,00
~~lu;'Df5ri!
br :)'~ar
. '780 (~J
.31l.C~
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.312J'J
.1DSC;J
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.104l~
OvD
. :j.ig .(~J
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system, we estimate
that implementing
this SSMP mandate
will reqUlte an
additional 2,500
work-hours per year.
Table 1 summarizes
these new labor
requirements by staff
hours per year, and
by total fte's.
2,C<!
(t~J
~',wJ
0,(Hj
0.00
;75\10
000
';')300
j(~.00
6.((i
.k((l
311.tH)
2GB.OO
.J..lJ
In addition to complying with this new State mandate, our program is designed to minimize cost by
extending maintenance intervals as long as reasonably possible without assuming too great of a risk. For
example, areas that are required to be maintained on a monthly and quarterly basis are generally
considered problematic and high risk - ideally the sewer system would not need this degree of frequent
maintenance work. Through ongoing corrective action including system improvements, repairs, and
control of illicit discharges, we hope to minimize the areas maintained monthly and quarterly and extend
their maintenance interval to six-months or longer. This approach provides the best possible service, is
cost effective, and reduces the City's risk and exposure to a sanitary sewer overflow. Based on our recent
success rate, I am confident that with various system improvements and with careful management
oversight, we can fulfill these new requirements with minimum staffing levels. I am therefore
recommending only adding one additional Maintenance Worker at this time.
....)1-',..
93' (Hj
.;. S'cSOit
676.00'
520.m)
72S)}0
4.((,
203.00
Instrumentation Technician - Water/Sewer
936.0))
c' i84 no
Hi!
An Instrumentation Technician position is needed to cost-effectively operate, program, calibrate, and
maintain the City's many water and wastewater electrical components and computer control systems. The
most significant need is related to the utility computer control systems; however, other significant needs
are related to various electronic controllers, instruments and meters used to operate and control modem
utilities.
SCADA
The City utilizes a computer control system to monitor, control, and alarm the potable water and
wastewater utilities. This system, commonly referred to as the Supervisory Control and Data Acquisition
System (SCADA), monitors and controls the City's utilities twenty four hours per day. The SCADA
system consists of an industrial software program, a wireless communication network, and a variety of
.,.
. Page 3
individual controller and communications. devices spread throughout each utility. Without the SCADA
system in operation, the system would have to be run manually. In this scenario, many individual
locations would have to be staffed or frequently checked each day on a 24 hour basis- this is not a feasible
alternative.
Vulnerability
The SCADA system is the most critical component of the City's utility system - it is essentially the
"brains" of each utility system. Currently, none of our staff members or position classifications are
capable of working on the SCADA system and its support components - there is no institutional
knowledge of this most important system and we are therefore 100% reliant on outside contractors to
program and troubleshoot this system. This arrangement is risky, costly, and inefficient; the City is
continually vulnerable to:
. System failures - potential public health risks and enforcement action
. Cost overruns - excessive costs associated with contracted services
. Delays in service - repairs are dependent upon contractor availability
. Inefficient use of staff time - valuable staff time is wasted in manually redirecting utility
systems and escorting contractors
Costs
Since 2004, the City has spent an average of $140,000/year on various consultants and contractors
perfonning duties that could appropriately be performed by an in-house technician. These costs reflect
only direct cost to the contractor and do not include administrative or opportunity costs. Based on a
consistent historical spending pattern, and an increasing use (dependency) of the City's potable water
production facilities, I expect these costs to remain the same or perhaps increase.
A preliminary salary survey of neighboring utilities for a position comparable to what is being proposed
revealed an average weighted salary of $120,000/ year. In addition to improved system reliability, reduced
risk of failure and enforcement action, it appears that the Instrumentation Technician would lower the
overall operating cost of each utility.
Other Possible Benefits
A core competency envisioned for the Instrumentation Technician is programmable logic controllers.
This proposed position could also assume traffic signal maintenance duties. This function is currently
contracted out at a cost of $70,000/year for the General Fund. This function would take 20% of the
Instrumentation Technician's time at a cost of $25,000/year. This represents a $45,000/year savings to
the General Fund.
.,.
. Page 4
Total Costs Summary of Added Positions
I propose funding the two recommended positions as follows:
. New Maintenance Worker - 100% Sewer
. New Instrumentation Technician - 50% Water and 50% Sewer
Funding the recommended positions would eliminate the City's reliance on the contractors and
consultants currently used. Under this scenario, the total net cost to the sewer utility would be
$75,000/year, and no net cost to the water utility - adding the Instrument Technician position could
represent a net savings. The following table details the total burden represented by the two recommended
positions.
New Positions - Projected Net Financial Impact
\'{i ~l ter ($! n) Sewer (S/yr) Total (S/yr)
Maintenance Worker 85,000 85,000
IilStftUnentat10n Technician 60.000 60,000 120,000
Subtotal new positions 60 000 145.000 205 000
Eliminated Contracts - 70,000 -70,000 -140,000
Net Costs ($iyr) -10;000 75,000 65,000
Note: SSMP Jufy 7, 2009 agenda transmittal pro/eaed $120,000 - $140,000 year in
added costs in sewer
To recap, adding the two recommended positions would improve efficiency and reliability, save money,
and help meet new mandates.
I am looking forward to the opportunity to discuss my recommendations with you further. In the
meantime, if you are interested, I could provide more detailed information for your consideration. Please
contact me if you have any questions. Thanks.
Attachment
July 7, 2009 SSMP Agenda Transmittal
.,.
-:-
Agenda Packet Preparation TIMELINES for Regular City Council Meetings {This section for City Clerk Use Only}
held on the 2nd & 4th Tuesdays of each month:
· Resolutions (other than standard formats for authorizations and approvals), Ordinances &
Agreements to Assistant City Attorney via email for review and approval as to form DUE no
later than NOON Three (3) Mondays prior to Council meeting date
· Agenda items to City Manager via email for his review and responding ..email authorization",
synchronized with above timeframe of Assistant City Attorney review, and an email copy to
the City Clerk for drafting agendas
· Agenda Items with attachments via email and a total of twenty (20) complete hard copy sets
with 2 sets single-sided & 18 sets double-sided/stapled to City Clerk DUE no later than
NOON Two (2) Fridays prior to Council meeting date
· Agenda Draft review by Mayor, City Manager, Assistant City Attorney, City Clerk no later
than Tuesday morning One (1) week prior to Council meeting date
· Agenda Packets distributed to City Council and Agendas posted/distributed/mailed on
Thursday afternoon One (1) week prior to Council meeting date in compliance with
Rohner! Park Municipal Code Section 2.08.020 and related Resolution No. 2008-173
CITY OF ROHNERT PARK
COUNCIL AGENDA ITEM TRANSMITTAL REPORT
Meeting Date:
July 14, 2009
Department:
Public Works
Submitted By:
(Name & Title) "
Submittal Date:
John McArthur, Director of Utilities & General Services
July 7, 2009
Agenda (Subject Only) Title:
Adopt a Resolution Approving the Adoption and Certification of the Sewer
System Management Plan
Requested Council Action: Approve the Attached Resolution
The Sewer System Management Plan (SSMP) is a comprehensive plan that details the activities
and strategies the City will use to manage its sewer collection system effectively. The State
Water Resources Control Board (SWRCB) defines specific goals and objectives of an SSMP
including:
1. Maintaining and improving the condition of the collection system infrastructure in
order to provide reliable service into the future;
2. Cost-effectively minimizing inflow and infiltration (III) and providing adequate
sewer capacity to accommodate design storm flows; and
3. Minimizing the number and impact of sanitary sewer overflows (SSOs) that
occur.
The City has completed all required elements of the SSMP within the State Water Resources
Control Board Order 2006-0003-DWQ mandated time period of August 2, 2009, and the final
plan is now ready for adoption and certification.
Background
Following the SWRCB's adoption of the Statewide General Waste Discharge Requirement
(GWDR) on May 2, 2006, sewer collection systems became the last major component of the
State's wastewater management system to be regulated. Treatment plants, including
pretreatment programs, have been regulated for many years. The GWDR mandates that all
public sewer collection system agencies (Wastewater Collection Agencies) in California that
own or operate sewer collection systems comprised of more than one mile of pipe or sewer lines
that convey untreated wastewater to a publicly owned treatment facility prepare an SSMP.
The City of Rohnert Park's wastewater collection system falls within the minimum defined
criteria in the GWDR for a publicly owned sewer system and for the purposes of the GWDR, is
defined as a Wastewater Collection Agency. The City is therefore mandated to complete a
comprehensive SSMP that is adopted and certified by its governing body by August 2,2009.
The SSMP is comprised of several elements that must be adopted incrementally over a multi-
year period: The process in preparing the City's SSMP actually began in October 2007 where
the City adopted Resolution 2007-174 which certified the development plan and schedule for the
SSMP. The adopted development plan and schedule laid the timeline and milestones for
complying with the State's GWDR incremental SSMP completion schedule. The City has met
all SSMP development milestones; the adoption and certification of the SSMP is the final step to
full compliance with the GWDR.
SSMP Elements
The SSMP is comprised of several elements including:
1. Goals - overall goals of the program
2. Organization - City organizatioi1/department roles and responsibilities
3. Legal Authority - City code defining use and restrictions
4. Operation and Maintenance Program - Preventative maintenance, repair and replacement
plan, video inspection (CCTV), and capital improvement plan
5. Design and Performance Provisions - City design and construction standards
6. Overflow and Emergency Response Plans - Spill containment, -notification, mitigation,
and service restoration procedures
7. Fats, Oils, and Grease (FOG) Control Program - Public education and control over illicit
discharges into the public sewer
8. System Evaluation and Capacity Assurance Plan - Hydraulic and III Analysis
9. Monitoring, Measurement, and Program Modification - Program performance metrics,
communication feedback loops, and mechanisms for program modifications/adjustments
10. SSMP Audits - Periodic internal audits to evaluate program effectiveness and
compliance with the GWDR
11. Communication Plan - Public outreach and input on SSMP performance
Impacts
For many wastewater collection agencies, implementing the SSMP will be extremely difficult
and costly, since many communities do not have establish maintenance programs and practices
in place and are basically starting from scratch. These same communities have been prone to
frequent sanitary sewer overflows and were the primary nexus for the State to adopt the GWDR.
Fortunately, through established best management techniques and a well managed asset
management and III program, the. City has already implemented many of the elements of the
SSMP and is significantly ahead of most wastewater collection agencies in the State. The
impacts of implementing the SSMP have, in many regards, already been borne; however, there
are significant initial "one-time" costs as well as additional ongoing expenses that will need to be
planned for via the Sewer Enterprise budget process.
The most significant one-time task associated with the SSMP is performing a baseline video
inspection and evaluation of the entire gravity Sewer system. Preliminary estimates indi~ate that
this task will cost nearly $400,000/year for five years. It is further estimated that the ongoing
operation and maintenance (O&M) cost will increase by appl;'oximately $120,000 to 145,000 per
year. This 'increase represents an 8-10% annual operating expenditure increase. The additional O&M
expenses are primarily related to deploying a more aggressive hydro-flushing and sewer main
maintenance program. Both one-time and ongoing additional costs would need to be paid out of
the Sewer Operation Fund and financed by ongoing sewer service charges.
Summary
The SWRCB mandates that the SSMP be adopted and certified by August 2, 2009. Once
implemented, this program is estimated to increase Sewer Enterprise operating expenses by as .
much as 10% per year; however, through a shift to an increasingly proactive (preventative)
maintenance strategy, the City will significantly reduce its exposure to sanitary sewer overflows
and resulting NPDES violations and third party lawsuits. Over time, similar to other preventive
maintenance techniques, the SSMP will most likely help the City realize a net reduction in
overall operating expenses while improving sewer service to the citizens of Rohnert Park.
Enclosures: Resolution
CITY ATTORNEY'S REVIEW:
Relevant documents for this agenda item have been reviewed and approved as to form by the City Attorney.
CITY MANAGER'S RECOMMENDATION: (X) Consent Item
( ) Approval ( ) Public Hearing Required
( ) Not Recommended ( ) Submitted with Comment
( ) Policy Determination by Council
( ) City Comments:
( ) Regular Time
Per Interim City Manager's review and direction for distribution of this agenda item.
(Revised 031309) JH:TG-S:05-b
.,.
Revised Attachment 25d
CITY OF ROHNERT PARK
Department of Public WOlKS &
Community Service
600 Enterprise Drive
Rohnen Park, CA 94928
Phone (707) 588-3300
MEMORANDUM
Date:
To:
August 6, 2010
Gabe Gonzalez, Oty Manager
John Dunn, Interim Assistant Oty Manager
John McArthur, Director of Public Works and Community Services /..-"'V'1 ,.. ~
Utility Staff Recommendation
From:
Subject:
I am recommending adding three new utility positions (3 he's) to be included in the FY 2010/2011
operating budget. The basis for this recommendation includes: compliance with new mandates, increased
labor requirements from aging infrastructure, cost savings, improved system reliability, reduced risk from
administrative enforcement action and third party lawsuits. Specifically, I recommend adding the
following Public Works positions:
1. One :Maintenance Worker (lhe) in Sewer;
2. One :Maintenance Worker (lhe) in Water; and
3. One Instrument Technician (lfte - new technical classification) 50% Water and 50% Sewer.
Maintenance Worker - Sewer
An additional :Maintenance Worker is needed to fulfill the new and ongoing requirements of the Oty's
Sewer System l\1anagement Plan (SS:MP). The SSMP is a State mandated program that fundamentally
regulates how sewer collection systems are operated and maintained
l\1andate
In "2006, State Water Resources Control Board Order 2006-0003-DWQ, mandated that all California
sewer districts develop and adopt a comprehensive SS:MP by August 2, 2009. The Oty has fulfilled this
mandate (July 7, 2009 ag:nda transrrittal, attaJxd) and now must implement this program
Failure to implement this program could result in enforcement action from the SWRCB including
minimum fines and penalties as well as heightened exposure to third party lawsuits from citizen groups.
e.
.,.
Department of Public Wooo and Community Services
. Page 2
Program Requirements - Staffing Needs
,
MinimlUn Waste\valer System Labor Requirements
The SSMP is comprised
of several elements; the
most sigrllficant and
labor intensive is the
collection system
operation and
maintenance plan. This
program element
requires that all of
Robnett Park's 100
miles of sewer collections system, be "maintained" on a standard preventative basis.
MOlltlily hydr~ietting
Quarterly hydrn}ettin)'
Annual hydrojerring
5-year hydl'Oj"lting
Sypholls
Inspections
Routine Video
Routine Cleaning
SSl\1P i Training
Rewrd>i AdmillislraliOll
hr/week
40.00
4.00
2.00
0,00
2.00
13.00
0.00
14.00
2.00
18.00
95.00
Total Work Hours (O&M)
m
Current
hr/year
2,080.00
208.00
104.00
0.00
104.00
676.00
0.00
728.00
104.00
936.00
4.940.00
2.78
hr/week
55,00
10.00
8.00
6,00
4,00
13.00
10.00
. 14.00
4,00
18,00
142.00
ReqUired
hr/year
2,860.00
520.00
416.00
312.00
208.00
676"00
520.00
728_00
208.00
936.00
7.384.00
4.16
Surplus/Deficit
hrlyear
- 780.00
-312.00
-312.00
-312.00
-104.00
0.00
-520.00
0.00
-104.00
0.00
-2,444.00
-1.38
Based on our analysis, which includes previously established minimum labor requirements per section of
sewer collection system, we estimate that implementing this SSMP mandate will require an additional
2,500 work- hours per year.
In addition to complying with this new State mandate, our program is designed to minimize cost by
extending maintenance intervals as long as reasonably possible without assuming too great of a risk For
example, areas that are required to be maintained on a monthly and quarterly basis are generally
considered problematic and high risk - ideally the sewer system would not need this degree of frequent
maintenance work 1hrough ongoing corrective action including system improvements, repairs, and
control of illicit discharges, we hope to minimize the areas maintained monthly and quarterly and extend
their maintenance interval to six-months, or 10Ilger., This approach provides the best possible, service, is
cost effective, and reduces the Oty's risk and exposure to a sanitalysewer overflow. Based on our recent
success rate, I am confident that with ongoing system improvements and with careful management
oversight, we can fulfill these new requirements with minimum staffing levels. I ~ therefore
recommending only adding one additional Maintenance Worker at this time.
Maintenance Worker - Water
An additional Maintenance Worker is needed to keep pace with the ongoing demand of failed water
service replacements and backflow device testing and repair. Both functions are essential and are either
part of a mandated program or have strictly enforced mandated procedures.
Water Service Replacements
For the second consecutive year, Public Works is on pace to replace approXimately 200 failed water
services in the Oty's water distnbution system The amount of failed service repairs over these past two
years is a sigrllficant increase from previous years; however, it is not a reason for alarm and is more or less
attributable to the matunltion of the Oty's infrastructure. The design life of a water service and most
underground infrastructure is :pproximately 50 years. Considering that the Oty is approaching its 50th
.,.
. Page 3
anniversary; and that there are about 9000 water service connections in Robnett Park, we should expect
about 200 water service failures per year.
Approximately
140 wotk-
hours/weeks are
needed to keep
pace with this
ongoing demand
1his equates to
about 3 to 3.5
employees or 85%
of the current total
water clistnbution
staff. Since these
failed water service replacements cannot be postponed or rescheduled, and because this group of four
employees has other essential or mandated functions, employees from other groups in the department
(parks, buildings. . .) are frequendypulled off their assignment to assist. Long-term, the department
cannot sustain this approach and must adequately staff this activity.
Backflow Testing and Repairs
Although, not as labor intensive as water service replacements, backflow device testing and repair is a
mandated function and cannot be overlooked Gurendy, due to other more "urgent" service demands,
coupled with existing staffing constraints, this function is at a standstill and is several years behind
schedule. Fortunately, the State has been very patient on this matter; however, if we do not start making
progress on this program, we will receive enforcement action.
CUlTent
Minimmn Water System Labor ReQuirements
Required
Surplus/Deficit
hrfyear
-416.00
-104.00
416.00
-416.00
-260.00
0.00
0.00
0.00
-208.00
-1,820.00
-1,02
Distribution Repairs
Equipment Maintenance
Valve Exercising
Uni-Directional F!ushing
Pumps! PRV! Site Checks! Mainl
Hydrant Meters! Install
Customer Service
Plan Review! Meeting Contractor.
Backflow Testing & Repairs
Subtotal Work Hours
HE
hr/week
130.00
2.00
0.00
0.00
0.00
1.00
2.00
2.00
0.00
137.00
hrfyear
6,760.00
104.00
0.00
0.00
0.00
52.00
104.00
104.00
0.00
7.124.00
4.01
hr/week
138.00
4.00
8.00
8.00
5.00
1.00
2.00
2.00
4.00
172.00
hrfyear
7,176.00
208.00
416.00
416.00
260.00
52.00
104.00
104.00
208.00
8.944.00
5.04
Instrumentation Technician - Water/Sewer
An Instrumentation Technician position is needed to cost-effectively operate, program, calibrate, and
maintain the Gty's many water and wastewater electrical components and computer control systems. The
most significant need is related to the utility computer control systems; however, other significant needs
are related to various electronic controllers, instruments and meters used to operate and control modem
utilities.
SCADA
The Gty utilizes a computer control system to monitor, control, and alarm the potable water and
wastewater utilities. 1his system, commonly referred to as the Supervisory Control and Data Acquisition
System (SCADA), monitors and controls the Gty's utilities twenty-four hours per day. The SCADA
system consists of an industrial software program, a wireless communication network, and a variety of
individual controller and communications devices spread throughout each utility. Without the SCADA
system in operation, the system would have to be nm manually. In this scenario, many individual
.,.
. Page 4
locations would have to be staffed or frequently checked each day on a 24 hour basis- this is not a feasible
alternative.
Vulnernbility
The SCADA system is the most critical component of the Gty's utility system - it is essentiaIly the
"bra,ins" of each utility system G.urently, none of our staff members or position classifications are
capable of working on the SCADA system and its support components - there is no institutional
knowledge of this most important system and we are therefore 100% reliant on outside contractors to
program and troubleshoot this system This arrangement is risky, costly, and inefficient; the Gty is
continuallyvulnernble to:
· System failures - potential public health risks and enforcement action
· Cost overruns - excessive costs associated with contrncted services
,
· Delays in service - repairs are dependent upon contrnctor availability
· Inefficient use of staff time - valuable staff time is wasted in manually redirecting utility
systems and escorting contractors
Costs
Since 2004, the Gty has spent an average of $140,000/year on various consultants and contractors
performing duties that could appropriately be performed by an in-house technician. These costs reflect
only direct cost to the contractor and do not include administrative or opportunity costs. Based on a
consistent historical spending pattern, and an increasing use (dependeng.? of the Gty's potable water
production facilities, I expect these costs to remain the same or pemaps increase.
A preliminaty salaty survey of neighboring utilities for a position comparable to what is being proposed
revealed an average weighted salary of $120,000/ year. In addition to improved system reliability, reduced
risk of failure and enforcement action, it appears that the Instrumentation Technician would lower the
overall opernting cost of each utility.
Other Possible Benefits
A core competency envisioned for the Instrumentation Technician is troubleshooting "programmable
logic controllers" that are used in I-NAC systems, utility systems, and also traffic signal controllers. This
proposed position could also assume traffic signal maintenance duties. This function is currently
contracted out at a cost of $70,000/year to the General Fund Traffic signal maintenance duties would
take 20% of the Instrumentation Technician's time at a cost of $25,000/year - this represents a
$45,000/year savings to the General Fund
.,.
. Page 5
Total Costs Summary of Added Positions
I propose funding the three recommended positions as follows:
· One New Maintenance Wotker-100% Sewer
· One new Maintenance Wotker- 100% Water
· New Instrumentation Technician - 50% Water and 50% Sewer
New Positions - Projected Net Fin'U1cial Impact
Wate!: (S!y!:) Sewer (Siyr)
Maintenllllce \V'orker 85,000
1.faimenance \V'orker 85,000
Illtrumellilltion T echnicial 60,000 60,000
Subtotaln€w positions 145,000 145000
Eliminated Contracts -70,000 -70,000
Net Costs (Sly!) 75,000 75,000
Total (Sly!)
85,000
85,000
120,000
290.000
-140,000
150,000
Note: SSMP July 7, 2009 ag:nia tramrittal prrjrrtal $120,000 - $140,000 y:m in
addrl ~ts inseoo-
Funding the recommended positions
would eliminate the Oty's reliance on
the contractors and consultants
currently used. Under this scenario,
the total net cost to the sewer utility
would be $75,000/year, and
$65,000/yearto the water utility. The
following table details the total burden
represented by the two recommended
poSlUons.
To recap, adding the three recommended positions would improve efficiency and reliability, save money,
and help satisfy State mandates in each utility. Additionally, the added position would help stabilize the
department's operation where the workload is manageable and staff is not always functioning in an
emergency or reactionary mode.
I am looking fotward to the opportunity to discuss my recommendations with you further. In the
meantime, if you are interested, I could provide more detailed information for your consideration. Please
contact me if you have any questions. Thanks.
Attachment:
July 7, 2009 SS:MP Agenda Transmittal
.,.
Agenda Packet Preparation TIMELINES for Regular City Council Meetings
" held on the 2nd & 4th Tuesdays of each month:
· Resolutions (other than standard formats for authorizations and approvals), Ordinances &
Agreements to Assistant City Attorney via email for review and approval as to form DUE no.
later than NOON Three (3) Mondays prior to Council meeting date
· Agenda items to City Manager via email for his review and responding ..email authorization",
synchronized with above timeframe of Assistant City Attorney review, and an email copy to
the City Clerk for drafting agendas
· Agenda Items with attachments via email and a total of twenty (20) complete hard copy sets
with 2 sets single-sided & 18 sets double-sided/stapled to City Clerk DUE no later than
NOON Two (2) Fridays prior to Council meeting date
· Agenda Draft review by Mayor, City Manager, Assistant City Attorney, City Clerk no later
than Tuesday morning One (1) week prior to Council meeting date
· Agenda Packets distributed to City Council and Agendas posted/distributed/mailed on
Thursday afternoon One (1) week prior to Council meeting date in compliance with
Robnert Park Municipal Code Section 2.08.020 and related Resolution No. 2008-173
{This section for City Clerk Use Only}
7/14/09 City Council Agenda
ITEM NO.6
for
RESOLUTION NO. 2009-70
CITY OF ROHNERT PARK
COUNCIL AGENDA ITEM TRANSMITTAL REPORT
Meeting Date:
July 14,2009
Department:
Public Works
Submitted By:
(Name & Title)
Submittal Date:
John McArthur, Director of Utilities & General Services
July 7, 2009
Agenda (Subject Only) Title:
Adopt a Resolution Approving the Adoption and Certification of the Sewer
System Management Plan
Requested Council Action: Approve the Attached Resolution
The Sewer System Management Plan (SSMP) is a comprehensive plan that details the activities
and strategies the City will use to manage its sewer collection system effectively. The State
Water Resources Control Board (SWRCB) defines specific goals and objectives of an SSMP
including:
1. Maintaining and improving the condition of the collection system infrastructure in
order to provide reliable service into the future;
2. Cost-effectively minimizing inflow and infiltration (III) and providing adequate
sewer capacity to accommodate design storm flows; and
3. Minimizing the number and impact of sanitary sewer overflows (SSOs) that
occur.
The City has completed all required elements of the SSMP within the State Water Resources
Control Board Order 2006-0003-DWQ mandated time period of August 2, 2009, and the final
plan is now ready for adoption and certification.
Background
Following the SWRCB's adoption of the Statewide General Waste Discharge Requirement
(GWDR) on May 2, 2006, sewer collection systems became the last major component of the
State's wastewater management system to be regulated. Treatment plants, including
pretreatment programs, have been regulated for many years. The GWDR mandates that all
public sewer collection system agencies (Wastewater Collection Agencies) in California that
own or operate sewer collection systems comprised of more than one mile of pipe or sewer lines
that convey untreated wastewater to a publicly owned treatment facility prepare an SSMP.'"
The City of Rohnert Park's wastewater collection system falls within the minimum defined
criteria in the GWDR for a publicly owned sewer system and for the purposes of the GWDR, is
defined as a Wastewater Collection Agency. The City is. therefore mandated to complete a
comprehensive SSMP that is adopted and certified by its governing body by August 2,2009.
The SSMP is comprised of several elements that must be adopted incrementally over a multi-
year period: The process in preparing the City's SSMP actually began in October 2007 where
the City adopted Resolution 2007-174 which certified the development plan and schedule for the
SSMP. The adopted development plan and schedule laid the timeline and milestones for
complying with the State's GWDR incremental SSMP completion schedule. The City has met
all SSMP development milestones; the adoption and certification of the SSMP is the final step to
full compliance with the GWDR.
SSMP Elements
The SSMP is comprised of several elements including:
1. Goals - overall goals of the program
2. Organization - City organization/department roles and responsibilities
3. Legal Authority - City code defining use and restrictions
4. Operation and Maintenance Program - Preventative maintenance, repair and replacement
plan, video inspection (CCTV), and capital improvement plan
5. Design and Performance Provisions - City design and construction standards
6. Overflow and Emergency Response Plans - Spill containment, notification, mitigation,
and service restoration procedures
7. Fats, Oils, and Grease (FOG) Control Program - Public education and control over illicit
discharges into the public sewer
8. System Evaluation and Capacity Assurance Plan - Hydraulic and III Analysis
9. Monitoring, Measurement, and Program Modification - Program performance metrics,
communication feedback loops, and mechanisms for program modifications/adjustments
10. SSMP Audits - Periodic internal audits to evaluate program effectiveness and
compliance with the GWDR
11. Communication Plan - Public outreach and input on SSMP performance
Impacts
For many wastewater collection agencies, implementing the SSMP will be extremely difficult
and costly, since many communities do not have establish maintenance programs and practices
in place and are basically starting from scratch. These same communities have been prone to
frequent sanitary sewer overflows and were the primary nexus for the State to adopt the GWDR.
Fortunately, through established best management techniques and a well managed asset
management and 1/1 program, the City has already implemented many of the elements of the
SSMP and is significantly ahead of most wastewater collection agencies in the State. The
impacts of implementing the SSMP have, in many regards, already been borne; however, there
are significant initial "one-time" costs as well as additional ongoing expenses that will need to be
planned for via the Sewer Enterprise budget process.
The most significant one-time task associated with the SSMP is performing a baseline video
inspection and evaluation of the entire gravity sewer.~ystem. Preliminary estimates indicate that
this task will cost nearly $400,000/year for five years. . It is further estimated that the ongoing
operation and maintenance (O&M) cost will increase by approximately $120,000 to 145,000 per
year. This increase represents an 8-10% annual operating expenditure increase. The additional O&M
expenses are primarily related to deploying a niore aggressive hydro-flushing and sewer main
maintenance program. Both one-time and ongoing additional costs would need to be paid out of
the Sewer Operation Fund and financed by ongoing sewer service charges.
Summary
The SWRCB mandates that the SSMP be adopted and certified by August 2, 2009. Once
implemented, this program is estimated to increase Sewer Enterprise operating expenses by as
much as 10% per year; however, through a shift to an increasingly proactive (preventative)
maintenance strategy, the City will significantly reduce its exposure to sanitary sewer overflows
and resulting NPDES violations and third party lawsuits. Over time, similar to other
preventative maintenance techniques, the SSMP will most likely help the City realize a net
reduction in overall operating expenses while improving sewer service to the citizens of Rohnert
Park.
Enclosures: Resolution
SWRCB Order No. 2006-0003 Fact Sheet
SWRCB Order No. 2006-0003
Sewer System Management Plan (SSMP)
CITY ATTORNEY'S REVIEW:
Relevant documents for this agenda item have been reviewed and approved as to form by the City Attorney.
CITY MANAGER'S RECOMMENDATION: ( ) Consent Item
( ) Approval ( ) Public Hearing Required
( ) Not Recommended ( ) Submitted with Comment
(. ) Policy Determination by Council
( ) City Comments:
(X) Regular Tiine
Per Interim City Manager's review and direction for distribution of this agenda item.
(Revised 031309) JH:TG-S:05-b
.,.
Attachment 25e
Rohnert Park Street Maintenance
The city does not currently fund street maintenance from the General Fund-only restricted
funds dedicated to street maintenance are used. This is a policy decision that the Council can
revisit at any time.
Funding for street maintenance comes from the federal government, state government, and a
local special sales tax measure. Over the last several years, Rohnert Park received the following
funds for street maintenance projects (per year average):
Federal Funds:
Gas Tax
Prop. 42
Measure M
Total:
$486,000
$470,000
$ 70,000
$240.000
$1,266,000
. Rohnert Park's overall average Pavement Condition Index is rated as "Good"
. The majority (61 %) of streets are rated "Excellent" or "Very Good"
. About 19% of Rohnert Park's streets are rated Poor and Very Poor
. There is a current deferred pavement maintenance cost of $32 million
. To maintain the current pavement condition, $3.2 million per year is needed (see figure
below)
PavementCMdltlonlMexb:v AMualFul'lding Level
El<<;Elllenl 90
as
76
AnlUUlIFul1dlil9
ao
:
!E
~
oi
g VeJyGooo 70
Co)
..
I
c.
-$Ull MWi!)n. El/Peellad Annuall'ludgef
~$:;t2 Millwll . Tomalntam Currem PCI
___ $4,4 MilIiIln . five Pom I ine in PCI
60
-+- $6,3 Million. Need$ Average
5S
Good 50"
2GOO 2G09 Q010 201 \ 1Cl12 1Cl13 2014 2015 2(l11l Q(}l1
AnalYlIlllYtlllf
The annual pavement maintenance funding shortfall is approximately $2 million.
Preventative maintenance if done early, often, and on appropriate streets is more cost effective
than waiting until streets fail. Some streets in Rohnert Park are past the preventative
maintenance portion of their life. At current funding levels, more streets will fall in the category
of replacement rather than rehabilitation. Replacement is many times more expensive than
maintaining what we have.
While not explicitly studied, it is reasonable to estimate that there is at least an equal annual cost
to maintain and replace the curb, gutter, sidewalk, and street lights along the streets. That would
mean a total street shortfall-pavement and adiacent non-pavement elements-of over $5
million annually. .,.
Attachment 26a
THE OFFICE OF THE INTERIM CITY MANAGER
...."..
~..
City of Rohnert Park. 130 Avram Avenue. Rohnert Park, CA 94928 . [707] 588.2226 . Fax: [707] 792.1876
MEMORANDUM
DATE:
TO:
FROM:
CC:
JUNE 24, 2010
CITY COUNCIL
JOHN DUNN
CITY ATTORNEY
DEPARTMENT HEADS, CITY CLERK
CONSIDERATION OF SEWER RATE ADJUSTMENTS
RE:
Bet you have been waiting for this memo!
In November of 2008 the citizens of Rohnert Park approved Measure l, a citizen-group
proposed Initiative, which was approved by 52.8 to 47.2% of the vote, which Measure
provided for a 40% rollback in sewer rates and pulled the rates back to 2006 levels.
Since that time the rates for sewer service have not been adequate to pay for the
service. Essentially the sewer service rates produced $ll.5M in income in 2007-2008
and about $7,200,000 in 2009-10. The City then attempted to make up for the sewer
rate revenue loss by use of the Rate Stabilization Reserve which was at $6,450,000 in
07-08, and will be depleted next fiscal year, 2011-12.
In short, the City has a very dangerous and unsustainable situation in its Sewer Fund,
which will not only deplete the Fund but, to continue present sewer service, would
compel an enormous drain on the City's General Fund, which is also not sustainable.
Most City officials appreciate that water and sewer services are largely taken for
granted, certainly as long as water comes out of the faucet and the toilet flushes. These
services, unlike parks and recreation service and public safety, are largely "out of sight,
out of mind," expected to work, and expected to be economical. We also know that the
actual cost of providing these services, with all the requirements and mandates placed
on us by the State and Federal governments, continue to grow year after year.
.,.
Historically, this hasn't always been the case, when, at the turn of the century (1900),
The Shame of the Cities (a book by Lincoln Steffens) was about (in part) unreliable and
unsafe water supplies and sewage flowing in the streets. In the 50's and 60's California
cities were desperately trying to "catch up" in their water and sewer needs with great
citizen support because of the neglect to them during the Depression and World War II
years.
In Rohnert Park currently the Sewer Fund situation is so dire and in need of remediation
that the staff, rate consultant and, more importantly, our bond trustee and bond
holders, are expressing serious concerns, with the latter two asking for corrective
measures, that is, substantial rate increases sufficient to correct the projected shortfall
and to restore the Fund to fiscal health.
In the last few weeks our staff Ad Hoc sewer rate group (Sandy, Darrin, John M. and.
myself) has been at work framing the issue and gathering information for subsequent
presentation to the City Council (hopefully late July). We have been collecting
information for our rate consultant, looking at mandates placed on the City, manpower
needs in this function in the near future, producing "status quo" and "what is
necessary" financial projections, and examining related issues.
However, the paramount issue is that, last time around, some citizens of our community
took great issue with the proposed sewer rate increases and not only killed the
proposed increases, but set the rates back to a lower level.
As stated, this has had a very harmful effect on the City's ability to pay for this service
but, in the minds of some has produced a legal question "given what happened with
Measure l, can we move forward on sewer rate increases?" Our answer is, "yes, we
must as a matter of great civic necessity move forward, consistent with the requirement
of State law regarding such rate increases (Proposition 4)." The City Attorney, at the
appropriate point, will be asked to assist the City in this respect.
However, we also recognize that the days may be gone when a City CounCil/City staff
can unilaterally determine what they believe is best for the City. Similar to Measure E,
we must find ways for our citizens and business people to recognize that there is a
.,.
problem and assist in devising a solution to the problem, and to act as advocates in
promoting the solution to their fellow citizens. In other words] given the history of this
particular issue] some program of citizen involvement] communication] and education
will undoubtedly have to be developed in order for our Sewer Fund to be restored to
longer-term sustainability.
Obviously] this is a complex financial and technical issue] and many more points could
be made and will be made in discussing this issue subsequently with the Council.
However] I thought it important to discuss the "threshold issue'] of citizen involvement]
acceptance, and agreement with what has to be done.
I am asking each of you to give thought to this issue] as the staff will continue to do, so
that we can work together to develop an approach most likely to succeed.
Thank you.
.,.
Attachment 26a
THE OFFICE OF THE INTERIM CITY MANAGER
-
City of Rohnert Park. 130 Avram Avenue. Rohnert Park, CA 94928. [707] 588-2226 . Fax: [707] 792-1876
MEMORANDUM
DATE:
TO:
FROM:
RE:
JUNE 30, 2010
CITY COUNCIL, DEPARTMENT HEADS
JOHN DUNN
FUTURE SEWER RATE ADJUSTMENTS
On June 25th (dated June 24th) I sent you a memo on the absolute necessity for considering
sewer rate increases in the near future, as the Sewer Fund is in a rapid down-hill spiral.
The strong implication of this memo was that if we did what we did before, raised rates, that
we very well might get the same results, lose in the court of public opinion.
I suggested some form of necessary public education, information process which would
hopefully get us some public support on the issue, through citizen understanding of the issues
involved.
Attached are two idea papers, independently produced and different, though with a common
understanding, the need for working with our community's citizens to gain their support.
1. My paper entitled, "What Should the City Do to Gain Citizen Support and Reduce
Opposition to the Sewer Rate Increases"
2. John McArthur's paper entitled, "Proposed Sewer Rate Stakeholder Group"
These should help you cure any bouts of insomnia you have during the Fourth of July weekend.
Happy Holiday.
H:JohnDunn/cover memo JD & JM Future Sewer Rate Adjustments
.,.
WHAT SHOULD THECITV DO TO GAIN CITIZEN SUPPORT AND REDUCE OPPOSITION TO THE SEWER
RATE INCREASES (for Discussion and Refinement PurDoses):
Generally:
1. We have to make an "iron dad" case to our citizens.
2. We have to enlist this support.
3. We need an advocacy group of citizens, residents and business community members.
4. We need objective, straight-forward education materials.
5. We should speak before as many community groups as possible.
6. We must aim for the support of the Sonoma Press Democrat and the Community Voice.
7. The "organizational team" will largely be the City Council and the City Manager, Department
Heads, recruited volunteers, and City employee groups. Even more so than Measure E, since
part of this informational campaign will take place during the election season, internal Council
unity is essential to help prevent a successful initiative/referendum against the new sewer rates.
8. Bottom line: As far as protecting the General Fund and preventing lay-offs and service cuts, the
sewer rate increase is at least as important as Measure E (Measure E is projected to bring in
$2.8 million per year, the sewer fund (without an increase) would have to be subsidized by over
$3M per year).
Reminder: We cannot use City resources for advocacy purposes; we can for education and informative purposes.
Reminder No.2: Materials produced should not look cheap, neither should they be overly professional looking.
Reminder No.3: Keep the message simple and consistent.
TASKS TO GAIN CITIZEN SUPPORT FOR A SEWER RATE INCREASE:'
I. Mobilize citizen volunteers for an advocacy group
A. Solicit 3 names each from each City Councilmember and Department Head (the Committee
candidates).
B. Prepare and send i-page fact sheet to those serious about the need for sewer rate
increases, saying the email will be followed up with phone call asking them to serve on a
citizens' committee.
C. Phone and ask them to serve.
D. Invite those who volunteered to serve to a meeting, keep an e-mail contact with those who
couldn't make meeting.
E. Since their purpose is advocacy, ask them to be independent, to select their own leaders, to
raise money as necessary for their activities. Their task basically is to let our citizens know
of the critical need for a sewer rate increase and to gain citizen support to supplement the
City's educational efforts.
"?
2. Gain the support of the two newspapers
A. Mayor and City Manager meet with Sandy, Darrin and John M. to prepare and review fact
sheet and other preparation materials.
B. Mayor and City Manager make appointments with newspaper representatives, discuss
importance of issue to City, and ask for their support.
3. Prepare public information materials
A. Prepare information for sending out with sewer/water bills.
B. Prepare information for public presentations.
C. Prepare "hand out" educational materials for City Hall, all of City Centers and other public
and private locations.
4. Speak to Community Groups
A. Staff to organize lists of Community groups
B. Organize internal "speakers bureau."
C. Call them up, ask to speak to them at next meeting. .
5. Consider door-to-door informational distribution (very labor intensive, but effective).
6. Phone Calls
A. Some consider intrusive.
B. Citizens Committee might use effectively by focusing on opinion leaders, heads of
organizations, etc.
7. Paid Advertising
A. If used, would probably be done by Citizen Committee
B. If used, keep it simple
8. Other (?)
Basic question: Is this approach overly elaborate, should it be simplified (remembering Dunn's law-
it's better to do too much, than too little).
H:John Dunn/citizen support for sewer rate increase
.,.
CITY OF ROHNERT PARK
Department of Public Works" &
Community Service
600 Entetprise Drive
. Rohnert Park, CA 94928
Phone (107) 588-3300
. MEMORANDUM
Subject:
June 29, 2010
J obn Dunn, Interim City MM1ager
Jobn.McArthur, Director of Public Works and Community Services ~r~
Proposed Sewer Rate Stakeholder Group
Date:
To:
From:
I have few thoughtS and suggestions to share with you regarding the pending sewer rate adjustment that
could help this process move forward as smoothly as possible. I suggest creating a focus group of key
stakeholders to study this issue and build as much consensus as possible, prior to proceeding with the
other legal steps involved with rate adjustments. The issue of sewer rates is very complicated and has
been the source of contention and heated emotions throughout Sonoma County - Robnett Park being no
exception to this. Adjusting sewer rates involves much more than achieving a bottom line target revenue.
The rate" structure itself is in itself very complex and confusing to those that are "in the business" let alone
the public who would have no concept of these issues, other than the bottom line out of pocket costs.
The stakeholder group could include city staff, sewer rate consultant, local business representatives,
citizens, contractors,. seniors, developers, local ine~ and others that are. known to oppose utility rate
changes (MeasureL sponsors). The stakeholder group could meet regularly to study the problem and
wresde the more complex iss.ue of how to distribute the costs (who pays).
I "believe the advantages of this approach are many, including:
1. Creating an opportUnity to educate and raise pu1;>lic awareness
2. . Minimizing the opposition early in the process
3. Developjng early consensus
4. Creating credibility' and trust within the community
S. Receiving and incorporating community input
6. Minimizing politics
The disadvantages of this approach include:
1. Additional strain on staff - this will create a burden on staff, and
2. An overall longer rate adjustment process - this process may take three to six months.
.,.
Department of Public Works and Community Services
. Page 2
I have participated in a similar process with my previous employer and the. found that it was worth the
effort.. The srnkeholder group was created as an adhoc committee and fonned by staff. The city council
did not take fonnalaction in creating this committee, but.did provide input on the committee participants.
Staff reported regularly on the progress of the committees and disbanded it once the objectives of the
" "
committee were met. I also did a brief internet query on the formation of such a committee; it appears
that many districts have fonned similar committees, but committee formation process varied substantially
from district to. district.
I hope you find this information useful. Please let me know if ~nu need more information or want to
discuss further. Thanks.
.,.
Community Development Commission of the City of Rohnert Park
Cash Flow Statement 2010/11 Estimated Budget
Cash Balance, July 1, 2010
Cash from tax increment
Intere~t earned cash - tax increment
ANTICIPATED SOURCES OF CASH
Property Tax Increment
Housing set-aside
Operating Reserve (5%)<Cds>
2007R TABs interest earnings for debt service
2007H TABs interest earnings for debt service
Total Anticipated Sources of Cash
ANTICIPATED USES OF CASH
Dues & Subscriptions
Advertising/Publications
Travel & Meetings
Contractual services:
Trustee fees/bond issues
County property tax admin fee
Auditing Fees
Legal expense
Consultant Fees
Homeless Services
$CCDC - 2009 Homeless Count
Shared Living Homes
COTS Emergency Repairs/Maintenance
Proposed Housing Programs (non-bond)
Proposed Capital Improvement Projects (non-bond)
Golf Course CIP Fund Contribution
Payments to City of Rohnert Park:
Administration fee-City general fund
Allocation for Housing & Redevelopment Salaries
Debt Service Payments:
GF loan interest payments
GF loan principal payments
Land lease payments (Community Center Complex)
1991 TARBs
1999 TABs
2001 TARBs
2003 LRBs
2007R TABs
2007H TABs
Shift of RDA Funds to ERAF
Total Anticipated Uses of Cash
Cash Balance, June 30, 2011, Estimated
Attachment 27a
Redevelopment
Fund
$1,831,596
$568,134
$7,357,920
($2,225,384)
($379,000)
$973,918
$8,127,184
Attachment 27a
. Low &
Moderate
Housing Fund
$91,218
$0
$2,225,384
$0
$100,000
$2,416,602
$3,600
$5,000
$1,000
$5,000
$130,000
$4,000
$20,000
$50,000
$0
$20,000
$675,000
$53,801
$194,220
$83,000
$241,000
$464,000
$395,000
$310,934
$442,016
$973,918
$894,000
$4,965,489
$3 l~,f,~ I .'$
$4,500
$5,000
$3,000
$30,000
$4,000
$40,000
$50,000
$2,194
$10,000
$0
$526,000
$53,801
$116,000
$77,734
$855,694
$1,777,923
$C$~1!I,''79
.,.
Attachment 27c1
THE OFFICE OF THE INTERIM ASSISTANT CITY MANAGER
.m...
.~
City of Rohnert Park. 130 Avram Avenue. Rohnert Park, CA 94928 . [707] 588.2226 . Fax: [707] 792.1876
MEMORANDUM
DATE: AUGUST 4, 2010
TO: CITY COUNCIL
FROM: JOHN DUNN
RE: CDC BUDGET -Community Facilities Projects
Very Important Note:
With recent changes in the State Redevelopment Law, particularly Senate bill 93, it is important
to keep these five things in mind as we further consider CDC funding for Rohnert Park projects:
1. Items in the budget must be included in the CDC's approved five-year implementation
plan.
2. CDC funds can be used for project construction. They cannot be used for operation or
maintenance; that would fall to the City's General Fund.
3. With the exception of housing, projects must be within the defined project boundaries.
If projects are not located within the project area, the legislative body must make
certain findings based on substantial evidence of record.
4. Projects must provide their primary benefit to the project area.
5. Caused primarily by the State "take-aways" of Redevelopment Funds, the CDC budget
now has cash flow issues which may influence the expenditure program.
LISTED IN APPROXIMATE ORDER OF PRIORITY, FOR DISCUSSION PURPOSES:
1. Demolition of former Southwest Boulevard Fire Station
This building has been thoroughly discussed in the memo of July 13, 2010 and
previously, after the cessation of the NOAH food distribution program, the rodent
extermination, and the relocation of public safety equipment. The building currently
sets empty. The City Council has subsequently made the decision to commence the
process for demolition. The approved reuse is for low and moderate income housing,
this project would probably occur at the same time as the larger housing project on
Commerce and Avram.
Estimated cost: Demolition process currently being worked on by Engineering staff, and
the demolition would be paid for using CDC housing funds.
.,.
1
2. Studv for SDrav Park and All-Weather Plav Fields.
In the thinking of the staff, doing the preliminary work toward the establishment of one
or both of these facilities is very important. However, we don't want to be guilty of
"construct first, ask questions later." Issues that have been raised include:
a. Should these facilities be primarily for the use/benefit of our own residents, or
should they be planned as an attractor to address community economic
development goals.
b. Related, should these facilities be neighborhood, community, or regional, which
would have an effect on selecting the appropriate location and in this case of the
play fields, would they be used to attract larger tournaments.
c. CDC funds can be used for development (if meeting certain criteria); they cannot be
used for operation and maintenance. Therefore ,a major question is the impact of
such facilities on the General Fund over the long term.
d. "If they were built, would they come?" Community facilities here and elsewhere
have been built on the belief or hope that they would be beneficial and have a
sustaining revenue source. Sometimes it hasn't worked out as planned.
e. It is conceivable, if the question is posed differently, that the answer could be a bit
different than the one we currently anticipate. "What could we do in Rohnert Park
to greatly solidify our position as a sports and recreational opportunity center, to the
greatest advantage of our residents, our community image, and our General Fund?"
For these and other reasons, the staff believes it is prudent, before moving ahead on a
"project," that we retain the proper type of recreational facility feasibility and market analysis
firm, and get a professional evaluation of what would best move us forward in this area. John
McArthur's concept and Darrin/Pat's "Spray Park Option" papers are attached. As a point of
information a single all-weather field is under discussion for inclusion in the Sonoma Mountain
Village Specific Plan.
Cost of these facilities currently unknown and depends on type, size, amenities, but potentially
$2,000,000 or more for facilities; the cost of study is estimated at $40,000 plus.
3. Sonoma Mountain Business Cluster
The City has received a letter request of Michael Newell, Ph.D., Executive Director of the
5MBC, which essentially asks for $888,000 to be granted to them to enable them to pay
off their loan to Codding Enterprises for tenant improvements. The letter also spells out
the efforts and benefits of the 5MBC program.
The City recently received the "2011 City of Rohnert Park Local Economic Report"
published by the Economic Development Board of Sonoma County, in conjunction with
the Workforce Investment Board and our local Chamber of Commerce. Our
.,.
2
unemployment rate in the City is presently 11.2%, and the number of jobs in the City
has gone from about 27,004 in 2007/08 to 22,100 in 2010, its lowest level in 10 years.
It can be said that the creation of jobs and the reduction of unemployment is one of the
basic tasks ofthe City on behalf of our citizens.
The City is working on its own community-resource based Economic Development Plan
but unless there is sufficient staff to devote to this task, it will probably make slow
progress.
Therefore, at the present time, and before there is substantial economic recovery,
probably our best chance of creating jobs is through the program of the Sonoma
Mountain Business Cluster. If this grant is made to them it should be structured in such
a way as to provide maximum benefit to the City and its residents.
Cost: $888,000 if the full request were to be granted, or $444,000 each year over 2
years.
4. Avram Affordable HousinR: Feasibilitv Studv
In 2008, the CDC acquired three parcels located at 6750 Commerce Boulevard, 100 and
120 Avram Avenue to develop affordable housing. Housing Bond proceeds were utilized
to acquire these sites. The CDC needs to move forward with development of these sites
in order to eliminate the blighted conditions that exist and meet its Regional Housing
Needs Allocation ("RHNA") for 2007 through 2014. A Request for Proposals ("RFP")
solicitation process in 2008 did not result in the selection of a qualified developer. Prior
to initiating another RFP process, a feasibility study should be performed to determine
the highest and best use for the properties, to analyze the pros and cons of developing
for rent versus for sale property, and to explore the market potential of these sites and
impact on City revenues. A feasibility study would drive the process forward based on
Council input. Once the Council has established its vision for the Avram properties, an
architect could work with Council to establish drawings that illustrate preferred
architectural styles. This would provide developers and staff with the capacity to bring
proposals forward that clearly reflect Council's vision. The estimated cost for the
feasibility study would be $12,000-$15,000, the source of funding would be
Redevelopment Bond proceeds.
5. Commercial BuildinR: Improvement ProR:ram
This type of program is often referred to as a Fa~ade Improvement program but it can
be more than that. The basic idea is to improve the attractiveness/function of a
commercial area by upgrading the facilities, eliminating vacancies, upgrading tenants,
and restoring vitality. Done right, it would require an enthusiastic, cooperative and
3
capable property owner, willing to put up their own money, preferably on a matching
fund basis. Excellent criteria for program participation would have to be developed so
that true community economic development takes place. Questions of grant, loan,
forgivable loan, bond of taxable debt vs taxable debt, etc. would have to be resolved.
The usual payback to the City would be from property sales and TOT taxes and
assistance to surrounding areas.
Cost: Unknown at present; would have to be negotiated with property owner.
6. limited Community SiI:m ProJ;tram
This idea is a component of the Corridor Plan developed by the City, but is thought to
have merit on its own. We are all familiar with signing programs that are extensive,
elaborate and expensive. What we're thinking of here would be limited to major streets
and major attractions, and attractive/functional rather than fancy. The sign could point
to community facilities only, or could also include private-sector draws and major retail
and major private recreation facilities, Sonoma Mountain Village, being one example.
The basic idea is that if we desire to move from a primarily residential City to an
economic development "attractor," and gain more outside visitation, we need to
provide some "good neighbor" assistance to our visitors in getting them around the City.
Rohnert Park has a good number of desired community facilities and we need to do a
better job of promoting our own facilities.
Cost: Unknown at present: program would be limited in scope to limit cost.
7. ProvidinJ;t Incentives for Certain HiJ;thly Beneficial DeveloDments
There may be opportunities to facilitate development by constructing public
improvements using redevelopment funds. Certain developments can increase
property values, generate general fund revenue, and create jobs. One example would
be the addition of a major brand-name hotel. Such a project could generate up to
$200,000 per year in general fund revenue through transient occupancy taxes and
property taxes. Some agencies develop policies regarding use of redevelopment funds
to facilitate projects. For instance, a policy requiring a six-year payback period on
redevelopment funds yields an investment of up to $1.2 million in this example. The
$1.2 million could be used as a loan to the City's infrastructure financing program
(Public Facilities Financing Fee Program) to construct nearby infrastructure such as
streets and traffic signals. Eventually the CDC would be paid back its principal
investment.
.,.
4
There may be other means of incentivizing general fund revenue generating
development project. We recommend reserving a portion of the CDC capacity for such
projects.
8. Ener~ Savin~s Improvements to Communitv Center Complex (Community Center,
Sports Center)
With the PAC needing a new roof, and with other changes/rehabilitations needed, is it
timely to consider long-term reduction of costs through the development of energy
savings improvements.
Further staff analysis is being done on this. It would make sense to proceed on this only
if there are real cost savings and a reasonable pay-back period.
Summary:
The above listing of potential projects is the result of staff meetings on this topic. City
Council/CDC members may wish to suggest others for further analysis. In considering these
projects it is good to keep two principles in mind: the first is that we should use accumulated
CDC funds for the benefit of the community as facilities that either benefit our own residents,
or that prevent blight or aid in the City's economic development efforts. The second is that,
particularly given State take-aways, we should spend wisely and reserve sufficient funding in
our CDC accounts so that we can face any community contingency.
Special thanks to Linda and Darrin for their assistance in the above.
H:JD/ CDC BUDGET -<:ommunity Facilities Projects
.,.
5
Revised Attachment 27cl
THE OFFICE OF THE INTERIM ASSISTANT CITY MANAGER
City of Rohnert Park. 130 Avram Avenue. Rohnert Park, CA 94928. [707] 588-2226 . Fax: [707] 792.1876
MEMORANDUM
(New annotated version citing potential funding source and availability)
DATE: AUGUST 4,2010
TO: CITY COUNCIL
FROM: JOHN DUNN
RE: CDC BUDGET -Community Facilities Projects
Very Important Note:
With recent changes in the State Redevelopment Law, particularly Senate bill 93, it is important
to keep these five things in mind as we further consider CDC funding for Rohnert Park projects:
1. Items in the budget must be included in the CDC's approved five-year implementation
plan.
2. CDC funds can be used for project construction. They cannot be used for operation or
maintenance; that would fall to the City's General Fund.
3. With the exception of housing, projects must be within the defined project boundaries.
If projects are not located within the project area, the legislative body must make
certain findings based on substantial evidence of record.
4. Projects must provide their primary benefit to the project area.
5. Caused primarily by the State "take-aways" of Redevelopment Funds, the CDC budget .
now has cash flow issues which may influence the expenditure program.
LISTED IN APPROXIMATE ORDER OF PRIORITY, FOR DISCUSSION PURPOSES:
1. Demolition of former Southwest Boulevard Fire Station
This building has. been thoroughly discussed in the memo of July 13, 2010 and
previously, after the cessation of the NOAH food distribution program, the rodent
extermination, and the relocation of public safety equipment. The building currently
sets empty. The City Co.uncil has subsequently made the decision to commence the
process for demolition. The approved reuse is for low and moderate income housing,
this project would probably .occur at the sarne time as the larger housing project on
Commerce and Avram.
Estimated cost: Demolition process currently being worked on by Engineering staff, and
the demolition would be paid for using CDC housingfunds.
.,.
1
Funding Source: 2007 Housing Tax Allocation Bonds
Funds Available: $13,129,823
Sufficient availability of funds to fully fund demolition
2. Study for Spray Park and All-Weather Play Fields.
In the thinking of the staff, doing the preliminary work toward the establishment of one
or both of these facilities is very important. However, we don't want to be guilty of
"construct first, ask questions later." Issues that have been raised include:
a. Should these facilities be primarily for the use/benefit of our own residents, or
should they be planned as an attractor to address community economic
development goals.
b. Related, should these facilities be neighborhood, community, or regional, which
would have an effect on selecting the appropriate location and in this case of the
play fields, would they be used to attract larger tournaments.
c. CDC funds can be used for development (if meeting certain criteria); they cannot be
used for operation and maintenance. Therefore a major question is the impact of
such facilities on the General Fund over the long term.
d. "If they were built, would they come?" Community facilities here and elsewhere
have been built on the belief or hope that they would be beneficial and have a
sustaining revenue source. Sometimes it hasn't worked out as planned.
e. It is conceivable, if the question is posed differently, that the answer could be a bit
different than the one we currently anticipate. "What could we do in Rohnert Park
to greatly solidify our position as a sports and recreational opportunity center, to the
greatest advantage of our residents, our community image, and our General Fund?"
For these and other reasons, the staff believes it is prudent, before moving ahead on a
"project," that we retain the proper type of recreational facility feasibility and market analysis
firm, and get a professional evaluation of what would best move us forward in this area. John
McArthur's concept and Darrin/Pat's "Spray Park Option" papers are attached. As a point of
information a single all-weather field is under discussion for inclusion in the Sonoma Mountain
Village Specific Plan.
Cost of these facilities currently unknown and depends on type, size, amenities, but potentially
$2,000,000 or more for facilities; the cost of study is estimated at $40,000 plus.
Funding Source: 2007 Redevelopment Tax Allocation Bonds
Funds Available: $4,795,443
Funding Source: 1999 Tax Allocation Bonds
Funds Available: $627,354
Availability of funds subject to Council prioritization
.,.
2
3. Sonoma Mountain Business Cluster
The City has received a letter request of Michael Newell, Ph.D., Executive Director of the
5MBC, which essentially asks for $888,000 to be granted tothemto enable them to pay
off their loan to Codding Enterprises for tenant improvements. The letter also spells out
the efforts and benefits of the 5MBC program.
The City recently received the 1f2011 City of Rohnert Park Local Economic Report"
published by the Economic Development Board of Sonoma County, in conjunction with
the Workforce Investment Board and our local Chamber of Commerce. Our
unemployment rate in the City is presently 11.2%, and the number of jobs in the City
has gone from about 27,004 in 2007/08 to 22,100 in 2010, its lowest level in 10 years.
It can be said that the creation of jobs and the reduction of unemployment is one of the
basic tasks of the City on behalf of our citizens.
The City is working on its own community-resource based Economic Development Plan
but unless there is sufficient staff to devote to this task, it will probably make slow
progress.
Therefore, at the present time, and before there is substantial economic recovery,
probably our best chance of creating jobs is through the program of the Sonoma
Mountain Business Cluster. If this grant is made to them it should be structured in such
a way as to provide maximum benefitto the City and its residents.
Cost: $888,000 if the full request were to be granted, or $444,000 each year over 2
years.
Funding Source: 2007 Redevelopment Tax Allocation Bonds
Funds Available: $4,795,443
Funding Source: 1999 Tax Allocation Bonds
Funds Available: $627,354
Availability of funds subject to Council prioritization
4. Avram Affordable Housing Feasibilitv Study
In 2008, the CDC acquired three parcels located at 6750 Commerce Boulevard, 100 and
120 Avram Avenue to develop affordable housing. Housing Bond proceeds were utilized
to acquire these sites. The CDC needs to move forward with development of these sites
in order to eliminate the blighted conditions that exist and meet its Regional Housing
Needs Allocation (IfRHNA") for 2007 through 2014. A Request for Proposals (IfRFP")
solicitation process in 2008 did not result in the selection of a qualified developer. Prior
to initiating another RFP process, a feasibility study should be performed to determine
the highest and best use for the properties, to analyze the pros and cons of developing
.,.
3
for rent versus for sale property, and to explore the market potential of these sites and
impact on City revenues. A feasibility study would drive the process forward based on
Council input. Once the Council has established its vision for the Avram properties, an
architect could work with Council to establish drawings that illustrate preferred
architectural styles. This would provide developers and staff with the capacity to bring
proposals forward that clearly reflect Council's vision. The estimated cost for the
feasibility study would be $12,000-$15,000; the source of funding would be
Redevelopment Bond proceeds.
Funding Source: 2007 Housing Tax Allocation Bonds
Funds Available: $13,129,823
Sufficient availability of funds to fully fund feasibility study
5. Commercial Building Improvement Program
This type of program is often referred to as a Fa~ade Improvement program but it can
be more than that. The basic idea is to improve the attractiveness/function of a
commercial area by upgrading the facilities, eliminating vacancies, upgrading tenants,
and restoring vitality. Done right, it would require an enthusiastic, cooperative and
capable property owner, willing to put up their own money, preferably on a matching
fund basis. Excellent criteria for program participation would have to be developed so
that true community economic development takes place. Questions of grant, loan,
forgivable loan, bond of taxable debt vs taxable debt, etc. would have to be resolved.
The usual payback to the City would be from property sales and TOT taxes and
assistance to surrounding areas.
Cost: Unknown at present; would have to be negotiated with property owner.
FundingSource: 2007 Redevelopment Tax Allocation Bonds
Funds Available: $4,795,443
Funding Source: 1999 Tax Allocation Bonds
Funds Available: $627,354
Availability of funds subject to Council prioritization
6. Limited Community Sign Program
This idea is a component of the Corridor Plan developed by the City, but is thought to
have merit on its own. We are all familiar with signing programs that are extensive,
elaborate and expensive. What we're thinking of here would be limited to major streets
and major attractions, and attractive/functional rather than fancy. The sign could point
to community facilities only, or could also include private-sector draws and major retail
and major private recreation facilities, Sonoma Mountain Village, being one example.
.,.
4
The basic idea is that if we desire to move from a primarily residential City to an
economic development "attractor," and gain more outside visitation, we need to
provide some "good neighbor" assistance to our visitors in getting them around the City.
Rohnert Park has a good number of desired community facilities and we need to do a
better job of promoting our own facilities.
Cost: Unknown at present: program would be limited in scope to limit cost.
Funding Source: 2007 Redevelopment Tax Allocation Bonds
Funds Available: $4,795,443
Funding Source: 1999 Tax Allocation Bonds
Funds Available: $627,354
Availability of funds subject to Council prioritization
7. Providing Incentives for Certain Highlv Beneficial Developments
There may be opportunities to facilitate development by constructing public
improvements using redevelopment funds. Certain developments can increase
property values, generate general fund revenue, and create jobs. One example would
be the addition of a major brand-name hotel. Such a project could generate up to
$200,000 per year in general fund revenue through transient occupancy taxes and
property taxes. Some agencies develop policies regarding use of redevelopment funds
to. facilitate projects. For instance, a policy requiring a six-year payback period on
redevelopment funds yields an investment of up to $1.2 million in this example. The
$1.2 miUion could be used as a loan to" the City's infrastructure financing program
(Public Facilities Financing Fee Program) to construct nearby infrastructure such as
streets and traffic signals. Eventually the CDC would be paid back its principal
investment.
There may be other means of incentivizing general fund revenue' generating
development project. We recommend reserving a portion of the CDC capacity for such
projects.
Funding Source: 2007 Redevelopment Tax Allocation Bonds
Funds Available: $4,795,443
Funding Source: 1999 Tax Allocation Bonds
Funds Available: $627,354
Availability of funds subject to Council prioritization
.,.
5
8. Energy Savings Improvements to Community Center Complex (Community Center,
Sports Center)
With the PAC needing a new roof, and with other changes/rehabilitations needed, is it
timely to consider long-term reduction of costs through the development of energy
savings improvements.
Further staff analysis is being done on this. It would make sense to proceed on this only
if there are real cost savings and a reasonable pay-back period.
Funding Source: 2007 Redevelopment Tax Allocation Bonds
Funds Available: $4,795,443
Funding Source: 1999 Tax Allocation Bonds
Funds Available: $627,354
Availability of funds subject to Council prioritization
Summary:
The above listing of potential projects is the result of staff meetings on this topic. City
Council/CDC members may wish to suggest others for further analysis. In considering these
projects it is good to keep two principles in mind: the first is that we should use accumulated
CDC funds for the benefit of the community as facilities that either benefit our own residents,
or that prevent blight or aid in the City's economic development efforts. The second is that,
particularly given State take-aways, we should spend wisely and reserve sufficient funding in
our CDC accounts so that we can face any community contingency.
Special thanks to Linda and Darrin for their assistance in the above.
H:JDI CDC BUDGET -Comm~nity Facilities Projects
.,.
6
Attachment 27cl
CITY OF ROHNERT PARK
Department of Public Works &
Community Service
MEMORANDUM
Date:
To:
From:
Subject:
July 19,2010
John Dunn, Interim City Manager
John McArthur, Director of Public Works & Community Services 7"" ~
Recreation Amenities - Preliminaty Discussion
The following discussion briefly summarizes recreational facility alternatives that may have the potential to
not only be financially self-sustaining, but to also generate significant income to the City. Several
recreational facilities have been discussed in various forums in the past, but have not been previously
analyzed through the lens of revenue generation and economic development. At first glance, it appears
that large-scale spray parks, all weather fields, and indoor pools have the greatest revenue-generating
potential. TIlls initial observation is based upon the following:
. Staff experience;
. Observations in other communities;
. Community feedback;
. New trends in recreation - perhaps reflective of changillg demographics; and
. Feasibility in Rohnett Park
. As a qualifier to the following discussion - these thoughts are preliminary at best and have not been fully
developed. If there is any merit to these thoughts and ideas, a more in-depth analysis will be needed to
select a project offering the greatest community benefit. The issues of what to build, where to locate it,
and what supplemental facilities should accompany it, as well as regional appeal and revenue capacity are
beyond staffs expertise. As a first step, I suggest deferring this matter to a professional consultant to
perform a comprehensive recreation amenity feasibility study.
Spray Parks
Compared to traditional swimming pools, spray parks have the advantage of lower operational costs with
the ability to generate the same amount of income. Revenue-generating capability is an important
consideration to avoid creating a future burden on the General Fund.
Sprayparks can be designed so that they are freely accessible to the public as part of a park, or can be
constructed with perimeter fencing and charged admission. Either way, staffing and heating costs would
be significantly lower than a pool.
Spray park revenue generating capability would seem to be reliant on a number of things - all related to
facilitating large scale public use. Ideally, a spray park would be:
. Accessible and convenient to all residents;
. Marketable as a regional attraction - tap the outside market;
. Big enough to accommodate large crowds/groups; and
. Incorporate a variety of features to attract all age groups.
.,.
600 Enterprise Drive, Rohnert Park CA 94928, 707588-3300
. Page 2
Small-Scale Neighborhood Spray Parks
During the 2009 Alicia and Ladybug Pool community workshops, there was a clear public desire to see
sprayparks installed at both pool sites. The reuse of these locations will soon be discussed with the Parks
and Rec. Commission. However, for purposes of this discussion on revenue generation, creating two
small neighborhood spray parks does not appear to carry a significant enough revenue-generating capacity
to warrant further consideration.. The reason for this is location - difficult access for outsiders, not
marketable as a regional attraction, too isolated to attract large crowds, and too small of an area to build a
significant multi-use facility.
The small water feature in the new Civic Center Plaza has been a big hit for families during major events.
However, as popular as this mini-spray park is, it is not significant enough. to ever become a regional
attraction or stand alone as a revenue generator. Although located in a highly accessible area, this type of
mini-spray park serves as a complementary feature to other events on the plaza, but is not substantial
enough to attract large crowds or be a self-sustaining amenity.
Large-Scale Neighborhood Spray Parks
Incorporating a large-scale water feature into the Community Center Complex would create an exciting
amenity that would make the entire complex a destination place for many families on hot days. An
important design element of the water feature would be the ability to turn it off when necessary allowing
for other activities to be held in the courtyard. This concept could generate enough revenue to at least be
self sustaining while enhancing the other facilities' bottom line. For example; the City of San Jose's
Chavez Plaza has a large multi-use spray feature that attracts hundreds of bathers on hot days and has
created a vibrant, active recreational component into what was once a passive-use facility. Bringing more
families into the Community Center complex would give much greater exposUre to the Perfonning Arts
Center, Community Center and Sports & Fitness Center. The increased public awareness of these
facilities could also result in increased revenue for all three facilities.
All-Weather Sport Fields
Organized sports for youth and adults are evolving from seasonal play to year-round activities. In
addition to the traditional sports of baseball, soccer, and football; field sports such as lacrosse, rugby,
ultimate Frisbee, and cricket are growing in popularity thereby increasing the demand on public parks'
(fields) infrastructure. TIlls increased demand is a product of a broader scope of athletic ac;tivities and a
change from seasonal to year-round demand. To meet the increasing demand for sports teams and
tournaments, many communities are installing year-round multi-use sports turf that can readily
accommodate multiple activities and attract tournaments.
Existing Infrastructure and Lost Opportunity
There are multiple fields located throughout Rohnert Park; some City-owned, and others located within
the school district. City of Rohnert Park owns seven soccer fields; four with lights. The City does not
own an all-weather field; however, within the next few years a single all-weather field is planned as part of
the Sonoma Mountain Village Specific Plan. Also, the school district owns one all-weather field (at the
high school) - this field has not been used for City functions but is reasonably close to Sunrise Park and
the Community Center.
There are thousands of participants using the City's turf fields. It appears that the City does not have
enough fields to accommodate current demand - particularly with soccer and football. Furthermore, the
City does not have the capability to host major tournaments - a lost revenue opportunity. The demand
for fields is no longer just a seasonal demand; many of the sports leagues and programs have extended
their seasons into the winter; and new sports, such as lacrosse and rugby, are now played yeaJ; round.
Consequently, not only are we not able to meet the current demand for field use, our existing fields are
. Page 3
being overused and are beginning to deteriorate. In particular, the increased winter use is a source of
significant turf damage (a major cost).
As previously mentioned, other Sonoma County cities are gradually transitioning from turf to all weather
fields. With a growing demand for year-round athletic fields, and neighboring cities offering better
recreational facilities, we may find ourselves in an unfavorable position in what appears to be a growing
competitive market.
All-Weather Fields - options/ costs/revenues
Lighted, multi-use (multi-sport) fields appear to provide the maximum utility and benefit. Building these
fields in tandem (two or more) also appear to be a required element to attract tournaments. Revenue
generated from tournaments includes direct use fees, TOT income, and other sales tax. According to
recent Chamber of Commerce figures, the average visitor spends $290/night. Considering the fact that
sports tournaments can attract several thousand visitors for multiple nights - the revenue potential from a
major tournament is significant. Other benefits of all weather fields include:
. Reduced water consumption;
. Lower O&M costs;
. Year round use; and
. Relief of wear and tear on existing turf fields
While the day-to-day O&M costs of all-weather fields appear to be lower compared to traditional turf
fields, it is important to consider all other expenses when making this comparison. Based on
Engineering's preliminary analysis (attached), the City should anticipate nearly $40,OOO/year/field in costs
associated with all-weather fields. The most significant cost is depreciation - the field material is very
expensive and has an eight year life expectancy.
Location and Configurations
Ideally, all-weather fields would be constructed in tandem or located reasonably close to another single
field. This arrangement would facilitate tournaments which have the greatest revenue-generating
potential. Other considerations with field locations include accessibility and utilization of existing lighted
fields. Possible configurations could be:
1. Two new fields at Magnolia Park;
2. One new field at Magnolia Park - could work in tandem with the new field at SMV;
3. One new field at Sunrise Park - could work in tandem with the high school field; or
4. Two or more new fields west of the freeway.
Indoor Lap Swim Pool at the Callinan Sports & Fitness Center
Lap swimming is one of the most popular recreational activities in the country. Water aerobics classes are
also growing in popularity. The original master plan for the Callinan Sports & Fitness Center includes an
indoor lap swim pool Nearly every Sports Center customer has inquired about a swimming pool -
indoor swimming pools are an attractive amenity with most private sports and fitness centers. We believe-the addition of a small indoor pool would be a great addition to the Sports Center and would significantly
increase our membership base and revenue.
While the cost of constructing an indoor pool can be significant, careful planning and design
considerations could reduce construction and operational costs. For example, the pool could be designed
with only four or five lanes with a shallow depth, thus reducing the construction, heating and ventilation
costs. The pool enclosure could be constructed of a steel frame and fiberglass panels with g~ss doors
opening to a sun deck at a relative modest cost compared to conventional construction methods.
. Page 4
The Sports Center locker rooms were designed with wall knock-outs so that they could also serve as
restrooms and changing facilities for the originally planned pool Finally, the whirlpool spas that were
recendy closed at the Sports Center could be relocated into a single coed spa on the pool deck.
Costs and Revenue Considerations
A detailed analysis is needed to fully explore this option. In the meantime, the following are a few
preliminary thoughts:
. High capital costs
. High O&M costs
. High revenue-generating capability - would eventually realize a positive cash flow (npv)
. Beneficial to all three facilities (Sports Center, PAC, Community Center)
. Feasible - sports center was originally conceived with a pool
. Host swim meets and tournaments - a major revenue source
. Allow for year-round swim lessons - masters and aqua-aerobic programs
. Increase the City's competitive edge in the sports and fitness market
Recommendation
The thoughts and ideas I have discussed are ideas at best and are not fully developed or complete. There
could be other worthwhile amenities that I have not considered in this discussion. The hope is that
whatever amenity is chosen, that over its life cycle, it does not create a long-term burden on the General
Fund. Ideally, this new feature would not only sustain itself, but bring supplemental revenue to the City in
the form of user fees, TOT, and sales tax.
From an initial glance, all of these options appear to be promising investments. However, this issue is
both multi-faceted and complex. Before pursuing any option, many questions will have to be answered
including:
1. What (if anything)to build,
2. Where to locate it,
3. What will this market ~bcal and regionally) support,
4. How to integrate with other City and local amenities, and
5. When (if ever) will it generate positive cash flow.
Staff does not have the ability to fully answer these and other remaining questions. I recommend securing
the services of an expert and perform a comprehensive recreation amenity study. 1bis study may serve as
a strategic planning document that fully integrates recreation and development planning for these and
future projects.
Please let me know if you have any questions or would like to discuss this further. Thanks.
.,.
Attachment:
All weather field cost summary
All Weather Field Cost Summary
Dimensions
Length
Width
Area
Fence Perimeter
Capital Costs
Grading
ADA Access to Site
Field
Bleachers
Fence
Lighting
Misc /Contingency
Total Construction Cost
Design, CM & Admin
Total Cost
Operatinq Costs
Sweeping 2 Times a Month
Misc. Maintenance
Replacement of Fabric
Rental Management
Lighting (Power)
Lighting ( Maintenance)
Total Annual Cost of Ownership
Round To
IV
121 Yds
71 Yds
8,400 Sq Yds
500 Yds
Unit Cost
0.6
10,000
$8
$3, 105
$20
$300,000
Cost
$80
$5,000
$226,800
$1,920
$1,500
$300
360 Ft
210 Ft
75,600 Ft
1,500 Ft
Unit
CY
LS
SF
Each
LF
LS
Years
1
8
1
1
1
Quantity
2,800
1
75,600
20
1,500
1
25%
36%
Annual Cost
$1,920
$5,000
$28,350
$1,920
$1,500
$300
$38,990
$40,000
Cost
$1,680
$10,000
$604,800
$62,100
$30,000
$300,000
$252,145
$1,260,725
$453,861
$1,714,586
Comments
Comments
30 Ft 3 Tier
6 Ft High Commercial
$40 /Hour
$40 /Hour 4 hours /Month
Could be much greater depending on lighting type
June 30, 2010
The Hon. Mayor Stafford
City ofRohnert Park
130 A vram Avenue
Rohnert Park CA 94928
SONOMA MOUNTAIN
BUSINESS CLUSTER
Dear Honorable Mayor Stafford and City Council Members Belforte, Breeze, Callinan and Mackenzie,
As you know, the Sonoma Mountain Business Cluster (SMBC) has made a grant request to the
Community Development Commission (CDC) in the amount of $888,000. This project is included in
the CDC's five year plan as eligible for consideration for funding. The purpose of this letter is to make
a formal request to consider this project for funding in the context of the City's 2010/11 budget
currently being formulated.
5MBC is the North Bay's first and only business incubator, located here in Rohnert Park - at Sonoma
Mountain Village. Weare an independent 501 c3 non-profit organization. Our mission is to create high
value jobs by enabling and accelerating the success of technology startups and emerging growth
companies.
We are living through some very tough economic times right now, with unemployment higher than
11 %. Naturally people are concerned about job creation. 5MBC is Rohnert Park's job creation engine,
with a goal of assisting at least 100 startups and creating more than 2000 jobs over the next 10 years.
But, we need your help to achieve these goals.
The benefits ofSMBC's continued growth and success to the City of Rohnert Park and its businesses
are compelling. 5MBC is becoming THE HUB for startup and emerging growth companies for the
whole North Bay region. This is attracting entrepreneurs and technology companies to Rohnert Park,
and it is these innovators that will lead us out of the recession. Technology workers earn 80% more
than the average worker in California, and by promoting innovative technology businesses, it helps to
create and grow a knowledge-based economy here in the North Bay. These startup and growth
companies will help to fill Rohnert Park's vacant commercial real estate, and contract with service and
support businesses in Rohnert Park. Additionally, their employees will buy homes and shop at Rohnert
Park's retail stores. In turn, this will result in increased property taxes and retail sales taxes.
In terms of hard numbers, we project that the companies emerging from our program will generate
$350M in cumulative payroll over the next 10 years, which will generate an estimated $3.5M increase
in sales tax revenues for the City of Rohnert Park. We believe this makes 5MBC the highest impact
job creation program in the North Bay region, and a good investment for the CDC's precious
redevelopment dollars. We project a compound return on investment for the CDC of 15% per annum,
returned via incremental sales tax revenues.
Furthermore, business incubation has been shown to be the most cost effective means of creating jobs.
A recent study published in 2009 by the Dept. of Commerce's Economic Development Administration
shows business incubation to be up to twenty times (20X) more cost effective at creating job~ than any
1300 Valley House Drive .
Suite 100
Rohnert Park, CA 94928
other mechanism. Business incubation has also proven to be extremely effective at local economic
development with 84% of companies locating within 5 miles of the incubator facility after graduating
from an incubator program. Clearly, the City of Rohnert Park stands to benefit enormously.
If granted, the funds will be used to payoff the principle of the loan against the leasehold
improvements that were performed to build our incubator facility (in the amount of $888,000). The
impact of this is huge for 5MBC.
Currently, we have a leasehold improvements loan on our books (principal of$888,726), accruing
interest to the balance sheet at a rate of 6.0% annually. In order to pay off the principal by 2018 (the
term of the loan), 5MBC needs to make annual payments of approximately $111,000. Interest charges
are currently an additional $50,000 per year. So, operationally this grant would remove annual
expenses of$161,000, and would remove an $888,000 liability from 5MBC's balance sheet.
As discussed previously with you, 5MBC would welcome a "dollar-for-dollar" matching requirement
for receiving this grant. This would allow the City confidence in knowing 5MBC is leveraging the
CDC grant, but would also provide 5MBC additional leverage to raise other money. Currently, 5MBC
has an additional liability of more than $800,000 on its balance sheet in unpaid rent. Our Board of
Directors would use the CDC grant as leverage to remove this liability from our balance sheet.
So, the total net benefit of this grant would be to remove $1.776M from 5MBC's balance sheet, and
annual expenses of$161,000 from its operating budget. This has a hugely positive impact on 5MBC's
viability and success moving forward. Furthermore, it makes 5MBC better able to attract donations
. from foundations, corporations or other donors, when these liabilities are removed from our balance
sheet.
Without this kind of financial assistance from the CDC, 5MBC's Board of Directors has some very
tough decisions in front of it. These liabilities cannot just be forgiven or received as a donation from
the note holders without 5MBC losing its 50 I c3 non-profit status. Options to be considered by the
board will include cutting staff and programs, restructuring its business model, or perhaps even closing
the doors.
Make no mistake; it is not all doom and gloom. Since opening to clients in 2007, 5MBC has posted
many successful milestones. But we need the CDC's financial assistance to continue on this path of
success. We have assisted more than 30 companies, and currently house 17 companies who in turn
employ more than 70 people. A couple of our companies are poised to break out. For example, Pix20
have just made their first sale of a large screen LED digital display, and their product is being
extremely well received. Their projections call for them to achieve $40M in annual sales within 3
years, and more than $100M in annual sales within 5 years. Exciting growth, I think you will agree!!
Recently, 5MBC was named as the coordinator of the North Bay Innovation Hub (iHub), one of only
six iHubs in the State of California. The iHub program is a California State initiative from the
Governor's Office of Economic Development (or GOED). The purpose of the iHub program is to
stimulate job creation in the State of California through regional collaboration and commercialization
of technology. 5MBC is positioned to receive $200,000 in operational funding through the iHub
program over the next year, and perhaps higher levels of funding in future years. More details of the
iHub program are enclosed as an attachment.
'"
1300 Valley House Drive
Suite 1 00
Rohnert Park, CA 94928
We have just signed an agreement with a Venture Capital firm who will invest in companies here in
the North Bay using 5MBC to generate deal flow. 5MBC has also attracted the federal support of
Congresswoman Lynne Woolsey and Congressman Mike Thompson, who have made federal
appropriations requests on behalf of 5MBC for a total of $11.5M to establish a world class center of
excellence for laser research and applications.
5MBC has also established an endowment fund with the Sonoma Community Foundation, and is
taking an equity stake in the companies being incubated. As these companies achieve success, this
equity will convert to cash and the endowment fund will grow. The fund will grow to the point where
it can support the activities of the incubator without any outside donations or financial support.
So, in summary, 5MBC is on a path toward operational success and self-sufficiency, but we need the
CDC's help to get there. I ask that you consider granting $888,000 to the Sonoma Mountain Business
Cluster in the form of a grant or forgivable loan. Phasing the grant over a 2 year period would be
acceptable to 5MBC if this is advantageous to the CDC. In return, over a 10 year period, 5MBC will
create more than 2000 jobs, increase payrolls by more than $350M, return an estimated $3.5M to the
Rohnert Park general fund, and provide the focus for job creation activity in the North Bay region.
Please help us to continue to revitalize Rohnert Park's business and jobs base.
Sincerely,
~0~
Michael P. Newell, PhD
Executive Director
Sonoma Mountain Business Cluster
Tel: (707) 794-1240
Fax: (707) 794-0440
Emai1: michaeln@somobc.org
'"
1300 Valley House Drive
Suite 1 00
Rohnert Park, CA 94928
Attachment 1 - North Bay iHub Summary
Name
North Bay iHub
Certifying Body
The iHub program is a California State initiative from the Governors Office of Economic
Development (GOED).
Purpose
The purpose of the iHub program is to promote regional collaboration and commercialization
of technology in order to stimulate job creation in the State of California. iHubs will achieve this by
stimulating partnerships between non-profit economic development organizations, government entities,
universities, businesses and investment networks to accelerate investment and economic development
around research clusters.
The North Bay iHub is one of only 6 iHubs approved by the State of California. The North Bay iHub
will promote regional collaboration for the purpose of creating a continuum of support for young
innovative growing technology companies throughout Sonoma Marin and Napa counties.
Geographic region Served
Sonoma, Marin and Napa counties.
iHub Collaborators
The regional organizations that have committed to collaborating as part of the North Bay iHub
so far include: .
· Sonoma Mountain Business Cluster (Coordinator)
· Sonoma State University (SSU)
· City of Rohnert Park
· Rohnert Park Chamber of Commerce
· City of Santa Rosa
· Santa Rosa Chamber of Commerce
· Sonoma County Economic Development Board
· Marin Economic Forum
· The North Bay Angels (Angel Investor Group)
· SBDC at Santa Rosa Junior College
Benefits of the iHub
The designation as an iHub is expected to benefit Rohnert Park in the following ways:
. Operational funding for 5MBC for activities supporting start-up and growth companies
o $200,000 over the next 12 months, perhaps more in the future
o Other opportunities to collaborate as a iHub group to attract funding
. Referrals from GOED of companies looking to relocate to California
. Enhanced partnership opportunities, national and international exposure, and increased
marketing opportunities for companies within the iHub area
. Connectivity to the most senior levels of government, business and universities through GOED
. Sharing of best practices with other iHubs
. Future collaborative activities could include statewide business plan competition, direct
funding for companies, and others
'"
1300 Valley House Drive
Suite 1 00
Rohnert Park, CA 94928
July 13, 2010
Mr. John Dunn
Ms. Linda Babonis
City of Rohnert Park
130 A vram Avenue
Rohnert Park CA 94928
SONOMA MOUNTAIN
BUSINESS CLUSTER
. Dear John and Linda,
As you know, the Sonoma Mountain Business Cluster (SMBC) has made a grant request to the
Community Development Commission (CDC) in the amount of $888,000. This project is included in
the CDC's five year plan as eligible for consideration for funding. As the Economic Development Sub-
committee and the Community Development Commission (CDC) meet to consider 5MBC's funding
request, I thought it might be helpful to provide you some updated information.
5MBC is the North Bay's first and only business incubator, located here in Rohnert Park - at Sonoma
Mountain Village. We are an independent 501 c3 non-profit organization. Our mission is to create high
value jobs by enabling and accelerating the success of technology startups and emerging growth
companies. We opened the doors to clients in July 2007, and in the ensuing 3 years 5MBC has begun
to deliver on its goals. These were outlined in a recent letter to the Mayor and City Council, but can be
summarized as:
· 'Become THE HUB for startup and emerging growth companies for the whole North Bay region
. Assist> 100 startups over 10 years
. Create> 2000 jobs over 10 years
· Help to fill Rohnert Park's vacant commercial real estate
. Support Rohnert Park's service and retail businesses
. Increase the City's sales tax and property tax revenues
The incubation process takes approximately 3 years on average before the companies graduate. Weare
now at the 3 year mark, and I would like to point to 3 concrete examples of the success we have
achieved to date with the City's help: Pix2o, West Coast Solar and Escape.
Pix20 are a current client of 5MBC, and their business is to make and sell large LED digital video
screens. When they came to 5MBC in late 2008, the company consisted of just the two founders. Pix20
has enjoyed rapid growth since that time, and now employs approximately 20 people. Furthermore,
their business is poised to expand rapidly. In June 2010 they sold their first production system, they
have received their next production order, and are receiving rave reviews everywhere their system is
displayed. Their systems sell for between $250,000 and $2,000,000 each. They are currently closing a
round of investment, and once completed, are projecting their business will grow to $40M revenue
within 3 years, and perhaps $100M within 5 years.
Escape is the new company formed by Jon and Anthony Bergland. Their business is an indoor
paintball and entertainment facility, and it now occupies the old Levitz building on Redwood Drive in
Rohnert Park. This building is a large space (45,000 square feet) and was vacant since Levitz closed in
2008. Jon and Anthony participated in 5MBC's incubation program, and made many valuable contacts
1300 Valley House Drive
Suite 100
Rohnert Park, CA 94928
during their tenure at 5MBC. The California Business Development group at 5MBC helped them
develop their business plan for Escape, and assisted them in leasing the Levitz building.
West Coast Solar are the fastest growing solar company in Sonoma county, and were a client of 5MBC
until graduating recently. They joined the incubation program in 2009, and grew rapidly from just 2
founders to a workforce of approximately 20 people. In one year, they have grown from zero revenue
to become a multi-million dollar revenue company.
These are some specific examples that 5MBC is working diligently to deliver on its promises, and is .
already demonstrating success.
I also wanted to expand on the use of the funds s,hould 5MBC receive them. As you kno~, the
$888,000 would be applied to the investment made in building out our incubator facility. Currently,
5MBC has a loan from Sonoma Mountain Village with a principle amount of $888,000. As the CDC
considers our proposal, it's important to note that this will be a triple win for the City of Rohnert Park.
Firstly, it will allow 5MBC to payoff the loan principle, . and continue on its mission to create jobs.
Secondly, the "dollar for dollar" matching requirement we have discussed means that the city gets
maximum leverage for their investment in 5MBC - attracting an additional $888,000 investment in
5MBC and Rohnert Park. Thirdly, we have obtained confirmation from Sonoma Mountain Village that
the funds received from 5MBC would be re-deployed within Rohnert Park's redevelopment district-
to continue making SMV a vital aspect of Rohnert Park's redevelopment. More specifically, Sonoma
Mountain Village has agreed that the funds would be restricted for use only at Sonoma Mountain
Village for the following purposes:
[J Capital improvements to the property
[J Investment in attracting new tenants and jobs at Sonoma Mountain Village
[J Routine operating expenses of the property
[J Costs of in-place bank financing that was used to improve the property (including 5MBC's
leasehold improvements) and to help build-out space for existing tenants
The funds would not be used for purposes of distributions to SMV's partners or payment of
compensation to any Codding employees.
5MBC and SMV are committed to helping the CDC enhance job growth and redevelopment; the
CDC's investment of the $888,000 in 5MBC will help our organization and SMV to continue
supporting CDC's goals of local job growth and investment activity.
Thanks again for the City's continued support of the Sonoma Mountain Business Cluster. I think our
continued progress is a true testament to the partnership that we've built with the city.
Sincerely,
/l1i0 /~
Michael P. Newell, PhD
Executive Director
Sonoma Mountain Business Cluster
Tel: (707) 794-1240
Fax: (707) 794-0440
Email: michaeln@somobc.org
'"
1300 Valley House Drive
Suite 100
Rohnert Park, CA 94928
Benefits to Rohnert Park, its Businesses and Residents
1. The Leading Job & Business Creation Program
. Assist> 100 startups over the next 10 years
. Create >2000 jobs over the next 10 years.
2. Financial Benefits to City of Rohnert Park over 10 years
. >$350M in cumulative payroll from incubator companies
. $3.5M increase in projected sales tax revenues to City
. Projected ROI of 15% per year
3. Effective Local Economic Development Method
. Assist> 100 startups over the next 10 years
. 84% of graduating companies locate <5 miles from incubator facility
. Graduating companies will fill vacant real estate (commercial & industrial)
. Create $350M in cumulative payroll over the next 10 years
. Incubator businesses will contract with local service and support businesses
. Employees will buy homes increasing property taxes
· Employees will shop at local retail stores increasing retail sales & sales taxes.
4. Validated Model for Economic Development of Cities
. Approximately 1500 business incubators in North America
. Approximately 1 in 3 incubators are sponsored by government or economic
development entities
. Business incubation is twenty times (20X) more cost effective at creating jobs
than any other method (per 2009 study by EDAlUS Dept. of Commerce)
. San Jose is a good example
o San Jose Redevelopment Agency has invested >$19M in incubators
overthe past 10 years
o The incubators have assisted >240 companies
o Attracted >$500M in investment capital
o Created >4000 jobs .
o Generated> $12M in sales tax revenues
5. Triple Win for Rohnert Park through Financial Leverage
· $888,000 allows 5MBC to concentrate resources on programs after paying off
Tenant Improvements
. Additional $888,000 attracted to 5MBC and Rohnert because of dollar for
dollar matching requirement
. $888,000 paid to Sonoma Mountain Village (note holder) is guaranteed to be
re-invested within Rohnert Park
6. 5MBC is Coordinator of North Bay iHub
· iHub Program is the State of California's main program for job creation
through support of innovation, entrepreneurship and growth companies
. We are one of only 7 iHubs in California
· Administered through GOED (Governor's Office of Economic Dev.elopment)
· Operational funding for 5MBC for activities supporting start-up and growth
companies
'"
o $200,000 over the next 12 months, perhaps more in the future
o Other opportunities to collaborate as a iHub group to attract funding
. Referrals from GOED of companies looking to relocate to California
. Enhanced partnership opportunities,. national and international exposure, and
increased marketing opportunities for companies within the iHub area
. Connectivity to the most senior levels of government, business and
universities through GOED
. Future collaborative activities could include statewide business plan
competition, direct funding for companies, and others
7. Focal Point for Attracting Funding to Region
. Goal is to attract >$1 OOM over the next 10 years
. Venture Capital firm, Wavepoint Ventures, will invest in companies in the
North Bay using 5MBC to generate the deal flow
. Congresswoman Lynn Woolsey and Congressman Mike Thompson have
made federal appropriations requests on behalf of 5MBC for a total of $11.5M
to es~blish a world class center of excellence for laser research and
applications.
. iHubs have applied for $IM grant from the Federal EDA (i6 grant, to be split
among the fIrst 6 iHubs)
. Other opportunities for government funding will present themselves,
particularly now we have the iHub designation
8. Growing partnership with SSU
. Increased collaboration with School of Business in areas of entrepreneurship
education, innovation, technology commercialization and economic
development
'"
Community Development Commission ( "CDC ") Funding
FY 2010/11'
Source of Funds
Tax Increment
Housing Set -Aside
2007R TABS
2007H TABS
1999 TABS
Used to fund: Operations,
Used to fund: Operations,
debt service and projects
debt service and housing
and programs. Can be used
related projects and
Used to fund: Capital
Used to fund capital
to fund housing.
programs. Project/program
projects and programs both
projects and programs for
Bond proceeds can be used
Purpose of Funds
Project /program funding is
spending is typically non -
on the Redevelopment &
housing related projects
to,fund capital projects.
typically non-capital, but
capital, but once substantial
Housing Side.
and programs only.
once sustantial balances are
balances are accrued can be
accrued can be used to fund
used to fund capital
capital proiects /programs.
proiects /programs.
Economic Development
Assistance to Community-
Recreational and
Community Facilities
Existing City Hall Site Reuue,
Downtown In -Fill Projects,
Types of Expenditures Funds Can
Programs, Community
Based Organizations, Vida
ary
Improvments, Temporary.
Existing Southwest Fire
'Be Used For
Center Complex Land Lease
Nueva Contractual
Fire Station Facility,
Station Reuse, Susidfes for
Beautification Program,
Payments, Sonoma
Obligation, CourseCo Lease
Commercial Building
Non- Profit Housing
Landscape Program.
Mountain Business Cluster.
Agteement.
Improvement Program.
Development.
Funds must be used to fund
Cannot derive income from
Cannot derive income from
Income restricted to 5% of
Must be of Primary Benefit
housing & housing related
use of these funds. Must be
use of these funds. Must be
proceeds. Must be of
to Redevelopment Area.
projects. Must be of Primary
- of Primary Benefit to
of Primary Benefit to
Primary Benefit to
Restrictions on Use of Funds
Must be contemplated in
Benefit to Redevelopment
Redevelopment Area. Must
Redevelopment Area. Must
Redevelopment Area. Must
Redevelopment Plan and
Area. Must be contemplated
be contemplated in
be contemplated in
be contemplated in
Implementation Plan.
in Redevelopment Plan and
Redevelopment Plan and
Redevelopment Plan and
Redevelopment Plan and
Implementation Plan.
Implementation Plan.
Implementation Plan.
Implementation Plan.
How much money is available?
0
0
4,795,443
13,129,823
627,354
If Tax Increment continues
If Tax Increment continues to
Potential for loss of
Potential for Future
Potential impacts
to decline or remains
stagnant, the CDC may have
decline or remains stagnant,
g
$550,000 in City Ctr Plaza
Defeasance if tax increment
continues to decline or does
None anticipated
to reduce funding for
the CDC may have to reduce
TLC Grant Funds. CDC
not rise as projected at
funding for programs.
would pay.
bond issuance.
programs.
v
initially, 5% of prior year's
Five year projection of ending
tax increment. Review each
fund balances reveals not
N/A
N/A
N/A
Reserve Policy
year and
enough set -aside to.justify
consider /recommend
incremental increase.
reserves.
f+
rr+
iy
A
S
M
3
r+
N
V
O.
Community Development Commission of the City of Rohnert Park
Cash Flow Statement 2010/11 Budget Estimated Budget
Cash Balance, July 1, 2010
Cash from tax increment
Interest earned cash - tax increment
ANTICIPATED SOURCES OF CASH
Property Tax Increment
Housing set-aside
Operating Reserve (5%)
2007R TABs interest earnings for debt service
2007H TABs interest earnings for debt service
Total Anticipated Sources of Cash
ANTICIPATED USES OF CASH
Dues & Subscriptions
Advertising/Publications
Travel & Meetings
Contractual services:
Trustee fees/bond issues
County property tax admin fee
Auditing Fees
Legal expense
Consultant Fees
Homeless Services
SCCDC - 2009 Homeless Count
Shared Living Homes
COTS Emergency Repairs/Maintenance
Proposed Housing Programs (non-bond)
Proposed Capital Improvement Projects (non-bond)
Golf Course CIP Fund Contribution
Payments to City of Rohnert Park:
Administration fee-City general fund
Allocation for Housing & Redevelopment Salaries
Debt Service Payments:
GF loan interest payments
GF loan principal payments
Land lease payments (Community Center Complex)
1991 TARBs
1999 TABs
2001 TARBs
2003 LRBs
2007R TABs
2007H TABs
Shift of RDA Funds to ERAF
Total Anticipated Uses of Cash
Cash Balance, June 30, 2011, Estimated
Redevelopment
Fund
$1,831,596
$568,134
$7,357,920
($2,225,384)
($379,000)
$973,918
$8,127,184
Attachment 27d
Low &
Moderate
Housing Fund
$91,218
$0
$2,225,384
$0
$100,000
$2,416,602
Attachment 27a
$3,600
$5,000
$1,000
$5,000
$130,000
$4,000
$20,000
$50,000
$0
$20,000
$675,000
$53,801
$194,220
$83,000
$241,000
$464,000
$395,000
$310,934
$442,016
$973,918
$894,000
$4,965,489
$3,~.1.,'9'
$4,500
$5,000
$3,000
$30,000
$4,000
$40,000
$50,000
$2,194
$10,000
$0
$526,000 .
$53,801
$116,000
$77,734
$855,694
$1,777,923
$'38,&79
'"
Attachment 27e
CITY OF ROHNERT PARK
OFFICE OF THE CITY CLERK
DATE:
August 4, 2010
TO:
Gabriel Gonzalez, City Manager
John Dunn, Interim Assistant City Manager
FROM:
Linda Babonis, Housing & Redevelopment Manager
RE:
Housing Trust Fund
Available Funds as of 6/30/10 $614,627.00
On March 26, 2002, the City Council approved Ordinance No. 677 adding Municipal Code Chapter
17.70, Housirig Trust Fund and InclusionarylIn-Lieu Fee Requirements. The City's Housing Trust Fund
and InclusionarylIn--Lieu Fee Requirement Ordinance (Section 17.70.040A) require that at least 15% of
all new dwelling units in a residential development of five or more units be affordable and, if it is a rental
project, the affordable units shall be affordable to very-low (50%) and low-income (50%) households.
Section 17. 70.040C allows for the developer to propose meeting the above requirements by an alternative
equivalent action, subject to review and approval by the City Council. In-Lieu of providing the required
units, a developer may make a contribution to the Housing Trust Fund to be used by the City to help
facilitate a future affordable project.
Ordinance 677 (Section 17:07.020 N.3.) establishes a Housing Trust Fund Board. The City Council
serves as the Board. The Board's role, as envisioned by this Ordinance, is to meet biannually to develop
a Housing Assistance Plan Program and financing strategy to further define and prioritize the uses of the
monies in the Housing Trust Fund. The plan must be consistent with the City's Housing Element.
The Housing Trust Fund is administered by the City Manager or hislher designee. .
The purposes and uses of the funds are as follows:
Monies deposited in the housing fund along with any interest earnings on such monies shall be used
solely to increase and improve the supply of housing affordable to households of moderate-, low- and
very low-income households; including, but not limited to:
(i) Acquisition of property and property rights;
(ii) Cost of construction including costs associated with planning, administration, and design, as well as
actual building or installation, as well as any other costs associated with the construction or financing of
affordable housing;
(iii) Reimbursement to the city for such costs if funds were advanced by the city from other sources; and,
(iv) Reimbursement of developers or property owners who have been required or permitted to"'install
facilities which are beyond that which can be attributed to a specific development.
Monies may also be used to cover reasonable administrative expenses not reimbursed through processing
fees, including reasonable consultant and legal expenses related to the establishment and/or
administration of the housing fuild and reasonable expenses for administering the process of calculating,
collecting, and accounting for inclusionary fees and any deferred city fees authorized by this section. No
portion of the housing fund may be diverted to other purposes by way of loan or otherwise.
(2) Monies in the housing fund shall be used in accordance with the priorities identified by the housing
assistance plan program and financing strategy to construct, acquire, rehabilitate or subsidize very low-,
low- and moderate-income housing and/or to assist other governmental entities, private organizations or
individuals in the construction and rehabilitation of very low- low-, and moderate-income housing. To
the extent possible as determined by the council, monies shall be targeted to benefit households at or
below sixty percent of median income in Rohnert Park. Monies in the housing fund may be disbursed,
hypothecated, collateralized or otherwise employed for these purposes from time to time as the city
council determines is appropriate to accomplish the purposes of the housing fund. These uses include,
but are not limited to, assistance to housing development corporations, equity participation loans, grants,
pre-home ownership co-investment, pre-development loan funds, participation leases,. or other
public/private partnership arrangements. The housing fund monies may be extended for the benefit of
rental or owner occupied housing or housing services.
(3) Expenditures by the city manager from the housing fund shall be by contract and controlled,
authorized and paid in accordance with general city budgetary policies.
According to Ron Bendorff, the past Community Development Director, he was not sure as to whether or
not the biannual assistance plan program and financing strategy had been done. Staff consulted Legal
Counsel and inquired as to whether or not the CDC Five Year Implementation Plan could serve to meet
the requirement for developing a Housing Assistance Plan Program and financing strategy. Staff was
advised that it could not.
In order to utilize these funds, the provisions contained in the Ordinance must be implemented. . The City
Council would convene as the Housing Trust Fund Board and review and approve a Housing Assistance
Plan Program and fmancing strategy developed and brought forward by staff. The Council would then
meet biannually to further define and prioritize the uses of the monies in the Housing Trust Fund.
An Alternative to implementing the Ordinance in its current form would be to amend the Ordinance and
develop new provisions. Specifically, the Ordinance could be amended to establish the CDC Five Year
Implementation Plan as the HOUSIng Assistance Plan Program and financing strategy document.
Moreover, the Ordinance could be aniended to establish an annual meeting of the Board that coincides
with the Annual Redevelopment Report to the legislative body required by Community Redevelopment
Law of the State of California, Health and Safety Code Section 33080.1.
In consideration of the time demands on City Council, staff is recommending that the Council authorize
staff to explore and bring back details regarding an amendment to Ordinance No. 677, Section 17.07.020
N.3., containing the alternative provisions proposed above.
'"
2
May 6, 2009
Ad Hoc Budget Committee
Amie Breeze, Mayor
Gina Belforte, Vice Mayor
RE: Final Report - Temporary Internal Audit Service
Dear Mayor Breeze and Members of the City Council:
Attached to this letter is the final report regarding the temporary internal audit service you hired Urban
Futures, Inc. to conduct. It is clear that the City is facing some very critical decisions as it weathers
these difficult economic times.
The report reviews the City finances, investment policies, audits, fiscal policies, budgets, staffing labor
agreements, etc. It offers a variety of strategies for the City Council and Staff to use to survive these
financial times and emerge as a stronger city operation.
There are tough policy decisions that need to be made by the City Council. Services to the community
will be impacted as well as staffing. By following UFl's recommendations such as establishing Basic,
Enhanced and Optimal levels of service the decision making process should be more clear to all
involved especially the community and city employees. Also by setting a policy requiring a five year
financial forecast should better prepare the City to face changes in a turbulent economy.
It has been an honor for Urban Futures to work with Council and Staff on this very important
assignment. We look forward to the opportunity to serve you in the future.
Sincerely Yours,
URBAN FUTURES INC.
// C! j(2-tA~'
~
Kevin O'Rourke
Managing Principal
.'.=..
.'.~~~
'#&:~
3111 N, Tustin, Suite 230 Orange, CA 92865-1753. (714) 283-9334 Business. (714) 283-5465 FAX
'"
May 6, 2009
Ad Hoc Budget Committee
Arnie Breeze, Mayor
Gina Belforte, Vice Mayor
Committee Members,
EXECUTIVE SUMMARY
The City of Rohnert Park has a serious structural challenge. Expenditures exceed revenues by
some $8 million, approximately 26% of the budget.
Two primary factors are at the root of this structural challenge. The first is that the City has
relied and continues to rely on one time revenues from land sales which have been used to fund
increasing, on-going expenditures, including staff costs. The second factor is that
compensation and benefits have increased 33% ($3.7 million) in the last six years.
Indeed, projected reserves of $7.9 million at the end of Fiscal Year 2009-10 assume $6 million
in revenue from the sale of the Stadium Land and the Wetland Parcel. Should these land sales
not occur, Rohnert Park will have $2.9 million in reserves to fund a projected $8 million deficit.
In other words, in the next fiscal year, Rohnert Park could be in the position of having no
reserves and a $5.1 million shortfall.
Urban Futures, Inc. (UFI) was retained to assist the City of Rohnert Park in reviewing and
analyzing conditions and mechanisms which affect the current and future financial performance
of the City. The engagement consisted of two phases--the first was the S.W.O.T. (strengths,
weaknesses, opportunities and threats) analysis and the second was the preparation of a
budget implementation plan. A draft memo, dated April 2, 2009 was reviewed with the Mayor
and Vice Mayor, as the Ad Hoc Budget Committee. Meetings were held with individual
members of council the following week and on April 14th, where this draft memo was reviewed.
On April 14th, the contents of the draft report were presented at a Study Session of the City
Council.
Included in the final report are alternatives for further expenditure reductions, revenue
enhancements, operational efficiencies and a suggested Fiscal Policy. Urban Futures, Inc. has
also identified the need for Strategic Long Term Planning, as Rohnert Park's challenges are not
going to be solved over night. Urban Futures, Inc. strongly believes that Rohnert Park must
move from its current practice of budgeting year to year to a practice of budgeting using a five
year projection model.
~.
~
'"
3111 N. Tustin, Suite 230 Orange, CA 92865-1753. (714) 283-9334 Business. (714) 283-9319 FAX
."'ii''''''
It~
Solving Rohnert Park's current fiscal crisis is going to require community participation, looking a
new and different ways of providing municipal services and a series of difficult decisions. It is
the opinion of Urban Futures, Inc. that all employees, including public safety, are going to have
to share the responsibility of addressing and solving Rohnert Park's fiscal crisis.
Urban Futures, Inc. remains available to assist the City of Rohnert Park in identifying
alternatives and implementing solutions to resolve the very real crisis facing the City. Any such
additional. assistance would be done under a new contact.
PHASE ONE (S.W.O.T.)
Strengths:
. Staff continues to deliver services despite the operational deficit
. Strong retail economy and high per capita sales tax considering relatively small
population
. Green Music Center - planned regional performing arts center with regional draw
and strong economic multipliers
. Good, stable top employers - not significantly susceptible to economic
downturns/recessions
. Older stable residential neighborhoods - may not be greatly impacted by
reduced property assessments/values as a result of the recession
. Recreation system and opportunities are considered assets in the community
. The COC is a viable financial arm of the City
Weaknesses:
. General Fund budgetary shortfall of approximately $8 million which represents
26% of the budget
. The public safety (police and fire) budget represents 85% of 2008/09 projected
General Fund revenues - to fund other General Fund operations additional
revenues must be "recharged" to the General Fund from other sources (COC,
Sewer, etc)
. Community is relatively "built-out" - minimal growth potential
. Inadequate number of "sit-down" restaurants and national chain boutique retail
establishments to support community preferences
. Past land use decisions along the freeway corridor limit future "big box"
opportunities
. Per capita income is below average for the region (but is also more stable)
. Unrealistic reliance on land sales to continue balancing annual budgets
Opportunities:
. Annexation of land within the sphere of influence could add to future economic
development opportunities
. Surplus land should be sold improving cash flow for the General Fund
concurrently with budget reductions/enhancements
1I.;ifr!~..
t?"lJj.[Ji$i'
L~
,..
2
.B~
. Investment opportunities to place idle Bond Reserve Funds into Guaranteed
Investment Contracts (GICs) and/or Certificate of Deposits 9CDs) will generate
new revenue
. The Economic Development Action Plan indicates possible future growth
potential and available sites for high-technology and professional services
. The City has a signed Agreement with the Graton Rancheria Resort and Casino
which, once operational, could result in significant new operating revenues
. A Voluntary Separation Program should be considered to reduce the number of
FTE's allowing for a restructuring of operations with minimal implementation
costs
. Pursuit of a Golden Handshake process which could cut the $8 million deficit in
half - some potential adverse impact on service
. Possible general tax - measure could be placed before the voters
. Possible % cent sales tax for public safety assistance could be placed before the
voters - would raise approximately $2 million
. Possible Benefit Assessment District - measure could be placed. before property
owners
. Fee studies have been completed for Building and Planning
Threats:
. The City operates without Council approved Fiscal Policies
. Cutting costs cannot realistically be achieved without an impact to public safety,
thus creating potential public controversy and adverse reactions
. Retail sector in the City has been relatively "optimized" with little room for future
large sales tax generators in the current economy
. Possible continued effects of international economic downturn
. CALPERS Portfolio losses may further exacerbate the high employer rate
condition
. Public Safety stipend costs may create additional budgetary concerns in the
future
. Reinvestment risk with idle cash will reduce revenues available to the General
and Restricted Funds
. Capital facilities funded by the COC have become difficult to operate and
maintain by the General Fund
Review of City Financials - Key Issues:
. Personnel costs have increased by 33%, or $3.7 million since 2003/04
. Retirement costs (PERS) have tripled since 2003/04 - a $3.6 million increase
. Retiree health costs (OPEB) have doubled since 2003/04 - a $750,000 increase
. The above three items, alone, equal present General Fund budgetary shortfall of
$8 million.
. Recent review of Building and Planning fees by MAXIMUS suggests said
charges are $800,000 short of full cost recovery - however, it is not known at this
time if any increases in such fees would be compatible with market conditions
. No other significant fee discrepancies were noted, based upon a cursory review
(Le., Performing Arts Center, Recreation, and Aquatics)
'"
1li\1.
~~
3
.[il
. Voter approval is required for new or increased revenues of necessary
significance
. The cost allocations of general government and indirect costs utilized by the
Finance Department appear reasonable
. Investment practices seem reasonable and well thought out
4
'"
~~.
i"<;<;r'"~;;},'>('
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.t%B
rv,'^tr'
~~Ji%~
The following table and figures illustrate the financial realities of Rohnert Park's present
challenges and issues. Table 1, in particular, shows the dollar and percentage growth in
salaries and benefits, 50%, total expenses, 38%, and revenue 14%. Rohnert Park will continue
to face challenges sustaining itself in a continuum where the rate of expenditure growth is three
times greater than revenue growth.
Budgeted FTE's
SalarieslWages
Overtime
PERS
Health Insurance
Retiree Health
Other Benefits
Total Salaries & Bene
Debt/Long Term Leases
Operational Costs
Total Expenses
Net of Recharge
Revenue-Less Land Sale
Projected Ongoing Deficit
Net of Recharge
Recharge Amount
Projected Ongoing Deficit
Without Recharge
Table 1
City of Rohnert Park
Budgetary Revenue andCost Comparison
2003/04 Through 2008/09
Percentage
Budaet Change
2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 03/04 - 08/09
152 164 164 163 163 163 7.24%
11,339.487 11,858,018 12,813,953 13,397,552 14,347,839 14,962,159 31.95%
1,202.453 1,184,766 1,012,728 1,261,178 1,514,557 854,200 -28.96%
1,834,317 2,792,236 3,397,038 3,476,792 5,362,750 5,432,297 196.15%
1,377,700 1,519,023 1,615,170 1,629,394 1,646,216 1,631,610 18.43%
549,232 648,591 661,045 868,606 912,058 1,294,452 135.68%
331,531 471,252 434,402 460,061 741,111 599,505 80.83%
16,634,720 18,473,886 19,934,336 21,093583 24,524,531 24,774,223 48.93%
638.437 617,751 650,722 695,111 671.497 649,651 1.76%
5,285,197 5738.636 6 322 490 6,619693 6,375,749 5,635,089 6.62%
22,558,354 24,830,273 26,907,548 28 408,387 31,571,777 31,058,963 37.68%
20,282,645 20310,664 20,594,358 23 580,345 24,513,850 23,047,430 13.63%
12,275,709) (4,519,609) 16,313,190 14 828,042 17,057,927 (8,011,533 252.05%
(3,550,720 (3,294 900' (3,727,965' (4 176,000' (4,514,632 (2,800,450 -21.13%
(5,826.429 (7,814,509) 110,041,155 19,004,042' (11,572,559 (10,811,983 85.57%
Note: Total budgeted expenses in 2003/04 before recharge = $26,109,074; 2004/05 = $28,125,623; 2005/06 = $30,635,513;
06/07 = $32,584,387; 07/08 = $36,086,409; 08/09 = $33,859,413
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As noted in Figure 1, the budgetary deficit has grown in each year.
35,000,000
30,000,000
25,000,000
C 20,000,000
=
~
ol( 15,000,000
10,000,000
5,000,000
Figure 1
City of Rohnert Park
Budgeted Expenses v. Revenues
Expenses
} ~..,
o
2003/04
2004/05
2005/06 2006/07
Fiscal Year
2007/08
2008/09
Significantly contributing to the City's growing deficit are the consistently increasing
salaries/wages. Figure two graphs a growth of over $3M in the last six years.
16,000,000
14,000,000
12,000,000
C 10,000,000
I 8,000,000
< 6,000,000
4,000,000
2,000,000
0
2003/04 . 2004/05
Figure 2
City of Rohnert Park
Budgeted Expenses - SalarieslWages
2005/06 2006/07
Fiscal Year
2007/08
2008/09
Figure 3 below reflects a tripling of Public Employees Retirement System (PERS) costs over the
last six years as a result of increased staffing levels and implementation of enhanced benefit
plans. Despite rate smoothing by PERS, Portfolio investment returns were lower than assumed
by PERS portfolio 2001 through 2003 and 2007-2008.
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Figure 3
City of Rohnert Park
Budgeted Expenses. PERS
6,000,000
5,000,000
4,000,000
I
o 3,000,000
.i
2,000,000
1,000,000
o
2003/04
2004/05
2005/06 2006/07
Fiscal Year
2007/08
2008109
Other Post Employment Benefits (OPEB) consisting mainly of retiree health costs have doubled
in six years. This is due to increasing health care costs, a growing number of retirees, and
negotiated employee separation opportunities, such as health care guarantees and golden hand
shakes implemented in 2004 (see Figure 4 below).
Figure 4
City of Rohnert Park
Budgeted Expenses. Retiree Health
1,400,000
1,200,000
1,000,000
'" 800,000
~
.i 600,000
400,000
200,000
0
2003/04
2004/05
2005/06 2008/07
Fisca I Year
2007/08
2008109
Of considerable concern is the imbalance in compensation programs and overall expenses
compared to revenue growth from 2003/04 through 2008/09 (Figure 5). The largest component
of expenditure growth is attributable to the employee compensation packages (salary,
retirement, health benefits). Citywide, employee compensation appears to be growing at an
average annual rate of approximately $1.5M. Much of this growth is the result of the
implementation of the enhanced PERS plan for miscellaneous employees in 2007 (Le., 2.7(55)
and negotiated labor agreements with the various labor groups. (Figure 6).
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Rgure 5
City of Rohnert Park
Increases by Category
FY 2003/04 through 2008109
60.00%
50.00%
cP 40.00%
III
1\I
!
u
.5 30.00%
C
cP
e
:. 20.00%
10.00%
0.00%
Total Salaries & Benefits
Total Expenses
Category
Revenue-Less Land Sale
Figure 6
City of Rohnert Park
Budgeted Expenditures by Category
16,000,000
14,000,000
12,000,000
10,000,000
C
:I 8,000,000
0
~
6,000,000
4,000,000
2,000,000
0
2003/04 2004/05
l!l Salari~s/Wages
. PERS
. Retiree Health
2005/06 2006/07
Fiscal Year
2007/08
2008/09
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How Did The City Get To Where It Is Todav?
Since 2003, the City has experienced a steady climb in operating costs. Simultaneously,
revenues declined significantly between 2007 and 2009. Concurrently, the City anticipated land
sales and various agreements coming to fruition to help enhance its revenue base. While the
City has been successful in selling available property to help balance the City's operating
budget, the reliance on delivery of approved agreements as potential revenue enhancements
have proven unsuccessful, primarily because of the struggling economy.
The City has implemented compensation programs which, beginning in 2007-08, eclipsed
General Fund revenues. Both safety and miscellaneous employee costs which have steadily
increased, began to level ,off in 2008-09 as a result of benefits restructuring and implementation
of budget savings measures. (see Figure 7 below).
30,000,000
Figure 7
City of Rohnert Park
Salaries and Benefits
25,000,000
5,000,000
~~
-
20,000,000
C!
i 15,000,000
~
10,000,000
_ Safety
_ Miscellaneous
-Re\enue-Less Land Sale
-Total Salaries & Benefits
o
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
Fiscal Year
While compensation programs were increasing, the City's budget assumed continued growth in
the economy. These two factors have created a budget deficit which has been growing
annually over the past 5 years. Figure 8 below depicts the growth of total operating costs,
public safety costs specifically, and revenues over the past 5 years. On a percentage basis,
revenues have not kept pace with expenditure growth. In fact, while revenues were declining,
costs, particularly those associated with public safety increased, primarily as a result of
increased benefit costs.
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Figure 8
City of Rohnert Park
Percent IncreaselDecrease
0,2
o
. Re_ue-Less Land Sale
.Tolal Expenses
ill Public Safety Total Exp
0.15
0.1
t!
~ 0.05
.
L
.j),05
.j).1
Fiscal Year
If past budgetary and labor practices continue, the deficit will continue to grow. For example,
the average growth rate in expenses over the last six years has been 8%, whereas revenues
growth has been at an average annual rate of 3%. Projecting these same growth rates over the
next five years, the budgetary gap/deficit will soar to $15 million in 2013-14 (see Figure 9
below).
Contractual Obligations / Outstanding Agreements
The City has a number of outstanding agreements which continue to influence budgetary
decision making. Two such agreements approved in 2003 are the Option to Purchase and
Purchase Agreement with Redwood Equities and University District LLC and the Memorandum
of Understanding (MOU) with the Federated Indians of the Graton Rancheria (FIGR).
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The Option to Purchase and Purchase Agreement involves the sale of 40 acres consisting of
the following parcels: Stadium, Southern, Wastewater Holding Pond, and KRCB. Better known
as the "Stadium Lands," the parcels are scheduled to be sold to Redwood Equities and
University District LLC. Contained in the Preamble of the Agreement is the assumption at full
build out, the project is expected to produce a $1.4M positive cash flow for the City. While such
an agreement is not uncommon, most agreements of this type are stalled because of the
economy and global credit crisis. Despite poor economic conditions, the land sale of $6M
continues to be included in budgetary presentations as a measure to balance the budget. We
believe the sale of property for retail or commercial development in the current economic
environment remains uncertain and should not be considered a solution to addressing the
budget deficit.
The MOU with FIGR is similar to the agreement with Redwood Equities. In exchange for the
construction and operation of a gaming facility, FIGR has entered into an agreement with the
City to fund significant capital projects and facilities, to provide the City with annual funds to
support public safety functions and $5M annually in lieu of property taxes. While the
circumstances which lead to the development of a gaming facility for FIGR are unknown, we
assume the slow down in the economy is affecting FIGR's ability to get the project underway.
Once again, we recommend the City not assume receipt of any revenues from this project until
the facility is approved and under construction.
Review of Economic Development Programs/Strategies:
The Economic Development Action Plan, prepared by the Conley Consulting Group, appears
quite comprehensive and adequately covers all typical influences on an area's fiscal capacity -
demographics, labor force, existing employers, current and potential key retailers, industrial
growth opportunities, and impending entertainment venues, such as the Green Music Center
and Graton Rancheria Resort and Casino. Maintenance and expansion of the present business
and employment base, as evidenced in the plan, is the most effective strategy - particularly
considering current economic conditions. Consistent and enthusiastic outreach and contact
with the local business community is essential as also noted by Conley.
This report is being prepared concurrently to the drafting of the CDC 5-Year Implementation
Plan. It is strongly suggested the Implementation Plan reflect the priorities of the City as a
whole allowing for consistency with redevelopment guidelines. As the City continues to face
financial challenges, involvement of the CDC in developing the City long term financial future is
paramount.
Existing Debt Obligations & Coverage Concerns
Given the current high interest rate environment relative to tax-exempt municipal bonds, there
do not appear to be any opportunities for refunding existing debt obligations. This condition
applies to all debt reviewed including special assessments, water and wastewater revenue
bonds, Community Development Commission tax allocation bonds, and long-term leases for .
capital equipment.
In 2007, the CDC issued $35M in non-housing and $27M in housing tax allocation bonds.
Based on our review, the CDC has an expenditure plan in place to allocate the non-housing
funds within the required 3-years from the date of issuance. However, because of the slow
down in the housing market, allocating and spending the housing funds within 3-years will be
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difficult. Should the COC determine excess housing bond proceeds exist the COC may want to
consider tendering the bonds. By tendering the bonds, COC will be able to essentially call the
bonds early without the pre-payment penalties. Tendering the bonds would also reduce annual
debt service providing additional cash flow to the COCo
The passage of Measure L in November 2008 will likely adversely impact the City's bond
covenant calling for debt service coverage of 120%. A debt service coverage analysis of the
wastewater (sewer) bonds is highly recommended to ascertain current and projected coverage
ratios. It is anticipated that the bond coverage ratios will drop below the 120% requirement in
the very near future. Should this happen, the City has a legal obligation to either 1) increase
rates to appropriate coverage ratios; and/or 2) reduce expenditure levels to meet the required
coverage ratios.
PHASE TWO - BUDGET IMPLEMENTATION PLAN
The City has a daunting question to answer: How do we operate with $8 million less? To begin
to address this question, the following objectives have been developed as a guideline.
Obiectives:
Develop a financial plan to phase in budgetary adjustments over a multi-year
period managing the impacts on the organization, community, and service
delivery
Reduce on-going General Fund expenditures through targeted reductions in
the organization while preparing the City for future opportunities
Identify new on-going General Fund revenue opportunities of the highest
probability of passage and acceptance
Identify cost sharing opportunities through public private partnerships and/or
multi-agency opportunities
Create a "sustainable" budgetary plan with funding for base level services on
an on-going basis with enhanced programs and services requiring new or
special revenues
To "right size" the organization, based upon Council and Community priorities,
so that expenditures match available revenues
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Establish Basic Service Levels
Before a meaningful expenditure/revenue balancing effort can occur, it will be necessary to
understand and define Rohnert Park's basic service levels and the costs associated with them.
Basic service levels are those required to open the doors of City Hall and operate on a daily
basis.
Establish Enhanced Level Services
Enhanced service levels are those programs/amenities that the City Council has funded based
on community input and values. While important to the Council and citizens, enhanced services
are those above and beyond basic levels and are not required in the provision of basic service
levels. It is not unusual to find the line of enhanced service levels blurred with basic service
levels.
Establish Optimum Service Levels
Optimum service levels are those programs/amenities that the council and community would
like to have but for which funding is not available. Nonetheless, it is important to identify
optimum service levels as goals in the event funding comes available and/or in the event the
Council elects to put revenue enhancing measures on the ballot.
These service levels should be developed by staff, reviewed by the Council and then submitted
to the community for input. Understanding service levels in this manner will also provide useful
information in determining what expenditure reductions will have the least impact on the
community as well as what services the community may be willing to support through revenue
enhancement measures.
Strategic Plan
"We can't get there if we don't know where we are going."
Through one or more facilitated workshops, the City Council should develop a Strategic Plan for
Rohnert Park. The Plan will include the Council's priorities and associated timelines. As a part
of the Strategic Plan, the Council should consider a series of Best Practices/Policies (Le. Fiscal
and Investment Policies, Council "Norms" etc.) that will serve as a guide in decision making
and prioritizing. We particularly believe that and adopted Fiscal Policy is critical. We have
attached a recommended policy (Attachment A). The Strategic Plan should also include
council's goals with regards to expenditure reduction/revenue enhancement measures.
With defined service levels and a Strategic Plan, staff will then be able to develop a multi-year
budget that addresses the Council's and community's goals. Additionally, departmental
Strategic Implementation Plans are also highly recommended. Each department should draft 5-
Year Strategic Implementation Plans which outline financial assumptions, operating service
levels, and organization structure that allow services to be delivered in the parameters of
available resources.
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Possible General Fund Expenditure Reduction and Revenue Enhancement Alternatives:
To achieve its operational objectives and community priorities, the City must develop and
implement a comprehensive strategy to address its financial deficit. A necessary first step is to
accept where the City is today and to agree to move forward collectively. While we cannot
recommend a single strategy to solve the City's financial deficit, we do recommend the City take
a multi-phased approach to financial sustainability.
Listed below are a number of options to City should consider in its decision making process. By
addressing operations, salaries and benefit programs, staffing levels, cash flow, and revenue
enhancement alternatives, the City can begin to put the pieces of the puzzle together to create
one clear picture.
We believe operational cuts will not be enough to fully address the City's financial deficit without
a significant affect to service delivery and possibly to highly supported community programs.
Therefore, we have developed the attached General and Special Taxes Memorandum to assist
the City is determining possible revenue enhancement options. (Attachment B)
ODerations
Implement Full Cost Recovery as recommended by MAXIMUS in their study of
1 Building and Planning Fees
2 Work towards a self supporting Performing Arts Center
3 Evaluate the cost recovery of the City's Recreation Programs
4 Evaluate Joint Services and Public/Private Opportunities
5 Evaluate consolidation of Departments or Divisions to reduce administrative costs
Salary and Benefits
6 Limit! reduce Stipends
7 Reduce salaries and benefits
8 Eliminate the City paid portion of employee PERS costs (8% Misc & 9% Sworn)
9 Voluntary retirement! separation Plan
10 No COLAs or merit increases
11 Eliminate Retiree Health for new hires/create 2-Tier programs
Staffina
12 Hold or eliminate vacant non-sworn positions
13 Evaluate the use of part-time/contract employees
Cash Flow
14 Sell City owned land designated for future development opportunities
15 Sell old Civic Center property to the CDC
Other ODtions
Consider City-wide Benefit Assessment District to fund parks and right-of-way
16 maintenance
17 Consider Utility User Tax (UUT) to fund Public Safety and enhanced programs
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CONCLUSION
The City of Rohnert Park has ominous structural problems in that operational costs exceed
revenues. In the past, land sales have filled this gap. This stop gap measure has limits as
there is only so much land that the City owns and/o'r is willing to sell. Selling City/CDC land may
well prove to be short-sighted. This land could, with a Specific Plan in place, generate long term
revenue. Establishing a fiscally sustainable Rohnert Park will require a comprehensive
approach to service delivery, strategic planning and fiscal management. The City, in
consultation with its community, will need to take an entrepreneurial approach to running
programs and departments. A phased approach is recommended in order for the Council and
staff to make good public policy decisions preserving priority and basic services to the
community.
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15
ATTACHMENT A
'"
PROPOSED
CITY OF ROHNERT PARK
FISCAL POLICIES
The budget document allocates City resources such as personnel, materials, and
equipment in tangible ways to achieve the general goals of the community. It is
prudent, therefore, for the City to have in place adopted fiscal policies to guide the city
administration and City Council through the budget decision-making process. These
policies are:
Operational Efficiencies
,/ To implement internal operating efficiencies wherever possible.
,/ To utilize private contractors when the same or higher level of service can be
obtained at lower total cost.
,/ To staff each department according to adopted service levels, and to utilize
consultants and temporary help instead of hiring staff for special projects or peak
workload periods.
,/ To develop agreements with the other public agencies, consider consolidation of
services and contracting services as appropriate.
,/ To enter into joint operating arrangements with other agencies so as to provide
services more cost effectively.
Voter Approved Revenues
,/ To utilize revenues derived from voter approved measures to fund programs and
services important to the community.
,/ To establish the appropriate rates and assessments to best manage and operate the
City's enterprise operations and capital maintenance needs.
Reserves
,/ To set a goal equal to 25% of the General Fund operating expenses in a reserve
account by annually committing the funds necessary to achieve this objective.
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Infrastructure
./ To provide sufficient routine maintenance each year to avoid a deferred
maintenance backlog.
Employee Development
./ To attract and retain competent employees by providing a professional work
environment, safe working conditions, adequate training opportunities, and
competitive salaries as finances may allow.
./ To base salary increases on individual merit and job performance levels.
Economic Development
./ To aggressively pursue new developments and businesses that add to the City's
economic base, particularly those that generate sales tax and' tax increment
revenue.
./ To promote a mix of businesses that contributes to a balanced community.
./ To develop programs to enhance and retain existing business.
./ To charge the COC its fair share of the cost of City support services.
New Services
./ To add new services only when a need has been identified and a funding source
developed.
./ To allocate discretionary funds and grants to programs with the greatest benefit to
the community.
./ To require agreements for specific services and monitor effectiveness on an ongoing
basis.
Construction of New Facilities
./ To plan for new facilities/amenities only if construction and on-going maintenance
costs will not adversely impact the operating budget.
'"
2
Fiscal Management
../ To maximize revenues by utilizing grants from other agencies to the fullest extent
possible.
../ To charge fees for services that refleCt the true cost of providing such services and
to review fee schedules on a regular basis.
../ To fully account for the cost of the enterprise operation to avoid any subsidy by the
General Fund, and to charge Enterprise Funds their fair share of the cost of City
support services.
../ To maintain accurate accounting records to keep the city manager and City Council
informed of the financial condition of the City at all times.
../ To file a quarterly report of investments that adhere to both state law and City policy,
and which follow reasonable and prudent guidelines for investment of the City's idle
cash.
../ To prepare and maintain a rolling 5-Year financial forecast for all major funds
including: General Fund, CDC, the Enterprise Fund, Recreation, Performing Arts
Center and Pools
'"
3
ATTACHMENT B
.,. 1
TO:
Dan Schwarz, City of Rohnert Park
FROM:
Michael Busch, Urban Futures Incorporated
DATE:
May 7, 2009
RE:
"General and "5pecialN Taxes: Timing of Measure
Local agencies, such as cities, may impose taxes using a variety of methods,
subject to voter approval. These taxes are classified as either "general" or
"special" pursuant to Proposition 218.
A "general tax" may be used for any public purpose - the funds are fully
discretionary and may be deposited into the General Fund. A majority vote
(50%+1) of the electorate is required to impose, increase, or extend a general
tax.
A "special tax" is a tax imposed for a specific purpose. For example, some cities
dedicate tax revenues for the payment of law enforcement or street maintenance
costs rather than using the taxes for the general operations of government. A
two-thirds majority of voters is required to impose, increase, or extend a tax for a
specific purpose. Special tax revenues must be accounted for in a separate
fund, and the City must prepare an annual report stating the revenues collected
and expended.
General taxes may only be put on the ballot at the same general election when
the City Council election his held unless the Council unanimously finds that there
is an urgent need to impose the tax measure. Upon such unanimous declaration,
the General Tax measure may be put before the voters at a special election.
Special Taxes may be placed before the electorate at any time, either during a
general election or in a special election.
Local Revenue Measures November 2008
This past November over 380 local tax measures were considered including 239
aimed to increase revenues through taxes and fees for bonds for a variety of
public agencies. Of particular interest to the City are the 81 fiscal measures
placed on the ballot by cities throughout the State. Of the 81 measures, 56 were
majority vote general tax measures, 4 measures were repeals of existing taxes
and fees, and 21 were special taxes or bonds requiring 2/3 majority for passage.
As with previous elections, city measures requiring a majority vote were most
successful achieving 71 % approval with 2/3rds voter required measures
achieving 52% approval.
't
April 3, 2009
Page 2 of 10
The election in November 2008 for transaction and use tax revealed voter
preferences which should be taken into consideration for voter approved revenue
enhancements. Voters clearly preferred a "general purpose" transactional and
use tax, 13 passing with 4 failing, over the "special purpose" tax 5 passing with 5
failing.
A total of 23 measures to increase or expand utility user taxes were on the
November 2008 ballot with a majority of those (13) coming from Los Angeles
County cities. In total, 17 of the 23 passed with those seeking to expand the type
of utilities covered while maintaining or reducing current rates. However, only 3
of the 9 measures seeking to create or increase rates passed.
Transient Occupancy Tax measures in November 2008 faired about the same
rate of passage from previous elections in June 2002 and 2008. A total of 10
measures were presented to the voters with 7 passing and 3 failing to gain the
required 50% approval rating. Most of the measures were seeking to increase
rates by 2-3%.
A total of 9 cities sought voter approval of Parcel Taxes on the November 2008
ballot. Because Parcel Tax measures require 2/3's majority vote, just 3
measures passed. A majority of those seeking approval of the Parcel Tax listed
public safety as the purpose; only two such measures were passed by the voters
(Union City and Berkeley).
Lessons learned from previous measures lead us to believe the best step
forward is to develop a plan around majority tax measures simply because of the
voter requirements 1/2 vs. 2/3rds. If past elections are any indication of success
of future measures, "general purpose" majority measures are more likely to be
approved than any others.
Options for Local Taxation in Rohnert Park
There are several locally-controlled taxes that may be imposed or increased with
voter approval:
Parcel Tax (Property Tax Override)
Voter Approval Required: 2/3rds
A parcel tax (otherwise known as a property-tax override) is a special non-ad
valorem (non-value based) tax on parcels of property generally based on either a
flat per-parcel rate or a variable rate depending on the size, use, or number of
units on the parcel. However, since this tax is not based on the value of the
property, it is a "fixed" tax. Parcel taxes require two-thirds voter approval and are
imposed for any number of purposes, including funding police and fire services,
and neighborhood improvement
and revitalization.
2
April 3, 2009
Page 3 of 10
There are over 11,000 taxable parcels in the City. With an annual assessment of
$100 on each parcel in the City, the revenue derived would be approximately
$1,100,000 after the costs of the Tax Assessor's administration and distribution
(estimated at 3.00%).
Communitv-Wide Benefit Assessment
Voter Approval Required: 2/3rds
The use of this assessment requires that the revenues derived from the
assessment be only used to fund new levels of service; the funds cannot be used
to supplant funding used to provide current service levels. A commonly known
benefit assessment is a Mello-Roos assessment. These assessments are used
in new developments where the new level of service is easily defined and there is
usually one voter (the developer).
These assessments are frequently used to ease the burden on cities for the cost
of providing new levels of service and infrastructure maintenance associated with
the development.
Although, primarily used for the costs of new operational service levels posed by
new developments, in general, this type of assessment has not been
successfully approved in built-out communities.
This non ad-valorem tax is weighted by property area, and an engineer's report is
needed to determine the rate of assessment for each parcel. The assessment
can be increased by linking it to a common inflation index.
Benefit Assessment Districts
Voter Approval Required: Majority
Prop. 218 affirmative vote requirement
The City may want to establish a Benefit Assessment District; one each for
Lighting, Medians, and Parks. The City's General Fund is paying the full costs of
these facilities.
To increase the assessments in these districts, the City must fulfill the following
requirements:
1. Identify the "special benefit" that each property receives from the
improvement or maintenance that is the subject of the assessment. This
"special benefit" must be over and above the benefit that the public
generally enjoys from the improvement or maintenance and a general
enhancement to property values does not equate to a special benefit.
2. Public agencies (excluding the federal government) are subject to the
assessment if they are landowners within the district.
3"
April 3, 2009
Page 4 of 10
3. The assessment must be on a weighted basis (for example, size of
parcel in relation to benefit received). An Engineer's Report must detail the
formula for determining how each parcel is assessed based upon the
benefit received.
4. The actual balloting process is similar to fees with regard to timing and
the process by which ballots and information are mailed out to property
owners. But, the protest process is substantively different between fees
and assessments.
With respect to fees, such as those for water, wastewater and solid waste,
the Proposition 218 process provides that property owners who don't want
the fee imposed return a protest ballot. If a majority of the total number of
property owners in the City returns a protest ballot then the local agency
cannot implement the proposed fee.
For assessment districts, property owners must be given the right to vote
yes or no with regard to the proposed assessment. If the number of no
votes received outweighs the number of yes votes received, then the
assessment cannot be imposed. It should be noted that the votes must be
counted based upon the weighted basis discussed in NO.3 above (that is,
based upon the amount of the assessment to each property owner).
It is a complicated process with numerous legal hurdles. One of the issues that is
currently being litigated is what really constitutes a "special benefit". The City's
current assessment districts were grandfathered under Proposition 218.
However, if the City seeks to increase the amount of the assessments, then the
City must comply with all of the above requirements.
The Howard Jarvis group made it very difficult to increase assessment district
fees or create new assessment districts. It is generally thought that those who
oppose an assessment are significantly more likely to return a ballot than those
who are neutral or support the assessment. Couple this with all of the
requirements set forth above, and this likely explains why very few local agencies
have attempted to establish or increase assessment district fees since January
1996.
Local Sales Tax (Transactions and Use Tax) Voter Approval Required:
For General Purposes: Majority
For Special Purposes: 213rds
The Transactions and Use Tax was adopted in 1969, authorizing the adoption of
local "transactions and use tax" add-ons to the combined state and local sales
tax rate. Over the years, the law was amended to allow for specific authorizations
for various particular cities, counties, special districts and countywide authorities.
Prior to 2003, the most common transactions and use tax measures were those
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for a specific countywide need, most commonly transportation. But since a 2003
change in the law, add-on Transaction and Use Taxes (local sales tax add-ons)
by cities for general purposes have become more frequent. In fact, over fifty
cities in the state have Transactions and Use Taxes.
There are differences between the statewide "Sales and Use Tax" and the locally
approved "Transactions and Use Tax". The statewide Sales and Use Tax,
currently at 8.75%, includes portions that go to the State General Fund, to
several specific State funds, the cities, and the counties, based on the location of
the purchase.
The Transactions and Use Tax, however, generally applies to merchandise that
is delivered in a jurisdiction that imposes the tax. For purchases of everyday
items, the state allocates the taxes paid on those purchases to the city or county
in which the item was purchased; but, for the sale or lease of a vehicle, vessel or
aircraft, the Transactions and Use Tax is charged and allocated based on the
location in which the property will be registered.
For example: If the city Ms. Hernandez lives in has a Transaction and Use Tax of
a 1/4 cent, she will pay that tax (in addition to the base 8.75% sales tax) when
she purchases a car, regardless of whether she makes the purchase in a
neighboring city or county, or regardless of whether the neighboring city or
county has its own Transactions and Use Tax. Conversely, if Ms. Hernandez
purchases hand soap in another city or county without a Transactions and Use
Tax, she would not pay her city's Transactions and Use Tax. But, if the city she
purchases the hand soap from has a Transactions and Use Tax, she will pay that
city's total tax (base sales tax plus Transactions and Use Tax).
A substantial amount of new revenues could be raised with an increase in the
Transactions and Use Tax and the revenue received would increase or decrease
at approximately the same rate as current sales tax receipts (depending on how
many citizens purchase and register vehicles, vessels and aircraft in the City).
We estimate the City could raise an additional $1 million plus with an increase of
X cent in the transaction and use tax.
Business License Tax
Voter Approval Required:
For General Purposes: Majority
ForSpedaIPurposes:2f3rds
The City's business license taxes may not have been adjusted for many years.
The City has a Business License Tax comprised of two distinct parts:
1) a "fixed tax" schedule in which various named business categories are
taxed on a flat rate; and
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2) a business license tax, based on the gross receipts of businesses not
listed on the fixed tax schedule.
There are several considerations with this tax that the City may wish to consider:
1) Increase the fixed taxes on various types of businesses (election
required). Business License rates should mirror inflation with an
adjustment annually based on the previous year CPI.
2) Increase the gross receipts rate of taxation (election required).
3) Add a separate processing and servicing fee to the Business License
Tax to cover costs of operating this program. Unlike the business tax,
which exists solely to raise revenues for general municipal purposes, a
new or amended Business License Fee could be established to cover the
costs of processing new business licenses, renewing current business
licenses, and ensuring that the establishment of new businesses is
consistent with zoning and building requirements.
This new or amended fee, which is charged by other cities in the County,
does not require a ballot measure, but can be added by ordinance and/or
resolution. We recommend that All business licenses renew on July 1 of
each year; therefore, a new or amended fee would not be imposed on
current business license holders until July 1, 2009. This timing allows the
City to give plenty of advanced notice to business owners, many of whom
have paid the same business tax for years. However, new business
owners would pay the new or amended administrative fee upon
application of a new business license.
Similar to our other recent fee increases, a brief study will need to be
completed to justify the fee increase, which can be easily accomplished
with staff time.
Business License Tax on
Individual Residential Rental ProDerlies
Voter Approval Required:
For General Purposes: Majority
ForSpedalPurposes:V3rds
Your Municipal Code should allow for the taxation of "Rental Businesses". In
most Municipal Code a Rental Business is defined as,
"Every person carrying on the business of operating or renting an auto
park or mobile home court, residential units with or without kitchen
facilities, commercial or industrial units, apartment house or rooming
house having four (4) or more such units shall pay an annual tax as
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follows: Example fee: One hundred five dollars ($105.00) for the first four
such units, plus six dollars ($6.00) for each additional living unit, room or
trailer space." (Ordinance No. XXX, Month, Day, Year)
A Business License Ordinance should not allow for the taxation of individual
residential rental units, but only the taxation of four units and larger rental
properties.
There are practical reasons why the Rental Business tax should be structured to
tax only properties of four units and larger, and why individual properties should
not be taxed:
1 ) The proper identification of individual residential rental units can be very
difficult. After screening all residential units for primary residency using
assessor's records (Le., tax notice mailing address different from street
address), there may be many situations where the owner of the home or
condo is using the residence as their personal vacation home without
renting it out. .
2) It can be easy to dodge this tax by claiming that the people living in a
single house are relatives or friends, and no rental payment is being paid
to the property owner. If the tax is levied as a percentage of rent paid, the
owner could easily claim less than the rent actually paid, or claim that the
residence is not rented all year long. Investigation and prosecution costs
would easily surpass the tax collected.
3) This will be a locally collected tax. Unlike the property tax, in which the
County Tax Collector administers the tax collection program and
distributes the receipts to the City, a tax on individual residential rental
properties will be collected and enforced by the City (similar to the
Business License Tax program, or Transient Occupancy Tax discussed
below). One new staff member in/ the Finance Department would need to
be hired to administer the program, and the costs associated with that
position would need to be covered by the tax collected. Currently; the
ease of identifying and enforcing the business license tax on fourplexes
and above avoids the need for additional administrative expense.
If a tax rate for currently-defined Rental Businesses was set at a flat $250 per
rental unit per year (for all residential and commercial rental properties of four (4)
or more rental units), the City would receive several hundred thousand dollars in
new General Fund revenue without incurring the additional administrative
expense associated with hiring additional staff, or investigating and prosecuting
fraud Cases on individual rental properties.
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Utilitv User Tax
Voter Approval Required:
For General Purposes: Majority
For Special Purposes: 213rds
The City currently does not impose a Utility Users Tax on the use of telephone,
electrical, gas, water, and cable television service.
Over 150 cities in California currently levy a utility user tax. The rates range from
1% to 12.5%. The utilities to which the taxes are applied vary. In some cities
different rates apply to residential versus commercial users. The most common
rate (the mode) is 5%, applied broadly among many types of utilities. The
average rate (the mean) is 6%. Because most large cities, including Los
Angeles, levy utility user taxes, the majority of California residents (over 54%)
and businesses pay a utility user tax.
Below is an estimate on revenues for utility user tax measure at a variety of
rates:
· 3% UUT would raise $2 million
· 5% UUT would raise $3.3 million
· 7% UUT would raise $4.5 million
Transient Occuoancv Tax (Hotel Bed Tax)
Voter Approval Required:
For General Purposes: Majority
For Special Purposes: 213rds
The City currently charges a Transient Occupancy Tax (hotel bed tax) on the
rental of a room for less than 30 days in a hotel, motel, inn, or other lodging
facility. The rate is 12% of the lodging rate, and this general tax currently raises
approximately $1.9 million.
Because the City is already at the higher end of the State wide mean, a change
in the TOT rate is not recommended as a means of increasing revenue.
Document Transfer Tax (Real Estate)
Voter Approval Required:
For General Purposes: Majority
ForSpeciaIPurposes:213rds
The document transfer tax is a tax on the transfer of interests in real estate. It is
currently imposed at a rate of $0.55 for each $500 of property value. This rate is
uniform throughout the County. This tax is solely dependent on the value of real
estate that changes ownership.
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A preliminary inquiry with the County Board of Realtors indicates strong
opposition to raising this tax, as they believe it unfairly taxes homeownership and
investment. Given that the City would be the only City raising this tax in the next
election, it is likely that the Board of Realtors would focus its efforts on defeating
it, as a successful election result would signal to other cities in the County that
they, too, could successfully raise this tax.
Given the slowing real estate market, an initiative to increase this tax seems
untimely.
I hope you will find this information helpful as you continue to refine the City's
finances for long term stability. Please let me know if I can be of further
assistance.
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