2014/03/11 City Council Agenda Packet
City of Rohnert Park ♦ 130 Avram Avenue ♦ Rohnert Park, California 94928
PHONE: (707) 588-2227♦ FAX: (707) 792-1876 ♦ WEB: www.rpcity.org
ROHNERT PARK CITY COUNCIL
Rohnert Park Financing Authority (RPFA)
Successor Agency to the Community Development Commission (CDC)
JOINT REGULAR MEETING AGENDA
Tuesday, March 11, 2014
Open Session: 5:00 p.m.*
*Or as soon thereafter as the meeting may be held following the Special City Council Meeting
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 second and fourth Tuesdays of each month at 5:00 p.m. in the Council Chamber.
City Council/RPFA agendas and minutes may be viewed at the City’s website: www.rpcity.org.
PUBLIC HEARINGS: Council/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 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 of Rohnert Park at, or
prior to the public hearing(s).
RIGHT TO APPEAL: Judicial review of any city administrative decision pursuant to Code of Civil Procedure
Section 1094.5 may be had only if a petition is filed with the court no later than the deadlines specified in
Section 1094.6 of the California Code of Civil Procedure, which generally limits the time within which the
decision may be challenged to the 90th day following the date that the decision becomes final.
SIMULTANEOUS MEETING COMPENSATION DISCLOSURE (Government Code § 54952.3):
Members of the City Council receive no additional compensation as a result of convening this joint meeting
of the City Council and the Rohnert Park Financing Authority.
PUBLIC COMMENTS: Provides an opportunity for public comment on items not listed on the agenda, or on
agenda items if unable to comment at the scheduled time (limited to three minutes per appearance and a 30
minute total time limit, or allocation of time determined by Presiding Officer based on number of speaker
cards submitted). PLEASE FILL OUT A SPEAKER CARD PRIOR TO SPEAKING
ANNOUNCEMENT: Please turn off all pagers, cellular telephones and all other communication
devices upon entering the Council Chamber. Use of these devices causes electrical interference with
the sound recording and TV broadcast systems.
Mission Statement
“We Care for Our Residents by Working Together to
Build a Better Community for Today and Tomorrow.”
City of Rohnert Park Joint Regular Meeting Agenda March 11, 2014
for City Council/RPFA/CDC Successor Agency Page 2 of 5
1. CITY COUNCIL/RPFA/SUCCESSOR AGENCY JOINT REGULAR MEETING -
CALL TO ORDER/ROLL CALL
(Belforte__ Mackenzie__ Stafford __ Ahanotu __ Callinan __)
2. PLEDGE OF ALLEGIANCE
By Faith Perez, Monte Vista Elementary Student
3. PRESENTATIONS
A. Mayor’s Proclamation: Recognition for Outstanding Service presented to Wes
Classen for his Transportation Services to the Rohnert Park Seniors
B. Mayor’s presentation of a Proclamation: National Surveyors’ Week in the City of
Rohnert Park March 16-22, 2014
4. SSU STUDENT REPORT
By Libby Dippel, Sonoma State University Associated Students, Inc. (SSU ASI)
Legislative Representative
5. DEPARTMENT HEAD BRIEFING
A. Public Works & Community Services: Spreckels Performing Arts Center - Annie Get
your Gun production update
B. Public Safety: Restorative Justice Program Breakfast
6. PUBLIC COMMENTS
Persons wishing to address the Council on any Consent Calendar item or on City
business not listed on the Agenda may do so at this time. Each speaker will be allotted
three minutes. Those wishing to address the Council on any report item listed on the
Agenda should submit a “Speaker Card” to the City Clerk before announcement of that
agenda item.
7. CONSENT CALENDAR
All items on the Consent Calendar will be considered together by one or more action(s)
of the City Council and/or the Rohnert Park Financing Authority and Successor Agency
to the Community Development Commission, whichever is applicable, 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 Council/RPFA/Successor Agency Joint Regular Meeting February 25, 2014
B. Acceptance of Reports for:
1. Annual Report on the Status of the General Plan Calendar Year 2013
2. City- Cash Report for Month Ending January 2014
3. City Bills/Demands for Payment Dated March 11, 2014
4. Successor Agency to the CDC Bills/Demands for Payment Dated March 11, 2014
5. Traffic Analysis July-December 2013
C. City Council Resolutions for Adoption:
1. 2014-021 Rejecting the Claim of Benjamin Lev
City of Rohnert Park Joint Regular Meeting Agenda March 11, 2014
for City Council/RPFA/CDC Successor Agency Page 3 of 5
2. 2014-022 Approving a Policy and Procedures regarding the Provision of Water
and Sewer Services to Proposed Developments that Include Housing
Units Affordable to Lower Income Households
3. 2014-023 Approving and Adopting the Updated Strategic Plan 2014-2018 and
the Action Plan
4. 2014-024 Authorizing and Approving the Second Amendment to the
Consultant Services Agreement with Dudek for Planning and
Environmental Services
5. 2014-025 Approving a Job Description and Salary Range for Executive
Assistant to the City Manager and Adjusting the Allocated Position
from Secretary II to Executive Assistant to the City Manager
Council Motion/Vote
8. SONOMA COUNTY LIBRARY AMENDED JOINT POWERS AGREEMENT
(JPA) REVIEW ADVISORY COMMITTEE PROPOSED GOVERNANCE
Provide direction to City Liaison regarding board membership of an amended JPA for the
Sonoma County Library System
A. Staff Report
B. Public Comment
C. Council discussion/direction
9. SPRECKELS PERFORMING ARTS CENTER (PAC) BUDGET AMENDMENT
Consideration of use of PAC Unrestricted Endowment Funds to facilitate theater
productions and 2013-14 Budget amendment request
A. Staff Report
B. Public Comment
C. Resolution for Adoption
1. 2014-026 Authorizing the Use of Unrestricted Performing Arts Center (PAC)
Endowment Fund Monies and Amending the FY 2013-14
Operating Budget for the PAC in the Amount of $32,500.00 to
Facilitate Theater Productions
a. Council motion/discussion/vote
10. CASINO MITIGATION CONTRIBUTION PLAN: FY 2015-2017
Consideration of and provide direction on a draft Casino Mitigation Contribution Plan, a
strategic planning document establishing the goals for initial distribution of mitigation
funds in Fiscal Years 2015-2017
A. Staff Report
B. Public Comment
C. Council discussion/direction
City of Rohnert Park Joint Regular Meeting Agenda March 11, 2014
for City Council/RPFA/CDC Successor Agency Page 4 of 5
11. PUBLIC HEARING (NOT BEFORE 6PM)
ADOPTION OF AMENDMENTS TO PROPOSED COMMUNITY FACILITIES
USER FEE SCHEDULE
Conduct public hearing and consider adopting a resolution approving a modified
recreational facility rental and program user fee schedule and rescinding Resolution No.
2012-106
A. Staff Report
B. Public Hearing
C. Resolution for Adoption
1. 2014-027 Approving the Modified Recreational Facility Rental and Program
Fee Schedules and Rescinding Resolution No. 2012-106
a. Council motion/discussion/vote
12. STANDING COMMITTEE / LIAISON REPORTS
This time is set aside to allow Council members serving on Council committees or on
regional boards, commissions or committees to present a verbal report on the activities
of the respective boards, commissions or committees on which they serve. No action may
be taken.
A. Standing Committee Reports
B. Liaison Report
1. Water Advisory Committee, 3/3 (Callinan)
2. SCTA/RCPA, 3/10 (Mackenzie)
C. Other Reports
13. 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.
14. MATTERS FROM/FOR COUNCIL
A. Budget FY 2014-15 – Proposed Workshop Schedule
15. PUBLIC COMMENTS
Persons wishing to address the Council on City business not listed on the Agenda may do
so at this time. Each speaker will be allotted three minutes. Those wishing to address the
Council on any report item listed on the Agenda should submit a “Speaker Card” to the
City Clerk before announcement of that agenda item.
16. ADJOURNMENT
City of Rohnert Park Joint Regular Meeting Agenda March 11, 2014
for City Council/RPFA/CDC Successor Agency Page 5 of 5
CERTIFICATION OF POSTING OF AGENDA
I, JoAnne Buergler, City Clerk for the City of Rohnert Park, declare that the foregoing agenda for the March
11, 2014, Joint Regular Meeting of the Rohnert Park City Council/RPFA was posted and available for review
on March 6, 2014, at Rohnert Park City Hall, 130 Avram Avenue, Rohnert Park, California 94928. The
agenda is also available on the City web site at www.rpcity.org,
Executed this 6th day of March, 2014, at Rohnert Park, California.
___________________________________________
JoAnne M. Buergler, City Clerk
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. Any item raised
by a member of the public which is not on the agenda 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.
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-
2227 at least 72 hours prior to the meeting to ensure arrangements for accommodation by the City. Please
notify the City Clerk’s Office as soon as possible if you have a visual impairment requiring meeting
materials to be produced in another format (Braille, audio-tape, etc.)
AGENDA REPORTS & DOCUMENTS: 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 at City Hall
located at 130 Avram Avenue, during regular business hours, Monday through Friday from 8:00 am to 5:00
pm. 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.
Office of the Mayor of the City of Rohnert Park, California
P r o c l a m a t i o n
Proclaiming that an Award of Recognition for Outstanding Community Service
be presented to
WES CLASSEN
For his Transportation Services to Rohnert Park Seniors
WHEREAS, Wes Classen has been volunteering at the Rohnert Park Senior Center for 17 years; and
WHEREAS, he wanted to serve his community when he retired and driving the Sunshine Bus for our Senior Transportation
program was his way to accomplish that; and
WHEREAS, Wes takes people to doctor appointments, grocery shopping, and on errands; he enjoys meeting and getting to
know the individuals who ride the bus and is delighted to help people get around who can no longer drive; and
WHEREAS, in his free time, Wes enjoys golfing and singing in both the Vintage Choir and his church choir.
NOW, THEREFORE, BE IT PROCLAIMED that I, Joseph Callinan, as Mayor and on behalf of the City Council of the City
of Rohnert Park, do hereby recognize, honor, and thank Wes Classen for his valued service to this community.
Proclaimed this 11th day of March, 2014
_______________________________
by: Joseph T. Callinan, Mayor
Office of the Mayor of the City of Rohnert Park, California
P r o c l a m a t i o n
Proclaiming the week of March 16-22, 2014 as
NATIONAL SURVEYORS’ WEEK
In the City of Rohnert Park
WHEREAS, Surveying has been an essential element in the development of the human environment since the beginning of
recorded history and is a requirement in the planning and execution of nearly every form of construction with its most familiar
modern uses in the fields of transportation, building and construction, communications, mapping, and defining legal boundaries
for land ownership; and
WHEREAS, to accomplish their objectives, surveyors use engineering, physics, mathematics, astronomy, law, and history; and
WHEREAS, although many services are now provided through the use of sophisticated surveying equipment including satellite-
born remote sensing devices, automated positioning, measuring, recording, and plotting equipment, former notable surveyors
include George Washington, Thomas Jefferson, Abraham Lincoln, Lewis and Clark, and Daniel Boone
NOW, THEREFORE, BE IT PROCLAIMED that I, Joseph Callinan, as Mayor and on behalf of the City Council of the City of
Rohnert Park, do hereby honor surveyors by proclaiming the week of March 16-22, 2014 as National Surveyors’ Week in
Rohnert Park.
Proclaimed this 11th day of March, 2014
by: ____________________________________________
Joseph T. Callinan, Mayor
ANNIE GET YOUR GUN
February 14 – 23, 2014
Attendance – 2104
234 people per performance
31.2 % capacity
Expense & Revenue
Summary
TICKET SALES $ 45,628
Concessions $ 2,411
TOTAL $ 48,039
Less Expenses ($45,350)
NET TOTAL $ 2,689
COMING SOON
MINUTES OF THE JOINT REGULAR MEETING
OF THE CITY OF ROHNERT PARK
City Council
Rohnert Park Financing Authority
Successor Agency to the Community Development Commission
Tuesday, February 25, 2014
Rohnert Park City Hall, Council Chamber
130 Avram Avenue, Rohnert Park, California
1. CITY COUNCIL/RPFA/SUCCESSOR AGENCY TO THE CDC JOINT
REGULAR MEETING - CALL TO ORDER/ROLL CALL
Mayor Callinan called the joint regular meeting to order in honor and remembrance of former
City Treasurer from 1968-1976, Robert H. Sheehan, at 5 pm, the notice for which being legally
noticed on February 20, 2014, and called for a moment of silence.
Present: Joseph T. Callinan, Mayor
Amy O. Ahanotu, Vice Mayor
Jake Mackenzie, Council Member
Pam Stafford, Council Member
Absent: Gina Belforte, Council Member
Staff present: City Manager Jenkins, Assistant City Attorney Barnhill, City Clerk
Buergler, Director of Public Works and Community Services McArthur, Senior Analyst
Atkins, Interim Development Services Director Ponton, Interim Finance Director Walsh,
Human Resource Director Perrault, Accounting Supervisor Kwong, Lieutenant Bates,
Technical Services Division Manager Mazzanti, Planner III Beiswenger, Community
Services Manager Miller, Lieutenant Taylor and Fire Marshal Adam.
2. PLEDGE OF ALLEGIANCE
Led by Mena Khiobouakham, Monte Vista Elementary Student.
3. PRESENTATIONS
A. Mayor’s Proclamation: Recognition and Honor be Conferred upon David Lee and DK
Landscaping for supporting the Boys & Girls Club
Mayor Callinan read and presented the proclamation to David and Kathy Lee.
4. PUBLIC COMMENTS
Item 7.A.1
City of Rohnert Park Joint Regular Meeting Minutes February 25, 2014
for City Council/Rohnert Park Financing Authority/Successor Agency Page 2 of 5
5. CONSENT CALENDAR
A. Approval of Minutes for:
1. City Council/RPFA/Successor Agency Joint Regular Meeting February 11, 2014
B. Acceptance of Reports for:
1. Annual Review of Complete Streets Achievements Report
2. City Bills/Demands for Payment Dated February 25, 2014
3. Successor Agency to the CDC Bills/Demands for Payment Dated February 25,
2014
4. Housing Successor Agency- Cash Report for Month Ending January 2014
5. Successor Agency- Cash Report for Month Ending January 2014
6. RPFA- Cash Report for Month Ending January 2014
C. City Council Resolutions for Adoption:
1. 2014-016 Authorizing and Approving a First Amendment to Design
Professional Services Agreement with URS for Traffic Signal
Coordination, Traffic Analysis and Implementation for Rohnert Park
Expressway and Golf Course Drive, Project GM003
2. 2014-017 Authorizing and Approving a Consultant Services Agreement for
Professional Audit Services with Macias Gini and O’Connell LLP
3. 2014-018 Authorizing and Approving an Employment Agreement between the
City of Rohnert Park and Mark Walsh for Finance Director Services
and Confirming the Appointment of Mark Walsh as City Treasurer
ACTION: Moved/seconded (Mackenzie/Stafford) to approve the Consent Calendar.
Motion carried unanimously by the following 4-0-1 vote: AYES:
Mackenzie, Stafford, Ahanotu, and Callinan NOS: None, ABSTAINS:
None, ABSENT: Belforte.
6. FY 2013-14 MID-YEAR FINANCIAL REVIEW, UPDATES, AND BUDGET
AMENDMENT REQUESTS
A. FY 2013-14 Mid-Year General Fund Review
Finance Director Walsh and Accounting Supervisor Kwong presented the item.
Recommended Action(s): discussion. No action requested on the informational item.
ACTION: None.
B. FY 2013-14 General Fund Budget Amendment Requests
Finance Director Walsh and Accounting Supervisor Kwong presented the item.
Recommended Action(s): amend the FY 13-14 adopted operating budget, by
Resolution 2014-019, and authorize the Finance Director to record changes in
anticipated revenues and appropriations for expenditures.
ACTION: Moved/seconded (Mackenzie/Stafford) the Recommended Action.
Motion carried unanimously by the following 4-0-1 vote: AYES:
Mackenzie, Stafford, Ahanotu, and Callinan NOS: None, ABSTAINS:
None, ABSENT: Belforte.
City of Rohnert Park Joint Regular Meeting Minutes February 25, 2014
for City Council/Rohnert Park Financing Authority/Successor Agency Page 3 of 5
C. Graton Mitigation Program Budget Mid-Year Update
Senior Analyst Atkins presented the item. Recommended Action(s): discuss the
general fund revenues and expenditures. No action requested on the informational
item.
ACTION: None.
D. Approval and Authorization of Hiring, Adding to the Budget, and Increasing an
Appropriation for a Part-Time Technical Advisor Position– Fire Services
Technical Services Division Manager and Lieutenant Bates presented the item.
Recommended Action(s): Adopt Resolution 2014-020 authorizing City staff to hire
an hourly Part Time Technical Advisor (Non-Safety) to assist with general fire
inspections, plan review, special event inspections, technical and specialty duties, and
projects on as needed basis; and Approve adding the Part Time Technical Advisor
position to the remainder of the 2013/14 budget year and continuing in future fiscal
years; and Authorize the Finance Director to increase appropriations in the amount of
$12,000 in account number 001-2100-400-4201. The funding source is increase in
plan check fees revenue account 001-0000-300-3237 in the amount of $50,000.
ACTION: Moved/seconded (Stafford/Mackenzie) the Recommended Action.
Motion carried unanimously by the following 4-0-1 vote: AYES:
Mackenzie, Stafford, Ahanotu, and Callinan NOS: None, ABSTAINS:
None, ABSENT: Belforte.
Council Member Mackenzie stepped away from dais 5:57 pm and returned 6 pm
7. PROPOSED AMENDMENT TO THE RECREATION FEE SCHEDULE FOR
COMMUNITY SERVICES FACILITIES, EVENTS, AND PROGRAMS
Community Services Manager Miller presented the item. Recommended Action(s): direct
staff to update and amend the Community Facility User Fee Schedule. The final proposal
will be brought back to City Council on March 11, 2014 for a public hearing and final
approval if the Council so directs.
ACTION: By Consensus City Council directed staff to move forward with the
process of amending the Community Facility User Fee Schedule.
Mayor Callinan stepped away from dais 6:24 pm and returned 6:25 pm
8. PROPOSED AMENDMENTS TO THE ROHNERT PARK SIGN REGULATIONS
Interim Director of Development Services Ponton and Planner III Beiswenger presented
the item. Recommended Action(s): discuss proposed amendments to sign regulations and
provide direction to staff.
ACTION: By Consensus City Council directed staff to move forward with amending
the sign regulations as recommended by the Planning Commission and/or
staff with the exception of hand-held signs, campaign signs, and special
event signs. Direction was given to make no changes to the current
regulations on campaign signs; to not include hand-held signs on the
City of Rohnert Park Joint Regular Meeting Minutes February 25, 2014
for City Council/Rohnert Park Financing Authority/Successor Agency Page 4 of 5
prohibited list; and to continue allowing banner placement for Rohnert
Park based activity at the four locations, noting the Southwest corner of
Redwood and Wilfred (now called East Golf Course) will soon be
developed and a good place for banners at that location will no longer
exist.
9. STANDING COMMITTEE / LIAISON REPORTS
A. Standing Committee Reports
1. Education Committee, 2/19
Council Member Stafford reported Robin Bowen provided information on the
California Parenting Institute and the Committee has no objection to changing the
Way Finding Signs as requested by Sonoma State University if they cover the
costs. Any changes proposed to the Way Finding Signs would come before the
City Council. The Committee will be meeting with Sonoma State representatives
regarding the Permit Parking Program in M Section.
B. Liaison Reports
1. Mayors and Council Members and City Selection Committee, 2/13
Mayor Callinan reported he was appointed to the Remote Access Network (RAN)
Board, Council Member Stafford was reappointed to Local Agency Formation
Commission (LAFCO), and Cotati Council Member Harvey was reappointed to
Sonoma County Child Care Planning Council.
2. Library Advisory Board, 2/18
Vice Mayor Ahanotu reported he did not attend the Library Advisory Board, but
reported on the Library JPA Ad Hoc and provided an update on the Sonoma
County Library Joint Powers Agreement proposed amendment. A compromise to
the voting representation issue was presented- that the County and City of Santa
Rosa would each have one commissioner and would share an additional
commissioner. Council directed staff to agendize consideration of supporting the
compromise and provide direction to the City Liaison regarding committee
membership of an amended JPA for the Sonoma County Library System for
March 11, 2014.
3. Russian River Watershed Association, 2/20
Council Member Stafford reported the work plan was approved, the video contest
is coming up, and cities are being asked by California Project Steward Council to
send a letter of support for drug producer responsibility requiring the producers to
fund safe disposal programs.
C. Other Reports
Council Member Mackenzie reported attending the New Partners for Smart Growth
Conference ran by the Local Government Commission (LGC). LGC provides
consulting resources to members. As a member, the City can utilize these resources
which would be beneficial for planning pertaining to priority development areas
City of Rohnert Park Joint Regular Meeting Minutes February 25, 2014
for City Council/Rohnert Park Financing Authority/Successor Agency Page 5 of 5
10. COMMUNICATIONS
Mayor Callinan reported he and Director of Public Safety Masterson attended the
Restorative Justice Program breakfast. Chief Masterson will report at a future meeting.
11. MATTERS FROM/FOR COUNCIL
12. PUBLIC COMMENTS
13. ADJOURNMENT
Mayor Callinan adjourned the joint regular meeting at 7:09 pm.
_____________________________________ __________________________________
JoAnne Buergler, City Clerk Joseph T. Callinan, Mayor
City of Rohnert Park City of Rohnert Park
ITEM NO. 7.B.1
1
Meeting Date: March 11, 2014
Department: Development Services
Submitted By: Marilyn Ponton, Int. Development Services Director
Agenda Title: Review of the Annual Report on the Status of the General Plan
Calendar Year 2013 (PLGP2014-0001)
RECOMMENDED ACTION:
Review the Annual Report on the Status of the General Plan Calendar Year 2013, and direct staff
to forward the Annual Report to the State Office of Planning and Research and the Department
of Housing and Community Development.
BACKGROUND:
Government Code Section 65400 mandates that the planning agency of cities submit a annual
report on the status of the General Plan and progress on its implementation to their legislative
bodies, the Governor’s Office of Planning and Research (OPR) and the Housing and Community
Development (HCD) by April 1 of each year. The report must address the City’s progress in its
General Plan implementation, including the progress in meeting its share of regional housing
needs. The intent of this requirement is to ensure that the General Plan directs all land use
decisions and remains an effective guide for future development. The information that follows is
provided for compliance with the Government Code Requirements related to the provision of an
annual report on the status of the Rohnert Park General Plan. Also included is the Supplement to
the Housing Element Progress Report, General Plan Amendments and the Housing Element
Progress Report.
After review by the City Council, the document will then be forwarded to the State Office of
Planning and Research and the Department of Housing and Community Development.
ANALYSIS:
The Rohnert Park General Plan 2020 was adopted in July 2000 and has been amended a number
of times since then. The General Plan includes the following mandatory elements:
• Land Use
• Transportation/Circulation
• Open Space (Parks and Recreation)
• Environmental Conservation
Mission Statement
“We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow.”
CITY OF ROHNERT PARK
CITY COUNCIL AGENDA REPORT
ITEM NO. 7.B.1
2
• Health and Safety
• Noise
• Housing
Local governments are required to keep their General Plans current and internally consistent.
There is no specific requirement that a local government update its General Plan on a particular
timeline, with the exception of the Housing Element, which is required to be updated every
seven years.
The following report represents the progress the City has made towards implementing the goals
and policies of the General Plan during the 2013 calendar year. The goals are quoted directly
from the General Plan. Not all goals are quoted, only those where there has been significant
progress or action are shown in bold.
OPTIONS CONSIDERED:
Review the Annual Report and direct staff to forward the Annual Report to the State Office of
Planning and Research and the Department of Housing and Community Development.
FISCAL IMPACT/FUNDING SOURCE:
There is no fiscal impact to the City.
City Manager Approval Date: 2/28/14
City Attorney Approval Date: N/A
Attachments (list in packet assembly order):
1. Annual Report on the Status of the Rohnert Park General Plan for Calendar Year
2013
2. Housing Element Progress Report
3. Supplement to Housing Element Progress Report
Page 1
Annual Report on the Status of the Rohnert Park General Plan
Calendar Year 2013
Government Code Section 65400 mandates that the planning agency of cities submit a annual
report on the status of the General Plan and progress on its implementation to their legislative
bodies, the Governor’s Office of Planning and Research (OPR) and the Housing and Community
Development (HCD) each year. The report must address the City’s progress in its General Plan
implementation, including the progress in meeting its share of regional housing needs. The
intent of this requirement is to ensure that the General Plan directs all land use decisions and
remains an effective guide for future development. The information that follows is provided for
compliance with the Government Code Requirements related to the provision of an annual report
on the status of the Rohnert Park General Plan.
Status of the Rohnert Park General Plan
The Rohnert Park General Plan was adopted in July 2000 and has been amended a number of
times since then. The General Plan includes the following mandatory elements:
Land Use
Transportation/Circulation
Housing
Open Space (Parks and Recreation)
Noise
Health and Safety
Environmental Conservation
Local governments are required to keep their General Plans current and internally consistent.
There is no specific requirement that a local government update its General Plan on a particular
timeline, with the exception of the Housing Element, which is required to be updated every
seven years.
During 2013, the following amendments to the General Plan were approved:
• The land use designation of the General Plan was changed from
Regional/Commercial to Public/Institutional for three (3) acres of a 15.26 acre site
within the northwest area of Rohnert Park. The purpose of the General Plan
Amendment was to allow for the future development of a Public Safety Facility at the
project site. The property was also rezoned from Regional Commercial to Public
Institutional.
Page 2
• The land use designation of the General Plan was changed from Public Institutional
to High Density Residential. This will increase an area of High Density Residential
from 13.6 acres to 16.6 acres. The Public Institutional use will be relocated to an area
south of this site. The area will also be rezoned from Public Institutional to High
Density Residential.
The following list represents the progress the City has made towards implementing the goals and
policies of the General Plan during the review period for Calendar Year 2013. The goals are
quoted directly from the General Plan. Not all goals are quoted, only those where there has been
significant progress. The progress response for 2013 follows in bold italics.
Progress in Implementation of the General Plan Goals
2.4 Land Use and Growth Management
As a master planned community, Rohnert Park has a well-structured pattern of land uses. Most
neighborhoods are centered around an elementary school and/or a local park. Neighborhood
shopping centers are located at the intersections of major roads, serving several adjacent
neighborhoods.
LU-E Encourage development of the City Center as a mixed-use activity center with a range of
commercial, residential, and civic uses.
The area designated Community Center on the General Plan map is a combination of
commercial, low and moderate income housing, a public building housing the Public Safety
Department, Library and a park and recreation area. This area is also in close proximity to
other shopping facilities in the vicinity of Rohnert Park Expressway and Commerce Boulevard.
This area was developed prior to April 1, 2009. City Hall is located on Avram Avenue several
blocks to the south of the City Center.
LU-G Require preparation of specific plans for strategic new growth areas with complex land
use programs.
Recently, the City has approved the Sonoma Mountain Village Specific Plan, the Southeast
Specific Plan and the University District Specific Plan. Sonoma Mountain Village is a
combination of single-family detached homes, estate homes, condominiums, apartments, row
houses and inclusionary housing. The development will also include commercial office and
retail and service commercial uses. The Southeast Specific Plan is a mixture of low, medium and
high density housing and retail commercial uses to serve the surrounding residential uses. The
City is in the process of reviewing the Northeast Specific Plan for approval.
Page 3
The City is also working on the Northwest Specific Plan. A Draft Plan is under review and an
Environmental Impact Report has been prepared and is undergoing review by the City and
other agencies. There are proposed changes to the University District Specific Plan that are in
the approval process.
LU-I Provide a range of housing types in type and price, including large-lot homes and housing
oriented to students.
Rohnert Park has a large variety of housing types and prices that cover the range from low and
moderate income buyers to homes attractive to higher income purchasers. However, because of
the economic situation during the review period, very few new housing units have been
constructed. Approximately thirty-three percent of the housing units in Rohnert Park are
classified as apartments with many clustered around Sonoma State University. Many of these
units are suitable for student housing. The various Specific Plans provide for a variety of
housing including rural estate, large lot residential, low density residential, medium density
residential and high density residential.
Fiori Estates is under construction consisting of 244 apartment units. They are providing
amenities that will be attractive to families with children. They also have smaller units that
may be attractive to students.
LU-K Promote a diverse range of jobs within the city.
Rohnert has a wide variety of commercial and industrial uses that provide a variety of jobs for
residents of the community and the surrounding area. New commercial and industrial
development since the last Annual Report on the General Plan has resulted in an increase in
over 100 new jobs in Rohnert Park.
The City has a new Chipolte restaurant, a recently new Starbucks Coffee and a Walgreen’s.
There is also recently completed Panera Bread Restaurant and Bakery. These will add new
jobs for Rohnert Park residents. The Granton Rencheria Casino has been completed and is
currently operating. Residents of Rohnert Park applied for and received employment in the
Casino. A Chipotle Restaurant commenced operation and provided employment for Rohnert
Park residents. The City is currently working with an entrepreneur who plans to take over a
vacant restaurant site and open a restaurant and microbrewery that will provide jobs for City
residents.
LU-1 Update the City’s Zoning Ordinance and Subdivision Regulations contained in the
Municipal Code for consistency with the General Plan, including the General Plan Diagram.
The Zoning Ordinance and Subdivision Regulations are updated on a regular basis to be
consistent with the General Plan.
Page 4
In June of 2013 the City approved a major revision of the Land Use Regulations in the Zoning
Ordinance. The approval process for many uses were simplified to encourage economic
development within the City.
LU-2 Require sites designated as Mixed Use to be developed with a variety of residential and
non-residential uses, in accordance with the delineated land use program for the Specific Plan
areas in this chapter.
The Sonoma Mountain Village Specific Plan, Southeast Specific Plan and University District
Specific Plan provide a variety of mixed uses including residential, office and commercial as
addressed in LU-G above. The Mixed-Use Zoning districts encourage the siting of compatible
businesses, stores, institutions, service organizations, and residences in close proximity to one
another so as to create self-sufficient neighborhoods within the City.
LU-3 Develop the University District as a mixed-use, pedestrian-oriented center.
The University District Specific Plan provides for a type of development that would encourage
pedestrian access to commercial centers and recreational facilities. The Mixed-Use residential
designation applies to properties within the commercial center, which will adhere to the General
Plan’s designation for commercial and mixed-use purposes.
University District Specific Plan is being modified to change some of the type of residential
units proposed. The modification will provide units that are more appealing to today’s buyers.
LU-4 Develop the City Center as a mixed-use, pedestrian-oriented center.
The City Center has a variety of multi-family housing and public buildings in close proximity to
commercial development that would encourage pedestrian access to these facilities. It is also in
close proximity to Hinebaugh Creek which has an informal trail providing access to the City
Center area for some residents in the city.
The new Starbucks that recently opened will encourage customers from surrounding
businesses and residential areas to walk to the facility for coffee. The new Chipolte restaurant
and Panera Bread will provide a good variety of restaurant choice for surrounding employees
and citizens in Rohnert Park.
LU-6 Locate new Medium and High Density Residential development adjacent to parks, creek
ways or other open space, in order to maximize residents’ access to recreational uses.
The Sonoma Mountain Village, Southeast, and University District Specific Plans orient medium
and high density areas close to and adjacent to parks or permanently designated open space.
LU-7 Encourage new neighborhood commercial facilities and supermarkets to be located to
maximize accessibility to all residential areas.
Page 5
Neighborhood Commercial zoning is located adjacent and convenient to residential
development. In recently approved Specific Plans, commercial development is located adjacent
to residential development for easy access by residents of the homes.
A new market was approved that will occupy a vacant space in a neighborhood shopping
center that was vacated several years ago by another market. There is the lack of a market in
this area of Rohnert Park and the replacement market will be welcomed by the surrounding
residents. On-site preparations for the market have already commenced by the property
owner.
LU-10 As part of the Zoning Ordinance, establish the following density bonuses for residential
projects:
• Up to 25 percent bonus for projects meeting State-criteria for low and very low income
housing.
In the Zoning Ordinance under Chapter 17.0.020, Footnotes H., contains Density Bonus for
Affordable Housing. The purpose of this section is to comply with the state Density Bonus Law
(California Government Code Section 65915) to implement the Housing Element of Rohnert
Park General Plan by providing increased residential densities for projects that guarantee a
portion of the housing units will be affordable to households of low or very low income. In
approved Specific Plans, the density bonus may actually exceed the State requirements.
LU-10A Coordinate the adoption of each specific plan in a manner that provides for the
systematic implementation of the General Plan and is consistent with the growth management
and public facilities goals and policies of this General Plan.
Require that all specific plans pursuant to this General Plan include the following components:
• A land use program as specified for each Specific Plan area in the General Plan,
including the maximum and minimum development for each land use type.
One specific plan began processing during the annual review period included a detailed land use
program. A range of development for each land use type was included. A detailed traffic study,
prepared by a City-approved traffic/transportation planner and reasonable mitigation measures
to mitigate traffic impacts resulting from the development was prepared as part of the
Environmental Impact Report (EIR) for each project. The type of housing provided for in each
specific plan ranges from rural Estate Residential to High Density Residential.
An approved specific plan is undergoing modification to modify the housing types to provide
housing that is more appealable to today’s buyers.
LU-10B Include within each specific plan, standards and criteria by which development will be
phased and standards for conservation, development, and utilization of natural resources.
Page 6
Recently approved Specific Plans include standards for conservation of natural resources
especially creeks that run through the Specific Plan area. These are maintained as open space
and designated as park land. Wetland basins have also been provided in a number of cases
including specifically the University District Specific Plan.
LU-10C Permit hospitals, schools, police and fire stations, parks and other facilities that serve a
vital public interest, subject to findings and necessary environmental review, to be located in a
specific plan area, even if a specific plan for the area has not been adopted.
Specific Plans/Planned Development provide for public safety facilities, parks and other
facilities where required.
LU-11 Require preparation of a Specific Plan prior to approval of any development in Canon
Manor, with the amount of development controlled by the underlying land use designations.
At the present time there is no interest in the preparation of a Specific Plan for the Canon Manor
area. If a specific plan were prepared and approved it would include a land use map for the
area.
LU-14 Require preparation of a Specific Plan prior to approval of any development in the
University District.
A Specific Plan was prepared and adopted for the University District in 2006.
The University District Plan is presently undergoing revisions consisting in the modification
in some of the types of housing units that will be provided. The change will result in housing
units that are more appealable to today’s buyers.
Southeast Specific Plan Area
LU-22 through LU-26 require preparation of a specific plan prior to approval of any
development in the Southeast area. Permit neighborhood park approximately five to eight acres
in size. Permit neighborhood-oriented retail, offices, financial, business and personal services,
and other similar neighborhood-compatible uses. Permit a maximum FAR of 0.4 for retail-only
development and 1.0 for mixed use development. Only land devoted to non-residential uses
shall be counted towards establishing the non-residential FAR requirements. Allow residential
uses, as long as they do not front Bodway Parkway. Allow the Mixed Use area to be developed
with a mix of residential and commercial uses, or with either one of those uses without the other.
The Southeast Specific Plan was approved in December 2010. Policies LU-22 through LU- 26
have been incorporated in the Specific Plan.
Grading has commenced on the Southeast Specific Plan area.
Page 7
Wilfred-Dowdell Specific Plan Area
LU-32 and LU-33 Ensure development is in accordance with the adopted Specific Plan for the
area. In preparing and adopting the Wilfred-Dowdell Specific Plan, incorporate provisions
which ensure integration of land uses and design concepts with the adjacent Northwest Specific
Plan area.
The Wilfred-Dowdell Specific Plan was adopted in 2008. No development has taken place in the
area covered by the Specific Plan. Plans submitted to construct a hotel and fast food restaurant
in the Village North portion of the Specific Plan were approved in 2012.
The approval of the Oxford Suites/McDonalds project is in accordance with the Wilfred-
Dowdell Specific Plan. Street improvements along the Golf course Drive West frontage of the
property were constructed as part of the Wilfred Road Widening project. Oxford Suites and
McDonald’s have submitted plans for building permits.
The City has also received a proposal to develop Amy’s Kitchen restaurant in Village South of
the Wilfred/Dowdell Specific Plan. The development will require modifications to the Specific
Plan, a Conditional Use Permit and a Development Area Plan.
2.5 Growth Management Goals and Policies
Management and predictability of growth emerged as one of the salient issues that Rohnert Park
residents would like the General Plan to address. Growth management policies are designed to
balance competing interests, including the need for additional housing and related development,
and the expressed community desires to preserve open space, maintain community character, and
ensure adequate public facilities.
GM-C Ensure that growth is paced to achieve General Plan buildout over a 20-year period,
representing an annual average population growth rate of one percent.
Because of the impact of current economic conditions on construction of new housing, the
annual average population growth rate is less than one percent and that could continue for
several years until economic conditions improve resulting in the construction of new housing.
The only residential growth taking place during the review period is additions and improvements
to existing housing.
Grading and street improvements have commenced on Fiori Estates, a 244- unit apartment
complex in Stadium Lands Planned Development. Construction has also commenced on the
apartment buildings.
GM-G Require all urban development in the Rohnert Park Planning Area to be located within the
Urban Growth Boundary, prohibit urban development outside the Urban Growth Boundary.
Page 8
The City adheres to this policy on an on-going basis.
GM-1 Prepare and adopt a Growth Management Ordinance that implements policies in this
Element.
The Growth Management Program Ordinance was adopted by the Rohnert Park City Council on
July 24, 2001. Because of the recent slow-down in new housing construction, the number of new
residential units constructed is well under the maximum permitted by the Growth Management
Program Ordinance.
The City Council held a work session on the Growth Management Program. The City Council
recommended waiting until 2016 to review again.
GM-9 Require that each specific plan include a Public Facilities Financing Plan that explains
how streets, water, wastewater, solid waste, and parks, all meeting City standards, will be
provided to the project.
A Public Facilities Financing Plan (PFFP) was adopted in 2004, updated in 2006 and 2011.
GM-20 Work with Sonoma County to ensure that all land in the Planning Area outside Rohnert
Park’s Urban Growth Boundary is preserved as open space.
This policy is implemented on an ongoing basis with Sonoma County.
GM-24 Undertake periodic review to monitor General Plan implementation with the first review
scheduled to occur within three years of Plan adoption.
The Annual General Plan Review is performed as required by the Government Code. The
annual General Plan report will be scheduled at a City Council Meeting each year.
Community Design
This element provides the goals and policies for protecting and enhancing Rohnert Park’s
physical and visual character. They provide a framework for reinforcing Rohnert Park’s positive
attributes, such as compact form and well-defined neighborhoods, and for fostering the creation
of distinctive centers with pedestrian and community orientation.
CD-D and CD-E Preserve and enhance views of the eastern ridgeline; and preserve and enhance
the visual character of scenic corridors.
The Southeast Specific Plan and the University District Specific Plan have interior streets
oriented in an east-west direction to provide the major opportunity for enhancing views of the
eastern ridgeline from vantage points within the development. View Corridors have also been
established that restrict the placement of structures and planting of trees that would block views
of the eastern ridge line. For projects that require CEQA environmental documents, project
Page 9
impact on views from surrounding properties is an area of the environmental document that must
be addressed and mitigated if there is a substantial impact.
CD-4 through CD-8 These policies relate to the protection of view corridors along Petaluma Hill
Road, Snyder Lane, Bodway Parkway, Rohnert Park Expressway; and other major roadways in
the City.
These policies are being implemented through the Northeast, Southeast, University District
Specific Plans and Sonoma Mountain Village Planned Development. Protection of views of the
hills to the east from major roadways is addressed in the CEQA document and the Specific
Plans.
CD-9 through CD-14 These policies relate to transition from urban to open space, clustering of
residential development, landscaping along the city’s eastern edge, and to ensure that design
treatment at the edge of urban uses results in “soft” edges.
These policies are implemented through various Specific Plans, Planned Development and
through the Zoning Ordinance.
3.2 Neighborhoods and Focus Areas
CD 15 through CD-23 Deals with procedures for design of new neighborhoods, a design
standards checklist for design reviews, standards to foster pedestrian orientation of new
development in mixed-use and neighborhood commercial areas, transitions between street and
building, minimizing the visual dominance of garages and to establish design guidelines for
Estate Residential uses to ensure new structures are consistent with the surrounding areas.
The Specific Plans and Planned Developments that are approved for various areas in Rohnert
Park include design criteria specific to the individual area covered by the Specific Plan. The
Specific Plans and Planned Developments utilize the creeks as open space extending through the
plan area. Townhomes, multi-family dwellings and single-family homes are integrated within
the area covered by the Specific Plan. Design is also an important area in reviewing
development covered under Site Plan Review, Architectural Review and Conditional Use
Permits. Design Guidelines also apply to these development reviews.
CD-26 through CD-28 Design streets not only to accommodate traffic, but also to serve as
comfortable pedestrian environments, allow sound walls only for development along US 101 and
the NP Railroad and ensure that development standards do not result in disincentives for
providing closely spaced local streets.
These policies are implemented through the review of Specific Plans, Planned Developments and
as new development proposals are reviewed by planning staff. Pedestrian access from the
sidewalk on surrounding streets to building entries is an important element in development
Page 10
review. Landscaping and meandering sidewalks, where applicable, are encouraged to enhance
the pedestrian experience.
The improvements to Golf Course Drive West in Rohnert Park and along the Casino frontage
included side walk and bike lanes.
CD-31Ensure that the University District is developed as an active, mixed-use pedestrian center,
integrated and responsive to the design of the University Green Music Center, sensitive to the
existing residential developments to the west, and with transitions to open space to the east.
The University District will be developed under the approved University District Specific Plan.
The Specific Plan provides for mixed uses which are pedestrian oriented.
The University District Specific Plan is currently undergoing revisions at the request of the
applicant.
CD-34 and CD-35 Provides detailed requirements for the Open Space Plan for the University
District Specific plan.
The Open Space Plan portion of the University Specific Plan conforms to all of the design
elements in the policies relating to open space. A creek buffer and scenic corridor is provided
along existing creeks.
Northeast Specific Plan Area
CD-41 through CD-43 Provides development requirements for housing and parks for the
Northeast Specific Plan Area.
These policies are implemented through the policies and standards in the Northeast Specific
Plan.
Northwest Specific Plan Area
CD-44 through CD-48 These policies set standards for the Northwest Specific Plan Area
including using design review to ensure compatibility of uses in areas where residential and
commercial areas are adjacent.
All of these policies will be included in the Northwest Specific Plan.
Southeast Specific Plan Area
CD-49 through CD-52 These are policies relating to the Southeast Specific plan Area.
Page 11
The land use and circulation plan approved as part of the Specific Plan incorporates these
policies.
Existing Neighborhoods
CD-53 Ensure that new development in existing neighborhoods is respectful of the character of
existing uses and causes minimal design intrusion.
Site Plan and Architectural review is required for any new development. If the development
takes place in an existing neighborhood, the impact on that neighborhood would be considered
during the review process. The proposal would have to comply with the recently adopted Design
Guidelines with the item going before the Planning Commission for its consideration.
Commercial Centers
Neighborhood commercial is located adjacent to neighborhoods, providing convenient shopping
for nearby residents. Regional commercial, located primarily along US 101, serving a regional
clientele in addition to Rohnert Park residents.
CD-55 Require all development within commercial districts to provide pedestrian amenities,
including pedestrian walkways through parking lots to connect buildings on opposite sides of
parking areas, sidewalks wide enough to accommodate pedestrian use, sidewalk intersection
bulbs to reduce walking distance across streets, pedestrian lighting, benches, street trees, and
other sidewalk amenities, and landscaping that complements pedestrian circulation and
eliminates barriers to pedestrian access.
These standards would be implemented through Site Plan and Architectural Review
consideration by the Planning Commission and through the approval process for development
within Specific Plan areas.
The City is diligent in providing safe pedestrian walk-ways throughout commercial centers and
connections between adjacent commercial areas.
CD-56 As part of the Zoning Ordinance, maintain development standards for all development
within commercial districts that include but are not limited to setbacks from front property line,
landscaping, design standards for parking lots, orientation of main entrances to the street,
pedestrian comfort and signage requirements.
The design criteria for parking lots, landscaping, building orientation, setbacks, pedestrian
consideration and signage details are included as standards in the Zoning Ordinance.
Development standards are considered during Site Plan and Architectural review of commercial
developments.
Page 12
Public Art
CD-57 and CD-58 Encourage integration of art and cultural components in public places and
facilities and include art and cultural components in areas of new development and
redevelopment.
A Public Art Ordinance was adopted by the City Council in 2007, to ensure that public art is an
element of larger commercial and industrial projects. However, the Ordinance was rescinded in
2011 because of the additional cost to developers of new commercial properties and
rehabilitation of existing commercial properties. Because of the poor economic conditions at
this time, it was assumed that the additional cost of providing public art could discourage
commercial development and redevelopment.
4. Transportation Element
The Transportation Element includes policies, programs and standards that are intended to:
Maintain mobility and reduce traffic congested locations;
Improve connections between different parts of the city;
Further an integrated multi-modal transportation system that encourages transit use,
walking, and biking; and
Provide incentives for travel demand reduction.
TR-A Promote safe and efficient vehicular circulation throughout Rohnert Park.
A traffic signal was installed at the Rohnert Park Expressway access to Rancho Verde Mobile
Home Park. The signal will increase the safety of the residents of the mobile home park in
entering and exiting the facility and for other motorists on Rohnert Park Expressway.
Golf Course Drive West (formerly Wilfred Avenue) was widened and improved from Redwood
Drive westerly across the entire frontage of the Graton Rancheria Casino, signalization was
installed at Golf Course Drive West and Redwood Drive, improvements were installed on
Business Park Drive, a signal was installed at Business Park Drive and Redwood Drive and
improvements and new signalization were installed on Rohnert Park Expressway.
TR-C Build new roads and improve existing roadways, where necessary, in conjunction with
new development.
As part of the Oxford Suites Hotel and McDonald’s Restaurant at a the corner of Golf Course
Drive West and Redwood Drive and the new Granton Rencheria Casino just westerly of the
City limits, Gold Course Drive West will receive major improvements from Redwood Drive to
Page 13
Stony Point Road. This is necessary to handle the additional traffic generated from these new
developments.
TR-1 and TR-2 Establish LOS C as the minimum standard for all arterial and collector roadway
segments and intersections. Require mitigation measures, as needed, for new development that
increases traffic such that LOS levels fall below the established minimum standard.
All large developments and modifications to existing developments may require the preparation
of a traffic study to determine the impact on the LOS at key intersections and the development of
appropriate mitigation measures to maintain a LOS of C or better. The Negative Declaration or
EIR for a specific plan or commercial development will include a traffic analyses and, if
necessary, mitigation measures to reflect this policy.
TR-3 through TR-12 These policies relate primarily to development within the Specific
Plan/Planned Development areas and to the City’s Capital Improvement Program (CIP).
These policies are implemented through the Capital Improvement Program (CIP) and under the
Specific Plans and Planned Developments. The CIP is a mechanism to prioritize and undertake
roadway improvements.
TR-14 Work with Caltrans to coordinate widening projects, interchange improvements and other
improvements along US 101.
Caltrans has widened US 101 southerly from Santa Rose which includes that portion that runs
through Rohnert Park. The widening project includes improvements to the on and off ramps in
Rohnert Park and the installation of sound walls. Golf Course Drive is being extended under
Highway 101 to connect with Wilfred Avenue which is being renamed Golf Course Drive West.
The US 101 widening project has been completed including the extension of Golf
Course Drive under Highway 101.
TR-15 Encourage Caltrans, the Metropolitan Transportation Commission (MTC) and the
Sonoma County Transportation Authority (SCTA) to plan, fund, and implement improvements
to the Wilfred Avenue interchange along US 101.
Golf Course Drive/Wilfred Avenue (Golf Course Drive West) interchange was widened during
the US 101 widening project. Development under the Wilfred/Dowdell Village Specific Plan will
also include improvements to Wilfred Avenue.
The interchange improvements have been completed.
TR-16 through TR-21 These sections deal with inter-jurisdictional coordination including
Caltrans, Metropolitan Transportation Commission (MTC), Sonoma County Transportation
Authority (SCTA), the City of Cotati, and Sonoma State University.
Page 14
TR-34 Undertake a comprehensive study to evaluate and implement a multi-hub transit corridor
along Rohnert Park Expressway with the following characteristics:
• Rail transit station in the vicinity of the Rohnert Park Expressway/Northwestern Pacific
right-of-way.
The Smart Station in Rohnert Park will be located on the Northwestern Pacific right-of-
way adjacent to where it crosses Rohnert Park Expressway. Initial improvements began in
2013.
Park-and-Ride Lots
TR-35 Work with Caltrans to implement plans for the park-and-ride lot in the northeast quadrant
of the Rohnert Park Expressway interchange along US 101.
There is a park-and-ride lot in both quadrants of US 101 and Rohnert Park Expressway.
The City has and will continue to work with these agencies to plan and implement improvements
necessary to mitigate impacts of increased traffic congestion on major roads and intersections.
As part of the widening of US 101, HOV lanes will be provided.
The HOV lanes on US 101 have now been completed and are operational.
TR-37 Provide continuous sidewalks along all existing and future streets.
Most streets in Rohnert Park have sidewalks. When development takes place on under-improved
streets, the developer will be responsible for new street improvements including sidewalks.
TR-39 Update the Bicycle Master Plan to incorporate Class I bikeways. Develop locations and
alignments for Class II and III bikeways.
The City has a Bicycle Master Plan that incorporates various classes of bikeways. Specific
Plans provide for bike lanes where appropriate and in conformance with the Bicycle Master
Plan adopted September 23, 2008.
Bike lanes were included as part of the improvements of Golf Course Drive West to the
Casino.
TR-43 Establish requirements for bicycle parking as part of the Zoning Ordinance update.
Ensure that secure bicycle parking is provided in conjunction with new development.
Page 15
The Zoning Ordinance requires bicycle parking spaces for office, commercial, industrial and
multi-family uses. There are specific standards for the number of bicycle parking spaces,
location of bicycle parking and security to minimize theft and vandalism. In newer commercial
development the City has encouraged the installation of some covered bicycle parking and
secure bicycle parking.
5. Open Space, Parks and Public Facilities
Open space areas within and around Rohnert Park are valuable resources and provide the City a
scenic setting. The Open Space, Parks, and a Public Facilities Element addresses these and other
related topics. Also addressed in this Element are public facilities including schools, water
service, and wastewater collection and disposal.
OS-D Maintain and enhance the Petaluma Hill Road Scenic corridor.
Development along the east side of Petaluma Hill Road will be designed to protect the view of
the hills to the east from the roadway. Sonoma Mountain Village, Southeast Specific Plan and
University District Specific Plan are also designed to create view corridors of the hills to the
east. CEQA documents for development projects require consideration of the impact of a
development on scenic views.
OS-E Maintain publicly owned open space areas in their natural state; provide public access in a
manner that is compatible with the conservation of habitat.
There are a number of creeks that extend through Rohnert Park from the foothills to the east of
the City and extending westerly across the city terminating at the Laguna De Santa Rosa. They
have been protected in their natural state and walking/biking trails have been provided along the
top of the bank on some of the creeks. The Specific Plans that include creeks in their boundaries
take advantage of the creeks as open space elements with pedestrian and bicycle trails.
OS-G Develop additional parkland in the City to meet the standards of required park acreage for
new residents.
Additional parkland will be developed in the City as part of the Specific Plans and Planned
Developments as they receive approval. The applicants for Specific Plans and Planned
Developments are required to show the locations of the parks within their plan areas and to
provide conceptual plans for the development of the parks. The Parks and Recreation
Commission reviews and makes recommendations on proposed park sites and the conceptual
plans within the Specific Plan areas.
OS-7 Use creek protection zones for permanent public open space and compatible purposes
including habitat conservation, bike and walking paths, wildlife habitat, and native plant
landscaping.
Page 16
The creeks extending through the City have been placed in an OS-EC Open Space-
Environmental Conservation zone. This district includes sites with environmental and/or safety
constraints, such as riparian corridors, sensitive habitats, and wetlands. This district is
consistent with the “Open Space- Environmental Conservation” General Plan designation.
Some of the creeks have been developed with walking and bike trails along the top of the bank.
5.2 Parks
OS-F and OS-G Provide an integrated system of parks and trails throughout the city to meet the
community’s recreational needs. Develop additional parkland in the city to meet the standards of
required park acreage for new residents.
The development of new parks and trails will be implemented as specific plans and development
proposals are processed and approved. Approved specific plans or those in the preparation
stage address the need for parks and trails for residents of the new dwelling units that will be
constructed under the plan. The Northeast and University District Specific Plans in the vicinity
of Petaluma Hill Road are crossed by creeks that provide an opportunity for walking and bicycle
trails along the top of the creek banks.
OS-10 Prepare a Parks, Recreation and Open Space Master Plan as the implementing tool for
General Plan park and recreation policies and proposals.
The city has prepared a Parks, Recreation and Open Space Master Plan.
OS-11 and OS-12 As part of the update of the Subdivision Regulations, establish parkland
dedication or in lieu fee at a standard of five acres of community and neighborhood parks per
1,000 new residents. Require development in high-intensity employment-generating areas such
as the University District to provide additional parkland for employees at 1 acre per 250,000
square feet of non-residential development. Acquire and develop new parks in approximate
locations and sizes shown on Figure 5.2.1 Parks and Schools and Table 5.2.2 New Parks under
the General Plan.
The Specific Plans and Planned Developments provide parks at a ratio of at least five acres for
each 1,000 new residents that will reside in the area when development is completed. The Parks
and Recreation Commission recommended that the Planning Commission approve the size,
layout and configuration of the Sonoma Mountain Village and Southwest Specific Plan area
proposed parkland dedication.
OS-16 Expand the City’s network of bike and pedestrian paths in areas of new development.
Policies regarding bike and pedestrian paths in new development are implemented through
review of project applications including Specific Plans. The City’s Bicycle Advisory Committee
reviews project applications to ensure their conformity with existing Bicycle Master Plan. The
Page 17
City’s Public Safety, Public Works and Recreation Departments also implement this policy on an
ongoing basis. As mentioned in OS-F and OS-G above, some of the specific plans provide an
opportunity to provide walking and biking trails along the top of the banks of creeks that cross
the specific plan areas.
The improvements on Golf Course Drive West include bike lanes. The bike lanes on the
Rohnert Park Expressway bridge over the freeway and the approach to the bridge have been
distinctively marked in green for the safety of cyclists.
OS-17 Ensure that parks and recreation facilities are safe secure areas.
All new parks and recreation facilities are reviewed by the City to assure that they are safe for
children and adults. Proposed plans are reviewed by the Public Safety Department and Parks
and Recreation Department.
5.3 Schools
Rohnert Park schools are under the authority of the Cotati-Rohnert Park Unified School District.
School buildings and recreational facilities are available for community use during non-school
hours. Parks located adjacent to schools provide additional outdoor recreational space for
students.
PF-3 Require developers to dedicate any necessary school sites to the Cotati-Rohnert Park
Unified School District (CRPUSD).
All new Specific Plans and Planned Developments are reviewed by the Cotati-Rohnert Park
Unified School District for adequacy of schools for the project. If necessary, they can require
the dedication of land for new schools.
There is not adequate land available on the west side of US 101 for additional school sites.
Primarily the requirement is that new residential developments, such as the 244- unit
apartment complex now under construction, provide bus service for schools on the east side of
the freeway.
5.4 Wastewater
PF-7 Continue participation in the planning, financing and construction of wastewater treatment
capacity expansions of the Subregional Wastewater Disposal System. Explore opportunities for
increasing reclaimed water use and decreasing potable water demand.
The City is an active member of the Subregional System and is working to expand the use of
reclaimed water where feasible. In newly developed areas, the use of reclaimed water is
encouraged. In new development, water conserving landscaping is recommended. Where a new
Page 18
development includes the installation of new landscaping, reclaimed water for landscaping
irrigation is encouraged if reclaimed water is available to the site.
PF-9 Require developers to install or pay for new sewer lines and other sewer improvements
needed to accommodate new development.
Specific Plan and Planned Developments require the installation of new sewer lines and other
sewer improvements to serve the needs of the development. The Public Facilities Financing
Plan addresses the infrastructure and service needs of the City associated with General Plan
buildout. New developments are required to provide and pay for the infrastructure necessary to
support that development including upgrading existing sewer and wastewater systems or the
installation of new systems.
Beginning at the intersection of Commerce Boulevard and Avram Avenue and continuing east
to Southwest Boulevard and Snyder lane and into the existing sewer system in the intersection
of East Cotati Avenue and Snyder Lane is the Eastside Trunk Sewer Project. This sewer
project will facilitate development of the Southeast Specific Plan, Northeast Specific Plan and
University District Specific Plan areas.
5.5 Water Supply and Conservation
PF-11 through PF-13 Monitor the operation of the municipal well field on a monthly basis to
ensure that production does not exceed the recharge rates so as to result in a substantial lowering
of groundwater levels in the vicinity of the Urban Growth Boundary. Develop a monthly
municipal wellfield monitoring program. Continue to collect and analyze monthly groundwater
level data to assist in management and operation of Rohnert Park’s municipal wellfield.
The City is undertaking its groundwater monitoring program by gathering groundwater data at
key locations in the city. Water supply assessments that are performed for specific plans include
a groundwater assessment. The City does not extract more than 2.3 million gallons a day from
the groundwater wells. We are presently under that amount of withdrawal. The latest
groundwater study is ongoing with the Santa Rosa Groundwater Study currently in its 6th year.
PF-15 Continue to require water-conserving devices for all new development.
All Specific Plans and Planned Developments provide for and new developments are required to
include water conservation devices in residential and non-residential buildings and landscaping.
This includes low flush toilets and low flow shower heads. Smart irrigation controllers including
rain shut-off devices on controllers will be used on new irrigation systems. High energy
appliances are also encouraged in new residential units. Drought tolerant landscape materials
will also be used.
Page 19
PF-16 Require non-residential uses to implement water conservation practices as a condition of
development.
Under the Specific Plan and Planned Development areas, non-residential uses are required to
implement water conservation practices especially in landscaped areas through the use of smart
irrigation controllers and use of recycled water for irrigating landscaped areas. This also
applies to new commercial developments that go through the Architectural and Site Plan Review
procedures.
Where possible, all new developments are required to use water conserving devices.
PF-17 Develop a comprehensive wastewater flow reduction program for existing and new non-
residential uses.
Non-residential uses are required to use devices to reduce wastewater flow similar to residential
users.
6. Environmental Conservation
Rohnert Park and its environs are endowed with a bounty of natural resources, including
undeveloped and developed open spaces, creeks, agricultural resources, and areas with high
potential to sustain wetlands, vernal pools and wildlife. An overriding goal of the General Plan
is to conserve these natural resources to ensure that future development does not adversely affect
the environment.
EC-1 Undertake an inventory of historic resources to determine sites or buildings of federal,
State or local historic significance.
An inventory of historic buildings has not commenced. However, Environmental Impact Reports
for various specific plans include an inventory of buildings that may have historic significance.
EC-2 Insure the protection of known archaeological resources in the city by requiring a records
review for any development proposed in areas that are considered archaeologically sensitive for
Native American and/or historical remains. Require construction activities and development
adjacent to sites of historic or archaeological resources to avoid degradation.
A good percentage of new development in Rohnert Park will be taking place in areas approved
under a Specific Plan and Planned Development area. The Specific Plan and Planned
Development approval process must conform to CEQA resulting in the requirement for an
Environmental Impact Report. Mitigation measures in the EIR require that a cultural resources
field survey of the project site be performed prior to construction activities. If any cultural
resources are discovered during ground disturbing activities, work in the immediate area shall
stop and a qualified archaeologist shall be brought in to evaluate the resource and to
recommend further action, if necessary. Construction crews shall be directed to be alert for
Page 20
cultural resources. In the event that human remains are discovered, all work in the area shall
stop immediately, and the developer shall contact the County Coroner.
6.2 Habitat and Biological Resources
Several sites in the Planning Area have the potential to support wetlands, vernal pools, rare
plants and wildlife and special status species.
EC-4 and EC -5 Cooperate with State and federal agencies to ensure that development does not
substantially affect special status species appearing on any State or federal list of rare,
endangered or threatened species. Require development in areas with high and moderate
wetlands potential and habitat areas as well as other areas where wetland or habitat for special-
status species is present, to complete assessments of biological resources.
These areas in Rohnert Park develop under the Specific Plan or Planned development process.
The Environmental Impact Report that is prepared for the project prior to its consideration for
approval assesses the potential for impacts on special status species and areas with high and
moderate wetlands potential. If rare, endangered or threatened species or wetlands habitat are
likely to occur within the project area, mitigation measures are recommended to address the
impact. Prior to commencement of construction, mitigation regarding rare, endangered or
threatened species or wetlands habitat have to be addressed.
EC-7 Encourage planting of native vegetation in new development sites, parks, public areas and
open space.
Native species are encouraged in landscape plans for new developments.
Many native plants are also draught tolerant resulting in water conservation.
EC-9 As part of the City’s Capital Improvement Program, incorporate a tree planting program
for new and existing streets and maintenance of existing trees.
Developers of projects that require street improvements are responsible for planting street trees
and/or maintaining existing trees.
EC-11 As part of the update of the City’s Zoning Ordinance, establish landscape and tree
planting standards, including provisions for large paved areas such as parking lots.
Parking lots for non-residential uses must have a minimum perimeter planting area of ten (10)
feet in width adjacent to a Residential District and five (5) feet in width adjacent to other zoning
districts. Parking lots adjoining a street must have a frontage planting area reflecting the
required setback from the street. The parking area must be screened from the adjacent street
with berming and/or landscaping to achieve an average height of three (3) feet above the
Page 21
adjacent grade of the parking area. Parking lot trees must be provided at a minimum of one (1)
tree for every four (4) parking spaces.
EC-12 Protect oaks and other native trees that are of significant size through the establishment of
a Heritage Tree Protection Ordinance.
A Tree Preservation Ordinance became part of the Zoning Ordinance in 2007. The Ordinance
requires a tree removal permit to remove any tree that is not exempt from the Ordinance.
Specific plans and new developments that require environmental review under CEQA may
include a tree assessment and the requirement to retain any trees that are worth preserving.
EC-13 Maintain creek protection zones extending a minimum of fifty (50) feet from the tops of
banks for creeks, with extended buffers where significant habitat areas or high biological
resources exist, require appropriately wide buffers to encompass and protect the resource.
The Zoning Ordinance has a provision that creek protection zones shall be maintained for a
minimum of fifty (50) feet from the tops of the bank. Where significant habitat areas or high
potential wetlands exist, this setback shall be extended to protect the resource, as required by the
Planning Commission or City Council at the time of project approval. Specific plans that
encompass creeks include creek protection zones, preservation of vegetation and may include
walking and biking trails adjacent to the bank of the creek.
EC-14 As part of Specific Plans and Planned Developments, require evaluation and
implementation of appropriate measures for creek bank stabilization, and any necessary steps to
reduce erosion and sedimentation, but preserve natural creek channels and riparian vegetation.
Any Specific Plan or Planned Development that includes a creek within its boundaries shall
contain provisions for protection of the creek at least as stringent or more stringent as the
requirements of the Zoning Ordinance.
6.3 Water Quality
EC-15 through EC-19 Continue working with the Regional Water Quality Control Board to
protect water quality. Regularly monitor water quality to maintain high levels of water quality
for human consumption and ecosystem health. Work with the relevant agencies to ensure that
groundwater supplies are not contaminated in the recharge areas east of the city. Protect
waterways by prohibiting the dumping of debris and refuse in and near waterways and storm
drains. Require new construction to utilize site preparation, grading and foundation designed for
erosion control to prevent sedimentation and contamination of streams.
These policies are implemented on an on-going basis both in new development and as
requirements in Specific Plans and Planned Development. The City uses the Storm Water Best
Management Practices for New Development and Redevelopment.
Page 22
EC-20 Prepare and disseminate information about the potentially harmful effects of toxic
chemical substances and safe alternative measures, including information about safe alternatives
to toxics for home and garden use.
Residents of Rohnert Park receive information about the disposal of toxic chemical substances
and where they may be taken for disposal.
City residents can leave used batteries at City Hall so they are not disposed of in trash or
recycling containers.
EC-21 Establish development standards for new construction adjacent to riparian zones to reduce
sedimentation and flooding.
Creek setback zones are established in the Zoning Ordinance and for new developments in the
Specific Plan areas. Development in these areas follow the requirements from the Regional
Water Quality Control Board pertaining to storm drain runoff to creeks.
6.4 Air Quality
Rohnert Park is located in the northern region of the nine-county San Francisco Bay Area air
basin. Air quality in the basin is monitored by the Bay Area Air Quality Management District
(BAAQMD), which operates a regional network of air pollution monitoring stations.
EC-22 through EC-26 Cooperate with the Bay Area Air Quality Management District to achieve
emissions reductions for nonattainment pollutants by implementation of air pollution control
measures as required by State and federal statutes. Use the City’s development review process
and the CEQA regulations to evaluate and mitigate the local and cumulative effects of new
development on air quality. Adopt the standard construction dust abatement measures included
in BAAQMD’S CEQA Guidelines. Prohibit emission-generating facilities in the Northwest
Specific Plan area or in the planned industrial areas to the southeast. Encourage new residential
development and remodeled homes to install clean-burning fireplaces and wood stoves.
These policies are implemented on an everyday basis during the project review and approval
process. None of the approved Specific Plans have any provisions for emission-generating
facilities. New home builders are encouraged to install gas fireplaces in place of wood burning
fireplaces to reduce air pollution including carbon monoxide, nitrogen dioxide and PM-10.
7. Health and Safety
This Element addresses the protection of the community from risks posed by environmental
hazards as well as emergency preparedness and management. These include effects of
seismically induced surface rupture, ground shaking, and ground failure, geologic hazards
including landslides and subsidence, flooding and hazardous materials and waste.
Page 23
7.1 Seismic and Geologic Hazards
HS-1 and HS-2 Require new construction to utilize site preparation, grading and foundation
designs in accordance with site specific soil conditions. Require submittal of a preliminary soils
report, prepared by a registered civil engineer. Continue requiring all new buildings in the City
to be built under the seismic requirements of the Uniform Building Code and Uniform Plumbing
Code.
Depending on the size of a building and the type of construction, the Building Official can
require a soils report. Seismic requirements of all buildings must meet the requirements of the
California Building Code. Major developments require a soils report and recommendation
prepared by a registered civil or soils engineer.
7.1 Drainage, Erosion, Stormwater and Flooding
HS-3 Prepare and implement a Storm Water Management Plan to ensure protection of the
surface and groundwater resources.
The City has prepared a plan that complies with EPA regulations. The City is also using the
Storm Water Best Management Practices for New Development and Redevelopment prepared by
Sonoma County and the City of Santa Rosa to assess the storm water impacts of new projects
and to ensure compliance with Federal standards.
HS-5 and HS-6 As part of the building permit process require all development projects to
comply with hydrology and drainage policies incorporated in the applicable Specific Plans. As
part of the building permit process, require new development greater than five (5) acres in size to
prepare and implement a site-specific storm water pollution prevention plan.
These policies are contained in the Specific Plans that cover large undeveloped areas in or
adjacent to the City. They are also actions that are implemented upon applying for a building
permit on larger size properties.
HS-8 through HS-11 Systematically conduct maintenance, make repairs or improve drainage
facilities to minimize localized flooding during rain storms. Use the City’s development review
process to ensure that proposed development located in 100-year flood zones undertakes
measures to provide adequate protection from flood hazards. Continue to use the National Flood
Insurance Program standards and regulations as guidelines for implementation of flood damage
control programs in Rohnert Park. In cooperation with the Sonoma County Water Agency,
maintain flood plain areas, drainage channels, and other drainage structures and improve
drainage channel capacity in ways that will preserve the natural character of habitat areas,
riparian corridors, and waterways to maximum extent possible.
Page 24
Rohnert Park is diligent in maintaining drainage facilities to provide maximum capacity during
rain storms to prevent flooding. The City has very few areas that are designated in a 100-year
or 500-year flood zone. Building construction is not permitted that would result in damage to a
structure during a 100-year flood. All construction must take place above the 100-year flood
level which places structures out of a flood zone. The City routinely takes steps to preserve the
natural character of habitat areas.
7.3 Solid Waste Management and Recycling
HS-12 Continue to work toward reducing solid waste and increasing recycling in compliance
with the Sonoma County Integrated Waste Management Plan.
The City continues to encourage the recycling of household and commercial waste and is
continuing efforts to work with Rohnert Park Disposal to improve recycling services. The City
has recently approved a new location of a recycling center in a shopping center to better serve
the public in depositing their recycled beverage containers.
During building demolition, the City requires that non-hazardous demolition materials be
recycled in lieu of being taken to a landfill.
HS-13 through HS-15 As part of development review and environmental analysis, ensure that
new multi-family and all non-residential development comply with all recycling requirements.
As part of the City’s Capital Improvement Program (CIP), the Parks, Recreation and Open Space
Master Plan, and other programs, explore the feasibility of installing recycling receptacles for
plastic and glass beverage containers and papers in parks and other public areas. Require new
multi-family residential and all non-residential development to incorporate attractive and
convenient interior and exterior storage areas for recyclables into new or remodeled buildings to
make recycling activities more convenient for those who use the buildings.
Recycling containers are provided to residents of all single-family and multi-family residential
units for curb side collection on a weekly basis. Recycling containers are also placed in City
parks and public buildings and in office areas. The provision for recycling is an important part
of the development review process.
7.4 Hazardous Materials
Hazardous materials include a large number of substances that may be dangerous to the public if
improperly stored, handled or disposed.
H-16 through H-20 Promote joint, countywide programs to address the generation and disposal
of hazardous materials including Sonoma County Hazardous Waste Management Plan. Develop
and implement programs which provide convenient means for residents to properly dispose of
household hazardous waste materials. Support efforts to establish permanent hazardous waste
Page 25
collection and temporary storage facility at the Central Landfill. Maintain existing signs
discouraging hazardous waste dumping in storm drains in the City.
The City coordinates with the Sonoma County Waste Management Agency on hazardous waste
collection events and the dissemination of information regarding hazardous material
management. Signs at storm drains are maintained on an ongoing basis throughout the City.
7.5 Emergency Management
The California Emergencies Services Act (State Government Code § 8550-8668) requires each
city to prepare and maintain an Emergency Plan for natural, manmade or war-caused
emergencies which result in condition of disaster or in extreme peril to life. Peacetime
emergencies that should be addressed by the Plan include earthquakes, fires, and floods.
HS-21 and HS-22 Maintain and regularly update the Standardized Emergency Management Plan.
Conduct periodic emergency management exercises to familiarize key City personnel with their
roles and responsibilities to ensure emergency facilities will function in the event of a disaster.
The City coordinates with Sonoma County to implement the City’s Emergency Management
Plan. The City also participates in the ABAG Regional Hazard Mitigation Plan.
8. Noise
The purpose of the element is to identify existing noise problems in the community and to
provide guidance to planners and developers for avoiding future problems.
NS-1 and NS-2 During project review and approval use Office of Planning and Research (OPR)
Land Use Compatibility for Community Noise Environments table to determine acceptable uses
and analysis and insulation requirements in noise-impacted areas. For all residential uses,
establish 45 dB Ldn as the standard for interior noise levels and 60 dB Ldn as the standard for
exterior noise levels. Require appropriate siting of residential uses and/or mitigation measures to
meet the standards.
The OPR standards are used to determine noise levels and as the standard for exterior and
interior noise levels for residential uses.
NS-3 Update the Noise Ordinance and the Zoning Ordinance to require control of noise at the
source through site design, building design, buffering, hours of operation and other regulations
for any noise-emitting use.
During project review, if there is the potential to generate noise impacts, a noise study will be
required and mitigation measures will be required to reduce noise levels to an acceptable
standard.
Page 26
Any restaurant use that proposes outdoor entertainment that may result in noise requires a
Conditional Use Permit with a noticed public hearing before the Planning Commission.
Conditions can be attached to the approval to protect surrounding properties.
NS-4 Continue to require control of noise or mitigation measures for any noise-emitting
construction equipment or activity.
Noise standards have been adopted in the Zoning Ordinance for all zoning districts and public
and open space areas. All new construction projects must comply with the City’s Municipal
Code, including hours of construction. Construction equipment shall be adequately muffled and
properly maintained.
NS-6 Require buffers or site planning techniques for all new development within 65 dB Ldn
noise contours. However, avoid visible sound walls except along US 101 and along the
Northwestern Pacific (NP) Railroad right-of-way.
During new project application review, this policy is implemented on an ongoing basis. US 101
is currently undergoing widening by Caltrans and sound walls are being constructed as part of
the project to mitigate freeway noise impacts on nearby housing.
9.7 Housing Goals, Policies and Programs
The following goals, policies and programs are designed to address the existing and projected
housing needs of the City of Rohnert Park. Each program has one or more individuals, bodies or
agencies responsible for its implementation, along with a potential or committed funding source,
and a scheduled for its implementation during the 2007-2014 planning period.
Guiding Policy
The City of Rohnert Park supports safe and affordable housing for all social and economic
segments of the community as a means of securing desirable social and economic diversity.
HO-A Promote opportunities for housing development to accommodate projected growth and
facilitate mobility within the ownership and rental markets.
The opportunity for future growth in housing is through the approval of Specific Plans that offer
a variety of ownership and rental housing for all income levels.
The Stadium Area Master Plan provides for the development of high density housing on
approximately 13.6 acres. The City has approved a Conditional Use application and a
Development Area Plan to develop a major portion of the area with a 244- unit apartment
complex. This is the first major housing development on the west side of US 101 in recent
years.
Page 27
HO-1 Promote residential development within the 1999 city limits.
The city has developed housing in the City Center area. There is also a park and nearby
commercial development to support the housing. Most growth in Rohnert Park will take place in
specific plan areas. There has been negligible new home construction during the economic
slow-down.
HO-2 Facilitate residential development within the growth areas.
A number of Specific Plans have been approved that provide for a wide variety of housing types
including rural estate with up to two (2) dwelling units per gross acre, low density with four (4)
to (6) dwelling units per gross acre and medium density with six (6) to twelve (12) dwelling units
per gross acre.
HO-3 Ensure that residential sites are served by adequate infrastructure and services.
The primary residential sites in Rohnert Park are located in areas approved under a Specific
Plan. The Specific plan provides for infrastructure and services such as neighborhood
commercial and park and recreation facilities. Most of the specific plan areas do not have the
infrastructure available for development. It is the developer’s responsibility to provide the
necessary infrastructure and/or upgrade the existing infrastructure. The Public Facilities
Finance Plan (PFFP) provides for the necessary infrastructure including streets, water supply
and wastewater disposal systems.
HO-B Provide for a range of housing types within the community to accommodate a variety of
incomes and lifestyles, and enable residents to remain in Rohnert Park throughout their lives if
they so choose.
Rohnert Park presently has a variety of housing types for all ranges of income and lifestyles.
Future development under the Specific Plans will continue this trend since they will provide a
wide range of housing types at all income levels. With the recent reduction in home prices,
homes have become more affordable to potential home purchasers.
HO-4 Promote a diversity of housing types, including single-family detached and attached
residences, mobile homes, multi-family rental and ownership units, second units and units
combined with non-residential uses.
Through the use of the Specific Plan process, a variety of housing types can be approved ranging
from rural estate to high density multi-family. Both ownership and rental housing can be
provided. The Zoning Ordinance permits second units on owner-occupied lots with certain
restrictions regarding unit size, parking and placement on the parcel.
Page 28
Approximately forty-three and one-half (43.5) percent of the housing units in Rohnert Park are
renter occupied and fifty-six and one-half (56.5) percent are owner occupied (General Plan
Table 9.2-13).
HO-C Address to the maximum extent feasible the housing needs of all economic segments of
the present and future community, giving highest priority to lower-income households.
All new housing developments must provide housing for low and moderate income levels.
Housing prices have become more affordable with the recent reduction in home values.
HO-5 Minimize government constraints on the provision of housing that is affordable to lower-
income families.
The Zoning Ordinance provides for a density bonus of affordable housing to comply with the
State density bonus law (California Government Code Section 65915) and to implement the
Housing Element of the Rohnert Park General Plan, by providing increased residential densities
for projects that guarantee that a portion of the housing units will be affordable to households of
low or very low income.
HO-6 Facilitate the availability of market-rate housing to low and moderate income, first time
homebuyers.
Existing Specific Plans and those in the entitlement process will be required to provide a certain
percentage of housing for low and moderate income homebuyers.
HO-7 Comply with the affordable housing requirements of California Community
Redevelopment Law to maximize the number of affordable units provided.
With the elimination of redevelopment, this is no longer applicable.
HO-8 Make the maximum use of resources available for the provision of housing affordable to
lower income households.
The City continues to take advantage of all available resources for the provision of housing
affordable to lower income households. Affordable housing to lower income households is a
provision of all Specific Plans that have been approved.
HO-9 Require the provision of affordable housing as part of residential development throughout
the community.
New development in Rohnert Park is primarily within approved Specific Plans. A percentage of
new housing in all Specific Plans is required to be affordable to low and moderate income
buyers
HO-10 Preserve the affordability of the City’s existing affordable housing stock.
Page 29
Restrictions are placed on the resale of low and moderate housing to assure that it remains
affordable to future purchasers.
HO-11 Ensure the long-term affordability of units developed or provided with City assistance.
Restrictions are placed on all units developed or provided with City assistance to guarantee that
they will remain affordable in the future.
HO-12 Address the need for housing for persons with special needs.
The California Building Code requires that ground floor multi-family and condominium units be
accessible to handicapped persons and that the interior of the units be adaptable for use by
handicapped persons.
HO-13 Address the need for rental units for larger families.
In the recently approved Specific Plans and Planned Developments, there are three (3) bedroom
apartment units provided for larger families.
The proposed apartment development under the Stadium Lands Master Plan will provide
fifteen (15) three (3) bedroom units for families.
HO-14 Address the need for disabled-accessible units and housing for the disabled.
The California Building Code requires disabled-accessible ground floor units in new multi-
family development.
The proposed apartment development under the Stadium Lands Master Plan will provide units
for disabled persons and will also provide garage parking that meets handicap requirements.
HO-15 Address the need for housing for the elderly.
Rohnert Park has a number of multi-family developments that are restricted to residents 55 years
of age or older. One project has recently received approval to convert a number of units to
“assisted living” for those residents who can no longer function on their own.
HO-16 Prevent homelessness and support efforts to provide housing for the homeless.
Some churches in Rohnert Park provide short term sleeping facilities for homeless persons.
Rohnert Park has five (5) transitional homes for homeless persons.
HO-17 Address the need for affordable and accessible housing for Sonoma State University
students.
A high percentage of the housing in Rohnert Park is multi-family with much of that housing
easily accessible to Sonoma State University.
Page 30
HO-17A Support efforts for providing farmworker housing both within and around Rohnert
Park.
Rohnert Park does not presently have any active farming within the City limits and therefore no
need for farmworker housing.
HO-18 Discourage discriminatory housing practices.
Rohnert Park City Attorney is responsible for taking any necessary action when cases of
discrimination in housing are brought to the attention of the City.
HO-19 Promote the maintenance of existing housing stock.
The City does not presently have a program on housing maintenance. If the situation of a poorly
maintained house is brought to the attention of the City, they will contact the property owner
regarding any necessary repairs or improvements. The city has a Code Enforcement Officer
who inspects and where necessary requires property owners to bring a substandard property up
to a safe standard.
HO-20 Work towards improving living conditions in the Canon Manor Area.
The City is has made sewer service available to a designated number of parcels in the Canon
Manor Area.
HO-21 Maintain the Sonoma Grove Trailer Park as a form of shelter for very low-income
students and households that, in nearly every case, could not afford other housing available in
Rohnert Park.
The Sonoma Grove Trailer Park is under new ownership and the new owner is presently
increasing rents as existing tenants relocate. The City has no control over the rents charged by
the current owner of the trailer park.
HO-22 Minimize the extent of potential earthquake damage to housing.
New housing and additions to existing homes must comply with the current seismic standards in
the California Building Code as they apply to residential development.
HO-23 Use the provisions of California Community Redevelopment Law to ensure that a share
of housing units that are rehabilitated are affordable to lower income households.
With the elimination of Redevelopment, this is no longer applicable.
HO-24 Promote the use of energy conservation features in the design of residential development.
All new housing constructed in Rohnert Park must meet the energy conservation requirements of
the California Building Code.
Page 31
New housing is constructed to the California Green Building Code.
HO-25 Promote energy conservation in the city’s older homes.
Rohnert Park does not presently have a program for upgrading existing homes for energy
conservation. However, when additions are made to existing homes they must comply with
current energy conservation requirements in the California Building Code as they apply to the
addition.
Any replacement of existing appliances with new appliances will be with new units that are
energy conserving units. With the replacement of incandescent lighting with energy conserving
lights, this will result in energy conservation in existing homes.
HO-26 Provide an active leadership role in fulfilling the programs of the Housing Element.
The leadership role in fulfilling the programs of the Housing Element is the responsibility of the
Development Services Department. The participants are the Development Services Director and
planning staff in reviewing and recommending project approval.
Attachment 1 page 1 of 5
-34
5
5a
0
12
Ho
u
s
i
n
g
D
e
v
e
l
o
p
m
e
n
t
I
n
f
o
r
m
a
t
i
o
n
Pr
o
j
e
c
t
I
d
e
n
t
i
f
i
e
r
(m
a
y
b
e
A
P
N
N
o
.
,
p
r
o
j
e
c
t
n
a
m
e
o
r
ad
d
r
e
s
s
)
Un
i
t
Ca
t
e
g
o
r
y
(
9
)
T
o
t
a
l
o
f
M
o
d
e
r
a
t
e
a
n
d
A
b
o
v
e
M
o
d
e
r
a
t
e
f
r
o
m
T
a
b
l
e
A
3
►
►
0
Re
p
o
r
t
i
n
g
P
e
r
i
o
d
1/
1
/
2
0
1
3
Ho
u
s
i
n
g
w
i
t
h
F
i
n
a
n
c
i
a
l
A
s
s
i
s
t
a
n
c
e
an
d
/
o
r
De
e
d
R
e
s
t
r
i
c
t
i
o
n
s 67
8
Ho
u
s
i
n
g
w
i
t
h
o
u
t
Fi
n
a
n
c
i
a
l
A
s
s
i
s
t
a
n
c
e
or
D
e
e
d
R
e
s
t
r
i
c
t
i
o
n
s
Se
e
I
n
s
t
r
u
c
t
i
o
n
s
S
e
e
I
n
s
t
r
u
c
t
i
o
n
s
No
t
e
b
e
l
o
w
t
h
e
n
u
m
b
e
r
o
f
u
n
i
t
s
de
t
e
r
m
i
n
e
d
t
o
b
e
a
f
f
o
r
d
a
b
l
e
w
i
t
h
o
u
t
fi
n
a
n
c
i
a
l
o
r
d
e
e
d
r
e
s
t
r
i
c
t
i
o
n
s
a
n
d
at
t
a
c
h
a
n
e
x
p
l
a
n
a
t
i
o
n
h
o
w
t
h
e
ju
r
i
s
d
i
c
t
i
o
n
d
e
t
e
r
m
i
n
e
d
t
h
e
u
n
i
t
s
w
e
r
e
af
f
o
r
d
a
b
l
e
.
R
e
f
e
r
t
o
i
n
s
t
r
u
c
t
i
o
n
s
.
*
N
o
t
e
:
T
h
e
s
e
f
i
e
l
d
s
a
r
e
v
o
l
u
n
t
a
r
y
As
s
i
s
t
a
n
c
e
Pr
o
g
r
a
m
s
fo
r
E
a
c
h
De
v
e
l
o
p
m
e
n
t
Te
n
u
r
e
R=
R
e
n
t
e
r
O=
O
w
n
e
r
Af
f
o
r
d
a
b
i
l
i
t
y
b
y
H
o
u
s
e
h
o
l
d
I
n
c
o
m
e
s
(
1
0
)
T
o
t
a
l
b
y
i
n
c
o
m
e
T
a
b
l
e
A
/
A
3
►
►
Ab
o
v
e
Mo
d
e
r
a
t
e
-
In
c
o
m
e
To
t
a
l
U
n
i
t
s
pe
r
Pr
o
j
e
c
t
De
e
d
Re
s
t
r
i
c
t
e
d
Un
i
t
s
Es
t
.
#
I
n
f
i
l
l
Un
i
t
s
*
AN
N
U
A
L
E
L
E
M
E
N
T
P
R
O
G
R
E
S
S
R
E
P
O
R
T
Ho
u
s
i
n
g
E
l
e
m
e
n
t
I
m
p
l
e
m
e
n
t
a
t
i
o
n
(C
C
R
T
i
t
l
e
2
5
§
6
2
0
2
)
Ju
r
i
s
d
i
c
t
i
o
n
Ci
t
y
o
f
R
o
h
n
e
r
t
P
a
r
k
Ve
r
y
L
o
w
-
In
c
o
m
e
Lo
w
-
In
c
o
m
e
Mo
d
e
r
a
t
e
-
In
c
o
m
e
0
Ta
b
l
e
A
No
n
e
(
1
1
)
T
o
t
a
l
Ex
t
r
e
m
e
l
y
L
o
w
-
I
n
c
o
m
e
U
n
i
t
s
*
12
/
3
1
/
2
0
1
3
An
n
u
a
l
B
u
i
l
d
i
n
g
A
c
t
i
v
i
t
y
R
e
p
o
r
t
S
u
m
m
a
r
y
-
N
e
w
C
o
n
s
t
r
u
c
t
i
o
n
Ve
r
y
L
o
w
-
,
L
o
w
-
,
a
n
d
M
i
x
e
d
-
I
n
c
o
m
e
M
u
l
t
i
f
a
m
i
l
y
P
r
o
j
e
c
t
s
Attachment 1 page 2 of 5
-
Re
p
o
r
t
i
n
g
P
e
r
i
o
d
1/
1
/
2
0
1
3
AN
N
U
A
L
E
L
E
M
E
N
T
P
R
O
G
R
E
S
S
R
E
P
O
R
T
Ho
u
s
i
n
g
E
l
e
m
e
n
t
I
m
p
l
e
m
e
n
t
a
t
i
o
n
(C
C
R
T
i
t
l
e
2
5
§
6
2
0
2
)
Ju
r
i
s
d
i
c
t
i
o
n
Ci
t
y
o
f
R
o
h
n
e
r
t
P
a
r
k
12
/
3
1
/
2
0
1
3
Ac
t
i
v
i
t
y
T
y
p
e
(4
)
T
h
e
D
e
s
c
r
i
p
t
i
o
n
s
h
o
u
l
d
a
d
e
q
u
a
t
e
l
y
d
o
c
u
m
e
n
t
h
o
w
e
a
c
h
u
n
i
t
c
o
m
p
l
i
e
s
w
i
t
h
su
b
s
e
c
t
i
o
n
(
c
)
(
7
)
o
f
G
o
v
e
r
n
m
e
n
t
C
o
d
e
S
e
c
t
i
o
n
6
5
5
8
3
.
1
0 0 0 00
(1
)
R
e
h
a
b
i
l
i
t
a
t
i
o
n
A
c
t
i
v
i
t
y
(3
)
A
c
q
u
i
s
i
t
i
o
n
o
f
U
n
i
t
s
(2
)
P
r
e
s
e
r
v
a
t
i
o
n
o
f
U
n
i
t
s
A
t
-
R
i
s
k
Af
f
o
r
d
a
b
i
l
i
t
y
b
y
H
o
u
s
e
h
o
l
d
I
n
c
o
m
e
s
Ex
t
r
e
m
e
l
y
Lo
w
-
In
c
o
m
e
*
Ve
r
y
L
o
w
-
In
c
o
m
e
(5
)
T
o
t
a
l
U
n
i
t
s
b
y
I
n
c
o
m
e
0
Ta
b
l
e
A
3
Pl
e
a
s
e
n
o
t
e
:
U
n
i
t
s
m
a
y
o
n
l
y
b
e
c
r
e
d
i
t
e
d
t
o
t
h
e
t
a
b
l
e
b
e
l
o
w
w
h
e
n
a
j
u
r
i
s
d
i
c
t
i
o
n
h
a
s
i
n
c
l
u
d
e
d
a
p
r
o
g
r
a
m
i
t
i
t
s
h
o
u
s
i
n
g
e
l
e
m
e
n
t
to
r
e
h
a
b
i
l
i
t
a
t
e
,
p
r
e
s
e
r
v
e
o
r
a
c
q
u
i
r
e
un
i
t
s
t
o
a
c
c
o
m
m
o
d
a
t
e
a
p
o
r
t
i
o
n
o
f
i
t
s
R
H
N
A
w
h
i
c
h
m
e
e
t
t
h
e
s
p
e
c
i
f
i
c
c
r
i
t
e
r
i
a
a
s
o
u
t
l
i
n
e
d
i
n
G
C
S
e
c
t
i
o
n
6
5
5
8
3
.
1
(
c
)
(
1
)
Lo
w
-
In
c
o
m
e
5.
Mo
b
i
l
e
H
o
m
e
s
0
TO
T
A
L
UN
I
T
S
No
.
o
f
U
n
i
t
s
P
e
r
m
i
t
t
e
d
f
o
r
Ab
o
v
e
M
o
d
e
r
a
t
e
2.
2
-
4
U
n
i
t
s
6.
To
t
a
l
1.
Si
n
g
l
e
F
a
m
i
l
y
An
n
u
a
l
b
u
i
l
d
i
n
g
A
c
t
i
v
i
t
y
R
e
p
o
r
t
S
u
m
m
a
r
y
f
o
r
A
b
o
v
e
M
o
d
e
r
a
t
e
-
I
n
c
o
m
e
U
n
i
t
s
(n
o
t
i
n
c
l
u
d
i
n
g
t
h
o
s
e
u
n
i
t
s
r
e
p
o
r
t
e
d
o
n
T
a
b
l
e
A
)
*
N
o
t
e
:
T
h
i
s
f
i
e
l
d
i
s
v
o
l
u
n
t
a
r
y
*
N
o
t
e
:
T
h
i
s
f
i
e
l
d
i
s
v
o
l
u
n
t
a
r
y
4.
Se
c
o
n
d
U
n
i
t
0
7. Number of infill units*
3.
5+
U
n
i
t
s
Ta
b
l
e
A
2
An
n
u
a
l
B
u
i
l
d
i
n
g
A
c
t
i
v
i
t
y
R
e
p
o
r
t
S
u
m
m
a
r
y
-
U
n
i
t
s
R
e
h
a
b
i
l
i
t
a
t
e
d
,
P
r
e
s
e
r
v
e
d
a
n
d
A
c
q
u
i
r
e
d
p
u
r
s
u
a
n
t
to
G
C
S
e
c
t
i
o
n
6
5
5
8
3
.
1
(
c
)
(
1
)
0
No
.
o
f
U
n
i
t
s
P
e
r
m
i
t
t
e
d
f
o
r
Mo
d
e
r
a
t
e
Attachment 1 page 3 of 5
-
Re
p
o
r
t
i
n
g
P
e
r
i
o
d
1/
1
/
2
0
1
3
AN
N
U
A
L
E
L
E
M
E
N
T
P
R
O
G
R
E
S
S
R
E
P
O
R
T
Ho
u
s
i
n
g
E
l
e
m
e
n
t
I
m
p
l
e
m
e
n
t
a
t
i
o
n
(C
C
R
T
i
t
l
e
2
5
§
6
2
0
2
)
Ju
r
i
s
d
i
c
t
i
o
n
Ci
t
y
o
f
R
o
h
n
e
r
t
P
a
r
k
12
/
3
1
/
2
0
1
3
Ye
a
r
9
Total Remaining RHNA by Income Level
273 1,554
Re
m
a
i
n
i
n
g
N
e
e
d
f
o
r
R
H
N
A
P
e
r
i
o
d
►
►
►
►
►
371 231
To
t
a
l
U
n
i
t
s
to
D
a
t
e
(a
l
l
y
e
a
r
s
)
De
e
d
Re
s
t
r
i
c
t
e
d
No
n
-
d
e
e
d
re
s
t
r
i
c
t
e
d
Lo
w
De
e
d
Re
s
t
r
i
c
t
e
d
In
c
o
m
e
L
e
v
e
l
RH
N
A
Al
l
o
c
a
t
i
o
n
b
y
In
c
o
m
e
L
e
v
e
l
Ye
a
r
3
Ye
a
r
1
Ye
a
r
5
Ta
b
l
e
B
Re
g
i
o
n
a
l
H
o
u
s
i
n
g
N
e
e
d
s
A
l
l
o
c
a
t
i
o
n
P
r
o
g
r
e
s
s
En
t
e
r
C
a
l
e
n
d
a
r
Y
e
a
r
s
t
a
r
t
i
n
g
w
i
t
h
t
h
e
f
i
r
s
t
y
e
a
r
o
f
th
e
R
H
N
A
a
l
l
o
c
a
t
i
o
n
p
e
r
i
o
d
.
S
e
e
E
x
a
m
p
l
e
.
Ye
a
r
8
Ye
a
r
7
Ye
a
r
4
Ve
r
y
L
o
w
De
e
d
Re
s
t
r
i
c
t
e
d
No
n
-
d
e
e
d
re
s
t
r
i
c
t
e
d
No
n
-
d
e
e
d
re
s
t
r
i
c
t
e
d
1,
5
5
4
To
t
a
l
U
n
i
t
s
►
►
►
679
To
t
a
l
R
H
N
A
b
y
C
O
G
.
En
t
e
r
a
l
l
o
c
a
t
i
o
n
n
u
m
b
e
r
:
No
t
e
:
u
n
i
t
s
s
e
r
v
i
n
g
e
x
t
r
e
m
l
y
l
o
w
-
i
n
c
o
m
e
h
o
u
s
e
h
o
l
d
s
a
r
e
i
n
c
l
u
d
e
d
i
n
t
h
e
v
e
r
y
l
o
w
-
i
n
c
o
m
e
p
e
r
m
i
t
t
e
d
u
n
i
t
s
t
o
t
a
l
s
.
27
3
67
9
37
1
Pe
r
m
i
t
t
e
d
U
n
i
t
s
I
s
s
u
e
d
b
y
A
f
f
o
r
d
a
b
i
l
i
t
y
Mo
d
e
r
a
t
e
23
1
Ye
a
r
6
Ye
a
r
2
Ab
o
v
e
M
o
d
e
r
a
t
e
Attachment 1 page 4 of 5
-
Re
p
o
r
t
i
n
g
P
e
r
i
o
d
1/
1
/
2
0
1
3
AN
N
U
A
L
E
L
E
M
E
N
T
P
R
O
G
R
E
S
S
R
E
P
O
R
T
Ho
u
s
i
n
g
E
l
e
m
e
n
t
I
m
p
l
e
m
e
n
t
a
t
i
o
n
(C
C
R
T
i
t
l
e
2
5
§
6
2
0
2
)
Ju
r
i
s
d
i
c
t
i
o
n
Ci
t
y
o
f
R
o
h
n
e
r
t
P
a
r
k
12
/
3
1
/
2
0
1
3
Ho
u
s
i
n
g
P
r
o
g
r
a
m
s
P
r
o
g
r
e
s
s
R
e
p
o
r
t
-
G
o
v
e
r
n
m
e
n
t
C
o
d
e
S
e
c
t
i
o
n
6
5
5
8
3
.
De
s
c
r
i
b
e
p
r
o
g
r
e
s
s
o
f
a
l
l
p
r
o
g
r
a
m
s
i
n
c
l
u
d
i
n
g
l
o
c
a
l
e
f
f
o
r
t
s
t
o
r
e
m
o
v
e
g
o
v
e
r
n
m
e
n
t
a
l
c
o
n
s
t
r
a
i
n
t
s
t
o
t
h
e
m
a
i
n
t
e
n
a
n
c
e
,
im
p
r
o
v
e
m
e
n
t
,
a
n
d
d
e
v
e
l
o
p
m
e
n
t
o
f
h
o
u
s
i
n
g
a
s
i
d
e
n
t
i
f
i
e
d
i
n
t
h
e
h
o
u
s
i
n
g
e
l
e
m
e
n
t
.
Na
m
e
o
f
P
r
o
g
r
a
m
O
b
j
e
c
t
i
v
e
S
t
a
t
u
s
o
f
P
r
o
g
r
a
m
I
m
p
l
e
m
e
n
t
a
t
i
o
n
Pr
o
g
r
a
m
D
e
s
c
r
i
p
t
i
o
n
(B
y
H
o
u
s
i
n
g
E
l
e
m
e
n
t
P
r
o
g
r
a
m
N
a
m
e
s
)
Ti
m
e
f
r
a
m
e
in
H
.
E
.
Ta
b
l
e
C
Pr
o
g
r
a
m
I
m
p
l
e
m
e
n
t
a
t
i
o
n
S
t
a
t
u
s
Attachment 1 page 5 of 5
-
Re
p
o
r
t
i
n
g
P
e
r
i
o
d
1/
1
/
2
0
1
3
AN
N
U
A
L
E
L
E
M
E
N
T
P
R
O
G
R
E
S
S
R
E
P
O
R
T
Ho
u
s
i
n
g
E
l
e
m
e
n
t
I
m
p
l
e
m
e
n
t
a
t
i
o
n
(C
C
R
T
i
t
l
e
2
5
§
6
2
0
2
)
Ju
r
i
s
d
i
c
t
i
o
n
Ci
t
y
o
f
R
o
h
n
e
r
t
P
a
r
k
12
/
3
1
/
2
0
1
3
No
c
o
m
m
e
n
t
s
Ge
n
e
r
a
l
C
o
m
m
e
n
t
s
:
Supplemental to Housing Element Progress Report
Calendar Year 2013
Annual Building Activity Report Summary- New Construction
Very Low, Low, and Mixed-Income Multifamily Projects
During the review period one (1) permit for multi-family construction was issued for a 244-unit
apartment complex.
Annual Building Activity Report Summary – Units Rehabilitated, Preserved and Acquired
Pursuant to GC Section 65583.1 (c) (1)
No building permits were issued for unit rehabilitation during the review period.
Annual Building Activity Report Summary for Above Moderate-Income Units
No building permits were issued for above moderate-income units during the review period.
Regional Housing Needs Allocation Progress
ABAG Housing Housing Left to Develop
Allocation 1/1/2007- Allocation
6/30/2014 Met
Very Low 371 Very Low 24 Very Low 347
Low 231 Low 0 Low 231
Moderate 373 Moderate 1 Moderate 272
Above Moderate 679 Above Moderate 6 Above Moderate 673
Total RHNA 1654 Total Units 31 Total Units 1523
Total remaining by income level is 1523 units. No new units were added during the review
period.
Program Implementation Status
POLICIES: HOUSING SUPPLY
HO-1 Promote residential development within the current city limits.
Program 1.1
Construction of a 244-unit apartment complex commenced.
HO-2 Facilitate residential development within growth areas.
Programs 2.1 through 2.3
During the review period, a multi-family project commenced construction in the city. .
HO-3 Ensure that residential sites are served by adequate infrastructure and services.
Programs 3.1 through 3.2
Financing for required infrastructure and services for new residential development will take
place through a Public Facilities Finance Plan (PFFP). Construction commenced on the East
Side Trunk Sewer to primarily serves the Specific Plan development on the east side of the City.
HO-4 Promote a diversity of housing types including single-family detached and attached
residences, mobile homes, multi-family rental and ownership units, second units, and units
combined with non-residential uses.
New development in Specific Plan areas provide for a variety of housing types for residents of all
income levels. This includes rural estate, large lot, low density, medium density and high density
residential. The Specific Plans do not provide for mobile homes specifically.
GOAL: PROVISION OF AFFORDABLE HOUSING
HO-C Address the maximum extent feasible the housing needs of all economic segments of the
present and future community, giving highest priority to lower income households.
The existing Specific Plans provide for housing for all income levels including low income. The
residential units provide for moderate and low income households and the apartments provide for
low and very low income households.
POLICIES: PROVISION OF AFFORDABLE HOUSING
HO-5 Minimize governmental constraints on the provision of housing affordable to lower income
households.
Programs 5.1 through 5.5 Rohnert Park is very active in providing affordable housing for lower
income households. The recently approved Specific Plans have provisions for affordable
housing, especially rental housing. The City’s Zoning Ordinance does not discourage affordable
housing.
HO-6 Facilitate the availability of Market-rate housing to low and moderate income, first-time
homebuyers.
Program 6.1 The city continues to participate in the mortgage credit certificates to qualified low
and moderate income, first-time homebuyers. The city will continue to cooperate with other cities
in Sonoma County regarding this program.
HO-7 Comply with the affordable housing requirements of California Community
Redevelopment Law to maximize the number of affordable units provided.
The California Community Redevelopment Law has been amended for dissolution.
HO-8 Make the maximum use of resources available for the provision of housing affordable to
lower income households.
Programs 8.1 through 8.5 The city continues to take advantage of all resources to provide
housing affordable to lower income households. The recently approved Specific Plans have
provisions for affordable housing for lower income families.
HO-9 Require the provision of affordable housing as part of residential development throughout
the community.
Programs 9.1 through 9.3 Most new housing constructed in Rohnert Park will be in areas
covered by a Specific Plan or Planned Development. The Specific Plans require providing
housing affordable to low and moderate income families. The city has a housing in-lieu fee
factor process in the Municipal Code for affordable housing.
GOAL: PRESERVATION OF AFFORDABILITY
HO-D Preserve the City’s existing affordable housing stock and ensure the long-term
affordability of new non-market rate units.
The City will take all reasonable efforts to preserve the affordable housing stock.
POLICIES: PRESERVATION OF AFFORDABILITY
HO-10 Preserve the affordability of the City’s existing affordable housing stock.
Programs 10.1 through 10.2 The City will enforce all requirements of the Municipal Code
regarding the conversion of a mobile home park.
HO-11 Ensure the long-term affordability of units developed or provided with City assistance.
Programs 11.1 through 11.4 Any units that receive City assistance have resale or rent control
that guarantees they remain affordable to very low, low and moderate income households where
applicable.
POLICIES: HOUSING FOR SPECIAL NEEDS
HO-12 Promote the provision of housing for persons with special needs.
Program 12.1 New special needs housing will take place in Specific Plan areas. The California
Building Code requires that in multi-family developments, ground floor units are designed so
they can be adapted to persons with special needs. The 244-unit apartment complex now under
construction will have ground floor units adaptable to persons with special needs. Some of the
garage parking stalls will also conform to ADA parking standards.
HO-13 Promote the provision of rental units for larger families.
Program 13.1 In the Specific Plan and Planned Development areas, some of the apartment units
will have some three bedroom units for larger families. The 244-unit apartment complex under
construction will have three-bedroom units for larger families and recreational amenities that
will be attractive to families with children.
HO-14 Promote the provision of disabled-accessible units and housing for the disabled.
Programs 14.1 through 14.6 The City will require all new multi-family residential development
to conform to the housing standards for persons with disabilities including wheelchair ramps and
entry doors wide enough to accommodate wheel chairs. The 244-unit apartment complex now
under construction will have ground floor units adaptable to persons with special needs. Some
of the garage parking stalls will also conform to ADA parking standards.
HO-15 Promote housing for the elderly.
Program 15.1 Rohnert Park has housing available for seniors and has approved conversion a
portion of a senior housing facility to assisted living.
HO-16 Prevent homelessness and support efforts to provide housing for the homeless.
Programs 16.1 through 16.5 The City does not have a homeless shelter but gives money to
Sonoma County Adult and Youth Development (SCAYD) to support their Homeless Prevention
and to Rental Assistance Program and to Committee on the Shelterless (COTS).
POLICIES: FAIR HOUSING
HO-18 Discourage Discriminatory housing practices.
Programs 18.1 through 18.11 The City advises residents who feel they have been discriminated
against on the procedures they may take to address the problem. Public services are provided
throughout the City on an equitable basis. There are no neighborhoods in Rohnert Park that
have an over-concentration of lower income housing. The majority of lower income housing in
the future will take place within approved Specific Plan areas.
POLICIES: PRESERVATION AND IMPROVEMENT OF HOUSING STOCK
Programs 19.1 through 19.3 The City has an ongoing program for housing rehabilitation.
HO-22 Minimize the extent of potential earthquake damage to housing.
Programs 22.1 through 22.4 The City does not presently have any programs for seismic
retrofitting of existing buildings or bracing for mobile homes.
HO-23 Use the provisions of California Community Redevelopment Law to ensure that a share of
housing units that are rehabilitated are affordable to lower income households.
The California Community Redevelopment Law Program 23-1 CDCRP has been amended for
dissolution.
POLICY: ENERGY CONSERVATION
HO-24 Promote the use of energy conservation features in the design of residential development.
Programs 24-1 through 24-2 New residential design in Specific Plan areas are subject to the
City’s green building/sustainability ordinance to address energy conservation. New residential
building must also conform to all energy conservation requirements of the California Building
Code. Substantial tree planting is required in new residential and commercial development.
HO-15 Promote energy conservation in the city’s older homes.
Program 25.1 Any improvements in existing older homes must conform to energy conservation
requirements where applicable.
POLICY: ATTAINMENT OF HOUSING GOALS
Programs 26.1 through 26.2 An annual progress report on the Housing Element is prepared in
April of each year. The City staff is kept informed regarding affordable housing, high-density
development and lower income housing.
HO-27 Use the growth management program to promote the city’s housing program.
Programs 27.1 through 27.2 there are surplus units available to be constructed under the City’s
Growth Management Ordinance.
Page | 1
2013
Officer Jerrod Marshall
Rohnert Park DPS
Traffic Analysis
Jul‐Dec
Page | 2
The traffic flow has shown an increase over the
last six months in the City of Rohnert Park. The
goal of the traffic unit is to manage the increase
in traffic flow so it has a minimal impact on the
community plus keep all who use our roadways
safe.
Visitors and residents want to enjoy the ability
to travel freely through the City of Rohnert Park
without being delayed by traffic related issues.
In most communities, traffic is the number one concern amongst the citizens and this is true in
Rohnert Park.
The traffic unit investigated a fatal collision on Snyder Ln, involving a single vehicle into a tree.
After careful investigation of the incident, the traffic team determined a medical condition
occurred while the female was in control of the vehicle, causing her to lose consciousness. The
vehicle struck a fire hydrant then the tree. Responding traffic units along with fire personnel
were able to respond quickly resuscitating the driver at the scene of the collision. Unfortunately
due to health problems the driver succumbed to her injuries suffered during the collision.
The traffic unit was faced with its largest task to date with the opening of Graton Rancheria
Casino and Resort in November. With the assistance of CHP, Santa Rosa Police, and Petaluma
Police, the opening of the casino had minimal impact on our city regarding traffic problems.
While there were congested areas for the first week, traffic congestion and interruptions to our
citizens were corralled to the northwest corner of the city.
In August the traffic unit was increased to a staffing of three motor officers and a sergeant
dedicated to traffic related issues in our city. The four have been in operation together since the
end of August and were instrumental in the efforts with other agencies for the opening of the
casino. The Traffic unit continues to strive for safety on our roadways and is out seven days a
week working to keep our city streets safe.
Page | 3
Five Year Collision Analysis
This analysis is designed to look at our total collisions, both injury as well as non-injury.
Collisions in general cause anxiety to the parties involved as well as the motoring public that are
affected by their occurrences. As drivers become impatient, they may violate other traffic laws
in order to get around a collision or make up “lost time”. Unfortunately, many of these
secondary actions lead to chain reaction collisions only delaying our community members
longer. By identifying actions leading up to the non-injury collision, we may be able to
implement one of the three E’s (Education, Enforcement and Engineering) in an effort to reduce
collsions.
Injury collisions are problematic for all the same reasons mentioned above plus the obvious…
The first and forement is we want our community members to be safe in their travels and want to
provide the means to do so. If we are able to identify these collisions as well as locations, we
can again implement the three E’s and reduce our injury collisions.
The data presented below shows a slight increase in total collisions in 2013 compared to 2012,
however, 2013 saw a decrease in our injury collisions compared to 2012. According to the graph
below, 40% of the collisions in 2012 resulted in an injury compared to 28% in 2013. The traffic
division will continue to look for ways to decrease our injury collisions and reduce them overall
in 2014.
20092010201120122013
79 83 87
137
105
346 361
323 346 375
5 Year Comparison
Injury Total
Page | 4
Collisions by Month
Our city is unique in that is has a roaming university population of almost 9000 people that claim
Rohnert Park as their residence for a portion of the year. It can be anticipated that when the
college is in session, the number of vehicles increase as does our accident potential; however, we
have not seen a direct relationship to the increase in students to the increase in collisions. We
merely see an increase in accidents as the number of vehicles increase.
After analyzing this data, we have seen an increase in the amount of collisions this year versus
last year. Some of the trends many law enforcement agencies have experienced are the impact of
DISTRACTED DRIVING as well as inattention. Although we can speculate the cause of some
of these collisions occur from Distracted Driving, our primary collision factors do not support
this theory.
The graph below shows our collisions by month as compared to 2012. As you can see July and
October saw significant increases in collisions for 2013. The other months remained consistent
between the two years. One should note, even with the opening of the casino in November, we
saw a decrease in collisions even with the increased traffic the opening brought.
JulyAugSepOctNovDec
22
26
36
20
34
25
31
24
34 34
28 30
Collisions by Month
2012 2013
Page | 5
Collisions by Day of Week
The below graph contains collision data broken down by day of week, and reflects the last six
month reporting period of 2013.
The previous report for the first half of 2013 indicated Wednesday and Thursday saw the largest
increases in collisions compared to 2012. The graph below indicates Monday and Tuesday saw
the largest increases in the second half of the year. However, Sunday continues to be a bright
spot in the decrease in collisions that is consistent over the entire year. Small increases are seen
on Friday and Saturday, as we were waiting to see the impact of the casino traffic for this report.
It is still too early to tell if traffic from the casino will be affecting the number of collisions on
the weekends. The traffic team will be monitoring this in 2014 to make sure our citizens remain
safe even with the increase in weekend traffic.
SUNMONTUEWEDTHUFRISAT
33
21
16
22
25
15
2321
30
2727
31
17
26
Collisions by Day of the Week
2012
2013
Page | 6
Primary Collision Factors
After reviewing the data, it is important to examine what factors lead to automobile accidents in
our city. 100% of all collisions have a reason behind them; therefore, it is important to identify
those causation factors and try to see what can be controlled by the driver, law enforcement or
engineering.
The primary collision factor (PCF) is the California Vehicle Code section violated which
resulted in the cause of the collision. In almost all collisions, there is an identifiable PCF.
Identifying PCF’s also assist city officials in determining if traffic signage is appropriately
placed or if more signage is needed to assist the motorist.
The traffic team worked with engineering on a few stripping and signage issues in the second
half of 2013. New Bicycle lane markings were added to Rohnert Park Expressway near
Commerce Bl. and Redwood Dr. The bright color green clearly designates the bicycle lane and
gives drivers warning to watch for such. A no left turn sign and traffic delineators were added to
north bound Commerce Bl. to help move traffic from blocking the intersection at Rohnert Park
Expressway where drivers attempt to turn into the Walgreens shopping center. An informal
compliance check by engineering indicated a 90% compliance rate with the new signage.
Unsafe speed continues to be the number one collision factor. Our largest change in collision
factors for the second half of the year came in the category of failure to yield or right of way
violations. This category covers turning movements where the driver at fault turned in front of a
vehicle that had the right of way on the roadway. Red light violations continued its downward
trend again in the second half of 2013.
39
19 18 17
8
Unsafe SpeedFail to YeildUnsafe TurnDUIRed Light
Primary Collision Factor
What caused the crash
Page | 7
Vehicle Code Violation Enforcement
With the increase in staffing for the traffic unit as well as the directed enforcement efforts
supported by OTS, officers have been able to be proactive with traffic enforcement. Speeding,
stop signs, and cellular phone use continue to be the most cited traffic violations.
The use of cell phone citations documented here includes both talking on the phone and texting.
With the increase of the additional motor officers for the second half of 2013, citations have
nearly doubled in some of the categories when compared to the previous report. Of particular
attention are the citations issued to jaywalkers and drivers failing to yield to pedestrians in the
crosswalk. Drivers who fail to give the right of way to pedestrians are also of major concern,
when a vehicle collides with a person, the person never wins.
SpeedingStop SignCell PhoneFailure to
Obey Sign
Red LightJaywalkingFailure to
Yeild to Ped
in Crosswalk
440
232
184
71 62 5252
Citation Issuance
Page | 8
Parking Enforcement – Vehicle Abatement
The traffic division has one part time Community Service Officer (CSO Selberg) assigned to the
division. This position is funded by the Abandon Vehicle Fund; therefore, the CSO is tasked
primarily with abating abandoned vehicles.
Officer Selberg assisted during the first week of the opening of the casino. The deployment of
the officer in the business district worked as a conduit for the business owners to voice their
concerns with parking and other casino related impacts.
The parking citation graph shows that out of all the miscellaneous citations written by the CSO,
only a small amount is specific to Abandon Vehicles. This indicates that the warning citations as
well as working relationship the CSO has with the residents of Rohnert Park helps with
compliance.
StartedCompliedTowed
146 134
12
Vehicle Abatement
TotalMisc.Abandon
364 344
20
Parking Citations
TotalCleared
14
13
Municipal Code
Violations
TotalBarking,
etc..
Abuse /
Neglect
14 12
2
Animal Control
Page | 9
Casino Impacts
Since the opening of the Graton Resort and Casino, the question remains, “What are the
NEGATIVE impacts to the city and traffic flow?” This question is tough to answer by directly
relating any change in traffic patterns to the casino. The casino opened during a time we
generally have increased traffic due to the upcoming holiday season; therefore, we cannot
attribute all traffic occurrences to the increase in “casino” traffic.
A good analysis for traffic patterns should span a time period of at least one year, possibly two.
We need to take into account traffic changes as well as engineering changes to our roadways that
are not directly related to the casino. In addition, we need to also look at the increase in traffic as
a result of city development in general. In the last six months, the City of Rohnert Park has
opened several more businesses that generate increased traffic flow.
Of concern relating to the casino is the intoxicated driver impact in our community. In looking
at the Impaired Driving chart below, we see a spike in August and November. One might be
inclined to say the spike in November was due to the casino; however, the question of why
December was extremely low considering we had more officers on the road focusing on
impaired driving during December, goes unanswered. If the casino was a direct cause of the
spike, it would be reasonable to see the trend carry over into the next month and so on.
August - DUI arrests November - DUI arrests
Page | 10
20122013
54
78
Impaired Driver Arrests
July ‐Dec
JulyAugSeptOctNovDec
13
11 10
6 77
9
22
9 10
18
10
Impaired Drivers by Month
2012 2013
Page | 11
Collisions
We compared the total traffic collisions
from July to December in 2012 to
2013. Below is a graph that clearly
shows that the number of collisions did
not increase proportionately with the
number of impaired driving arrests.
The increase in reported collisions can
be attributed to the amount of officers
in the field during November and
December. These officers inherently
take more collision reports that may
otherwise be an “exchange of
information”. Due to reporting criteria, not all collisions are recorded through the Rohnert Park
DPS records management system. If two cars collide, the drivers sometimes exchange
information and do not get the public safety department involved. We cannot capture the data
representative to those collisions.
20122013
166 179
50 52
July ‐Dec
Total Injury
Page | 12
Traffic Related Projects
Expansion
The traffic unit has expanded its force by adding a permanent motor sergeant as well as one
additional motor officer. This brings our staffing to four motor officers and a part time
community service officer. This addition will allow the Department of Public Safety to focus on
traffic related concerns in the community as well as begin an educational campaign in the
schools trying to educate our youth as to the laws pertaining to pedestrians and bicycles. The
expansion of the unit was made possible through mitigation funds as well as a grant from OTS.
Collaboration
Sergeant Johnson presented the Combined Intensive Traffic Enforcement (CITE) concept to the
Sonoma County Chiefs Association. The CITE team consists of officers from all of the agencies
in Sonoma County. Each month, a “Host” city is identified. Officers gather for several hours
and enforce vehicle code violations in a “saturation” type deployment. No overtime is used for
the operations.
Mitigation
The City of Rohnert Park signed a reimbursable contract with the California Highway Patrol to
assist with police staffing during the opening weeks of the casino. This relationship worked well
and as indicated in the previous section, kept traffic impacts to a minimum.
Technology
The traffic unit recently purchased four electronic ticket writers which allow for a computer
generated citation instead of the traditional pen to paper citation. These electronic citations get
exported to a database where tracking as well as trends can be monitored and graphed. The
ticket writers also assist with efficiency in the officers as it allows them to issue citations quickly
and generally error free.
Funding
Sgt Johnson and Chief Masterson visited the director of OTS, Chris Murphy. Both the Chief and
Sgt. Johnson presented the traffic study related to the casino as well as the Green Music Center.
After discussing the potential impacts of both entities, OTS agreed our community will see an
increase in traffic flow; therefore, Rohnert Park DPS was selected for a grant. A portion of the
money from OTS was allocated for an additional motor officer and all associated equipment.
PSO Jerrod Marshall was selected as the officer for the position.
Page | 13
In addition to the aforementioned grant, UC Berkeley – SafeTREC awarded the city of Rohnert
Park with another “Sobriety Check Point” grant in the amount of $38,000. This grant will be
used to staff DUI check points as well as purchase state of the art equipment related to driving
under the influence. Our DUI checkpoints in Rohnert Park usually screen approximately 1500
cars on a typical night. The effectiveness of the checkpoint is not necessarily how many DUI
arrests come from it; rather, how many opportunities we have to educate the drivers who pass
through.
Goals –
Continue to seek grant funding
Work with Rancho Cotate High School (Impaired Driving Education)
Focus on pedestrian enforcement
Continue C.I.T.E. participation
RESOLUTION NO. 2014-021
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK
REJECTING THE CLAIM OF
Benjamin Lev
BE IT RESOLVED by the City Council of the City of Rohnert Park that that Claim for alleged
damages dated January 6, 2014 and received January 15, 2014 is hereby rejected.
DULY AND REGULARLY ADOPTED this 11th day of March 2014.
CITY OF ROHNERT PARK
____________________________________
Joseph T. Callinan, Mayor
ATTEST:
_____________________________
JoAnne Buergler, City Clerk
Claim No. 2014-01
BELFORTE: _________ MACKENZIE: _________ STAFFORD: _________ AHANOTU: _________ CALLINAN: _________
AYES: ( ) NOES: ( ) ABSENT: ( ) ABSTAIN: ( )
ITEM NO. 7.C.2
1
Meeting Date: March 11, 2014
Department: Development Services
Submitted By: Patrick Barnes, Deputy City Engineer
Prepared By: Patrick Barnes, Deputy City Engineer
Agenda Title: Resolution Approving a Policy and Procedures Regarding the Provision of
Water and Sewer Services to Proposed Developments that Include Housing
Units Affordable to Lower Income Households
RECOMMENDED ACTION:
Adopt a resolution approving a policy and procedures regarding the provision of water and sewer
services to proposed developments that include housing units affordable to lower income
households.
BACKGROUND:
In 2005, the State Legislature of California enacted Chapter 727 (SB 1087), which amends
Government Code Section 65589.7 and directs that water and sewer providers grant priority for
service to proposed developments that include housing units that are affordable to lower-income
households. Furthermore, Government Code Section 65589.7 as amended requires that the
public agency that provides water or sewer services adopt written policies and procedures, not
later than July 1, 2006 and at least once every five (5) years thereafter, to establish such priority
for affordable housing projects. Since the City of Rohnert Park is its own water and service
provider it is subject to the requirements of Government Code Section 65589.7.
ANALYSIS:
In 2006, staff prepared and City Council approved the required policy and procedures in
conformance with Government Code Section 65589.7; these are re-stated in the City Council Policy
attached to the attached resolution of approval. The Council is being asked to approve the attached
resolution, policy, and procedures, so the City will continue to be in compliance with Government
Code Section 65589.7.
OPTIONS CONSIDERED:
The resolution, policy, and procedures proposed for City Council approval have been drafted to
comply with Government Code Section 65589.7, therefore, no alternatives were considered.
Staff has evaluated the policy adopted in 2006 and believes it is still the best policy for the City
given the requirements on the state law. The 2006 policy has simply been updated to match current
staff positions.
Mission Statement
“We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow.”
CITY OF ROHNERT PARK
CITY COUNCIL AGENDA REPORT
ITEM NO. 7.C.2
2
FISCAL IMPACT/FUNDING SOURCE:
The proposed policy and procedures are identical to those approved by City Council in 2006, and
currently in effect. No new fiscal impact will result from the requested City Council action.
Department Head Approval Date: 2/4/2014
City Manager Approval Date: 2/25/2014
City Attorney Approval Date: 2/4/2014
Attachments (list in packet assembly order):
1. Resolution
2. City Council Policy Water and Sewer Services Provided To Proposed Developments That
Include Housing Units Affordable To Lower Income Households
RESOLUTION NO. 2014-022
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK
APPROVING A POLICY AND PROCEDURES REGARDING THE PROVISION OF
WATER AND SEWER SERVICES TO PROPOSED DEVELOPMENTS THAT
INCLUDE HOUSING UNITS AFFORDABLE TO LOWER INCOME HOUSEHOLDS
WHEREAS, the State Legislature of California has enacted Chapter 727, Statutes of
2005 (SB 1087), which amends Government Code Section 65589.7 and requires water and sewer
providers to grant priority for water and sewer service to proposed developments that include
housing units affordable to lower-income households; and
WHEREAS, proposed developments that include housing units affordable to lower
income households are defined as dwelling units that shall be sold or rented to lower income
households, as defined in Section 50079.5 of the Health and Safety Code, at an affordable
housing cost, as defined in Section 50052.5 of the Health and Safety Code, or an affordable rent,
as defined in Section 50053 of the Health and Safety Code; and
WHEREAS, Government Code Section 65589.7 requires that the public agency that
provides water or sewer services adopt written policies and procedures, not later than July 1,
2006 and at least once every five (5) years thereafter, to establish such priority for affordable
housing projects; and
WHEREAS, the City of Rohnert Park is the water and sewer provider for the City of
Rohnert Park and is, therefore, subject to the requirements of Government Code Section
65589.7; and
WHEREAS, City of Rohnert Park staff has prepared the required policy and procedures
in conformance with Government Code Section 65589.7.
NOW BE IT RESOLVED by the City Council of the City of Rohnert Park that it does
hereby authorize and approve the policy and procedures regarding the provision of water and
sewer services to proposed developments that include housing units affordable to lower income
households, as provided in the attached City Council Policy.
DULY AND REGULARLY ADOPTED this 23th day of July, 2014.
CITY OF ROHNERT PARK
____________________________________
Joseph T. Callinan, Mayor
ATTEST:
_____________________________
JoAnne Buergler, City Clerk
Attachment – Exhibit A
BELFORTE: _________ MACKENZIE: _________ STAFFORD: _________ AHANOTU: _________ CALLINAN: _________
AYES: ( ) NOES: ( ) ABSENT: ( ) ABSTAIN: ( )
CITY OF ROHNERT PARK
CITY COUNCIL POLICY
SUBJECT
Water and Sewer Services Provided to Proposed
Developments that Include Housing Units Affordable
to Lower Income Households
POLICY NO.
RESO. NO.
2014-022
EFF. DATE
3/11/2014
PAGE 1 OF 2
PURPOSE
Pursuant to Government Code section 65589.7, the purpose of these policies and
procedures ("Policy") is to establish a uniform procedure to grant a priority for the
provision of water and sewer services to proposed developments that include housing
units affordable to lower income households.1
POLICY
A priority for water and sewer services shall be given to proposed developments that
include housing units affordable to lower income households as defined in Section
50079.5 of the Health and Safety Code.
PROCEDURE
1. Based upon existing regulations and restrictions relating to water shortage
emergencies, coupled with the availability of the water supply as determined by the City of
Rohnert Park, the Director of Community Development or his/her designee shall
coordinate with the City Engineer to ensure that a priority for water and sewer services is
given to proposed developments that include housing units affordable to lower income
households.
2. The City shall not deny or condition the approval of an application for
services to, or reduce the amount of services applied for by, a proposed development that
includes housing units affordable to lower income households unless the City makes
specific written findings that the denial, condition, or reduction is necessary due to the
existence of one or more of the following:
a. The City:
i. does not have “sufficient water supply,” as defined in Government
Code section 66473.7(a)(2);
ii. is operating under a water shortage emergency as defined in Water
Code section 350; or
iii. does not have sufficient water treatment or distribution capacity to
serve the needs of the proposed development, as demonstrated by a
written engineering analysis and report.
1 "Proposed developments that include housing units affordable to lower income households" means that dwelling units
shall be sold or rented to lower income households, as defined in Section 50079.5 of the Health and Safety Code, at an
affordable housing cost, as defined in Section 50052.5 of the Health and Safety Code, or an affordable rent, as defined in
Section 50053 of the Health and Safety Code.
SUBJECT
Water and Sewer Services Provided to Proposed
Developments that Include Housing Units Affordable
to Lower Income Households
POLICY NO.
RESO. NO.
2014-022
EFF. DATE
3/11/2014
PAGE 2 OF 2
b. The City is subject to a compliance order issued by the State Department of
Health Services that prohibits new water connections.
c. The City does not have sufficient treatment or collection capacity, as
demonstrated by a written engineering analysis and report on the condition of
the treatment or collection works, to serve the needs of the proposed
development.
d. The City is under an order issued by a Regional Water Quality Control Board
that prohibits new sewer connections.
e. The developer has failed to agree to reasonable terms and conditions relating
to the provision of service generally applicable to development projects
seeking service from the City, including, but not limited to, the requirements
of local, state, or federal laws and regulations or payment of a fee or charge
imposed pursuant to Government Code section 66013.
ITEM NO. 7.C.3
1
1
Meeting Date: March 11, 2014
Department: Administration
Submitted By: Darrin Jenkins, City Manager
Agenda Title: Adoption of a Resolution Approving and Adopting the Updated Strategic
Plan 2014-2018
RECOMMENDED ACTION:
Adoption of a Resolution Approving and Adopting the Updated Strategic Plan 2014-2018.
BACKGROUND:
In December 2011, the City adopted a strategic plan to guide our organization and communicate
our mission, vision, and values to our community. In 2012, the City adopted an Implementation
Action Plan element to put values into action. Both the strategic plan and the Implementation
Action Plan are valuable resources. In 2013, the City reviewed and updated the strategic plan
and implementation action plan.
ANALYSIS:
In January 2014, staff brought forward a draft update of the strategic plan. The update of the
strategic plan does not propose changes to Our Vision, Our Mission, Our Values, or Our Goals.
These are relevant and applicable to our organization and are the more enduring aspects of a
strategic plan.
Our Vision
Rohnert Park is a thriving, family-friendly community that is a safe, enjoyable place to
live, work, and play
Our Mission
We care for our residents by working together to build a better community for today and
tomorrow
The update of the strategic plan does propose changes to the more dynamic aspects of the
strategic plan—strategies and the Implementation Action Plan (IAP). The IAP evolved over the
last two years to include a number of initiatives and projects as well as ongoing best practices. It
also demonstrated a number of major accomplishments as a direct result of the Implementation
Action Plan. One of the proposed changes is to further evolve the structure of the strategic plan
elements to include two new sections for "Our Accomplishments" and "Our Best Practices." This
will keep the focus of the renamed "Action Plan" on true initiatives, new programs, and projects.
The idea is to include tasks in the Action Plan that have a clear beginning and end, require
Mission Statement
“We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow.”
CITY OF ROHNERT PARK
CITY COUNCIL AGENDA REPORT
ITEM NO. 7.C.3
2
special effort, and are generally one time in nature or infrequent. Frequent or ongoing best
practices are presented in Our Best Practices. Past accomplished Action Plan tasks are presented
in Our Accomplishments to demonstrate the value of the strategic plan - it gets results. The
accomplishments are listed by year, since the strategic plan adoption. A draft strategic plan is
attached showing the proposed update. Below is a summary of the proposed elements:
Rohnert Park Strategic Plan
Our Vision
Our Mission
Our Values
Our Goals
Our Accomplishments
Our Best Practices
Our Action Plan (includes goals, strategies, and actions).
An example of how action items flow through the new proposed strategic plan elements can be
seen with Online Building Permits. It started off as a task in the Action Plan that supported our
mission and demonstrated our values. Then in 2013 that capability was added with the
installation of a new permit software system. So it appears on a list of accomplishments for
2013. From now on, we plan to list "Provide online building permit applications" as one of Our
Best Practices. It would not appear in the action plan in the future or on 2014 accomplishments.
In this way we can concentrate on new actions while preserving past actions and reminding us all
of our success and the way we show our values through both ongoing practices and new
initiatives.
At their January 14, 2014, meeting, City Council members provided three comments
summarized below:
1. Include health related goal regarding parks, bike-lanes.
2. Recognize need for communication and working together with school district and
Sonoma State University.
3. Acknowledge community support of Measure A at facilities where Measure A
monies are being used.
This input was incorporated by adding two best practices to Goal D: Develop a Vibrant
Community. They read as follows:
• Consider health effects of development decisions - ensure new development includes access to
parks, open space, and/or pedestrian and bicycle facilities.
• Communicate and work together with Cotati Rohnert Park Unified School District and Sonoma
State University recognizing education supports economic vitality.
In addition, an action was added to the Action Plan under Goal C: Ensure the effective delivery
of public services. The action reads as follows:
• Acknowledge residents’ contributions to City’s financial success – Measures E and A and other
tax support.
ITEM NO. 7.C.3
3
A task force would develop ways to provide acknowledgement. A potential example would be
signs stating “Your tax dollars at work,” “Returning your taxes through service,” or “Another
great project made possible by local taxes.” These are just conceptual examples.
CONCLUSION:
Staff incorporated input from Council Members in the proposed update of the strategic plan. The
attached resolution, if approved, would adopt the 2014 update of the City’s Strategic Plan.
City Manager Approval Date: February 28, 2104
City Attorney Approval Date: N/A
Attachments (list in packet assembly order):
1. Resolution
2. Strategic Plan
3. Action Plan
RESOLUTION NO. 2014-023
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK
APPROVING AND ADOPTING THE UPDATED STRATEGIC PLAN 2014-2018 AND
THE ACTION PLAN
WHEREAS, in December 2011 the City adopted a strategic plan to guide our organization and
communicate our vision, mission, and values to our community; and
WHEREAS, in 2012 the City adopted an Implementation Action Plan element to put values into
action to achieve the City’s goals; and
WHEREAS, in January 2014 City Council reviewed a draft update of the strategic plan which
did not propose changes to the Vision, Mission, Values, or Goals; however, it did propose
changes to the more dynamic aspects of the strategic plan-strategies and the Implementation
Action Plan; and
WHEREAS, the strategic plan structure included two new sections, “Our Accomplishments”
and “Our Best Practices,” removing those tasks and strategies from the Implementation Action
Plan.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Rohnert Park as
follows:
1. The Rohnert Park Strategic Plan elements are Our Vision, Our Mission, Our Values, Our
Goals, Our Accomplishments, Our Best Practices, and Our Action Plan.
2. The Rohnert Park Strategic Plan provides the City with a clear vision, mission and goals
which are an integral component to guiding the budget and planning process for FY
2014-2015.
3. That it does hereby authorize and approve the City of Rohnert Park updated Strategic
Plan 2014-2018 and the Action Plan.
DULY AND REGULARLY ADOPTED this 11th day of March, 2014.
CITY OF ROHNERT PARK
_________________________
Joseph T. Callinan, Mayor
ATTEST:
________________________
JoAnne Buergler, City Clerk
Attachments: Strategic Plan and Action Plan
BELFORTE: _________ MACKENZIE: _________ STAFFORD: _________ AHANOTU:_________ CALLINAN: _________
AYES: ( ) NOES: ( ) ABSENT: ( ) ABSTAIN: ( )
UPDATED March 2014
City of Rohnert Park
Strategic Plan 2014-2018
Strategic Plan 2014-2018
Table of Contents City of Rohnert Park
i
Table of Contents
Background ................................................................................................................................................ 1
Strategic Planning Process Overview ............................................................................................ 1
City of Rohnert Park Strategic Plan ....................................................................................................... 4
OUR VISION ..................................................................................................................................... 4
OUR MISSION .................................................................................................................................. 5
OUR VALUES ................................................................................................................................... 5
Value: Integrity .......................................................................................................................... 6
Value: Fiscal Responsibility ....................................................................................................... 6
Value: Communication .............................................................................................................. 6
Value: Innovation and Creativity .............................................................................................. 6
Value: Collaboration .................................................................................................................. 6
GOALS AND STRATEGIES ........................................................................................................... 7
GOAL A: Practice participative leadership at all levels. ........................................................... 8
GOAL B: Achieve and maintain financial stability. .................................................................. 8
GOAL C: Ensure the effective delivery of public services. ........................................................ 8
GOAL D: Continue to develop a vibrant community. .............................................................. 8
OUR ACCOMPLISHMENTS ......................................................................................................... 9
OUR BEST PRACTICES ................................................................................................................ 10
Communication and Accountability for the Strategic Plan .......................................................... 144
Bike Rack ................................................................................................................................................ 155
Attachment A – Graphic Representation of Goals and Strategies .............................................. 166
Attachment B – Glossary of Terms .................................................................................................... 177
Strategic Plan 2014-2018
Background DRAFT City of Rohnert Park
1
Background
In May 2011 the City of Rohnert Park retained Management Partners to facilitate a
process to develop a strategic plan. The City envisioned a strategic plan that would
provide a framework to link together the economic development plan, capital
improvement program, budget process, policy issues, organizational efficiencies
and the General Plan. A Strategic Planning Steering Committee was formed early
in the process to provide guidance and input to the process. The steering committee
was comprised of 20 supervisors and managers, including members of the City’s
executive team.
Strategic Planning Process Overview
The strategic planning process began with an analysis of strengths, limitations,
opportunities and threats (SLOT) identified through a series of interviews, focus
groups with staff and community representatives, and a survey of City
commissioners. Management Partners interviewed the Mayor, members of the City
Council and the City Manager to confirm the strategic planning process and hear
initial ideas.
Over fifty staff representatives were randomly selected to confidentially inform the
process. Staff were asked to identify the strengths, limitations, opportunities and
threats of Rohnert Park and to brainstorm words and phrases that define the
mission of the City of Rohnert Park and their vision for the future of the
community. Staff were also asked to identify values they believe are important to
being an effective organization. The staff focus groups were comprised of
representatives from all levels of the organization, from line staff to management,
and all city departments.
A focus group of community stakeholders was also held and included
representatives from the business community, local schools, the health system,
adult and youth development community providers, the Federated Indians of
Greater Rancheria, and Rebuilding Together Rohnert Park. As with the staff groups,
participants were asked for their perspectives on the strengths, limitations,
opportunities and threats of Rohnert Park.
Strategic Plan 2014-2018
Background DRAFT City of Rohnert Park
2
Finally, an online survey was administered to solicit input from members of the
City’s eight commissions. Representation from each body was reflected in the final
analysis.
Management Partners provided guidance to staff who prepared an environmental
scan of current and future factors influencing the City. The combination of broad-
based qualitative input and quantitative trend data laid the foundation for two
highly interactive workshops with staff and the City Council during which a vision,
mission, values and goals and strategies were developed and confirmed. A graphic
recorder captured the results of the Council workshop conducted on November 5,
2011 in a visual, “storyboard” format.
A graphic representation of the strategic planning process is presented on the
following page.
Strategic Plan 2014-2018
Background DRAFT City of Rohnert Park
3
The City of Rohnert Park Strategic Plan sets a clear vision for the organization and
establishes goals and strategies to move in that desired future direction. In addition,
the plan articulates the organization’s values and the behaviors that support them.
These elements are graphically presented in the strategic plan. The visual recording
of the plan’s goals and strategies are displayed in Attachment A. The complete set
of graphic images created during the strategic planning workshop was transmitted
separately in a compressed file.
Strategic Plan 2014-2018
City of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
4
City of Rohnert Park Strategic Plan
The City of Rohnert Park is committed to achieving a shared vision for the
organization and its community. The vision, mission and values below are the
result of a thoughtful and inclusive process designed to set the City on a course that
meets the challenges of today and tomorrow. A glossary of terms is provided in
Attachment B.
OUR VISION
Rohnert Park is a thriving, family-friendly community that is a safe, enjoyable place
to live work and play.
The City’s vision sets the focus for the future. It is a statement of where the
organization is going.
Strategic Plan 2014-2018
City of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
5
OUR MISSION
We care for our residents by working together to build a better community for today
and tomorrow.
The City’s mission is a statement of the purpose of the organization. It
fundamentally defines what the organization stands for and what it will do.
OUR VALUES
Each of these organizational values has associated behaviors that can be
demonstrated throughout the organization. The behaviors that were identified by
executive staff and the City Council are listed below.
Strategic Plan 2014-2018
City of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
6
Value: Integrity
• Adheres to individual and organizational professional standards in the
conduct of the organization’s business
• Fulfills commitments and keeps promises that are made
• Does the right thing even when no one is looking
• Creates and sustains an atmosphere that fosters a culture of openness,
inclusion, compassion and trust
Value: Fiscal Responsibility
• Is transparent in disclosing financial transactions and their implications
• Utilizes multi-year forecasts to quantify future financial impacts of decisions
• Exercises fiscal discipline to live within means and ensure future financial
sustainability
• Makes fact-based financial decisions consistent with organizational values at
all levels
• Develops and implements strategies to address unfunded liabilities
• Follows best practice policies for budget and financial management
• Utilizes all resources efficiently and effectively
• Maximizes opportunities to increase productivity and achieve high quality
results
Value: Communication
• Engages in open, honest communication
• Actively seeks citizen participation; strives to keep the public informed and
educated about community issues
• Listens to other perspectives with an open mind and a sincere desire to
understand
Value: Innovation and Creativity
• Solves problems creatively and is open to new ideas
• Creates new ways of moving the organization forward to achieve its mission
• Fosters new and creative thinking and solutions
• Effectively utilizes emerging technology
• Takes calculated risks and treats mistakes as learning and growth
opportunities
Value: Collaboration
• Takes the initiative to ensure that objectives are met and volunteers to help
others for the good of the organization
• Engages team members to work collaboratively towards a common vision
• Recognizes, values and leverages each person’s strengths
Strategic Plan 2014-2018
City of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
7
• Seeks “win-win” strategies; is willing to compromise if necessary
• Inspires results and effective teamwork
• Sets the example; mentors others to be successful
GOALS AND STRATEGIES
As a result of interviews, focus groups, surveys and the staff workshop, four
potential goals were identified, each of which has several strategies. During the
November 5 workshop, the City Council reviewed, revised and confirmed the four
goals, which are graphically presented in Attachment A.
• Goals are multi-year in nature. The timeframe for achieving goals is typically
five to ten years. The Rohnert Park City Council indicated that goals with a
timeframe of three to five years may be more appropriate in today’s dynamic
environment.
• Strategies are the means to achieve the goals. The timeframe for
implementing strategies can span several years as specific programs and
projects are undertaken.
2014 Update
During senior staff work sessions the goals and strategies were reviewed. No
changes to the goals were proposed. The strategies were evaluated to determine
which ones represented ongoing best practices—those were moved to a new
element “Our Best Practices.” Strategies with specific action items associated with
them are shown below and the tasks are shown in the “Action Plan” element of the
strategic plan. There was also some consolidation of strategies for efficiency. Staff
believes the strategies and action plan tasks are the most dynamic and evolving
aspects of the strategic plan with goals, values, mission and vision being
increasingly more enduring. The 2014 Update also includes a new element “Our
Accomplishments” where we celebrate our achievements as a direct result of the
City’s Strategic Plan. These are listed by year of the accomplishment.
Strategic Plan 2014-2018
City of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
8
GOAL A: Practice participative leadership at all levels.
Strategies
• Communicate with the community and team members in identifying
priorities and possibilities.
• Implement organization development practices.
GOAL B: Achieve and maintain financial stability.
Strategies
• Implement the economic development program.
• Prepare current and future financial condition assessment.
• Establish financial policies, procedures and systems that represent best
practices.
• Identify new and innovative ways to increase revenues.
GOAL C: Ensure the effective delivery of public services.
Strategies
• Deliver the highest quality services in the most cost-efficient manner
• Emphasize high quality customer service.
• Improve accountability and continuous improvement through performance
measurement and managing for results.
• Integrate technology into operations.
GOAL D: Continue to develop a vibrant community.
Strategies
• Support implementation of major planned developments.
• Improve transportation and infrastructure.
• Integrate State Farm/SMART train/City Center plans into a Priority
Development Area.
• Implement mandated programs.
Strategic Plan 2014-2018
City of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
9
OUR ACCOMPLISHMENTS
2012
• Rohnert Park 50th Anniversary Celebration
• Green Music Center opened
• Golf Course Drive Undercrossing opened
• US 101 High Occupancy Vehicle Lanes opened
• Paved East Cotati Avenue and Arlen Drive
• Bike path reconstruction and pedestrian safety improvement project
• Water pipe replacement project
• Sewer pipe lining project
• Rancho Verde/Rohnert Park Expressway traffic signal installed
• Co-created Local Leaders Academy of Sonoma County
• Distracted Driving Campaign
• Casino Joint Powers Agreements for Sewer and Wilfred Widening Project
• Bicycle Safety Rodeo
• Arts and Music Festival
2013
• Voters passed Measure A – a local sales tax extension
• Mitigated impacts of casino opening
• Widened Wilfred Avenue/Golf Course Drive West
• Repaved Redwood, Labath, Business Park, Rohnert Park Expressway
• Coordinated traffic signals Rohnert Park Expressway and Golf Course Drive
• Improved entrances to city
• Completed Public Safety Main Station roof replacement and exterior
recoating project
• Installed and adopted policy for use of freeway message center
• Established Gold Ridge Recreation Center
• Grant Funding received:
o Law Enforcement Compliance
o Develop Sexual Assault Training
o Problem premise alcohol checks, special event alcohol compliance,
prevention/education for alcohol establishments
o Motorcycle Traffic Officer salary and equipment
o DUI Checkpoint and saturation patrol
• Implemented golf course performance measures
• Implemented Public Safety On Line Reporting for Citizens (CCR)
• Installed way finding signs throughout the City
• Created National Night Out event and Senior Center Crafts Faire
Strategic Plan 2014-2018
City of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
10
• Implemented paperless agenda packets
• Started performance measurement in all departments
• Sewer Capital Project Program - 1st Phase of 2 year Adrian Drive sewer
replacement
• Sports Center - new cardio equipment
• Implemented online building permits and new permit software.
Our Best Practices
As a result of the City of Rohnert Park’s Strategic Plan process, best practices
continue to be discovered and implemented. The following best practices have been
established, and will continue in operation unless a better practice is discovered.
GOAL A: Practice participative leadership at all levels.
Continue to:
• Engage the public in setting the annual budget priorities
• Attend and participate in Chamber of Commerce events
• Engage volunteers and establishing workshops to help with specific projects
• Improve communication to provide transparency and a well-informed
community
• Inform the public about financial realities and choices facing the City and
community, and participate in ongoing meetings with community groups
• Provide periodic financial updates via newsletters, blog, etc.
• Provide the Community Services Newsletters to our elementary schools
• Monitor and update the City’s various website to incorporate new
information and technology
• Promote enhanced and improved communication among staff and with the
public, including the promotion of training programs to assist with this
practice.
• Continue to distribute the community newsletters, City Manager updates,
and other media channels to internal staff and the community, as
appropriate
• Plan for, communicate, and mitigate long-term impacts of major
developments
• Provide a balanced mix of essential and discretionary services
• Monitor and evaluate core services to ensure the best provision of core and
discretionary services
• Make short-term decisions with a long term perspective
• Include analysis of long-term implications of decisions and
recommendations on staff reports
Strategic Plan 2014-2018
City of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
11
• Implement organization development practices, including succession
planning and workforce development
• Assess current practices as it relates to succession planning and workforce
development, determine financial investments to implement, and develop
tools and training to meet future needs
• Align the organizational culture to demonstrate our values
• Educate and refresh employees about the City’s values, and the behaviors
that support them. Reinforce them through training, orientations, and
evaluation and recruitment processes
• Evaluate and monitor department goals and results
GOAL B: Achieve and maintain financial stability.
Continue to:
• Enhance economic development by implementing the economic
development program
• Prioritize elements of the economic development program, identify financial
resources to support its implementation, and monitor its performance
• Clarify current and projected future financial condition; prepare a cash
contingency plan
• Update and utilize the financial forecast model
• Update and utilize the Capital Improvement Program
• Ensure policies, procedures and systems represent best practices in financial
management, such as the use of cost allocation plans and time card systems
• Identify financial best practices, compare to our current practices, and keep
existing or incorporate better practices into our best practices
• Develop and implementation of warehouse operations and cost allocation
systems
• Ensure that we live within our means by adopting a comprehensive set of
budget principles to provide a meaningful and easy to understand
framework for maintaining financial discipline
• Update budget principles, and evaluate budget decisions against adopted
budget principles
• Monitor expenditures and use of overtime
• Evaluate the financial impact of new infrastructure and replacement of old
infrastructure, and develop funding sources to address the life-cycle costs
• Follow through with the fiscal recovery plan
• Explore the creation of new revenue sources
• Develop partnerships to achieve economies of scale through shared services
Strategic Plan 2014-2018
City of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
12
GOAL C: Ensure the effective delivery of public services.
Continue to:
• Deliver the highest quality services in the most cost-efficient manner
• Assess service delivery options, establish service level expectations
• Analyze the cost of providing a service internally, compared to hiring an
external provider
• Emphasize high quality customer service
• Identify and provide customer service training opportunities and use of
“secret shoppers” to evaluate their experience with city staff
• Improve accountability and continuous improvement through performance
measurement and managing for results
• Monitor department performance measures
• Keep updated and utilize the performance management system, so that it
includes meaningful measures to monitor and evaluate results
• Train managers on the use of performance measures to manage programs
and services
• Report on these measures quarterly
• Integrate technology into operations
• Identify opportunities to leverage technology and other resources to
maximize efficiency
• Maintain the Public Safety On-line Reporting for citizens (CCR-City Crime
Report)
• Implement and maintain permit/project tracking software
• Provide training to staff on new technologies and ways to use it
• Evaluate paperless opportunities
GOAL D: Continue to develop a vibrant community.
Continue to:
• Support implementation of major planned developments
• Monitor the impact of the Northwest Specific Plan
• Assess, monitor, and mitigate impacts of the Graton Casino project
• Update and maintain traffic, streetlight, and storm drain standards
• Assess needs, resources, and capacity to anticipated development volumes
and fee credits
• Explore zoning flexibility options to foster economic development
• Process and implement specific plans in the pipeline, and additional plans
as they are submitted
• Improve transportation and infrastructure
• Update capital needs assessments
• Implement and monitor the roads and Complete Streets Program
Strategic Plan 2014-2018
City of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
13
• Monitor change orders, to limit their frequency and fiscal impacts
• Incorporate the State Farm/SMART train/City Center plans into a Priority
Development Area
• Assist the developers of the State Farm facility
• Consider health effects of development decisions - ensure new development
includes access to parks, open space, and/or pedestrian and bicycle facilities
• Communicate and work together with Cotati Rohnert Park Unified School
District and Sonoma State University recognizing education supports
economic vitality
• Expand programs that bring people together
• Engage community partners to identify opportunities for such programs
• Support and organize community events, including:
o Founder’s Day
o Running with the Pack
o Bicycle Rodeo
o Special Olympics
Torch Run and Tip a Cop
o National Night Out
Strategic Plan 2014-2018
Communication and Accountability for the Strategic Plan DRAFT City of Rohnert Park
14
Communication and Accountability for the Strategic Plan
Workshop participants briefly discussed ideas about how information about the
strategic plan and its progress should be communicated to stakeholders, including
reporting mechanisms and frequency. The following ideas were generated.
• Display the graphic images from the Council strategic planning
workshop in the library and at City Hall for public viewing
• Post results on the City’s website
• Display the City’s vision, mission and values in the Council chambers
• Develop an implementation action plan for the goals and strategies that
assigns responsibility and identifies necessary resources and key
milestones
• Provide quarterly updates to Council on the progress that is being made
• Utilize the strategic plan to inform the City’s budget process
• Link Council updates and recommendations to the strategic plan
• Put the mission statement on Council agendas and reports
Strategic Plan 2014-2018
Bike Rack DRAFT City of Rohnert Park
15
Bike Rack
Bike Rack
A “bike rack” was created to capture ideas or suggestions that were not directly
related to the immediate discussion. At the conclusion of the Council strategic
planning workshop, six items listed below were referred to City staff for follow up.
• Gather and present to the City Council additional housing data that show
the distribution by housing type
• Validate the median home price data presented in the environmental scan
• Convene a strategy session of the City Council to discuss what is desired in
a “downtown”
• Discuss extending the Urban Grown Boundary timeline another ten years;
put it back before the public (begin discussion in 2016)
• Determine the need for a General Plan update (begin discussion in 2016)
• Define “sustainable” development standards for their application in future
development
Additional bike rack items identified February 2013:
• Discuss the status and need for an update to the General Plan
• Discuss the Urban Grown Boundary
• Develop a plan to address amenities that have been taken away during then the tight
fiscal times (part of needs assessment of the Fiscal Recovery Plan)
• Discuss City’s role and involvement with the Health Action Network
Strategic Plan 2014-2018
Attachment A – Graphic Representation of Goals and Strategies City of Rohnert Park
16
Attachment A – Graphic Representation of Goals and Strategies
Strategic Plan 2014-2018
Attachment B – Glossary of Terms City of Rohnert Park
17
Attachment B – Glossary of Terms
The following graphic shows the key components of a strategic plan.
A vision sets the focus for the future. It is a statement of where the organization is going.
A mission is a statement of the purpose of the organization. It fundamentally defines what the
organization stands for and what it will do.
The values of an organization drive the goals created and the process of implementation. Values
provide the basis for how the organization and its members will work to achieve the mission
and vision. Examples include professional excellence, innovation, responsiveness, and integrity.
Goals set the framework that guides the direction and focus of the organization, budget
decisions and allocation of other resources, such as staff time. They are “up on the balcony”
wide views of opportunities for change and improvement and state the desired future. Goals or
strategic priorities provide the “why” (larger meaning and context) of the specific actions the
agency takes. They help the executive team decide which of the many worthy projects should
be done and when, within available resources. Goals must be meaningful and attainable.
Strategies are the means to achieve the goals. They describe an approach or method and begin
to answer the question: How will we go about accomplishing the goal? They may include
broad areas to pursue, rather than individual projects. To assure that the goal is achieved, later
in the process each objective must be assigned to an individual, with resources identified, and
incorporated into a work plan.
An action plan is the blueprint for carrying out the strategic plan. It contains the detailed steps
that must be taken to assure that the goals and strategies are achieved. Action plans provide a
framework for determining specific timelines, assignments, and resource allocations. They are
designed to be a management tool to help the organization assure that goals are attained and
are well-suited to periodic check-in about progress, changes or challenges.
City of Rohnert Park
Strategic Plan - Action Plan
DRAFT
March 11, 2014 City Council Meeting
DRAFT March 11, 2014 Action Plan
Page A - 2
City of Rohnert Park
Strategic Plan - Action Plan
Goal A - Practice participative leadership at all levels
20
1
3
-
1
4
20
1
4
-
1
5
20
1
5
-
1
6
20
1
6
-
1
7
20
1
7
-
1
8
Lead Department/
Position Team Members
Milestones
Progress
Comments
A-1
1.
1) Intranet
2) Weekly Updates
3) Team Updates
4) Department Head Meetings
5) Bimonthly Newsletter
1) Media
I. Social
II. Print
2) Website
3) Community Outreach
I. Meetings
II. Events
III. Professional/Private Organizations
4) Bimonthly Newsletter
2.x x Public Works Director Community Services
Manager
Goals, Strategy & Implementation Steps
Develop a Master Communication Plan
documenting City's practices. To include the
following elements:
a. Internal Communication
Fiscal Year to
Accomplish
Communicate with the Community and Team Members in Identifying Priorities and Possibilities
b. External Communication
Facilitate a community discussion of possibility of
creating a community owned pool
City Clerk Executive Teamxx
DRAFT March 11, 2014 Action Plan
Page A - 3
20
1
3
-
1
4
20
1
4
-
1
5
20
1
5
-
1
6
20
1
6
-
1
7
20
1
7
-
1
8
Lead Department/
Position Team Members
Milestones
Progress
CommentsGoals, Strategy & Implementation Steps
Fiscal Year to
Accomplish
A-2
1.x Human Resources
Director
HR Staff
2.x City Clerk Departmental Staff
3.x City Manager Executive Team
4.x x x Public Safety Director Command Staff 3 Yr Process. Start in FY
14/15
5.x Human Resources
Director
Human Resources
Staff; Legal as
needed
Consultation with
Department Heads
6.x Human Resources
Director
Human Resources
Staff; Departmental
Liaisons
Consultation with
Department Heads
Update Hiring Practices/Roles/Timelines
Educate employees about the city strategic plan
values and the behaviors that support them
Develop City Council and Administrative Policy
Manuals
Assess current practices related to succession
planning and workforce development
Implement Organizational Development Practices
Achieve Law Enforcement Accreditation
Update Personnel Rules and Regulations
DRAFT March 11, 2014 Action Plan
Page B - 4
City of Rohnert Park
Strategic Plan - Action Plan
Goal B - Achieve and maintain financial stability
20
1
3
-
1
4
20
1
4
-
1
5
20
1
5
-
1
6
20
1
6
-
1
7
20
1
7
-
1
8
Lead Department/
Position Team Members
Milestones/
Progress/
Comments/
B-1
1.x Development Services
Director
Finance Director, Senior
Analyst, Senior
Engineering Technician
x Development Services
Director
Senior Engineering
Technician
x Development Services
Director
Management Analyst,
Senior Engineering
2.x Public Works Director Development Services
Director
To be run concurrently w/PDA
plan and incorporate existing
Military Banner Program.
3.x Development Services
Director
Senior Analyst
4.x Development Services
Director
Senior Analyst, Senior
Engineering Technician
B-2
1.x Finance Director Accounting Supervisor Draft 10 year forecast
complete
2.x Finance Director Accounting Supervisor
3.x Finance Director HR Director
b. Transfer Other Assets to Sonoma
County
Attract high end hotel
Develop City Property at Labath @
Martin
Fiscal Year to
Accomplish
Goals, Strategy & Implementation Steps
Implement the economic development program
Communicate and execute the plan
for disposition of housing assets
Establish a comprehensive city-
wide Way Finding/Banner program
a. Sell Avram and Southwest
properties
Prepare current & future financial condition assessment
Develop containment strategies for
long-term retiree medical costs
Conduct financial analysis to
prepare a ten-year revenue and
expenditure forecast model
Prepare a working capital
contingency plan
DRAFT March 11, 2014 Action Plan
Page B - 5
20
1
3
-
1
4
20
1
4
-
1
5
20
1
5
-
1
6
20
1
6
-
1
7
20
1
7
-
1
8
Lead Department/
Position Team Members
Milestones/
Progress/
Comments/
Fiscal Year to
Accomplish
Goals, Strategy & Implementation Steps
4.x Senior Analyst Casino Mitigation Task
Force and Finance
Department
Planning initiated in January
2014; anticipated completion
in May 2014
B-3
1.x Finance Director Finance Staff
x Finance Director Finance Staff
2.x Finance Director Finance Staff
3.x Finance Director Dev. Svcs; Public Works;
City-wide
4.x Public Works Director Tom, Guy
5.x x Finance Director Accounting Supervisor;
City-wide
City-wide means departmental
budget team
6.x x Human Resources Director HR Staff Possible legal counsel needed
B-4
1.x x Public Works Director Community Services
Manager, Theater
Manager, Accounting
Supervisor, Finance
Director
Performing Arts Center,
Community Center, Sports and
Fitness Center
2.x Community Services
Manager
Public Works Director Maintenance fee on
memberships
Building/landscape rehab - RDA
bond funds
Create a separate budget/funding
mechanism to allow revenue to be
tracked and used for facility
maintenance and physical
improvements
Sports Center Capital Fee
Casino Mitigation Contribution Plan
Complete Overhead Study and Cost
Allocation Plan
Implement Affordable Care Act
Affirm budget principles to guide
budget development and inform
financial management practices
Develop City-wide Capital
Replacement Program and funding
source for life cycle cost
Identify new and innovative ways to increase revenues
Establish financial policies, procedures and systems that represent best practices
Improve delivery of financial
information to the end users
a. Train staff on new policies,
procedures and systems
DRAFT March 11, 2014 Action Plan
Page B - 6
20
1
3
-
1
4
20
1
4
-
1
5
20
1
5
-
1
6
20
1
6
-
1
7
20
1
7
-
1
8
Lead Department/
Position Team Members
Milestones/
Progress/
Comments/
Fiscal Year to
Accomplish
Goals, Strategy & Implementation Steps
3.x Public Works Director Community Services
Manager
Maintenance Fee on Rentals
4.x Community Services
Manager
Public Works Director Maintenance fee on tickets
5.Accounting Supervisor PS Staff; Community
Services Staff; City Clerk
a.Animal Shelter Fees x Animal Shelter Supervisor PS Staff; City Clerk;
Finance Staff
b.Emergency Response Cost
Recovery
x Public Safety Director PS Staff; Finance Staff Primarily DUI Responses.
c.Parking Ticket Fees x Traffic Sergeant Records Supervisor;
PS Staff
d.Development Services Fees x Management Analyst Finance Staff;
Development Services
Staff
6.x x Community Services
Manager
Public Works Director,
Theater Manager,
Accounting Supervisor,
Utility Billing and
Revenue Manager
Determine if RFP process will
be needed
7.x x Community Services
Manager
Public Works Director,
Theater Manager
8.x x Finance Director Accounting Supervisor;
Legal Counsel
Planning in 13/14; Closing in
14/15
Spreckels Capital fee
Update fee schedules to ensure
cost recovery
Community Center Complex Digital
Sign
Housing Bonds – Refund
Performing Arts Center Funding
Campaign
Performing Arts Center Naming
Rights Campaign
DRAFT March 11, 2014 Action Plan
Page C - 7
City of Rohnert Park
Strategic Plan - Action Plan
Goal C - Ensure the effective delivery of public services
20
1
3
-
1
4
20
1
4
-
1
5
20
1
5
-
1
6
20
1
6
-
1
7
20
1
7
-
1
8
Lead Department/
Position Team Members
Milestones
Progress
Comments
C-1
1.x City Clerk Departmental
2.x Deputy City Engineer Administrative
Assistant, Senior
C-2
1.x City Manager Executive Team
2.x Community Services
Manager
Public Works Director,
Community Services
Supervisor
3.x Lieutennant Task Force (e.g. Your Tax Dollars At
Work)
C-3
1.x Assistant City
Manager
Executive Team;
Middle Level
Management & First
Line Supervisors
Update contract & agreement routing & signature
process, Public Records Request process, and Agenda
Emphasize high quality customer service
Improve accountability and continuous improvement through performance measurement and managing for results
Train managers on the use of performance measures to
manage programs and services
Study Water Capacity Charge
Explore cost effective options for providing customer
service training opportunities
Utilize paper/online surveys to enable customers to
evaluate quality of Community Services activities and
their experiences with staff
Fiscal Year to
Accomplish
Goals, Strategy & Implementation Steps
Deliver the highest quality services in the most cost-efficient manner
Acknowledge residents' contributions to City's financial
success - Measures E and A and other tax support
DRAFT March 11, 2014 Action Plan
Page C - 8
20
1
3
-
1
4
20
1
4
-
1
5
20
1
5
-
1
6
20
1
6
-
1
7
20
1
7
-
1
8
Lead Department/
Position Team Members
Milestones
Progress
Comments
Fiscal Year to
Accomplish
Goals, Strategy & Implementation Steps
C-4
1.x IT Manager Executive Team
x x Development
Services Director
IT Staff; Building Staff
2.x x x City Clerk Departmental
x x City Clerk Departmental
3.x Technical Services
Manager
Public Safety Staff & IT
4.x Technical Services
Manager
Public Safety Staff Funded by SETNA
5.x Technical Services
Manager
Public Safety Staff
6.x IT Manager City-wide; City Clerk City-wide means
Departments assist in needs
analysis
Public Safety Radio Upgrade
9-1-1 Phone System Upgrade
Review and Enhance Online Services & Mobile Services
a. Records Retention: secure storage space, create
tracking of retention boxes, move to storage, update
retention schedule and procedure, create archiving
Upgrade Computer Aided Dispatch/Records
Management System
Records Management Program
Integrate technology into operations
Evaluate paperless opportunities
a. Conversion to electronic archiving of plans,
explore options and funding sources
DRAFT March 11, 2014 Action Plan
Page D - 9
City of Rohnert Park
Strategic Plan - Action Plan
Goal D - Continue to develop a vibrant community
20
1
3
-
1
4
20
1
4
-
1
5
20
1
5
-
1
6
20
1
6
-
1
7
20
1
7
-
1
8
Lead Department/
Position Team Members
Milestones
Progress
Comments
D-1
1.Development Services
Director
x Development Services
Director
Development Services
Staff; City Attorney
In progress; draft Specific Plan
and EIR in review
x Senior Analyst Casino Task Force;
Development Services
Director
2.x Senior Analyst Casino Task Force Opening Plan complete
3.x Deputy City Engineer Development Services;
Public Works
Have started drafting updates
Results of streetlight pilot study
and State stormwater permit for
municipalities will affect these
4.x Development Services
Director
Management Analyst,
Finance Staff
Implementation may be
supported by permit tracking
software
5.x Deputy City Engineer Senior Engineering
Technician
6.Funding through Mitigation
a. Design Station x Fire Lieutenant Command Staff
Development Services
b. Operational Procedures x Fire Lieutenant Public Safety Staff
c. Staffing x Fire Lieutenant Public Safety Staff
a. Create and annex Northwest Specific Plan
b. Explore revenue generating opportunities near casino
Update Public Facilities Financing Plan (PFFP) as project
costs change to ensure sufficient mitigations
Westside Fire Station Design, Plan, and Operation
Fiscal Year to
Accomplish
Goals, Strategy & Implementation Steps
Support implementation of major planned developments
Prepare and optimize Northwest Specific Plan for
economic growth and development
Assess potential impacts, develop mitigation measures,
and maximize the benefits of Graton Project
Assessment of needs, resources, capacity to implement
fee credits and districts of major developments
Update traffic, streetlight, and storm drain standards
DRAFT March 11, 2014 Action Plan
Page D - 10
20
1
3
-
1
4
20
1
4
-
1
5
20
1
5
-
1
6
20
1
6
-
1
7
20
1
7
-
1
8
Lead Department/
Position Team Members
Milestones
Progress
Comments
Fiscal Year to
Accomplish
Goals, Strategy & Implementation Steps
d. Fire Truck x Fire Lieutenant Public Safety Staff
7.
a. Fire Engine at Station 2 x Fire Lieutenant Public Safety Staff,
Finance Staff
8.
a. Design Station x Fire Lieutenant Public Safety Staff Dependent on PFFP revenue
D-2
1.x Finance Director Finance Staff, Public
Works Director,
Management Analyst
2.x Deputy City Engineer Utilities Supervisor,
Supervising
Maintenance Workers
Supports water rate study
3.X Development Services
Director
Management Analyst;
Development Services &
Public Safety Staff
Update Bike & Ped Plan in
coordination with Countrywide
update
4.x Public Works Director Administrative Analyst,
Management Analyst,
Utility Supervisor,
Supervising
Maintenance Worker
Regulatory driven (non-
discretionary)
5.x Public Works Director Public Works Staff
6.x Public Works Director Deputy City Engineer
Update General Plan and Bicycle/Pedestrian Master Plan
to support Roads and Complete Streets program and
comply with SB 375 State-mandated greenhouse gas
reductions
Upgrade water systems controls for water wells
Determine feasibility of City assuming management of
recycled water system
Storm Water Permit Implementation
Improve transportation and infrastructure
Water rate study
Develop capital needs assessment for water and sewer
systems
Fire Apparatus Replacement
Sonoma Mountain Fire Station
DRAFT March 11, 2014 Action Plan
Page D - 11
20
1
3
-
1
4
20
1
4
-
1
5
20
1
5
-
1
6
20
1
6
-
1
7
20
1
7
-
1
8
Lead Department/
Position Team Members
Milestones
Progress
Comments
Fiscal Year to
Accomplish
Goals, Strategy & Implementation Steps
7.x Deputy City Engineer Senior Engineering
Technician
8.x x x Public Works Director Deputy City Engineer,
Community Services
Supervisor
Funded with residual RDA bond
monies
9.x Public Works Director General Servcies
Supervisor
Casino Mitigation funding ($120K)
10.x Public Works Director Utilities Supervisor
11.x Public Works Director Admin Analyst, Utilities
Supervisor, Public Safety
Staff
Energy efficiency upgrade - meets
Climate Action Plan criteria
D-3
1.x Development Services
Director
Development Services
Staff
2.x Development Services
Director
Development Services
Staff
D-4
1.x Development Services
Director
Development Services
Staff
2.x x Planner III Development Services
Staff
Subject to development of
Countywide plan
Work on State Farm development entitlements
Evaluate Regional Traffic Impact Mitigation
Integrate State Farm/SMART train/City Center plans into a Priority Development Area
Public Safety HVAC System Upgrades
Community Center Complex Capital Projects
Develop tree replacement program
Develop comprehensive distribution system flushing
program
Implement Mandated Programs
Adopt Housing Element
Climate Action 2020
Complete Central Rohnert Park Priority Development Area
Plan
ITEM NO. 7.C.4
1
Meeting Date: March 11, 2014
Department: Development Services
Submitted By: Marilyn Ponton, Int. Development Services Director
Prepared By: Marilyn Ponton, Int. Development Services Director
Agenda Title: Authorizing and Approving the Second Amendment to the Consultant
Services Agreement with Dudek for Planning and Environmental Services
RECOMMENDED ACTION:
Approve a Second Amendment to the Agreement with Dudek for Planning and Environmental
Consulting Services for continued processing of numerous long range planning project
applications and entitlements. The planning experts at Dudek will only be used on an as-needed
basis under the direction of the Development Services Director depending on project workload.
BACKGROUND:
The City has major land development projects in Specific Plan / Planned Development Areas
underway or scheduled for hearing, action or implementation in 2014. The City anticipates
processing the environmental documents, entitlements, and annexations on these areas within the
next year. Rohnert Park remains unique in the concurrent processing of more than one major
project along with the implementation of recently approved projects.
ANALYSIS:
Dudek has been providing limited long range and current contract planning and environmental
services to the City on roadway improvement projects and the specific plans. This work load,
combined with the current staffing levels in the Development Services Department, creates a
need for additional planning resources to meet the City’s goals for economic development.
Long range planning is the process to review, analyze and entitle projects with a long range
planning horizon. Examples include specific plans such as Southeast, University District,
Northwest, Northeast Specific Plan, and planned developments such as Sonoma Mountain
Village, the Priority Development Area Plan, Rohnert Crossings and general plan related
entitlements. “Current planning “ involves the day to day review and entitlement processing of
short term projects such as Walmart, Amy’s and conditional use permits. Saving a few months or
years on the development project entitlement process means earlier creation of jobs, earlier
demand for supplies and materials from our local suppliers, and ultimately more tax revenue for
the City.
The planning work associated with processing specific plans and planned developments is fully
reimbursed by the developers of these projects with no General Fund impact.
Mission Statement
“We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow.”
CITY OF ROHNERT PARK
CITY COUNCIL AGENDA REPORT
ITEM NO. 7.C.4
2
OPTIONS CONSIDERED:
• Delay processing of specific plans and planned developments. This option is not
recommended as it may expose the City to liability and it also delays progress of
development projects such as the Northwest Specific Plan, the Northeast Specific Plan,
University District Specific Plan, Rohnert Crossing and implementation of the Wilfred
Dowdell Specific Plan.
• The City may consider contracting for limited planning services including environmental
review during the concurrent processing of major projects. When work is complete, then
the outside professionals are easily released. Fluctuations in work load are easily
addressed as the outside professionals will not be given work unless there is more than
City staff can process in a timely manner. This method has the advantage that we can
control what the outside professionals work on to make sure the work is reimbursed and
there is no General Fund Impact. This is the recommended option.
FISCAL IMPACT/FUNDING SOURCE:
Development Deposit Accounts: $145,000. These are costs fully reimbursed by developers and
applicants in compliance with City’s cost recovery policy at no cost to City and would be
charged to the respective developments and projects.
Department Head Approval Date: 2/18/2014
City Manager Approval Date: 2/25/2014
City Attorney Approval Date: 2/24/2014
Attachments (list in packet assembly order):
1. Resolution
2. Second Amendment to Consultant Services Agreement
2014-024
RESOLUTION NO. 2014-024
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK
AUTHORIZING AND APPROVING THE SECOND AMENDMENT TO THE
CONSULTANT SERVICES AGREEMENT WITH DUDEK
FOR PLANNING AND ENVIRONMENTAL SERVICES
WHEREAS, on February 6, 2013 the City entered into a Consultant Services Agreement
with Dudek for planning and environmental services (“Agreement”);
WHEREAS, on August 13, 2013 the City authorized and approved the first amendment
to this Agreement:
WHEREAS, under this Agreement, as amended, Dudek is providing limited long range
planning and environmental services to the City;
WHEREAS, to address increased development demand and limited staffing, the City
desires to modify the scope of the Agreement with Dudek to cover additional long range
planning and environmental services; and
WHEREAS, Dudek submitted a proposal for ongoing services indicating they have the
experience and expertise to provide said services; and
WHEREAS, City wishes to amend its agreement with Dudek to expand the scope of
services to include long range and environmental planning.
NOW THEREFORE BE IT RESOLVED by the City Council of the City of Rohnert
Park that:
1. The Agreement by and between Dudek and the City of Rohnert Park is hereby amended
to include additional ongoing on-call general planning and environmental review services
as described in Dudek’s proposal.
2. The City Manager is hereby authorized and directed to execute this second amendment in
substantially similar form to the second amendment to the agreement attached hereto as
Exhibit “A,” subject to minor modifications by the City Manager or City Attorney.
3. The Director of Development Services or his/her designee is authorized to administer the
implementation of the Second Amendment on behalf of the City.
2014-024
DULY AND REGULARLY ADOPTED this 11th day of March 2014.
CITY OF ROHNERT PARK
____________________________________
Joseph T. Callinan, Mayor
ATTEST:
_____________________________
JoAnne Buergler, City Clerk
Attachment – Exhibit A
BELFORTE: _________ MACKENZIE: _________ STAFFORD: _________ AHANOTU: _________ CALLINAN: _________
AYES: ( ) NOES: ( ) ABSENT: ( ) ABSTAIN: ( )
1
SECOND AMENDMENT TO THE CONSULTANT SERVICES AGREEMENT WITH
DUDEK
FOR GENERAL PLANNING AND ENVIORNMENTAL CONSULTING SERVICES
This Second Amendment to the Consultant Services Agreement between the City of Rohnert Park
(“City”) and Dudek (“Consultant”) for additional services (“Second Amendment”) is entered into as of
the ______ day of ____________________, 20___, (“Effective Day”), by and between City and
Consultant.
RECITALS
A. City and Consultant are parties to that certain Agreement entitled “Consultant Services
Agreement” dated February 6, 2013, and authorized by Resolution No. 2013-009, for general
planning, environmental and development review services for the Specific plan projects and
other reimbursable projects in the amount of $95,000 and;
B. On August 13, 2013 the City entered into the First Amendment and authorized by Resolution
No. 2013-115 to the contract with Consultant in the amount of $95,000.
C. The City has major land development projects in Specific Plan / Planned Development Areas
underway or scheduled for hearing, action or implementation in 2013/2014. The City
anticipates processing the environmental documents, entitlements, and annexations on these
areas within the next year.
D. City and Consultant now desire to enter into this Second Amendment to provide for additional
work as described below.
AGREEMENT
NOW, THEREFORE, in consideration of the following mutual promises, the parties hereby amend the
Agreement as follows:
1. Amendment to Scope of Services. In addition to the services provided for under Section 1
and Exhibit A of the under the Agreement, Consultant shall provide additional planning services
as provided for in the “Scope of Work” in the attached Attachment A, which is incorporated
herein by this reference and shall be considered to be part of Exhibit A.
2. Compensation. The Agreement originally provided for Consultant’s compensation not to exceed
$95,000 and the First Amendment provided for another $95,000 in services. Consultant shall
perform the above-referenced additional services described in this Second Amendment for a
total not-to-exceed amount of One Forty Five Thousand Dollars ($145,000) at the rates provided
for in the “Schedule of Charges” in the attached Attachment B, which is incorporated herein by
this reference and shall be considered to be part of the Agreement. Thus, the compensation
provided for in Section 3(A) of the Agreement shall be amended to include a total not to exceed
amount of $335,000.00.
2
3. Term. In addition to the services provided under the Agreement, the term of the Agreement
shall not exceed December 2016.
4. Agreement in Effect. Except as amended by this Second Amendment, the Agreement is
otherwise unmodified and shall remain in full force and effect and is incorporated and restated
herein as if set forth at length. Each reference in the Agreement to itself shall be deemed to
also refer to this Second Amendment.
5. Counterpart Signatures. This Second Amendment may be signed in multiple counterparts
which, when signed by all parties, shall constitute a binding agreement.
IN WITNESS THEREOF, the parties have executed this Second Amendment as of the date first
written above.
CITY OF ROHNERT PARK: CONSULTANT:
By: ________________________ /__________ By: _________________________ /_________
City Manager per Resolution No. 2014-XXX Name: ___________________ (Date)
Title: _____________________
ATTEST:
By: _________________________ /_________
_______________________________________ Name: ___________________ (Date)
City Clerk Title: _____________________
APPROVED AS TO FORM:
_______________________________________
City Attorney
3
CERTIFICATE OF CONSULTANT
I HEREBY CERTIFY that I am the _____________________________________, and a duly
authorized representative of the firm of _____________________________________, whose address is
______________________________________________________________________, and that neither I
nor the above firm I here represent has:
a) Employed or retained for a commission, percentage, brokerage, contingent fee, or
other consideration, any firm or person (other than a bona fide employee working
solely for me or the above consultant) to solicit to secure this Agreement.
b) Agreed, as an express or implied condition for obtaining this contract, to employ or
retain the services of any firm or person in connection with carrying out the
Agreement; or
c) Paid, or agreed to pay, to any firm, organization or person (other than a bona fide
employee working solely for me or the above consultant) any fee, contribution,
donation, or consideration of any kind for, or in connection with, procuring or
carrying out the Agreement.
Except as here expressly stated (if any);
I acknowledge that this certificate is subject to applicable State and Federal laws, both criminal and civil.
_________________ ___________________________________
Date Signature
4
EXHIBIT A
SCOPE OF WORK
March 2014
A. Development Review Planning Services
Consultant will provide contract staffing services to assist the City of Rohnert Park staff with
the project management and entitlement processing tasks for development projects under
review at the City. Service covered under this section is for service that is reimbursed by private
development and applicants under the City’s cost recovery program. Tasks to be performed
shall be specifically requested by City before and work is initiated and may include:
1. Environmental Document Preparation and Management Provide oversight and direction to
project applicants and environmental consultants throughout completion of the EIR
process, serving as primary contact between the City, the applicant and EIR consultant.
Review and comment on the environmental documents on behalf of the Planning
Division. Compile all EIR review comments completed by the various City departments
and assist with the interdepartmental coordination of EIR-related comments as needed.
Oversight and management of the EIR preparation; ensure routing of submittals to the
appropriate departments and agencies; and provide EIR status/schedule updates.
Ensure departmental files provide a legally-adequate EIR administrative record.
Complete or review environmental documentation to ensure compliance with CEQA
and other state regulations.
2. Application Review and Coordination Assist staff in ongoing processing and management
of the applications; update and organize all project files; review and comment on all
project submittals; and be responsible for scheduling regular meetings on an individual
and group basis between City staff, applicant and other agencies as needed to ensure
steady progress of the application processing. This would include communication and
coordination with each of the City departments and agencies in a manner that will
provide consistent responses and direction to the project applicant.
3. Development Agreement Provide support to City staff with Development Agreement
negotiations and completion of draft DAs.
4. Staff Report Preparation Prepare staff reports for Park and Recreation Commission,
Planning Commission and City Council hearing, conditions of approval and findings, as
directed by the Planning and Building Manager.
5. Public Hearing Preparation Prepare public presentation materials, including staff reports
and exhibits for the Commission and Council hearings.
6. Annexation Prepare annexation applications and coordinate process through LAFCO.
5
7. Project Implementation Review and provide input on all supporting plans, programs and
actions to ensure that the project is consistent with City policies and environmental
mitigation requirements. Coordinate update of Specific Plan, General Plan Diagram
and Zoning Map to reflect final decision on development projects.
8. Other Work As directed.
B. Biological Resources Studies, Permitting and Services
Consultant will provide biological services to assist the City of Rohnert Park staff with the
project management and entitlement processing tasks for development projects under
review at the City. Service covered under this section is for service that will be reimbursed
by private development and applicants under the City’s cost recovery program. Tasks to be
performed shall be specifically requested by City before and work is initiated and may
include:
1. Biological Resources Assessments Review background information (soils, aerial photos,
topographic maps, other environmental documents). Obtain report from the California
Natural Diversity Data Base for special status species occurrences in the region. Perform
query of the California Native Plant Society database for rare plants with potential to
occur in the project area. Obtain a database report from the USFWS for special-status
species with potential to occur in the project area and critical habitat. Conduct field
survey of site to inventory vegetation types and wildlife habitat. Prepare a list of
observed plants and animals. Prepare exhibits including habitat maps, species
occurrence data, critical habitat, and ground photos. Identify the location of any special
status species populations. Prepare Biological Resources Assessment report
documenting results of research and field survey(s).
2. Special-status Plant and Animal Surveys Biologists will survey the site for the occurrence of
special-status species according to applicable regulatory guidance for surveys within the
Santa Rosa Plain Conservation Strategy Area. Prepare a list of species observed and field
map locations of any rare plant populations or special-status animal species observed.
Prepare exhibits to identify the locations of species mapped during the field survey.
Incorporate the results of the survey into survey report include recommendations for
appropriate mitigation strategies for any species identified.
3. Wetland Delineations and Verifications Wetland delineations will be conducted to the
standards established by the San Francisco District Corps office. Obtain and evaluate
background data, such as aerial photographs, soils maps, and other pertinent
information. Conduct a wetland delineation according to the Corps’ 1987 manual using
the three parameter method described in the manual. Create a wetland delineation map
showing the features identified as waters of the United States during the delineation site
visit. Prepare a Wetland Delineation Report for submission to the U.S. Army Corps of
Engineers. Work with the Corps to finalize verification of the Wetland Delineation map.
4. Resource Agency Consultation and Permitting Resource specialists will work on behalf of
the City with applicable state and federal agencies to consult regarding Clean Water Act,
Endangered Species Act and other regulations to obtain information and permits, as
needed.
6
5. Other Work As directed.
7
EXHIBIT B
DUDEK
SCHEDULE OF CHARGES
PLANNING AND ENVIRONMENTAL SERVICES
Principal ...................................................... $180.00/hr
Senior Project Manager/Specialist II ........... $175.00/hr
Senior Project Manager/Specialist I ............ $170.00/hr
Environmental Specialist/Planner VI ........... $165.00/hr
Environmental Specialist/Planner V ............ $160.00/hr
Environmental Specialist/Planner IV ........... $150.00/hr
Environmental Specialist/Planner III ............ $140.00/hr
Environmental Specialist/Planner II ............. $130.00/hr
Environmental Specialist/Planner I .............. $120.00/hr
Analyst ........................................................ $100.00/hr
Planning Research Assistant ........................ $75.00/hr
OFFICE SERVICES
Technical/Drafting/CADD Services
3D Graphic Artist ............................................ $150.00/hr
Senior Designer ............................................. $135.00/hr
Designer ........................................................ $125.00/hr
Assistant Designer ......................................... $120.00/hr
GIS Specialist IV ............................................ $140.00/hr
GIS Specialist III ............................................ $130.00/hr
GIS Specialist II ............................................. $120.00/hr
GIS Specialist I .............................................. $110.00/hr
CADD Operator III .......................................... $115.00/hr
CADD Operator II ........................................... $110.00/hr
CADD Operator I .............................................. $95.00/hr
CADD Drafter ................................................... $85.00/hr
CADD Technician ............................................ $75.00/hr
SUPPORT SERVICES
Technical Editor lll .......................................... $140.00/hr
Technical Editor ll ........................................... $125.00/hr
Technical Editor l ........................................... $110.00/hr
Publications Assistant lll ................................. $100.00/hr
Publications Assistant ll ................................... $90.00/hr
Publications Assistant l .................................... $80.00/hr
Clerical Administration II .................................. $70.00/hr
Clerical Administration I ................................... $65.00/hr
Emergency and Holidays – Minimum charge of two hours will be billed at 1.75 times the normal rate.
Material and Outside Services – Subcontractors, rental of special equipment, special reproductions and blueprinting, outside data processing and
computer services, etc., are charged at 1.15 times the direct cost.
Travel Expenses – Mileage at current IRS allowable rates. Per diem where overnight stay is involved is charged at cost
ITEM NO. 7.C.5
1
Meeting Date: March 11, 2014
Department: Administration
Submitted By: Darrin Jenkins, City Manager
Agenda Title: Approving the Job Description and Salary Range for Executive Assistant to the
City Manager and Adjusting Positions Allocated to City Administration
RECOMMENDED ACTION: Approve resolution of the City of Rohnert Park approving a job
description and salary range for Executive Assistant to the City Manager and adjusting the
allocated position from Secretary II to Executive Assistant to the City Manager.
BACKGROUND:
Given the pending retirement of the incumbent in the Secretary II position in City
Administration, Human Resources initiated a job analysis of the Secretary II position and the
associated support needs of City Administration. The classification of Secretary II is for a
traditional secretary—sorting mail, answering general phones, transcribing dictation, typing,
scheduling, etc. Due to technological advances, the current City Administration has fewer
traditional secretarial needs, which provides an opportunity to utilize the single administrative
position in City Administration at a higher level in addition to supporting the City Council’s
needs.
ANALYSIS:
Analysis has shown that the higher level support needs of City Administration have grown in
recent years. A job description for the Executive Assistant to the City Manager is attached to
this report. In addition to performing secretarial duties for the CMO and City Council, the work
will require more detailed technical support knowledge and skills for duties including:
- research and analysis on city-wide policy and procedural issues,
- leading city-wide administrative support efforts in the development and delivery of
consistent operational practices;
- high level skills supporting presentations and with financial and contractual
documentation;
- supporting labor negotiations through analysis and costing of proposals
- assistance with economic development efforts, and
- preparation of department budget and tracking expenditures.
The Executive Assistant to the City Manager would be assigned to a current vacancy and does
not change existing staffing levels. The Executive Assistant position will report to the City
Manager and receive direction from the Assistant City Manager.
This new class would be assigned to the Confidential Unit as determined by the Higher
Education Employer-Employee Relations Act (HEERA) of 1978 definition, “an employee …
Mission Statement
“We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow.”
CITY OF ROHNERT PARK
CITY COUNCIL AGENDA REPORT
ITEM NO. 7.C.5
2
whose duties normally require access to confidential information which contributes significantly
to the development of such management position (in meet and confer).”
FISCAL IMPACT:
With the additions in the scope of the position, the compensation has been adjusted upward to be
in to the range 81x which is $5,952 per month at the top salary step. For comparison, this is
within the range of the previous Administrative Secretary position and just slightly higher than
the Administrative Analyst range. It is also just under the average of the City’s comparator cities
for similar positions, as is shown in the attached chart. These cities were selected based on their
per capita revenue being similar to Rohnert Park.
The impact to the City Administration budget will be an approximate increase of $14,058
annually in base salary and approximately $3,374 in benefits.
Position Title Salary ($/yr.)
(Eliminate) Secretary II (SE2A) – Confidential (72CF) $57,366
(New) Executive Assistant to the City Manager – Confidential $71,424
TOTAL IMPACT: $14,058
Staff recommends that the Council approve a change in the allocation in the FY 2014-15 budget
from the position of Secretary II to Executive Assistant to the City Manager. While the proposal
does involve a cost increase, this is a critical position for the efficient management of the City by
the City Council, City Manager, and Assistant City Manager. Quality, higher level support of
the Council and City Manager is a good investment.
Department Head Approval Date: March 4, 2014
City Manager Approval Date: March 4, 2014
City Attorney Approval Date: March 4, 2014
Attachments (list in packet assembly order):
1. Resolution of the City of Rohnert Park Approving Job Description and Salary Range
for Executive Assistant to the City Manager (EACM) and changing the allocated
position from Secretary II to Executive Assistant to the City Manager
2. Job description for Executive Assistant to the City Manager (EACM)
3. Salary comparison chart
RESOLUTION NO. 2014-025
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK
APPROVING A JOB DESCRIPTION AND SALARY RANGE FOR
EXECUTIVE ASSISTANT TO THE CITY MANAGER AND ADJUSTING THE
ALLOCATED POSITION FROM SECRETARY II TO EXECUTIVE ASSISTANT TO
THE CITY MANAGER
WHEREAS, the retirement of the incumbent of the Secretary II position in the City
Manager’s office will create a vacancy, and
WHEREAS, staff has analyzed current staffing needs, options and costs and
recommends creating a new position of Executive Assistant to the City Manager rather than fill
the vacancy at the current Secretary II level, and
WHEREAS, staff recommends the new Executive Assistant to the City Manager
position be placed in the Confidential Unit at the salary range of 81x, at $4,897 – $5,952 per
month.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Rohnert
Park approves the new Executive Assistant to the City Manager position at the salary range
stated above and authorizes the City Manager to initiate recruitment.
BE IT FURTHER RESOVLED that the position of Secretary II allocated to the City
Manager’s Office in the FY 2014-15 budget shall be eliminated upon the retirement of the
incumbent and one Executive Assistant to the City Manager position shall be allocated in its
place.
DULY AND REGULARLY ADOPTED by the City Council of the City of Rohnert
Park this 11th day of March, 2014.
CITY OF ROHNERT PARK
____________________________________
Joseph T. Callinan, Mayor
ATTEST:
_____________________________
JoAnne Buergler, City Clerk
BELFORTE: _________ MACKENZIE: _________ STAFFORD: _________ AHANOTU: _________ CALLINAN: _________
AYES: ( ) NOES: ( ) ABSENT: ( ) ABSTAIN: ( )
City of Rohnert Park
Executive Assistant to the City Manager
DEFINITION
Under general supervision of the City Manager, performs, coordinates and oversees technical
and office administrative duties in support of the City Manager’ office and the City Council;
provides broad-based administrative support including producing staff reports, correspondence
and agenda packets; researches policy and procedures; supports City Council and City
Manager staff including maintaining executive calendars; and performs related duties as
required.
DISTINGUISHING CHARACTERISTICS
The Executive Assistant to the City Manager is a high level, single position administrative
support class requiring the ability to exercise sound judgment and demonstrate political acumen
when working with elected officials and the public concerning sensitive information in complex
situations. The position will facilitate the City Manager work flow of activities and manage the
day-to-day activities of the City Manager’s Office. This position frequently interacts with City
staff and representatives of the public acting as first contact for the City Manager’s office with
regional government officials, city executive staff and community interest groups. The position is
distinguished from other administrative and management support classifications by the
sensitivity and complexity of the work performed and by the required knowledge of the
operations and administration policies and procedures of the City Manager’s Office and City
Council.
SUPERVISION RECEIVED/EXERCISED
Supervision is provided by the City Manager with additional direction from the Assistant City
Manager.
ESSENTIAL JOB FUNCTIONS
(These duties are a representative sample; position assignments may vary)
• Provide complex, responsible and confidential administrative support to the City
Manager and Assistant City Manager and to the Mayor and City Council including
drafting policy, procedures, agenda items and proclamations, scheduling executive
calendars, and making arrangements for large community group meetings.
• Research and assemble information; verify that information or data is complete,
accurate, and consistent, and provide analyses for draft reports; prepare reports,
correspondence, memoranda and administrative procedures and policies for distribution
to directors, managers, supervisors, and City employees; develop and format forms,
charts and reports; edit and review documents for grammatical and punctuation errors.
• Maintain official records and execute administrative policies determined by, or in
conjunction with, other officials; act as a technical resource on more difficult
administrative support problems or specialized issues.
• Prepare and/or oversee set up and arrangements for City presentations and community
meetings.
• Develop and maintain City Manager website including design, posting updates and
related information.
• Coordinate public relation efforts by preparing press releases, public information material
or newsletters; work cooperatively with community organizations; respond to citizen
inquiries and complaints received by City Council members and City Manager's office.
• Make travel arrangements for the City Manager and City Council; maintain appointment
schedules and calendars for the City Manager and City Council; arrange meetings and
conferences.
• Interact with the public as intermediary for the City Manager; handle complaints and
respond to questions.
• Interpret and comprehend an extensive variety of technical instructions, statistical data
and reports, and deal with several abstract and concrete variables; interpret City policies
and procedures.
• Establish and maintain effective relationships with those contacted during the course of
the work.
OTHER DUTIES
• Attends commission and other meetings to take notes and prepare minutes as needed.
• Performs other duties and functions as City Manager may from time to time assign.
QUALIFICATIONS
Experience/Education
Sufficient experience and education to successfully perform the duties of the Executive
Assistant to the City Manager. A typical way of obtaining the required qualifications is to
possess five years of increasingly responsible administrative support experience that includes
least two years of executive /management level support within a government, non-profit or
similar agency with support to a governing board.
Knowledge of:
• Codes, policies, regulations and procedures related to the City Manager’s office and
other departments affecting the operation of the City.
• Exemplary customer satisfaction skills, including English usage, grammar, spelling, and
punctuation and
• Modern office methods, procedures, and equipment and business letter writing; basic
financial recordkeeping techniques.
• Local government organizational structure and procedures, and operating details of a
municipal government.
• Record keeping principles and procedures.
• Proper English usage, spelling, grammar, and punctuation.
• Business correspondence formatting; basic budgeting theories and principles; time
management and calendaring techniques.
• Standard office and administrative policies and procedures; business arithmetic; and
business letter writing and the standard format for typed materials and computer
applications related to the work.
• Standard office administrative practices and procedures, including the use of standard
office equipment.
• City policies, rules, and regulations; operations, procedures, rules, and precedents of the
City, department, and program where assigned.
• Laws and regulations regarding the maintenance, retention, and destruction of public
records; account and statistical recordkeeping.
• Operation of a standard office computer and related software and equipment including
significant knowledge of MicroSoft Office Suite.
Ability to:
• Understand the organization and operation of the City and outside agencies as
necessary to assume assigned responsibilities.
• Compose correspondence independently or from brief instruction.
• Interpret and apply a variety of office assistance and administrative support assignment.
• Take responsibility and exercise good judgment in recognizing scope of authority;
perform responsible and difficult administrative support work.
• Deal effectively with the public, elected officials and City staff, both in person and over
the telephone.
• Work cooperatively and gain consensus across departments; maintain effective working
relationships and promote consensus and City-wide communication.
• Understand and carry out oral and written directions.
• Maintains logs, tracking systems, web-based and data-base information tracking.
• Prepare and analyze statistical data, tables, and charts.
• Maintain confidentiality of documents, materials, and information.
• Interpret and apply administrative rules, regulations, policies, and procedures.
• Read, analyze, and interpret general business periodicals, professional journals,
technical procedures, or government regulations.
• Organize work, set priorities, meet critical deadlines, and follow up assignments with
minimum direction.
• Effectively present information and respond to questions from groups of managers,
clients, customers, and the general public.
• Perform financial and statistical recordkeeping; prepare clear, concise, and accurate
records and reports; prepare correspondence.
• Perform a variety of information gathering and administrative assistance assignments;
• operate a variety of standard office word processing, spreadsheet, publishing, database
management software and office computers;
• Maintain good public relations with people contacted during the work assignments and
establish and maintain cooperative working relationships.
Working Conditions
This position requires prolong sitting, standing, walking, reaching, twisting, turning, kneeling,
bending, squatting, and stooping in the performance of daily activities. The position also
requires grasping, repetitive hand movement, and fine coordination in the preparing of statistical
reports and data, using a computer keyboard. Additionally, the position requires near vision in
reading correspondence, statistical data and using a computer, and hearing is required when
providing phone and communicating in person. The need to lift, drag, and push files, computer
reports, or other materials weighing up to 25 pounds also is required.
March 11, 2014
$‐
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
DanvilleMartinezRohnert
Park
Pleasant
Hill
PacificaBelmontSan
Ramon
Mo
n
t
h
l
y
Sa
l
a
r
y
Executive Assistant to City Manager
Salary Comparison
Average
ITEM NO. 8
1
Meeting Date: March 11, 2014
Department: Administration
Submitted By: Darrin Jenkins, City Manager
Agenda Title: SONOMA COUNTY Library amended Joint Powers Agreement (JPA)
Review Advisory Committee Proposed Governance -Provide direction to City
Liaison regarding board membership of an amended JPA for the Sonoma County
Library System
RECOMMENDED ACTION:
City Council’s liaison to the countywide committee reviewing the Sonoma County Library System
Joint Powers Agreement requested City Council direction on a proposal to allow Sonoma County
and City of Santa Rosa to appoint one voting member each and one additional voting member
selected by the two agencies.
BACKGROUND:
The Sonoma County Library (which operates the Rohnert Park Library) was established in 1975
through a Joint Powers Agreement (JPA). The JPA members are Sonoma County, Santa Rosa,
Healdsburg, Petaluma, and Sonoma. The seven member board includes five county supervisor
appointees and one member each from Petaluma and Santa Rosa. The parties are seeking an update
of the JPA. The amendment would change the number of board members, among other things.
ANALYSIS:
Rohnert Park is not currently a member of the library JPA, although the JPA provides library
services at the Rohnert Park Library. Because Rohnert Park is not a current JPA member, it does
not have veto power over the Amended JPA terms.
Under the amended JPA, it was proposed that each city and the county would have a single voting
member, for a total membership of 10. Sonoma County currently has five voting members on the
JPA board. It was seeking two voting members in the new JPA. Santa Rosa was also seeking two
voting members. Petaluma was objecting to additional voting members for those two agencies.
There is apparently a compromise position which is to allow one voting member each for Sonoma
County and Santa Rosa and for them to jointly appoint one additional member, for a total
membership of 11.
Mission Statement
“We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow.”
CITY OF ROHNERT PARK
CITY COUNCIL AGENDA REPORT
ITEM NO. 8
2
CONCLUSION:
Staff is not opposed to the compromise position. The JPA would have 11 members under the
compromise, as opposed to 12 if each of the larger agencies received two voting members and
compared to 10 members if each agency had one vote. The difference between 10 and 11 votes does
not seem material in this instance.
Department Head Approval Date: 3/3/2014
City Manager Approval Date: 3/3/2014
City Attorney Approval Date: 3/3/2014
Attachments (list in packet assembly order):
Performing Arts
Center
Use of Unrestricted Endowment Funds &
FY 2013-14 Budget Amendment Request
March 11, 2014
Introduction
•Provide overview of PAC history & review details of
Endowment Fund structure
•Discuss historical financial performance of PAC
productions and impacts on General Fund
•Provide overview of FY 2014-15 proposed
production season
•Outline details of proposed 2014-15 In-house
Production Program
•Introduce new concept for funding the PAC in-
house productions
PAC History
•State-of-the-art facility completed in 1990
•Funded partially with community member
donations
•Provides valuable community service through
affordable access to performing arts
•Totals 41,000 sq. ft. and houses 2 theatres
•Seats 550 patrons in the Nellie W. Codding Theatre
and 125 patrons in the smaller Bette Condiotti
Experimental Theatre
•Offers a variety of dance, music and theatre
performances
PAC Endowment Fund
•Created in 1989
•Intent is to:
1.Generate funds from earned interest to offset operational
expenses
2.Keep rental rates and ticket prices affordable to
community members
3.Use funds for general charitable purposes of the PAC
•Total value = $1,195,000
•Consists of two funding types:
1.Restricted ($500,000) – secured as a base from which
interest is generated
2.Unrestricted ($695,000) – can be used in a manner
consistent with purpose of fund
PAC Financial
Considerations
•In-house production revenues historically exceed
costs
•Other revenue sources:
o rental fees
o interest income
•Some building overhead and other fixed costs
funded by General Fund
PAC In-house Productions
•Nine (9) in-house productions since Aug. 2011
(Net earnings = $71,807)
•Events are very popular with over 20,000 attending
in the past three years
•Cumulative revenue from ticket sales has exceeded
production expenses by approx. 30%
•In-house productions have successfully reduced the
overall financial impact to the General Fund
Historical Growth Chart
$9,942
$14,591
$27,490
$39,274
$47,095 $49,183
$60,101 $62,893
$71,807
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
Willy WonkaJekyl & HydeLegally BlondeWizard of OzCamelotForumYoung FrankensteinBrigadoonScroogeAugust
2011
October
2011
May
2012
August
2012
October
2012
February
2013
May
2013
October
2013
December
2013
PAC Production Growth Trend
(Historical Cumulative Net Earnings)
Cumulative…
Historical Net Revenue
Growth Trend
*Note: productions cut in FY 2013-14
$27,490
$32,611 $30,395
$55,490
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
FY 2011-12
(3 Productions)
FY 2012-13
(4 Productions)
*FY 2013-14
(5 Productions)
FY 2014-15 (Projected)
(7 Productions + Summer
Youth Program)
Historical Net Revenue Growth Trend
Net Revenue
(Projected)
(2 Productions
Projected)
PAC In-house Productions
•Upcoming FY 2013/14 productions include:
PAC In-house Productions
PAC In-house Productions
5. Applause
6. Deathtrap
7.Mary Poppins
2015 Summer Youth
Program Start-up (TBD)
1.Oliver!
2.Bell, Book and Candle
3.Guys and Dolls
4.Scrooge
•7 productions proposed in FY 2014-15 (plus the
Summer Youth Program)
•Projected net earnings = $55,490
Projected Net Earnings – FY 2014-15
$17,000
$23,420
$31,070
$34,370
$42,020
$46,940
$55,490
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
OLIVER!BELL, BOOK
AND CANDLE
GUYS AND
DOLLS
SCROOGE APPLAUSE DEATHTRAP MARY
POPPINS
Projected Cumulative Net Earnings - FY 2014-15
Cumulative
Net $ + (-)
General Fund Impact
(Current Model)
•A large percentage of production costs must be committed months in advance
•Impacts the General Fund which must absorb upfront costs
•Upfront costs include expenses for:
o Royalties, Marketing, Construction materials, PT labor
•Lag-time for repayment of production revenue to General Fund
•General Fund eventually paid back an amount > initial investment
•Excess Revenue covers some fixed costs (decreases GF impact)
General Fund Impact
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
With Productions Without Productions
FY 2014-15 Projected
Expense
Revenue
GF Obligation
$121,000
GF Obligation
$176,000
Proposed In-house
Production Program
•Propose using unrestricted endowment monies to
fund in-house productions
•Benefits include:
o Provides ‘seed’ money for in-house productions
o Relieves impact on the General Fund
o Furthers the intent of the endowment fund…
•‘to provide affordable, high quality programs
to the community’
•‘to be used for general charitable purposes of
the PAC’
Other Ongoing
Fundraising Efforts…
PAC staff actively campaigns for ways to offset
production expenses by utilizing the RP Foundation
and by seeking the following:
1.Donations
Monetary
Production material items - costumes, equipment, etc.
Marketing - radio air time, mailers, printing services, etc.
2.Volunteers
3.Sponsorships
Fundraising Campaign in
Development
PAC staff has been working with community members
to organize a volunteer group, ‘Friends of PAC’
The purpose of this volunteer organization is to
accomplish the following goals:
1.Organize annual fundraising efforts to sell ads in
event programs and advertising for the digital
slide rotation in the lobby
2.Investigate grants under the umbrella of the RP
Foundation
3.Explore other viable fundraising efforts
FY 2013-14 Proposed
Budget Amendment
•Staff recommends amending the FY 2013-14
budget in the amount of $32,500
•Money would be used as ‘start-up’ funding to re-
establish the Summer Youth Program
•This program provides a valuable service to youth in
the community by training participants for the FY
2014-15 production of ‘Oliver!’
•Program spans two fiscal years (FY 2013-14 & 2014-
15)
•Anticipated net revenue is $17,000
Conclusion
•Launching this new model would:
o provide a mechanism for uninterrupted,
affordable, quality community service
o have no negative impact on the General Fund –
no risk
o maintain reasonable rental and ticket rates at
the PAC
o Reduce General Fund impact for PAC operating
expenses
ITEM NO. 9
1
Meeting Date: March 11, 2014
Department: Public Works & Community Services
Submitted By: John McArthur, Director of Public Works & Community Services
Prepared By: John McArthur, Director of Public Works & Community Services
Carol Adams, Administrative Analyst
Agenda Title: SPRECKELS PERFORMING ARTS CENTER (PAC) BUDGET
AMENDMENT - Consideration of use of PAC Unrestricted Endowment Funds
to facilitate theater productions and 2013-14 Budget amendment request
RECOMMENDED ACTION:
Staff recommends that the City Council adopt a resolution to: 1) authorize the use of unrestricted
endowment funds to facilitate theatre productions, and 2) amend the FY 2013-14 Performing
Arts Center operating budget to add $32,500 for the Summer Youth Program production
expenses from endowment funds
BACKGROUND:
The Speckles Performing Arts Center provides valuable community services through affordable
access to the performing arts. Since 2011, there have been nine “in-house” (produced by City
staff) theatre productions. These in-house productions include shows such as Camelot, Young
Frankenstein, and Scrooge, have proven to be very popular and well-attended events. In the past
three years, over 20,000 people have attended the series of in-house theatre productions.
Additionally, cumulative revenue from ticket sales has exceeded production expenses by
approximately 30% (see attached theatre production history chart). Prior to 2011, the
Performing Arts Center was primarily used as a rental facility where external service providers
rented the facility and ran their own performances. While the Performing Arts Center does not
fully recover all operating expenses, the overall financial burden to the General Fund has
decreased since commencing the in-house theatre productions.
Endowment Fund
In 1989 the Performing Arts Center Endowment Fund was created. The purpose of the
Endowment Fund is to generate enough funds from earned interest to substantially offset the
operation expenses incurred at the Performing Arts Center and to keep those expenses from
being reflected in community rental rates and ticket prices.
The Endowment Fund has a total value of $1,195,000. The monies in the Endowment Fund
consist of two types: 1) $500,000 of restricted funds where the principal cannot be spent and is
secured as a base from which interest is generated; and 2) $695,000 in unrestricted funds that can
be spent for the purpose of meeting the intent of the fund.
Mission Statement
“We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow.”
CITY OF ROHNERT PARK
CITY COUNCIL AGENDA REPORT
ITEM NO. 9
2
Restricted Endowment Funds
The Dorothy Rohnert Spreckels Performing Arts Center Endowment Fund was established by
the City to generate earned interest to help offset the operation expenses and to help keep those
expenses from reflecting in rental rates and ticket prices. The interest earnings are included in
the Performing Arts Center operating budget as a revenue source. The restricted Endowment
Fund has a principal balance of $500,000. Those funds were donated to the City via a Trust
established by Dorothy Rohnert Spreckles. The Trust dictated that income generated from the
$500,000 be placed in an Endowment Fund be used for the general charitable purposes of the
Performing Arts Center The principal is restricted, it cannot be used (spent) and must remain in
place in order to generate interest.
Unrestricted Endowment Funds
Besides interest earnings, pursuant to Council resolution 1990-185, the City committed
additional funds to the Endowment Fund. These additional funds were generated from the sale
of real property which was donated by Codding Enterprises for the benefit of the Endowment
Fund. These funds may be expended for any purpose consistent with the intent of the
Endowment Fund.
The current balance of the unrestricted Endowment Fund is $695,000. Previously, in October
2012, these funds were used to purchase $40,000 in new LED stage lighting. The new LED
stage lights greatly improved the theatre lighting quality while lowering energy expenses.
ANALYSIS:
Staff is seeking ways to increase service to the community without impacting the General Fund.
Based upon attendance figures over the past few years, staff has determined that the Performing
Arts Center in-house productions have been very successful in provided affordable, high quality
community service.
General Fund Operating Cash
The in-house productions have also earned more revenue than production costs. Production
costs include all costs associated with theatre productions and do not include fixed costs such as
building overhead.
A large percentage of production costs must be committed to and paid for months in advance of
the actual production. The General Fund has previously had the burden of funding these advance
or upfront production costs. Upfront costs include expenses for royalties, marketing, construction
material, and part-time labor. Although the General Fund is eventually paid back from
production revenue (ticket sales), there is a lag in repayment that could strain available General
Fund cash. Although the City has made great strides in closing its operating budget deficit,
available General Fund cash needed to meet ongoing and nondiscretionary financial obligations
continues to be an area of concern.
Proposed In-house Production Funding Program
In an effort to relieve the burden on General Fund operating cash and to continue to provide
affordable high quality programs, staff is recommending to fund future in-house productions
from the unrestricted endowment fund. In this scenario, the endowment fund monies would be
used as “seed” money for in-house productions and would be paid back with production revenue.
Staff believes that using the unrestricted endowment funds as recommended is consistent with
the purpose of the Endowment Fund because these funds would replace General Fund subsidies
that offset operating costs which would otherwise be reflected in the Performing Arts Center’s
ITEM NO. 9
3
rental rates and ticket prices. Using the endowment fund in this way would also enable the
Performing Arts Center to continue to provide affordable high quality productions with no
negative impact to the General Fund. Based on the net operating revenue trend from previous in-
house productions (see attached chart), staff is also confident that there is little to no risk of
repaying the endowment fund back. If the net revenue trend were to change, the status of the
production program could readily be modified or discontinued.
2014-15 Production Season
Staff has prepared a proposed 2014-15 theatre production plan (attached) for City Council
consideration with the 2014-15 operating budget. The in-house productions are proposed to be
funded from the unrestricted endowment through the program described above.
As part of the proposed 2014-15 production plan, the Summer Youth Program ‘Oliver!’
(cancelled this past summer) would begin in July 2014. Planning for this program would need to
start within the next few weeks. In order to proceed with the program, production work and
associated expenses (royalties, construction supplies, and marketing) would need to occur this
fiscal year.
2013-14 Budget Amendment
Staff recommends amending the 2013-14 Performing Arts Center operating budget to add
$32,500 for the Summer Youth Program’s production expenses. The added expenditure would
be funded from the unrestricted funds in the Endowment Fund through a ‘transfer-in.
This program spans over two fiscal years with revenue and expenditures in both fiscal years
2013-14 & 2014-15 (see attached Summer Youth Program Revenue and Expenditure Summary).
The total Summer Program revenue and expenditures are projected to be $70,660 and $60,500
respectively. Staff anticipates receiving $12,000 in revenue from this production in the current
fiscal year.
CONCLUSION
Launching a new model for Performing Arts Center in-house production funding from the
unrestricted portion of the endowment fund will provide a mechanism to provide uninterrupted,
affordable, quality community service with no negative impact to the General Fund or to the
PAC’s rental rates and ticket prices.
Based on the recent history, revenue from productions is expected to continue to exceed
expenses. In addition to paying the endowment back, excess revenues would also provide the
added benefit of reducing the General Fund burden for operating the facility. If the productions
were to cease, the Performing Arts Center operating deficit and General Fund burden would
increase. This funding model provides an opportunity to provide and sustain quality
programming while reducing the General Fund burden with no risk to the General Fund.
Department Head Approval Date: February 24, 2014
City Manager Approval Date: March 6, 2014
City Attorney Approval Date: February 26, 2014
Attachments: 1. Resolution
2. Performing Arts Center Production History Chart
3. Performing Arts Center Production Growth Trend Chart
4. Theatre Production Plan (8 pages)
5. Projected 2014-15 Theatre Productions Net Earnings Chart
RESOLUTION NO. 2014-026
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK
AUTHORIZING THE USE OF UNRESTRICTED PERFORMING ARTS CENTER
(PAC) ENDOWMENT FUND MONIES AND AMENDING THE FY 2013-14
OPERATING BUDGET FOR THE PAC IN THE AMOUNT OF $32,500.00
TO FACILITATE THEATRE PRODUCTIONS
WHEREAS, the Spreckels Performing Arts Center (PAC) provides valuable community
services through affordable access to the performing arts; and
WHEREAS, since 2011, there have been nine “in-house” theatre productions, the revenue
from which has historically proven to significantly decrease the financial impact of the PAC’s
operational budget on the General Fund; and
WHEREAS, the City has an Endowment Fund for the benefit of the Performing Arts
Center; and
WHEREAS, the purpose of the Endowment Fund is to generate earned interest to help
offset the operational expenses of the PAC and to help keep those expenses from reflecting in
rental rates and ticket prices; and
WHEREAS, collectively, the Fund contains a total of $1,195,000; $500,000 in principle
which is restricted and cannot be expended and $695,000 in unrestricted funds which can be used
to for the purposes of the Fund; and
WHEREAS, staff is seeking ways to increase service to the community through the PAC
programs without impacting the rental rates, ticket prices or the General Fund by using the
unrestricted endowment fund monies to offset operational expenses by funding future PAC
productions, and by increasing the FY 2013/14 budget appropriation to fund the Summer Youth
Program to meet this intent.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Rohnert
Park that it does hereby authorize and approve: 1) the use of unrestricted Performing Arts Center
Endowment Fund monies; and 2) the amendment of the FY 2013-14 operating budget for the
PAC in the amount of $32,500.00 to facilitate theatre productions.
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.
2014-026
DULY AND REGULARLY ADOPTED this 11th day of March, 2014.
CITY OF ROHNERT PARK
____________________________________
Joseph T. Callinan, Mayor
ATTEST:
_____________________________
JoAnne Buergler, City Clerk
BELFORTE: _________ MACKENZIE: _________ STAFFORD: _________ AHANOTU: _________ CALLINAN: _________
AYES: ( ) NOES: ( ) ABSENT: ( ) ABSTAIN: ( )
(ATTACHMENT 2)
23,942
21,149
32,399 31,484
41,021
22,588
48,918
39,792
23,914
14,000
16,500
19,500 19,700
33,200
20,500
38,000 37,000
15,000
9,942
4,649
12,899 11,784
7,821
2,088
10,918
2,792
8,914
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
Willy Wonka Jekyl & Hyde Legally Blonde Wizard of Oz Camelot Forum Young
Frankenstein
Brigadoon Scrooge
August 2011 October 2011 May 2012 August 2012 October 2012 February 2013 May 2013 October 2013 December 2013
PAC Production History
Revenue
Expense
Net $
+(-)
(ATTACHMENT 3)
$9,942
$14,591
$27,490
$39,274
$47,095 $49,183
$60,101
$62,893
$71,807
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
Willy Wonka Jekyl & Hyde Legally Blonde Wizard of Oz Camelot Forum Young
Frankenstein
Brigadoon Scrooge
August 2011 October 2011 May 2012 August 2012 October 2012 February 2013 May 2013 October 2013 December
2013
PAC Production Growth Trend
(Historical Net Earnings)
Cumulative Net $…
PAC Productions
FY 2014‐15 Budget Projections
Production Name
1OLIVER!
Revenue FY 2014‐15
2FY 2013‐14
AmendedTotal
Ticket Sales49,680
Workshop Fees (Summer Youth Program)12,000 12,000
Capital Improvement Fee4,320
Concessions2,500
SUBTOTAL REVENUE68,500$ 12,000$ 80,500$
Expense
Royalties10,000
Musical Director2,000
Choreographer1,000
Costumes3,000
Costume Designer1,000
Cast7,500
PT Labor10,000
Orchestra9,000
Props and Set Dressing500
Construction Materials3,500
Postage1,500
Marketing6,000
Power3,000
Workshop Director3,000
Workshop Choreographer1,000
Workshop Music Director1,500
SUBTOTAL EXPENSE31,000$ 32,500$ 63,500$
NET EARNINGS37,500$ (20,500)$ 17,000$
1 This production is for the calendar year 2014 summer production, 'Oliver!'
2 Expenses/Revenues included in Feb. 2014 budget amendment
*12 Performances ‐ 180 tickets x $23/per
1 of 8
PAC Productions
FY 2014‐15 Budget Projections
Production Name
BELL, BOOK AND CANDLE
Revenue FY 2014‐15
Ticket Sales*23,920
Concessions2,000
Capital Improvement Fee2,000
SUBTOTAL REVENUE27,920$
Expense
Royalties1,200
Actor Fees3,000
Director Fee1,500
Costume Designer1,000
Costumes1,500
Construction Materials1,000
Props and Set Dressing500
P/T Labor4,000
Postage1,300
Marketing4,000
Power2,500
SUBTOTAL EXPENSE21,500$
NET EARNINGS6,420$
*16 Performances ‐ 65 tickets x $23/per (small theatre)
2 of 8
PAC Productions
FY 2014‐15 Budget Projections
Production Name
GUYS AND DOLLS
Revenue FY 2014‐15
Ticket Sales*55,200
Concessions2,000
Capital Improvement Fee4,000
SUBTOTAL REVENUE61,200$
Expense
Royalties9,200
Actor Fees7,200
Orchestra7,800
Musical Director Fee2,000
Choreographer1,250
Costume Designer1,000
Costumes4,000
Construction Materials2,000
Props and Set Dressing800
P/T Labor10,000
Postage1,300
Marketing4,000
Power3,000
SUBTOTAL EXPENSE53,550$
NET EARNINGS7,650$
*12 Performances ‐ 200 tickets x $23/per
3 of 8
PAC Productions
FY 2014‐15 Budget Projections
Production Name
SCROOGE
Revenue FY 2014‐15
Ticket Sales*27,600
Concessions2,000
Capital Improvement Fee2,400
SUBTOTAL REVENUE32,000$
Expense
Royalties5,200
Actor Fees4,600
Orchestra3,600
Musical Director Fee2,000
Choreographer1,000
Costume Designer1,000
Costumes600
Construction Materials300
Props and Set Dressing100
P/T Labor2,000
Postage1,300
Marketing4,000
Power3,000
SUBTOTAL EXPENSE28,700$
NET EARNINGS3,300$
*16 Performances ‐ 75 tickets x $23/per (small theatre)
4 of 8
PAC Productions
FY 2014‐15 Budget Projections
Production Name
APPLAUSE
Revenue FY 2014‐15
Ticket Sales*55,200
Concessions2,000
Capital Improvement Fee4,000
SUBTOTAL REVENUE61,200$
Expense
Royalties9,200
Actor Fees7,200
Orchestra7,800
Musical Director Fee2,000
Choreographer1,250
Costume Designer1,000
Costumes4,000
Construction Materials2,000
Props and Set Dressing800
P/T Labor10,000
Postage1,300
Marketing4,000
Power3,000
SUBTOTAL EXPENSE53,550$
NET EARNINGS7,650$
*12 Performances ‐ 200 tickets x $23/per
5 of 8
PAC Productions
FY 2014‐15 Budget Projections
Production Name
DEATHTRAP
Revenue FY 2014‐15
Ticket Sales*23,920
Concessions2,000
Capital Improvement Fee2,000
SUBTOTAL REVENUE27,920$
Expense
Royalties1,200
Actor Fees3,000
Director Fee1,500
Costume Designer1,000
Costumes1,500
Construction Materials2,000
Props and Set Dressing1,000
P/T Labor4,000
Postage1,300
Marketing4,000
Power2,500
SUBTOTAL EXPENSE23,000$
NET EARNINGS4,920$
*16 Performances ‐ 65 tickets x $23/per (small theatre)
6 of 8
PAC Productions
FY 2014‐15 Budget Projections
Production Name
MARY POPPINS
Revenue FY 2014‐15
Ticket Sales*62,100
Concessions2,000
Capital Improvement Fee5,400
SUBTOTAL REVENUE69,500$
Expense
Royalties11,000
Actor Fees7,200
Orchestra8,000
Musical Director Fee2,000
Choreographer1,250
Costume Designer1,000
Costumes5,000
Construction Materials3,000
Props and Set Dressing1,200
P/T Labor13,000
Postage1,300
Marketing4,000
Power3,000
SUBTOTAL EXPENSE60,950$
NET EARNINGS8,550$
*12 Performances ‐ 225 tickets x $23/per
7 of 8
PAC Productions
FY 2014‐15 Budget Projections
Production Name
1 2015 SUMMER YOUTH PROGRAM (TBD)
Revenue FY 2014‐15FY 2015‐16
$ (TBD)$ (TBD)
Expense
Program start‐up expense estimate32,500$ $ (TBD)
NET EARNINGS$ (TBD)$ (TBD)
1 This production is for the calendar year 2015 summer production (TBD)
8 of 8
(ATTACHMENT 5)
$17,000
$23,420
$31,070
$34,370
$42,020
$46,940
$55,490
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
OLIVER!BELL, BOOK AND
CANDLE
GUYS AND DOLLS SCROOGE APPLAUSE DEATHTRAP MARY POPPINS
Projected Net Earnings - FY 2014-15
Cumulative
Net $ + (-)
Fiscal Years 2015-2017
Draft Casino Mitigation Contribution
Plan
Background
Amended and Restated Memorandum of
Understanding Effective March 2013
Plan needed to shape contributions
Mitigation Task Force meeting to create plan
Plan Structure
Impacts not clear, short timeframe since casino
opening
Impacts likely to change
Plan needs flexibility
Task Force chose a strategic plan model
Contribution Plan is the core planning
component
Specific allocations determined later
Strategic Planning
Collaborative process
Establishes a clear vision, mission, and values
Provides a framework
Contains broad goals and strategies
Provides context
Vision
Same as City’s Vision in the Strategic Plan
Rohnert Park is a thriving, family-friendly community
that is a safe, enjoyable place to live, work and play
Mission
To enhance the community of Rohnert Park
through preventing and reducing impacts of the
casino while supporting and developing projects
and programs that bring the members of the
community closer together
Values
Provide the basis to achieve the mission
Drives the goals
Describes Contribution Plan principles
Values
Enhancing Rohnert Park’s Quality of Life
Fiscal Stability
Communication
Collaboration
Goals
Based upon values
Goals are multi-year in nature
Strategies are the means to achieve the goals
Proposed Goals and Example Strategy
A.Establish Community Benefit Programs
Determine activities and programs that foster the
sense of community in Rohnert Park, and support
such activities financially
B.Restore Lost Revenue
Restore lost property taxes
C.Ensure Fiscal Health
Limit dependency upon casino mitigation funds and
long term commitments
Proposed Goals and Example Strategy
D.Fund Public Facility Improvements and
Maintenance
Increase maintenance on public facilities that receives
higher usage due to the casino
E.Enhance City Operations
Fund requisite operations and positions to mitigate
impacts from the casino
Next Steps
Present the draft Contribution Plan for
community input
Create allocation plan
Vet the draft plans through executive staff level
review
Bring both components back to Council for
review and possible revisions, then later for
approval
ITEM NO. 10
1
Meeting Date: March 11, 2014
Department: Administration
Submitted By: Darrin Jenkins, City Manager
Prepared By: Bryce Atkins, Senior Analyst
Agenda Title: CASINO MITIGATION CONTRIBUTION PLAN: FY 2015-2017
Consideration of and provide direction on a draft Casino Mitigation
Contribution Plan, a strategic planning document establishing the goals for
initial distribution of mitigation funds in Fiscal Years 2015-2017
RECOMMENDED ACTION:
Staff is seeking City Council and public input on a draft Casino Mitigation Contribution Plan for
Fiscal Years 2015-2017, prior to taking the plan out to the community for further input.
BACKGROUND:
An Amended and Restated Memorandum of Understanding (MOU) between the Federated
Indians of Graton Rancheria (Tribe) and the City of Rohnert Park (City) was entered into in
March of 2013 1, in order to mitigate the impacts of the casino on our community. In this MOU,
provisions are made for payments to the City by the Tribe in order to finance these mitigation
efforts. The amount of contributions include approximately $8 million of guaranteed, recurring
contributions, and up to another $2 million in recurring contributions that are not guaranteed, and
will vary based upon the amount of the net win of the Graton Casino each quarter.
While certain portions of the MOU allocations are specific, such as gambling problems and
storm water drainage, the larger portions of the funding were negotiated to provide the City
Council discretion and flexibility in assigning funds to mitigate whatever impacts may arise in
connection with the operations of the casino. The impacts of the casino are likely to change over
time, given that a second phase of the casino, which would include a resort and hotel, is planned.
Plan Development
The Casino Mitigation Task Force (Task Force) met to begin developing the draft Casino
Mitigation Contribution Plan (Contribution Plan) for Fiscal Years 2015-2017. In knowing the
challenges of the breadth of the task for this plan to accomplish, and the potentially shifting
impact levels over time, the Task Force determined to utilize a strategic plan model, based on the
City’s Strategic Plan, to grant the flexibility to adapt uses of contributions in the future to meet
whatever needs may arise.
This additionally grants a better intertwining of the Contribution Plan with the City’s Strategic
Plan since it shares a similar format. This is further in keeping with the integration of these plans,
1 The original Memorandum of Understanding was effective in October 2003.
Mission Statement
“We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow.”
CITY OF ROHNERT PARK
CITY COUNCIL AGENDA REPORT
ITEM NO. 10
2
as the Contribution Plan is a component task in the Action Plan of the Strategic Plan. The initial
timeframe for the 1st draft of the Contribution Plan is 3 years, which the Task Force felt was long
enough to provide a perspective for forward planning, while being short enough to have a
revision after two years of observed impact data to better focus the future updates of the
Contribution Plan. The Contribution Plan will later include specific allocations for projects, via
an allocation plan, which will provide reasoning for specific funding in future years.
ANALYSIS:
The following sections summarize the process the Task Force used to develop the Casino
Mitigation Contribution Plan for Fiscal Years 2015-2017. The proposed text of the Contribution
Plan is attached to this report.
Vision
In developing the vision of the Contribution Plan, it was determined that this plan should share in
the vision already established by the City’s Strategic Plan. Since the Contribution Plan is to
mitigate negative impacts to the community of Rohnert Park, it seemed logical to the Task Force
that the plan help to keep the community prospering towards the same vision determined by
Council.
Mission Statement
The Task Force developed several different variations on the mission statement, and after
selecting one, with input from the Executive Team and City Manager’s Office, the mission of the
Contribution Plan focuses on limiting the negative impacts, and bolstering the positive sense of
community, to keep the community together regardless of how the casino may impact residents.
Values
In selecting the values, the Task Force desired to focus on qualities that make Rohnert Park a
great community. These qualities were incorporated into the four values listed in the plan, and
focus on quality of life, fiscal stability, and civic engagement.
Goals and Strategies
The Task Force developed the goals in keeping with the values identified. There are some
similarities seen in the strategies and the values, as the strategies are activities that are
accomplishing the goals, based on the values. The goals are designed to provide programs for the
community, restore the revenue lost due to the impact of the Casino property preventing the
development of the commercial property in the area, provide reserves to fund mitigation efforts
in the future, improve public facilities and enhance City operations.
Contribution Plan Framework
The framework is intended to demonstrate the change over time in allocations to each goal. The
intent is to show that as impacts are felt, and mitigation obligations such as the Westside Fire
Station progress, the allocation levels will change to meet these needs. This will result in changes
of allocations, relative to each of the goals. The specific numbers are not assigned in this
document, but will be coming forward as the Contribution Plan nears completion.
Next Steps
As Council reviews and provides direction moving forward, the Task Force will begin presenting
the contents of this Contribution Plan to various community groups and residents, and bring
these comments back to Council, along with a draft allocation plan, for Council’s review.
ITEM NO. 10
3
OPTIONS CONSIDERED:
The other option considered was not developing a Contribution Plan, and utilizing just the
budget process to allocate the mitigation contributions. This option was not brought forward as it
does not allow planning beyond a single fiscal year, nor is it in keeping with other planning
efforts of the City, including the Strategic Plan and the 10-Year Financial Forecast.
ENVIRONMENTAL REVIEW:
Environmental review is not applicable at this time because the Plan does not commit the City to
any particular course of action (e.g. undertaking a specific mitigation project). The Contribution
Plan is in draft form and is a conceptual strategic planning document. The Council is not being
asked to approve the Plan this evening, as it will continue to evolve with public input.
FISCAL IMPACT/FUNDING SOURCE:
Not applicable.
Department Head Approval Date: N/A
City Manager Approval Date: 3/4/2014
City Attorney Approval Date: 3/4/2014
Attachments (list in packet assembly order):
1. Draft Casino Mitigation Contribution Plan for Fiscal Years 2015-2017
DRAFT
City of Rohnert Park
Casino Mitigation Contribution Plan
Fiscal Years 2015-2017
DRAFT 2/27/2014
i
Table of Contents
Background ................................................................................................................................................ 1
Planning Process Overview ............................................................................................................ 1
City of Rohnert Park Casino Mitigation Contribution Plan............................................................. 2
VISION ............................................................................................................................................... 2
MISSION ............................................................................................................................................ 2
VALUES ............................................................................................................................................. 2
Value: Enhancing Rohnert Park’s Quality of Life ..................................................................... 2
Value: Fiscal Stability ................................................................................................................ 3
Value: Communication .............................................................................................................. 3
Value: Collaboration .................................................................................................................. 3
GOALS AND STRATEGIES ........................................................................................................... 3
GOAL A: Establish Community Benefit Programs .................................................................. 4
GOAL B: Restore Lost Revenue ................................................................................................ 4
GOAL C: Ensure Fiscal Health ................................................................................................. 4
GOAL D: Fund Public Facility Improvements and Maintenance ............................................ 4
GOAL E: Enhance City Operations .......................................................................................... 4
CONTRIBUTION PLAN FRAMEWORK ..................................................................................... 5
DRAFT 2/27/2014
1
Background
In March of 2013 the City of Rohnert Park (City) entered into an
Amended and Restated Memorandum of Understanding1 (MOU) with
the Federated Indians of Graton Rancheria (Tribe). This MOU established
14 mitigation funding elements to provide contributions towards
mitigating impacts of the presence of the casino operation just outside of
our city limits. Of these 14 funding elements, 12 are directed by the City,
10 of those are guaranteed, and 5 of those are recurring funds. This
Contribution Plan is intended to identify mitigation funding needs, and
provide information for allocating capital from the Casino Mitigation
Fund to finance the selected mitigation measures.
Planning Process Overview
The planning process began in trying to determine what type of plan is
most appropriate for this unique MOU. After considering various plan
models, staff determined that a strategic plan is the most appropriate
format, given the fact that impacts from the casino can change over time,
and the plan needs to be able to change quickly in concert with the
impacts. A strategic plan is structured to be changed as needed.
Once the plan type was selected, the Casino Mitigation Task Force, a
cross-functional team from the various departments of the City to address
casino impacts, was reconvened, meeting as often as necessary to develop
the draft vision, mission, values, and goals of the Contribution Plan.
1 The original MOU between the Tribe and the City was effective October of 2003
DRAFT 2/27/2014
2
City of Rohnert Park Casino Mitigation Contribution Plan
The City of Rohnert Park Casino Mitigation Contribution Plan is
designed to augment and support the City of Rohnert Park Strategic Plan
by sharing the City’s vision for the organization and its community. The
mission statement and values below are the result of a thoughtful and
inclusive process designed to set the City on a course that meets the
challenges of today and tomorrow.
VISION
Rohnert Park is a thriving, family-friendly community that is a safe,
enjoyable place to live work and play.
The vision sets the focus for the future. It is a statement of where the
Contribution Plan is focused, and matches the City’s vision statement.
MISSION
To enhance the community of Rohnert Park through preventing and
reducing impacts of the casino while supporting and developing projects
and programs that bring the members of the community closer together.
The mission is a statement of the purpose of the Contribution Plan. It
fundamentally defines what the plan intends to achieve.
VALUES
The Values of the Contribution Plan include:
• Enhancing Rohnert Park’s Quality of Life
• Fiscal Stability
• Communication
• Collaboration
Each of these values has associated practices that can be demonstrated
throughout the Contribution Plan. The practices are listed below.
Value: Enhancing Rohnert Park’s Quality of Life
• Sustain the community’s social fabric by supporting or offering
programs to keep the community together
• Make improvements to maintain the functionality and aesthetic of
the City’s infrastructure
• Utilize proactive measures to reduce potential negative impacts of
casino operations near the community
• Create and sustain an atmosphere that fosters the growth and health
of the community
DRAFT 2/27/2014
3
Value: Fiscal Stability
• Protect the financial health of the City
• Limit dependency on casino contributions
• Implement measures to assist the City in being financially capable
of mitigating impacts should ongoing contributions not be available
• Limit activities that create long-term commitments against recurring
contributions
Value: Communication
• Transparency, through open, honest communication
• Integrity, through consistent action with information given to the
community
• Actively seeks citizen participation; strive to keep the public
informed and educated about the activities funded by the
Contribution Plan
• Listen to other perspectives with an open mind and a sincere desire
to understand
Value: Collaboration
• Work in partnership with the Tribe and Graton Resort and Casino
to mitigate potential negative impacts, and foster positive
community activities and qualities
• Engage organizations and individuals to work collaboratively
towards a common vision
• Utilize and support outside organizations in efforts to accomplish
the mission of the Contribution Plan
• Seek “win-win” strategies
• Inspire results and effective teamwork
• Set the example of collaboration for other communities and similar
plans
GOALS AND STRATEGIES
As a result of the Casino Mitigation Task Force workshops, and input at
various community meetings, five potential goals were identified, each of
which has several strategies.
Goals are multi-year in nature. The timeframe for achieving goals is
typically five to ten years. In keeping with the City of Rohnert Park’s
Strategic Plan, and the potential volatility of impacts on the community,
goals with a timeframe of three to five years are appropriate.
DRAFT 2/27/2014
4
Strategies are the means to achieve the goals. The timeframe for
implementing strategies can span several years as specific programs
and projects are undertaken.
GOAL A: Establish Community Benefit Programs
Strategies
• Determine activities and programs that foster the sense of
community in Rohnert Park and support such activities
financially
• Fund programs that assist community members experiencing
negative impacts of casino operations
GOAL B: Restore Lost Revenue
Strategies
• Restore lost revenue such as:
o Sales Taxes
o Property Taxes, and
o Transient Occupancy Taxes
• Provide Sales Tax stabilization
GOAL C: Ensure Fiscal Health
Strategies
• Foster and fund economic development activities and programs to
help insulate local revenue sources from casino impacts
• Limit dependency upon casino mitigation funds and long term
commitments
• Aid the City in reducing financial liabilities that would limit
mitigation efforts of the City in the event mitigation contributions
were no longer received
GOAL D: Fund Public Facility Improvements and Maintenance
Strategies
• Increase maintenance on City public facilities that receives higher
usage due to the casino
• Make improvements to City public facilities that enhances the use
or the aesthetic of community assets and fosters pride in the
community
GOAL E: Enhance City Operations
Strategies
• Fund requisite operations and positions to mitigate impacts from
the casino
DRAFT 2/27/2014
5
• Use funds to procure necessary equipment or vehicles to assist in
City operations
Contribution Plan Framework
In establishing a framework to develop specific funding amounts, it will
be important to recognize that the allocations of contributions across the
above goals will vary over time.
Initially, impacts may be small and not clearly known. As the casino only
recently went into operation, few impacts have been observed during this
opening period. As such, the allocation of mitigation funds to City
operations and community benefit programs will be small initially, as the
need for these activities will be low at first. Over the next five years, the
need for these programs may increase, resulting in increases to the
allocations given to these activities.
Conversely, restoring lost revenue for the past decade, and funding
adequate reserves will begin with large allocations from the total
contributions, as a large amount of the contribution is available in the
beginning. As the need to fund operations and benefit programs
increases, and the restoration of lost revenue for past years nears
completion, the allocations for restoring lost revenue and ensuring fiscal
health will diminish over the next five years as well.
The allocations for public facility improvements and maintenance will
vary over time, with allocations being moderate throughout, with
occasional periods of lower and higher need.
Proposed Community
Services Facility Fee
Schedule
2014
CONSIDERATIONS
o Current general fund deficit is $1.9M
o Majority of the costs associated with Community
Services are facility upkeep and repairs
o Cost of maintenance, utilities, supplies keeps rising
o California Minimum Wage increases to $9.00 on July
1, 2014 and $10.00 on January 1, 1016
o Pending Federal legislation to increase even higher
GOALS FOR DETERMINING FEES
o Reduce the operating deficit for facilities
o Provide funds for future repairs, equipment and
improvements
o Negate the State Minimum Wage hike
o Maintain affordability to residents
o Phase-in of increased fees over the next two years
o City’s Cost Allocation Study may affect future fees
COMMUNITY CENTERS
Includes the Community Center, Burton Ave Rec.,
Ladybug, Gold Ridge and Senior Center (MU Room)
•Proposed change to rental classifications
•Modest increases in rates for all facilities
•Establish rental rates for Gold Ridge
Recreation Center
PROPOSED CLASSIFICATION CHANGES
CURRENT
A.City/School/Resident Youth
groups
B.Resident Non-profit Groups
C.Resident Private and Church
Groups
D.Non-resident, Non-profit
Groups
E.Non-resident Private &
Church Groups
F.Commercial
PROPOSED
A. Non-profit 501c Groups
(consolidated A, B & D)
B. Private Resident Groups (C)
C. Private Non-resident Groups (E)
D. Commercial (F)
COMMUNITY CENTERS
•Proposed rates based on new
classifications
•Establish Youth and Adult rental rates for
Gold Ridge
•Estimated increase in revenue of $10,000
TENNIS COURTS
•Increase hourly rental rate for private rental of
courts
•Offset cost of utilities
•Rohnert Park Tennis Club OK with increase
•In-line with other park facility rental rates
•Increase in revenue of $1250
Callinan Sports & Fitness Center
•Establish a Facility Capital Reserve Fund
•New revenue placed in a reserve fund
•Major future equipment purchases such as
regular replacement of cardio and weight
equipment
•Major building improvements such as HVAC
Callinan Sports & Fitness Center
•Modest increase in monthly membership rates
–$2 increase for Youth, Seniors and Disabled
–$3 increase for Adults
–$5 increase for Families (up to 6 members)
•Annual membership rates increased equally
•No proposed increase in Junior memberships
($30/year)
•Estimated annual revenue of $55,000 to
Reserve Fund (1500 current members)
Swimming Pools
•$10 increase in cost of swim lessons
•Modest increase in cost of private party
rentals
•No increase in cost of lap swim or rec swim
•Increase in staffing costs of $10,000 in FY 14-
15 due to new minimum wage
•Estimated revenue of $12,000 to help offset
•Will need to revisit fees in FY 15-16
Spreckels Performing Arts Center
•Establish a Capital Reserve Fund for Spreckels
•Increase of $2.00 for in-house productions
•$10,000 additional revenue for reserve
Other Proposed Fees
•Modest increase in Adult Sports Leagues
•Modest increase in summer camp fees
•Total fee proposed increases $86,000/year
•$55,000 of this transferred to Capital Reserve
Fund
•$31,000 to offset increases in Minimum Wage
and reduce GF deficit
Questions/Comments
ITEM NO. 11
1
1
Meeting Date: March 11, 2014
Department: Community Services
Submitted By: John McArthur, Director Public Works and Community Services
Prepared By: Guy Miller, Community Services Manager
Agenda Title: PUBLIC HEARING (NOT BEFORE 6PM)
ADOPTION OF AMENDMENTS TO PROPOSED COMMUNITY
FACILITIES USER FEE SCHEDULE - Conduct public hearing and
consider adopting a resolution approving a modified recreational facility rental
and program user fee schedule and rescinding Resolution No. 2012-106
RECOMMENDED ACTION:
Staff recommends that the City Council conduct a public hearing and adopt a resolution
approving a modified recreational facility rental and program user fee schedule and rescinding
Resolution No. 2012-106.
BACKGROUND:
The Community Services staff annually evaluates the fees charged for various facilities and
programs and makes recommendations for adjustments. The recommendations are based on
current market rates and actual costs to deliver services. Annual surveys of other local agencies
are done to determine current market rates and trends. We face new fiscal challenges in 2014
with the increase in California’s Minimum Wage Law as well as increased maintenance costs.
The State of California Hourly Minimum Wage is set to increase from $8.00 to $9.00 on July 1,
2014 and from $9.00 to $10.00 on January 1, 2016. Approximately 35% of the current
Community Services part-time employees are making less than the $9.00/hour minimum wage
which goes into effect July 1, 2014. This will have a significant impact on the cost of operating
these facilities. This increase in operational costs was considered in this proposal and the fiscal
impact of this proposal is outlined later in this report.
The proposed 2014 Community Services Fee schedule is attached for the Council’s consideration
and review. This schedule details current and recommended program, facility, and event fees
and specific justification for adjusting each fee. The Parks and Recreation Commission
considered the proposed Fee Schedule at their December 16, 2013 and January 27, 2014
meetings and recommends City Council approval. This proposal was introduced to the City
Council at the February 25, 2014 meeting with no recommended changes to the proposed fee
schedule.
PROPOSAL:
Most public recreational facilities are not fully cost-recovering and typically have some sort of
impact on the General Fund. The Community Services Department establishes appropriate fees
to help offset this General Fund impact while still providing affordable rental and program
Mission Statement
“We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow.”
CITY OF ROHNERT PARK
CITY COUNCIL AGENDA REPORT
ITEM NO. 11
2
opportunities for our residents. The Department’s operating cost-recovery level is approximately
80% which is very high for public facilities and programs. While many of the direct and indirect
operating expenses are recovered, our facilities are aging and are in need of capital repairs and
improvements. These growing capital needs were previously identified as unfunded liabilities
and were amortized in the Community Services Capital Improvement Program. A significant
funding source for this program will need to come from an operating expense transfer to the
capital program. Projected capital expenses are also included as a reference to assist in the
determination of the best use of the proposed Facility Capital Reserve Fund.
The following changes to various Community Facilities are proposed (please see the attached
Exhibit A: Proposed Community Services Fee Schedule).
Community Center
We currently have six different user classifications which determine the fee for facility rentals.
These include:
A. City/School Resident Youth Groups
B. Resident Non-Profit Groups
C. Resident Private and Church Groups
D. Non-Resident, Non-Profit Groups
E. Non-Resident Private and Church Groups
F. Commercial Groups
With so many different classifications it is often difficult to determine where a particular group
falls. Many of the church groups also have non-profit status. National non-profit groups
(considered non-resident) can also have local chapters (resident). The existing classifications
were often unclear and confusing and the staff often had to pick the “best fit” to determine the
proper fee schedule. This led to inconsistencies between groups and from year-to year for repeat
renters. Staff contacted some other local jurisdictions and found that none had more than four
different classifications. After much research and discussion staff chose to propose a four
classification system as follows:
A. Non-Profit holding a 501c tax exempt status (former classifications A, B and D)
B. Private Rohnert Park Resident (former classification C)
C. Private Non-resident (former classification E)
D. Commercial (former classification F)
These new classifications greatly simplify the fee schedule and eliminates the staff from having
to determine the “best fit” for each group. A single private classification was considered
(combining B and C) but staff felt it best to maintain a discounted fee for Rohnert Park residents.
These new classifications are proposed for the Community Center, Burton Avenue, Ladybug,
and Gold Ridge Recreation Centers.
A new proposed Fee Schedule (see attached) was created using the above new classifications
with the idea of generating new revenue to offset the increased minimum wage and maintenance
costs. The proposed new fees are estimated to generate an additional $6500 in annual revenue for
the Community Center, $3500 for Burton Ave Rec Center, and $2000 at the Senior Center. No
ITEM NO. 11
3
additional revenue is projected for Ladybug because all the user groups renting Ladybug are non-
profit.
Parks and Tennis Courts
Staff is proposing to increase the fee for the use of the tennis courts by local tennis clubs from
$1.00 per court/per hour to $2.00 per court/per hour. The current $1.00 fee falls well short of the
actual cost to maintain and light the tennis courts. The proposed fee will result in an annual
increase in revenue by $1200 and will help offset the costs. The local tennis club was consulted
in-advance about the effect of this proposed fee increase. They felt it was a reasonable fee and
had no concerns.
Callinan Sports & Fitness Center
Establishment of a Facility Capital Reserve Fund: The Facility Capital Reserve Fund is a newly
established process that will be used to plan major capital expenditures for community facilities.
Future capital needs include the replacement of the cardio and weight equipment on a regular
basis, building upgrades and major mechanical equipment replacement. Projects will be funded
through a variety of sources, and funding for high-priority projects will be dedicated on an
annual basis through the budget process. Funding sources include the General Fund, transfers
from the operating budget (user fees), grants, donations, endowments, debt, and sponsorships.
The Community Services Department is proposing a modest across-the-board increase in Sports
& Fitness Center membership fees and Performing Arts Center ticket fees to fund the Facility
Capital Reserve Fund. Funds generated by this increase in fees would be placed into the Facility
Capital Reserve Fund. This will provide a consistent source of revenue for capital repairs and
improvements for the Sports & Fitness Center and other community facilities.
Staff is proposing modest increases to all membership classifications to establish a revenue
source for the Facility Capital Reserve Fund. The increases range from $2.00 per month for teens
and seniors to $5.00 per month for family memberships. These membership fee increases are
projected to generate approximately $50,000 in new revenue. A portion of this revenue will be
used to offset direct operating cost increases with the balance funding the Facility Capital
Reserve Fund. The amount dedicated to the fund will be determined during the budget process
each year.
Swimming Pools
The new minimum wage will affect the cost of operating the swimming pools the greatest
because those facilities are staffed exclusively by part-time employees. The cost of operating
three pools will increase approximately $10,000 due to the increase in minimum wage in the
2014-15 fiscal year and again the following year. It will be difficult to offset this amount through
our recreation swim and lap swim programs since we are already at market rate and any
increases may reach a point of diminishing returns if attendance drops. The logical area to
increase fees is in swim lessons and private rentals. Lessons taught in the private sector are
significantly more costly than our public facility lessons and staff believes that there is room to
raise fees without incurring a potential loss of participants. Staff recommends a $10 per session
increase in the cost of swim lessons. Benicia Pool lessons will remain $10 per session less than
Honeybee Pool to stimulate more registrations at that pool. This increase is estimated to
generate an additional $12,000 in revenue to offset the minimum wage hike and increased utility
costs.
The fees for private pool rentals were increased in 2013 but staff recommends an additional
increase in these fees in 2014. This will generate an additional $700 annually. Schedule B
ITEM NO. 11
4
demonstrates the actual cost of the swimming pool operation and shows that these fees do not
exceed the actual cost to deliver this service.
Performing Arts Center
To fund the proposed Facility Capital Reserve Fund staff is recommending increasing the ticket
fees for in-house productions by $2.00 per ticket. Approximately 5,000 tickets are expected to be
sold in 2014-15 which will generate an additional $10,000 for the reserve fund. The amount
dedicated to the fund will be determined during the budget process each year. Schedule B
demonstrates the estimated annual costs to operate the Performing Arts Center, including capital
improvement. The proposed fee increase does not exceed the actual cost of operation.
OPTIONS CONSIDERED:
Local municipalities were polled and their fees evaluated for market rates. Several options were
considered for each facility. The fees proposed have the greatest revenue generation potential to
meet the needs for operations, maintenance and capital improvements of each facility while
maintaining a reasonable cost for the participants utilizing them. Most of the cities polled had not
yet considered the effect the new minimum wage will have on their operating budgets. Staff
considered these projected increases in evaluating our fees which may put some of our fees
above local current market rates. We expect other cities to follow suit once they evaluate the new
wage law.
FISCAL IMPACT/FUNDING SOURCE:
The proposed fees should help increase the Department’s cost recovery rate, partially fund
needed facility repairs, and decrease the burden on the City’s General Fund.
Staff estimates that the proposals discussed above would increase operating revenue by
approximately $86,000/year. Approximately $55,000 of this increase will be transferred to the
new Facility Capital Reserve Fund with $31,000 used to offset the increases in operational costs.
The 2013-14 and 2014-15 Capital Improvement Plans have identified needed improvements for
which the Facility Capital Reserve Fund will be used.
The new minimum wage law is estimated to increase our operating costs by $21,000 (10%
increase). The $31,000 in new revenue will offset this increased staffing cost as well as some
increased maintenance costs.
These fees are not a tax subject to the voting requirements of Proposition 26 because, taking into
account the City’s actual operations and maintenance costs, capital facility needs and market
rates for comparable facilities, it is a reasonable charge imposed for use of local government
property and confers a specific benefit directly to the payer that is not provided to those not
charged. Schedule B: Fee Increases vs. Cost of Services, demonstrates the fees do not exceed the
reasonable cost of providing the service.
ENVIRONMENTAL IMPACT:
Staff has determined that the adoption of the fees would be exempt from the California
Environmental Quality Act as this action would not considered a “project” as defined in
California Code of Regulations, Title 14, Chapter 3, Article 20 Section 15378(b) (4), which
excludes government funding mechanisms and Section 15273, which excludes modification of
rates, tolls, fares and fees to meet operating expenses and the like. Modifying the rates for
various City services does not have the potential to have a significant environmental impact.
ITEM NO. 11
5
Department Head Approval Date: 2/26/2014
City Manager Approval Date: 2/27/2014
City Attorney Approval Date: 2/26/2014
Attachments (list in packet assembly order):
1. Resolution
2. Schedule A: Proposed Facility Fee Schedule
3. Schedule B: Fee Increases vs. Cost of Services
RESOLUTION NO. 2014-027
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK
APPROVING THE MODIFIED RECREATIONAL FACILITY RENTAL AND PROGRAM
FEE SCHEDULES AND RESCINDING RESOLUTION NO. 2012-106
WHEREAS, Resolution No. 2012-106 of the City Council of the City of Rohnert Park
(“City”) amending certain recreational facility rental and program fees was adopted on September
11, 2012; and
WHEREAS, Rohnert Park Municipal Code Chapter 3.32, “Cost-Recovery – Fee and
Service Charge System,” provides for the “establishment of a fee system to recover costs of the City
in providing certain services, products and regulatory activities,” including regular review of fees to
assure that they “continue to recover the reasonable and proportional share of costs from applicants
requesting services,” and providing authority for the Council “to establish such fees by resolution to
support the costs of providing the service or services” requested by user; and
WHEREAS, City staff has conducted an analysis of the costs of making various recreational
facilities and programs available to users, such as the Community Center, Senior Center, Burton
Avenue Recreation Center, Ladybug Recreation Center, Senior Center, and swimming pools, and
has determined that the fee schedule requires modification; and
WHEREAS, it is in the interests of the City to operate in a fiscally responsible manner; and
WHEREAS, the cost of operating certain public facilities and programs have increased due
to increases in utilities, staffing, maintenance, and administrative overhead; and
WHEREAS, the City wishes to keep these facilities in good operating condition and
maintain them in a manner which creates an excellent user experience for the residents; and
WHEREAS, in certain circumstances, it is preferable to reduce recreational facilities and
program fees below the total cost to provide the service in order to facilitate use of those facilities
and programs; and
WHEREAS, the City wishes to adjust its rental and user fees to an amount that does not
exceed the reasonable cost for the service or benefit provided and to charge this cost on those who
are provided the service or benefit; and
WHEREAS, on February 25, 2014, the City Council of the City of Rohnert Park reviewed
the draft modified fee schedule and supporting data during a regularly-scheduled public meeting and
provided further guidance on the development of the new and modified fees; and
WHEREAS, at its regular meeting of March 11, 2014, the City Council reviewed the
proposed revisions to the fee schedule and considered all facts relating to the modified fee schedule,
including a staff report, presentation, and public comment at a duly noticed public hearing and
found that the proposed fee schedule bears a fair relationship to the payer’s burdens or benefits and
does not exceed the reasonable costs of the services or benefits provided; and
2014-027
WHEREAS, in accordance with state law, the cost of services study and proposed fee
schedule were made available for public review at least ten (10) days prior to the meeting at which
the fee schedule was to be adopted; and
WHEREAS, the City published notice for adoption of the fee schedule amendments in
accordance with state law; and
WHEREAS, the modified fees are not a tax subject to the provisions of Article XII of the
California Constitution as amended by Proposition 26, but are an exception under Sections 1(e)(1),
(2), (3), and (4) of Article XIII C. Nor are the fees Development Impact Fees (imposed as a
condition of approval of development).
NOW, THEREFORE, the City Council of the City of Rohnert Park DOES HEREBY
RESOLVE, DETERMINE AND ORDER AS FOLLOWS:
Section 1. Recitals. That the above recitals are true and correct and material to this
Resolution.
Section 2. Environmental Clearance. The adoption of this Resolution is exempt from
the California Environmental Quality Act as this action is not considered a “project” as defined in
California Code of Regulations, Title 14, Chapter 3, Article 20 Section 15378(b)(4), which excludes
government funding mechanisms and Section 15273, which excludes modification of rates, tolls,
fares and fees to meet operating expenses and the like. Modifying the rates for various City services
does not have the potential to have a significant environmental impact.
Section 3. Adoption of Fees. That it does hereby authorize and approve certain
adjustments to the recreation facility rental and program fees, which are more particularly specified
in the fee schedule attached hereto as Exhibit A and incorporated by this reference. This schedule
shall rescind Resolution No. 2012-106 and go into effect July 1, 2014.
Section 4. Constitutionality. If any action, subsection, sentence, clause or phrase of this
Resolution or the fees levied 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 levied by this Resolution that can be given effect without the invalid
provisions.
DULY AND REGULARLY ADOPTED this 11th day of March 2014.
CITY OF ROHNERT PARK
____________________________________
Joseph T. Callinan, Mayor
ATTEST:
_____________________________
JoAnne Buergler, City Clerk
Attachment – Exhibit A
BELFORTE: _________ MACKENZIE: _________ STAFFORD: _________ AHANOTU: _________ CALLINAN: _________
AYES: ( ) NOES: ( ) ABSENT: ( ) ABSTAIN: ( )
SC
H
E
D
U
L
E
A
PR
O
P
O
S
E
D
2
0
1
4
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
F
E
E
S
C
H
E
D
U
L
E
Pr
o
g
r
a
m
/
F
a
c
i
l
i
t
y
C
l
a
s
s
i
f
i
c
a
t
i
o
n
C
u
r
r
e
n
t
F
e
e
Da
t
e
o
f
L
a
s
t
In
c
r
e
a
s
e
C
l
a
s
s
i
f
i
c
a
t
i
o
n
Pr
o
p
o
s
e
d
Fe
e
Ca
s
h
/
Y
e
a
r
Fi
s
c
a
l
I
m
p
a
c
t
Co
m
m
e
n
t
s
CL
A
S
S
I
F
I
C
A
T
I
O
N
S
PR
O
P
O
S
E
D
N
E
W
C
L
A
S
S
I
F
I
C
A
T
I
O
N
S
A.
C
i
t
y
/
S
c
h
o
o
l
/
R
e
s
i
d
e
n
t
Y
o
u
t
h
G
r
o
u
p
s
No
n
P
r
o
f
i
t
(
c
o
s
o
l
i
d
a
t
e
d
A
,
B
a
n
d
D
)
B.
R
e
s
i
d
e
n
t
N
o
n
-
P
r
o
f
i
t
G
r
o
u
p
s
Pr
i
v
a
t
e
R
.
P
.
R
e
s
i
d
e
n
t
(
C
)
C.
R
e
s
i
d
e
n
t
P
r
i
v
a
t
e
a
n
d
C
h
u
r
c
h
G
r
o
u
p
s
Pr
i
v
a
t
e
N
o
n
-
R
e
s
i
d
e
n
t
(
E
)
D.
N
o
n
-
R
e
s
i
d
e
n
t
,
N
o
n
-
P
r
o
f
i
t
G
r
o
u
p
s
C
o
m
m
e
r
c
i
a
l
(
F
)
E.
N
o
n
-
R
e
s
i
d
e
n
t
P
r
i
v
a
t
e
&
C
h
u
r
c
h
G
r
o
u
p
s
F.
C
o
m
m
e
r
c
i
a
l
CO
M
M
U
N
I
T
Y
C
E
N
T
E
R
-
M
U
L
T
I
U
S
E
R
O
O
M
Da
m
a
g
e
D
e
p
o
s
i
t
A
$
4
0
0
.
0
0
1
9
9
9
Al
l
$4
0
0
.
0
0
B
$
4
0
0
.
0
0
1
9
9
9
C
$
4
0
0
.
0
0
1
9
9
9
D
$
4
0
0
.
0
0
1
9
9
9
E
$
4
0
0
.
0
0
1
9
9
9
F
$
4
0
0
.
0
0
1
9
9
9
Cl
e
a
n
-
u
p
F
e
e
A
l
l
$9
5
.
0
0
20
1
0
Ho
u
r
l
y
R
e
n
t
a
l
s
(
M
o
n
-
S
a
t
)
A
$4
5
.
0
0
20
1
2
No
n
-
P
r
o
f
i
t
$8
5
.
0
0
$8
0
0
B
$7
5
.
0
0
20
1
2
Pr
i
v
a
t
e
-
R
e
s
i
d
e
n
t
$1
1
0
.
0
0
$4
,
0
0
0
C
$9
5
.
0
0
20
1
2
Pr
i
v
a
t
e
-
N
o
n
-
R
e
s
i
d
e
n
t
$1
2
1
.
0
0
$2
0
0
D
$1
0
5
.
0
0
20
1
2
Co
m
m
e
r
c
i
a
l
$1
4
5
.
0
0
$0
E
$1
2
0
.
0
0
20
1
2
F
$1
4
5
.
0
0
20
1
2
Ho
u
r
l
y
R
e
n
t
a
l
s
(
S
u
n
d
a
y
)
A
$3
5
.
0
0
20
1
2
No
n
-
P
r
o
f
i
t
$6
0
.
0
0
$9
5
0
Re
v
i
s
e
d
t
o
i
n
c
l
u
d
e
M
-
T
h
8
a
-
5
p
B
$5
7
.
0
0
20
1
2
Pr
i
v
a
t
e
-
R
e
s
i
d
e
n
t
$7
0
.
0
0
$0
C
$7
2
.
0
0
20
1
2
Pr
i
v
a
t
e
-
N
o
n
-
R
e
s
i
d
e
n
t
$7
7
.
0
0
$0
D
$7
9
.
0
0
20
1
2
Co
m
m
e
r
c
i
a
l
$8
0
.
0
0
$0
E
$9
0
.
0
0
20
1
2
F
$1
0
9
.
0
0
20
1
2
Ki
t
c
h
e
n
(
f
l
a
t
)
A
l
l
$
1
0
0
.
0
0
2
0
0
7
Wi
t
h
r
e
n
t
o
f
M
U
o
n
l
y
Ki
t
c
h
e
n
(
h
o
u
r
l
y
)
Al
l
$1
5
.
0
0
We
e
k
d
a
y
8
a
-
5
p
o
n
l
y
2n
d
F
a
c
i
l
i
t
y
A
t
t
n
.
(
f
l
a
t
)
A
l
l
$
3
0
.
0
0
2
0
0
7
CO
M
M
U
N
I
T
Y
C
E
N
T
E
R
L
O
B
B
Y
Fl
a
t
f
e
e
A
l
l
$
1
0
0
.
0
0
2
0
0
7
Ar
t
R
e
c
e
p
t
i
o
n
(
1
h
o
u
r
m
a
x
)
A
l
l
$2
0
.
0
0
20
1
2
3/
6
/
2
0
1
4
1
SC
H
E
D
U
L
E
A
PR
O
P
O
S
E
D
2
0
1
4
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
F
E
E
S
C
H
E
D
U
L
E
Pr
o
g
r
a
m
/
F
a
c
i
l
i
t
y
C
l
a
s
s
i
f
i
c
a
t
i
o
n
C
u
r
r
e
n
t
F
e
e
Da
t
e
o
f
L
a
s
t
In
c
r
e
a
s
e
C
l
a
s
s
i
f
i
c
a
t
i
o
n
Pr
o
p
o
s
e
d
Fe
e
Ca
s
h
/
Y
e
a
r
Fi
s
c
a
l
I
m
p
a
c
t
Co
m
m
e
n
t
s
CO
M
M
U
N
I
T
Y
C
E
N
T
E
R
P
A
T
I
O
Ho
u
r
l
y
R
e
n
t
a
l
(
$
1
0
0
d
e
p
o
s
i
t
)
Al
l
$
1
0
0
.
0
0
2
0
0
7
Al
l
$2
5
.
0
0
$1
5
0
l
i
m
i
t
2
h
r
s
,
d
a
y
l
i
g
h
t
h
r
s
o
n
l
y
CO
M
M
U
N
I
T
Y
C
E
N
T
E
R
O
U
T
D
O
O
R
W
E
D
D
I
N
G
A
R
E
A
Fl
a
t
e
R
a
t
e
A
l
l
$
2
0
0
.
0
0
2
0
1
0
M
u
s
t
r
e
s
e
r
v
e
t
h
e
M
u
l
t
i
-
U
s
e
R
o
o
m
a
l
s
o
CO
M
M
U
N
I
T
Y
C
E
N
T
E
R
P
L
A
Z
A
Ap
p
l
i
c
a
t
i
o
n
F
e
e
A
l
l
$
1
0
.
0
0
No
n
-
r
e
f
u
n
d
a
b
l
e
Mi
n
o
r
E
v
e
n
t
A
l
l
$
3
0
0
.
0
0
Se
e
a
p
p
l
i
c
a
t
i
o
n
f
o
r
e
v
e
n
t
s
i
z
e
s
Ma
j
o
r
E
v
e
n
t
A
l
l
$
8
5
0
.
0
0
CO
M
M
U
N
I
T
Y
C
E
N
T
E
R
-
M
E
E
T
I
N
G
R
O
O
M
2
A
N
D
L
O
U
N
G
E
Da
m
a
g
e
D
e
p
o
s
i
t
A
B
$
2
0
0
.
0
0
2
0
0
7
Al
l
$2
0
0
.
0
0
C
D
E
F
$
2
0
0
.
0
0
2
0
0
7
Cl
e
a
n
-
u
p
F
e
e
A
n
/
c
1
9
9
6
Al
l
$5
5
.
0
0
B
C
D
E
F
$
5
5
.
0
0
2
0
0
4
Re
n
t
a
l
(
h
o
u
r
l
y
)
A
$2
5
.
0
0
20
1
0
No
n
-
P
r
o
f
i
t
$4
0
.
0
0
$3
0
B
$
3
5
.
0
0
2
0
0
2
Pr
i
v
a
t
e
-
R
e
s
i
d
e
n
t
$4
5
.
0
0
$0
C
$
4
5
.
0
0
2
0
0
2
Pr
i
v
a
t
e
-
N
o
n
-
R
e
s
i
d
e
n
t
$5
0
.
0
0
$0
D
$
5
0
.
0
0
2
0
0
2
Co
m
m
e
r
c
i
a
l
$7
0
.
0
0
$0
E
$
5
5
.
0
0
2
0
0
2
F
$
7
0
.
0
0
2
0
0
2
CO
M
M
U
N
I
T
Y
C
E
N
T
E
R
-
M
E
E
T
I
N
G
R
O
O
M
#
2
,
#
3
,
C
R
A
F
T
S
R
O
O
M
#
1
,
G
A
R
D
E
N
R
O
O
M
O
R
L
O
U
N
G
E
Da
m
a
g
e
D
e
p
o
s
i
t
A
l
l
$
1
0
0
.
0
0
2
0
0
7
Cl
e
a
n
-
u
p
F
e
e
A
n
/
c
1
9
9
6
Al
l
$4
0
.
0
0
Ma
y
b
e
w
a
i
v
e
d
f
o
r
s
o
m
e
e
v
e
n
t
s
B
C
D
E
F
$
4
0
.
0
0
2
0
0
4
Re
n
t
a
l
A
B
$
2
5
.
0
0
h
o
u
r
2
0
0
7
No
n
-
P
r
o
f
i
t
$2
5
.
0
0
$0
Fr
i
d
a
y
,
S
a
t
u
r
d
a
y
o
r
S
u
n
d
a
y
U
s
e
s
A
$1
0
.
0
0
h
o
u
r
l
y
20
1
0
No
n
-
P
r
o
f
i
t
$1
5
.
0
0
$4
5
0
Mo
n
d
a
y
-
T
h
u
r
s
d
a
y
B
$1
5
.
0
0
h
o
u
r
l
y
20
1
0
Pr
i
v
a
t
e
-
R
e
s
i
d
e
n
t
$3
5
.
0
0
$0
C
$
3
5
.
0
0
2
0
0
2
Pr
i
v
a
t
e
-
N
o
n
-
R
e
s
i
d
e
n
t
$3
9
.
0
0
$0
D
$
4
0
.
0
0
2
0
0
2
Co
m
m
e
r
c
i
a
l
$5
0
.
0
0
$0
E
$
4
5
.
0
0
2
0
0
2
F
$
5
0
.
0
0
2
0
0
2
3/
6
/
2
0
1
4
2
SC
H
E
D
U
L
E
A
PR
O
P
O
S
E
D
2
0
1
4
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
F
E
E
S
C
H
E
D
U
L
E
Pr
o
g
r
a
m
/
F
a
c
i
l
i
t
y
C
l
a
s
s
i
f
i
c
a
t
i
o
n
C
u
r
r
e
n
t
F
e
e
Da
t
e
o
f
L
a
s
t
In
c
r
e
a
s
e
C
l
a
s
s
i
f
i
c
a
t
i
o
n
Pr
o
p
o
s
e
d
Fe
e
Ca
s
h
/
Y
e
a
r
Fi
s
c
a
l
I
m
p
a
c
t
Co
m
m
e
n
t
s
CO
M
M
U
N
I
T
Y
C
E
N
T
E
R
M
E
E
T
I
N
G
R
O
O
M
#
1
O
R
C
O
N
F
E
R
E
N
C
E
R
O
O
M
Da
m
a
g
e
D
e
p
o
s
i
t
A
B
$
2
5
.
0
0
1
9
9
9
Al
l
$2
5
.
0
0
Ma
y
b
e
w
a
i
v
e
d
f
o
r
s
o
m
e
e
v
e
n
t
s
C
D
E
F
$
2
5
.
0
0
1
9
9
6
Re
n
t
a
l
A
B
$
2
5
.
0
0
h
o
u
r
2
0
0
7
No
n
-
P
r
o
f
i
t
$2
5
.
0
0
Fr
i
d
a
y
,
S
a
t
u
r
d
a
y
o
r
S
u
n
d
a
y
U
s
e
s
A
$1
0
.
0
0
h
o
u
r
l
y
20
1
0
No
n
-
P
r
o
f
i
t
$1
0
.
0
0
Mo
n
d
a
y
-
T
h
u
r
s
d
a
y
B
$1
5
.
0
0
h
o
u
r
l
y
20
1
0
Pr
i
v
a
t
e
-
R
e
s
i
d
e
n
t
$2
5
.
0
0
C
$
2
5
.
0
0
2
0
0
2
Pr
i
v
a
t
e
-
N
o
n
-
R
e
s
i
d
e
n
t
$2
8
.
0
0
D
$
3
0
.
0
0
2
0
0
2
Co
m
m
e
r
c
i
a
l
$3
5
.
0
0
E
$
3
5
.
0
0
2
0
0
2
F
$
4
5
.
0
0
2
0
0
2
CO
M
M
U
N
I
T
Y
C
E
N
T
E
R
M
I
S
C
E
L
L
A
N
E
O
U
S
E
Q
U
I
P
M
E
N
T
Pi
a
n
o
(
f
l
a
t
p
e
r
u
s
e
)
A
l
l
$
2
5
.
0
0
1
9
9
6
Co
f
f
e
e
p
o
t
-
e
a
c
h
A
l
l
$
1
0
.
0
0
1
9
9
6
BU
R
T
O
N
A
V
E
N
U
E
R
E
C
R
E
A
T
I
O
N
C
E
N
T
E
R
Da
m
a
g
e
D
e
p
o
s
i
t
A
n
/
c
1
9
9
6
No
n
-
P
r
o
f
i
t
$4
0
0
.
0
0
Ma
y
b
e
w
a
i
v
e
d
f
o
r
s
o
m
e
e
v
e
n
t
s
B
C
$
4
0
0
.
0
0
1
9
9
9
PR
,
P
N
R
,
C
$4
0
0
.
0
0
D
E
F
$
4
0
0
.
0
0
1
9
9
6
Cl
e
a
n
-
u
p
F
e
e
A
$
8
0
.
0
0
2
0
0
7
Al
l
$9
5
.
0
0
B
C
D
E
F
$
8
0
.
0
0
2
0
0
2
Re
n
t
a
l
(
w
e
e
k
e
n
d
o
n
l
y
)
A
$
5
0
.
0
0
2
0
0
7
Re
m
o
v
e
d
Re
n
t
a
l
(
M
o
n
d
a
y
-
T
h
u
r
s
d
a
y
,
S
u
n
d
a
y
)A
,
B,
E
$1
0
.
0
0
20
1
0
No
n
-
P
r
o
f
i
t
$1
5
.
0
0
$4
5
0
Re
n
t
a
l
(
h
o
u
r
l
y
)
B
$
6
0
.
0
0
2
0
0
7
No
n
-
P
r
o
f
i
t
$6
5
.
0
0
$0
C
$
7
0
.
0
0
2
0
0
7
Pr
i
v
a
t
e
-
R
e
s
i
d
e
n
t
$7
5
.
0
0
$3
,
0
0
0
D
$
8
0
.
0
0
2
0
0
7
Pr
i
v
a
t
e
-
N
o
n
-
R
e
s
i
d
e
n
t
$8
3
.
0
0
$0
E
$
9
0
.
0
0
2
0
0
7
Co
m
m
e
r
c
i
a
l
$1
1
0
.
0
0
$0
F
$
1
1
0
.
0
0
2
0
0
7
LA
D
Y
B
U
G
R
E
C
R
E
A
T
I
O
N
B
U
I
L
D
I
N
G
Da
m
a
g
e
D
e
p
o
s
i
t
A
B
$
5
0
.
0
0
1
9
9
9
Al
l
$5
0
.
0
0
Ma
y
b
e
w
a
i
v
e
d
f
o
r
s
o
m
e
e
v
e
n
t
s
.
C
$
5
0
.
0
0
1
9
9
9
D
E
F
$
5
0
.
0
0
1
9
9
9
Re
n
t
a
l
(
f
l
a
t
)
A
$
1
0
.
0
0
2
0
0
3
N
o
n
-
P
r
o
f
i
t
$1
5
.
0
0
$0
Fl
a
t
R
a
t
e
,
3
h
r
s
.
m
a
x
,
o
n
g
o
i
n
g
u
s
e
o
n
l
y
Re
n
t
a
l
(
f
l
a
t
)
B
$
1
5
.
0
0
2
0
0
2
Re
n
t
a
l
(
h
o
u
r
l
y
)
C
$
2
0
.
0
0
1
9
9
9
P
r
i
v
a
t
e
-
R
e
s
i
d
e
n
t
$2
0
.
0
0
$0
D
$
2
0
.
0
0
1
9
9
9
P
r
i
v
a
t
e
-
N
o
n
-
R
e
s
i
d
e
n
t
$2
5
.
0
0
$0
E
$
2
5
.
0
0
1
9
9
9
C
o
m
m
e
r
c
i
a
l
$3
0
.
0
0
$0
F
$
3
0
.
0
0
1
9
9
9
3/
6
/
2
0
1
4
3
SC
H
E
D
U
L
E
A
PR
O
P
O
S
E
D
2
0
1
4
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
F
E
E
S
C
H
E
D
U
L
E
Pr
o
g
r
a
m
/
F
a
c
i
l
i
t
y
C
l
a
s
s
i
f
i
c
a
t
i
o
n
C
u
r
r
e
n
t
F
e
e
Da
t
e
o
f
L
a
s
t
In
c
r
e
a
s
e
C
l
a
s
s
i
f
i
c
a
t
i
o
n
Pr
o
p
o
s
e
d
Fe
e
Ca
s
h
/
Y
e
a
r
Fi
s
c
a
l
I
m
p
a
c
t
Co
m
m
e
n
t
s
GO
L
D
R
I
D
G
E
R
E
C
R
E
A
T
I
O
N
C
E
N
T
E
R
N/
A
Re
s
i
d
e
n
t
Y
o
u
t
h
G
r
o
u
p
$2
5
.
0
0
Ho
u
r
l
y
No
n
-
R
e
s
i
d
e
n
t
Y
o
u
t
h
G
r
o
u
p
$3
0
.
0
0
Re
s
i
d
e
n
t
A
d
u
l
t
\
P
r
i
v
a
t
e
$6
0
.
0
0
No
n
-
R
e
s
d
i
e
n
t
A
d
u
l
t
\
P
r
i
v
a
t
e
$6
6
.
0
0
SE
N
I
O
R
C
E
N
T
E
R
A
C
T
I
V
I
T
Y
R
O
O
M
(
4
h
o
u
r
m
i
n
i
m
u
m
)
Da
m
a
g
e
D
e
p
o
s
i
t
A
n
/
c
1
9
9
6
Al
l
$4
0
0
.
0
0
Ma
y
b
e
w
a
i
v
e
d
f
o
r
s
o
m
e
e
v
e
n
t
s
B
$
4
0
0
.
0
0
1
9
9
9
C
$
4
0
0
.
0
0
1
9
9
9
D
E
F
$
4
0
0
.
0
0
1
9
9
9
Cl
e
a
n
-
u
p
f
e
e
A
$
9
5
.
0
0
2
0
0
7
Re
n
t
a
l
(
h
o
u
r
l
y
)
A
$
3
0
.
0
0
2
0
0
7
No
n
-
P
r
o
f
i
t
$4
0
.
0
0
$3
0
0
B
$
4
0
.
0
0
2
0
0
7
Pr
i
v
a
t
e
-
R
e
s
i
d
e
n
t
$6
5
.
0
0
$1
,
4
4
0
C
$
5
5
.
0
0
2
0
0
7
Pr
i
v
a
t
e
-
N
o
n
-
R
e
s
i
d
e
n
t
$7
1
.
0
0
$0
D
$
6
5
.
0
0
2
0
0
7
Co
m
m
e
r
c
i
a
l
$9
0
.
0
0
$2
0
E
$
7
5
.
0
0
2
0
0
7
F
$
8
5
.
0
0
2
0
0
7
2n
d
F
a
c
i
l
i
t
y
A
t
t
n
.
(
f
l
a
t
)
A
l
l
$
2
5
.
0
0
2
0
0
7
F
o
r
e
v
e
n
t
s
a
f
t
e
r
1
2
a
.
m
.
f
o
r
g
r
o
u
p
s
w
i
t
h
1
0
0
o
r
m
o
r
e
.
SE
N
I
O
R
C
E
N
T
E
R
D
I
N
I
N
G
R
O
O
M
/
D
R
O
P
-
I
N
/
S
U
I
T
E
C
Da
m
a
g
e
D
e
p
o
s
i
t
A
$
1
0
0
.
0
0
2
0
0
7
Al
l
$1
0
0
.
0
0
Ma
y
b
e
c
h
a
r
g
e
d
f
o
r
s
o
m
e
e
v
e
n
t
s
.
B
C
$
1
0
0
.
0
0
2
0
0
7
D
E
F
$
1
0
0
.
0
0
2
0
0
7
Cl
e
a
n
-
u
p
F
e
e
A
$
5
0
.
0
0
2
0
0
7
Al
l
$5
0
.
0
0
Ma
y
b
e
c
h
a
r
g
e
d
f
o
r
s
o
m
e
e
v
e
n
t
s
.
B
C
D
E
F
$
5
0
.
0
0
2
0
0
7
Re
n
t
a
l
(
h
o
u
r
l
y
)
A
$
2
0
.
0
0
2
0
0
7
No
n
-
P
r
o
f
i
t
$2
5
.
0
0
$1
0
0
B
$
3
0
.
0
0
2
0
0
7
Pr
i
v
a
t
e
-
R
e
s
i
d
e
n
t
$3
5
.
0
0
$1
0
0
C
$
4
5
.
0
0
2
0
0
7
Pr
i
v
a
t
e
-
N
o
n
-
R
e
s
i
d
e
n
t
$3
9
.
0
0
$0
D
$
5
0
.
0
0
2
0
0
7
Co
m
m
e
r
c
i
a
l
$5
0
.
0
0
$0
E
$
5
5
.
0
0
2
0
0
7
F
$
6
5
.
0
0
2
0
0
7
SE
N
I
O
R
C
E
N
T
E
R
K
I
T
C
H
E
N
Ra
t
e
p
e
r
u
s
e
A
$
1
0
0
.
0
0
2
0
0
7
F
l
a
t
R
a
t
e
p
e
r
u
s
e
.
B
$
1
0
0
.
0
0
2
0
0
7
C
$
1
0
0
.
0
0
2
0
0
7
D
E
F
$
1
0
0
.
0
0
2
0
0
7
3/
6
/
2
0
1
4
4
SC
H
E
D
U
L
E
A
PR
O
P
O
S
E
D
2
0
1
4
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
F
E
E
S
C
H
E
D
U
L
E
Pr
o
g
r
a
m
/
F
a
c
i
l
i
t
y
C
l
a
s
s
i
f
i
c
a
t
i
o
n
C
u
r
r
e
n
t
F
e
e
Da
t
e
o
f
L
a
s
t
In
c
r
e
a
s
e
C
l
a
s
s
i
f
i
c
a
t
i
o
n
Pr
o
p
o
s
e
d
Fe
e
Ca
s
h
/
Y
e
a
r
Fi
s
c
a
l
I
m
p
a
c
t
Co
m
m
e
n
t
s
SE
N
I
O
R
C
E
N
T
E
R
M
I
S
C
E
L
L
A
N
E
O
U
S
E
Q
U
I
P
M
E
N
T
Co
f
f
e
e
u
r
n
(
1
0
0
c
u
p
)
-
e
a
c
h
A
l
l
$
2
0
.
0
0
2
0
0
7
P.
A
.
s
y
s
t
e
m
/
2
m
i
c
r
o
p
h
o
n
e
s
A
l
l
$
2
5
.
0
0
2
0
0
7
3/
6
/
2
0
1
4
5
SC
H
E
D
U
L
E
A
PR
O
P
O
S
E
D
2
0
1
4
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
F
E
E
S
C
H
E
D
U
L
E
Pr
o
g
r
a
m
/
F
a
c
i
l
i
t
y
C
l
a
s
s
i
f
i
c
a
t
i
o
n
C
u
r
r
e
n
t
F
e
e
Da
t
e
o
f
L
a
s
t
In
c
r
e
a
s
e
C
l
a
s
s
i
f
i
c
a
t
i
o
n
Pr
o
p
o
s
e
d
Fe
e
Ca
s
h
/
Y
e
a
r
Fi
s
c
a
l
I
m
p
a
c
t
Co
m
m
e
n
t
s
PI
C
N
I
C
A
R
E
A
S
Gr
o
u
p
s
o
f
2
0
&
u
n
d
e
r
$4
0
.
0
0
20
1
0
R
e
s
i
d
e
n
t
f
e
e
s
21
-
5
0
p
e
o
p
l
e
$5
0
.
0
0
20
1
0
R
e
s
i
d
e
n
t
f
e
e
s
51
-
1
0
0
p
e
o
p
l
e
$1
0
0
.
0
0
20
1
0
R
e
s
i
d
e
n
t
f
e
e
s
10
1
-
2
0
0
p
e
o
p
l
e
n/
a
20
1
0
P
l
u
s
$
1
0
0
d
a
m
a
g
e
d
e
p
o
s
i
t
-
R
e
s
i
d
e
n
t
f
e
e
Gr
o
u
p
s
o
f
2
0
&
u
n
d
e
r
$5
5
.
0
0
20
1
0
N
o
n
-
r
e
s
i
d
e
n
t
f
e
e
s
21
-
5
0
p
e
o
p
l
e
$7
5
.
0
0
20
1
0
N
o
n
-
r
e
s
i
d
e
n
t
f
e
e
s
51
-
1
0
0
p
e
o
p
l
e
$1
2
5
.
0
0
20
1
0
N
o
n
-
r
e
s
i
d
e
n
t
f
e
e
s
10
1
-
2
0
0
p
e
o
p
l
e
n/
a
20
1
0
P
l
u
s
$
1
0
0
d
a
m
a
g
e
d
e
p
o
s
i
t
-
N
o
n
-
r
e
s
i
d
e
n
t
f
e
e
GR
O
U
P
P
I
C
N
I
C
A
R
E
A
S
Al
i
c
i
a
P
a
r
k
1
-
1
0
0
p
e
o
p
l
e
$1
2
5
.
0
0
20
1
0
R
e
s
i
d
e
n
t
f
e
e
s
Al
i
c
i
a
P
a
r
k
1
0
1
-
2
0
0
p
e
o
p
l
e
$1
5
0
.
0
0
20
1
0
P
l
u
s
$
1
0
0
d
a
m
a
g
e
d
e
p
o
s
i
t
-
R
e
s
i
d
e
n
t
F
e
e
s
Al
i
c
i
a
P
a
r
k
2
0
1
-
3
0
0
p
e
o
p
l
e
$2
0
0
.
0
0
20
1
0
P
l
u
s
$
1
0
0
d
a
m
a
g
e
d
e
p
o
s
i
t
-
R
e
s
i
d
e
n
t
F
e
e
s
Al
i
c
i
a
P
a
r
k
3
0
1
o
r
m
o
r
e
$2
5
0
.
0
0
20
1
0
P
l
u
s
$
1
0
0
d
a
m
a
g
e
d
e
p
o
s
i
t
-
R
e
s
i
d
e
n
t
F
e
e
s
Al
i
c
i
a
P
a
r
k
1
-
1
0
0
p
e
o
p
l
e
$1
7
5
.
0
0
20
1
0
N
o
n
-
r
e
s
i
d
e
n
t
F
e
e
s
Al
i
c
i
a
P
a
r
k
1
0
1
-
2
0
0
p
e
o
p
l
e
$2
0
0
.
0
0
20
1
0
P
l
u
s
$
1
0
0
d
a
m
a
g
e
d
e
p
o
s
i
t
-
N
o
n
-
r
e
s
i
d
e
n
t
F
e
e
s
Al
i
c
i
a
P
a
r
k
2
0
1
-
3
0
0
p
e
o
p
l
e
$2
5
0
.
0
0
20
1
0
P
l
u
s
$
1
0
0
d
a
m
a
g
e
d
e
p
o
s
i
t
-
N
o
n
-
r
e
s
i
d
e
n
t
F
e
e
s
Al
i
c
i
a
P
a
r
k
3
0
1
o
r
m
o
r
e
$3
0
0
.
0
0
20
1
0
P
l
u
s
$
1
0
0
d
a
m
a
g
e
d
e
p
o
s
i
t
-
N
o
n
-
r
e
s
i
d
e
n
t
F
e
e
s
PA
R
K
R
E
S
E
R
V
A
T
I
O
N
S
Yo
u
t
h
D
a
y
C
a
m
p
s
$
2
5
.
0
0
2
0
0
7
TE
N
N
I
S
C
O
U
R
T
S
Pr
i
v
a
t
e
r
e
n
t
a
l
s
$
2
5
.
0
0
1
9
9
9
P
e
r
c
o
u
r
t
/
p
e
r
d
a
y
Te
n
n
i
s
C
l
u
b
$
1
.
0
0
2
0
0
9
$2
.
0
0
$1
,
2
5
0
Pe
r
c
o
u
r
t
/
p
e
r
h
o
u
r
SP
E
C
I
A
L
E
V
E
N
T
U
S
E
S
Co
m
m
u
n
i
t
y
C
e
n
t
e
r
g
r
a
s
s
$1
0
0
.
0
0
20
1
0
Pa
r
k
a
r
e
a
s
o
t
h
e
r
t
h
a
n
p
i
c
n
i
c
s
$1
5
0
.
0
0
20
1
0
F
o
r
s
p
e
c
i
a
l
e
v
e
n
t
s
,
i
.
e
.
,
w
e
d
d
i
n
g
s
,
e
t
c
.
Re
f
u
n
d
/
C
h
a
n
g
e
P
r
o
c
e
s
s
i
n
g
C
h
a
r
g
e
$
1
0
.
0
0
2
0
0
7
3/
6
/
2
0
1
4
6
SC
H
E
D
U
L
E
A
PR
O
P
O
S
E
D
2
0
1
4
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
F
E
E
S
C
H
E
D
U
L
E
Pr
o
g
r
a
m
/
F
a
c
i
l
i
t
y
C
l
a
s
s
i
f
i
c
a
t
i
o
n
C
u
r
r
e
n
t
F
e
e
Da
t
e
o
f
L
a
s
t
In
c
r
e
a
s
e
C
l
a
s
s
i
f
i
c
a
t
i
o
n
Pr
o
p
o
s
e
d
Fe
e
Ca
s
h
/
Y
e
a
r
Fi
s
c
a
l
I
m
p
a
c
t
Co
m
m
e
n
t
s
CA
L
L
I
N
A
N
S
P
O
R
T
S
&
F
I
T
N
E
S
S
C
E
N
T
E
R
ME
M
B
E
R
S
H
I
P
S
Te
e
n
E
F
T
$
1
4
.
0
0
2
0
0
9
$1
6
.
0
0
$2
,
8
0
0
Ag
e
s
1
4
-
1
7
Ad
u
l
t
E
F
T
$
2
4
.
0
0
2
0
0
9
$2
7
.
0
0
$2
4
,
0
0
0
Ag
e
s
1
8
-
5
9
Se
n
i
o
r
E
F
T
$
1
4
.
0
0
2
0
0
9
$1
6
.
0
0
$7
,
0
0
0
Ag
e
s
6
0
+
Di
s
a
b
l
e
d
E
F
T
$
1
4
.
0
0
2
0
0
9
$1
6
.
0
0
$2
,
0
0
0
Fa
m
i
l
y
E
F
T
$
5
5
.
0
0
2
0
0
9
$6
0
.
0
0
$6
,
0
0
0
Ju
n
i
o
r
A
n
n
u
a
l
$
3
0
.
0
0
2
0
0
9
Te
e
n
A
n
n
u
a
l
$
1
6
8
.
0
0
2
0
0
9
$1
9
2
.
0
0
$4
3
0
Ad
u
l
t
A
n
n
u
a
l
$
2
8
8
.
0
0
2
0
0
9
$3
2
4
.
0
0
$3
,
6
0
0
Se
n
i
o
r
A
n
n
u
a
l
$
1
6
8
.
0
0
2
0
0
9
$1
9
2
.
0
0
$1
,
9
0
0
Di
s
a
b
l
e
d
A
n
n
u
a
l
$
1
6
8
.
0
0
2
0
0
9
$1
9
2
.
0
0
$1
,
9
0
0
Fa
m
i
l
y
A
n
n
u
a
l
$
6
6
0
.
0
0
2
0
0
9
$7
2
0
.
0
0
$2
4
0
Me
m
b
e
r
s
h
i
p
C
a
r
d
F
e
e
$
3
.
0
0
2
0
0
9
$5
.
0
0
$6
0
0
DR
O
P
-
I
N
Ge
n
e
r
a
l
$
8
.
0
0
2
0
0
0
1
8
y
e
a
r
s
a
n
d
o
v
e
r
Vo
l
l
e
y
b
a
l
l
O
n
l
y
$
4
.
0
0
2
0
0
7
Te
e
n
(
g
y
m
o
n
l
y
)
$
4
.
0
0
2
0
0
7
Di
s
a
b
l
e
d
$
4
.
0
0
2
0
0
7
MI
S
C
E
L
L
A
N
E
O
U
S
F
E
E
S
Ra
c
q
u
e
t
o
r
B
a
l
l
R
e
n
t
a
l
$
0
.
5
0
1
9
9
5
Mo
n
t
h
l
y
L
o
c
k
e
r
R
e
n
t
a
l
w
/
E
F
T
$
4
.
0
0
2
0
0
9
Ye
a
r
l
y
L
o
c
k
e
r
R
e
n
t
a
l
$
4
8
.
0
0
2
0
0
9
Ch
i
l
d
c
a
r
e
,
p
e
r
c
h
i
l
d
/
p
e
r
h
o
u
r
$
2
.
0
0
2
0
0
9
Re
s
i
d
e
n
t
C
a
r
d
F
e
e
$
1
5
.
0
0
2
0
0
3
RO
O
M
R
E
N
T
A
L
S
Ma
i
n
G
y
m
-
A
d
u
l
t
C
o
m
m
e
r
c
i
a
l
(
a
d
m
i
s
s
i
o
n
f
e
e
c
h
a
r
g
e
d
)
$
1
1
0
.
0
0
2
0
1
2
Ho
u
r
l
y
Ma
i
n
G
y
m
-
R
e
s
i
d
e
n
t
Y
o
u
t
h
G
r
o
u
p
$
2
5
.
0
0
2
0
1
2
Ho
u
r
l
y
Ma
i
n
G
y
m
-
N
o
n
-
R
e
s
i
d
e
n
t
Y
o
u
t
h
G
r
o
u
p
$
3
0
.
0
0
2
0
1
2
Ho
u
r
l
y
Ma
i
n
G
y
m
-
Y
o
u
t
h
H
a
l
f
G
y
m
O
n
l
y
$
1
5
.
0
0
2
0
1
2
Ho
u
r
l
y
Ac
t
i
v
i
t
y
R
o
o
m
$
2
5
.
0
0
2
0
1
2
Ho
u
r
l
y
Ch
i
l
d
c
a
r
e
R
o
o
m
$
2
0
.
0
0
2
0
1
2
Ho
u
r
l
y
3/
6
/
2
0
1
4
7
SC
H
E
D
U
L
E
A
PR
O
P
O
S
E
D
2
0
1
4
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
F
E
E
S
C
H
E
D
U
L
E
Pr
o
g
r
a
m
/
F
a
c
i
l
i
t
y
C
l
a
s
s
i
f
i
c
a
t
i
o
n
C
u
r
r
e
n
t
F
e
e
Da
t
e
o
f
L
a
s
t
In
c
r
e
a
s
e
C
l
a
s
s
i
f
i
c
a
t
i
o
n
Pr
o
p
o
s
e
d
Fe
e
Ca
s
h
/
Y
e
a
r
Fi
s
c
a
l
I
m
p
a
c
t
Co
m
m
e
n
t
s
SW
I
M
M
I
N
G
P
O
O
L
F
E
E
S
GE
N
E
R
A
L
A
D
M
I
S
S
I
O
N
5
a
n
d
U
n
d
e
r
N
o
n
-
S
w
i
m
m
e
r
F
r
e
e
Ac
c
o
m
p
a
n
i
e
d
b
y
a
n
a
d
u
l
t
Ad
u
l
t
$5
.
0
0
20
1
0
A
g
e
s
1
8
t
h
r
o
u
g
h
5
9
Yo
u
t
h
$4
.
0
0
20
1
0
A
g
e
s
6
t
h
r
o
u
g
h
1
7
Se
n
i
o
r
C
i
t
i
z
e
n
s
$4
.
0
0
20
1
0
A
g
e
6
0
a
n
d
o
l
d
e
r
Di
s
a
b
l
e
d
$4
.
0
0
20
1
0
La
p
S
w
i
m
$5
.
0
0
20
1
0
Fa
m
i
l
y
N
i
g
h
t
$8
.
0
0
20
1
0
P
e
r
f
a
m
i
l
y
-
l
i
m
i
t
o
f
6
La
s
t
H
o
u
r
o
f
P
u
b
l
i
c
S
w
i
m
1
/
2
p
r
i
c
e
FA
M
I
L
Y
S
W
I
M
P
A
S
S
E
S
Su
m
m
e
r
$2
6
0
.
0
0
20
1
0
U
p
t
o
s
i
x
f
a
m
i
l
y
m
e
n
b
e
r
s
IN
D
I
V
I
D
U
A
L
S
E
A
S
O
N
P
A
S
S
E
S
Su
m
m
e
r
$1
3
0
.
0
0
20
1
0
IN
D
I
V
I
D
U
A
L
S
E
A
S
O
N
P
A
S
S
E
S
SE
N
I
O
R
/
D
I
S
A
B
L
E
D
Su
m
m
e
r
$8
0
.
0
0
20
1
0
RE
S
I
D
E
N
T
I
A
L
D
A
Y
C
A
R
E
Su
m
m
e
r
S
e
a
s
o
n
P
a
s
s
$
3
0
0
.
0
0
2
0
0
7
Up
t
o
1
2
c
h
i
l
d
r
e
n
p
l
u
s
s
u
p
e
r
v
i
s
o
r
s
DI
S
C
O
U
N
T
S
W
I
M
P
A
S
S
E
S
Ad
u
l
t
$4
0
.
0
0
20
1
0
1
0
s
w
i
m
s
Yo
u
t
h
$
3
0
.
0
0
2
0
1
0
1
0
s
w
i
m
s
Se
n
i
o
r
/
D
i
s
a
b
l
e
d
$3
0
.
0
0
20
1
0
1
0
s
w
i
m
s
SW
I
M
S
C
H
O
O
L
Fi
r
s
t
T
w
o
S
w
i
m
m
e
r
s
(
e
a
.
)
H
o
n
e
y
b
e
e
P
o
o
l
$6
0
.
0
0
20
1
0
$7
0
.
0
0
$
8
,
0
0
0
2
w
e
e
k
s
e
s
s
i
o
n
Ad
d
i
t
i
o
n
a
l
S
w
i
m
m
e
r
s
$5
2
.
0
0
20
1
0
$6
2
.
0
0
$
2
,
0
0
0
2
w
e
e
k
s
e
s
s
i
o
n
Fi
r
s
t
T
w
o
S
w
i
m
m
e
r
s
(
e
a
.
)
B
e
n
i
c
i
a
P
o
o
l
$5
0
.
0
0
20
1
2
$6
0
.
0
0
$
1
,
0
0
0
2
w
e
e
k
s
e
s
s
i
o
n
Ad
d
i
t
i
o
n
a
l
S
w
i
m
m
e
r
s
$4
2
.
0
0
20
1
2
$5
2
.
0
0
$
2
0
0
2
w
e
e
k
s
e
s
s
i
o
n
No
n
-
r
e
s
i
d
e
n
t
s
(
a
d
d
i
t
i
o
n
a
l
)
$
7
.
0
0
2
0
0
0
2
w
e
e
k
s
e
s
s
i
o
n
PR
I
V
A
T
E
L
E
S
S
O
N
S
1
S
t
u
d
e
n
t
/
1
L
e
s
s
o
n
$
2
5
.
0
0
2
0
0
1
1
/
2
h
o
u
r
l
e
s
s
o
n
2
S
t
u
d
e
n
t
s
/
1
L
e
s
s
o
n
$
3
0
.
0
0
2
0
0
1
1
/
2
h
o
u
r
l
e
s
s
o
n
3/
6
/
2
0
1
4
8
SC
H
E
D
U
L
E
A
PR
O
P
O
S
E
D
2
0
1
4
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
F
E
E
S
C
H
E
D
U
L
E
Pr
o
g
r
a
m
/
F
a
c
i
l
i
t
y
C
l
a
s
s
i
f
i
c
a
t
i
o
n
C
u
r
r
e
n
t
F
e
e
Da
t
e
o
f
L
a
s
t
In
c
r
e
a
s
e
C
l
a
s
s
i
f
i
c
a
t
i
o
n
Pr
o
p
o
s
e
d
Fe
e
Ca
s
h
/
Y
e
a
r
Fi
s
c
a
l
I
m
p
a
c
t
Co
m
m
e
n
t
s
1
S
t
u
d
e
n
t
/
5
L
e
s
s
o
n
s
$
1
0
0
.
0
0
2
0
0
1
11
0
.
0
0
$
1
0
0
2
S
t
u
d
e
n
t
s
/
5
L
e
s
s
o
n
s
$
1
2
0
.
0
0
2
0
0
1
PO
O
L
R
E
N
T
A
L
R
A
T
E
S
1-
2
5
P
e
r
s
o
n
s
95
.
0
0
20
1
2
10
0
.
0
0
$1
0
0
Pe
r
h
o
u
r
w
/
s
t
a
f
f
26
-
5
0
11
0
.
0
0
20
1
2
11
5
.
0
0
$1
0
0
Pe
r
h
o
u
r
w
/
s
t
a
f
f
51
-
1
0
0
12
5
.
0
0
20
1
2
13
0
.
0
0
$3
0
0
Pe
r
h
o
u
r
w
/
s
t
a
f
f
10
1
-
1
5
0
13
5
.
0
0
20
1
2
14
0
.
0
0
$2
0
0
Pe
r
h
o
u
r
w
/
s
t
a
f
f
CI
T
Y
C
E
N
T
E
R
P
L
A
Z
A
Ap
p
l
i
c
a
t
i
o
n
F
e
e
A
l
l
$
1
0
.
0
0
2
0
1
0
N
o
n
-
r
e
f
u
n
d
a
b
l
e
Mi
n
o
r
E
v
e
n
t
A
l
l
$
3
0
0
.
0
0
2
0
1
0
S
e
e
a
p
p
l
i
c
a
t
i
o
n
f
o
r
e
v
e
n
t
s
i
z
e
s
Ma
j
o
r
E
v
e
n
t
A
l
l
$
8
5
0
.
0
0
20
1
0
FA
R
M
E
R
S
M
A
R
K
E
T
Ap
p
l
i
c
a
t
i
o
n
F
e
e
(
a
l
l
p
a
y
)
$
2
5
.
0
0
2
0
1
0
Ce
r
t
i
f
i
e
d
F
a
r
m
e
r
s
1
0
%
o
f
g
r
o
s
s
2
0
1
0
M
i
n
i
m
u
m
$
5
.
N
o
t
t
o
e
x
c
e
e
l
$
3
0
.
Pl
a
z
a
F
o
o
d
V
e
n
d
o
r
s
$
5
0
.
0
0
2
0
1
0
P
e
r
d
a
y
Al
l
o
t
h
e
r
P
l
a
z
a
V
e
n
d
o
r
s
$3
0
.
0
0
20
1
0
P
e
r
d
a
y
No
n
-
P
r
o
f
i
t
O
r
g
a
n
i
z
a
t
i
o
n
s
$1
0
.
0
0
20
1
0
P
e
r
d
a
y
RO
B
E
R
T
S
L
A
K
E
B
R
I
C
K
M
E
M
O
R
I
A
L
Pe
r
e
n
g
r
a
v
e
d
b
r
i
c
k
$1
0
0
.
0
0
20
1
0
A
c
t
u
a
l
b
r
i
c
k
c
o
s
t
i
s
$
6
6
Se
c
o
n
d
K
e
e
p
s
a
k
e
B
r
i
c
k
$5
0
.
0
0
20
1
0
AR
T
S
&
M
U
S
I
C
F
E
S
T
I
V
A
L
Cr
a
f
t
s
V
e
n
d
o
r
A
l
l
$5
0
.
0
0
20
1
0
Fo
o
d
V
e
n
d
o
r
(
m
u
l
t
i
p
l
e
o
f
f
e
r
i
n
g
s
)
$2
5
0
.
0
0
20
1
0
Fo
o
d
V
e
n
d
o
r
(
o
n
e
i
t
e
m
o
f
f
e
r
e
d
)
$5
0
.
0
0
20
1
0
HO
L
I
D
A
Y
C
R
A
F
T
S
F
A
I
R
E
Ve
n
d
o
r
b
o
o
t
h
(
2
d
a
y
s
)
A
l
l
$1
0
0
.
0
0
20
1
0
El
e
c
t
r
i
c
a
l
o
u
t
l
e
t
$2
0
.
0
0
20
1
0
8
f
o
o
t
t
a
b
l
e
$2
0
.
0
0
20
1
0
AD
U
L
T
S
P
O
R
T
S
SO
F
T
B
A
L
L
Al
l
l
e
a
g
u
e
s
$
3
7
5
.
0
0
2
0
1
2
$3
9
5
6
g
a
m
e
s
+
p
l
a
y
o
f
f
s
BA
S
K
E
T
B
A
L
L
3/
6
/
2
0
1
4
9
SC
H
E
D
U
L
E
A
PR
O
P
O
S
E
D
2
0
1
4
C
O
M
M
U
N
I
T
Y
S
E
R
V
I
C
E
S
F
E
E
S
C
H
E
D
U
L
E
Pr
o
g
r
a
m
/
F
a
c
i
l
i
t
y
C
l
a
s
s
i
f
i
c
a
t
i
o
n
C
u
r
r
e
n
t
F
e
e
Da
t
e
o
f
L
a
s
t
In
c
r
e
a
s
e
C
l
a
s
s
i
f
i
c
a
t
i
o
n
Pr
o
p
o
s
e
d
Fe
e
Ca
s
h
/
Y
e
a
r
Fi
s
c
a
l
I
m
p
a
c
t
Co
m
m
e
n
t
s
Al
l
L
e
a
g
u
e
s
n
/
a
n
/
a
$4
8
0
Ne
w
p
r
o
g
r
a
m
VO
L
L
E
Y
B
A
L
L
Su
m
m
e
r
A
&
B
L
e
a
g
u
e
s
$
2
3
5
.
0
0
2
0
0
1
S
e
l
f
-
o
f
f
i
c
i
a
t
e
d
Su
m
m
e
r
C
L
e
a
g
u
e
$
2
3
5
.
0
0
2
0
0
1
O
f
f
i
c
i
a
l
s
p
r
o
v
i
d
e
d
Sp
r
i
n
g
A
&
B
L
e
a
g
u
e
s
$
2
3
5
.
0
0
2
0
0
3
S
e
l
f
-
o
f
f
i
c
i
a
t
e
d
Sp
r
i
n
g
C
L
e
a
g
u
e
$
2
3
5
.
0
0
2
0
0
1
O
f
f
i
c
i
a
l
s
p
r
o
v
i
d
e
d
RE
C
R
E
A
T
I
O
N
P
R
O
G
R
A
M
S
Bu
r
t
o
n
S
u
m
m
e
r
C
a
m
p
$
1
0
0
2
0
1
2
$1
1
5
1
w
e
e
k
c
a
m
p
Go
l
d
R
i
d
g
e
S
u
m
m
e
r
C
a
m
p
$
8
0
2
0
1
3
$8
8
1
w
e
e
k
c
a
m
p
3/
6
/
2
0
1
4
10
SCHEDULE B
PROJECTED EXCESS (DEFICIENCY) OF REVENUES
FOR COMMUNITY SERVICES FACILITIES UNDER 2014 FEE SCHEDULE
SportsSwimming Community Senior
CenterPoolsCentersCenter
TOTAL REVENUES $494,300$162,600$435,040$71,000$406,600
TOTAL EXPENDITURES 496,134 392,081 711,124 201,130 563,059
NET OPERATING PROFIT (LOSS)(1,834) (229,481) (276,084) (130,130) (156,459)
ANNUAL CAPITAL IMPROVEMENT
COSTS* 78,000 18,400 9,800 8,200 21,000
NET OPERATING PROFIT (LOSS)
W/CAPITAL IMPROVEMENTS (79,834) (247,881) (285,884) (138,330) (177,459)
TOTAL PROPOSED FEE INCREASE 50,000 2,000 10,000 2,00010,000
OVER (UNDER) EXPENDITURES
AFTER FEE INCREASES (29,834)$ (245,881)$ (275,884)$ (136,330)$ (167,459)$
Performing
Arts Center
*Annual Capital Improvements based on 2012-2013 Capital Improvements Program. Annual costs represent a five to 30 year
amortization schedule.
c:\users\llh\appdata\local\microsoft\windows\temporary internet files\content.outlook\11qvg7vz\tac agenda 030314.docx
FOR ACCESSIBLE
MEETING INFORMATION
CALL: (707) 543-3350
ADD: (707) 543-3031
TECHNICAL ADVISORY COMMITTEE
MONDAY, MARCH 3, 2014
9:00AM
Utilities Field Operations Training Center
35 Stony Point Road, Santa Rosa, CA
1. Check In
2. Public Comment
3. TAC Recommendation re: 2014 SCWA Water Shortage Allocation Methodology Update
4. Water Supply Conditions and Temporary Urgency Change Petition
5. Biological Opinion Status Update
6. Items for next agenda
7. Check Out
BOARD OF DIRECTORS AGENDA
March10, 2014 – 2:30 p.m.
Sonoma County Permit & Resource Management Department
Planning Commission Hearing Room – 2550 Ventura Avenue, Santa Rosa, CA
1.Call to order the meeting of the Sonoma County Transportation Authority (SCTA) and the
Sonoma County Regional Climate Protection Authority (RCPA)
2.Public comment on items not on the regular agenda
3.Consent Calendar
A.SCTA Consent
3.1. Measure M – 2014 Bond Disclosure Reports - Series 2008 and 2011 bonds (ACTION)*
d
f
3.2. Measure M – Airport Boulevard unused appropriation of Local Streets Projects (LSP),
Amendment #4 to Cooperative Agreement M30210-05 with the County of Sonoma an
appropriation of landscaping funds (ACTION)*
3.3. Hwy 101 – Amendment 1 to Cooperative Agreement 04-2309 with Caltrans for right o
way services on the Marin Sonoma Narrows C2 Project. (ACTION)*
3.4. Hwy 101 – Amendment 1 to Cooperative Agreement 04-2459 with Caltrans to
reimburse SCTA expenditures on the Marin Sonoma Narrows C3 Project. (ACTION)*
B. SCTA/RCPA Concurrent Items
3.5. Minutes of the February 10, 2014 meeting (ACTION)*
4.Regular Calendar
A.SCTA
4.1. SCTA Planning
4.1.1. 2009 Comprehensive Transportation Plan update process / approach
(ACTION)*
4.1.2. Transit – North Bay 101 Corridor Clipper program update (REPORT)*
4.2. SCTA Projects and Programming
4.2.1. Funding – analysis of State gas tax revenues (REPORT)
http://www.dot.ca.gov/hq/transprog/ctcbooks/2014/0114/PowerPoints/Tab19_4.1
8_Fuel_Taxes.pdf
4.2.2. Highways – Update on State Highway projects (REPORT)
B.RCPA
4.3. RCPA Planning
4.3.1. Prop 84 planning grant – proposed submittal related to transportation sector
and GHG reduction (ACTION)*
4.4. RCPA Projects and Programs
4.4.1. RCPA activities report (REPORT)*
5.Reports and Announcements
2
5.1. Executive Committee report
5.2. Regional agency reports*
SMART NCRA MTC Self Help Counties Coalition
ABAG BAAQMD CALCOG GGBHTD Sonoma Clean Power
5.3. Advisory Committee agendas*
5.4. SCTA/RCPA staff report
5.5. Announcements – Form 700
6.Adjourn
*Materials attached.
The next SCTA/RCPA meetings will be held
Copies of the full Agenda Packet are available at www.sctainfo.org
April 14, 2014
DISABLED ACCOMMODATION: If you have a disability that requires the agenda materials to be in an alternate format or that requires an
interpreter or other person to assist you while attending this meeting, please contact SCTA/RCPA at least 72 hours prior to the meeting to
ensure arrangements for accommodation.
SB 343 DOCUMENTS RELATED TO OPEN SESSION AGENDAS: Materials related to an item on this agenda submitted to the SCTA/RCPA
after distribution of the agenda packet are available for public inspection in the SCTA/RCPA office at 490 Mendocino Ave., Suite 206, during
normal business hours.
Pagers, cellular telephones and all other communication devices should be turned off during the committee meeting to avoid electrical
interference with the sound recording system.
TO REDUCE GHG EMISSIONS: Please consider carpooling or taking transit to this meeting. For more information check www.511.org,
www.srcity.org/citybus, www.sctransit.com or www.wegorideshare.com/sonoma/
3
Date:
To:
From:
Re:
ITEM NO. 14
Mission Statement
"We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow."
March 11, 2014
Rohnert Park City Council
Darrin Jenkins, City Manager
Budget Work- session Schedule
Memo
Distr. @ Mtg. Of: 3 -11- ('f
cc: 0b1; L.
cc:
File: Acevt90, 1 C Lt(a -t-
File:
Staff is seeking council input and direction on scheduling three budget work - sessions for review of
the FY 2014/15 proposed budget. Staff is presenting three options for the council's consideration.
All options provide 10.5 hours. The review of the FY 2013/14 budget required 11 hours including
strategic plan review.
Option 1 - Three work - sessions before regularly scheduled council meetings.
Tuesday, April 22, 2014
Tuesday, May 13, 2014
Tuesday, May 27, 2014
1 -4:30 PM
1 -4:30 PM
1 -4:30 PM
Option 2 - Three work- sessions, two before regularly scheduled council meetings and one in
between, scheduled before already scheduled mandatory ethics training.
Tuesday, May 13, 2014
Tuesday, May 20, 2014
Tuesday, May 27, 2014
1 -4:30 PM
9:00 AM to 12:30 PM, then ethics training 1:30 to 4:00 PM
1 -4:30 PM
Option 3 - Three work sessions, two before regularly scheduled council meetings and one in
between at a time selected by the city council.
Tuesday, May 13, 2014
May 14 -26, 2014
Tuesday, May 27, 2014
1 -4:30 PM
Day and time to be selected by city council.
1 -4:30 PM