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2020/08/25 City Council Agenda Packet "We Care for Our Residents by Working Together to Build a Better Community for Today and Tomorrow." ROHNERT PARK CITY COUNCIL, ROHNERT PARK FINANCING AUTHORITY (RPFA), SUCCESSOR AGENCY TO THE COMMUNITY DEVELOPMENT COMMISSION JOINT REGULAR MEETING Tuesday, August 25, 2020 Open Session: 5:00 PM *COVID-19 NOTICE* Consistent with Executive Orders No. N-25-20 and No. N-29-20 from the Executive Department of the State of California and the Sonoma County Health Official’s March 17, 2020 and March 31, 2020 Shelter in Place Orders, the City Council Meeting will not be physically open to the public and City Councilmembers will be teleconferencing into the meeting via Zoom Video Communications software. How to observe the Meeting: To maximize public safety while still maintaining transparency and public access, members of the public can observe the meeting on Cable Channel 26 or by visiting meeting central on our website https://www.rpcity.org/city_hall/city_council/meeting_central How to submit Public Comment: Members of the public may provide public comment by sending comments to the Clerk by email at publiccomment@rpcity.org Comments are requested by 3:00 p.m. on the day of the meeting, but can be emailed until the close of the Agenda Item for which the comment is submitted. Email comments must identify the Agenda Item Number in the subject line of the email and should be a maximum of 350 words, which corresponds to approximately 3 minutes of speaking time. The comments will be read for the record, with a maximum allowance of 30 minutes of total public comments, subject to the Mayor’s discretion. If a comment is received after the agenda item is heard but before the close of the meeting, the comment will still be included as a part of the record of the meeting but will not be read for the record or considered in connection with the agenda item. American Disability Act Accommodations: Any member of the public who needs accommodations should email the ADA Coordinator at vperrault@rpcity.org or by calling 707-588-2221. The ADA Coordinator will use their best efforts to provide reasonable accommodations to provide as much accessibility as possible while also maintaining public safety in accordance with the City procedure for resolving reasonable accommodation requests. Information about reasonable accommodations is available on the City website at https://www.rpcity.org/city_hall/departments/human_resources/a_d_a_and_accessibility_resources 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 1.CITY COUNCIL/RPFA/SUCCESSOR AGENCY JOINT REGULAR MEETING - CALL TO ORDER/ROLL CALL (Adams_____Belforte_____Stafford_____Mackenzie_____Callinan_____) 2.PRESENTATIONS 2.A Mayor's Proclamation: Proclaiming August 26 as Women's Equality Day in the City of Rohnert Park Item 2.A. 3.DEPARTMENT HEAD BRIEFINGS 3.A Update on Current Emergencies (Wildfires, COVID-19, Power Outages, etc.) 4.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. Persons wishing to address the Council on City business not listed on the Agenda may do so at this time. Please refer to Page 1 for details on how to submit public comments. 5.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. Council Motion/Roll Call Vote: (Adams_____Belforte_____Stafford_____Mackenzie_____Callinan_____) 5.A Acceptance of Reports for: City Bills/Demands for Payment dated August 3, 2020 through August 14, 2020 Item 5.A. 5.B Approval of Minutes for City Council/RPFA/Successor Agency/Foundation Joint Regular 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 Section 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. Meeting, August 11, 2020 Item 5.B. 5.C Receive Annual Community Services Facility Fee Waiver Report Item 5.C. 5.D Adopt Ordinance 950, an Ordinance of the City Council of the City of Rohnert Park, California, Amending Rohnert Park Municipal Code Title 17 - Zoning With respect to Accessory Dwelling Units and Junior Accessory Dwelling Units, including Sections 17.04.030 (Definitions of Words and Terms), Section 17.07.020 (Footnotes), Section 17.10.060 (Accessory Structures), and 17.16.040 (Parking Exemptions) (CEQA Status: Exempt) Item 5.D. 5.E Adopt Resolution 2020-079 Authorizing the Submittal of an Application to 2020 Open Space Matching Grant Program for Up to $2.4 Million for the Trail to Crane Creek Regional Park, Connecting Infrastructure, and Park Expansion Project Item 5.E. 6.REGULAR ITEMS 6.A PUBLIC HEARING: Introducing an Ordinance Repealing Chapter 9.48 - “Alcohol Offense/Loud Parties” and Replacing it in its entirety with Chapter 9.48 – “Alcohol Offenses, Loud and Unruly Gatherings, and Social Host Accountability” to Impose Stricter Criminal and Civil Penalties Against Alcohol Offenses and Loud Parties A. Staff Report B. Conduct Public Hearing C. Ordinance for Introduction and Reading of Title: Ordinance 951, an Ordinance of the City Council of the City of Rohnert Park Repealing Chapter 9.48 - “Alcohol Offense/Loud Parties” and Replacing it in its entirety with Chapter 9.48 – “Alcohol Offenses, Loud and Unruly Gatherings, and Social Host Accountability” to Impose Stricter Criminal and Civil Penalties Against Alcohol Offenses and Loud Parties D. Council motion/roll call vote (Adams_____ Belforte_____ Stafford_____ Mackenzie _____Callinan______) Item 6.A. Item 6.A. PowerPoint Presentation 6.B Discussion and Direction on the Roles and Responsibilities of Home Sonoma County Regarding Homelessness in Sonoma County A. Staff Report B. Public Comment C. Council discussion/direction Item 6.B. Item 6.B. PowerPoint Presentation 6.C Consideration of City Councilmember Request to Hire a Full-time Social Worker to Address Mental Health Issues in Public Safety and Police-Mental Health Collaborations A. Staff Report B. Public Comment C. Council discussion/direction Item 6.C. 6.D Consideration of a Letter Commenting on Sonoma County’s Use of a $149 Million Settlement from PG&E for 2017 Sonoma Complex Fires A. Staff Report B. Public Comment C. Council discussion/direction Item 6.D. 6.E Authorize the City of Rohnert Park to Acquire a Local Government Commission Membership A. Staff Report B. Public Comment C. Council discussion/direction Item 6.E. 6.F Consideration of Designating a Voting Delegate for the League of California Cities Annual Conference – October 7-9, 2020, Virtual Conference A. Staff Report B. Public Comment C. Council discussion/direction Item 6.F. 7.COMMITTEE / LIAISON / OTHER 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. 7.A Standing Committee Reports: 7.B Liaison Reports: 1. Chamber of Commerce (Board of Directors Meeting (8/18) 2. Rohnert Park-Cotati Regional Library Advisory Board Meeting (8/18) 7.C Outside Agency Appointments: 1. Santa Rosa Plain Groundwater Sustainability Agency Board of Directors Meeting (8/13) 2. Mayors and Council Members’ Association of Sonoma County Legislative Committee (8/21) 7.D Other Reports: 8.COMMUNICATIONS Copies of communications have been provided to Council for review prior to this meeting. Council Members desiring to read or discuss any communication may do so at this time. No action may be taken except to place a particular item on a future agenda for Council consideration. 9.MATTERS FROM/FOR COUNCIL Prior to agenda publication, any Councilmember may place an item on this portion of the agenda. Upon the concurrence of two Councilmembers, the item may be added to a subsequent agenda for deliberation and action. In accordance with the Brown Act, at the City Council meeting, Councilmembers may not add items hereunder, except for brief reports on his or her own activities or brief announcements regarding an event of community interest. 10.PUBLIC COMMENTS Persons wishing to address the Council on City business not listed on the Agenda may do so at this time. Please refer to Page 1 for details on how to submit public comments. 11.ADJOURNMENT 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, please refer to page 1 for more details on submitting a public comment. 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. AGENDA REPORTS & DOCUMENTS: Electronic 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 on https://www.rpcity.org/city_hall/city_council/meeting_central. 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 on our website following the meeting. DISABLED ACCOMMODATION: Any member of the public who needs accommodations should email the ADA Coordinator at vperrault@rpcity.org or by calling 707-588-2221. The ADA Coordinator will use their best efforts to provide reasonable accommodations to provide as much accessibility as possible while also maintaining public safety in accordance with the City procedure for resolving reasonable accommodation requests. Information about reasonable accommodations is available on the City website at https://www.rpcity.org/city_hall/departments/human_resources/a_d_a_and_accessibility_resources CERTIFICATION OF POSTING OF AGENDA I, _________________________, ____________________, for the City of Rohnert Park, declare that the foregoing agenda was posted and available for review on ______________ ______, _________, 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 _____ day of ________________, _________ at Rohnert Park, California. _____________________________ Office of the City Clerk PPP rrr ooo ccc lll aaa mmm aaa ttt iii ooo nnn A PROCLAMATION OF THE COUNCIL OF THE CITY OF ROHNERT PARK P ROCLAIMING A UGUST 26, 2020 AS W OMEN’S E QUALITY D AY Whereas, in August, 2020, we mark the 100th anniversary of the ratification of the 19th Amendment to the United States Constitution which secured the right to vote for women; and Whereas, in 1976, the Sonoma County Board of Supervisors established one of the first Commissions on the Status of Women in the State of California with the purpose of promoting “equal rights and opportunities that enhance the quality of life for all women and girls” and addressing “issues of discrimination and prejudice that negatively affect women in Sonoma County”; and Whereas, women are succeeding like never before and contribute to our growing economy and the advancement of our Nation. We also recognize gender inequality remains pervasive and women continue to suffer the consequences of unequal pay; and Whereas, women now constitute nearly 50 percent of our workforce, the majority of students in our colleges and graduate schools, and an increasing number of primary bread winners; and Whereas, the women in Sonoma County and across the United States should be supported in their fight for equality, commended for their achievements, and encouraged to continue the effort toward attaining full equality. Now, Therefore, be it Proclaimed that I, Joseph T. Callinan, as Mayor, do hereby proclaim August 26, 2020 as WOMEN’S EQUALITY DAY, marking the 100th anniversary of the enactment of the 19th Amendment, celebrating the achievement of women and recommitting to realizing gender equality in Rohnert Park. Duly and Regularly Proclaimed this 25th day of August 2020. CITY OF ROHNERT PARK Joseph T. Callinan, MAYOR Item 2.A. clrY B|LLS/DEMANDS FoR PAYM ENr // August 25,2020 Check Number: 263747 - 263958 Dated: August 3,2020 -August 14,2020 TOTAL $1,941 ,753.87 $1,941,753.87 Item 5.A. Ac c o u n t s Pa y a b l e Ch e c k s fo r Ap p r o v a l Us e r : Pr i n t e d : js t u a r d 8/ 1 4 1 2 0 2 0 - 4: 0 7 PM 08 1 0 s 1 2 0 2 0 08 t 0 5 1 2 0 2 0 08 t 0 5 1 2 0 2 0 08 t 0 5 t 2 0 2 0 08 / 0 5 t 2 0 2 0 08 t 0 5 1 2 0 2 0 08 1 0 5 / 2 0 2 0 o8 / 0 s t 2 0 2 0 Ch e c k Nu m b e r Ch e c k Da t e Fu n d Na m e 26 3 7 4 7 08 1 0 3 / 2 0 2 0 Ge n e r a l Fu n d 26 3 7 4 8 08 t 0 3 1 2 0 2 0 Ge n e r a l Fu n d 26 3 7 4 9 08 t 0 3 1 2 0 2 0 Ge n e r a l Fu n d 26 3 7 5 0 08 t 0 5 / 2 0 2 0 Ge n e r a l Fu n d Ac c o u n t Na m e Mg m t Me d Re i m b - Re t i r e e Me d Mg m t M e d Re i m b - Re t i r e e Me d Mg m t Me d Re i m b - Re t i r e e Me d Rp r & Ma i n t N o n - R o u t i n e -P S S Ve h Re p a i r s fo r St r e e t s - F l e e t Ve h Re p a i r s fo r Sü e e t s - F l e e t Sa l e s Ta x Pa y a b l e Sp e c De p t Ex p - Fl e e t Cl i n i c ex p e n s NO T Sp & N t r E l g b l e Ve h Re p & Ma i n - AV A Cl i n i c ex p e n s NO T Sp & N t r E l g b l e Sp e c De p t Ex p - EO C Sp e c De p t Ex p - EO C Cl i n i c ex p e n s NO T Sp & N t r E l g b l e Cl i n i c ex p e n s NO T Sp & N û E l g b l e Ve n d o r Na m e Ch e c k To t a l : Ch e c k To t a l Ch e c k To t a l : AI R EX C H A N G E , I N C . Ch e c k To t a l : Al t e c In d u s t r i e s , I n c . Al t e c In d u s t r i e s , I n c . Al t e c In d u s t r i e s , I n c . Ch e c k To t a l : Au t o Z O n e , I n c . Ch e c k To t a l : Bo e h r i n g e r In g e l h e i m An i m a l He a l t h US Ch e c k To t a l Br i d g e s t o n e Am e r i c a s , In c . Ch e c k To t a l : Bu t l e r An i m a l He a l t h Ho l d i n g Co m p a n y Bu t l e r An i m a l He a l t h Ho l d i n g Co m p a n y Bu t l e r An i m a l He a l t h Ho l d i n g Co m p a n y Bu t l e r An i m a l He a l t h Ho l d i n g Co m p a n y Bu t l e r An i m a l He a l t h Ho l d i n g Co m p a n y Amount 573.52 573.s2 1,136.00 I,136.00 l,(x9.51 1,049.51 508.77 26 3 7 5 r 26 3 7 5 1 26 3 7 5 1 26 3 7 5 2 26 3 7 5 3 26 3 7 5 4 26 3 7 5 5 26 3 7 5 5 26 3 7 5 5 26 3 7 5 5 26 3 7 5 5 08 1 0 s / 2 0 2 0 IS F - Fl e e t 08 1 0 5 1 2 0 2 0 Ge n e r a l Fu n d 08 t 0 5 1 2 0 2 0 IS F - Fl e e t IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d 508.77 1,351.38 0.87 -0.87 1,351.38 26.48 26.48 723.73 723.73 654.45 654.45 290.10 44.8t 347.98 I1.68 477 -70 Ch e c k Nu m b e r 26 3 7 s 5 26 3 7 5 5 Ch e c k Da t e 08 t 0 5 1 2 0 2 0 08 1 0 5 / 2 0 2 0 Fu n d Na m e Ge n c r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d IS F - Fl e e t Ac c o u n t Na m e Cl i n i c ex p e n s NO T Sp & N t r E l g b l e Cl i n i c ex p e n s NO T Sp & N t r E l g b l e Eq u i p m e n t un d e r 5K - Po l i c e Co n f i a c t e d Sv c s - EO C Co n t r a c t e d Sv c s - EO C Co n t r a c t e d Sv c s - EO C Co n t r a c t e d Sv c s - EO C Co n t r a c t Sv c s - PS Ma i n Co n t r a c t Sv c s - CH Co n f i a c t e d Sv c s - EO C Co n t r a c t e d Sv c s - EO C Co n t r a c t e d Sv c s - EO C Co n t r a c t e d Sv c s - EO C Co n t r a c t e d Sv c s - EO C Co n t r a c t e d Sv c s - EO C Co n t r a c t Sv c s - PS Ma i n Co n t r a c t e d Qv c s - EO C Co n t r a c t e d Sv c s - EO C Co n t r a c t e d Sv c s - EO C Co n f i a c t e d Sv c s - EO C Co n t r a c t e d Sv c s - EO C Cl i n i c ex p e n s NO T Sp & N t r E l g b l e Sp e c De p t Ex p - AS Sp e c De p t Ex p - AS Sa l e s Ta x Pa y a b l e Re c Re f u n d Cl e a r i n g Se l f In s u r e d Lo s s e s -S t r e e t s Ve h Re p a i r s fo r Wa t e r - F l e e t Ve n d o r Na m e Bu t l e r An i m a l He a l t h Ho l d i n g Co m p a n y Bu t l e r An i m a l He a l t h Ho l d i n g Co m p a n y Ch e c k To t a l : Ca l i f o m i a Me t r o Mo b i l e Co m m u n i c a t i o l Ch e c k To t a l : Amount tt7.91 651.46 t,941.64 1,010.64 26 3 7 5 7 26 3 7 5 7 26 3 7 5 7 26 3 7 5 7 26 3 7 5 7 26 3 7 5 7 26 3 7 5 7 26 3 7 5 7 26 3 7 5 7 26 3 7 5 7 26 3 7 5 7 26 3 7 5 7 26 3 7 5 7 26 3 7 5 7 26 3 7 5 7 26 3 7 5 7 26 3 7 5 7 26 3 7 5 7 26 3 7 5 6 26 3 7 5 8 26 3 7 5 9 26 3 7 5 9 26 3 7 5 9 26 3 7 6 0 26 3 7 6 1 26 3 7 6 1 08 t 0 5 1 2 0 2 0 08 1 0 s 1 2 0 2 0 08 1 0 5 / 2 0 2 0 08 t 0 5 1 2 0 2 0 08 t 0 5 1 2 0 2 0 08 1 0 5 / 2 0 2 0 08 t 0 5 1 2 0 2 0 08 1 0 5 1 2 0 2 0 08 1 0 s / 2 0 2 0 08 t 0 s 1 2 0 2 0 08 1 0 s 1 2 0 2 0 08 t 0 5 / 2 0 2 0 08 1 0 5 1 2 0 2 0 08 t 0 5 / 2 0 2 0 08 1 0 5 / 2 0 2 0 08 / 0 5 t 2 0 2 0 08 1 0 s / 2 0 2 0 08 1 0 5 / 2 0 2 0 08 t 0 5 / 2 0 2 0 08 1 0 5 / 2 0 2 0 08 t 0 5 1 2 0 2 0 08 / 0 5 1 2 0 2 0 08 1 0 s / 2 0 2 0 08 1 0 5 / 2 0 2 0 08 1 0 5 1 2 0 2 0 Ci n t a s Ci n t a s Ci n t a s Ci n t a s Ci n a s Ci n t a s Ci n t a s Ci n t a s Ci n t a s Ci n t a s Ci n t a s Ci n t a s Ci n t a s Ci n t a s Ci n t a s Ci n t a s Ci n t a s Ci n t a s 1,010.64 26.46 22.t6 22.16 22.t6 t7.34 48.89 326.6 2E.69 5E9.35 31.61 26.46 3l1.49 8.58 22.16 22.16 22.16 31.61 28.69 08 1 0 5 1 2 0 2 0 Ge n e r a l Fu n d Ch e c k To t a l : Co m p l e t e We l d e r s Su p p l y Ch e c k To t a l : Fr i z e l l e - E n o s Co m p a n y Fr i z e l l e - E n o s Co m p a n y Fr i z e l l e - E n o s Co m p a n y Ch e c k To t a l : De b o r a h Gi z d i c h Ch e c k To t a l Ha n s e l Fo r d In c . Ha n s e l Fo r d In c . r,608.79 r39.37 r39.37 185.04 0.7t -0.71 185.04 l I1.30 I I 1.30 402.54 119.59 Ch e c k To t a l : 522.r3 Ch e c k Nu m b e r 26 3 7 6 2 26 3 7 6 2 Ch e c k Da t e 08 1 0 5 1 2 0 2 0 08 / 0 5 1 2 0 2 0 08 1 0 5 1 2 0 2 0 Ge n e r a l Fu n d Fu n d Na m e Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Sp a y an d Ne u t e r Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Wa t e r Ut i l i t y Fu n d IS F - Fl e e t Ac c o u n t Na m e Sh e l t e r Fo o d - AS Sh e l t e r Fo o d - AS Cl i n i c ex p e n s NO T Sp & N t r E l g b l e Cl i n i c ex p e n s NO T Sp & N t r E l g b l e Sa l e s Ta x Pa y a b l e Co m m u n i t y Ou t r e a c h Ex P - AS Co n f a c t Sv c s - AS Co n t r a c t Sv c s - SP a Y & Ne u t e r Un l e a d e d Fu e l In v e n t o r y Of f r c e Eq u i p - Po l i c e Of f i c e Eq u i p - Po l i c e Sa l e s Ta x Pa y a b l e Co n f i a c t In s t r u c t o r s - RP C C Sp e c De p t Ex p - Wa t e r Ve h Re p a i r s fo r Wa t e r - F l e e t Ve n d o r Na m e Hi l l ' s Pe t Nu t r i t i o n Sa l e s In c Hi l l ' s Pe t Nu t r i t i o n Sa l e s In c Ch e c k To t ¿ l : ID E X X Di s t r i b u t i o n In c . ID E X X Di s t r i b u t i o n In c . ID E X X Di s t r i b u t i o n In c . Ch e c k To t a l : Ko e f r a n In d u s t r i e s Ch e c k To t a l Ba r b a ¡ a Le a c h , D. V . M . Ba r b a r a L e a c h , D. V . M . Ch e c k To t a l : Ni c k Ba r b i e r i Tr u c k i n g LL C Ch e c k To t a l : Of f i c e Fu r n i t u r e Wo r l d , In c Of ü c e Fu m i t u r e Wo r l d , In c Of f i c e Fu r n i t u r e Wo r l d , In c Ch e c k To t a l : Ri c c a r d o Ol i v a Ch e c k To t a l : Po w e r p l a n Po w e r p l a n Ch e c k To t a l Re d w o o d Lo c k In c . Ch e c k To t a l : Sc o t t Se a n o r Ch e c k To t a l : Ju s t i n Sh o n l e y Amount 281.15 250.86 532.01 E65.94 2.43 -2.43 E65.94 552.00 552.00 2,355.00 19s.00 2,550.00 434.96 434.96 2,529.67 -18.92 18.92 2,529.67 227.50 227.50 28.99 46.72 75.71 248.18 248.18 724.19 724.19 37.86 37.86 26.83 26 3 7 6 3 26 3 7 6 3 26 3 7 6 3 26 3 7 6 4 26 3 26 3 26 3 7 6 7 26 3 7 6 7 26 3 7 6 7 26 3 7 6 8 26 3 7 6 9 26 3 7 6 9 26 3 7 7 0 26 3 7 7 1 26 3 7 7 2 08 1 0 5 / 2 0 2 0 08 t 0 5 / 2 0 2 0 08 / 0 5 1 2 0 2 0 08 t 0 5 1 2 0 2 0 08 t 0 5 / 2 0 2 0 08 / 0 5 1 2 0 2 0 08 1 0 5 / 2 0 2 0 08 1 0 5 1 2 0 2 0 08 t 0 5 / 2 0 2 0 08 1 0 5 1 2 0 2 0 08 t 0 5 1 2 0 2 0 76 s 76 5 26 3 7 6 6 08 t 0 5 / 2 0 2 0 Ge n e r a l Fr ¡ n d 08 / 0 5 1 2 0 2 0 IS F - Fl e e t Ve h Re p a i r s fo r Wa t e r - F l e e t 08 1 0 5 1 2 0 2 0 IS F - Ve h i c l e Re p l a c e m e n t Ve h i c l e s - PS VR F 08 1 0 5 / 2 0 2 0 Ge n e r a l Fu n d Li c e n s e , Pe r m i t s & Fe e s - F i r e 26 3 7 7 3 08 t 0 5 / 2 0 2 0 IS F - Fl e e t Ve h i c l e s - Fl e e t Si x Ro b b l e e s ' I n c . Ch e c k To t a l Ch e c k Nu m b e r Ch e c k Da t e Fu n d Na m e 26 3 7 7 4 08 / 0 5 , '2 0 2 0 Ge n e r a l Fu n d 26 3 7 7 5 08 / 0 5 t2 0 2 0 Ge n e r a l Fu n d 26 3 7 7 6 08 / 0 5 t2 0 2 0 Ge n e r a l Fu n d Ac c o u n t Na m e Sp e c De p t Ex p - St r e e t s Cl i n i c ex p e n s NO T Sp & N t r E l g b l e Co n t r a c t e d Sv c s - EO C Un i f o r m La u n d r y Sv c s -F l e e t Un i f o r m La u n d r y Sv c s -W a t e r Un i f o r m La u n d r y Sv c s -S e w e r Un i f o r m La u n d r y Sv c s - P W Un i f o r m La u n d r y Sv c s - S t r e e t Un i f o r m La u n d r y Sv c s -P a r k s Sp e c De p t Ex P - Sf r e e t s Sp e c De p t Ex p - St r e e t s Co n t r a c t Sv c s - Po l i c e Sp e c De p t Ex p - Pa r k s Tr e e Re m o v a l In - L i e u Fe e De P Tr e e In Li e u Re v e n u e - Pa r k s Sp e c De p t Ex p - St r e e t s Sp e c De p t Ex p - Pa r k s Un l e a d e d Fu e l In v e n t o r y Ga s & O i l - P o l i c e Ve n d o r Na m e Ch e c k To t a l : Sy a r In d u s t r i e s In c . Ch e c k To t a l : VC A An i m a l Ca r e Ce n t e r of So n o m a Co Ch e c k To t a l : AB M Se r v i c e s In c Ch e c k To t a l : Ar a m a r k Un i f o r m s & Ca r e e r Ap p a r e l Gr Ar a m a r k Un i f o r m s & Ca r e e r Ap p a r e l Gr Ar a m a r k Un i f o r m s & Ca r e e r Ap p a r e l Gr Ar a m a r k Un i f o r m s & Ca r e e r Ap p a r e l Gr Ar a m a r k Un i f o r m s & Ca r e e r Ap p a r e l Gr Ar a m a r k Un i f o r m s & Ca r e e r Ap p a r e l Gr Ch e c k To t a l : BA Y AR E A BA R R I C A D E SE R V I C E BA Y AR E A BA R R I C A D E SE R V I C E Ch e c k To t a l : Co m m u n i q u e In t e r p r e t i n g In c Ch e c k To t a l : Cr e s c o Eq u i p m e n t Re n t a l s & Af f i l i a t e s Cr e s c o Eq u i p m e n t Re n t a l s & Af f r l i a t e s Cr e s c o Eq u i p m e n t Re n t a l s & Af f i l i a t e s Ch e c k To t a l Fa s t e n a l Fa s t e n a l Ch e c k To t a l : HD S WH I T E CA P CO N S T SU P P L Ch e c k To t a l : We r l e En t e r p r i s e , L l C Na t i o n a l Pr i n t an d Ch e c k To t a l Ni c k Ba r b i e r i Tr u c k i n g , LL C Ni c k Ba r b i e r i Tr u c k i n g , LL C Amount 26.83 108.95 10E.95 73.08 73.08 4,916.24 26 3 7 7 7 26 3 7 7 7 26 3 7 7 7 26 3 7 7 7 26 3 7 7 7 26 3 7 7 7 26 3 7 7 8 26 3 7 7 8 26 3 7 8 0 26 3 7 8 0 26 3 7 8 0 26 3 7 8 1 26 3 7 8 1 26 3 7 8 2 26 3 7 8 3 26 3 7 8 4 26 3 7 8 4 08 / 0 5 08 / 0 5 08 / 0 5 08 / 0 5 08 / 0 5 08 / 0 5 t2 0 2 0 t2 0 2 0 t2 0 2 0 /2 0 2 0 12 0 2 0 /2 0 2 0 IS F - Fl e e t Wa t e r Ut i l i t y Fu n d Se w e r Ut i l i t y Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n c r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d 4,916.24 27.96 57.&35.45 34.22 3E.47 181.55 08 / 0 5 08 i 0 5 t2 0 2 0 /2 0 2 0 375.29 1,027.69 1,930.47 2,958.16 1,370.00 1,370.00 156.55 r56.55 -156.55 156.55 102.4t 102.40 204.81 12.32 12.32 181.65 18 r.65 377.58 272.t8 26 3 7 7 9 08 / 0 i t2 0 2 0 Ge n e r a l Fu n d 08 / 0 : 08 / 0 : 08 / 0 : 08 / 0 i 08 / 0 : it 2 0 2 0 it 2 0 2 0 it 2 0 2 0 i/ 2 0 2 0 i/ 2 0 2 0 08 / 0 : í/ 2 0 2 0 Wa t e r Ut i l i t y Fu n d Di s t r i b u t i o n S y s t e m R e p a i r - W a t e r 08 / 0 : il 2 0 2 0 Ge n e r a l Fu n d Pr i n t i n g Se r v i c e s - Po l i c e t/ 2 0 2 0 il 2 0 2 0 08 / 0 : 08 / 0 r Ch e c k Nu m b e r 26 3 7 8 4 Ch e c k Da t e 08 / 0 5 1 2 0 2 0 Fu n d Na m e Ge n e r a l Fu n d Gc n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d 26 3 7 8 5 26 3 7 8 5 26 3 7 8 6 26 3 7 8 6 26 3 7 8 6 26 3 7 8 7 26 3 7 8 8 26 3 7 8 9 26 3 7 9 0 26 3 7 9 1 26 3 7 9 2 26 3 7 9 3 26 3 7 9 4 26 3 7 9 4 26 3 7 9 4 26 3 7 9 5 08 1 0 5 1 2 0 2 0 08 1 0 5 1 2 0 2 0 08 1 0 s 1 2 0 2 0 08 1 0 5 1 2 0 2 0 08 t 0 5 1 2 0 2 0 08 t 0 5 1 2 0 2 0 Ge n e r a l Fu n d 08 t 0 5 / 2 0 2 0 Ge n e r a l Fu n d 08 1 0 5 1 2 0 2 0 Ge n e r a l Fu n d 08 t 0 5 1 2 0 2 0 08 1 0 s 1 2 0 2 0 08 1 0 s 1 2 0 2 0 08 / 0 5 1 2 0 2 0 08 / 0 5 1 2 0 2 0 08 1 0 5 1 2 0 2 0 08 1 0 s 1 2 0 2 0 08 / 0 5 1 2 0 2 0 Ge n e r a l Fu n d Ge n e r a l Fu n d So f t w r Li c e n s e & Ma i n t - DS IS F - Fl e e t Ve h i c l e s - Fl e e t Ge n e r a l Fu n d Po s t a g e & S h i p p i n g - D S Ge n e r a l Fu n d Sp e c De p t Ex p - EO C Bu i l d g St a n d a r d Sp Re v SB l 4 ' B l d g Sf i r d s i S B l 4 7 3 Pa y a b l e Ge n e r a l Fu n d Bl d g Pe r m i t Fe e s - DS Ge n e r a l Fu n d Bu i l d i n g Pl a n Ch e c k Fe e s - DS Of f i c e Su p p l i e s - DS Ac c o u n t Na m e Un l e a d e d Fu e l In v e n t o r y Sp e c De p t Ex p - St r e e t s Sp e c De p t Ex p - St r e e t s De v e l o p e r Re f u n d a b l e De p o s i t s 22 9 7 Re v e n u e - DS 22 9 7 Ex p e n s e s - DS Of ñ c e Su p p l i e s - DS Tr a i n i n g . & Tr a v e l - Po l i c e Pr i n t i n g Se r v i c e s Ve n d o r Na m e Ni c k Ba r b i e r i Tr u c k i n g , LL C Ch e c k To t a l : Sy a r In d u s t r i e s In c . Sy a r In d u s t r i e s In c . Ch e c k To t a l : BC En g i n e e r i n g Gr o u p , In c BC En g i n e e r i n g Gr o u p , In c BC En g i n e e r i n g Gr o u p , In c Ch e c k To t a l : El l e n Be a r d s l e y Ch e c k To t a l : Bl u e Li n e K9 LL C Ch e c k To t a l : Dr a f T e c h Bl u e p r i n t i n g In c Ch e c k To t a l : En v i r o n m e n t a l Sy s t e m s Re s e a r c h In s t i r u - Ch e c k To t a l : Fa s t e n a l Ch e c k To t a l : Fe d E x Ch e c k To t a l : Gr a i n g e r In c . Ch e c k To t a l : Mo o r e Se r v i c e s Ho l d i n g s LL C Mo o r e Se r v i c e s Ho l d i n g s LL C Mo o r e Se r v i c e s Ho l d i n g s LL C Ch e c k To t a l : We r l e En t e r p r i s e , L l C Na t i o n a l Pr i n t an d Amount 200.03 849.79 205.04 207.02 412.M 1,450.00 -1,450.00 1,450.00 1,450.00 107.54 107.54 175.00 175.00 7.6t 7.61 2,550.00 2,550.00 351.34 35r.34 54.96 s4.96 692.17 692.17 1.00 125.10 74.70 200.80 363.40 363.40 318.00 26 3 7 9 6 08 / 0 5 1 2 0 2 0 Ge n e r a l Fu n d Bu i l d i n g Pl a n Ch e c k Fe e s - DS ON G A R O & SO N S Ch e c k To t a l Ch e c k Nu m b e r 26 3 7 9 6 Ch e c k Da t e 08 1 0 5 1 2 0 2 0 Fu n d Na m e Ge n e r a l Fu n d Ac c o u n t Na m e Bl d g Pe r m i t Fe e s - DS Du e s & S u b s c r i p t i o n - E D Ve n d o r Na m e ON G A R O & SO N S Ch e c k To t a l : Ro t a r y Cl u b of Ro h n e r t Pa r k - C o t a t i Ch e c k To t a l : Su n r u n In s t a l l a t i o n Se r v i c e s Su n r u n In s t a l l a t i o n Se r v i c e s Su n r u n In s a l l a t i o n Se r v i c e s Su n r u n In s t a l l a t i o n Se r v i c e s Ch e c k To t a l : Th e Co m m u n i t y Vo i c e / S h a h Fa m i l y LL ( Ch e c k To t a l : Ch e c k To t a l : AT & T Ch e c k To t a l : 08 1 0 s 1 2 0 2 0 Ge n e r a l Fu n d 08 1 0 5 / 2 0 2 0 08 1 0 5 1 2 0 2 0 08 t 0 5 1 2 0 2 0 08 1 0 s / 2 0 2 0 08 t 0 5 / 2 0 2 0 AT & T AT & T Ch e c k To t a l : Ch e c k To t a l Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l : Amount 122.00 440.00 850.00 850.00 181.00 181.00 1.00 166.00 529.00 3ó7.00 367.00 40.t2 40.12 20.88 20.88 40.12 40.12 20.88 20.88 78.58 78.58 40.14 40.r4 40.12 26 3 7 9 7 26 3 7 9 8 26 3 7 9 8 26 3 7 9 8 26 3 7 9 8 26 3 7 9 9 26 3 8 0 0 26 3 8 0 1 26 3 8 0 2 26 3 8 0 3 26 3 8 0 4 26 3 8 0 5 26 3 8 0 6 26 3 8 0 7 08 1 0 5 / 2 0 2 0 Ge n e r a l Fu o d Ad v e r t i s i n g - DS 08 1 0 5 1 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e m - PS Bl d g - N AT & T 08 t 0 5 / 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e m e - PS Ma i n 08 / 0 5 1 2 0 2 0 IS F - In f o r m a t i o n Te c h n o l o g y Te l e p h o n e & In t e r n c t - IT 08 / 0 s 1 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & ln t e r n e t - RP C C AT & T o8 , t o s / 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e r n e t - SP C AT & T 08 / 0 5 1 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e m e t - AS Bl d g AT & T 08 t 0 s / 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e r n - PS Bl d g - S AT & T Ge n e r a l Fu n d Bl d g Pe r m i t Fe e s - DS Ge n e r a l Fu n d Bu i l d i n g Pl a n Ch e c k Fe e s - DS Bu i l d g St a n d a r d Sp Re v SB l 4 ' B l d g Sü r d y S B l 4 7 3 Pa y a b l e Ge n e r a l Fu n d Bl d g Pe r m i t Fe e s - DS Ge n e r a l Fu n d Te l e p h o n e & In t e r n - PS Bl d g - S 40.12 336.51 336.51 333.61 26 3 8 0 8 08 t 0 5 t 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e r n - PS Bl d g - N AT & T Ch e c k To t a l : 26 3 8 0 9 26 3 8 0 9 26 3 8 0 9 26 3 8 0 9 26 3 8 0 9 26 3 8 0 9 26 3 8 0 9 26 3 8 0 9 26 3 8 0 9 26 3 8 0 9 26 3 8 0 9 26 3 8 0 9 26 3 8 0 9 26 3 8 0 9 26 3 8 0 9 26 3 8 0 9 26 3 8 0 9 26 3 8 0 9 26 3 8 r 0 26 3 8 1 1 26 3 8 1 1 Ch e c k Nu m b e r Ch e c k Da t e Fu n d Na m e Ac c o u n t Na m e Te l e p h o n e & In t e r n e - A q u a t i c s OF - 6 5 Go l d Rd g De m o / l v f U Ro o f Re t e n t i o n Pa y a b l e - CI P Ve n d o r Na m e Ch e c k To t a l : AT & T M O B I L I T Y AT & T M O B I L I T Y AT & T M O B I L I T Y AT & T M O B I L I T Y AT & T M O B I L I T Y AT & T M O B I L I T Y AT & T M O B I L I T Y AT & T M O B I L I T Y AT & T M O B I L I T Y AT & T M O B I L I T Y AT & T M O B I L I T Y AT & T M O B I L I T Y AT & T MO B I L I r y AT & T M O B I L I T Y AT & T M O B I L I T Y AT & T M O B I L I T Y AT & T MO B I L I r y AT & T M O B I L I T Y Ch e c k To t a l : Co m c a s t Ch e c k To t a l : Be s t Co n t r a c t i n g Se r v i c e In c . Be s t Co n t r a c t i n g Se r v i c e In c . Ch e c k To t a l : Co m m i t t e e on th e Sh e l t e r l e s s Ch e c k To t a l : Co r e l o g i c In f o r m a t i o n So l u t i o n s , In c . Ch e c k To t a l : Cu l l i g a n Ch e c k To t a l : DE L L MA R K E T I N G LP Ch e c k To t a l : Pa c e Su p p l y 08 1 0 5 / 2 0 2 0 08 1 0 5 1 2 0 2 0 08 1 0 5 1 2 0 2 0 08 t 0 5 1 2 0 2 0 08 1 0 s / 2 0 2 0 08 1 0 5 1 2 0 2 0 08 1 0 5 1 2 0 2 0 08 1 0 5 1 2 0 2 0 08 1 0 5 1 2 0 2 0 08 t 0 5 1 2 0 2 0 08 1 0 5 1 2 0 2 0 08 t 0 5 1 2 0 2 0 08 1 0 5 1 2 0 2 0 08 / 0 s 1 2 0 2 0 08 t 0 5 / 2 0 2 0 08 / 0 5 1 2 0 2 0 08 1 0 s / 2 0 2 0 08 1 0 5 1 2 0 2 0 08 t 0 5 / 2 0 2 0 Ge n e r a l Fu n d Se w e r Ut i l i t y Fu n d Ce l l Ph o n e - Se w e r Wa t e r Ut i l i t y Fu n d Ce l l Ph o n e - WT R IS F - Fl e e t Ce l l Ph o n e - Fl e e t Ge n e r a l F u n d Ce l l P h o n e - C M Ge n e r a l Fu n d Ce l l Ph o n e - DS Ge n e r a l F u n d Ce l l P h o n e - H R Ge n e r a l Fu n d Ce l l Ph o n e - Po l i c e Ge n e r a l Fu n d Ce l l ' P h o n e - Fi r e Ge n e r a l Fu n d Ce l l Ph o n e - Fi r e Ge n e r a l Fu n d Ce l l Ph o n e - AS Ge n e r a l Fu n d Ce l l Ph o n e - PV / Ge n e r a l Fu n d Ce l l Ph o n e - St r e e t s Ge n e r a l Fu n d Ce l l Ph o n e - Pa ¡ k s Ge n e r a l Fu n d Ce l l Ph o n e - Sr C Ge n e r a l Fu n d Ce l l Ph o n e - St o r m Dr a i n s IS F - In f o r m a t i o n Te c h n o l o g y Ce l l Ph o n e - IT Ge n e r a l Fu n d Ce l l Ph o n e - Po l i c e Ge n e r a l Fu n d Ce l l Ph o n e - RP C C Amount 333.61 3s8.47 531.87 55.54 97.03 t93.12 77.44 55.54 55.54 610.94 85.44 1E5.00 334.89 556.65 21.90 4t.02 132.98 4,634.93 40.71 08 t 0 5 1 2 0 2 0 08 / 0 5 / 2 0 2 0 Ca p i t a l Pr o j e c t s Fu n d Ca p i t a l Pr o j e c t s Fu n d 8,069.01 t54.96 154.96 t13,893.75 -5,694.69 108,199.06 9,125.00 9,125.00 206.00 206.00 147.95 147.95 247.23 247.23 2,834.00 26 3 8 1 2 08 1 0 5 1 2 0 2 0 Ne i g h b r h d up g r d wk F r c e Hs n C o n Í a c t Sr v c s - NU W H Hm l s s 26 3 8 1 3 08 1 0 5 1 2 0 2 0 Ge n e r a l Fu n d So f t w r Li c e n s e & Ma i n t - DS 26 3 8 1 4 08 / 0 5 1 2 0 2 0 Ge n e r a l Fu n d Sp e c De p t Ex p - PS Bl d g - N o r t h 26 3 8 1 5 08 1 0 5 1 2 0 2 0 IS F - In f o r m a t i o n Te c h n o l o g y Sp e c De p t Ex p - IT 26 3 8 1 6 08 / 0 5 / 2 0 2 0 Wa t e r Ut i l i t y Fu n d Di s t r i b u t i o n S y s t e m R e p a i r - W a t e r 26 3 8 1 9 08 1 0 7 1 2 0 2 0 Ge n e r a l Fu n d Mg m t Me d Re i m b - Re t i r e e Me d 26 3 8 2 0 08 1 0 7 1 2 0 2 0 IS F - In f o r m a t i o n Te c h n o l o g y Eq u i p m e n t un d e r 5K - IT 26 3 8 1 8 26 3 8 1 8 08 1 0 5 1 2 0 2 0 08 t 0 5 1 2 0 2 0 08 1 0 7 / 2 0 2 0 08 1 0 7 1 2 0 2 0 08 1 0 7 1 2 0 2 0 08 t 0 7 1 2 0 2 0 08 t 0 7 1 2 0 2 0 08 1 0 7 / 2 0 2 0 08 1 0 7 / 2 0 2 0 Ch e c k Nu m b e r Ch e c k Da t e Fu n d Na m e 26 3 8 1 7 08 1 0 5 1 2 0 2 0 Ge n e r a l Fu n d Ac c o u n t Na m e Co n t r a c t Sv c s - RP C C Li c e n s e , Pe r m i t s Fe e s - A q u a t i c s Li c e n s e , Pe r m i t s Fe e s - A q u a t i c s Co n Í a c t Sv c s - IT Co n t r a c t Sv c s - FI N Co n t r a c t Sv c s - FI N Co n f a c t Sv c s - IT Co n t r a c t Sv c s - FI N Co n t r a c t Sv c s - IT Co n t r a c t Sv c s - FI N Ve n d o r Na m e Ch e c k To t a l : Re n t o k i l No r t h Am e r i c a l n c . Ch e c k To t a l : So n o m a Co u n t y En v i r o n m e n t a l He a l t h E So n o m a Co u n t y En v i r o n m e n t a l He a l t h E Ch e c k To t a l : Ch e c k To t a l : AM S . N E T , I n c - Ch e c k T o t a l : BO L T ST A F F I N G SE R V I C E IN C . BO L T ST A F F I N G SE R V I C E IN C . BO L T ST A F F I N G SE R V I C E IN C . BO L T ST A F F I N G SE R V I C E IN C . BO L T ST A F F I N G SE R V I C E IN C . BO L T ST A F F I N G SE R V I C E IN C . BO L T ST A F F I N G SE R V I C E IN C . Ch e c k To t a l : CD W Go v e m m e n t Ch e c k To t a l : AT & T Ch e c k To t a l : AT & T Ch e c k To t a l : AT & T Ch e c k To t a l : AT & T Ch e c k To t ¿ l : AT & T Ge n e r a l Fu n d Ge n e r a l Fu n d IS F - In f o r m a t i o n Te c h n o l o r y Ge n e r a l Fu n d Ge n e r a l Fu n d IS F - In f o r m a t i o n Te c h n o l o r y Ge n e r a l Fu n d IS F - In f o r m a t i o n Te c h n o l o g Y Ge n e r a l Fu n d Amount 2,834.00 75.00 75.00 591.00 s91.00 1,182.00 853.40 853.40 2,972.03 26 3 8 2 1 26 3 8 2 1 26 3 8 2 r 26 3 8 2 1 26 3 8 2 t 26 3 8 2 1 26 3 8 2 r 2,972.03 459.00 1,874.40 1,874.40 459.00 -372.8E 459.00 1,874.40 26 3 8 2 2 26 3 8 2 3 26 3 8 2 4 26 3 8 2 5 26 3 8 2 6 08 1 0 7 1 2 0 2 0 IS F - In f o r m a t i o n Te c h n o l o r y So f t w r Li c e n s e & Ma i n t - IT 08 1 0 6 / 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e r n e - A q u a t i c s 08 1 0 6 1 2 0 2 0 IS F - In f o r m a t i o n Te c h n o l o g y Te l e p h o n e & In t e r n e t - IT 08 t 0 6 t 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e m e t - RP C C 08 1 0 6 / 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e r n e t - PA C 26 3 8 2 7 08 t 0 6 t 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e r n e t - PW 6,627.32 479.76 479.76 89.50 89.50 6,284.71 6,284.71 40.12 40.12 172.68 172.68 38.46 38.46 60.99 26 3 8 2 8 08 1 0 6 1 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e r n e t - RP C C AT & T Ch e c k To t a l : Ch e c k Nu m b e r Ch e c k Da t e Fu n d Na m e 26 3 8 2 9 08 1 0 6 1 2 0 2 0 Ge n e r a l Fu n d 26 3 8 3 0 08 t 0 6 1 2 0 2 0 Ge n e r a l Fu n d 26 3 8 3 1 08 t 0 6 1 2 0 2 0 Ge n e r a l Fu n d 26 3 8 3 2 08 t 0 6 / 2 0 2 0 Ge n e r a l Fu n d 26 3 8 3 3 08 1 0 6 1 2 0 2 0 IS F - Fl e e t 26 3 8 3 4 08 t 0 6 1 2 0 2 0 Ge n e r a l Fu n d 26 3 8 3 5 08 1 0 6 1 2 0 2 0 Ge n e r a l Fu n d 26 3 8 3 6 08 t 0 6 1 2 0 2 0 Ge n e r a l Fu n d 26 3 8 3 7 08 1 0 6 1 2 0 2 0 Ge n e r a l Fu n d 26 3 8 3 8 08 / 0 6 t 2 0 2 0 Ge n e r a l Fu n d 26 3 8 3 9 08 / 0 6 1 2 0 2 0 Ge n e r a l Fu n d 26 3 8 4 0 08 t 0 6 t 2 0 2 0 Ge n e r a l Fu n d Ac c o u n t Na m e Te l e p h o n e & I n t e m e t - P W Te l e p h o n e & In t e r n e t - Pr ü Te l e p h o n e & I n t e m e t - P W Te l e p h o n e & In t e r n e t - AS Bl d g Te l e p h o n e & In t e r n e t - Fl e e t Te l e p h o n e & In t e r n e t - PW Te l e p h o n e & In t e m e t - RP C C Te l e p h o n e & I n t e m e t - C H Te l e p h o n e & In t e r n e t - PW Te l e p h o n e & In t e r n e - PS Ma i n Te l e p h o n e & I n t e m e t - C H Te l e p h o n e & I n t e m e t - C H AT & T Ve n d o r Na m e AT & T AT & T AT & T AT & T Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l : Ch e c k To ø l : Ch e c k To t a l Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l Ch e c k To t a l : Ch e c k To t a l : Amount 60.99 t9.23 19.23 40.63 40.63 2t.74 2t.74 41.90 41.90 4t.84 41.84 41.91 AT & T AT & T AT & T AT & T AT & T AT & T AT & T 41.9t 41.90 41.90 82.14 82.14 82.14 82.14 84.35 84.35 82.14 82.14 r22.38 122.38 41.60 26 3 8 4 1 08 1 0 6 / 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e r n e - A q u a t i c s AT & T Ch e c k To t a l : 41.60 26 3 8 4 3 08 / 0 6 1 2 0 2 0 Se w e r Ut i l i t Y Fu n d Te l e p h o n e & In t e m e t - Se w e r 26 3 8 4 4 08 1 0 6 1 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & I n t e m e t - C H 26 3 8 4 5 08 t 0 6 / 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e m e - PS Ma i n 26 3 8 4 6 08 1 0 6 1 2 0 2 0 IS F - In f o r m a t i o n Te c h n o l o r y Te l e p h o n e & In t e r n e t - IT 26 3 8 4 7 08 t 0 6 1 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & I n t e m e t - C H 26 3 8 4 8 08 1 0 6 t 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e r n e - A q u a t i c s Ch e c k Nu m b e r 26 3 8 4 2 Ch e c k Da t e 08 1 0 6 1 2 0 2 0 Fu n d Na m e Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ac c o u n t Na m e Te l e p h o n e & In t e r n e t - RP C C Te l e p h o n e & In t e r n e - PS Ma i n Te l e p h o n e & In t e m e - PS Ma i n AT & T AT & T Ve n d o r Na m e AT & T AT & T AT & T AT & T Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l Ch e c k To t a l : Amount 19.23 19.23 21.74 2t.74 202.95 202.95 336.18 336.18 62.02 62.02 1,718.91 1,718.91 60.39 60.39 392.89 36.81 429.70 69.s3 69.53 41.90 41.90 997.18 997.18 600.s0 600.50 20.88 20.88 97.80 26 3 8 4 9 26 3 8 4 9 26 3 8 5 0 26 3 8 5 1 26 3 8 s 2 26 3 8 5 3 26 3 8 5 4 08 t 0 6 1 2 0 2 0 08 t 0 6 1 2 0 2 0 AT & T AT & T AT & T AT & T AT & T AT & T 08 / 0 6 1 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e r n e - PS Ma i n 08 / 0 6 1 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e m - PS Bl d g - N 08 1 0 6 1 2 0 2 0 IS F - In f o r m a t i o n Te c h n o l o r y Te l e p h o n e & In t e m e t - IT 0S / 0 6 1 2 0 2 0 IS F - In f o r m a t i o n Te c h n o l o g y Te l e p h o n e & In t e r n e t - IT 08 / 0 6 1 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e r n e t - BA R C AT & T AT & T 26 3 8 5 5 08 t 0 6 t 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e m e t - St F r m AT & T Ch e c k To t a l : Ch e c k Nu m b e r Ch e c k Da t e Fu n d Na m e Ac c o u n t Na m e 08 t 0 6 1 2 0 2 0 Wa t e r Ut i l i t y Fu n d Te l e p h o n e & In t e r n e t - Wa t e r 08 1 0 6 / 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e r n e - PS Ma i n 08 / 0 6 / 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e r n - PS Bl d g - S 08 / 0 6 / 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e r n - PS Bl d g - N 08 t 0 6 t 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & I n t e m e t - C H 08 / 0 6 / 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & I n t e m e t - P W 08 t 0 6 / 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e r n e t - Sp C 26 3 8 6 3 08 1 0 6 / 2 0 2 0 IS F - In f o r m a t i o n Te c h n o l o g y Te l e p h o n e & In t e m e t - IT 26 3 8 6 4 08 t 0 6 t 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e m e t - RP C C 26 3 8 6 5 08 t 0 6 / 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e m e t - St F r m 26 3 8 6 6 08 / 0 6 / 2 0 2 0 Ge n e r a l Fu n d Te l e p h o n e & In t e r n - PS Bl d g - N Co m c a s t 26 3 8 5 6 26 3 8 5 7 26 3 8 5 8 26 3 8 5 9 26 3 8 6 0 26 3 8 6 1 26 3 8 6 2 26 3 8 6 7 26 3 8 6 7 08 / 0 7 / 2 0 2 0 08 / 0 7 t 2 0 2 0 Se w e r Ut i l i t y Fu n d La g u n a Pl a n t - Se w e r Pu b l i c F a c i l i t y Fi n a n c e D v l p r F e Su b R Ex p a n s i o n De b t Se r v i c e Ve n d o r Na m e Ch e c k To t a l : AT & T Ch e c k To t a l : Co m c a s t Ch e c k To t a l : Co m c a s t Ch e c k To t a l : Co m c a s t Ch e c k To t a l Co m c a s t Ch e c k To t a l : Co m c a s t Ch e c k To t a l : Co m c a s t Ch e c k To t a l : Co m c a s t Ch e c k To t a l : Co m c a s t Ch e c k To t a l : Co m c a s t Ch e c k To t a l : Ch e c k To t a l : Ci t y of Sa n t a Ro s a Ci t y of Sa n t a Ro s a Ch e c k To t a l : Co r e l o g i c In f o r m a t i o n So l u t i o n s , In c . Amount 97.80 43.77 43.77 16.96 t6.96 157.35 157.35 156.18 l56.lE 69.5t 69.51 26.74 26.74 559.48 559.48 236.t6 236.16 149.96 t49.96 130.01 r30.01 239.96 239.96 814,t66.19 61,422.89 875,589.08 206.00 26 3 8 6 8 08 t 0 7 / 2 0 2 0 Ge n e r a l Fu n d So f t w r Li c e n s e & Ma i n t - DS Ch e c k Nu m b e r Ch e c k Da t e Fu n d Na m e Ac c o u n t Na m e IS F - In f o r m a t i o n Te c h n o l o g l r Eq u i p Le a s e - IT IS F - In f o r m a t i o n Te c h n o l o g y Eq u i p Le a s e - IT IS F - In f o r m a t i o n Te c h n o l o g a Eq u i p Le a s e - IT Ve n d o r Na m e Ch e c k To t a l : De l l Fi n a n c i a l Se r v i c e s De l l Fi n a n c i a l Se r v i c e s De l l Fi n a n c i a l Se r v i c e s Ch e c k To ø l : DE L L M A R K E T I N G L P Ch e c k To t a l : Fr i e d m a n ' s Ho m e Im p r o v e m e n t Fr i e d m a n ' s Ho m e Im p r o v e m e n t Fr i e d m a n ' s Ho m e Im p r o v e m e n t Fr i e d m a n ' s Ho m e Im p r o v e m e n t Fr i e d m a n ' s Ho m e Im p r o v e m e n t Fr i e d m a n ' s Ho m e Im p r o v e m e n t Fr i e d m a n ' s Ho m e Im p r o v e m e n t Fr i e d m a n ' s Ho m e Im p r o v e m e n t Fr i e d m a n ' s Ho m e Im p r o v e m e n t Fr i e d m a n ' s Ho m e Im p r o v e m e n t Fr i e d m a n ' s Ho m e Im p r o v e m e n t Ch c c k To t ¿ l : Re l i a b l e Ha r d w a r e & St e e l Co . Ch e c k To t a l : US Ba n k Ch e c k To t a l : 26 3 8 6 9 26 3 8 6 9 26 3 8 6 9 26 3 8 7 0 26 3 8 7 1 26 3 8 7 1 26 3 8 7 r 26 3 8 7 r 26 3 8 7 1 26 3 8 7 1 26 3 8 7 1 26 3 8 7 1 26 3 8 7 r 26 3 8 7 1 26 3 8 7 t 26 3 8 7 4 26 3 8 7 4 26 3 8 7 4 26 3 8 7 4 26 3 8 7 4 26 3 8 7 4 26 3 8 7 4 26 3 8 7 4 26 3 8 7 4 26 3 8 7 4 26 3 8 7 4 26 3 8 7 4 08 / 0 7 1 2 0 2 0 08 1 0 7 1 2 0 2 0 08 1 0 7 / 2 0 2 0 08 1 0 7 1 2 0 2 0 08 1 0 7 1 2 0 2 0 08 1 0 7 / 2 0 2 0 08 / 0 7 1 2 0 2 0 08 1 0 7 / 2 0 2 0 08 1 0 7 1 2 0 2 0 08 / 0 7 1 2 0 2 0 08 t 0 7 / 2 0 2 0 o8 t 0 7 1 2 0 2 0 08 1 0 7 1 2 0 2 0 08 t 0 7 1 2 0 2 0 08 t 0 7 t 2 0 2 0 IS F - In f o r m a t i o n Te c h n o l o r y Eq u i p m e n t un d e r 5K - IT Amount 206.00 42,93 2,274.41 I,l r6.09 3,433.43 2,154.49 Ge n e r a l Fu n d Ge n e r a l Fu n d Wa t e r Ut i l i t y Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Wa t e r Ut i l i t y Fu n d wa t e r ut i l i t y Fu n d Wa t e r Ut i l i t y Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Wa t e r Ut i l i t y Fu n d Re p a i r s & Ma i n t Ro u t i n e - PW Re p a i r s & Ma i n t Ro u t i n e - PW Sm T o o l s & E q u i p - W T R Sp e c De p t Ex p - EO C Re p a i n &M a i n t Ro u t i n e - PS - N Di s t r i b u t i o n S y s t e m R e p a i r - W a t e r Eq u i p m e n t un d e r 5K - Wa t e r Di s t r i b u t i o n Sy s t e m R e p a i r - W a t e r Re p a i r s & Ma i n t Ro u t i n e - P A C Re p a i r s & Ma i n t Ro u t i n e - P A C Eq u i p m e n t un d e r 5K - Wa t e r 2,154.49 39.46 50.E5 21.&558.57 244.0t 72.39 486.04 76.26 35.18 ltl.42 222.42 26 3 8 7 2 08 / 0 7 / 2 0 2 0 ca p i t a l Pr o j e c t s Fu n d PR - 1 2 3 Ea g l e & B e n i c i a Pr k Lg h t s 26 3 8 7 3 08 / 1 0 1 2 0 2 0 Ge n e r a l Fu n d Sp e c De p t Ex p - No n D e P t 1,9t8.24 18.84 18.84 25.22 08 t r 0 1 2 0 2 0 08 / t 0 t 2 0 2 0 08 / 1 0 / 2 0 2 0 08 / t 0 / 2 0 2 0 08 1 1 0 / 2 0 2 0 08 / 1 0 / 2 0 2 0 08 / 1 0 1 2 0 2 0 08 n 0 / 2 0 2 0 08 n o / 2 0 2 0 08 / 1 0 1 2 0 2 0 08 1 t 0 1 2 0 2 0 08 1 t 0 1 2 0 2 0 IS F - In f o r m a t i o n Te c h n o l o g y Eq u i p m e n t un d e r 5K - IT IS F - In f o r m a t i o n Te c h n o l o g y Eq u i p m e n t un d e r 5K - IT IS F - In f o r m a t i o n Te c h n o l o r y Eq u i p m e n t un d e r 5K - IT DM A 48 2 9 8 7 - PE G Fe e s FR e p a i r s & Ma i n - DI V C A PE G DI V C A 48 2 9 8 7 - PE G Fe e s FR e p a i r s & Ma i n - DI V C A PE G IS F - In f o r m a t i o n Te c h n o l o r y Eq u i p m e n t un d e r 5K - IT IS F - In f o r m a t i o n Te c h n o l o g y Eq u i p m e n t un d e r 5K - IT Ge n e r a l Fu n d Eq u i p m e n t un d e r 5K - FI N IS F - In f o r m a t i o n Te c h n o l o r y So f t w r Li c e n s e & Ma i n t - IT IS F - In f o r m a t i o n Te c h n o l o g y So f t w r Li c e n s e & Ma i n t - IT IS F - In f o r m a t i o n Te c h n o l o g y So f t w r Li c e n s e & Ma i n t - IT IS F - In f o r m a t i o n Te c h n o l o g y So f t w r Li c e n s e & Ma i n t - IT US Ba n k US Ba n k US Ba n k US Ba n k US Ba r i k US Ba n k US Ba n k US Ba n k US Ba n k US Ba n k US Ba n k US Ba n k 25.22 163.02 158.76 21.99 t6t.66 4r2.40 358.80 26.76 s96.93 348.67 15.86 33.95 399.98 Ch e c k To t a l : 2,698.78 26 3 8 7 7 oS l l l / 2 0 2 0 UD S P Re g i o n a l Tr a f f c Fe e Fu A n n u a l Im p a c t Fe e py m t to SC T A 26 3 8 7 8 26 3 8 7 8 26 3 8 7 8 26 3 8 7 8 26 3 8 7 8 26 3 8 7 8 26 3 8 7 8 26 3 8 7 8 26 3 8 7 8 08 n v 2 0 2 0 08 1 t U 2 0 2 0 08 1 r U 2 0 2 0 08 1 t t 1 2 0 2 0 08 n 1 2 0 2 0 08 / L y 2 0 2 0 08 / 1 v 2 0 2 0 08 l t l / 2 0 2 0 08 / 1 1 1 2 0 2 0 08 n t / 2 0 2 0 oS n l / 2 0 2 0 08 / 1 U 2 0 2 0 08 1 t 1 1 2 0 2 0 08 n t / 2 0 2 0 08 1 t U 2 0 2 0 08 / t t / 2 0 2 0 392,000.00 216.00 216.O0 216.N 245.00 270.N 107.00 l10.00 480.00 216.00AmountI,188.41 4,375.00 -278.17 5,285.24 5,596.00 3,696.73 9,292.73 392,000.00 2,076.00 102.00 102.00 1,800.00 1,800.00 590.25 590.25 t49.52 Ch e c k Nu m b e r 26 3 8 7 5 26 3 8 7 5 26 3 8 7 5 Ch e c k Da t e 08 l l l / 2 0 2 0 08 n t / 2 0 2 0 08 1 r 1 1 2 0 2 0 Fu n d Na m e St r o n g Mo t i o n St r o n g Mo t i o n St r o n g Mo t i o n Wa t e r Ut i l i t y Fu n d wa t e r ut i l i t y Fu n d rù / a t e r Ut i l i t y Fu n d wa t e r ut i l i t y Fu n d Wa t e r Ut i l i t y Fu n d Wa t e r Ut i l i t y Fu n d Wa t e r Ut i l i t y Fu n d Wa t e r Ut i l i t y Fu n d Wa t e r Ut i l i t y Fu n d Wa t e r Ut i l i t y Fu n d Ge n e r a l Fu n d Wa t e r Ut i l i t y Fu n d Wa t e r Ut i l i t y Fu n d Se w e r Ut i l þ Fu n d Se w e r Ut i l i t y Fu n d Se w e r Ut i l i t y Fu n d 26 3 8 7 6 26 3 8 7 6 26 3 8 7 9 26 3 8 8 0 26 3 8 8 1 26 3 8 8 2 26 3 8 8 3 26 3 8 8 3 26 3 8 8 3 26 3 8 8 3 26 3 8 8 3 26 3 8 8 3 26 3 8 8 3 08 1 1 1 1 2 0 2 0 08 n t / 2 0 2 0 Ge n Pl a n Ma i n t e n a n c e Fe e Fu ¡ G e n e r a l Pl a n & La b o r Pr o j e c t Ge n e r a l Fu n d Co n t r a c t Sv c s - No n D e p t Ac c o u n t Na m e St r o n g Mo t i o n Fe e Ca t I PY b l e St r o n g Mo t i o n Fe e Ca t 2 þb l e St r o n g - M o t i o n Fe e s dh e l d Co n t r a c t u a l Sv s - Wa t e r Co n t r a c t u a l Sv s - Wa t e r Co n t r a c t u a l Sv s - Wa t e r Co n t r a c t u a l Sv s - Wa t e r Co n f a c t u a l Sv s - Wa t e r Co n t r a c t u a l Sv s - rW a t e r Co n t r a c t u a l Sv s - Wa t e r Co n t r a c t u a l Sv s - Wa t e r Co n t r a c t u a l Sv s - rW a f e r Re c Re f u n d Cl e a r i n g SA E x a m s - P o l i c e Sm T o o l s & E q u i p - P a r k s Sp e c De p t Ex p - Sf r e e t s Eq u i p m e n t un d e r 5K - Wa t e r Sm T o o l s & E q u i p - P W Sp e c De p t Ex p - Wa t e r Sp e c De p t Ex p - Wa t e r Sp e c De p t Ex p -S e w e r Sp e c De p t Ex p -S e w e r Sp e c De p t Ex p -S e w e r Ve n d o r Na m e De p a r t r n e n t of Co n s e r v a t i o n De p a r t r n e n t of Co n s e r v a t i o n De p a ¡ t r n e n t of Co n s e r v a t i o n Ch e c k To t a l : Mu n i c i p a l Co d e Co r p o r a t i o n Mu n i c i p a l Co d e Co r p o r a t i o n Ch e c k To t a l : So n o m a Co u n t y Tr a n s p o r t a t i o n Au t h o r i t Ch e c k To t a l : Al p h a An a l y t i c a l La b o r a t o r i e s , I n c Al p h a An a l y t i c a l La b o r a t o r i e s , I n c Al p h a An a l y t i c a l La b o r a t o r i e s , I n c Al p h a An a l y t i c a l La b o r a t o r i e s , I n c Al p h a An a þ t i c a l La b o r a t o r i e s , I n c Al p h a An a l y t i c a l La b o r a t o r i e s , I n c Al p h a An a l y t i c a l La b o r a t o r i e s , I n c Al p h a An a l y t i c a l La b o r a t o r i e s , I n c Al p h a An a l y t i c a l La b o r a t o r i e s , I n c Ch e c k To t a l : Ka t i e Am a r a l Ch e c k To ø l : Co u n t y of So n o m a De p t . Of He a l t h Se r v Ch e c k To ø l : D. WA L T O N SA W IN C . Ch e c k To t a l : Fa s t e n a l Ch e c k To t a l : Gr a i n g e r In c . Gr a i n g e r In c . Gr a i n g e r In c . Gr a i n g e r ln c . Gr a i n g e r In c . Gr a i n g e r In c . Gr a i n g e r In c . 08 t 1 U 2 0 2 0 Ge n e r a l Fu n d o& n l t 2 0 2 0 Ge n e r a l Fu n d 08 1 t v 2 0 2 0 Ge n e r a l Fu n d 08 n r / 2 0 2 0 Ge n e r a l Fu n d 149.s2 r47.12 216.42 t3.79 55.50 20.18 362.14 t52.25 Ch e c k Nu m b e r 26 3 8 8 3 26 3 8 8 3 26 3 8 8 3 Ch e c k Da t e 08 1 1 1 1 2 0 2 0 08 n U 2 0 2 0 08 n U 2 0 2 0 Fu n d Na m e Ge n e r a l Fu n d Se w e r Ut i l i t y Fu n d Se w e r Ut i l i t y Fu n d Wa t e r Ut i l i t y Fu n d Se w e r Ut i l i t y Fu n d Wa t e r Ut i l i t y Fu n d Wa t e r Ut i l i t y Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Wa t e r Ut i l i t y Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d 26 3 8 8 4 26 3 8 8 4 26 3 8 8 5 26 3 8 8 6 26 3 8 8 6 26 3 8 8 6 26 3 8 8 7 26 3 8 8 8 26 3 8 8 8 26 3 8 8 9 26 3 8 9 0 26 3 8 9 0 26 3 8 9 0 26 3 8 9 0 26 3 8 9 0 26 3 8 9 0 26 3 8 9 1 26 3 8 9 r 26 3 8 9 2 26 3 8 9 2 oS n l / 2 0 2 0 08 / 1 v 2 0 2 0 08 n U 2 0 2 0 08 1 r U 2 0 2 0 oS n l / 2 0 2 0 08 1 r 1 1 2 0 2 0 08 / 1 u 2 0 2 0 08 1 1 1 1 2 0 2 0 08 n t / 2 0 2 0 08 / 1 v 2 0 2 0 08 l t l / 2 0 2 0 08 n r / 2 0 2 0 08 / t 1 1 2 0 2 0 08 l r t / 2 0 2 0 08 1 r 1 1 2 0 2 0 08 / 1 1 1 2 0 2 0 08 1 t t 1 2 0 2 0 08 1 1 1 1 2 0 2 0 Ge n e r a l Fu n d 08 1 t 1 1 2 0 2 0 Ge n e r a l Fu n d Ac c o u n t Na m e Su p p l i e s - AS Bl d g Sp e c De p t Ex p -S e w e r Sp e c De p t Ex p -S e w e r Wa t e r Co n s e r v a t i o n Me a s u r e s Wa t e r Co n s e r v a t i o n Me a s u r e s So f t w Li c e n s e & Ma i n t - PS Me t e r s & Su p p l i e s Ex i s t n g Co n n Me t e r s & Su p p l i e s Ex i s t n g Co n n Sa l e s Ta x Pa y a b l e Sp e c De p t Ex p - Pa r k s Bu i l d i n g Pl a n Ch e c k Fe e s - DS Bl d g Pe r m i t Fe e s - DS Pr i n t i n g Se r v i c e s - Po l i c e Un l e a d e d Fu e l In v e n t o r y Ga s & O i l - W a t e r Un l e a d e d Fu e l In v e n t o r y Un l e a d e d Fu e l In v e n t o r y Un l e a d e d Fu e l In v e n t o r y Di e s e l Fu e l In v e n t o r y Re c r u i ü n e n t - Sp C Re c r u i t n e n t - Pr ü De b t Sr v c s Pr i n c i P a l - Pa r k s PG & E - Pa r k s Ve n d o r Na m e Gr a i n g e r In c . Gr a i n g e r In c . Gr a i n g e r In c . Ch e c k To t a l : Mi k e Ha m p t o n Mi k e Ha m p t o n Ch e c k To t a l : In f o r m e r Sy s t e m s LL C Ch e c k To t a l : In l a n d Wa t e r Wo r k s Su P P I Y Co . In l a n d Wa t e r Wo r k s Su P P I Y Co . In l a n d Wa t e r Wo r k s Su P P I Y Co . Ch e c k To t a l : Jo h n De e r e Fi n a n c i a l Ch e c k To t a l : Mo o r e Se r v i c e s Ho l d i n g s LL C Mo o r e Se r v i c e s Ho l d i n g s LL C Ch e c k To t ¿ l : We r l e En t e r p r i s e , L l C Na t i o n a l Pr i n t an d Ch e c k To t a l : Ni c k Ba r b i e r i Tr u c k i n g LL C Ni c k Ba r b i e r i Tr u c k i n g , LL C Ni c k Ba r b i e r i Tr u c k i n g , LL C Ni c k Ba ¡ b i e r i Tr u c k i n g LL C Ni c k Ba r b i e r i Tr u c k i n g , LL C Ni c k Ba ¡ b i e r i Tr u c k i n g LL C Ch e c k To t a l : Oc c u p a t i o n a l He a l t h Ce n t e r s of Ca l i f o r n Oc c u p a t i o n a l He a l t h Ce n t e r s of Ca l i f o m Ch e c k To t a l : Pa c i f i c Ga s & El e c t r i c Pa c i f i c Ga s & El e c t r i c Amount 10.97 -152.25 -20.r8 E05.94 66.02 6.03 132.05 1,378.00 1,37E.00 t71.07 l.l9 -1.19 t71.07 6ß.72 610.72 318.00 t22.00 440.00 145.31 145.31 380.74 236.81 1,001.81 272.18 630.24 192.56 2,714.34 77.50 96.50 r74.00 7,634.56 6,236.75 08 1 1 y 2 0 2 0 Ge n e r a l Fu n d Ch e c k Nu m b e r Ch e c k Da t e Fu n d Na m e Ac c o u n t Na m e 26 3 8 9 3 08 1 1 1 1 2 0 2 0 Ca p i t a l Pr o j e c t s Fu n d PR - l l 8 Ld y B g Po o l Bl d n g De m o 08 l l l / 2 0 2 0 Ge n e r a l Fu n d 08 n t / 2 0 2 0 Ge n e r a l Fu n d Wa t e r Co n s e r v a t i o n Me a s u r e s Wa t e r Co n s e r v a t i o n Me a s u r e s Re p a i r s & Ma i n t Ro u t i n e - P A C Re p a i r s & Ma i n t Ro u t i n e - P A C Re p a i r s & Ma i n t Ro u t i n e - SP C Sp e c De p t Ex p - Sf e e t s Co n t r a c t Sv c s - SP C Sp e c De p t Ex p - Pa r k s Sm T o o l s & E q u i p - P a r k s Sp e c De p t Ex p - Pa r k s Sm T o o l s & E q u i P - P a r k s Sa l e s Ta x Pa y a b l e Sa l e s Ta x Pa y a b l e Un i f o r m s - Pa ¡ k s Un i f o r m s - Pa r k s Sa l e s Ta x Pa y a b l e Re c Re ñ ¡ n d Cl e a r i n g Di s f i ib u t i o n S y s t e m R e P a i r - W a t e r Di s t r i b u t i o n S y s t e m R e p a i r - W a t e r Di s t r i b u t i o n S y s t e m R e p a i r - W a t e r Di s t r i b u t i o n S y s t e m R e p a i r - W a t e r Ve n d o r Na m e Ch e c k To t a l : Pa c i f i c Ga s & El e c t r i c Ch e c k To t a l : Cl a r i c e Pa l o m a r e s Cl a r i c e Pa l o m a r e s Ch e c k To t a l : Re d w o o d Lo c k In c . Re d w o o d Lo c k In c . Re d w o o d Lo c k In c . Ch e c k To t a l : Re l i a b l e Ha r d w a r e & St e e l Co . Ch e c k To t a l Re n t o k i l No r t h Am e r i c 4 l n c . Ch e c k To t a l : Ri n c o n Va l l e y Ya r d an d Ga r d e n In c . Ri n c o n Va l l e y Ya r d an d Ga r d e n In c . Ri n c o n Va l l e y Ya r d an d Ga r d e n In c . Ri n c o n Va l l e y Ya r d an d Ga r d e n In c . Ri n c o n Va l l e y Ya r d an d Ga r d e n In c . Ri n c o n Va l l e y Ya r d an d Ga r d e n In c - Ri n c o n Va l l e y Ya r d an d Ga r d e n In c . Ri n c o n Va l l e y Ya r d an d Ga r d e n In c . Ri n c o n Va l l e y Ya r d an d Ga r d e n In c . Ch e c k To t a l : Ra m u Se t h u Ch e c k ' T o t a l : Su p e r i o r Su p p l i e s In c . Su p e r i o r Su p p l i e s In c . Su p e r i o r Su p p l i e s In c . Su p e r i o r Su p p l i e s In c ' Ch e c k To t a l : Tr a n s u n i o n Ri s k & Al t e m a t i v e Da t a So l t Amount 13,871.31 2,000.00 2,000.00 7s.00 75.00 150.00 1,304.31 r95.75 6ó4.00 2,1&.06 32.31 32.3t 80.00 26 3 8 9 4 26 3 8 9 4 26 3 8 9 5 26 3 8 9 5 26 3 8 9 5 26 3 8 9 6 26 3 8 9 7 08 1 1 u 2 0 2 0 08 1 t U 2 0 2 0 08 l t l / 2 0 2 0 08 n y 2 0 2 0 08 / L v 2 0 2 0 08 1 1 1 1 2 0 2 0 08 n U 2 0 2 0 08 n y 2 0 2 0 os n t / 2 0 2 0 Wa t e r Ut i l i t y Fu n d Se w e r Ut i l i t y Fu n d Ge n c r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Wa t e r Ut i l i t y Fu û d Wa t e r Ut i l i t y Fu n d Wa t e r Ut i l i t y Fu n d Wa t e r U t i l þ F u n d 26 3 8 9 8 26 3 8 9 8 26 3 8 9 8 26 3 8 9 8 26 3 8 9 8 26 3 8 9 8 26 3 8 9 8 26 3 8 9 8 26 3 8 9 8 08 l t l / 2 0 2 0 08 1 1 1 1 2 0 2 0 08 l t l / 2 0 2 0 08 i r y 2 0 2 0 08 l t t / 2 0 2 0 08 1 1 1 1 2 0 2 0 08 1 1 1 1 2 0 2 0 08 1 r U 2 0 2 0 08 n v 2 0 2 0 80.00 828.16 32.58 -1.90 -0.07 1.90 0.07 81.74 -0.19 0.19 26 3 8 9 9 26 3 9 0 0 26 3 9 0 0 26 3 9 0 0 26 3 9 0 0 08 / L U 2 0 2 0 Ge n e r a l Fu n d 942.48 t27.s0 127.50 t62.4t 131.89 149.33 187.48 631.rI 77.00 26 3 9 0 1 08 l t l / 2 0 2 0 Ge n e r a l Fu n d Co n t r a c t Sv c s - Po l i c e Ch e c k To t a l : 77.00 Ch e c k Nu m b e r 26 3 9 0 2 Ch e c k Da t e 08 t r 1 t 2 0 2 0 08 1 t 2 1 2 0 2 0 08 1 1 2 1 2 0 2 0 08 1 t 2 1 2 0 2 0 08 / t 2 1 2 0 2 0 08 n 2 / 2 0 2 0 08 / t 2 1 2 0 2 0 08 1 1 2 1 2 0 2 0 08 / 1 2 1 2 0 2 0 08 1 t 2 / 2 0 2 0 08 ^ 2 1 2 0 2 0 08 / 1 2 1 2 0 2 0 08 1 t 2 / 2 0 2 0 08 n 2 / 2 0 2 0 08 1 1 2 1 2 0 2 0 08 n 2 / 2 0 2 0 08 1 t 2 1 2 0 2 0 Fu n d Na m e Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Se w e r Ut i l i t y Fu n d Se w e r Ut i l i t y Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d 08 1 r 1 1 2 0 2 0 Ge n e r a l Fu n d Ac c o u n t Na m e Sp e c De p t Ex p - Pa r k s Sp e c De p t Ex p - St r e e t s Co n t r a c t e d Sv c s - EO C Co n t r a c t e d Sv c s - EO C Co n t r a c t e d Sv c s - EO C Co n f a c t e d Sv c s - EO C Co n t r a c t e d Sv c s - EO C Co n t r a c t e d Sv c s - EO C Ja n i t o r i a l Sv c - P S Ma i n St a t i o n Ja n i t o r i a l Sv c s - PW Ja n i t o r i a l Sv c s - AS Ja n i t o r i a l Se r v i c e s - CH Co n t r a c t Sv c s - Po l i c e Co n t r a c t Sv c s - FI N Sp e c De p t Ex p - St r e e t s Sp e c De p t Ex p - EO C Sp e c De p t Ex p - Pa r k s Eq u i p m e n t un d e r 5K - Se w e r Sp e c De p t Ex p -S e w e r Sm T o o l s & E q u i p - P W Sm T o o l s & E q u i p - P W Ve n d o r Na m e Un i t e d Fo r e s t Pr o d u c t s , In c . Ch e c k To t a l : Un i t e d Re n t a l s No r t h Am e r i c a n , I n c . Ch e c k To t a l : AB M Se r v i c e s In c AB M Se r v i c e s In c AB M Se r v i c e s In c AB M Se r v i c e s In c AB M Se r v i c e s In c AB M Se r v i c e s In c AB M Se r v i c e s In c AB M Se r v i c e s In c AB M Se r v i c e s In c AB M Se r v i c e s In c Ch e c k To t a l : Am e r i c a n Me d i c a l Re s P o n s e We s t Ch e c k To t a l : BA R T E L AS S O C I A T E S LL C Ch e c k To t a l : Be l k o r p AG LL C Ch e c k To t a l : BO L T ST A F F I N G SE R V I C E IN C . BO L T ST A F F I N G SE R V I C E IN C . Ch e c k To t a l : Go v e r n m e n t Re v e n u e So l u t i o n s Ho l d i n g Ch e c k To t a l : Gr a i n g e r In c . Gr a i n g e r In c . Gr a i n g e r In c . Gr a i n g e r In c . Gr a i n g e r In c . Gr a i n g e r In c . Amount t46.14 t46.14 1,068.20 26 3 9 0 4 26 3 9 0 4 26 3 9 0 4 26 3 9 0 4 26 3 9 0 4 26 3 9 0 4 26 3 9 0 4 26 3 9 0 4 26 3 9 0 4 26 3 9 0 4 26 3 9 0 3 26 3 9 0 5 26 3 9 0 6 26 3 9 0 7 26 3 9 0 8 26 3 9 0 8 26 3 9 0 9 26 3 9 1 0 26 3 9 1 0 26 3 9 1 0 26 3 9 1 0 26 3 9 1 0 26 3 9 1 0 1,068.20 1,240.12 653.24 326.52 1,566.74 I,120.00 75.00 2,539.16 5l1.86 676.89 1,276.79 08 n 2 / 2 0 2 0 Ge n e r a l Fu n d 08 / L 2 1 2 0 2 0 Ge n e r a l Fu n d 08 / L 2 1 2 0 2 0 Ge n e r a l Fu n d 08 f i 2 1 2 0 2 0 08 / L 2 / 2 0 2 0 08 f i 2 / 2 0 2 0 Ge n e r a l Fu n d Ge n e r a l Fu n d Co n t r a c t Sv c s - FI N IS F - In f o r m a t i o n Te c h n o l o g y Co n t r a c t Sv c s - IT Co n t r a c t Sv c s - FI N 9,9E6.32 937.30 937.30 672.50 672.50 2.21 2.21 1,499.52 459.00 1,958.52 500.00 500.00 229.03 r89.55 407.97 70.47 33.94 78.76 Ch e c k To t a l t,009,72 Ch e c k Nu m b e r 26 3 9 t 1 Ch e c k Da t e 08 1 1 2 / 2 0 2 0 Fu n d Na m e Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d 26 3 9 1 2 26 3 9 1 2 26 3 9 1 2 26 3 9 1 2 26 3 9 1 3 26 3 9 1 4 26 3 9 r 4 26 3 9 1 4 26 3 9 1 4 26 3 9 1 4 26 3 9 1 5 26 3 9 1 6 2a v n 26 3 9 1 9 26 3 9 2 0 26 3 9 2 0 26 3 9 2 1 26 3 9 2 1 26 3 9 2 1 26 3 9 2 1 26 3 9 2 1 26 3 9 2 1 08 1 t 2 / 2 0 2 0 08 / 1 2 1 2 0 2 0 08 n 2 1 2 0 2 0 08 1 1 2 1 2 0 2 0 08 t 1 2 1 2 0 2 0 08 1 1 2 1 2 0 2 0 08 n 2 / 2 0 2 0 08 ^ 2 / 2 0 2 0 08 n 2 1 2 0 2 0 08 1 t 2 1 2 0 2 0 08 n 2 / 2 0 2 0 08 1 t 2 / 2 0 2 0 08 / 1 2 1 2 0 2 0 08 / 1 2 1 2 0 2 0 08 1 t 2 / 2 0 2 0 08 / 1 2 1 2 0 2 0 08 1 t 2 / 2 0 2 0 08 1 1 2 / 2 0 2 0 Wi l f r e d rü i d e n i n g Ma i n t e n c Jf PG & E - Wi l f r e d JE P A 08 n 2 / 2 0 2 0 Ge n e r a l Fu n d 08 / L 2 1 2 0 2 0 Ge n e r a l Fu n d 08 1 1 2 1 2 0 2 0 rü a t e r Ut i l i t y Fu n d 08 n 2 1 2 0 2 0 Ge n e r a l Fu n d Ac c o u n t Na m e PG & E - Aq u a t i c s PG & E - Go l d Ri d g e PG & E - BA R C PG & E - Sr C PG & E L B R C PG E - AS Bl d g PG & E - PS Ma i n St a t i o n De b t Sr v c s Pr i n c i p a l - PS Ma i n PG & E - PS Bl d g - N o r t h PG & E - PS Bl d g - S o u t h Li c e n s e , Pe r m i t s & Fe e s - PW Tr a i n i n g & T r a v e l - C M Pu r c h a s e of Wa t e r - Wa t e r Ve h i c l e Re p & Ma i n t - Po l i c e Co n t r a c t Sv c s - CH Co n t r a c t Sv c s - RP C C Eq u i p Le a s e - Po l i c e Eq u i p Le a s e - CH Eq u i p Le a s e - RP C C Eq u i p Le a s e - Sr C Eq u i p Le a s e - Sp C Eq u i p Le a s e - AS Ve n d o r Na m e Pa c i f i c Ga s & El e c t r i c Ch e c k To t a l : Pa c i f i c Ga s & El e c t r i c Pa c i f i c Ga s & El e c t r i c Pa c i f i c Ga s & El e c t r i c Pa c i f i c Ga s & El e c t r i c Ch e c k To t a l : Pa c i f i c Ga s & El e c t r i c Ch e c k To t a l : Pa c i f i c Ga s & El e c t r i c Pa c i f i c Ga s & El e c t r i c Pa c i f i c Ga s & El e c t r i c Pa c i f i c Ga s & El e c t r i c Pa c i f i c Ga s & El e c t r i c Ch e c k To t a l : Re d w o o d Em p i r e Mu n i c i p a l In s u r a n c e F Ch e c k To t a l : Se c r e t a r y of St a t e Ch e c k To t a l So n o m a Co u n t y Wa t e r Ag e n c Y Ch e c k To t a l : Sp l a s h Ex p r e s s of Sa n t a Ro s a LL C Ch e c k To t ¿ l : Th y s s e n K r u p p El e v a t o r Co r p o r a t i o n Th y s s e n K r u p p El e v a t o r Co r p o r a t i o n Ch e c k To t a l : TI A A CO M M E R C I A L FI N A N C E , IN C . TI A A CO M M E R C I A L FI N A N C E , IN C . TI A A CO M M E R C I A L FI N A N C E , IN C . TI A A CO M M E R C I A L FI N A N C E , IN C . TI A A CO M M E R C I A L FI N A N C E , IN C . TI A A CO M M E R C I A L FI N A N C E , IN C . Amount 3,607.10 3,607.1O 754.E9 202.73 1,347.92 157.û 2,463.14 672.71 672.71 1,545.96 12,367.15 0.01 1,002.15 337.65 t5,252.92 538.00 538.00 40.00 40.00 3t3,6s2.94 313,652.94 52.00 52.00 366.69 598.40 965.09 2,433.39 2,724.66 66s.56 370.42 266.27 326.80 Ch e c k Nu m b e r 26 3 9 2 1 26 3 9 2 1 26 3 9 2 r Ch e c k Da t e 08 n 2 1 2 0 2 0 08 1 t 2 1 2 0 2 0 08 n 2 1 2 0 2 0 Fu n d Na m e Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d 26 3 9 2 2 26 3 9 2 3 26 3 9 2 4 26 3 9 2 5 26 3 9 2 6 26 3 9 2 7 26 3 9 2 7 26 3 9 2 7 26 3 9 2 8 26 3 9 2 9 26 3 9 2 9 26 3 9 2 9 26 3 9 3 0 26 3 9 3 r 26 3 9 3 1 08 ^ 2 1 2 0 2 0 08 1 t 2 1 2 0 2 0 08 / t 2 / 2 0 2 0 08 / 1 4 1 2 0 2 0 08 n 4 1 2 0 2 0 08 1 1 4 1 2 0 2 0 08 1 r 4 1 2 0 2 0 08 n 4 1 2 0 2 0 08 1 1 2 1 2 0 2 0 Ge n e r a l Fu n d So f t w Li c e n s e & Ma i n t - PS Vi g i l a n t So l u t i o n s 08 / 1 2 1 2 0 2 0 Wa t e r Ut i l i t y Fu n d Un i f o r m & Bo o t pu r c h a s e - WT R Wo r k Wo r l d In c 08 n 2 1 2 0 2 0 Ge n e r a l Fu n d HS A B a n k Pa y a b l e HS A B a n k 08 n 2 1 2 0 2 0 Ge n e r a l Fu n d 08 1 t 2 1 2 0 2 0 Ge n e r a l Fu n d Ac c o u n t Na m e Eq u i p Le a s e - PA C Eq u i p Le a s e - PW Eq u i p Le a s e - St F a r m PO R A C LT D Pa y a b l e De f Co m p Pa y a b l e - G w De f Co m p Pa y a b l e - G w De f Co m p Pa y a b l e - G w De f Co m p Pa y a b l e - G w Un i t e d Wa y Pa y a b l e Eq u i p m e n t un d e r 5K - Fi r e Eq u i p m e n t un d e r 5K - Fi r e Un i f o r m Pu r c h a s e s - Fi r e Sp e c De p t Ex p - PS Bl d g - N o r t h Sp e c De p t Ex p - PS Bl d g - S o u t h Ve n d o r Na m e TI A A CO M M E R C I A L FI N A N C E , IN C . TI A A CO M M E R C I A L FI N A N C E , IN C . TI A A CO M M E R C I A L FI N A N C E , IN C . Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l : MY E R S . S T E V E N S & TO O H E Y & CO . . Ch e c k To t a l : Na t i o n w i d e Re t i r e m e n t So l u t i o n s Ch e c k To t ¿ l : Na t i o n w i d e Re t i r e m e n t So l u t i o n s Na t i o n w i d e Re t i r e m e n t So l u t i o n s Na t i o n w i d e Re t i r e m e n t So l u t i o n s Ch e c k To t a l : Un i t e d Wa y Ch e c k To t a l Al l St a r Fi r e Eq u i p m e n t In c . Al l St a r Fi r e Eq u i p m e n t In c . Al l St a r Fi r e Eq u i p m e n t In c . Ch e c k To t a l : Ch e c k To t a l : Cu l l i g a n Cu l l i g a n Amount 433.23 370.42 454.58 8,045.33 2,250.00 2,250.00 300.00 300.00 1,169.22 1,169.22 2,258.10 2,258.10 1,442.99 t,442.99 5,167.60 1,975.00 1,750.00 8,892.60 40.00 40.00 195.23 s79.64 3l l.l8 1,086.05 743.04 743.04 80.00 80.00 160.00 280.58 08 1 t 2 / 2 0 2 0 Ge n e r a l Fu n d 08 i 1 4 1 2 0 2 0 Wa t e r Ut i l i t y Fu n d Di s t r i b u t i o n S y s t e m R e p a i r - W a t e r CA L M A T CO . 26 3 9 3 2 08 n 4 / 2 0 2 0 Ge n e r a l Fu n d Sp e c De p t Ex p - EO C Fa s t e n a l Ch e c k To t a l : Ch e c k Nu m b e r Ch e c k Da t e Fu n d Na m e Ac c o u n t Na m e Un i f o r m Pu r c h a s e s - St r e e t s Un i f o r m & Bo o t pu r c h a s e - WT R Sp e c De p t Ex p - CH Co m m u n i t y Pr o m o - ED Un i f o r m & Bo o t s - Se w e r Un i f o r m Pu r c h a s e s - St r e e t s Pr i n t i n g - Wa t e r Pr i n t i n g Se r v i c e s Po s t a g e & Sh i p p i n g - Wa t e r Po s t a g e & Sh i p p i n g - Se w e r Co n t r a c t Sv c s - No n D e P t Ga s & O i l - W a t e r Un l e a d e d Fu e l In v e n t o r y Un i f o r m Pu r c h a s e s - Po l i c e Un i f o r m Pu r c h a s e s - Po l i c e Ve n d o r Na m e Ch e c k To t a l : Fr a s e r Sh o e s , In c . Fr a s e r Sh o e s , In c . Ch e c k To t a l : Fr o z e n Fr e s h Fo o d s , In c . Ch e c k To t a l : In n o v a t i v e Sc r e e n Pr i n t i n g In n o v a t i v e Sc r e e n Pr i n t i n g In n o v a t i v e Sc r e e n Pr i n t i n g Ch e c k To t a l : Mo o n l i g h t BP O LL C Mo o n l i g h t B P o LL C Mo o n l i g h t BP O LL C Mo o n l i g h t B P O LL C Ch e c k To t a l Mu n i c i p a l Co d e Co r p o r a t i o n Ch e c k To t a l : Ni c k Ba r b i e r i Tr u c k i n g LL C Ni c k Ba r b i e r i Tr u c k i n g , LL C Ch e c k To t a l : Ch e c k To t a l Ch e c k To l a l : Sa n t a Ro s a Un i f o r m & Ca r e e r Ap p a r e l Sa n t a Ro s a Un i f o r m & Ca r e e r Ap p a r e l Ch e c k To t a l : 26 3 9 3 3 26 3 9 3 3 26 3 9 3 4 26 3 9 3 6 26 3 9 3 6 26 3 9 3 6 26 3 9 3 7 26 3 9 3 7 26 3 9 3 7 26 3 9 3 7 26 3 9 3 8 26 3 9 3 9 26 3 9 3 9 26 3 9 4 0 26 3 9 4 1 26 3 9 4 2 26 3 9 4 2 26 3 9 4 5 08 1 r 4 1 2 0 2 0 Ge n e r a l Fu n d 08 1 t 4 1 2 0 2 0 08 n 4 1 2 0 2 0 08 1 1 4 1 2 0 2 0 08 1 1 4 1 2 0 2 0 08 n 4 1 2 0 2 0 08 1 1 4 1 2 0 2 0 08 1 r 4 1 2 0 2 0 08 / 1 4 / 2 0 2 0 08 / r 4 1 2 0 2 0 08 / L 4 / 2 0 2 0 08 n 4 t 2 0 2 0 08 1 1 4 1 2 0 2 0 08 n 4 / 2 0 2 0 Ge n e r a l Fu n d wa t e r ut i l i t y Fu n d Ge n e r a l Fu n d Se w e r Ut i l i t y Fu n d Ge n e r a l Fu n d wa t e r ut i l i t y Fu n d Se w e r Ut i l i t y Fu n d Wa t e r Ut i l i t y Fu n d Se w e r Ut i l i t y Fu n d Wa t e r Ut i l i t y Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Ge n e r a l Fu n d Amount 280.58 20.7r 250.14 270.E5 r05.23 105.23 1,495.31 104.40 97.88 08 1 t 4 / 2 0 2 0 Ge n e r a l Fu n d t,697.59 95.27 95.27 297.9r 297.90 786.35 2,297.00 2,297.00 219.97 t36.12 356.09 820.77 820.77 302.64 302.64 10.85 81.75 92.60 63.60 63.60 800.00 08 / 1 4 1 2 0 2 0 Wa t e r Ut i l i t Y Fu n d Di s t r i b u t i o n S y s e m R e p a i r - W a t e r Pa c e Su p p l y 08 / 1 4 1 2 0 2 0 Se w e r Ut i l i t y Fu n d Sy s t e m R e p a i r - Se w e r RO O T X 08 1 1 4 1 2 0 2 0 Wa t e r Ut i l i t Y Fu n d Di s t r i b u t i o n S y s t e m R e p a i r - W a t e r So i l a n d Co . , In c . 26 3 9 4 6 08 / 1 4 1 2 0 2 0 Ge n e r a l Fu n d Re c Re f u n d Cl e a r i n g Um So k Si e k Ch e c k To t a l 26 3 9 4 7 26 3 9 4 7 26 3 9 4 8 26 3 9 4 9 26 3 9 s 0 26 3 9 5 1 26 3 9 s 2 26 3 9 5 3 08 t r 4 / 2 0 2 0 08 1 1 4 1 2 0 2 0 Ge n e r a l Fu n d Ge n e r a l Fu n d Ch e c k Nu m b e r Ch e c k Da t e Fu n d Na m e Ac c o u n t Na m e Sp e c De p t Ex p - St r e e t s Sp e c De p t Ex p - St r e e t s Ve h Re p a i r s fo r Pa r k s - F l e e t Ve h Re p No n D e p f r n t l - Fl e e t Ve h Re p No n D e p t m t l - Fl e e t Sa l e s Ta x Pa y a b l e Ve h Re p a i r s fo r Pa ¡ k s - F l e e t Ve h Re p a i r s fo r Pa r k s - F l e e t Sa l e s Ta x Pa y a b l e Ve h Re p a i r s fo r Pa r k s - F l e e t Ve h Re p a i r s fo r Pa r k s - F l e e t Sa l e s Ta x Pa y a b l e Ve h Re p a i r s fo r Pa r k s - F l e e t Ve h Re p a i r s fo r Pa r k s - F l e e t Sa l e s Ta x Pa y a b l e Ve h Re p a i r s fo r Fi r e - F l e e t Ve h Re p a i r s fo r Wa t e r - F l e e t Ve h Re p a i r s fo r Wa t e r - F l e e t Sa l e s Ta x Pa y a b l e Ve h Re p a i r s fo r Wa t e r - F l e e t Ve h Re p a i r s fo r Se w e r -- F l e e t Ve n d o r Na m e Ch e c k To t a l : Sy a r In d u s t r i e s In c . Sy a r In d u s f ü e s In c . Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l : Ch e c k To t a l : Re l i a b l e Ha r d w a r e & St e e l Co . 08 1 t 4 / 2 0 2 0 Ge n e r a l Fu n d Re c Re f u n d Cl e a r i n g 08 / 1 4 1 2 0 2 0 Ge n e r a l Fu n d Un i f o r m Pu r c h a s e s - Po l i c e 08 l l 4 l 2 o 2 o IS F - In f o r m a t i o n Te c h n o l o g y so f t w r Li c e n s e & Ma i n t - IT 08 1 1 4 1 2 0 2 0 Ge n e r a l Fu n d So f t w Li c e n s e & Ma i n t - PS Ki m W a m e r Wi n n e r Mo t o r c y c l e Ar c h i v e S o c i a l Ce l l e b r i t e In c So f t w r Li c e n s e & Ma i n t - RP C C Pe r f e c t Mi n d , In c Amount 800.00 364.14 108.95 473.æ 157.00 157.00 291.19 29t.19 4,788.00 4,788.00 3,700.00 3,700.00 r9,040.00 r9,040.00 38.04 08 / t 4 / 2 0 2 0 Ge n e r a l Fu n d 08 1 1 4 1 2 0 2 0 IS F - Fl e e t 26 3 9 5 4 26 3 9 s 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 s 4 26 3 9 s 4 08 1 1 4 1 2 0 2 0 08 1 1 4 / 2 0 2 0 08 / 1 4 1 2 0 2 0 08 n 4 1 2 0 2 0 08 1 t 4 1 2 0 2 0 08 1 1 4 1 2 0 2 0 08 n 4 / 2 0 2 0 08 n 4 / 2 0 2 0 08 1 1 4 1 2 0 2 0 08 / t 4 / 2 0 2 0 08 1 t 4 1 2 0 2 0 08 i 1 4 1 2 0 2 0 08 n 4 / 2 0 2 0 08 n 4 1 2 0 2 0 08 1 1 4 1 2 0 2 0 08 t 1 4 t 2 0 2 0 08 1 1 4 1 2 0 2 0 08 1 r 4 1 2 0 2 0 IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t IS F - Fl e e t Ch e c k To t a l : Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa ¡ t s Sa n t a Ro s a Au t o Pa r t s Sa n t ¿ Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s 38.04 25.62 -0.06 0.06 49.74 -0.t2 0.12 9,91 -0.02 0.02 52.01 -0.1I 0.1I 6.20 93.04 -0.21 0.21 705.r5 88.95 Ch e c k Nu m b e r 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 s 4 26 3 9 5 4 26 3 9 s 4 26 3 9 s 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 s 4 26 3 9 s 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 s 4 26 3 9 5 4 26 3 9 s 4 26 3 9 s 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 s 4 26 3 9 s 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 5 4 26 3 9 s 4 26 3 9 5 4 26 3 9 5 4 Ch e c k Da t e 08 n 4 / 2 0 2 0 08 1 r 4 1 2 0 2 0 08 / t 4 1 2 0 2 0 08 n 4 1 2 0 2 0 08 t 1 4 / 2 0 2 0 08 / L 4 1 2 0 2 0 08 1 1 4 / 2 0 2 0 08 / 1 4 1 2 0 2 0 08 / 1 4 1 2 0 2 0 08 n 4 / 2 0 2 0 08 / 1 4 1 2 0 2 0 08 n 4 / 2 0 2 0 08 t 1 4 1 2 0 2 0 08 / 1 4 1 2 0 2 0 08 t 1 4 / 2 0 2 0 08 / 1 4 1 2 0 2 0 08 t r 4 1 2 0 2 0 08 t 1 4 t 2 0 2 0 08 / r 4 1 2 0 2 0 08 1 t 4 / 2 0 2 0 08 1 1 4 1 2 0 2 0 08 n 4 / 2 0 2 0 08 1 1 4 / 2 0 2 0 08 / L 4 1 2 0 2 0 08 / 1 4 1 2 0 2 0 08 n 4 / 2 0 2 0 08 / L 4 / 2 0 2 0 08 / r 4 1 2 0 2 0 08 1 1 4 1 2 0 2 0 08 1 t 4 1 2 0 2 0 08 n 4 / 2 0 2 0 08 1 1 4 1 2 0 2 0 08 1 1 4 / 2 0 2 0 08 1 1 4 1 2 0 2 0 08 / t 4 1 2 0 2 0 08 / 1 4 1 2 0 2 0 08 1 1 4 / 2 0 2 0 08 t r 4 t 2 0 2 0 Fu n d Na m e IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t IS F - Fl e e t Ge n e r a l Fu n d IS F - Fl e e t Amount -0.20 0.20 65.31 -0.15 0.15 28.86 -0.0ó 0.06 272.33 t93.94 -0.44 0.44 15.43 -0.03 0.03 19.05 -0.04 0.04 28.03 -0.06 0.06 70.50 -0.16 0.16 69.17 599.24 -1.38 1.38 109.58 -0.2s 0.25 37.16 -0.09 0.09 220.73 -0.51 0.51 6.82 Ac c o u n t Na m e Ve h Re p a i r s fo r Se w e r -- F l e e t Sa l e s Ta x Pa y a b l e Sp e c De p t Ex p - Fl e e t Sp e c De p t Ex p - Fl e e t Sa l e s Ta x Pa y a b l e Ve h Re p a i r s fo r Wa t e r - F l e e t Ve h Re p a i r s fo r Wa t e r - F l e e t Sa l e s Ta x Pa y a b l e Ve h Re p a i r s fo r Fi r e - F l e e t Ve h Re p a i r s fo r Pa r k s - F l e e t Ve h Re p a i r s fo r Pa r k s - F l e e t Sa l e s Ta x Pa y a b l e Sp e c De p t Ex p - Fl e e t Sp e c De p t Ex p - Fl e e t Sa l e s Ta x Pa y a b l e Sp e c De p t Ex p - Fl e e t Sp e c De p t Ex p - Fl e e t Sa l e s Ta x Pa y a b l e Sp e c De p t Ex p - Fl e e t Sp e c De p Ex p - Fl e e t Sa l e s Ta x Pa y a b l e Ve h Re p & Ma i n - AV A Ve h Re p & Ma i n - AV A Sa l e s Ta x Pa y a b l e Ve h Re p a i r s fo r Wa t e r - F l e e t Ve h Re p a i r s fo r Fi r e - F l e e t Ve h Re p a i r s fo r Fi r e - F l e e t Sa l e s Ta x Pa y a b l e Sp e c De p t Ex p - Fl e e t Sp e c De p t Ex p - Fl e e t Sa l e s Ta x Pa y a b l e Ve h Re p a i r s fo r Pa r k s - F l e e t Ve h Re p a i r s fo r Pa r k s - F l e e t Sa l e s Ta x Pa y a b l e Ve h Re p a i i s fo r Fi r e - F l e e t Ve h Re p a i r s fo r Fi r e - F l e e t Sa l e s Ta x Pa y a b l e Ve h Re p a i r s fo r Fi r e - F l e e t Ve n d o r Na m e Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa ¡ t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa ¡ t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa f s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sa n t a Ro s a Au t o Pa r t s Sy C a l En g i n e e r i n g , In c . Ch e c k To t a l : 2,766.77 825.00 26 3 9 5 5 08 1 t 4 / 2 0 2 0 Se w e r Ut i l i t y Fu n d Co n t r a c t u a l Sv s -S e w e r Ch e c k To t a l 825.00 Ch e c k Nu m b e r 26 3 9 5 6 26 3 9 5 6 Ch e c k Da t e 08 1 1 4 1 2 0 2 0 08 1 1 4 1 2 0 2 0 F' u n d Na m e Ge n e r a l Fu n d Ge n e r a l Fu n d Ac c o u n t Na m e Sp e c De p t E x p - FI N Of f i c e E q u i p - CM De f Co m p Pa y a b l e 4 w 26 3 9 s 7 0g l l 4 l 2 0 2 o wa t e r ca p i r a l no l " c t ru n ¿ wA - 2 6 Wa t e r Ta n k #8 Pr o j e c t wy a t t In i g a t i o n co . Ve n d o r N¡ m e Tr o p e Gr o u p , In c . Tr o p e Gr o u p , In c . Ch e c k T o ø l : Ch e c k T o t a l : Na t i o n w i d e Re t k e m e n t So h ¡ t i o n s Ch c c k To t a l : Re p o r t To û a l : Amount 1,462.91 176.00 1,638.91 49.93 49.93 E9.13 89.13 1,941,753.E7 26 3 9 5 8 08 n 4 n 0 2 0 Ge n e r a l Fu n d 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, August 11, 2020 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 at 5:00 pm, the notice for which being legally noticed on August 6th, 2020. There was no physical location for this meeting but the Agenda included language on how to observe the meeting and how to submit public comment. Participating via Zoom Video Communications: Joseph T. Callinan, Mayor (departed at 6:36 p.m.) Jake Mackenzie, Vice Mayor Susan H. Adams, Councilmember Gina Belforte, Councilmember Pam Stafford, Councilmember Staff attending via Zoom Video Communications: City Manager Jenkins, Assistant City Manager Schwartz, Assistant City Rudin, Director of Human Resources Perrault, Director of Public Works and Community Services McArthur, Development Services Director Pawson, Finance Director Bali, Director of Public Safety Mattos, Deputy Chief Johnson, Fire Marshall Thompson, Public Safety Officer Groat, Public Safety Officer Keaney, Housing Administrator Garcia, Planning Manager Beiswenger, Senior Code Compliance Officer Kirk, Supervising Accountant Orozco, Senior Analyst L. Tacata, Management Analyst Beran, and Deputy City Clerk Machado. Staff Present: City Clerk Lopez Cuevas, and Information Systems (IS) Operations Manager Rowley. 2.PRESENTATIONS Mayor's Certificate of Recognition: Recognizing Officer Nicole Groat and Officer Kieran Keaney for their Nomination to the MADD (Mother's Against Drunk Drivers) State Awards. Mayor Callinan read and presented the certificates to Officer Nicole Groat and Officer Kieran Keaney. Mayor’s Proclamation: Honoring Public Safety Officer Justin Thompson on the Occasion of His Retirement. Mayor Callinan read the Proclamation and presented it to Justin Thompson. Item 5.B. City of Rohnert Park Joint Regular Meeting Agenda for City Council August 11, 2020 RPFA/CDC Successor Agency Page 2 of 5 3.DEPARTMENT HEAD BRIEFING A.City Clerk's Office Update City Clerk Lopez Cuevas announced that the nomination period closed on August 7, 2020 and t he names of the candidates for City Council for the November 3, 2020 are as follows: Walter “Willy” Linares and Dave Soldavini, District 1; Joseph Callinan and Gerard Giudice, District 3; and Jake Mackenzie and Jackie Elward, District 4. 4.PUBLIC COMMENTS None. 5.CONSENT CALENDAR 5.A. Acceptance of Reports for: 5.A.1. City Bills/Demands for Payment Dated July 21 through August 3 2020 5.A.2. RPFA- Cash Report for Month Ending June 30, 2020 5.A.3. Housing Successor Agency- Cash Report for Month Ending June 30, 2020 5.A.4. Successor Agency - Cash Report for Month Ending June 30, 2020 5.A.5. City- Cash Report for Month Ending June 30, 2020 5.B. Approval of Minutes for City Council/RPFA/Successor Agency/Foundation Joint Regular Meeting, March 26, 2019. 5.C Approval of Minutes for City Council/RPFA/Successor Agency/Foundation Joint Regular Meeting, July 28, 2020 5.D Receive Annual Report on the State of Cultural Arts in Rohnert Park 5.E Receive Series 2007R Excess Bond Proceeds Expenditure Report (January 2020 through June 2020) 5.F Authorize the City Manager to Execute a Master Services Agreement with PlaceWorks, Inc. for Housing Administration Services for the City of Rohnert Park in an Amount Not to Exceed $230,000 5.G Adopt Resolution 2020-075 Accepting a Grant in the Amount of $49,959 from the Department of Alcoholic Beverage Control Alcohol Policing Partnership Program and Authorizing the Finance Director to Increase Appropriations in the FY 2020/21 Budget by $49,959 5.H Adopt Resolution 2020-076 Authorizing and Approving Amendment Eight to the Memorandum of Agreement between the City of Rohnert Park and the Rohnert Park Public Safety Officers’ Association (RPPSOA) Regarding Stand-By Pay 5.I Adopt Resolution 2020-077 Approving a New Records Retention Schedule for the City of Rohnert Park and Superseding Resolutions 2017-021 and 2017-121 5.J Adopt Ordinance 949, an Ordinance of the City Council of the City of Rohnert Park Amending Chapter 3.32 of the Rohnert Park Municipal Code - Cost Recovery – Fee and Service Charge System to Modify the Annual Reporting Requirements (CEQA Status: Exempt) ACTION: Moved/seconded (Stafford/Belforte) to approve the Consent Calendar. Motion carried by the following unanimous 5-0-0 roll call vote: AYES: Adams, Belforte, Stafford, Mackenzie, and Callinan, NOES: None, ABSTAINS: None, ABSENT: None City of Rohnert Park Joint Regular Meeting Agenda for City Council August 11, 2020 RPFA/CDC Successor Agency Page 3 of 5 6.REGULAR ITEMS: A.PUBLIC HEARING (Noticed: July 31, 2020) Introducing an Ordinance Amending Rohnert Park Municipal Code Title 17 Zoning in Response to Recent Changes to State Law Concerning Accessory Dwelling Units and Junior Accessory Dwelling Units (CEQA Status: Exempt) Housing Administrator Garcia presented this item. Recommended Action(s): Conduct a Public Hearing and Introduce Ordinance 950, an Ordinance of the City Council of the City of Rohnert Park, California, Amending Rohnert Park Municipal Code Title 17 - Zoning With respect to Accessory Dwelling Units and Junior Accessory Dwelling Units, including Sections 17.04.030 (Definitions of Words and Terms), Section 17.07.020 (Footnotes), Section 17.10.060 (Accessory Structures), and 17.16.040 (Parking Exemptions) PUBLIC COMMENTS: None. ACTION: Moved/seconded (Stafford/Belforte) to introduce Ordinance 950. Title read by Mayor Callinan. Motion carried by the following unanimous 5-0-0 roll call vote: AYES: Adams, Belforte, Stafford, Mackenzie, and Callinan, NOES: None, ABSTAINS: None, ABSENT: None B.Consider Adopting a Resolution Authorizing the City Manager to Execute an Agreement with Catholic Charities of the Diocese of Santa Rosa for Street Outreach Services for the City of Rohnert Park and Authorizing the City Manager or Designee to Increase Appropriations in Fiscal Year 2020-21. Housing Administrator Garcia presented this item. Recommended Action(s): Adopt Resolution 2020-078 Authorizing an Agreement with Catholic Charities Diocese of Santa Rosa for Street Outreach Services for the City of Rohnert Park and Authorizing the City Manager or Designee to Increase Appropriations in Fiscal Year 2020-2021 PUBLIC COMMENTS: None. ACTION: Moved/seconded (Stafford/Callinan) to adopt Resolution 2020-078. Motion carried by the following unanimous 5-0-0 roll call vote: AYES: Adams, Belforte, Stafford, Mackenzie, and Callinan, NOES: None, ABSTAINS: None, ABSENT: None C.Receive Status Report on Implementation of Rohnert Park Strategic Plan Assistant City Manager Schwartz presented this item. Recommended Action(s): Receive and accept the Status Report on implementation of the City’s Strategic Plan. Mayor Callinan stepped away from the meeting at 6:33 p.m. Vice Mayor Mackenzie assumed the gavel. Mayor Callinan returned to the meeting at 6:34 p.m. and reassumed the gavel. Mayor Callinan departed the meeting at 6:36 p.m. Vice Mayor Mackenzie assumed the gavel. City of Rohnert Park Joint Regular Meeting Agenda for City Council August 11, 2020 RPFA/CDC Successor Agency Page 4 of 5 PUBLIC COMMENT: None. Council received and accepted the Report. D.City of Rohnert Park’s Response to Novel Coronavirus (COVID-19) City Manager Jenkins provided a verbal report including details regarding the ordinance passed by the Sonoma County Board of Supervisors on August 6 approving citations from $100 up to $10,000 for noncompliance with health orders related to COVID-19. The City’s Public Safety and Code Enforcement departments will be enforcing the ordinance. City Manager Jenkins further stated that individuals or businesses not adhering to health orders may be reported by calling 1-833-SAFE707. PUBLIC COMMENT: None. Council received and accepted the Report. 7.COMMITTEE / LIAISON/ OTHER REPORTS A.Standing Committees: None. B.Liaison Reports: None. C.Outside Agency Reports: 1.Health Action Council Meeting (8/7) Councilmember Adams reported on the meeting. 2.Sonoma County Transportation Authority/Regional Climate Protection Authority (SCTA/RCPA) Board of Directors Meeting (8/10) Vice Mayor Mackenzie reported on the meeting. 3.Sonoma Clean Power Board of Directors Meeting (8/6) Councilmember Belforte reported on the meeting. 4.Joint Water Advisory Committee (WAC) and Technical Advisory Committee (TAC) to Sonoma Water (8/3) Councilmember Mackenzie reported on the meeting. D.Other Reports: Councilmember Adams reported on the Homelessness Ad Hoc Committee Meeting (8/4) and informed that homelessness is down 7% county wide; 17% of homeless is distributed among small cities in the County, not included Santa Rosa and Petaluma. The change in the form and function of the Sonoma County Leadership Council will be brought to Council at the end of August for discussion. The Petaluma Street Program will not be brought to Council due to cost; the focus at this time is Agreement with Catholic Charities of the Diocese of Santa Rosa for Street Outreach Services in the City. City of Rohnert Park Joint Regular Meeting Agenda for City Council August 11, 2020 RPFA/CDC Successor Agency Page 5 of 5 Councilmember Belforte reported on her attendance to the Golden Gate Bridge, Highway & Transportation District Board of Directors Meeting. 8.COMMUNICATIONS None. 9.MATTERS FROM/FOR COUNCIL A.Request for Future Council Item to Consider the Acquisition of a Local Government Commission Membership for the City of Rohnert Park At the request of Councilmember Belforte and Vice Mayor Mackenzie, staff is directed to add this item to a future agenda. 10.PUBLIC COMMENT None. 11.ADJOURNMENT Mayor Pro Tem Mackenzie adjourned the joint regular meeting at 7:11 p.m. _____________________________________ __________________________________ Sylvia Lopez Cuevas, City Clerk Jake Mackenzie, Mayor Pro Tem City of Rohnert Park City of Rohnert Park ITEM NO. 5.C. 1 Meeting Date: August 25, 2020 Department: Community Services Submitted By: John McArthur, Director of Public Works and Community Services Prepared By: Cindy Bagley, Deputy Director of Community Services Agenda Title: Receive Annual Community Services Facility Fee Waiver Report RECOMMENDED ACTION Receive annual Community Services facility fee waiver report. BACKGROUND On August 22, 2017, the City Council approved and adopted a revised Co-Sponsorship and Facility Waiver Policy. The policy addresses the fact that the City receives several requests from local non-profit groups to waive fees for special events held in City facilities. The policy recognizes the importance of supporting these groups in their efforts to help create community within the City of Rohnert Park. In December, 2018, the City Council adopted another revision of the policy to allow more types of non-profits other than 501(c)(3) to apply for a fee waiver. Additionally, the City Council authorized removal of the limitation of up to $1,000 for one event per year to $1,000 per event for an unlimited number of events per year. In addition to the criteria above, fees may be waived, or co-sponsorships approved by the City Manager or his designee, based on the following criteria: a. The program or event is of significant value to the community (City or Rohnert Park and/or Sonoma County) and is open to the public. b. The waiver/co-sponsorship will not be detrimental to the City’s financial situation. c. There is no conflict of interest or perception of a significant conflict of interest for the City. d. The proposed event or program shall not have a significant impact on City facilities or other City activities, and any minor impacts shall be mitigated by the applicant. The City Council also pre-approved several organization’s fee waivers for ongoing events that have a long history of running events in the City and that, in some instance exceed the $1,000 limit. Those include: • Cotati Rohnert Unified School District Middle School Career Fair • Credo High School Dance 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. 5.C. 2 • Fishing Derby at Roberts Lake • Child Parent Institute Day Camp • Rotary Club Toy Drive • Chamber of Commerce Holiday Lights ANALYSIS As required by the policy, Table 1 below summarizes the total fee waivers and co-sponsorships approved by the City Manager or his designee during the past fiscal year, FY 2019/20. Included in this table are associated costs waived by the City. Table 1: Fee Waiver and Co-Sponsorships granted in FY 2019-20 Organization Event Amount Child Parent Institute Youth Drama Workshops $1,000 Latino Alliance Inauguration Day $867 Rohnert Park Community Band Concert $200 Rohnert Park Chamber of Commerce Holiday Lights Celebration $624 Rohnert Park Community Chorale Concert $400 Rancho Cotate Cougar Boosters Fundraiser $1,000 Rancho Cotate HS Football Football Celebration Dinner $280 Rancho Cotate Rotary Club Fundraiser $1,000 TOTAL: $5,371 STRATEGIC PLAN ALIGNMENT: Offering local non-profit fee waivers for events in City facilities in in line with Strategic Plan Goal D: Continue to Develop a Vibrant Community. FISCAL IMPACT The total amount of fees waived for events in FY 2019-20 was $5,371. Beginning in FY 2018- 19, the City of Rohnert Park Foundation committed to contributing up to an annual amount of $50,000 to waive City fees for facility use to reimburse the City’s general fund for revenue lost from fee waivers. The reimbursement will take place for FY 2019-20. Department Head Approval Date: 8/10/20 Finance Director Approval Date: N/A Human Resources Approval Date: N/A City Manager Approval Date: 8/12/20 Attachments: None ITEM NO. 5.D. 1 Meeting Date: August 25, 2020 Department: Development Services Submitted By: Mary Grace Pawson, Director of Development Services Prepared By: Jenna Garcia, Housing Administrator Agenda Title: Adopt Ordinance 950, an Ordinance of the City Council of the City of Rohnert Park, California, Amending Rohnert Park Municipal Code Title 17 - Zoning With respect to Accessory Dwelling Units and Junior Accessory Dwelling Units, including Sections 17.04.030 (Definitions of Words and Terms), Section 17.07.020 (Footnotes), Section 17.10.060 (Accessory Structures), and 17.16.040 (Parking Exemptions) (CEQA Status: Exempt) RECOMMENDED ACTION: Adopt Ordinance 950, an Ordinance of the City Council of the City of Rohnert Park, California, Amending Rohnert Park Municipal Code Title 17 - Zoning With respect to Accessory Dwelling Units and Junior Accessory Dwelling Units, including Sections 17.04.030 (Definitions of Words and Terms), Section 17.07.020 (Footnotes), Section 17.10.060 (Accessory Structures), and 17.16.040 (Parking Exemptions) (CEQA Status: Exempt). BACKGROUND and ANALYSIS: On August 11, 2020, the City Council held a public hearing and introduced an ordinance amending the Rohnert Park Municipal Code Title 17 concerning Accessory Dwelling Units (ADUs) and Junior Accessory Dwelling Units (JADUs.) The proposed changes would amend the Rohnert Park Municipal Code to ensure that the local code related to ADUs and JADUs is compliant with state law. The ordinance modifies Sections 17.07.020(X), 17.04.030, 17.10.060, and 17.16.040 of the Rohnert Park Municipal Code to: 1. Allow for creation of junior accessory dwelling units, subject to standards prescribed in state law, 2. Allow ADUs in all areas zoned for residential uses, 3. Require processing of applications for ADUs and JADUs within 60 days under a ministerial review process, 4. Provides for ADU construction on lots with multifamily dwelling units where required by state law, 5. Allows for an attached ADU or JADU and a detached ADU to be constructed on single family lot, 6. Removes requirements related to replacement parking spaces for ADU construction, 7. Reduces side and rear setbacks required for ADUs to four feet, 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. 5.D. 2 8. Imposes maximum size requirements of 850 square feet for an ADU with less than two bedrooms, and 1000 square feet for two or more bedrooms, 9. Adds exemptions to certain development standards regarding lot coverage, lot size, floor area ratio, and similar standards to allow for the creation of an ADU of 800 square feet subject to 16 foot height limits and four foot side and rear setback requirements, and 10. Removes owner occupancy requirements for ADUs constructed after January 1, 2020 as mandated by state law. Environmental Determination The proposed ordinance amendments are not subject to the provisions of the California Environmental Quality Act (CEQA). The ordinance and amendments are statutorily exempt under Public Resources Code Section 21080.17, which exempts adoption of an ordinance to implement regulations for accessory dwelling units consistent with Government Code Section 65852.2. STRATEGIC PLAN ALIGNMENT: The proposed action is consistent with Strategic Plan Goal D – Continue to Develop a Vibrant Community. OPTIONS CONSIDERED: None. Adopting the proposed amendments to the Rohnert Park Municipal Sections 17.04.030 – Definitions of words and terms, 17.07.020(X) – Footnotes, 17.10.060 – Accessory structures, 17.16.040 – Parking exemptions is consistent with the City Council’s action to introduce the ordinance. FISCAL IMPACT/FUNDING SOURCE: The proposed amendments to the City’s ADU Ordinance have no direct fiscal impact on the City’s General Fund. Department Head Approval Date: NA Finance Director Approval Date: NA City Attorney Approval Date: NA City Manager Approval Date: NA Attachments (list in packet assembly order): 1. Ordinance of the City Council of the City of Rohnert Park Amending Rohnert Park Municipal Code Title 17-Zoning with Respect to Accessory Dwelling Units and Junior Accessory Dwelling Units a. Exhibit A – Amendments to RPMC Sections 17.04.030 – Definitions of words and terms, 17.07.020(X) – Footnotes, 17.10.060 – Accessory structures, 17.16.040 – Parking exemptions (CLEAN) ORDINANCE NO. 950 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK, CALIFORNIA, AMENDING ROHNERT PARK CODE TITLE 17 - ZONING WITH RESPECT TO ACCESSORY DWELLING UNITS AND JUNIOR ACCESSORY DWELLING UNITS, INCLUDING SECTIONS 17.04.030 (DEFINITIONS OF WORDS AND TERMS), SECTION 17.07.020 (FOOTNOTES), SECTION 17.10.060 (ACCESSORY STRUCTURES), AND 17.16.040 (PARKING EXEMPTIONS) WHEREAS, the State of California has established that a local agency may, by ordinance, regulate the creation of accessory dwelling units and junior accessory dwelling units in single family and multi-family residential zones, subject to certain state standards; WHEREAS, the applicant, the City of Rohnert Park, filed Planning Application No. PLMC20 -0001, is proposing to amend the Rohnert Park Municipal Code (“RPMC”) by amending Sections 17.04.030 – Definitions of words and terms, 17.07.020 – Footnotes, 17.10.060 – Accessory structures, 17.16.040 – Parking exemptions; WHEREAS, the proposed amendments are in response to Assembly Bill-881, Assembly Bill-68 and Senate Bill-13, adopted in the September 2019 California legislative session which collectively modified Cal. Gov. Code §65852.2, effective January 1, 2020, and which mandate specific changes to local regulations that apply to accessory dwelling units; WHEREAS, these modifications to state law, and by extension the RPMC, are intended to incentivize the creation of Accessory Dwelling Units (ADUs) and Junior Accessory Dwelling Units (JADUs) by reducing of processing timelines, removing owner-occupancy requirements, and establishing state-wide development standards for ADUs; WHEREAS, the proposed changes to Title 17 Zoning (attached hereto as Exhibit A) are consistent with the goals, policies, and implementation measures in the General Plan and necessary to comply with state law; WHEREAS, on March 12, 2020, the Planning Commission conducted a study session on changes to state law with respect to ADUs and JADUs; WHEREAS, pursuant to California state law and the Rohnert Park Municipal Code, a public notice was published in the Community Voice for a minimum of 10 days prior to the first public hearing; and WHEREAS, on July 23, 2020, the Planning Commission held a public hearing at which time interested persons had an opportunity testify either in support of or opposition to the revised proposal; and WHEREAS; the Planning Commission reviewed and considered the information contained in Planning Application No. PLMC20-0001 and voted 4-0-1 to adopt a resolution recommending approval of the proposed amendments to Title 17 Zoning of the Municipal Code with respect to ADUs and JADUs; WHEREAS; the City Council received the Planning Commission recommendation, reviewed the information contained in Planning Application No. PLMC20-0001 on August 11, 2020 and conducted a Public Hearing. Ordinance No. 950 Page 2 NOW, THEREFORE, BE IT ORDAINED by the City Council of the City of Rohnert Park as follows: Section 1. The above recitations are true and correct. Section 2. Findings. The City Council hereby makes the following findings concerning the proposed amendments to Sections 17.04.030 – Definitions of words and terms, 17.07.020 – Footnotes, 17.10.060 – Accessory structures, and 17.16.0404 – Parking exemptions of the Municipal Code: 1. That the proposed amendments to the Municipal Code are consistent with the General Plan 2020. Criteria Satisfied. The new state law included in Government Code 65852.2, explicitly states that accessory dwelling unit conforming to state standards shall, by law, be deemed to be a residential use that is consistent with the existing general plan and zoning designations for the lot, and shall not be considered to exceed the allowable density for the lot upon which it is located. In addition to this state declaration, the proposed amendments to the Municipal Code are consistent with the General Plan 2020 Goals of maintaining a compact urban form, and providing a range of housing types and prices. Specifically, Goal LU-A (compact urban form) is promoted by a more efficient utilization of land, housing stock, and infrastructure. Goal CD-H (variety of housing types and sizes) is promoted by allowing smaller units in well-established neighborhoods. Goal HO-2 (diversity of housing types) is promoted by the allowance for smaller residences. Goal HO-3 (affordable housing) is encouraged by allowing smaller accessory units. 2. That the proposed amendment to the Zoning Ordinance will be beneficial to the public health, safety or welfare. Criteria Satisfied. The proposed amendments to the municipal code are intended to address public health, safety and welfare concerns created by the statewide housing crisis. The changes will help improve community health outcomes, by reducing overcrowding, providing additional workforce housing closer to job center and reducing homelessness by expanding the availability of rental units. In addition, the minimum standards for setback, unit size, and unit design ensure that ADUs constructed in compliance with the municipal code will provide residents with safe and habitat living space. Section 3. Environmental Review. No California Environmental Quality Act (CEQA) analysis is required for this action. The ordinance and amendments are statutorily exempt from CEQA pursuant to Public Resources Code Section 21080.17 which exempts adoption of an ordinance to implement regulations for accessory dwelling units pursuant to Government Code Section 65852.2. Section 4. Amendment of Municipal Code Sections 17.04.030 – Definitions of words and terms, 17.07.020 – Footnotes, 17.10.060 – Accessory structures, and 17.16.040 – Parking exemptions. The City Council hereby repeals and replaces Rohnert Park Municipal Code Sections 17.04.030 – Definitions of words and terms, 17.07.020 – Footnotes, 17.10.060 – Accessory structures, and 17.16.040 – Parking exemptions in their entirety with Sections 17.04.030, 17.07.020, 17.10.060, and 17.16.040, to read as shown in Exhibit A attached hereto. Ordinance No. 950 Page 3 Section 5. Severability. The City Council hereby declares that every section, paragraph, sentence, clause, and phrase of this ordinance is severable. If any section, paragraph, sentence, clause or phrase of this ordinance is for any reason found to be invalid or unconstitutional, such invalidity, or unconstitutionality shall not affect the validity or constitutionality of the remaining sections, paragraphs, sentences, clauses, or phrases. Section 6. Effective Date. This ordinance shall be in full force and effective 30 days after its adoption. Section 7. Publication and Submission to Housing and Community Development. The City Clerk is directed to cause this ordinance to be published in the manner required by law, and to submit it to the Department of Housing and Community Development within 60 days after adoption in the manner required by law. This Ordinance was introduced by the Council of the City of Rohnert Park on August 11, 2020 and DULY AND REGULARLY ADOPTED on August 25, 2020, by the following Roll Call Vote: AYES: NOES: ABSENT: ABSTAIN: CITY OF ROHNERT PARK ____________________________________ Joseph T. Callinan, Mayor ATTEST: _____________________________________ Sylvia Lopez Cuevas, City Clerk APPROVED AS TO FORM: ___________________________________ Michelle Marchetta Kenyon, City Attorney I, Sylvia Lopez Cuevas, City Clerk of the City of Rohnert Park, California, do hereby certify that the foregoing Ordinance was duly adopted and passed at a regular meeting of the City Council on the 25th day of August, 2020 by the following roll call vote: AYES: NOES: ABSENT: ABSTAIN: Exhibit A to Ordinance 1 Section 17.04.030 - Definitions of words and terms. [The following is an excerpt of Section 17.04.030 (Definitions of words and terms), proposing to amend the definition of ADU and add a definition of JADU as follows. The remainder of this section remains unchanged] "Accessory dwelling unit (ADU)" means an attached or a detached residential dwelling unit which provides complete independent living facilities for one or more persons. It shall include permanent provisions for living, sleeping, cooking, and sanitation on the same parcel as the single-family dwelling is situated. An ADU also includes the following: 1. An efficiency unit, as defined in Section 17958.1 of the Health and Safety Code. 2. A manufactured home, as defined in Section 18007 of the Health and Safety Code. “Accessory dwelling unit, junior (JADU)” or “Junior accessory dwelling unit (JADU)” means a residential unit that is no more than 500 feet in area contained entirely within a single-family residence, which includes either separate or shared sanitation facilities with the residence. Exhibit A to Ordinance 2 17.07.020 – Footnotes. X. ACCESSORY DWELLING UNIT AND JUNIOR ACCESSORY DWELLING UNIT STANDARDS 1. Accessory dwelling units (ADUs) or junior accessory dwelling unit (JADUs) shall be permitted with a certificate of zoning compliance, on any lot zoned to allow for a single-family or multi- family residential uses, including mixed-use zones, subject to the requirements of this subsection. 2. ADUs or JADUs shall not be sold separately from the primary structure on the lot nor shall any subdivision of the land separating the ADU or JADU and the primary structure be permitted by the City. 3. The application for an ADU or JADU shall be considered ministerially without discretionary review or a hearing within 60 days after receiving the application if there is an existing single family or multi-family dwelling on the lot. If the application for the ADU or JADU is proposed in conjunction with an application for a new single-family dwelling or multi-family dwelling, the application will be processed with the application for the main dwelling unit(s). 4. General Design Requirements The following standards shall apply: a. The ADU or JADU shall be designed to be architecturally compatible with the primary dwelling unit (or structure), with use of similar style doors, windows, roofing and siding material, use of matching exterior paint colors and other structural or decorative design features, and shall also comply with the City's adopted design guidelines for residential development. b. The maximum square footage limit for either an attached or detached ADU shall be: i. 850 square feet for an ADU with 1 bedroom or less. ii. 1,000 square feet for an ADU with 2 bedrooms or more. iii. For an attached ADU over 800 square feet constructed on a lot with an existing primary dwelling unit, the total floor area of the attached accessory dwelling unit shall not exceed 50 percent of the floor area of that existing dwelling. c. For ADUs larger than 800 square feet, the ADU together with the primary residence shall not cover more than fifty percent of the lot area. No lot coverage requirement shall be applied to an ADU of 800 square feet or less. d. No passageway shall be required in conjunction with the construction of an ADU. e. An ADU located above the first floor of an accessory structure (e.g. above a garage) shall be designed so as to minimize privacy impacts on neighboring properties, through the use of opaque glass or clerestory windows where such windows face neighboring properties. f. Fire sprinklers are only required in ADUs where they would also be required under this Code for the primary dwelling. g. Notwithstanding anything in this code to the contrary, any standard that is a limit on maximum size, size based on percentage of existing or proposed primary dwelling, lot coverage, floor area ratio, landscaping or open space for an ADU of at least 800 square Exhibit A to Ordinance 3 feet that is no more than 16 feet in height and meets four-foot side and rear setbacks will not be imposed. 5. Streamlining Provisions and Exemptions Except as provided for in this section 17.07.020.X(5), no more than one ADU or JADU shall be permitted per single-family, multi-family or mixed use lot in compliance with all other requirements in this section. Notwithstanding the foregoing limitation or anything in this code to the contrary, the Zoning Administrator and Building Official shall cause certificates of zoning compliance and building permits to be ministerially approved for the following projects: a. For any lot with a proposed or existing single-family dwelling, one attached ADU or JADU shall be permitted when all of the following apply: i. The ADU or JADU is within the existing or proposed single-family dwelling or accessory structure. The limits of the “existing structure” may include an expansion of not more than 150 square feet to accommodate ingress and egress. ii. The ADU or JADU has exterior access that is separate from the exterior entrance for the proposed or existing single-family dwelling. iii. The side and rear setbacks are sufficient for fire and safety. iv. The JADU, if applied for, meets all the requirements for JADUs outlined in this section. b. For a lot with a proposed or existing single family dwelling, one detached ADU shall be permitted when all of the following apply: i. Four-foot side and rear yard setbacks are maintained. ii. The total height does not exceed 16 feet. iii. The detached ADU may include a JADU provided all requirements for JADUs outlined in this section are met. c. For a lot with an existing multi-family dwelling, not more than two detached ADUs shall be permitted when all of the following apply: i. Four foot side and rear yard setbacks are maintained. ii. Total combined floor area of not more than 800 square feet. iii. The total height limit does not exceed 16 feet. d. Conversion of portions of existing multi-family dwelling structures which are not currently used as livable space (e.g. storage rooms, boiler rooms, attics) shall be permitted to ADUs provided that each ADU complies with state building standards for dwellings. At least one new ADU created from such conversions shall be permitted per existing multi-family structure, up to a maximum of a 25 percent increase in the total number of units in the structure. 6. Each ADU shall be subject to a deed restriction, in a form approved by the City, with provisions specifying that: a. The ADU is restricted to the size and attributes approved by the City. b. A prohibition on sale of the ADU separate from the primary dwelling, and notice to future purchasers regarding the enforcement of this restriction. c. No ADU shall be rented for a period of fewer than 30 consecutive days. Exhibit A to Ordinance 4 7. Additional Requirements for Junior Accessory Dwelling Units a. The maximum square footage of a JADU shall be no more than 500 square feet, and a JADU shall be contained entirely within an existing or proposed dwelling unit except that an expansion to accommodate an entrance may be permitted under section 17.07.020.X (5)(a). b. Utilities may be shared with the primary dwelling unit. c. A JADU may include interior entry to the main living area. A second interior door may be included for sound attenuation. d. A JADU shall include an efficiency kitchen, with the following minimal requirements: i. a sink with a maximum waste line diameter of 1.5 inches, ii. a cooking facility with appliances that do not require electrical service greater than 120 volts, natural gas, or propane gas, and iii. a food preparation counter and storage cabinets that are of reasonable size in relation to the size of the dwelling unit. e. Owner occupancy shall be required for each JADU. The owner shall reside either in the primary dwelling unit or the newly created JADU. Owner-occupancy shall not be required if the owner is another governmental agency, land trust, or housing organization. f. Each JADU shall be subject to a deed restriction, in a form approved by the City, with provisions specifying that: i. Owner occupancy of either primary dwelling or JADU shall be required. ii. The JADU is restricted to the size and attributes approved by the City. iii. A prohibition on sale of the JADU separate from the primary dwelling, and notice to future purchasers regarding the enforcement of this restriction. iv. No JADU shall be rented for a period of fewer than 30 consecutive days. v. Restrictions requiring that on purchase, any subsequent owner either remove the JADU (including obtaining all required permits) or demonstrate compliance with owner-occupancy requirements specified in this section, except such requirements shall not apply to an owner who is a governmental agency, land trust, or housing organization. 8. Parking Requirements a. No parking shall be required for a new ADU or JADU. b. Notwithstanding other provisions of this code, when a garage, carport, or covered parking structure is demolished or converted in conjunction with the construction of an ADU or JADU, there shall be no requirement imposed to replace the off-street parking spaces. 9. Capacity, Connection and Impact Fees a. Except for the case where an ADU or JADU is constructed within an existing single family dwelling unit in accordance with Chapter 17.07.20.X (5)(a), a new, separate or upgraded utility connection may be required between the primary residence/ADU and the public water or sewer utility if site specific conditions necessitate a new connection in order to provide minimum levels of utility service. Connection fee or Exhibit A to Ordinance 5 capacity charges may be calculated proportionate to the burden of the proposed ADU based upon either its square feet, the number of its drainage fixture unit (DFU) values, as defined in the Uniform Plumbing Code adopted and published by the International Association of Plumbing and Mechanical Officials, or any other method that reasonably estimates the proportional impact of the ADU. b. For the purposes of providing services for water, sewer, or power, including a connection fee, a JADU shall not be considered a separate or new dwelling unit. An ADU shall not be considered a new residential use for purposes of calculating connection fees or capacity charges for utilities, including water and sewer service, unless the ADU is constructed with a new single-family dwelling. c. No impact fee shall be assessed upon the development of an ADU less than 750 square feet or any JADU, and impact fees charged for an accessory dwelling unit of 750 square feet or more shall be charged proportionately in relation to the square footage of the primary dwelling unit. 10. Before obtaining a certificate of occupancy for an ADU or JADU the applicant shall: a. Demonstrate adequate water and sewer service available to serve the ADU or JADU, as determined by the city engineer. b. Record any declaration of restrictions or deed restriction that is required under this section. c. No certificate of occupancy for an ADU or JADU shall be issued before a certificate of occupancy has been issued for the primary dwelling. 11. No ADU or JADU shall be rented for a period of fewer than 30 consecutive days. 12. Enforcement. In addition to other requirements of this code, notices issued to correct a violation of a building standard pertaining to an ADU or JADU shall comply with Section 17980.12 of the Health and Safety Code. Exhibit A to Ordinance 6 17.10.060 - Accessory structures. A. For Accessory Dwelling Units, see RPMC 17.07.020(X). For the purposes of this section, an accessory structure does not include an Accessory Dwelling Unit or Junior Accessory Dwelling Unit. B. Detached/Attached. Detached accessory structures (i.e. structures separated from the main structure by five feet or more) shall be located behind the front elevation of the main structure and shall cover no more than ten percent of the rear yard area (unless an accessory dwelling unit), with total lot coverage for all structures on-site not to exceed that listed in Section 17.10.020 for the applicable zoning district. In the event an accessory building is attached to the main building or less than five feet from the main structure, it shall be considered structurally a part of the main building and shall comply in all respects with the development standards applicable to the main building. C. Setbacks for Accessory Structures. The minimum side and rear yard setback for carports is five feet and for all other accessory structures the setback is three feet. D. Building Permits Requirements. Building permits are not required for detached accessory structures that are one hundred twenty-eight square feet or less in size, that are no greater than twelve feet in height, that are not habitable, and that do not require utilities. Accessory structures shall not include kitchens. Exhibit A to Ordinance 7 17.16.040 - Parking exemptions. A. A reduction of up to twenty-five percent of the spaces required for a combination of uses may be allowed where findings are made indicating that the uses share a common parking area and the demand for parking occurs over different time periods, thereby making the full requirement unnecessary. B. Parking space reductions of up to ten percent may be permitted by the planning manager or designee, if a rideshare, transit incentive program, or other transportation system management program is provided. Further parking space reductions up to a maximum of twenty-five percent may be permitted if approved by the planning commission through issuance of a conditional use permit. C. Garage Conversions to Create Additional Room in a Single-Family Property. The planning manager may grant exemptions to the off-street covered parking requirements for a single-family residential property subject to the granting of an administrative permit, in accord with the provisions of Section 17.25 Article V if the following findings can be made: 1. The principal use of the lot is an existing single-family residence; 2. The garage conversion shall require that the resulting eliminated off-street covered parking be replaced with one non-tandem parking space per lot, other than those existing in the driveway; 3. Such replacement space may be located in the required front yard or street side yard if the planning manager finds that in so doing there is neither an appreciable impairment of pedestrian safety nor any reduction in the attractiveness of the neighborhood. In no case shall the replacement space cause more than fifty percent of the lot's front yard to be devoted to parking; 4. Such replacement space shall not be rented; 5. Such replacement space shall be paved with an approved, all-weather surface; 6. The provision and maintenance of such replacement space shall be the continuing obligation of the property owner; 7. No more than one additional room, exclusive of closets and similar appurtenant spaces, shall be created by a garage conversion; 8. The garage door shall remain in place and look functional; and 9. The lot must be a minimum width of fifty feet and there must be room for at least one on- street parking space on the curb in front of the lot. D. If an existing parking lot does not provide adequate parking spaces for the disabled and cannot otherwise be reconfigured to achieve the city's required inventory of parking spaces, the planning and community development director may approve a reduction in the number of parking spaces by up to a maximum of three parking spaces or a total of ten percent, whichever is less, in order to accommodate required disabled parking. ITEM NO. 5.E. 1 Meeting Date: August 25, 2020 Department: Development Services Submitted By: Mary Grace Pawson, Development Services Director Prepared By: Eydie Tacata, Management Analyst Agenda Title: Adopt Resolution 2020-079 Authorizing the Submittal of an Application to 2020 Open Space Matching Grant Program for Up to $2.4 Million for the Trail to Crane Creek Regional Park, Connecting Infrastructure, and Park Expansion Project RECOMMENDED ACTION: Approve a resolution authorizing the submittal of an application for up to $2.4 million in grant funding from the Sonoma County Agricultural Preservation and Open Space District’s Matching Grant Program for the Trail to Crane Creek Regional Park, Connecting Infrastructure and Park Expansion Project. BACKGROUND: In 2007, the City submitted a funding application to the Sonoma County Agricultural Preservation and Open Space District Matching Grant Program (“Open Space Grant”) for the Trail to Crane Creek Regional Park (“Project”). The Project was recommended for a matching grant of $711,000. The Project as approved for Open Space Grant funding consisted of: a trail east of Petaluma Hill Road and extending east to Crane Creek Regional Park (“Park”) constructed on a 20' wide easement granted to the City on then developer-owned property; access to the trail via a future service road to a water tank serving the University District; a bike/pedestrian path linking the Copeland Creek Trail where it ends on the Sonoma State University, extended behind the Green Music Center to Petaluma Hill Road; and a pedestrian-activated signal or other traffic control device to get Copeland Creek Trail users safely across Petaluma Hill Road to the water tank road. The matching grant award presumes a matching contribution of at least the value of the grant and the City’s current budget for this project is $1.8 million, which includes $711,000 from the Open Space Grant together with Transportation Development Act grant funding and City infrastructure funding. Over the next nine years, both the City’s activity on the Project, as well as the Open Space District’s preparation of Open Space Grant documents, including the funding agreement and conservation/recreation easements, progressed only in fits and starts, primarily because the 2008 recession slowed development of the University District and the attendant water tank construction and easement dedication. The City requested Project extensions in 2016 and 2018, and the Open Space District granted them based on the City’s progress on the project. To date, the City achieved significant milestones toward its grant obligations, including the completion of the water tank road (comprising the first trail segment and fulfilling a sizable part of the grant match) and the design of the traffic signal (although at a different location than the original Project). Furthermore, through renegotiation of its Development Agreement with the University District, the City acquired the entire 128-acre parcel adjacent to the Park, rather than just a 20-foot easement, 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. 5.E. 2 gained site control of a previously-unknown 16’ parcel between the Park and the 128-acre parcel, completed predesign and certified the environmental document covering the portions of the proposed trail outside of the water tank service road. At this point in the Project, 60% design plans are complete for the Trail and the current estimate for the project is $2.45 million, which includes all hard construction and soft costs associated with the planned project. The increase in costs is attributable to increased complexity associated with the project (especially associated with the Petaluma Hill Road and Copeland Creek crossings), construction inflation, and required environmental monitoring. Staff is currently pursuing two options for this project: 1. Redesign to simplify the construction and defer some components to a later date 2. Pursuit of grant funds. The 2020 Open Space Grant cycle opened this spring, and the deadline was recently extended to August 31, 2020. City staff recently consulted with Open Space District staff on whether submitting a funding application for an expanded project would jeopardize the current 2007 Open Space Grant funding. The expanded project would include all of the originally proposed Trail components, including the enhanced crossings of Petaluma Hill Road and Copeland Creek), together with a 75-acre expansion of Crane Creek Regional Park achieved by transferring a portion of the City’s parcel to Sonoma County Regional Parks, and interconnection to the newly constructed Hinebaugh Creek Trail extension in the University District’s Vast Oak neighborhoods. While the City will need to compete for funding in the 2020 cycle, and enhanced funding is not guaranteed, Open Space District staff indicated that there were no Open Space Matching Grant Program policies that would prevent the City from applying for grant funds for the expanded project or require the City to rescind its current funding in order to apply. Staff recommends that funding be sought in the new cycle before reducing the scope and/or deferring portions of the project. The procedures of the 2020 Open Space Grant require an applicant to submit a resolution from the Applicant’s governing body authorizing submission of an application to the District, determining that the project is consistent with the applicable general plan; acknowledging that there are sufficient match funds and funds to operate and maintain the project; and authorizing a representative to sign and submit all required documentation for the application and grant agreement documents, if awarded. The proposed resolution will satisfy these requirements. ANALYSIS: Since 2007, the proposed trail project has become a more ambitious project that takes advantage of infrastructure and dedications secured through development of the University District in order to deliver a high level of community value. As originally proposed, the Project trail was located on a 20’ easement alignment along the southern boundary of the developer-owned parcel, over very steep topography. Because the renegotiated Development Agreement and the City’s acquisition of the full 128 acre parcel, the proposed trail meets full Class 1 standards and provides a far more useful and accessible route from the City to the Park. In addition, coordination of the route through the Sonoma State University Campus favors use of the existing Laurel Drive intersection as the Petaluma Hill Road crossing, but this has added length to the trail and increased the trail’s crossing of Copeland Creek. Expansion of the Hinebaugh Creek trail through the University District to the intersection of Rohnert Park Expressway and Knight Road/Redwood Circle (the Green Music Center entrance) provides an opportunity to connect the Hinebaugh and Copeland Trail systems with the addition of some sidewalk, allowing trail users to use the existing signal at Rohnert Park Expressway and Petaluma Hill Road as a crossing. ITEM NO. 5.E. 3 Finally, the City’s acquisition of the 128 acre water tank site makes it possible expand Crane Creek Regional Park, bringing park resources even closer to Rohnert Park. As noted above, the grant program specifies that a 1:1 funding match is required, The expanded project, which includes the City’s donation of land to Regional Parks provides the 1:1 match that makes the new project very competitive. (See table below.) Staff believes that this project will compete well in this 2020 Open Space Matching Grant cycle and provides a very low risk alternative to reducing the scope of the project, at this time. The proposed authorizing resolution is one of the documents required for a complete funding application, which must be submitted by August 31, 2020. STRATEGIC PLAN ALIGNMENT: The proposed action is consistent with Strategic Plan Goal D – Continue to Develop a Vibrant Community. OPTIONS CONSIDERED: 1. Recommended Option: Staff recommends that the Council approve the attached Resolution to authorize the submission of a grant application for the Trail to Crane Creek Regional Park, Connecting Infrastructure, and Park Expansion Project to receive funding from the 2020 Open Space Matching Grant Program. As noted above, this option does not jeopardize the City’s existing grant and would not preclude the City from implementing a revised design if the application to the 2020 funding cycle is not successful. 2. Do not approve resolution. Staff will not pursue the grant application at this time. Staff will continue to explore other funding for current project to augment the 2007 Open Space Project Costs, Proposed Funding Request and Proposed Funding Match for 2020 Open Space Matching Grant Project Costs Proposed Funding Request Costs City In-Kind Regional Parks O&M Land Value Construction phase Trail construction 1,445,180$ (1)1,445,180$ 72,259$ (3) Signal, path, bridge construction 464,915$ (1)464,915$ 23,246$ (3) Monitoring during construction 30,000$ 30,000$ Signage 30,000$ 30,000$ Construction management 286,514$ (2)286,514$ Northern connection 150,000$ 150,000$ Sidewalk gap closure on RPX 150,000$ 150,000$ Post-construction / operation Park expansion n/a n/a 1,600,000$ (5) O&M of trail, expanded park (10 years)n/a n/a 582,400$ (4) Total 2,556,609$ 2,406,609$ 245,505$ 582,400$ 1,600,000$ 2,427,905$ match Notes: (1) Cost estimate, 60% design. Brelje & Race, 8/14/20 (2) 15% of construction cost (3) 5% of construction cost (4) 0.25 FTE @ $40/hr., 10 years, no escalation (5) Land value of 75-acre portion, Ward Levy Associates, 2016. Proposed Funding Match ITEM NO. 5.E. 4 Matching Grant. City staff will work with project partner, Sonoma County Regional Parks, to adjust project design and costs, identify and secure additional funding. City staff and Regional Parks will also work with Open Space District Staff on fulfilling the terms of the 2007 Open Space Matching Grant which requires completion of the Project by December 2021. This option is not recommended. FISCAL IMPACT/FUNDING SOURCE: There is no fiscal impact to the Council action to authorize the submittal of the funding application named above. Should the City be awarded with a grant, the resulting funding agreement would detail the actual financial arrangements and resultant fiscal impact to the City. Department Head Approval Date: 08/18/2020 Finance Director Approval Date: NA City Attorney Approval Date: NA City Manager Approval Date: 08/20/2020 Attachments (list in packet assembly order): 1. Resolution Authorizing the Submittal of an Application for up to $2.4 Million in Grant Funding from the Sonoma County Agricultural Preservation and Open Space District’s Matching Grant Program for the Trail to Crane Creek Regional Park, Connecting Infrastructure and Park Expansion Project RESOLUTION NO. 2020-079 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK AUTHORIZING THE SUBMITTAL OF AN APPLICATION FOR UP TO $2.4 MILLION IN GRANT FUNDING FROM THE SONOMA COUNTY AGRICULTURAL PRESERVATION AND OPEN SPACE DISTRICT’S MATCHING GRANT PROGRAM FOR THE TRAIL TO CRANE CREEK REGIONAL PARK, CONNECTING INFRASTRUCTURE, AND PARK EXPANSION PROJECT WHEREAS, in accordance with the voter-approved Expenditure Plan, the Sonoma County Agricultural Preservation and Open Space District (“District”) has established a competitive Matching Grant Program (“Program”) for projects that provide open space, community recreation, or public access opportunities within and near incorporated areas and other urbanized areas of Sonoma County; and WHEREAS, the District released Guidelines and Application Materials for the 2020 round of funding on January 22, 2020; and WHEREAS, the City of Rohnert Park (“City”) has identified the Trail to Crane Creek Regional Park, Connecting Infrastructure, Park Expansion Project at as a priority project for implementation; and WHEREAS, the City acknowledges that the Project would be competitive under the District’s 2020 Program Guidelines as a project and will provide linkages between open space resources and the adjacent urban areas of Rohnert Park and Cotati; enable families and individuals in the adjacent urban area and the greater region to have a direct non-motorized path to Crane Creek Regional Park and integrate the Rohnert Park’s trail system, Sonoma State University and the Sonoma County Regional Parks; and WHEREAS, the District’s Program requires applicants to provide a one-to-one matching contribution for the project; and WHEREAS, the City has secured in-kind match in the form of $1.6 million in land value of a 75-acre portion of APN 047-132-038 which will comprise the Crane Creek Regional Park expansion, together with City staff labor, Sonoma County Regional Parks operations and maintenance; and various services and materials toward the project, which together with the land value total approximately $2.4million in grant match funding; and WHEREAS, if implemented, the Sonoma County Regional Parks will operate and maintain the Trail segment and Crane Creek Regional Park Expansion of the Project. NOW, THEREFORE BE IT RESOLVED, ORDERED AND FOUND by the City Council of the City of Rohnert Park: 1. Truth of Recitals. That the forgoing recitations are true and correct. 2. The City Manager of the City of Rohnert Park or designee is hereby authorized to submit an application for funding to the District’s Program up to the amount of $2.4 million for the Trail to Crane Creek Regional Park, Connecting Infrastructure, and Park Expansion Project. 3. General Plan Consistency. That the Project is consistent with the Sonoma County General Plan 2020, specifically under the Open Space and Resource Conservation Element, Section 9 Outdoor Recreation, Goal OSRC-17, “Establish a countywide park and trail system Resolution 2020-075 2 that meets future recreational needs of the County's residents while protecting agricultural uses. The emphasis of the trail system should be near urban areas and on public lands”; and Objective OSRC-17.1: “Provide for adequate parklands and trails primarily in locations that are convenient to urban areas to meet the outdoor recreation needs of the population, while not negatively impacting agricultural uses.” 4. Grant Agreement. The City Manager of the City of Rohnert Park, or designee, is hereby authorized to conduct all negotiations and submit and sign all documents, including but not limited to, application, matching grant agreement, conservation easement, recreation covenant, irrevocable offer(s) of dedication, amendments, reimbursement requests and so on, which may be necessary for completion of the project. 5. Matching Funds. If awarded funding, the City of Rohnert Park has or will have available up to $2.4 million in in-kind match (City staff labor up to allowable percentage of match as described in Matching Grant Program 2020 Guidelines), project in-kind match (services, materials and land value); matching funds and sufficient funds to complete the project. 6. Operation and Maintenance. Sonoma County Regional Parks has or will have available sufficient funds to operate and maintain the project, if awarded funding. 7. Program Guidelines. The City has reviewed, understands, and agrees to the provisions contained in the Program Guidelines. 8. Legal Compliance. The City acknowledges that if the Project is funded, it will be required to comply with all federal state and local laws. DULY AND REGULARLY ADOPTED this 25th day of August, 2020. CITY OF ROHNERT PARK ____________________________________ Joseph T. Callinan, Mayor ATTEST: ______________________________ Sylvia Lopez Cuevas, City Clerk ADAMS: _________BELFORTE: _________ STAFFORD: _________ MACKENZIE: _________ CALLINAN: _________ AYES: ( ) NOES: ( ) ABSENT: ( ) ABSTAIN: ( ) ITEM NO. 6.A. 1 Meeting Date: August 25, 2020 Department: Development Services Submitted By: Mary Grace Pawson, Development Services Director Prepared By: Louis Kirk, Senior Code Compliance Officer Agenda Title: PUBLIC HEARING: Introduce an Ordinance Repealing Chapter 9.48 - “Alcohol Offense/Loud Parties” and Replacing it in its entirety with Chapter 9.48 – “Alcohol Offenses, Loud and Unruly Gatherings, and Social Host Accountability” to Impose Stricter Criminal and Civil Penalties Against Alcohol Offenses and Loud Parties (CEQA Status: Exempt) RECOMMENDED ACTION: Staff recommends that the City Council conduct a Public Hearing, and Introduce by title only, and waive first reading of, Ordinance No. 951, An Ordinance of the City Council of the City of Rohnert Park Repealing Chapter 9.48 - “Alcohol Offense/Loud Parties” and Replacing it in its entirety with Chapter 9.48 – “Alcohol Offenses, Loud and Unruly Gatherings, and Social Host Accountability” to Impose Stricter Criminal and Civil Penalties Against Alcohol Offenses and Loud Parties. BACKGROUND: As a neighbor to Sonoma State University, the City enjoys the benefits of associated commerce, increased education within the local workforce, contributions to local growth and other collateral advantages. Conversely, while most every city must contend with nuisances created by loud or unruly parties or gatherings, alcohol related offenses, and similar issues, Rohnert Park’s proximity to the university results in a higher influx and concentration of college-aged residents within our community, which in turn serves to elevate these types of concerns. The City’s Public Safety Department, in direct response to neighborhood complaints of noise or party disturbances, logged an estimated 385 contacts with 248 distinct properties during 2019. While acknowledging that a full 70% of complaints were resolved with two or fewer Public Safety responses, the multiple responses and inordinate expenditure of staff resources required for the remaining 30% of complaints are indicative of a need for a stronger regulatory structure. An example of this code inefficiency is evidenced in the statistic that – as a group – the ten worst offenders in 2019 collectively accounted for 71 Public Safety responses. Notwithstanding the high level of Public Safety responses to community concerns, lasting compliance can prove difficult to obtain if existing codes are not sufficient for the task. In recognition of this fact, staff on January 28, 2020 sought and received direction from the City Council to prepare Code amendments to update and improve relevant code provisions. In response to this direction, staff undertook a thorough review of the existing code, and evaluated strategies and approaches that would meet the City’s needs as it pertains to this issue. During this time, on February 10, 2020, staff also attended a meeting at the invitation of the Sonoma State University 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. 6.A. 2 Associated Students Senate, allowing staff to meet with student representatives, hear concerns, and answer many questions about the potential new ordinance and law enforcement in general. Originally scheduled for presentation to the Council in early March of this year, introduction of the ordinance was significantly delayed with the onset of the COVID-19 pandemic. This additional time provided staff with the unexpected opportunity to further refine and improve the ordinance, in order to strengthen its provisions as much as possible. These additional refinements and improvements include a general reorganization of the entire ordinance structure in order to provide a cohesive set of new regulations that are internally consistent with other recent code changes. Notably, staff is now proposing changes to the ordinance that are different from what were originally recommended by staff and agreed to by the City Council in January. While these reorganization efforts are described in greater detail in the “Analysis” section, below, major revisions specifically include: • Changing the number of people constituting a party from “ten persons” to “a group of two or more people” (the prior proposal was to change to six persons). This change was made in an effort to enable a greater enforcement focus on loud and unruly conduct. At the January 28 City Council meeting, the Director of Public Safety commented on the phenomenon where responding officers would often encounter a scattering of individuals quickly leaving the scene of a party; one of the reasons for this being that a group of less than ten persons would be less likely to constitute a violation under the existing code. By redefining this number to any group of two or more, the factor of how many individuals are actually found at the scene of a loud and unruly gathering is essentially removed from consideration, strengthening the ordinance by freeing the enforcing officer to issue citations solely based on conduct and behavior, rather than on the size of an assembled group. • Changing the posting period from 120 days to one year (the prior proposal was to change to 180 days). The rationale to change to a 12 month posting period stems from the City Council’s expressed desire to see harsher penalties assessed against an absentee property owner. Extending the posting period to a full year will result in the notice carrying over from one academic year to the year following, at which time incoming tenants – disincentivized at the prospect of moving into a home which is already posted – would likely seek housing elsewhere. This, in turn, places a direct, additional burden on the property owner and increases their responsibility to ensure that their tenants’ behavior is consistent with the municipal code during any academic year. In keeping with the City Council’s direction, these revisions serve to increase accountability, improve enforcement methods, strengthen penalties, and generally provide enhanced tools with which to discourage the incidence and proliferation of party houses within our community. ANALYSIS: Staff recommends repealing Chapter 9.48 – “Alcohol Offenses and Loud Parties” in its entirety, and replacing it with a new Chapter 9.48 entitled “Alcohol Offenses, Loud and Unruly Gatherings, and Social Host Accountability”. The proposed new chapter updates and clarifies existing definitions, defines new terms, and achieves all of the following improvement milestones: • To better define, and more clearly establish the roles and responsibilities of those who would host a party or gathering, the proposed ordinance amends existing definitions and adds several comprehensive new definitions, including, but not limited to “Alcoholic Beverages,” “Loud or Unruly Gathering,” “Response Costs,” “Responsible Person,” “Social Host”. ITEM NO. 6.A. 3 • Increases the accountability of Responsible Persons and Social Hosts by more clearly describing their duties and responsibilities as regards this section; by setting forth clear conditions constituting violations as well as reasonable steps to avoid violation; and by clarifying the accountability of every individual involved in the creation or maintenance of a nuisance or unlawful condition. • Updates the designations of specific conditions constituting a public nuisance through elimination of language pertaining to the size of a gathering; by changing “ten or more persons” to “a group of two or more persons”; by specifically expanding the scope of circumstances which would create a nuisance condition; and by clarifying the means by which such nuisances can be abated. As a result of these changes, the ordinance is focused on preventing and punishing specifically defined loud and unruly conduct that causes a public nuisance, rather than on the size of an assembled group. The proposed ordinance would allow the enforcing officer to issue citations based on conduct and behavior. • Provides for enhanced abatement and enforcement methods to strongly discourage the continuation of such nuisances, which specifically includes increased enforcement actions against property owners whose tenants violate the provisions of the ordinance. Proposed new enforcement tools include increasing the duration of a posting period, within which time a zero- tolerance policy toward additional violations would exist, from 120 days to 12 months; increasing the civil penalties for removal of a posted notice from $100 to $500; and adding clarifying language regarding specific liability for penalties and emergency response costs. The 12 month posting period allows the posting period to extend beyond one single academic year, which is intended to increase the responsibility that property owners bear for ensuring that their tenants’ behavior is consistent with the municipal code. • Sets forth provisions for enforcement via both criminal and administrative civil penalties by adding the ability to charge a violation as a misdemeanor or an infraction, and by utilizing the “$500 - $1000 - $1000” fine penalty schedule reflected in the amended fine penalty resolution adopted by the City Council in January of this year. • Establishes and imposes supplemental restitution for assessed response costs, which are in addition to the civil penalties listed above. Such restitution could be sought when excessive staff responses are required, or in any circumstance where minors are found to be consuming or have consumed alcoholic beverages or other controlled substances. • Creates ordinance parity with the recently approved updates to Chapter 1 of the Municipal Code, providing staff with enhanced collection tools for administrative citations and other assessments and enabling productive and efficient follow-up on proposed provisions for response costs and – when applicable – associated restitution. SUMMARY: This ordinance seeks to repeal Chapter 9.48 – “Alcohol Offenses and Loud Parties” in its entirety, replacing it with a new Chapter 9.48 entitled “Alcohol Offenses, Loud and Unruly Gatherings, and Social Host Accountability”. The amendment updates and clarifies existing Chapter definitions, and defines new terms. It clearly establishes the roles and responsibilities of those who would host a party or gathering, increases the responsibility of the party hosts and other persons responsible for juveniles who violate the provisions of the ordinance, designates conditions that constitute a public nuisance, and provides for abatement and enforcement methods to ensure that such nuisances do not continue, including increased enforcement against property owners whose tenants ITEM NO. 6.A. 4 violate the provisions of the ordinance. Lastly, the amendment provides for imposition of response costs, and sets forth provisions for enforcement via both criminal and administrative civil penalties. As proposed, these amendments will provide staff with a much more robust toolset for responding to concerns regarding alcohol offenses and loud parties. Combined, they will serve to improve upon and strengthen existing code provisions by establishing clear responsibility for maintenance of nuisance conditions created by loud parties, while additionally providing enhanced penalties designed to discourage re-offense. Moving forward, Public Safety and Code Compliance staff will coordinate an intradepartmental task force that will be prepared to quickly and effectively respond to community complaints regarding these types of offenses. STRATEGIC PLAN ALIGNMENT: Two of the goals of the City’s Strategic Plan are to “Ensure the effective delivery of public services,” and to “Continue to develop a vibrant community.” Included in the strategies of these two goals are the aims to promote the deliverance of high-quality, cost effective services; promote neighborhood improvement; and provide for programs that support the community. In support of these goals, staff proposes the attached ordinance as another step in a continuing dialogue and strategy to create balanced approaches and innovative methods to eliminate nuisance conditions throughout the City. FISCAL IMPACT/FUNDING SOURCE: The proposed amendments have no direct fiscal impact on the City’s General Fund. The proposed amendments would result in likely increases in cost restitution. Other staff time and budgetary costs are minimal and consist largely of staff’s initial outreach and educational efforts prior to implementation. Department Head Approval Date: 08/12/2020 Finance Director Approval Date: N/A City Attorney Approval Date: 08/12/2020 City Manager Approval Date: 08/17/2020 Attachments (list in packet assembly order): 1. An Ordinance of the City Council of the City of Rohnert Park Repealing Chapter 9.48 - “Alcohol Offense/Loud Parties” and Replacing it in its entirety with Chapter 9.48 – “Alcohol Offenses, Loud and Unruly Gatherings, and Social Host Accountability” to Impose Stricter Criminal and Civil Penalties Against Alcohol Offenses and Loud Parties ORDINANCE NO. 951 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK REPEALING CHAPTER 9.48 - “ALCOHOL OFFENSE/LOUD PARTIES” AND REPLACING IT IN ITS ENTIRETY WITH CHAPTER 9.48 – “ALCOHOL OFFENSES, LOUD AND UNRULY GATHERINGS, AND SOCIAL HOST ACCOUNTABILITY” TO IMPOSE STRICTER CRIMINAL AND CIVIL PENALTIES AGAINST ALCOHOL OFFENSES AND LOUD PARTIES WHEREAS, by Ordinance No, 581, the City of Rohnert Park enacted Chapter 9.48 in 1993, which regulates alcohol offenses and loud parties; and, WHEREAS, by Ordinance No. 745, the City of Rohnert Park amended Chapter 9.48 in 2005, regarding alcohol offenses and loud parties; and, WHEREAS, by Ordinance No. 852, the City of Rohnert Park amended Chapters 1.24 through 1.27 and sections 9.48.90 and 9.48.100 in 2012, which regulate public nuisances such as alcohol offenses and loud parties, and include administrative procedures to assess civil penalties against violators of the Rohnert Park Municipal Code; and, WHEREAS, by Ordinance No. 863, the City of Rohnert Park amended Chapter 9.48 in 2013, regarding penalties for multiple responses to loud parties; and, WHEREAS, the City of Rohnert Park, pursuant to the police powers delegated to it by the California Constitution, has the authority to enact laws which promote the public health, safety and general welfare of its residents; and, WHEREAS, the occurrence of loud or unruly gatherings on residential property is injurious and detrimental to the public health, safety, and welfare of residents of the City and contribute substantially and increasingly to the deterioration of residential neighborhoods; and, WHEREAS, at times, the Department of Public Safety and other City personnel are called upon to respond, sometimes on multiple occasions, to loud or unruly gatherings. These gatherings are a burden on scarce City resources and can result in delayed responses to emergency calls and thereby reduce the public safety protection to the rest of the City; and, WHEREAS, to mitigate the negative impacts of loud or unruly gatherings, residential property owners and persons responsible for these gatherings should be held accountable through the issuance of administrative citations and other penalties; and, WHEREAS, the City Council of the City of Rohnert Park desires to make amendments to Chapter 9.48 to strengthen the penalties associated with violating Chapter 9.48 arising out of alcohol offenses and loud parties, and provide further enforcement mechanisms intended to protect the public health, safety and general welfare of residents and visitors to the City of Rohnert Park; and, WHEREAS, having considered the staff reports, presentations, other documentation and testimony presented to the City Council at a duly noticed public hearing, the City Council determines that the proposed amendments to the Rohnert Park Municipal Code will contribute to the public health, safety and welfare, by facilitating the prevention, detection, investigation, and enforcement against loud and unruly gatherings and alcohol offenses within the city, thereby Ordinance No. 951 2 alleviating the health and safety hazards, unsafe conditions, and the impairment of property values resulting from such conditions; WHEREAS, pursuant to California state law and the Rohnert Park Municipal Code, a public notice was published in the Community Voice for a minimum of 10 days prior to the public hearing; and WHEREAS, on August 25, 2020, the City Council conducted a public hearing at which time interested persons had an opportunity testify either in support of or opposition to the revised proposal; NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF ROHNERT PARK, CALIFORNIA, does ordain as follows: SECTION 1. VALIDITY. The above recitations are true and correct and material to this Ordinance. In making its findings, the City Council relied upon and hereby incorporates by reference all staff reports, presentations, and other documentation presented to the City Council in the meeting. SECTION 2. FINDINGS The City Council finds: A. That the proposed amendments to the Rohnert Park Municipal Code will contribute to the public health, safety and welfare, by strengthening penalties and enforcement mechanisms pertaining to alcohol offenses and loud and unruly parties; B. That enforcement of city ordinances is an essential government function and necessary to adequately protect the public health and safety. The proposed amendments to Rohnert Park Municipal Code chapter 9.48 will ensure the continued prevention, detection, investigation and enforcement of violations pertaining to alcohol offenses and loud and unruly parties and in doing so will support the goals of public health, safety, and welfare. SECTION 3. ENVIRONMENTAL REVIEW. The City Council finds and determines: A. That adoption of this ordinance is not a project within the meaning of section 15378 of the Guidelines for Implementation of the California Environmental Quality Act (“CEQA”) because it has no potential to result in physical changes to the environment, either directly or indirectly; B. That the approval of this ordinance is exempt under section 15061(b)(3) of the CEQA Guidelines because it can be seen with certainty that there is no possibility that the adoption of this ordinance may have a significant effect on the environment; and C. That the fee provisions of the proposed ordinance do not constitute a project under CEQA Guidelines section 15378(b)(4), which says that the creation of government funding mechanisms that do not involve a commitment to a particular project do not fall under the auspices of CEQA. SECTION 4. REPEAL AND REPLACEMENT. Chapter 9.48, “ALCOHOL OFFENSE/LOUD PARTIES,” is hereby repealed and replaced to read in its entirety as follows: Ordinance No. 951 3 Chapter 9.48 ALCOHOL OFFENSES, LOUD AND UNRULY GATHERINGS, AND SOCIAL HOST ACCOUNTABILITY 9.48.010 - Title. The title of this chapter shall be “Alcohol Offenses, Loud and Unruly Gatherings, and Social Host Accountability” 9.48.020 – Interpretation; Protected activities. This chapter shall be not be interpreted in a manner so as to prohibit activities that are protected by state or federal law, including but not limited to Article 1, Section 4, of the California Constitution; the California Alcohol Beverage Control Act; or the First or Fourteenth Amendments to the United States Constitution. 9.48.030 - Definitions. For the purpose of this chapter, the following definitions shall apply: A. “Alcoholic beverage” includes alcohol, spirits, liquor, wine, beer, and every liquid or solid containing alcohol, spirits, liquor, wine or beer, and which contains one-half of one percent or more of alcohol by volume and which is fit for beverage purposes either alone or when diluted, mixed, or combined with other substances. B. “Juvenile” means and includes any person under the age of eighteen years old. C. “Loud or unruly gathering” means a party at a residence, on other private property, or any public property, upon which loud or unruly conduct occurs. For purposes of this chapter, loud or unruly conduct includes: 1. Causing excessive noise in violation of any city code, permit, or statute; making, continuing, maintaining or causing to be made or continued, any excessive, unnecessary, unreasonable or unusually loud noise in such a manner as to disturb the quiet and repose of the residents of nearby properties so as to interfere with the comfortable enjoyment of life and property; 2. Causing traffic in excess of the normal amount of pedestrian or vehicular activity for the zoning district at such time of day; 3. Causing obstruction of public streets by vehicles and/or the presence of unruly crowds that have spilled into public streets; 4. Unlawful use of controlled substances as defined in the California Health and Safety Code; 5. Public drunkenness or unlawful public consumption of alcohol or alcoholic beverages; 6. Consumption of alcoholic beverages by any underage persons, or service of alcoholic beverages to underage persons; 7. Assaults, batteries, fights, domestic violence or other disturbances of the peace; 8. Vandalism; Ordinance No. 951 4 9. Littering; or 10. Any other conduct which endangers public health or safety or interferes with the quiet enjoyment of residential property. D. “Minor” for purposes of this chapter means and includes any person under the age of twenty-one years old. E. “Other private property” refers to a hotel or motel room, or short term or vacation rental; an assembly hall or meeting room; a common room of a dwelling unit used for a party (e.g., community room of an apartment building); a site in a privately owned campground or upon a vacant lot; or privately owned agricultural or rural land. F. “Party” means a gathering or event at a residence, other private property or rented public property where a group of two or more persons have assembled or are assembling for a social occasion or a social activity. G. “Public safety services personnel” shall mean and include public safety department responders, other law enforcement responders, and any other emergency or non- emergency response providers. H. “Residence” includes a dwelling unit such as a home, condominium, accessory dwelling unit or apartment; structures on a privately owned parcel other than the dwelling unit such as a garage, studio, tent, swimming pool, or barn; land on the residence whether improved or unimproved, such as a yard, patio, or open field; or a motor vehicle, camper, trailer, or other vehicle or vessel located on a privately owned parcel. I. “Response costs” means and includes all costs incurred by or associated with responses by public safety services personnel to loud or unruly gatherings, including, but not limited to: 1. The portion of the cost of salaries and benefits for public safety services personnel for the amount of time spent responding to, remaining at, or otherwise dealing with the loud or unruly gathering(s), and the administrative costs attributable to such response(s); 2. The cost of any medical treatment to or for any public safety services personnel injured responding to, remaining at or leaving the scene of a loud or unruly gathering; and 3. The cost of the use of any equipment or property, and the cost of repairing any equipment or property damaged, in responding to, remaining at or leaving the scene of a loud or unruly gathering. J. “Responsible person” means and includes: 1. The person who owns, rents, leases, occupies, resides in or otherwise has control of the residence, other private property, or public property where the loud or unruly gathering occurs; and/or 2. The person in charge of the residence, other private property, or public property where the loud or unruly gathering occurs; and/or Ordinance No. 951 5 3. The person who hosted, organized or sponsored the event which resulted in a loud and unruly gathering, and if such person is a minor, then in addition that person’s parents or legal guardians. K. “Social Host” shall mean any responsible person who knew or should have known that a minor is in possession of, or consuming any alcohol, alcoholic beverage, marijuana and/or a controlled substance regulated under the California Health and Safety Code or has possessed or consumed any alcohol, alcoholic beverage, marijuana and/or a controlled substance at the loud and unruly gathering or party. L. “Underage person” means any person less than twenty-one years of age and shall have the same meaning as “Minor,” defined above. 9.48.040 – Social Host Responsibility for Minors. A. No person shall permit, allow, or host a party where minors are present and alcoholic beverages are in the possession of or being consumed by same. B. It is the duty of any responsible person who knowingly hosts, permits, or allows a party to take all reasonable steps to prevent the service to, and/or possession and/or consumption of, any alcohol, alcoholic beverage, marijuana and/or controlled substance by any minor. C. It shall be unlawful for any responsible person to fail to take reasonable steps to prevent the possession and/or consumption of any alcohol, alcoholic beverage, marijuana and/or a controlled substance by any minor, or to control the service of any alcohol, alcoholic beverage, marijuana and/or a controlled substance at such party. As used in this subsection, reasonable steps shall mean and include, but shall not be limited to: 1. Controlling access to alcohol, alcoholic beverages, marijuana and/or controlled substances; 2. Controlling the quantity of alcohol or alcoholic beverages at the party; 3. Verifying the age of persons at the party by inspecting government-issued driver's license or identification card to ensure that minors do not consume alcohol, alcoholic beverages, marijuana and/or a controlled substance while at the party; and 4. Supervising the activities of minors at the party. D. Whenever a responsible person or social host is present during a party when a minor has possessed, consumed, or has been served any alcohol, alcoholic beverage, marijuana and/or a controlled substance it shall be prima facie evidence that the person knew or should have known that the minor was in possession of, consumed, or was served alcohol, alcoholic beverages, marijuana and/or a controlled substance if the responsible person or social host failed to take all reasonable steps to prevent the possession, consumption, and/or service of alcohol, alcoholic beverages, marijuana and/or a controlled substance to the minor. 9.48.50 - Prohibition of Loud or Unruly Gatherings; Declaration of Public Nuisance. A. Loud and Unruly Gathering Prohibited. It shall be unlawful and constitute a public nuisance to cause, conduct, allow, permit, suffer, or host a loud and unruly gathering. Ordinance No. 951 6 B. Loud and Unruly Gathering Subject to Abatement. A loud and unruly gathering may be abated by the city by all reasonable means including, but not limited to, an order requiring the Party to be disbanded and citation and/or arrest of any violators under any applicable local laws and state statutes including but not limited to: Penal Code Sections 415 and 416 (Breach of the Peace); Penal Code Section 374 et seq. (Litter); Penal Code Section 647 (Public Intoxication/Obstruction of Public Way); Bus. & Prof. Code Section 25658 (Selling Alcohol to Minors); and Vehicle Code Section 23224 (Possession of alcoholic beverage in vehicle, persons under 21). 9.48.060 - Notice of Loud and Unruly Gathering – Posting, Service by Mail. A. Posting of Premises. When public safety services personnel respond to a loud and unruly gathering under this chapter, the premises at which such gathering occurred may be posted with a notice stating that the intervention of the city has been necessitated as a result of a public nuisance caused by an event at the premises. The notice shall further state the date of the intervention, and warn that any subsequent violation(s) of this chapter necessitating additional city intervention within a twelve (12) month period therefrom on the same premises shall result in the joint and several liability of the responsible person(s), as well as the property owner(s). The responsible person(s) and property owner(s) shall be jointly responsible for ensuring that such notice is not removed or defaced during the twelve (12) month period listed in the notice and shall each be liable for a civil penalty of five hundred dollars ($500) in addition to any other penalties which may be due under this section if such notice is removed or defaced; provided, however, that the residents of the house or owner, if present, shall be consulted as to the location in which such notice is posted in order to achieve both the security of the notice and its prominent display in public view. B. Service of Notice to Responsible Person(s) and Property Owner(s). In addition to the posting of premises, notices shall be mailed to the responsible person(s) at the premises in question, as well as to any property owner(s) of record in accordance with provisions of Section 1.24.130(A)(2) of this code. The notice shall reiterate to the responsible person(s) and property owner(s) that any subsequent event(s) on the same premises necessitating city intervention within twelve (12) months may subject the property owner(s) and all responsible person(s) to all response costs associated with such intervention. C. A property, once posted, shall remain posted for the duration of the twelve (12) month posting period, irrespective of changes in tenancy, property ownership, or both. 9.48.070 – Liability for Penalties and Public Safety Services Personnel Response Costs A. Persons Liable for Loud and Unruly Gathering. If the city is required to respond to a loud and unruly gathering, regardless of whether it is a first or subsequent offense, each of the following persons shall be liable for criminal penalties as set forth in section 1.16.010 of this code and civil penalties as set forth in this chapter, in addition to joint and several liability for any injuries to city personnel or damage to city property: 1. The person or persons who own the property where the gathering constituting a public nuisance took place, provided that notice has been mailed to the owner of the Ordinance No. 951 7 property as set forth herein and the loud and unruly gathering occurs more than five (5) days after the mailing of such notice. 2. Any social host or responsible person. 3. Every person attending or participating in a loud or unruly gathering who engaged in any activity resulting in a public nuisance. The individual’s presence upon the premises, during the time the activity resulting in the public nuisance occurred, shall be prima facie evidence that the person knew or should have known that a violation of this Chapter was occurring. B. Civil Penalty Amounts. The amount of civil penalties for any violation of this chapter may be established by resolution of the City Council. Civil penalties may be imposed by issuance of administrative citation under chapter 1.25 of this code, and shall be subject to appeal in accordance with chapter 1.26 of this code. C. Liability for Response Costs Regarding Events With Minors and Alcohol. All responsible persons and/or social hosts shall be jointly and severally liable for response costs incurred when public safety service personnel respond to a loud or unruly gathering where at least one minor is possessing, consuming, or being served, or where at least one minor has possessed, consumed, or been served any alcohol, alcoholic beverages, marijuana, and/or a controlled substance. No prior warning or notification shall be required before the assessment of response costs if response costs are being imposed pursuant to this section. Public services safety personnel responding shall be deemed to be on special security assignment, and the costs of responding to a loud and unruly gathering where minors are possessing, consuming, or being served alcohol are declared to be beyond the normal police services provided by the City or public safety services personnel. D. Liability for Second or Subsequent Response Costs for Loud and Unruly Gathering. Whenever public safety service personnel determine that a loud or unruly gathering is occurring, such personnel shall notify the responsible person(s) that the gathering constitutes a public nuisance and that responsible person(s) may be held jointly and severally liable for any second or subsequent response to the same premises as a result of a loud or unruly gathering during the twelve month time period when notice may be required to be posted under section 9.48.060. During this twelve month period, regardless of whether notice is actually posted under section 9.48.060, response costs for any second or subsequent response by public safety service personnel to the premises may be imposed on the responsible person(s) jointly and severally with any property owner, except as otherwise provided for in subsection F of this section. Public services safety personnel responding to second or subsequent response at a property during this twelve month period shall be deemed to be on special security assignment, and the costs of responding to a loud and unruly gathering for a second or subsequent time are declared to be beyond the normal police services provided by the City or public safety services personnel. E. Remedies Non-Exclusive. Remedies available to the City under this Chapter shall be cumulative and shall not be deemed to be exclusive of each other or of any other remedies available to the City at law or in equity. Any person violating the provisions of this chapter shall be subject to any other legal remedies of the City for abatement of Ordinance No. 951 8 public nuisances as set forth in the code or available under law, including, but not limited to, injunctive relief. F. Limitations on Liability. Notwithstanding anything in this chapter, this chapter shall not be construed to impose liability on a property owner of a premises where five or fewer days have elapsed from the date that notice of posting of the premises was mailed to the property owner pursuant to section 9.48.060; or where the property owner has demonstrated due diligence in abating or removing tenants who violate this chapter and is actively engaged in eviction proceedings or waiting any time period prescribed by law prior to eviction. Additionally, fines and penalties and recovery of response costs, shall not be imposed in those situations where a responsible person calls for assistance from public safety services personnel in order to disperse a loud and unruly gathering or to respond to an actual emergency at the premises. 9.48.080 - Collection of Response Costs; Attorneys’ Fees in Abatement Action. A. Debt Owed. The amount of any civil fine and/or response costs under this chapter shall be deemed a debt owed to the City of Rohnert Park by any persons liable under this chapter. In addition to being subject to collection under chapter 1.27 of this code, any person owing such fine and/or cost shall be liable in an action brought in the name of the City for recovery of such fines and/or costs, and subject to all remedies for debt collection allowed by law. B. Attorneys’ Fees. Pursuant to Government Code Section 38773.5, in the event that the City initiates an action to abate any violation of this chapter or to recover the costs of abatement, the prevailing party may be awarded reasonable attorneys’ fees if the City provides notice at the initiation of the action that the City elects to recover its own attorneys’ fees. C. Mailed Statement of Costs. The Department of Public Safety shall mail a statement, in accordance with the requirements of section 1.24.130(A)(2) of this code, imposing payment of response costs. The statement shall include an itemized list of applicable response costs, and shall contain the following information: 1. The name(s) of the person(s) being held liable for the payment of such costs; 2. The address of the residence or other private property where the loud and unruly gathering occurred; 3. The date and time of the response; 4. The public safety service personnel who were present; 5. The date and time of any previous warning given pursuant to Section 9.48.060; 6. An itemized list calculating the response costs for which the responsible person(s) is liable; 7. Information regarding the date payment is due; 8. The right to request an administrative hearing; 9. The possibility of imposition of a lien on the subject property in the event of non- payment; Ordinance No. 951 9 D. Duty to Pay. 1. Persons who have been issued a statement of costs shall remit payment of response costs to the City of Rohnert Park within 21 days of the statement date. The duty to pay such costs shall be stayed upon a timely request for an administrative hearing made pursuant to Section 9.48.090. If no administrative hearing is requested, and if payment of the response costs are not remitted within 21 days, such costs shall be subject to penalty and collection procedures as provided in Chapters 1.25 and 1.27 of this code. 2. If following an administrative hearing, the responsible person(s) is determined to be liable for response costs, any deposit of response costs shall be retained by the City. In cases of an approved hardship waiver, the due date for payment of response costs shall be established in the administrative order issued following hearing. 9.48.090 - Administrative Hearings Regarding Response Costs. A. Any person who has been mailed a statement imposing payment of response costs shall have the right to request an administrative hearing in the time and manner set forth in chapter 1.26 of this code. 1. A written request for an administrative hearing must be made within and including 15 days from the mailing or personal service date of the notice of civil cost recovery. A deposit in the same amount as the assessed response costs must accompany the request for hearing. Incomplete requests shall not be accepted. 2. Advance deposit hardship waiver. A person requesting an administrative hearing may request that the city manager or their designee waive the requirement of an advance deposit and issue an advance deposit hardship waiver. The request must be submitted at the time the request for administrative hearing is made, and must include a sworn declaration, together with any supporting evidence demonstrating the person's actual financial inability to deposit the full amount of the response costs. SECTION 5. ACTIONS TO EFFECTUATE AND CODIFICATION The City Clerk is directed to codify this ordinance in a manner which best reflects the legislative intent of the City Council in enacting this ordinance. The City Clerk is directed to resolve any numbering conflicts accordingly. SECTION 6. SEVERABILITY. The City Council hereby declares that every section, paragraph, sentence, clause, and phrase of this ordinance is severable. If any section, paragraph, sentence, clause or phrase of this ordinance is for any reason found to be invalid or unconstitutional, such invalidity, or unconstitutionality shall not affect the validity or constitutionality of the remaining sections, paragraphs, sentences, clauses, or phrases. SECTION 7. EFFECTIVE DATE This ordinance shall be in full force and effective no less than 30 days after its adoption, and shall be published or posted as required by law. Ordinance No. 951 10 SECTION 8. PUBLICATION The City Clerk is directed to cause this ordinance to be published in the manner required by law. This ordinance was introduced on August 25, 2020 and adopted by the Council of the City of Rohnert Park on September 08, 2020, by the following roll call vote: AYES: NOES: ABSENT: ABSTAIN: CITY OF ROHNERT PARK ____________________________________ Joseph T. Callinan, Mayor ATTEST: _____________________________________ Sylvia Lopez Cuevas, City Clerk APPROVED AS TO FORM: ___________________________________ Michelle Marchetta Kenyon, City Attorney Tim Mattos Director of Public Safety Louis Kirk Senior Code Compliance Officer 1 Background Current Code -Overview Discussion and Direction Item Opportunity Analysis –Overview Analysis -Detail Summary Recommendation Next Steps 2 Neighbor to SSU ◦Advantages ◦Disadvantages Striking a Balance ◦Needs of the Students ◦Needs of the Community Nuisance Responses: 2019 and 2020 ◦Loud and Unruly Parties/Gatherings ◦Alcohol Related Offences 3 1.5 1.4 1.6 1.5 4 5 7 9 0.0 5.0 10.0 2019 8/18/19 2020 8/18/20 2019 YE 2020 YE (Projected) Average Calls for Service: All Properties Compared to Ten Worst Offenders Average calls per property Average calls per property - Ten worst properties 4 152 200 248 326226288 396 504 0 200 400 600 2019 8/18/19 2020 8/18/20 2019 YE 2020 YE (Projected) Comparison: Number of Properties to Number of Calls for Service Properties Calls for Service Chapter 9.48: Alcohol Offense/Loud Parties ◦Adopted in 1993; Last Amended in 2013 Defined ◦Unlawful Gatherings ◦Unlawful Possession of Alcohol ◦Associated Nuisances Instituted an Enforcement Process ◦Posting of Properties ◦Civil Liability ◦Penalties for Violation 5 City Council Agenda Report –Jan 28, 2020 Direction to Amend Existing Code Recommendations ◦Improve Definitions ◦Increase Accountability◦Reduce Party Size from 10+to 6+ ◦Increase Posting Period: 120 days to 180 days ◦Increase Penalties For Removal of Posting: $100 to $500 6 Recommendations, Continued ◦Increase Administrative Citation Fine Schedule From $100/$500/$750 to $500/$1000/$1000 ◦Establish Supplemental Restitution Costs ◦Create Internal Parity with Recent Code Updates Introduction of new ordinance delayed at onset of the COVID-19 pandemic. 7 Additional Time to Refine the Ordinance Additional Staff Discussion Needs/Improvements Identified ◦General Reorganization of Entire Ordinance ◦Clearer Language: A Roadmap to Avoid Violation ◦Refinement of Definitions ◦Strengthening of Provisions Result:Some of the changes that staff are now proposing are different from what was originally recommended by staff and agreed to by the City Council in January. 8 Repeal of Existing Chapter 9.48 Replace with a New Chapter 9.48: “Alcohol Offenses, Loud and Unruly Gatherings, and Social Host Accountability” Major Changes ◦Definitions Section Updates Existing Terms Adds New Terms ◦Increases Accountability Assigns Duties and Responsibilities Sets Forth Conditions Constituting Violations Provides Reasonable Path to Avoid Violations 9 Major Changes, Continued ◦Nuisance Conditions Scope of Nuisances Expanded Party size changed –Detailed Analysis to Follow Enforcement Focus Shifted ◦Nuisance Abatement Allows for Issuance of Administrative Citations ◦Increases Enforcement on Property Owners Posting Period Changed –Detailed Analysis to Follow Penalty for Removal of Posting Additional Penalties, Emergency Response Costs 10 Major Changes, Continued ◦Civil Penalty Schedule $100/$500/$750 to $500/$1000/$1000 Maximum Allowed by Law ◦Response Costs Addition to Civil Penalties Excessive Staff Responses Special Condition: Minors Consuming Alcohol ◦Alignment with Recent Code Updates 11 Two Proposed Amendments Deviate substantially from Council Direction ◦Definition of “Party” changed from “ten persons” to “a group of two or more people” (original proposal: six persons) ◦Redefining this term allows an enforcement focus solely based on conduct and behavior, rather than on the size of an assembled group 12 Deviation from Direction, Continued ◦The posting period was changed from 120 days to one year (original proposal: 180 days) ◦As proposed, notices will carry over between academic years Disincentive to renters Financial burden on property owner Incentivizes owner engagement and oversight 13 Repealing and replacing Chapter 9.48, entitled “Alcohol Offenses, Loud and Unruly Gatherings, and Social Host Accountability” will serve to: ◦Update, clarify, and expand definitions ◦Clearly establish roles/responsibilities of social hosts ◦Increase persons’ responsibility for juveniles ◦Designate conditions constituting public nuisances ◦Provide for abatement and enforcement methods ◦Increase enforcement against property owners ◦Provide for imposition of response costs, and ◦Set forth provisions for both criminal and civil penalties 14 Approve proposed amendments to Chapter 9.48 and waive first reading. Staff will revise to conform to direction received in January, should the City Council so direct. 15 Should the ordinance be approved and adopted ◦Preparation for ordinance effective date ◦Task Force Formation ◦Educational Effort in Advance of Enforcement 16 17 Thank you ITEM NO. 6.B. 1 Meeting Date: August 25, 2020 Department: Administration Submitted By: Don Schwartz, Assistant City Manager Prepared By: Don Schwartz, Assistant City Manager Agenda Title: Discussion and Direction on the Roles and Responsibilities of Home Sonoma County Regarding Homelessness in Sonoma County RECOMMENDED ACTION: Provide direction on policy issues regarding the roles and responsibilities of Home Sonoma County and: 1. Authorize the Mayor to sign a letter reflecting the City’s high-level positions which would include the following: a. The Home Sonoma County Leadership Council should include one seat for each jurisdiction. b. Cities should consider contributing to the costs to properly fund an effective lead agency that reports to the Home Sonoma County Leadership Council. c. The Home Sonoma County Leadership Council should be supported by a manageable advisory structure of subject matter experts who provide meaningful input on policy decisions. d. There should be a commitment to better align funding allocations, particularly for federal and state funding allocated for County-wide purposes. 2. Appoint a Councilmember to join a new Ad Hoc Committee with representatives from each City to collaborate on making changes to Home Sonoma County, including the Leadership Council. BACKGROUND: Homelessness is one of the most challenging issues facing Sonoma County. Addressing it successfully requires substantial resources and a well-coordinated effort among many entities, including the County, cities, health providers and hospitals, non-profits serving those experiencing homelessness, and others. There are significant challenges in how we are addressing homelessness County-wide. The amount of available funding is a major challenge. Additionally, the fragmented structure for setting policy and allocating funding is also problematic. This is an appropriate time to consider changes to the system. This report summarizes the key issues at a high level. Attachment A outlines the current governance structure. Attachment B outlines a proposal from the County for a new structure. 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. 6.B. 2 ANALYSIS: Governance Structure: In Sonoma County there is no centralized agency with clearly defined responsibility for homelessness. The Federal Department of Housing and Urban Development (HUD) requires a Continuum of Care (CoC) to have the lead role at the local level. That responsibility is currently assigned to the Home Sonoma County Leadership Council. Home Sonoma County, including the Leadership Council, was established in 2018 to replace the prior governance structure, which was fragmented and led largely by organizations providing services. The intent of creating Home Sonoma County was to promote a more coordinated and accountable approach. The County and cities are often held accountable by residents to address challenging issues such as homelessness, but in the prior structure lacked authority over funding decisions to address the issue. The purposes of the Home Sonoma County Leadership Council include: 1. Setting the vision and principles for addressing homelessness in the County. 2. Owning the issue within the county and being widely recognized as the owner, and communicating with the public on issues related to homelessness. 3. Providing leadership to realign and unify homelessness-related funding and policies throughout the county; establishing Sonoma County’s homelessness funding priorities and making decisions on funding awards in unified consolidated homeless services funding processes; aligning and unifying all homeless services funding and contracting processes with the goal of eliminating duplication. As shown on Attachment A, Home Sonoma County established a Leadership Council with a majority of representatives from what HUD calls “entitlement jurisdictions.” These are jurisdictions with populations over 50,000, including Santa Rosa and Petaluma. The County is also an entitlement jurisdiction, intended to represent the interests of the seven medium and smaller cities as well as the unincorporated areas on the Home Sonoma County Leadership Council. The Leadership Council currently includes two permanent seats designated for Santa Rosa, two for the Board of Supervisors and one for Petaluma. The Home Sonoma County Leadership Council also includes four members for two-year terms selected by a 25 member Technical Advisory Committee (TAC.) (Per HUD regulations, one of these must be a person who has or is currently experiencing homelessness). Seven Task Groups report to the TAC. Even with Home Sonoma County, responsibility for homelessness remains highly fragmented. While the County and each city have a role in addressing the issue, the current structure includes permanent representatives from only three jurisdictions (County, Santa Rosa, and Petaluma). This differs from the other collaborative governance structures in the County where each jurisdiction has a seat at the table (Waste Management Agency, Sonoma Clean Power, etc.). There is a strong interest in re-structuring the Home Sonoma County Leadership Council to include broader city representation. The Mayors and Councilmembers Association expressed a desire for greater city representation at their February, 2020 meeting. With broader representation, Home Sonoma County will be better positioned to develop County-wide policy on homelessness including priorities for the use of shelter beds and protocols for responding to homeless encampments. ITEM NO. 6.B. 3 The County supports adding cities to the Home Sonoma County Leadership Council. Its proposal (Attachment B) includes a disproportionate number of representatives from the unincorporated areas by including representatives from Municipal Advisory Committees in three of the five Supervisorial Districts. Additionally, the County believes that it has guidance from HUD making it the final authority on any changes to the Home Sonoma County Leadership Council. That contradicts the Leadership Council’s approved governance charter which clearly gives this authority to the Leadership Council. As of this writing this issue is under review. To provide subject matter expertise and advice to the Leadership Council, Home Sonoma County created a 25 member Technical Advisory Committee and seven Task Groups. However, the result has been a large and unwieldy advisory structure without sufficient staff support. Consequently, these groups do not have a meaningful role in governance. There is also disagreement on the role of subject matter experts. Some believe that HUD requires that they have seats on the Leadership Council, while others believe that a robust advisory structure is sufficient. This issue is also under review. Regardless of HUD requirements, there needs to be a stronger role for expertise to inform policy decisions through an effective advisory structure. This is especially important in assisting the Home Sonoma County Leadership Council in making evidence-based decisions when it comes to setting policies and allocating funding. Funding: While restructuring the Home Sonoma Leadership Council should reduce fragmentation in policy making, it will not be sufficient. In particular, decisions on allocating funding from various sources are also fragmented: a. The Leadership Council allocates some of the federal and state funding provided for County- wide purposes. b. The County Board of Supervisors allocates other federal and state funding provided for County-wide use. c. The three largest jurisdictions (County, Santa Rosa, Petaluma) directly receive and allocate federal funding provided to entitlement jurisdictions (those with populations over 50,000). d. Most local jurisdictions allocate discretionary funds to address homelessness. e. If it passes, the County Board of Supervisors will allocate all funds from the sales tax proposed for the November ballot to support mental health needs, a portion of which is to be spent to address homelessness. Allocating funds is perhaps the most significant policy role for any governing body. With the current funding system, a restructured Home Sonoma County Leadership Council which is supposed to ‘own’ the issue of homelessness will lack the authority to make some of the most important decisions. Responsibility for an issue such as homelessness should be aligned with the authority to make decisions on that issue. Revising the structure for allocating funds should be part of revising the Home Sonoma County Leadership Council. At a minimum, consolidating all Federal and state funding provided to address homelessness on a County-wide basis will allow the Home Sonoma County Leadership Council to more truly ‘own’ responsibility for homelessness and be accountable for progress. ITEM NO. 6.B. 4 Lead Agency: Staff support for the Leadership Council is provided primarily by the County’s Community Development Commission, which reports to the Board of Supervisors. In homelessness, this role is known as the ‘lead agency.’ The Mayors and Councilmembers have expressed a desire for a new lead agency that would report to the Home Sonoma County Leadership Council as the governing board, similar to other regional bodies such as the Sonoma County Transportation Authority and the Sonoma County Library. County staffing levels for the Home Sonoma County Leadership Council are insufficient. This is due in part to minimal federal and state funding for administrative costs. The staff are also called upon to support other duties within the Community Development Commission and appear to respond to serving the desires of the Board of Supervisors on homelessness before the Leadership Council. Creating a new Lead Agency may require funding from all jurisdictions to provide sufficient staff support. Recommendations: Discussions about the future of Home Sonoma County are underway. The Mayors and Councilmembers discussed the issue earlier this year, the Board of Supervisors recently developed their proposal, the Home Sonoma County Leadership Council is considering the topic, and all cities will have the opportunity to consider these issues. Staff recommend that the City Council participate in these discussions in two ways. First, we recommend authorizing the Mayor to sign a letter reflecting the City’s high-level positions which would include the following: a) The Home Sonoma County Leadership Council should include one seat for each jurisdiction. b) Cities should consider contributing to the costs to properly fund an effective lead agency that reports to the Home Sonoma County Leadership Council. c) The Home Sonoma County Leadership Council should be supported by a manageable advisory structure of subject matter experts who provide meaningful input on policy decisions. d) There should be a commitment to better align funding allocations, particularly for federal and state funding allocated for County-wide purposes. These recommendations are consistent with input provided by the City Council’s Ad Hoc Committee on Homelessness. The Committee also supported allowing jurisdictions to appoint staff or elected officials to the Leadership Council, minimizing the number of Leadership Council members other than those from the County and cities, and being open to a non-profit organization as a new lead agency. Second, we recommend that the City Council appoint a member to join a new Ad Hoc Committee with representatives from each City to collaborate on making changes to Home Sonoma County. STRATEGIC PLAN ALIGNMENT: Addressing homelessness is one of the action items included in this year’s Action Plan and relates to the overall quality of life in the City. OPTIONS CONSIDERED: 1. Recommended Option: Staff recommends that the City Council provide direction on policy issues as noted above and representation on a county-wide Ad Hoc Committee with one Councilmember from each City. ITEM NO. 6.B. 5 2. Alternative: Staff also considered not requesting City Council direction and did not recommend this option because the Council would miss the opportunity to provide input on an important issue. FISCAL IMPACT/FUNDING SOURCE: There is no fiscal impact from providing direction on these issues. Department Head Approval Date: N/A Finance Director Approval Date: N/A City Attorney Approval Date: N/A City Manager Approval Date: August 14, 2020 Attachments (list in packet assembly order): 1. Attachment A: Current Structure of Home Sonoma County 2. Attachment B: County Proposal for Restructuring Home Sonoma County Attachment A: Home Sonoma County Technical Advisory Committee (25 members) Housing First/Coordinated Entry Data Initiatives System Funding Performance Measurement & Evaluation Housing Production $ Rapid Rehousing Emerging Issues Client Perspective Leadership Council (9 members) Sonoma County Board of Supervisors (2 Representatives) Santa Rosa City Council (2 Representatives) Community Members with Lived Experience (2 Representatives) Petaluma City Council (2 Representatives) Attachment B Organizational Structure –HOME Sonoma County Coordinated Entry and Housing First Consumer Advisory Committee Evaluation Ad Hoc Performance Management and Data InitiativesYouth Action Board Leadership Council Rohnert Park, Cotati, Windsor, Healdsburg, Cloverdale, Sonoma, and Sebastopol City Councils (1 per city) (7 Representatives) Municipal Advisory Committees from Unincoporated Sections (3 Representatives) Homelessness in Sonoma County: Governance August, 2020 Homelessness Governance in Sonoma County •Historically: •County-wide funding: Decisions made by non-profit service providers •Potential conflicts of interest •Local government: Responsibility without authority •Funding for entitlement jurisdictions (Santa Rosa, Petaluma, County for unincorporated areas and medium/small cities) •Lack of coordination Homelessness Governance in Sonoma County •2018: HOME Sonoma County Formed •Local government takes primary role in allocating County-wide funding •Designed by Ad Hoc from Board of Supervisors and Santa Rosa •Medium/small cities not included •To be represented by Board of Supervisors as entitlement jurisdiction •Service providers were to remain deeply involved •Retains challenge of different funding streams and decision-making Home Sonoma County Roles •County-wide policy setting, such as: •Housing First as overall approach •Addressing Encampments •Setting priorities for accessing shelters •Align/Unify funding decisions •“Own” the issue New Governance Body: Home Sonoma County Technical Advisory Committee (25 members) Housing First/Coordinated Entry Data Initiatives System Funding Performance Measurement & Evaluation Housing Production $ Rapid Rehousing Emerging Issues Client Perspective Leadership Council (9 members) Home Sonoma County Leadership Council: Current Membership •Supervisors Hopkins and Gorin •Santa Rosa Mayor Schwedhelm and Councilmember Olivares •Petaluma Councilmember McDonnell •Four from Technical Advisory Committee on two year terms o Two lived experience o One non-profit developer o One medium/small city representative No permanent representative for med/small cities 2019 & 2020 Developments •2019: Leadership Council voted 6-1 against seat for other cities •February 2020: Mayors/Councilmembers supported: •Greater role for cities on Leadership Council •New Lead Agency, reporting to Leadership Council and not County •County and some Leadership Council members more supportive of role for all cities 2020 Developments •Technical Advisory Committee has not met this year; many concerned about limited roles •County has provided inadequate staff support (including pre- pandemic) •County established internal Outreach team •County proposing to take over Coordinated Entry (‘front door’) •County appearing to move homelessness role to Health Dept 2020 Developments, continued •County controls much of funding allocated for County-wide use •Ballot measure to address mental health/homelessness retains County control •County proposed new Governance Structure •County claims authority to decide on new Governance Structure Sonoma County Board of Supervisors (2 Representatives) Santa Rosa City Council (2 Representatives) Community Members with Lived Experience (2 Representatives) Petaluma City Council (2 Representatives) Organizational Structure –HOME Sonoma County Coordinated Entry and Housing First Consumer Advisory Committee Evaluation Ad Hoc Performance Management and Data InitiativesYouth Action Board Leadership Council Rohnert Park, Cotati, Windsor, Healdsburg, Cloverdale, Sonoma, and Sebastopol City Councils (1 per city) (7 Representatives) Municipal Advisory Committees from Unincoporated Sections (3 Representatives) Staff’s Recommendations •One seat per jurisdiction on Home Sonoma County Leadership Council •Consider funding for Lead Agency reporting to Leadership Council •Manageable advisory structure •Better align funding Next Steps •Authorize Mayor to send a letter on policy positions •Appoint Councilmember to Ad Hoc with other cities •Other cities to solicit views of their City Councils ITEM NO. 6.C. 1 Meeting Date: August 25, 2020 Departments: Administration and Public Safety Submitted By: Darrin Jenkins, City Manager and Tim Mattos, Director of Public Safety Agenda Title: Consideration of City Councilmember Request to Hire a Full-time Social Worker to Address Mental Health Issues in Public Safety and Police- Mental Health Collaborations RECOMMENDED ACTION Consider councilmember suggestion to hire a full time social worker to address mental health issues related to Public Safety and mental health issues related to homeless outreach. Consider staff’s recommendation to further pursue a Tailored Approach to Police-Mental Health Collaborations. BACKGROUND At the July 28, 2020 City Council Meeting, councilmembers directed staff to put an item on a future agenda to bring to the Council “adding a social worker to Public Safety; a full time social worker to work with mental health issues related to Public Safety and mental health issues related to homeless outreach.” Interactions between the City’s Public Safety Officers and those experiencing mental health issues are growing. Since 2012, the number of mental health related calls leading to a 72-hour emergency hold on the patient increased from 111 to 230 in 2019. That is more than double. Similar calls that did not result in the 72-hour hold, but were nevertheless mental health related, increased from 43 in 2012 to 88 in 2019. Again, more than double. See graphs below showing the trends. Table 1: Mental Health Calls with 72-hour Hold Table 2: Mental Health Calls without 72-hour Hold These calls capture just a fraction of our officers’ interactions with individuals displaying signs of mental health needs or addiction issues which can present as mental health needs. Those interactions occur on a daily basis, often several times per day. Staff is interested in supporting 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. 6.C. 2 our officers in these interactions and better serving the community members experiencing mental health needs. ANALYSIS Improving capabilities in Public Safety to respond to mental health needs in our community is important. This issue is a growing element of modern community policing. We can rely on the work of others in the field to inform our understanding of the issue. For example, the United States Bureau of Justice Assistance developed guidance entitled Police-Mental Health Collaboration: A Framework for Implementing Effective Law Enforcement Responses for People Who Have Mental Health Needs (Attachment 1 and hereinafter referred to as the Framework). The Bureau of Justice Assistance also created an online toolkit (link) which presents a series of videos from professionals that describe the different mental health collaboration models and how they operate in other jurisdictions. This staff report quotes extensively from the Framework and from the toolkit. Bureau of Justice Assistance recommends each police agency look at its own data and work with community stakeholders—like officers, mental health patients, families of mental health patients, and service providers—to determine the type or types of Police-Mental Health Collaborations appropriate for the community. It is often times helpful to layer systems such as officer training with social workers for case follow up and service connections. The Framework also describes the six key questions for developing and sustaining successful mental health collaborations as follows: 1. Is our leadership committed? 2. Do we have clear policies and procedures to respond to people who have mental health needs? 3. Do we provide staff with quality mental health and stabilization training? 4. Does the community have a full array of mental health services and supports for people who have mental health needs? 5. Do we collect and analyze data to measure the Police-Mental Health Collaboration (PMHC) against the four key outcomes? 6. Do we have a formal and ongoing process for reviewing and improving performance? Considering we are at the outset of considering this issue, we expect that work is needed in many of these areas of inquiry. Of the questions above, the fourth one is of particular concern – Does the community have a full array of mental health services and supports for people who have mental health needs? Mental health services in Sonoma County seem underfunded, inadequate, and deteriorating due to further erosion of state funding. Sonoma County, recognizing the lack of mental health services and the continued reduction in state funding placed a 0.25% sales tax measure on the November 3, 2020 ballot. If passed, the measure would raise $25 million per year for mental health services. Without passage of the measure, the answer to whether the community has a full array of mental health services and supports will be an unequivocal, “No.” Without these services, any PMHC will struggle to realize some the benefits listed below. ITEM NO. 6.C. 3 Benefits of Police-Mental Health Collaborations The Bureau of Justice Assistance toolkit offers the following list of benefits of Police-Mental Health Collaborations. Many of the listed benefits presuppose additional officer training in mental health needs. Some of the five types of collaborations do not include this aspect explicitly; so not all of the listed benefits necessarily accrue to all types of collaborations. Increased Safety De-escalation strategies are a staple in most PMHC models and enable the trained officer to neutralize a situation without the use of force (or with the use of the least amount of force) that results in a decrease of injuries to both officers and consumers alike. • Fewer uses of force: Officers are less likely to use force, even in encounters considered as high violence risk. Additionally, when using force, they generally rely on low-lethality methods. • Fewer injuries to officers: Across the nation, police agencies are seeing a reduction in police officer injuries following the implementation of PMHC programs. • Fewer injuries to consumers: Officers are able to better understand and interpret crisis behavior and respond appropriately, which leads to fewer injuries to consumers. Increased Access to Behavioral Healthcare: Officers have a greater awareness of community resources allowing them to connect consumers to treatment, services, and other supports. • Increased use of crisis services: With an improved ability to identify mental health crisis, when appropriate, officers are more likely to divert individuals from the criminal justice system to crisis services. • More referrals to appropriate behavioral health services: PMHC officers become acquainted with mental health services in their community and more often provide a referral or even transport to treatment. • Increased continuity of healthcare: Police-Mental Health Collaborations result in ongoing community-based treatment solutions that enable the individual to remain stable. Decreased Repeat Encounters with the Criminal Justice System: When individuals are connected to treatment, they are less likely to engage in unlawful or disruptive behaviors, and therefore have fewer contacts with law enforcement and the criminal justice system at large. • Fewer arrests: Individuals connected to mental health treatment by officers experience fewer subsequent arrests than individuals not connected to services. ITEM NO. 6.C. 4 • More jail diversions: With the ability to identify individuals in mental health crisis and their awareness of healthcare resources, officers are more likely to transport the individual to appropriate services than jail or lockup. Reduced Costs: Improved safety, increased access to mental healthcare, and decreased repeat encounters with the criminal justice system have resulted in reduced costs to law enforcement agencies. • Fewer repeat calls for service (CFS): When individuals are connected to mental healthcare services, they are less likely to call 911 themselves or to be the subjects of repeat complaints. • Fewer SWAT call-outs: PMHC officers are able to de-escalate potentially violent situations without having to employ SWAT. • Reduction in civil lawsuits: The decline in use of force and injury reduces money spent on litigation. • Reduction in time spent on mental health calls: When diversion services or receiving centers are in place, officers are able to resume patrol duties in a significantly shorter time. Improved Community Relations: Police-mental health collaboration programs lead to improved relationships between law enforcement agencies and their local partners and citizens. Types of Programs The Bureau of Justice Assistance identifies five types of Police-Mental Health Collaborations. Crisis Intervention Training Known as “CIT,” the crisis intervention team is the most commonly used approach by law enforcement agencies. The CIT model originated in the Memphis, Tennessee, Police Agency and is therefore often called the “Memphis Model.” CIT is based on the idea that experienced officers who volunteer are best at responding to mental illness calls. Agencies select a group of qualified patrol officers (representing approximately 25 percent of the patrol force) who volunteer to take on this responsibility in addition to their normal patrol duties. After completing a 40-hour training course, CIT officers are dispatched to mental health calls or to assist officers who are not CIT qualified. These CIT officers rely upon their expertise to work with mental health providers to reach an appropriate disposition. Approximately 3,000 of the 18,000 police agencies in America have CIT programs. We believe additional officer training and developing a crisis intervention team in Rohnert Park will be an important component of a successful program in our community. ITEM NO. 6.C. 5 Co-Responder Team Working as a co-responder team, a specially trained officer and a mental health crisis worker respond together to mental health calls for service. By drawing upon the combined expertise of the officer and mental health professional, the team is able to link people with mental illnesses to appropriate services or provide other effective and efficient responses. The most common approach is for the officer and crisis worker to ride together in the same vehicle for an entire shift, while in other agencies the crisis worker meets officers at the scene and they handle the call together. Co-responder teams can respond throughout the entire jurisdiction, or they work in areas with the greatest number of mental health calls. Because of the small size of our community, staff does not see this as the most efficient way to deploy resources. Staff also has concerns with worker safety using this model. Mobile Crisis Team The mobile crisis team is a group of mental health professionals who are available to respond to calls for service at the request of law enforcement officers. The mobile crisis team’s goal is to divert individuals from unnecessary jail bookings and/or emergency rooms. These crisis workers are skilled at helping to stabilize encounters and assume responsibility for securing mental health services for persons, including those in crisis who may need further evaluation and treatment. Mobile crisis teams are not necessarily dedicated to assisting only law enforcement officers, but respond to requests directly from community members or their families and friends. In Sonoma County this is called the Mobile Support Team and is managed by Sonoma County. The availability is very limited in terms of hours and the fact that one team serves the entire county. One option might be to create more teams for better availability. This may be an opportunity for collaboration amongst agencies. Santa Rosa is exploring a version of this known as the Eugene, Oregon CAHOOTS 1 model named after a program based there. Case Management Team A proactive team approach in which behavioral health professionals and officers provide outreach and follow-up to repeat callers and high utilizers of emergency services. Officers do not treat or diagnose the individuals, but work with behavioral health professionals to develop specific solutions to reduce repeat interactions. This approach strives to keep people connected to mental health services and community resources, to abide by treatment plans, and meet other responsibilities such as work, school and training. Case management is used in agencies in conjunction with other police-mental health collaboration strategies. This option most closely aligns with the councilmember suggestion to hire a full-time social worker. Follow-up on cases after the incidents are stabilized is critically important, but a case 1 Crisis Assistance Helping Out On The Streets ITEM NO. 6.C. 6 manager does not deal with the hot-call interactions that officers deal with multiple times per day. As a result, many of the benefits listed above will not be realized with this approach as the single intervention. Tailored Approach A tailored approach is one in which an agency intentionally selects various response options from multiple PMHC programs to build a comprehensive and robust program. This allows the agency to adhere to a consistent policing philosophy while being responsive to community needs. Other factors agencies consider when choosing this approach can include the size of the jurisdiction and the number of officers on a given shift. When using the tailored approach, a law enforcement agency begins with the expectation that every patrol officer must be able to respond effectively to mental health calls. Agencies enhance their patrol force with officers or detectives whose primary responsibilities are to liaise with stakeholders to coordinate criminal justice and mental health resources. Conclusions Call volume reports indicate a doubling of mental health commitment calls over the last eight years. Additionally, based on reports from Public Safety Command Staff, calls involving those with other mental health needs is growing. The listed benefits of Police-Mental Health Collaborations are compelling. Successful programs need to adequately address six key questions – Rohnert Park has yet to address the questions. There are five basic types of programs – the last of which is a hybrid tailored for the needs of an agency. Staff recommends further discussion, review, and analysis of the Tailored Approach for a layered Police-Mental Health Collaboration for Rohnert Park. A case worker or case work team should be a component of the Tailored Approach. In making this recommendation we seek to ensure the efficient use of resources, effective support of our public safety officers, and improved responsiveness to our community’s mental health needs. STRATEGIC PLAN ALIGNMENT: Improving our response to those with mental health needs by pursuing a Tailored Approach honors our City Values of Collaboration, Communication, Fiscal Responsibility, and Innovation and Creativity. FISCAL IMPACT: The out of pocket cost of further discussion, review, and analysis of the Tailored Approach for a layered Police-Mental Health Collaboration in Rohnert Park is minimal if done by staff. Some jurisdictions (e.g. Santa Rosa) consider using consultants to facilitate a process to develop their Police-Mental Health Collaboration. Staff would estimate the cost of such a study at $50,000 to $75,000 should the Council desire the outside expertise of a consultant. The cost of implementing a Police-Mental Health Collaboration is unknown until the program is designed. Based on similar programs elsewhere, staff estimates the cost is likely between $300,000 and $500,000 per year depending on program design. At this time, staff is not seeking additional appropriations as the program is not designed. ITEM NO. 6.C. 7 Department Head Approval Date: 8/18/2020 T. Mattos Finance Director Approval Date: N/A City Manager Approval Date: 8/19/2020 D. Jenkins Attachments: 1. Police-Mental Health Collaboration: A Framework for Implementing Effective Law Enforcement Responses for People Who Have Mental Health Needs APRIL 2019 Police-Mental Health Collaborations A Framework for Implementing Effective Law Enforcement Responses for People Who Have Mental Health Needs Introduction L aw enforcement agencies across the country are being challenged by a growing number of calls for service involving people who have mental health needs. Increasingly, offcers are called on to be the frst—and often the only—responders to calls involving people experiencing a mental health crisis. These calls can be among the most complex and time-consuming for offcers to resolve, redirecting them from addressing other public safety concerns and violent crime. They can also draw intense public scrutiny and can be potentially dangerous for offcers and people who have mental health needs. When these calls come into 911/ dispatch, the appropriate community- based resources are often lacking to make referrals, and more understanding is needed to relay accurate information to offcers. As such, there is increasing urgency to ensure that offcers and 911 dispatchers have the training, tools, and support to safely connect people to needed mental health services.1 To respond to these challenges, police departments are increasingly seeking help from the behavioral health system.2 This trend is promising, as historically, law enforcement and the behavioral health system have not always closely collaborated. Absent these collaborations, offcers often lack awareness of, or do not know how to access, a community’s array of available services and alternatives to arrest, such as crisis stabilization services, mental health hotlines, and other community-based resources. And even when offcers are fully informed, service capacity is typically insuffcient to meet the community’s need. As a result, offcers experience frustration and trauma as they encounter the same familiar faces over and over again, only to witness the health of these individuals deteriorate over time. Police Departments Can’t Do it Alone Many communities continue to face pervasive gaps in mental health services, especially crisis services, placing a heavy burden on law enforcement agencies and, in particular, offcers. Without access to appropriate alternatives, offcers are often left with a set of poor choices: leave people in potentially harmful situations, bring them to hospital emergency departments, or arrest them. Understanding a need for greater collaboration, many law enforcement and behavioral health agencies have begun taking important steps to improve responses to people who have mental health needs. These efforts have led to improvements in practices, such as providing mental health training to law enforcement workforces and including mental health, crisis intervention, and stabilization training as part of some states’ law enforcement training standards. (Stabilization training refers to tactics used to defuse and minimize any harmful or potentially dangerous behavior an individual might exhibit during a call for service.) Some of these communities also designate offcers to serve as part of specialized teams to respond to mental health-related calls for service. But while these steps are commendable and signify widespread Bureau of Justice Assistance U.S. Department of Justice acknowledgment of the need to improve law enforcement’s responses to people who have mental illnesses, they also underscore the need for more comprehensive, cross-system approaches. Communities are learning that small-scale or standalone approaches—such as just providing mental health training or having a specialized team that is only available on certain shifts or in certain geographical areas—are not adequate to achieve community-wide and long-lasting impacts. They have also learned that even the most effective law enforcement responses cannot succeed without mental health services that provide immediate crisis stabilization, follow up, and longer-term support. Moreover, when there are limitations in data collection and information sharing, law enforcement leaders have a diffcult time understanding whether the investments they have made in training or programs are working, because success is being defned by anecdotes, impressions, or even by the media’s coverage of isolated, high-profle incidents instead of concrete measures and outcomes. To address these challenges, some law enforcement agencies have invested in comprehensive, agency- wide approaches and partnerships with the behavioral health system. These cross-system approaches, also known as police-mental health collaborations (PMHCs), build on the success of mental health training and specialized teams by layering multiple types of response models—e.g., Crisis Intervention Teams (CIT),3 co-responders, and mobile crisis intervention teams—and implementing one or more of these models as part of a comprehensive approach to meet their needs.4 These agencies may also sometimes link their specialized teams to a designated ‘mental health’ offcer in every precinct or neighborhood. PMHCs are distinguished by their leaders’ commitment to integrating responses to people who have mental illness into the day-to-day functions of all offcers. In PMHCs, law enforcement executives include the initiative in their agency mission instead of just assigning it to the exclusive domain of a specialized unit. PMHCs feature strong, demonstrated commitment from law enforcement and political leaders; formal partnerships with community-based mental health providers and organizations representing people living with mental illnesses and their families; quality training on mental health and stabilization techniques that is provided to all offcers and 911 dispatchers; and written procedures that are clear and adhered to by staff. And communities that create PMHCs are also committed to building an adequate array of community-based services such as short-term crisis stabilization programs, in-home intervention teams, and programs that can provide ongoing and intensive case management to people with complex mental health needs. Police-Mental Health Collaboration Toolkit For jurisdictions that are seeking to implement a new PMHC, the U.S. Department of Justice’s Bureau of Justice Assistance provides additional background on PMHCs and the different PMHC response models (e.g., co-responder teams) in the Police Mental Health Collaboration Toolkit. Visit pmhctoolkit.bja.gov for more information. 2 Using Data to Inform Success Critical to the success of these cross-system PMHCs is the establishment of the baseline number of mental health calls for service that the police department is felding (as a starting point) and other indicators of PMHC effectiveness, and the use of that data to review progress and troubleshoot any challenges. By using data, leaders have the ability to assess the impact of the approach over time and measure its success against the outcomes that matter most. The four key outcomes identifed below, together provide a picture of whether or not a PMHC is successful, recognizing that data limitations and local context may necessitate variation in what data communities collect. • Increased connections to resources: Offcers in communities that have PMHCs should routinely refer people who have mental health needs to community services, and they should ensure a successful linkage to the behavioral health system. In these communities, 911 dispatchers also play a critical role in collecting mental health information and relaying it to offcers prior to their response to a call for service. As a result, successful PMHCs see an increase in the number of people who have mental health needs connected to appropriate services and resources in the community. Greater success in this area is possible to the extent that adequate services are available in the community, 911/ dispatch capacity is increased, and offcers are aware of how to refer people to behavioral health services.5 • Reduced repeat encounters with law enforcement:6 A key measure of performance for a PMHC is the number of people who have repeat mental-health related encounters with law enforcement. Ideally, as PMHCs see an increase in their connections to resources and in offcer referrals of people to appropriate services, they would likely also see a reduction in the number of repeat encounters because these individuals are provided the care needed to reduce or prevent future crises.7 Thus, effective PMHCs ensure that the number of people who have mental health needs making or generating repeat calls for service is lower than the baseline number established at the start of the PMHC. • Minimized arrests: With an increase in the availability of community resources and services, offcers have a greater set of options/primary interventions other than arrest when responding to calls involving people who have mental health needs. Since one of the primary goals of a PMHC is to connect a person to mental health services (especially for low level and nonviolent offenses, like trespassing and vandalism, in which arrest is at the discretion of the offcer and the person does not pose a threat to public safety),8 having more options should ideally result in a lower rate of arrest among people in this population. Additionally, PMHCs are more successful when offcers are provided with reliable information about a person’s mental health needs prior to responding to a call. PMHCs should track the full range of disposition outcomes for mental health calls for service to analyze any trends or fuctuations that occur and increase their attention to the rate of these arrests. • Reduced use of force in encounters with people who have mental health needs: A critical measure of performance for a PMHC is the frequency of use of force during encounters with people who have mental health needs. Jurisdictions must determine what constitutes use of force in the context of the PMHC (e.g., use of handcuffs during transport, hands-on maneuvers) so consistent analysis is possible in the future. With training and a comprehensive PMHC in place, police offcers are better able to manage encounters with people experiencing a mental health crisis, and force is then proportionate to the situation the offcer encounters. It is important to track and analyze this outcome for both mental health calls and non-mental health calls for service. 3 Police-Mental Health Collaborations: A Framework for Implementing Effective Law Enforcement Responses for People Who Have Mental Health Needs While law enforcement agencies must partner with the behavioral health system and other community supports to make a PMHC successful, offcers and 911 dispatchers are often the frst ones interacting with people who have mental health needs, especially during crisis situations. Therefore, the success of a PMHC is largely determined by the level of engagement and commitment of law enforcement executives and the buy-in from their workforce. Thus, this framework’s primary audience is law enforcement executives. It aims to inform and inspire such executives by providing examples of how PMHCs are improving key outcomes in police departments across the country. The framework also provides a list of six questions that law enforcement and political leaders may ask to assess their current responses to people who have mental illnesses and identify steps to improves those responses. The Six Questions Law Enforcement Leaders Need to Ask to Develop and Sustain a Police-Mental Health Collaboration Whether they are seeking to either implement a new PMHC or to improve an existing one, law enforcement leaders should consider the following six questions to help determine whether their current responses are comprehensive, identify areas in need of improvement, ensure that they are conducting ongoing quality reviews, and ultimately, whether their PMHCs are resulting in the aforementioned four key outcomes. Albeit not a step-by-step guide, by answering these six questions, law enforcement executives can work with their behavioral health counterparts to assess their community resources and better understand what necessary additions and changes are needed. The questions, then, are also designed to assist these leaders in executing changes to produce measurable progress in reducing the number of people who have mental illnesses in their communities who come into contact with law enforcement. 1. Is our leadership committed? 2. Do we have clear policies and procedures to respond to people who have mental health needs? 3. Do we provide staff with quality mental health and stabilization training? 4. Does the community have a full array of mental health services and supports for people who have mental health needs? 5. Do we collect and analyze data to measure the PMHC against the four key outcomes? 6. Do we have a formal and ongoing process for reviewing and improving performance? Many agencies can likely provide excellent examples of what successfully addressing one or more of these questions looks like, but only a small number of jurisdictions to date have suffcient answers to all of the questions above. If law enforcement executives thoughtfully consider each question, and regularly revisit them, they will be able to determine whether and to what extent their efforts are having a community-wide impact and are built for long-lasting success. 4 1 Is Our Leadership Committed? Are law enforcement and behavioral health executives fully invested in implementing and sustaining a PMHC? Have leaders publicly indicated that effectively responding to people who have mental health needs is essential to the law enforcement agency’s mission? Are there champions within the agency that are empowered to develop, implement, and improve the collaboration? Are staff recognized and rewarded for engaging in day-to-day behavior that supports the goals of the PMHC? Why it matters PMHCs have real-world implications. They can help communities address challenges like the toll that repeated arrests and police encounters take on people who have mental health needs. They can also help ensure offcer well-being and allow offcers to focus on public safety and addressing violent crime. These collaborations often rely on the strength and vision of law enforcement executives (and their behavioral health counterparts) to convey the importance of the PMHC and to lead by example. Law enforcement leaders who demonstrate their commitment to the PMHC through concrete action (such as developing new policies and procedures and rewarding staff who consistently act in support of the goals of the PMHC) fnd that their offcers are more likely to share in the vision. When these leaders become more invested in the collaboration, communicate its importance to all staff, provide incentives for involvement, and incorporate the goals of the PMHC throughout the agency, a trickle-down effect often occurs and more support and buy-in from staff follows. With this buy-in and support, the goals of the PMHC are part of the fabric of everyday policing. What it looks like ✓ Law enforcement leadership support: The top law enforcement executive sets the tone in the agency for the collaboration and is most critical to its success. The executive is the highest-level leader to serve as the “champion,” has the power to reach out to jurisdictional leadership for support (e.g., commissioners, mayors, and legislative bodies), and provides direction to administrators and managers to secure agency-wide commitment. These leaders reach across systems to develop relationships with executives in the behavioral health system to get buy-in for the collaboration, promote the initiatives to the public and internally in their agencies, and coordinate efforts with advocacy organizations. ✓ Partnership with community champions: In addition to developing strong partnerships with behavioral health, law enforcement also engages local community organizations and advocacy groups that represent consumers of mental health services and people with lived experience and their family members. Community champions engender support and buy-in from local agencies, bringing partners together that might not otherwise have a strong record of collaboration. With frsthand knowledge of how to navigate the behavioral health system, these groups are also able to assist in the PMHC planning process by contributing feedback on developing policies and procedures and building the core components of the PMHC. Advocacy groups are able to mobilize their constituencies to convince legislators and other key stakeholders to help fund PMHC response models and initiatives. They are also instrumental in marketing the initiatives to the community, which helps strengthen law enforcement’s community ties. ✓ Interagency workgroup: A formal interagency workgroup (including law enforcement, behavioral health, and government and community-based organizations) plays a vital role in bringing the partner agencies together to regularly plan, implement, and assess the success of the PMHC. An effective workgroup is refective of the community’s demographic composition (e.g., racially and economically) and includes members from not just law enforcement and behavioral health, but also local advisory groups, criminal justice coordinating councils, public safety answering points (e.g., 911 dispatchers), hospitals, courts, and corrections, as well as people who have mental illnesses, family members, and other advocates who have a stake in the success of the collaboration. Memorandums of understanding (MOUs) 5 Police-Mental Health Collaborations: A Framework for Implementing Effective Law Enforcement Responses for People Who Have Mental Health Needs are created to outline the responsibilities of the partners in the interagency workgroup, such as how often meetings will occur, which staff member(s) will attend, members’ responsibilities to subcommittees, funding, and other agency commitments. Workgroup members ensure that their participating agencies are promoting the PMHC and its milestones for success within their agencies, and help to assess progress toward agreed upon goals, recommending changes to address challenges when necessary. ✓ Designated chairperson and project coordinator to oversee the PMHC: The law enforcement executive establishes the interagency workgroup, which appoints a chairperson from the law enforcement agency or behavioral health system. The chairperson oversees the implementation of the PMHC community wide and ensures all efforts and response models adopted ft together to achieve the PMHC’s goals. A coordinator is also designated who is given authority (as clearly represented in the agencies’ organizational charts) and has demonstrated a commitment to the PMHC. The coordinator is selected to oversee the day-to-day operations of the PMHC and report back to the chairperson of the interagency workgroup on the overall implementation and success of the initiative. The coordinator will regularly evaluate the collaboration (e.g., review data on performance and adherence to policies and procedures) to ensure operations are in line with the PMHC’s mission, as well as coordinate outreach and engagement with other partners. The coordinator also organizes subcommittees, facilitates planning meetings, builds agendas, and makes recommendations to the interagency workgroup. ✓ Funding and resource allocation: Local leadership (including elected offcials) designate funds for the collaboration (e.g., funding specialized training and education, authorizing funds to pay for overtime, and allocating funds for PMHC resources, such as vehicles and offce space). The fnancial investment can vary (e.g., funding a part-time case manager position four hours a week), but designating funds and resources to support the PMHC demonstrates to staff that the collaboration is an agency and community priority worthy of fnancial investment. Longer-term funding efforts are driven by performance data and other needs assessments. ✓ Ongoing internal and external recognition of the initiative: Law enforcement leaders help to affect a cultural shift by modifying offcers’ performance evaluations to include the goals of the collaboration, publicly recognizing staff who employ skills to defuse situations, developing commendations or other awards for exemplary staff, and recognizing police and supervisors who volunteer for PMHC positions. These leaders also make it clear that the initiative is part of the overall mission of the department to combat any bias or stigma that staff might hold about collaborating with behavioral health not being true police work. 6 IN PRACTICE | Effective Leadership in Action, Portland, ME The Portland Police Department (PPD) implemented their PMHC out of a proactive effort by their leadership, a core collaborative workgroup, and a fully invested department to improve their responses to people who have mental illnesses. The commitment from leadership drove a shift in culture in the department that began in the 1990s, with offcers slowly, then enthusiastically, embracing new models and interventions such as CIT training and a mental health liaison program, as well as a year-long internship program for Master’s level students to assist in responding to calls for service with offcers. In place now is a robust program that includes a full-time behavioral health coordinator, mental health liaison, and substance use liaison. Additionally, 100 percent of the offcers on the force are mandated to complete CIT training,9 dispatchers receive training on how best to respond to people who have mental health needs, and PPD has implemented a mental health liaison internship program. Since the start of these efforts, the police chief and other leaders have been able to secure continued funding from the city’s operating budget to ensure the behavioral health coordinator was expanded to a full-time position. The chief was also able to secure additional funding from a local nonproft provider to continue the mental health liaison position, as well as secure a commitment from the department to direct funding from the drug forfeiture program to support a full-time substance use liaison. The behavioral health coordinator role is integral to the day-to-day operations of Portland’s PMHC, managing the mental health liaison and co-responder program and facilitating offcer training. The coordinator also oversees a robust working group, the Cumberland County Crisis Providers Meeting, which includes people from the emergency departments, inpatient facilities, substance addiction and mental health partners, shelters, and other community organizations. This group, which has convened for more than 10 years, provides an opportunity for community leaders to come together to discuss the PMHC, strengthen their collaboration, and discuss changes the agencies might be seeing in their staffng or services. A universal release of information developed for all the providers in attendance allows them to discuss clients they have in common. The workgroup members use these meetings to discuss issues that may arise with these individuals, which allows the behavioral health coordinator and mental health liaison opportunities to form relationships with the provider organizations in attendance and better connect their clients to services in the community. 7 Police-Mental Health Collaborations: A Framework for Implementing Effective Law Enforcement Responses for People Who Have Mental Health Needs 2 Do We Have Clear Policies and Procedures to Respond to People Who Have Mental Health Needs? Does the law enforcement agency have documented policies and procedures for how to respond to people who are experiencing a mental health crisis? Do these policies and procedures account for the jurisdiction’s PMHC response models and for each instance in which law enforcement interacts with people who have mental health needs (e.g., dispatch, at the scene, and follow-up)? Do staff have a clear understanding of these policies and procedures and their roles in executing them? Why it matters Written policies and procedures that are communicated clearly to staff are critical to the overall success of a PMHC and empower offcers to take actions that can enhance their safety and the safety of others. When policies are in place for each type of instance where offcers interact with people who have mental health needs, offcers are equipped with the knowledge to consistently respond to common events. Combined with skill enhancement and training, clear policies also reduce overall risk for the department. The PMHC will only realize success, and policies and procedures will only be effective, when these policies and procedures are disseminated, followed, and enforced by leaders in both the law enforcement and behavioral health agencies. What it looks like ✓ Comprehensive process review: Prior to the creation of any new policies or procedures, the law enforcement agency conducts a comprehensive process review of current policies and procedures for encounters with people who have mental health needs. This process review allows the agency to see how people who have mental health needs fow through the criminal justice system and the ways in which police offcers regularly interact with them. With proper planning and analysis, the agency can address the full range of issues that offcers encounter and reduce opportunities for ambiguous responses during an encounter or call for service. A useful end product of this review is a process fow chart that provides staff with a visual depiction of how people who have mental health needs fow through the criminal justice system. It can also show all potential dispatch and disposition outcomes to help ensure that the policies and procedures account for all possible scenarios and outcomes. ✓ Selected PMHC response models: Based on assessed community needs, law enforcement and behavioral health system partners select a primary intervention or a combination of approaches that their jurisdiction will adopt. The goals of these response models are then integrated into the agencies’ missions and community-wide initiatives. The interagency workgroup starts the process of building new policies and procedures for each response model chosen. People who have mental illnesses, their family members, and advocacy organizations who represent them are involved in the conversations that determine which PMHC response model(s) are selected. ✓ Comprehensive, clearly written policies and procedures: The law enforcement agency has written policies and procedures in place that have been provided to staff, have a clear purpose, and illustrate to supervisors what steps they should take to implement them. These policies and procedures outline roles and responsibilities of all agency staff members, defne frequently used terms, give specifc response guidelines for scenarios that offcers and staff frequently encounter, and are mindful of offcer safety and the potential volatility of encounters. When writing their policies and procedures, law enforcement consults with their behavioral health system counterparts and advocacy organizations to ensure they are appropriate from the behavioral health perspective and from that of people who have mental illnesses. Law enforcement also acts as a resource for the behavioral health system as it creates policies and procedures to ensure they align with offcers’ needs, culture, and the community’s perspective. ✓ Information-sharing agreements: These agreements establish what information can be shared among the partners 8 during an encounter (such as physician information, diagnoses, or recent hospitalizations) and give law enforcement and mental health staff the ability to identify a shared population of people who have mental health needs. The interagency workgroup aids in the development of these agreements and facilitates conversations among relevant partners, better equipping offcers, dispatchers, and others to stabilize an encounter with a person who has mental health needs. This information also enables law enforcement staff to connect people to needed services and supports, reduce potential injuries to offcers and people who have mental health needs, and arrive at the best disposition. In addition to agreements involving medical and protected health information, the interagency workgroup also develops a data-sharing agreement(s). ✓ Staff awareness of policies and procedures: Written policies and procedures are posted and circulated to all staff of the partnering agencies, and supervisors are held accountable for ensuring that their staff understand each new policy or procedure and have received training on how to employ them. These policies and procedures are transparent and posted online for the public to view. Staff are notifed when changes to the policies or procedures take place. ✓ Regular review of policies and procedures: Law enforcement and behavioral health system leaders assess whether established policies and procedures are being followed. In conjunction with the project coordinator, the interagency workgroup conducts regular reviews of the policies and corresponding procedures and ensures that they are being communicated to all supervisors (and their direct reports). Mechanisms are also in place to make sure that these policies and procedures are meeting the needs of the community, and that the community has an opportunity to offer feedback. Periodically, the interagency workgroup revisits all policies and procedures, analyzes them against any internal or community feedback, and makes recommendations for needed changes. Types of PMHC Response Models PMHC response models are the cornerstone for comprehensive, cross-system responses to people who have mental health needs. The leadership team must select the model(s) most appropriate to address the community’s needs. These models are not mutually exclusive, and, depending on their contexts and needs, jurisdictions often adopt and layer multiple response models with comprehensive training and data-driven management to build a comprehensive initiative. For additional information, support, and resources on these models, visit the Bureau of Justice Assistance’s PMHC Toolkit, pmhctoolkit.bja.gov. Below are four of the most common PMHC response models. Crisis Intervention Teams (CIT): These widespread, specialized teams are composed of offcers who receive specialized training to respond to mental health calls. CIT offcers are dispatched to mental health calls or assist offcers who are not CIT trained.10 Co-responder Team: Specially trained offcers and a mental health crisis worker respond together to address mental health calls. Most commonly, they ride in the same vehicle for an entire shift, but in some agencies, the crisis worker meets offcers at the scene, and they handle the call together once the crisis worker arrives. Mobile Crisis Team: A team of mental health professionals, skilled at helping stabilize people during law enforcement encounters as well as general crisis, available to law enforcement and the community. These teams are available to respond to calls for service with the goal of diverting people from unnecessary jail bookings and/or emergency room visits. Case Management Team: A team of behavioral health professionals (with or without offcers) and peers that provide outreach, follow up, and ongoing case management to select priority people, such as repeat callers of emergency services. Offcers do not treat or diagnose the individuals but work with mental health professionals to develop solutions to reduce repeat interactions. Case management is often used as a proactive response in addition to other selected PMHC response models. 9 Police-Mental Health Collaborations: A Framework for Implementing Effective Law Enforcement Responses for People Who Have Mental Health Needs IN PRACTICE | Building a New Program with Clearly Defned Policies and Procedures: 911 Crisis Call Diversion Program, Houston, TX The Houston Police Department (HPD) Mental Health Division (MHD), in partnership with The Harris Center for Mental Health and Intellectual and Developmental Disabilities (the Harris Center), operates a multi-faceted, successful PMHC to respond to people in mental health crisis. Houston’s PMHC response models and initiatives include: a CIT training program for all cadets,11 co-responder and homeless outreach teams, and a chronic consumer stabilization unit. While already using a comprehensive approach, HPD’s coordination with the Harris Center helps them to regularly assess their models and initiatives and make changes as needed. In 2015, the MHD identifed a new and innovative opportunity to help people in mental health crisis while relieving fnancial strain on both the criminal justice and behavioral health systems. This early intervention program, called the 911 Crisis Call Diversion (CCD) program, places mental health phone counselors inside Houston’s Emergency Communications Center to work directly with 911 call takers and dispatchers to identify and divert callers with non-emergency mental health concerns away from police or fre/EMS. To develop this new program, the Houston PMHC frst created a response logic tree (or process map) to defne when 911 operators could determine that a call was eligible for mental health counselors to intervene and establish how they should respond while accounting for a variety of possible scenarios. HPD and the Harris Center then developed operational guidelines and protocols and rolled them out during a six-month pilot period to ensure they were appropriate for the new program. During this pilot period, they were able to establish with a great amount of certainty what a majority of their calls would look like, what phone counselors should expect when on a call, and what to do in specifc scenarios. Based on these experiences, they also learned that while they were expecting the CCD program to save money and time for the police and fre departments, they could also use it to make more appropriate referrals in the community. After one full year of implementation, with clearly developed policies and procedures in place, the CCD program has seen signifcant change in how calls are handled. In one quarter of operation, they were able to divert both the fre/ EMS and police from the scene for more than half of calls received. In a short period of time, the unit has shown how important it is to the overall functioning of the department and how resources have been saved as a result. 10 3 Do We Provide Staff with Quality Mental Health and Stabilization Training? Is basic mental health awareness and stabilization training provided to all law enforcement employees at all staffng levels— recruit, in-service, and specialized? Is this training offered in coordination with mental health partners? Are the voices of people who are living with mental illnesses and their families incorporated into the training? Why it matters Learning how to defuse situations is foundational to the goals of all PMHCs and helps offcers better recognize and address the behaviors they encounter in many mental health calls for service.12 When offcers receive high-quality mental health and stabilization training, they are better prepared to use techniques to stabilize and defuse encounters when responding to people who have mental health needs. While training alone does not ensure an improved response to people who have mental health needs, it is essential to equip offcers, supervisors, 911 dispatchers, and mental health staff with the knowledge and support they need to take actions that are grounded in current research and practices. Such training promotes the safety of offcers and all involved. What it looks like ✓ Knowledge and skills training for all staff: Mental health and stabilization training occurs for all agency staff at the beginning of their tenure with the agency and then continually throughout their service to make sure their skills refect any changes in systems, policies, or evidence-based practices. The knowledge and skills-based training that a jurisdiction includes in its training curriculum varies depending on the needs of the particular jurisdiction, staffng structure, and culture,13 but at a minimum the law enforcement workforce receives training on basic mental health awareness, recognizing the signs and symptoms of mental illness, and how to manage a person in crisis. Table 1 below provides a list of common basic PMHC training topics. TABLE 1. BASIC PMHC TRAINING TOPICS14 Over view of Mental Illness and Wellness Compassion Fatigue/Vicarious Trauma and Offcer Selfcare Cultural Sensitivity Disorders in Children—Autism and Developmental Disorders and Disruptive, Impulse-Control, and Conduct Disorders Gender Sensitive Responses Identifying Signs, Symptoms, and Behaviors of Mental Illness Stigma Substance-Related, Co-Occurring Mental Health and Addictive Disorders Suicide Intervention and Non-Suicidal Self Injury 11 Police-Mental Health Collaborations: A Framework for Implementing Effective Law Enforcement Responses for People Who Have Mental Health Needs - Trauma-Informed Responses—Basic On Scene Assessment and Response Protocols Active Listening, Nonverbal Communication Crisis De-Escalation, Stabilization Techniques, and Mediation Skills Offcer Safety Use of Force Disposition and Resource Options Community Resources and After Hours Referrals and Resources Homelessness and Housing Alternatives Involuntary Commitment Process Military Personnel/Veterans Resources and Specifc Needs Transportation of People Who Have Mental Health Disorders, Intellectual and Developmental Disorders (I/DD), and Physical Disabilities Understanding of PMHC Policies and Procedures ✓ Training aligned with staff roles and experiences: Training is consistent with staff roles, level of engagement, and interest in selected PMHC response models, as well as skill set and expertise. Topics and skills vary depending on the type of training delivered; for example, a CIT training takes a deeper dive into subject matter than training included as part of an academy for new recruits. Skills topics needed for offcers may also be different than training needed for 911 dispatchers. Leadership develops tailored training curriculum to equip staff for their jobs, particularly for specialized units or positions in the department. Table 2 lists advanced topics that are typically included in trainings for specialized teams or offcers that play a particular role in a PMHC response model. TABLE 2. ADVANCED PMHC TRAINING TOPICS15 Assessment, Commitment, and Legal Considerations Data Collection and Demonstrating Program Success Guardianship, Power of Attorney, and Issues of Aging Information Sharing across Law Enforcement and Mental Health I/DD and Neurodevelopmental/Neurocognitive Disorders—Adults Mood, Psychotic, and Personality Disorders Motivational Interviewing Post Incident Debrief and Departmental Support Procedural Justice, Fairness, and Bias 12 Psychopharmacology and Medications Responding to Media and Community Inquiries/Outrage Specialty Courts and Other Diversion Options Stakeholder Engagement Trauma-Informed Responses—Advanced ✓ Training instruction and delivery: Regardless of the curricula chosen, content is taught by law enforcement and mental health provider instructors, subject experts, and others with frst-hand knowledge, like people who have mental illnesses and their family members, as appropriate. Trainings taught by people with lived experience and their family members give offcers the opportunity to informally interact with people who have mental health needs and their families in a non-crisis setting. The delivery of training comes in both experiential and hands-on opportunities if possible, but also in lecture-style presentations, simulations and/or virtual training, scenario-based role playing, group problem-solving exercises, site visits to mental health facilities, and ride-alongs so that coursework is varied and accessible to people who have different learning styles. Refresher training is provided periodically. ✓ Evaluation of training: Trainings are regularly evaluated to assess their overall quality and impact. A review process ensures that the curriculum is meeting its intended purpose of preparing law enforcement staff to more effectively respond to mental health calls and defuse these encounters. Pre- and post-testing of the training participants ensure that participants have developed new or enhanced existing skills and knowledge as a result of the training. Evaluations are reviewed, and modifcations to the training curriculum are made based upon the fndings. There is also a process for the interagency workgroup to periodically review the curriculum and assess the need for changes based on community needs or crime trends. Using results from these training evaluations, supervisors assess how well staff understand the training content and use it in their day-to-day activities. 13 Police-Mental Health Collaborations: A Framework for Implementing Effective Law Enforcement Responses for People Who Have Mental Health Needs IN PRACTICE | Using Coordinating Councils to Promote Training Across the State: State of Missouri In partnership with their mental health providers, law enforcement leaders in Missouri developed a successful multi-pronged approach to training offcers using a statewide CIT curriculum that every local jurisdiction could adapt. The training includes a core 32-hour base curriculum covering 19 mandatory topics, but each jurisdiction can customize their remaining 8 hours of training (selecting from more than 23 electives). Elective topics cover areas such as homelessness, trauma, offcer suicide, and “suicide-by-cop” prevention. As with many states, Missouri offcials determined that while some of their larger cities like St. Louis had the resources and funding to implement the training, other smaller suburban and rural locales did not. To address this challenge, offcials allowed some of the smaller jurisdictions to send an offcer to larger jurisdictions offering the training once a week for fve weeks to complete CIT training.16 Most importantly, Missouri offcials leveraged a network of coordinating councils to customize the curriculum and training approach based on local needs. Each council covers a geographic area comprised of local law enforcement agencies and community and state-based organizations. The councils meet at least quarterly to develop local training schedules, adapt the state’s CIT curriculum to meet their local needs, determine which electives from the state curriculum they will adopt, and develop relationships with providers and individuals to deliver core components of the curriculum. The state also hosts a CIT conference bringing together members from all of the coordinating councils each year. During these events, members vote on what topics to include or modify in the state’s CIT curriculum and receive additional professional development. The state also provides ongoing mentoring and specialized training through a network of 31 mental health professionals called community mental health liaisons who are available to every law enforcement department in Missouri. Similar to a traditional co-responder team, these liaisons respond to calls and provide training on complex cases to jurisdictions and individual offcers that may otherwise not have access to more advanced training. 14 4 Does the Community have a Full Array of Mental Health Services and Supports for People Who Have Mental Health Needs? Does an array of mental health and community services exist for people who are experiencing a mental health crisis? Are the services regularly utilized by the PMHC partners? How often are these services available when law enforcement encounters a person in need of them? Have the PMHC partners worked together to leverage additional funding to address gaps in service capacity? Why it matters Law enforcement offcers can more effectively respond to people who have mental health needs and connect them with appropriate community supports when a full range of mental health and community services is available. Offcer awareness of these services further expands the disposition options available to them, reducing the need to arrest as the only option for these encounters. These connections can provide opportunities for long-term treatment. And when long-term treatment options are available, offcers are better able to connect people who have more complex needs to these supports in an effort to reduce future encounters and arrests. While intended to be a seamless continuum of services, in practice, law enforcement only controls a subset of these services, namely the PMHC response models (e.g. CIT or co-responder teams). In collaboration with the behavioral health system, law enforcement can help to ensure that the full array of service options (e.g. mobile crisis, crisis stabilization facilities, etc.) is available and that offcers are aware of how and when to use them. When law enforcement helps identify missing services and their behavioral health counterparts prioritize existing resources in support of the PMHC, the behavioral health system also benefts. Together, these systems can make a strong, data-driven argument to elected offcials for more funding to increase service capacity. What it looks like ✓ Inventory of existing services: Law enforcement leaders partner with their behavioral health counterparts and other community organizations to inventory services in the community. Services appropriate for this inventory include those that address crises (e.g., diversion or crisis facilities, single-point of access facilities, shelters, and detox/rehabs) and longer- term services to reduce repeat encounters (e.g., Assisted Outpatient Treatment, Assertive Community Treatment, outpatient treatment, and housing programs and services). This inventory helps partners identify if there are major gaps in the array of service options for this population, how they can access these services, and eligibility restrictions, such as insurance limitations, diagnostic criteria, or other thresholds. One of the more common techniques used to develop this inventory, or system map, is Sequential Intercept Mapping.17 In addition to helping promote collaboration and partnership between the criminal justice and mental health partners involved, the mapping helps identify diversion opportunities and resources for people who have mental health needs. For instance, the inventory could reveal that there are crisis services but that the community lacks long-term interventions. Once the interagency workgroup reviews the inventory, it is better positioned to identify services to fll those gaps and determine if additional PMHC response models or services are needed in the community. ✓ Assessment of program and service capacity: The interagency workgroup determines whether the existing services and programs are operating at the scale required to meet the needs of the community. This assessment is strengthened when it is informed by data collected on the utilization rates for all existing services and patterns of instances in which a given service is requested but not available. A designated individual or subcommittee is identifed to oversee the data collection process and works in tandem with the interagency workgroup to assess the PMHC’s resource capacity and compare it to the volume of what is actually needed on an ongoing basis. This assessment examines which resources may be underutilized due to lack of awareness, over-subscribed because there are more people eligible than spaces available, and which services may not align with what the community needs. 15 Police-Mental Health Collaborations: A Framework for Implementing Effective Law Enforcement Responses for People Who Have Mental Health Needs ✓ Prioritized behavioral health resources and increased funding: Law enforcement and behavioral health agencies partner to prioritize available services for people who have mental health needs. The interagency workgroup supports these efforts by examining the data and pointing to areas in need of additional service capacity. Law enforcement leaders aid their behavioral health partners in seeking support and buy-in from elected offcials by combining their data and showing a specifc, quantifed need for additional services. Advocacy groups also help to rally support (and members) around these initiatives to bring additional legislative buy-in and potential funding. IN PRACTICE | The Evolving PMHC: A Data-Informed Approach to Assessing Services and Improving Responses in Tucson, AZ Since 2000, the Tucson Police Department (TPD) has been working to effectively respond to people in mental health crisis. While they initially began their efforts by employing only acute crisis mobile teams (CMT), TPD’s use of data led them to identify limitations in using just one response model and a need for a more comprehensive PMHC to better respond to this population. For instance, while offcers appreciated having access to trained clinicians to help them divert people to behavioral health services, they also expressed concern about how long it took the clinicians to respond—sometimes up to an hour after the offcer arrived on scene. Also, TPD determined that the local hospital was unable to keep up with the demand for stabilization services for people in crisis. Equipped with the number of mental health calls they received per month, the estimated time it took to respond to these calls, the number of mental health and law enforcement staff deployed in the CMTs, and other relevant data, TPD’s Mental Health Investigative Support Team (MHST)—a specially trained unit of the TPD that serves as a mental health resource for other offcers—community members, and health care providers identifed the need for adding a co-responder team to their resources to address the needs of the community. To create the co-responder team, they suggested the following: (1) change the staffng of the CMT to one clinician instead of two, and deploy the second clinician to the new co-responder team with an offcer, thereby cutting down wait times offcers were experiencing (as this would be a direct police resource); and (2) change the new team’s primary focus to answering 911 calls, while the CMT would focus on proactive community outreach and engagement. MHST presented the plan to TPD and the Pima County Regional Behavioral Health Authority leadership and emphasized the cost savings both partners would realize if a co-responder model was implemented in addition to the CMTs. The plan would also beneft the local hospitals by decreasing crisis placements and promoting stabilization for people in crisis or who have mental health needs. With these changes approved and implemented, TPD has been able to develop a more comprehensive partnership between law enforcement and the behavioral health system. Instead of standalone programs working in silos, system partners now work in collaboration and have utilized their resources to reduce wait times, more effciently staff both the CMTs and co-responder teams, and link more people to services. The CMTs and the co-responder teams have been able to take full advantage of the city’s 24-hour crisis center, which opened in 2011 as an initial attempt to help stabilize people in crisis. Law enforcement has also seen a reduction in wait times due to the implementation of the co-responder team; and the co-responder team has helped MHST tailor their case management approach to focus on involuntary commitments, linking these individuals to services before they are in crisis, and signifcantly decreasing the number of involuntary commitment orders. 16 5 Do We Collect and Analyze Data to Measure the PMHC Against the Four Key Outcomes? Do we collect data to measure our success against the key outcomes of a PMHC, such as the four outlined in the introduction of this framework? Is the data regularly reviewed? Do we assess performance against established goals? Is there a dedicated person responsible for leading the data collection efforts? Are staff assigned to review the data and generate reports? Why it matters Data collection and analysis gives leaders in the law enforcement and behavioral health systems the ability to gauge the effectiveness of their responses to people who have mental health needs. It also arms them with concrete data to present to local offcials and the public at large to garner buy-in and support for the PMHC. Establishing baselines or benchmarks early on is important to ensure PMHC progress can be tracked over time. For example, if the jurisdiction determines how many people who have mental health needs come into contact with law enforcement offcers prior to the start of the PMHC, they can see progress on this outcome the following year. Additionally, leaders can use data to determine whether current efforts and procedures need modifcation or improvement, and if there are any gaps in community-based mental health services. Law enforcement leaders may also use data to identify high-need populations that may require a more targeted approach. Data also helps law enforcement leaders place individual instances or cases in context—as exemplary situations, typical examples, or extreme outliers—so that response models can address the typical encounters, rather than respond to rare cases. Critical to this work is the sharing of data across systems; PMHC partners can see which clients they have in common and measure service utilization and dispositions. What it looks like ✓ Tracking of specifc metrics: Jurisdictions establish clear guidelines about what information should be collected and tracked. During planning, all partners working on the PMHC day-to-day (e.g., call takers and dispatchers, offcers on the scene) agree on the defnition of a “mental health call for service” to establish the level of need in the community. The tracking system also supports changing or re-coding a call based on information learned on the scene. Communities also establish the key indicators of success for the PMHC that measure progress on the four key outcomes. Table 3 provides examples of the types of data agencies can consider measuring to track the PMHC’s success against the four key outcomes. TABLE 3. EXAMPLES OF PMHC DATA TO COLLECT TO MEASURE SUCCESS Level of Need Number of calls for service involving people who have mental health needs Minimized Arrests Number of arrests involving people who have mental health needs Number of people who have mental health needs who have >1 arrest in last 12 months Disposition/Resolution of Call (e.g., arrest, resolved at scene, transported for voluntary evaluation, detained for involuntary evaluation, referral to mental health treatment) Reduced Repeat Encounters Number of repeat calls to the same location 17 Police-Mental Health Collaborations: A Framework for Implementing Effective Law Enforcement Responses for People Who Have Mental Health Needs Reduced Use of Force Number of encounters with people who have mental health needs where force was used Type of force used by offcers during encounters with people who have mental health needs Injuries to offcers during encounters with people who have mental health needs Administrative and Process Outcomes Number of offcers receiving mental health and stabilization training Number of offcers trained in selected PMHC response models Percentage of shifts covered by trained offcers Percentage of dispatchers trained on PMHC response models Number of mental health-related calls receiving a response by a trained offcer ✓ Establish baseline data: The PMHC establishes baseline data on the number of mental health calls for service and on the key outcomes. This baseline data is used as a comparison point at regular intervals to assess the PMHC’s progress. ✓ Process for ongoing data collection and tracking: The interagency workgroup takes steps to develop data collection policies and procedures. In addition, the workgroup appoints a subcommittee or staff person to be responsible for collecting and analyzing the available data and producing reports for review by the workgroup. ✓ Process for identifying individuals with frequent arrests and repeat encounters: The interagency work group defnes what constitutes “frequent” or “repeat.” Arrest record data and mental health calls for service are disaggregated and examined at the individual level to identify people that both the law enforcement agency and the behavioral health partners frequently see. Since a small number of individuals often account for a large portion of arrests and encounters, the workgroup regularly identifes these individuals and crafts targeted responses for how law enforcement and other PMHC partners should handle their cases. The workgroup explores proactive case management and follow up as a strategy to prevent repeat encounters. ✓ Data-sharing agreements: In addition to coordinating data collection, the interagency workgroup develops mechanisms for how the partner agencies share data. These written formal agreements go beyond what information is shared on the scene between offcers and mental health professionals to facilitate PMHC performance assessment. For example, these data-sharing agreements answer questions such as what data points will be shared, who is collecting this information, how it will be accessed (e.g., through a simple fle exchange between agencies, in a password protected drive, etc.) and the frequency for sharing datasets. Jurisdictions follow federal, state, and local statutes on information that may be shared among agencies. ✓ Data management system: The law enforcement agency has a mechanism to track its data, such as a dedicated database or felds created in a computer aided dispatch system. The information system has the capability of tracking PMHC’s success rates against the four key outcomes and other key indicators identifed by the interagency workgroup. This data collection method or database can be queried, allowing for reports to be generated by dedicated staff members. It also allows for the matching of data among agencies and systems to identify shared clients and to examine their service usage and outcomes. 18 IN PRACTICE | Weaving Data Collection Practices into Daily Program Operations, Los Angeles Police Department, CA For the Los Angeles Police Department (LAPD) and its Mental Evaluation Unit (MEU), data collection is the foundation supporting the full range of PMHC response models and initiatives they have implemented. Started in 1993, LAPD’s Systemwide Mental Assessment Response Teams (SMART) was one of the frst police-mental health co-responder programs to link people in crisis to appropriate mental health services and contribute to the core data collection practices that the department has implemented. The success of this program rests in how offcers are trained to collect and capture data when they respond to a call for service and how that data is then used to inform the rest of the department and MEU. All 110 MEU offcers and 50 mental health clinicians receive 40 hours of training to ensure that calls involving people who have mental health needs are properly categorized, dispatched, and managed. The MEU Operations Guide is distributed to all 160 personnel assigned, providing them with a core understanding of the mission and operation. The MEU’s Triage Desk collects data on all law enforcement contacts with people in mental health crisis, providing guidance and call management. These contacts, including the circumstances of the call and disposition, are documented in a Mental Evaluation Incident Report (MEIR). The MEIR is a structured behavioral health screening tool, data collection instrument, and report that captures information such as a person’s behavior, thought processing, family and personal relationships, religious affliations, and medication usage. SMART team offcers not only respond to feld calls but staff the triage desk during assigned times throughout the year (e.g. for a month) to ensure that offcers are familiar with what happens during the call taker process. The department collects data that is used to inform the changes necessary to improve the daily operations of their PMHC. The data collected by the triage desk, for example, is available to staff and leadership at all levels to determine if changes need to be made to the mental health training curriculum that the department provides, an increase in staff during certain shifts is needed, or if different content should be collected in the triage desk assessments. Data is available “real time” to any offcer in the MEU to help manage a call or analyze crime trends, and weekly reports are generated to provide the assistant chief with data analysis on the number of calls the unit is handling, types of calls, location, and how they are resolved, among other things. Additionally, dedicated data analysts present data to the chief during monthly COMPSTAT meetings to inform how the MEU is operating overall, based on set performance metrics and if there are any trends that would inform staffng or other resource allocations. Every three months, data is also presented to the Mental Health Crisis Response Program Advisory Board to inform them of how the partnership is operating, with information regarding whether a specifc hospital or crisis center has seen an increase or decrease in referrals, if there are more calls from a particular community, or an increase in certain behaviors such as overdoses. 19 Police-Mental Health Collaborations: A Framework for Implementing Effective Law Enforcement Responses for People Who Have Mental Health Needs 6 Do We Have a Formal and Ongoing Process for Reviewing and Improving Performance? Has the interagency workgroup appointed a person or subcommittee to report to leaders on the progress of the PMHC? How are leaders staying informed of overall progress toward the stated outcome goals? Is there a process in place to adapt policies and procedures when performance reviews show a need for improvement? Is there a plan to ensure the sustainability of the PMHC? Why it matters Regular, data-driven assessment of the PMHC is critical to ensure the collaboration achieves its goals. When law enforcement leaders and their behavioral health partners use data to review the PMHC’s performance, it gives them the ability to determine if expansions to the collaboration’s capacity are needed, with the decision based on data rather than anecdotal information. A thorough review of the data gives executives and other leaders the ability to address issues they might not have otherwise discovered. Sharing information about the PMHC’s progress and impact is essential for buy-in, sustainability, and growth. The PMHC data analyses should be used to update leaders and to inform budget decisions and recommendations for PMHC refnements. This review process must be transparent to the interagency workgroup, staff in both agencies, and the results should be shared with the public. When these processes are in place, the agency can show short-term success (e.g., the implementation of new policies or evidence-based practices) and/or long-term achievements (e.g., minimizing arrests of people with mental health needs) to secure internal and external support. This continuous monitoring of PMHC performance metrics provides leaders with the justifcation necessary to make the case for expanding services and securing additional funding, which aid sustainability efforts. What it looks like ✓ Routine data-driven performance assessments: The collaboration is periodically assessed based on its progress in achieving the four key outcomes described in the introduction and any other agreed upon outcomes. The achievement of short-term, more immediate accomplishments such as the implementation of new procedures, policies, or practices is included in regular reports to the interagency workgroup. Community advocacy organizations representing people with lived experience, along with their family members and peers, are provided information from these regular assessments and reports and given an opportunity to provide feedback. ✓ Results-based refnements to policies and procedures: Data on the agreed-upon measures is analyzed regularly to evaluate the PMHC’s progress and inform the refnement of programs, policies, and/or procedures. This data analysis also helps inform the workgroup’s contemplation of any needed course corrections. ✓ Shared accountability among PMHC partners: Law enforcement leaders and their behavioral health partners share the responsibility to continually review performance data to identify PMHC service capacity issues, such as low utilization rates for a given service or if a service is consistently unavailable. Partners work together to address these issues. Procedures are in place—which are outlined in interagency MOUs and/or information-sharing agreements—that designate key staff to lead the performance review. ✓ Communication with external partners and leaders: Information is shared with county legislators, funders, and 20 community-based organizations to gain buy-in and support of the collaboration. Sharing successes or challenges with stakeholders leads to the PMHC receiving buy-in from the community and the additional support necessary for its growth. The PMHC establishes regular mechanisms to receive feedback from the community on how to tackle challenges and make improvements. Law enforcement leaders are responsive to the feedback of their offcers, community leaders, the media, public offcials and other policymakers, and ensure that initiatives are refective of the public’s interests and concerns. ✓ Additional PMHC capacity and long-term sustainability: Performance reviews reveal if PMHC response models or community services must be scaled to satisfy the need in the community and to ensure that sustainable funding is in place for various PMHC response models. During the planning phase, a long-term sustainability plan is developed to ensure the interagency workgroup plans for obstacles that the PMHC might encounter in the future. 21 Police-Mental Health Collaborations: A Framework for Implementing Effective Law Enforcement Responses for People Who Have Mental Health Needs IN PRACTICE | Improving PMHC Performance Using Data Analysis, Madison, WI The Madison Police Department (MPD) has advanced their data analysis practices to understand PMHC performance and to enhance their responses to people who have mental health needs. In 2016, with the University of Wisconsin, MPD conducted a program evaluation of their mental health unit using data collected between 2013 and 2016. The main fndings confrmed what they had suspected: mental health-related incidents doubled over this timeframe (as a proportion of all calls for service), calls for people with co-occurring substance addictions also quickly grew, and most importantly, a small number of people accounted for a disproportionate amount of mental health calls for service (i.e., 3 percent of unique individuals accounted for 17 percent of their total mental health reports). The evaluation also showed that when the Mental Health Unit provided follow-up services, the vast majority (over 80 percent) of people served generated no additional incident reports, which cut down on repeat encounters. With evidence that follow-up services produced successful outcomes, MPD was positioned to enhance their follow-up capacity, creating fve full-time mental health offcer (MHO) positions to help mitigate the increasing demands on patrol offcers and to prevent repeated calls for service related to the same person. The MHOs were added to support the existing Mental Health Liaison program already in place. In their work, the MHOs provide follow-up support for people; coordinate with mental health providers, case managers, advocates, and families; and share information with patrol offcers to develop response plans. Based on these demonstrated successes and with this data in hand, the department expanded their in-house crisis worker program to include three part-time crisis workers covering the equivalent of two full-time positions to further support the program. Acknowledgments This framework was developed with the support of the U.S. Department of Justice’s Bureau of Justice Assistance (BJA), and in particular, Associate Deputy Director Ruby Qazilbash and Policy Advisor Maria Fryer. The Council of State Governments (CSG) Justice Center extends its appreciation for the dedication, guidance, and leadership they both offered during this project. Many people provided guidance during the evolution of this project, drawing on their extensive experience and expertise in the felds of law enforcement and mental health. They provided real world examples from which to draw, feedback on their frsthand and often diffcult experiences, expertise around this emerging feld of research, and overall support and encouragement in too many areas to count. Their critical advice, feedback, and willingness to provide input, multiple times, helped to create a strong and informed publication. The people and organizations mentioned below were instrumental in this process; however, inclusion here does not equate to endorsement of this publication or the positions presented within. Representatives from law enforcement agencies in the nation’s 10 Law Enforcement-Mental Health Learning Sites provided extensive feedback on a variety of content areas, attended focus groups, and reviewed multiple versions of the framework. They include: Arlington (MA) Police Department; Gallia, Jackson, Meigs Counties (OH) Sheriffs’ Offces; Houston (TX) Police Department; Los Angeles (CA) Police Department; Madison County (TN) Sheriff’s Offce; Madison (WI) Police Department; Portland (ME) Police Department; Salt Lake City (UT) Police Department; Tucson (AZ) Police Department; and University of Florida Police Department. Special thanks are due to the agencies below and the staff who provided expertise and reviewed multiple drafts, including: • CIT International: Tom Von Hemert, President • Major Cities Chiefs Police Association: Richard Myers, Executive Director • The Meadows Mental Health Policy Institute: BJ Wagner, Senior Director of Smart Justice • National Alliance on Mental Illness: Laura Usher, Senior Manager, Criminal Justice & Advocacy, Advocacy & Public Policy • New York Presbyterian Hospital, NY: Dr. Dianna Dragatsi, Director, Comprehensive Psychiatric Emergency Room • Police Foundation: Blake Norton, Senior Vice President and Rebecca Benson, Senior Policy Analyst • Policy Research Associates: Dan Abreu, Senior Project Associate; Travis Parker, Senior Project Associate; and Chan Noether, Program Area Director A team of researchers, practitioners, and academics also provided insight into their work and helped the CSG Justice Center develop, among many areas, the key outcomes presented in the framework. Those people include: • Dr. Michael T. Compton, Department of Psychiatry, Columbia University College of Physicians & Surgeons, NY • Dr. Gordon Crews, Professor of Criminal Justice & Criminology, School of Criminal Justice and Social Sciences, Tiffn University, OH • Detective Charles Dempsey, Offcer in Charge, Crisis Response Support Section, Mental Evaluation Unit, Admin-Training Detail, Los Angeles Police Department, CA • Dr. Alex Holsinger, Department of Criminal Justice & Criminology, University of Missouri – Kansas City, MO • Polly Knape, Clinical Director, SUN Clinic, Tucson, AZ • Dr. Melissa Morabito, School of Criminology and Justice Studies, University of Massachusetts – Lowell, MA • Dr. Amy Watson, Jane Addams College of Social Work, University of Illinois at Chicago, IL • Peter Winograd, Professor Emeritus, University of New Mexico School of Law, NM Lastly, this document would not be possible without the tireless support of many CSG Justice Center staff: Director Megan Quattlebaum; Sandra “Sandy” Jamet, program director, Behavioral Health Division; Cynthea Kimmelman-DeVries, deputy program director, Behavioral Health Division; and Darby Baham, publications editor, to name a few. The authors would also like to thank former staff who were instrumental in the creation of this document and provided either early drafts or core framing, including: Dr. Richard Cho, Nicola Smith-Kea, Martha Plotkin, Dr. Fred Osher, Michael Thompson, and Anna Montoya. 22 Endnotes 1. Jennifer D. Wood, Amy C. Watson, and Anjali J. Fulambarker, “The ‘Gray Zone’ of Police Work During Mental Health Encounters: Findings from an Observational Study in Chicago,” Police Quarterly 20, no. 1 (2017): 81-105, http://doi.org/10.1177/1098611116658875. 2. The “behavioral health” system refers to both mental health and substance addiction services (and providers). For the purposes of this framework, the focus is solely on people who have mental health needs and the portion of the behavioral health system that serves this population. That said, given the high rate of co-occurring substance addictions among this population, the framework also makes reference to connections to substance addiction treatment for people who have co-occurring conditions. 3. CIT International (CITI), the organization that leads the proliferation of the Crisis Intervention Team model, similarly calls for law enforcement responses to people with mental health needs to be implemented not as a training alone or small-scale programs, but as a comprehensive, community-wide approach. See, Dr. Randolph Dupont, Major Sam Cochran, and Sarah Pillsbury, Crisis Intervention Team Core Elements, (Memphis, TN: The University of Memphis, 2007), http://www.citinternational.org/resources/Pictures/CoreElements.pdf. 4. See, the “Police Mental Health Collaboration Toolkit,” U.S. Department of Justice, Bureau of Justice Assistance, https://pmhctoolkit.bja.gov. 5. Michael T. Compton et al., “A comprehensive review of extant research on Crisis Intervention Team (CIT) programs,” The Journal of the American Academy of Psychiatry and the Law 36, no. 1 (2008): 47-55, http://jaapl.org/content/36/1/47. 6. Before leaders in a PMHC can determine if fewer repeat encounters are occurring, they frst must defne what constitutes a repeat encounter in their community. For example, it could be defned as a person having a second mental health call in a six-month period or it could be defned as multiple calls for service to the same location. Once properly defned, this target population can be prioritized for tailored interventions and treatment, and more accurate benchmarks can be established to gauge the success of the PMHC. For general discussions on the importance of benchmarking, see, Gregory H. Watson, Benchmarking Workbook: Adapting the Best Practices for Performance Improvement (Portland, Oregon: Productivity Press, 1992); and Theodore H. Poister, Measuring Performance in Public and Nonproft Organizations (San Francisco, CA: Jossey-Bass, 2003). 7. Jennifer L. S. Teller et al., “Crisis intervention team training for police offcers responding to mental disturbance calls,” Psychiatric Services 57, no. 2 (2006): 232-237, https://doi.org/10.1176/appi.ps.57.2.232. 8. Research pertaining to the reduction of arrests after implementation of a PMHC is still in its infancy and in need of more review and evaluation. Studies have shown a greater likelihood of diversion from the criminal justice system after a PMHC has been implemented, as well as fewer arrests in some communities. See, Henry J. Steadman and Michelle Naples, “Assessing the effectiveness of jail diversion programs for persons with serious mental illness and co-occurring substance use disorders,” Behavioral Sciences and the Law 23, no. 2 (2005): 163-170, https://doi.org/10.1002/bsl.640; and Henry J. Steadman et al., “Comparing Outcomes of Major Models of Police Responses to Mental Health Emergencies,” Psychiatric Services 51, no. 5 (2000): 645- 649, https://ps.psychiatryonline.org/doi/abs/10.1176/appi.ps.51.5.645. 9. Portland has adapted elements of the CIT model to meet their local needs. As such, it may not represent fdelity to the CIT model. 10. While many law enforcement agencies are familiar with “CIT” as a specialized team or training program, the Crisis Intervention Team model is a comprehensive, community-wide response in which a specialized team works within a larger agency context and partnership, consistent with the approach outlined in this framework. See, Dr. Randolph Dupont, Major Sam Cochran, and Sarah Pillsbury, Crisis Intervention Team Core Elements (Memphis, TN: The University of Memphis, 2007), http://www.citinternational.org/resources/Pictures/CoreElements.pdf. 11. Houston has adapted elements of the CIT model to meet their local needs. As such, it may not represent fdelity to the CIT model. 12. Michael T. Compton et al., “Use of force preferences and perceived effectiveness of actions among Crisis Intervention Team (CIT) police offcers and non- CIT offcers in an escalating psychiatric crisis involving a subject with schizophrenia,” Schizophrenia Bulletin 37, no. 4 (2011): 737-45, https://doi.org/10.1093/schbul/sbp146. 13. For more information on state training standards and requirements, see Martha Plotkin and Talia Peckerman, The Variability in Law Enforcement State Standards: A 42-State Survey on Mental Health and Crisis De-escalation Training (New York: The CSG Justice Center, 2017), https://csgjusticecenter.org/law-enforcement/publications/the-variability-in-law-enforcement-state-standards/. 14. These topics were compiled from nationally available CIT curricula, as well as feedback-generated conversations held with employees of the 10 national Law Enforcement-Mental Health learning sites. Each of these sites has adopted or customized their own curricula and suggested the most common topics that they use. 15. These topics were compiled from nationally available CIT curricula, as well as feedback generated conversations held with employees of the 10 national Law Enforcement-Mental Health learning sites. Each of these sites has adopted or customized their own curricula and suggested the most common topics that they use. 16. Missouri has built on the CIT model and adapted elements to meet their local needs. As such, it may not represent fdelity to the CIT model. 17. Sequential Intercept Mapping uses the Sequential Intercept Model to access the available resources, determine gaps in services, and plan for community change within a jurisdiction. “These activities are best accomplished by a team of stakeholders that cross over multiple systems, including mental health, substance use, law enforcement, pre-trial services, courts, jails, community corrections, housing, health, social services, people with lived experiences, family members, and many others.” See, The Sequential Intercept Model, https://www.prainc.com/sim/; Dan Abreu et al., “Revising the paradigm for jail diversion for people with mental and substance use disorders: Intercept 0,” Behavioral Sciences and the Law 35, no. 5-6 (2017): 380–395, https://doi.org/10.1002/bsl.2300; Mark R. Munetz and Patricia Griffn, “Use of the Sequential Intercept Model as an Approach to Decriminalization of People with Serious Mental Illness,” Psychiatric Services, no. 57 (2006): 544-549, DOI: 10.1176/ps.2006.57.4.544; and SAMHSA GAINS Center for Behavioral Health and Justice Transformation, Developing a Comprehensive Plan for Mental Health & Criminal Justice Collaboration: The Sequential Intercept Model. 23 Police-Mental Health Collaborations: A Framework for Implementing Effective Law Enforcement Responses for People Who Have Mental Health Needs The Council of State Governments Justice Center prepared this publication with support from the Bureau of Justice Assistance (BJA), U.S. Department of Justice, under grant number 2016-MU-BX-K003. The opinions and fndings in this document are those of the authors and do not necessarily represent the offcial position or policies of the U.S. Department of Justice or the members of The Council of State Governments. About BJA: The Bureau of Justice Assistance is a component of the Offce of Justice Programs and helps to make American communities safer by strengthening the nation’s criminal justice system. Its grants, training and technical assistance, and policy development services provide state, local, and tribal governments with the cutting edge tools and best practices they need to reduce violent and drug-related crime, support law enforcement, and combat victimization. Visit www.bja.gov for more information. About the CSG Justice Center: The Council of State Governments (CSG) Justice Center is a national nonproft, nonpartisan organization that combines the power of a membership association, representing state offcials in all three branches of government, with policy and research expertise to develop strategies that increase public safety and strengthen communities. For more about the CSG Justice Center, see www.csgjusticecenter.org. The Council of State Governments Justice Center, New York, 10007 © 2018 by the Council of State Governments Justice Center All rights reserved. Published 2018. Cover and interior design by Mina Bellomy. Bureau of Justice Assistance U.S. Department of Justice 24 ITEM NO. 6.D. 1 Meeting Date: August 25, 2020 Departments: Administration Submitted By: Darrin Jenkins, City Manager Agenda Title: Consideration of a Letter Commenting on Sonoma County’s Use of a $149 Million Settlement from PG&E for 2017 Sonoma Complex Fires RECOMMENDED ACTION Consider whether to send a letter making suggestions to Sonoma County regarding potential uses of its $149 million settlement from PG&E for the 2017 Sonoma Complex Fires. If Council wishes to send a letter, provide direction on the content of the letter. BACKGROUND Sonoma County requests public input on uses of its $149 million settlement. See attached Press Release. Staff prepared the attached draft letter for consideration by the City Council. Community members are encouraged to provide input by emailing suggestions to PGECommunityInput@sonoma-county.org between now and Sept. 4. Department Head Approval Date: N/A Finance Director Approval Date: N/A City Manager Approval Date: 8/20/2020 D. Jenkins Attachments: 1. Sonoma County Press Release 2. Draft Comment Letter 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 130 Avram Avenue ♦ Rohnert Park CA ♦ 94928 ♦ (707) 588-2226 ♦ Fax (707) 794-9248 www.rpcity.org City Council Joseph T. Callinan Mayor Jake Mackenzie Vice Mayor Gina Belforte Susan Hollingsworth Adams Pam Stafford Councilmembers ________________ Darrin Jenkins City Manager Don Schwartz Assistant City Manager Michelle Marchetta Kenyon City Attorney Sergio Rudin Assistant City Attorney Nishil Bali Finance Director Sylvia Lopez Cuevas City Clerk Tim Mattos Public Safety Director John McArthur Director of Public Works and Community Services Mary Grace Pawson Director of Development Services Victoria Perrault Human Resources Director August 25, 2020 Sonoma County Board of Supervisors 575 Administration Drive Suite 104 A Santa Rosa, CA 95403 RE: Request for Input on Use of PG&E Settlement Funds Dear Board Members, Thank you for allowing the public an opportunity to provide input on the use of the $149 million you received from PG&E as a settlement from the 2017 Sonoma Complex Fires. We represent nearly 10% of Sonoma County residents and want to contribute toward developing a plan for the funds. First and foremost, we acknowledge that emergencies and disasters are our new normal. We must become more resilient and more prepared to protect and serve our Sonoma County community. It is with that in mind that we make these suggestions. Wildland Fire Equipment $3 million It is increasingly apparent that wildfire events occur in regional complexes of fires – Sonoma Complex Fires in 2017 accompanied by multiple Napa fires simultaneously. The wind driven fires in 2018 and 2019 as well. The Lightening Complex Fires of Napa and Sonoma this year. In these instances, Sonoma County finds itself largely on its own for initial defense. It takes several days—days when fires may be expanding rapidly if not quickly addressed—for mutual aid to arrive from other regions of the state. We have improved our responsiveness by staffing up for Red Flag Warnings. However, we can and should do more. The County could purchase seven identical Type 3 Wildland Fire Engines. Station four of them at the four largest fire agencies—Santa Rosa, Petaluma, Rohnert Park and Sonoma County Fire. These large agencies are most likely to be able to assemble crews to staff the engines. Station the other three geographically where fire danger is greatest—west, north, and east (e.g. Guerneville/Forestville, Geyserville/Cloverdale, Sonoma/Glen Ellen). The interchangeability of the engines would allow crews from any agency in the county to easily staff any of the seven engines depending on staff availability. These engines would be dedicated to Sonoma County and not sent off to fires outside our county—the risk here is simply too high. These engines would last us twenty years and require no additional funding from the County. Road Damage and Evacuation Routes $50 million The County maintains one of the most extensive road systems in California. Many of these roads were severely impacted by debris removal operations resulting in premature failure and excessive wear and tear. They should be repaired. Page 2 Furthermore, many rural roads are too narrow and in such poor condition that they compromise evacuation and simultaneous firefighting efforts. They should be repaired and where possible, widened. Due to budget impacts of COVID-19, some road maintenance revenues are down significantly, potentially undermining the current road paving planned by Transportation and Public Works. These funds should be backfilled to keep the full scope of scheduled projects on track. Reduce Greenhouse Gas Emissions to Lessen Future Fires $10 million Climate change due to greenhouse gas emissions is implicated in the growing severity and frequency of wildfires in our County. These funds are an opportunity to reduce greenhouse gasses in our county. The highest emissions are from transportation, primarily single occupant vehicles. The County could implement measures to reduce emissions such as improved non-motorized transportation infrastructure (e.g. bicycle and pedestrian facilities). One candidate project is to provide a safe alternative to motor vehicle commuting by completing portions of the bicycle and pedestrian path along the railroad tracks; Santa Rosa to Windsor, Rohnert Park to Penngrove/Petaluma. Permanent Supportive Housing $50 million One of the most resource intensive efforts in recent emergencies surrounds managing the safety, movement, and sheltering of people experiencing homelessness. While less than 1% of our population, this group requires a large amount of Emergency Operations Center attention. This affects our County’s responsiveness and attention for the remaining 99% of our population. The County recently began exploring buying struggling motels and converting them to permanent supportive housing. The biggest impediment to solving homelessness is the lack of permanent supportive housing. We need about 1,000 more beds in our county. We estimate the cost of that as approximately $100 million. Spending $50 million would get us half way to ending homelessness in Sonoma County and improving our responsiveness during future disasters and emergencies. Sonoma County declared a homeless emergency—let’s address the emergency. Operating these facilities will cost much less per person than facilities such as Los Guillicos or Sam Jones Hall. Relocation and Expansion of Emergency Operations Center $20 million The current County Emergency Operations Center is undersized, inefficient, and antiquated. Take a page from Marin County’s success example and buy or lease an empty office building; remodel it to provide a modern, adequately sized, technologically advanced Emergency Operations Center. Page 3 During the last few years there is one place in Sonoma County that stands out as a safe haven—Rohnert Park. It is centrally located, away from high fire hazard areas, has available space, and has three high speed internet-over-fiber providers. The Sonoma County Library recently located their headquarters to our State Farm Drive area. The Sonoma County Public Safety Consortium is relocating its emergency back-up servers for computer aided dispatch and records management system to the same area. Improve Emergency Operations Amongst Agencies $1 Million Purchase common equipment and emergency operations software for the County departments, all nine cities, SSU, SRJC, SCOE, and tribal governments. A common operating platform will facilitate communication. The County is responsible for emergency management and resource request and fulfillment through CalOES. We need to be able to better communicate resource requests and fulfillment than our current email and telephone system. Expand Fire Camera System $3 Million The fire camera system is a tremendous value for detecting, locating, and monitoring fires. However, there are numerous gaps in the system. For example the west slope of Taylor and Sonoma Mountain are not monitored from any camera. This is just one example of the gaps. Deploy additional cameras to observe areas upslope from high population centers. Disaster Reserve $12 Million What’s next?! We seem to go from disaster to disaster and lately we’ve even worked through multiple disasters at once. We suggest the County keep some of the funds in reserve for cash flow in the next disaster which is just around the corner. We’ve never regretted having healthy reserves on hand. Thank you for your excellent ongoing leadership during these trying times. Please take this once in a life time opportunity to improve our community resiliency and invest in our future safety. Sincerely, Joseph T. Callinan Mayor City of Rohnert Park cc: County Administrator Mayors of Sonoma County PRESS RELEASE FOR IMMEDIATE RELEASE Date: Aug. 10 , 2020 Supervisors seek public input on allocation of PG&E funds until Sept. 4 SANTA ROSA, CA – The Sonoma County Board of Supervisors on Tuesday, Aug. 11, will discuss the allocation of $149 million in Pacific Gas & Electric settlement funds and is seeking public input on how the funds should be spent before making a final decision. In addition to hearing ideas from the public at its Tuesda y meeting, t he Board is expected to direct staff to accept written input from the community via email until Sept. 4. Staff will then compile, summarize and share these ideas prior to the Board’s Oct. 6 meeting where a possible decision will be made about how the funds will be allocated. The funds are the result of a lawsuit Sonoma County filed on Feb. 26, 2018 against PG&E as a result of damages related to the October 2017 fires. The lawsuit, along with hundreds of other consolidated claims filed by ot her public entities, fire victims and insurance companies, came to a halt when PG&E filed for Chapter 11 bankruptcy on Jan. 29, 2019. Sonoma County and eight other public entities settled their damage claims with PG&E on June 18, 2019 for a total of $415 million. Based on a pro rata share allocation of the respective amounts of actual damages suffered by each entity, Sonoma County received a total of $149.3 million, after attorneys’ fees and costs. The bankruptcy court approved PG&E’s reorganization plan on June 20. The County’s calculated losses from the 2017 fires include $111.5 million in damages to roads, culverts and trees and ecosystem service losses, including watershed restoration and water quality protection. The County also has listed other costs including $26.8 million in out-of-pocket expenses, which includes staff time and labor costs to perform work related to the fire response and recovery efforts. In determining allocations for the PG&E settlement funds, the Board of Supe rvisors is expected to consider making further investments in recovery and resiliency as guided by t he Recovery and Resiliency Framework vision that the Board adopted in December 2018. The Board also is expected to be influenced by the County’s five-year Strategic Plan priorities, which supervisors are now in the process of updating . As discussed during the July 27-28 Budget Workshops, the Board also may decide to use a portion of the settlement funds to address the County’s current $45 million budget shortfall that’s a result of revenue declines and cost increases associated with the COVID-19 pandemic and economic downturn. Community members are encouraged to provide input by emailing suggestions to PGECommunityInput@sonoma -county.org between now and Sept. 4. ### Contact Information: Paul Gullixson, Communications Manager publicaffairs@sonoma -county.org 707-565-1964 or 707-565-3040 575 Administration Drive, Suite 104A Santa Rosa, CA 95403 ITEM NO. 6.E. 1 Meeting Date: August 25, 2020 Department: Administration Submitted By: Darrin Jenkins, City Manager Prepared By: Sylvia Lopez Cuevas, City Clerk Agenda Title: Authorize the City of Rohnert Park to Acquire a Local Government Commission Membership RECOMMENDED ACTION: Authorize the City of Rohnert Park to Acquire a of a Local Government Commission (LGC) Membership. BACKGROUND: At the City Council Meeting of August 11, 2020, Vice Mayor Mackenzie requested the Council to bring an item forward to discuss acquiring a Local Government Commission Annual Membership. This request was supported by Councilmember Belforte. ANALYSIS: Attached are materials from LGC on the benefits of membership. The Membership Levels and Annual Dues are as follows: 1. Agency $600: Cities, counties and special districts (a total of up to 10 elected officials and key staff) 2.Elected Official $125: Local elected officials (individual) 3. Associate $75: Government Staff, community leaders, all other non-elected 4.Retired $50: Former local elected officials FISCAL IMPACT/FUNDING SOURCE: Joining the Local Government Commission will result in a $600 annual fee for a total of up to 10 elected officials and key staff. The Local Government Commission was not considered as a membership during the budget development process. The City Council’s budget for dues and subscriptions is $61,600, which includes payments to the League of California Cities, Local Agency Formation Commission, and other agencies. During the budget process membership costs are estimated, including assumed increases; however, some agencies are trying to minimize cost increases due to the pandemic. The City may have room in the budget for the $600 payment. Department Head Approval Date: N/A City Manager Approval Date: 08/13/2020 City Attorney Approval Date: N/A Attachments: 1. Local Government Commission Membership Information. 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 Fostering Innovation in Environmental Sustainability, Economic Prosperity and Social Equity LGC MEMBERSHIP WHY SHOULD YOU JOIN THE LOCAL GOVERNMENT COMMISSION? WHAT IT MEANS TO BE AN LOCAL GOVERNMENT COMMISSION (LGC) MEMBER Our network is made up of policymakers, multidisciplinary practitioners and emerging leaders who pursue innovative smart-growth strategies, seek new partners and tools to improve their communities, strengthen local economies, and enrich the lives of all residents. OUR VISION LGC works to build livable communities and local leadership by connecting l eaders via innovative programs and network opportunities, advancing policies through participation at the local and state level, and implementing solutions as a technical assistance provider and advisor to local jurisdictions. With roots in California and a national reputation, LGC offers inspiration, information, and partnership for local and regional champions dedicated to building thriving communities that integrate civic engagement with environmental, social and economic priorities. THE BENEFITS OF AN LGC MEMBERSHIP •Networking with other forward-thinking and visionary community leaders •Regular news and updates on issues you care about •Access to information about timely funding opportunities •Discounted registration for premier national, statewide and regional events •Access to technical assistance and practical tools for implementing on-the-ground successes in your community Membership Levels and Annual Dues Agency $600: Cities, counties and special districts (a total of up to 10 elected officials and key staff) Elected Official $125: Local elected officials (individual) Associate $75: Government Staff, community leaders, all other non-electeds Retired $50: Former local elected officials Learn more and become an LGC member at: lgc.org Fostering Innovation in Environmental Sustainability, Economic Prosperity and Social Equity LGC MEMBERSHIP WHAT WE DO LGC supports local policymakers through nationally recognized events, cost effective technical assistance, and policy guidance on Climate Change, Community Design, Energy, Water, and National Service. HOW WE DO IT Connecting Leaders LGC is a unique forum for local leaders to come together to share experience, build their network, and learn new strategies for creating livable communities. LGC offers conferences, training forums and resources that grow local knowledge for creating livable communities and build a cadre of leaders throughout the state with a local presence and national influence. Advancing Policies LGC works on behalf of local leaders to participate in policy conversations at the local, regional, and state level to ensure that needs are met in communities where they will have an impact. LGC maintains key partnerships with state, regional, and key Federal entities and is called upon regularly to provide livable communities expertise in the policy arena. Implementing Solutions LGC has an extensive track record partnering with local communities as a technical assistance provider to design projects, engage stakeholders, and help shape local policy that results in sustainable solutions. LGC programs build local capacity to engage leaders, ins titutions, media, and the public to build political will for advancing sustainability. ITEM NO. 6.F. 1 Meeting Date: August 25, 2020 Department: Administration Submitted By: Darrin Jenkins, City Manager Prepared By: Elizabeth Machado, Deputy City Clerk Agenda Title: Consideration of Designating a Voting Delegate for the League of California Cities Annual Conference – October 7-9, 2020, Virtual Conference RECOMMENDED ACTION: Consider designating a voting delegate(s) for the League of California Cities Annual Conference being held virtually October 7 - 9, 2020 and directing staff to complete the Voting Delegate Form and submit it to the League of California Cities. BACKGROUND: At the Annual Conference, the League conducts its Annual Business Meeting where League Members take action on conference resolutions. These resolutions help guide cities and the League in efforts to improve the quality, responsiveness and vitality of local government in California. The League’s bylaws stipulate that each city is entitled to one vote on matters affecting League policy. ANALYSIS: The League of California Cities (League) will be holding its Annual Conference virtually October 7 - 9, 2020. The voting delegate and/or alternate must be registered for the conference and present in order to vote on behalf of Rohnert Park at the Annual Business Meeting scheduled for Friday, October 9, 2020. According to the League’s bylaws, Council may appoint a Council Member and/or a staff member as either a primary or an alternate voting delegate. Should the City Council wish to select a delegate, the City Council may appoint a primary voting delegate and up to two alternate voting delegates and direct staff to complete the Voting Delegate Form and submit it to the League of California Cities no later than Wednesday, September 30, 2020. STRATEGIC PLAN ALIGNMENT: Involvement by representation with outside authorities, governmental agencies, and advisory groups supports the City’s values of communication and collaboration and Goal A – Practice participative leadership at all levels. This action is also consistent with strategic Plan Goal D: Continue to develop a vibrant community. OPTIONS CONSIDERED: Staff is requesting the City Council appoint a primary voting delegate to attend the conference. Councilmember Susan Hollingsworth Adams will be attending the conference. Staff considered the following options: 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. 6.F. 2 1. Appoint Susan Hollingsworth Adams as the voting delegate and direct staff to complete the Voting Delegate Form and submit it to the League. (Recommended Option) 2. Decline appointing a primary voting delegate. By not appointing voting delegates, the City would forfeit its right to vote on the League’s business matters dedicated to improving the quality, responsiveness and vitality of local government in California. (Not Recommended) FISCAL IMPACT/FUNDING SOURCE: None. Department Head Approval Date: N/A Finance Director Approval Date: N/A City Attorney Approval Date: N/A City Manager Approval Date: 08/19/2020 Attachments (list in packet assembly order): 1. Annual Conference Advisory Letter Voting Delegate Alternate Form 2. League of California Cities - Tentative Schedule 7/30/2020 League of California Cities - Program at a Glance https://www.cacities.org/Education-Events/Annual-Conference/For-Attendees/Program-at-a-Glance 1/2 Home > Education & Events > Annual Conference > For Attendees > Program at a Glance Prelimary Schedule at a Glance As of July 28, 2020 (subject to change) Wednesday, October 7 10:00 - 11:30 a.m. Opening General Session 1:00 - 2:15 p.m. Concurrent Sessions 2:30 - 3:45 p.m. Concurrent Sessions 4:00 - 5:15 p.m. Concurrent Sessions Evening Networking Opportunities All Day Virtual Expo Open Thursday, October 8 9:00 - 10:30 a.m. General Session 10:45 a.m. - 12:00 p.m. Concurrent Sessions 12:00 - 12:45 p.m. League Partner Speaker Theater 12:45 - 2:00 p.m. Concurrent Sessions 1:00 - 2:15 p.m. General Resolutions Committee 1:30 - 2:15 p.m. League Partner Speaker Theater Tentative Schedule For Attendees Conference App 7/30/2020 League of California Cities - Program at a Glance https://www.cacities.org/Education-Events/Annual-Conference/For-Attendees/Program-at-a-Glance 2/2 2:15 - 3:30 p.m. Concurrent Sessions 3:00 - 3:45 p.m. League Partner Speaker Theater 3:45 - 5:00 p.m. Concurrent Sessions Evening Networking Opportunities All Day Virtual Expo Open Friday, October 9 9:00 - 10:15 a.m. Concurrent Sessions 10:30 - 11:45 a.m. Concurrent Sessions 11:00 - 12:00 p.m. General Assembly (Consideration of Resolutions Only) 1:00 - 2:30 p.m. Closing Session All Day Virtual Expo Open NOTE: Conference Registration is required to attend all conference activities including Department and Division meetings and the General Assembly. 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