2021/04/13 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 AND FOUNDATION BOARD SPECIAL MEETING
Tuesday, April 13, 2021
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 &
FOUNDATION SPECIAL MEETING - CALL TO ORDER/ROLL CALL
(Adams_____Linares_____Stafford_____Elward_____Giudice_____)
2.PLEDGE OF ALLEGIANCE
3.PRESENTATIONS
3.A Mayor’s Proclamation: Recognizing April as Sexual Assault Awareness Month
Item 3.A.
3.B Mayor’s Proclamation: Proclaiming April as National Fair Housing Month
Item 3.B.
4.SSU STUDENT REPORT
4.A By Emily Ann Miller, Vice President of External Affairs and Yeymi Perez, Community
Affairs Senator, Sonoma State University Associated Students, Inc. (SSU ASI)
5.DEPARTMENT HEAD BRIEFINGS
6.PUBLIC COMMENTS
Persons wishing to address the Council on any Consent Calendar item or on City business not
listed on the Agenda may do so at this time. Each speaker will be allotted three minutes. Those
wishing to address the Council should refer to Page 1 for information on how to submit public
comments.
7.CONSENT CALENDAR
All items on the Consent Calendar will be considered together by one or more action(s) of the City
Council and/or the Rohnert Park Financing Authority and Successor Agency to the Community
Development Commission, whichever is applicable, unless any Council Member or anyone else
interested in a consent calendar item has a question about the item.
Council Motion/Roll Call Vote:
(Adams_____Linares_____Stafford_____Elward_____Giudice_____)
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.
7.A Acceptance of Reports from Finance Department:
7.A.1. City Bills/Demands for Payment dated March 13, 2021 through April 12, 2021
7.A.2. Successor Agency to the CDC Bills/Demands for Payment dated March 2, 2021 to
March 18, 2021
7.A.3. City Council Quarterly Expense Report (January, February and March 2021)
7.B Approval of Minutes for:
7.B.1. City Council/RPFA/Successor Agency Joint Regular Meeting, March 23, 2021
7.B.2. City Council/RPFA/Successor Agency Joint Special Meeting, April 5, 2021
7.C Adopt Resolution 2021-037 Authorizing an Agreement for Routine Maintenance and
Energy Cost Sharing for Certain Traffic Signals with Sonoma County and Related Actions
Item 7.C.
8.FOUNDATION BOARD REGULAR ITEMS
8.A Consider and Provide Direction for a Replacement Funding Program for Non-Profit
Fireworks Booth Operators
A. Staff Report
B. Public Comments
C. Council discussion/direction
Item 8.A.
Item 8.A. PowerPoint Presentation
9.REGULAR ITEMS
9.A Introduce by title only and waive first reading of Ordinance No. 954, an Ordinance of the
City Council of the City of Rohnert Park Repealing and Replacing Chapter 9.49 of the
Rohnert Park Municipal Code to Prohibit the Sale and Use of Fireworks
A. Staff Report
B. Public Comments
C. Ordinances for Introduction and Reading of Title: Ordinance 954, an Ordinance of the
City Council of the City of Rohnert Park, California, Repealing and Replacing Chapter
9.49 of the Rohnert Park Municipal Code to Prohibit the Sale and Use of Fireworks
D. Council Motion/Roll Call Vote:
(Adams_____Linares_____Stafford_____Elward_____Giudice_____)
Item 9.A.
9.B Receive Overview of Redistricting Process; and Discuss and Provide Direction Regarding
Retention of Demographer, Michael Wagaman of Wagaman Strategies and Community
Outreach Consultant, Tripepi Smith for Services Relating to Redistricting
A. Staff Report
B. Public Comments
C. Council Discussion/Direction
Item 9.B.
Item 9.B. PowerPoint Presentations
9.C Discussion and Direction on the Southwest-Commerce Roundabout Landscaping (CIP
Project 2017-07)
A. Staff Report
B. Public Comment
C. Council discussion/direction
Item 9.C.
Item 9.C. PowerPoint Presentation
10.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.
10.A Standing Committee Reports:
10.B Liaison Reports:
1.Golf Course Oversight Committee Special Meeting (3/30)
10.C Outside Agency Appointments:
1.Sonoma Clean Power Authority Board of Directors Meeting (4/1)
2.Health Action Council Meeting (4/2)
3.Mayors’ and Councilmembers’ City Selection Committee, Board & General
Membership (4/8)
4.Sonoma County Transportation Authority/Regional Climate Protection Authority
(SCTA/RCPA) Board of Directors Meeting (4/12)
5.Redwood Empire Municipal Insurance Fund (REMIF) Board of Directors Special
Meeting (3/25)
6.Water Advisory Committee (WAC) and Technical Advisory Committee to Sonoma
Water Joint Special Meetings (4/5)
7.Santa Rosa Plain Groundwater Sustainability Agency Board of Directors Meeting (4/8)
8.Zero Waste Sonoma Board of Directors Special Meeting (3/30)
10.D Other Reports:
11.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.
12.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.
13.PUBLIC COMMENTS
Persons wishing to address the Council on any Consent Calendar item or on City business not
listed on the Agenda may do so at this time. Each speaker will be allotted three minutes. Those
wishing to address the Council should refer to Page 1 for information on how to submit public
comments.
14.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
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A PROCLAMATION OF THE MAYOR OF THE CITY OF ROHNERT PARK
D ECLARING A PRIL AS S EXUAL A SSAULT A WARENESS M ONTH
Whereas, April is Sexual Assault Awareness Month and is intended to draw attention to the fact that
sexual violence is widespread and impact s every resident in Rohnert Park and Sonoma County; and
Whereas, this crime occurs far too frequently, goes unreported far too often, affects individuals of
all ages, backgrounds, and leaves long lasting physical and emotional scars; and
Whereas , when we talk about prevention, we mean stopping sexual violence before it happens by
lifting the veil of secrecy and shame surrounding it and changing norms that allow it to exist in the
first place; and
Whereas, Sexual Assault Awareness Month brings attention to the fact that sexual assault, dating
violence, sexual harassment, stalking, and abuse can happen anywhere, including online spaces. It
impacts all of society despite gender identity, sexual orientation, race and socioeconomic status; and
Whereas, Verity, Sonoma County uses each day of the year as an opportunity to facilitate healing
and promote the prevention of violence by increasing awareness, education, and community
involvement; and
Whereas, no one person, organization, agency or community can eliminate sexual assault on their
own—we must work together to educate our community by having conversations about what sexual
violence is, how to prevent it, and how to help survivors connect with crucial counseling and other
support services.
Now, Therefore be it Resolved, that I, Gerard Giudice, as Mayor, and on behalf of the City
Council herby proclaim April as Sexual Assault Awareness month in Rohnert Park. We urge all
residents to work together to eliminate domestic violence from our community by learning more
about prevention and by showing support for the numerous organizations and individuals who
provide critical advocacy, services and assistance to victims.
Duly and Regularly Proclaimed this 13th day of April 2021.
CITY OF ROHNERT PARK
Gerard Giudice, MAYOR
Item 3.A.
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A PROCLAMATION OF THE MAYOR OF THE CITY OF ROHNERT PARK
D ECLARING A PRIL AS F AIR H OUSING M ONTH
Whereas, Fair Housing Month is celebrated each April across the United States, this year we
celebrate the 53rd anniversary of the enactment of the Federal Fair Housing Act of 1968; and
Whereas, equal opportunity for all – regardless of race, color, religion, sex, disability, familial
status or national orig in – is a fundamental goal of our nation, state, and city; and
Whereas, housing is a critical component of family and community health and stability. Housing
choices impacts our children’s access to education, our ability to seek and retain employment
options, the cultural benefits we enjoy, the extent of our exposure to crime and drugs, and the
quality of health care we receive in emergencies; and
Whereas, as a community we welcome and recognize the contributions and richness tendered by
a wide variety of people of all colors, ethnic backgrounds and gender identities; and
Whereas, we encourage and support fair housing practices and in order to heighten public
awareness, the City of Rohnert Park pledges its commitment to improve housing options and
celebrates the value of harmonious and diverse communities by promoting Fair Housing Law; and
Whereas, we recognize that a proclamation or a single action, in and of itself, will not change a
community but rather that we are all responsible, both individually and collectively, for creating
and fostering an anti-racist and unbiased community in our words and actions, and that, we must
actively acknowledge and stand up against racism and discrimination of any kind.
Now, Therefore, be it Proclaimed that I, Gerard Giudice, Mayor of the City of Rohnert
Park do hereby proclaim the month of April 2021 as Fair Housing Month advocating for equal
housing opportunities for all residents and prospective residents of the City of Rohnert Park.
Duly and Regularly Proclaimed this 13th day of April 2021.
CITY OF ROHNERT PARK
Gerard Giudice, MAYOR
Item 3.B.
Item 7.A.1.
Item 7.A.2.
* Report includes transactions for March 18, 2021
City of Rohnert Park,.£
Council Members Expense Report by Quarter*
Fiscal Year 20/21
Account Quarter 1
City Representation 6601 July-Dec $0.00
City Representation 6602 Jan-June $0.00
Stafford 6606 $0.00
Adams 6615 $80.00
Guidice 6616 $0.00
Linares 6617 $0.00
Elward 6618 $0.00
Total $80.00
*Note: Expenses are reported when paid not attended
Quarter2
$125.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$125.00
Remaining
Quarter 3 Quarter4 YTD Total Budget Budget
$0.00 $125.00 $750.00 $625.00
$0.00 $0.00 $750.00 $750.00
$30.00 $30.00 $1,500.00 $1,470.00
$30.00 $110.00 $1,500.00 $1,390.00
$0.00 $0.00 $1,500.00 $1,500.00
$0.00 $0.00 $1,500.00 $1,500.00
$0.00 $0.00 $1,500.00 $1,500.00
$60.00 $0.00 $265.00 $9,000.00 $8,735.00
Item 7.A.3.
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, March 23, 2021
1.CITY COUNCIL/RPFA/SUCCESSOR AGENCY TO THE CDC JOINT REGULAR
MEETING - CALL TO ORDER/ROLL CALL
Mayor Giudice called the joint regular meeting to order at 5:00 p.m., the notice for which being
legally noticed on March 19, 2021. 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:
Gerard Giudice, Mayor
Jackie Elward, Vice Mayor
Susan H. Adams, Councilmember
Willy Linares, Councilmember
Pam Stafford, Councilmember
Absent: None.
Staff attending via Zoom Video Communications: City Manager Jenkins, Assistant City
Manager Schwartz, City Attorney Kenyon, Director of Public Works and Community Services
McArthur, Development Services Director Pawson, Finance Director Bali, Director of Public
Safety Mattos, Human Resources Director Perrault, Deputy Director of Community Services
Bagley, Housing Administrator Garcia, Senior Code Compliance Officer Kirk, Management
Analyst Beran, Senior Analyst L. Tacata, Planning Manager Beiswenger, Environmental
Coordinator Bennett, Fire Marshal Thompson, Associate Engineer Brandt, Deputy Chief Bates,
Performing Arts Center Supervisor Miller, Deputy City Engineer Garrett, Lieutenant, and City
Clerk Lopez Cuevas.
Staff Present: Information Systems (IS) Operations Manager Rowley and Deputy City Clerk
Machado.
2.PLEDGE OF ALLEGIANCE
Led by Mayor Giudice.
3.PRESENTATIONS
A.Mayor’s Certificate of Recognition: Recognizing Pamela Abbot Enz for her
donations to the Rohnert Park Performing Arts Center
Mayor Giudice read the proclamation and presented it to Pamela Abbot Enz.
Item 7.B.1.
City of Rohnert Park Joint Regular Meeting Minutes for City Council March 23, 2021
RPFA/CDC Successor Agency Page 2 of 9
B.Mayor’s Proclamation: Recognizing Sonoma County Conservation Action for their
for their tireless work and education on local environmental issues
Mayor Giudice read the proclamation and presented it to Michael Allen.
C.Mayor’s Proclamation: Denouncing Anti-Asian Racism and Violence
Mayor Giudice read the proclamation and presented it to Dr. Robert Eyler on behalf of Dr.
Sakaki.
D.Presentation by Mayor Giudice Regarding Press Release Issued by the Sonoma
County Mayors and Board Chair Condemning Racists Comments
Mayor Giudice read the press release and presented it to Vice Mayor Elward.
PUBLIC COMMENTS:
Deputy City Clerk Machado read comments submitted by:
Holly Neal, Kelly Child, Bill Dodd, Celcilia Aguiar-Curry, and Maddy Hirschfield who
spoke about this item.
4.DEPARTMENT HEAD BRIEFING
A.Rohnert Park: Protected-Permissive Project Update by Associate Engineer Justin
Brandt
Associate Engineer Justin Brandt presented this item and provided an update on the City’s
plan to install flashing yellow left-turn signal.
5.PUBLIC COMMENTS
Deputy City Clerk Machado read comments submitted by:
Jim Duffy spoke about the charges against two former Public Safety Officers and civilian
oversight.
Steve Keith spoke about in-person council meetings.
Marni Wroth spoke about the death of Branch Wroth.
6.CONSENT CALENDAR
6.A Acceptance of Reports from Finance Department:
1. City Bills/Demands for Payment dated March 1, 2021 through March 12, 2021
2.City- Cash Report for Month Ending January 31, 2021
3.RPFA- Cash Report for Month Ending January 31, 2021
4.Successor Agency- Cash Report for Month Ending January 31, 2021
5. Housing Successor Agency- Cash Report for Month Ending January 31, 2021
6.B Acceptance of 2020 Part I and II Crimes Report PULLED BY COUNCILMEMBER
ADAMS
6.C Acceptance of Annual Report of the Parks and Recreation Master Plan and State of
Cultural Arts in the City of Rohnert Park and Biennial Report on the Condition of
Monuments, Works of Art, and Municipal Facilities in the City of Rohnert Park
6.D Acceptance of Reports from Development Services Department:
1. Annual Review of Development Agreements
2. Annual Review of the Growth Management Program
City of Rohnert Park Joint Regular Meeting Minutes for City Council March 23, 2021
RPFA/CDC Successor Agency Page 3 of 9
3.Annual Status of the General Plan and Housing Element for the Year of 2020
6.E Approval of Minutes for:
1. City Council Joint Special Meeting, March 5, 2021
2. City Council/RPFA/Successor Agency Joint Regular Meeting, March 9, 2021
3. City Council/RPFA/Successor Agency Joint Special Meeting, March 10, 2021
6.F Adopt Resolution 2021-032 Authorizing and Approving a Change in the Position Title
and Associated Job Description for Director of Public Works PULLED BY
COUNCILMEMBER STAFFORD
6.G Adopt Resolution 2021-033 Finding the 2020-2021 Preventative Maintenance (Project
2020-21) Exempt from the California Environmental Quality Act under CEQA
Guidelines Section 15301, Approving the Plans and Specifications, Approving a
Budget Amendment, and Awarding the Construction Contract to Argonaut
Constructors for $452,700, and Related Actions
6.H Adopt Resolution 2021-036 Finding the Country Club Drive Rehabilitation Project
(Project 2018-34) Exempt from CEQA Pursuant to CEQA Guidelines Section 15301,
Approving the Plans and Specifications, Awarding the Construction Contract to
Ghilotti Construction, Inc. for $1,442,126.00, Authorizing Task Order Amendment 2 to
Task Order 2019-01 with Coastland Civil Engineering for a total amount of
$182,123.00, Authorizing Task Order 2021-03 for Construction Management Services
for a Total Amount of $142,798.00, and Approving a Budget Amendment
6.I Adopt Ordinance 952, an Ordinance of the City Council of the City of Rohnert Park,
California, amending Chapter 17.06 Article XV.A the Form-Based Codes for Special
Areas and the SV P-D Zoning District respectively, of the City Of Rohnert Park
Municipal Code, in Connection with the SOMO Village Project located South of
Camino Colegio, West of the Southeast Specific Plan, East of the Smart Rail and North
of E. Railroad Avenue (APNS 46-051-040, 46-051-042, And 46-051-045)
6.J Adopt Ordinance 953, an Ordinance of the City Council of the City of Rohnert Park
approving the Amended and Restated Development Agreement by and among the City
of Rohnert Park and SOMO Village LLC and an agreement to comply with and be
subject to Amended Development Agreement between the City SOMO Village, LLC
and SOMO Village Commercial LLC for the SOMO Village Project located South of
Camino Colegio, West of the Southeast Specific Plan, East of the Smart Rail and North
of E. Railroad Avenue (APNS 46-051-040, 46-051-042, and 46-051-045)
6.K Authorizing and Approving the City Manager to Execute a Five (5) Year Lease
Agreement for Sixteen (16) Digital Network Copiers with KBA Docusys, Inc.
6.L Authorize the Mayor to Sign a Letter of Support for Assembly Bill 1227 (AB 1227,
Levine) Regarding Independent Contractors and Theatre Workers
ACTION: Moved/seconded (Stafford/Adams) to approve the consent calendar with
the exception of Items 6.B. and 6.F.
Disclosure of potential conflict of interest:
Mayor Giudice stated that he leases premises in SOMO Village and therefore has a potential financial
conflict of interest and he was not voting on item 6.I. and 6.J.
City of Rohnert Park Joint Regular Meeting Minutes for City Council March 23, 2021
RPFA/CDC Successor Agency Page 4 of 9
Consent calendar with the exception of Items 6.B., 6.F., 6.I. and 6.J.
was adopted by the following 5-0-0 unanimous roll call vote: AYES:
Adams, Linares, Stafford, Elward and Giudice NOES: None,
ABSTAINS: None, ABSENT: None.
Items 6.I. and 6.J. were adopted by the following 4-0-1-0 roll call vote:
AYES: Adams, Linares, Stafford, and Elward, NOES: None,
ABSTAINS: Giudice, ABSENT: None.
6.B Acceptance of 2020 Part I and II Crimes Report
ACTION: Moved/seconded (Adams/Stafford) to receive the report and to request
that Chief Mattos to do a verbal presentation on the report at a future
meeting.
Motion carried by the following 5-0-0 unanimous roll call vote: AYES:
Adams, Linares, Stafford, Elward and Giudice NOES: None,
ABSTAINS: None, ABSENT: None.
6.F Adopt Resolution 2021-032 Authorizing and Approving a Change in the Position
Title and Associated Job Description for Director of Public Works
ACTION: Moved/seconded (Stafford/Linares) to adopt Resolution 2021-032.
Motion carried by the following 5-0-0 unanimous roll call vote: AYES:
Adams, Linares, Stafford, Elward and Giudice NOES: None,
ABSTAINS: None, ABSENT: None.
ACTION: Moved (Giudice) to reorder agenda to have Item 7.E. moved to before
Item 7.A.
Motion failed for the lack of second.
7.REGULAR ITEMS:
A.Authorizing the City’s Representative to the Water Advisory Committee (WAC)
to Recommend Approval of the Sonoma Water’s Proposed Fiscal Year 2021-22 Budget
Water Advisory Committee Representative Mike Thompson presented this item.
Recommended Action(s): Receive presentation from Sonoma Water staff and by minute
order, authorize the City’s representative to the Water Advisory Committee to recommend
approval of the Sonoma Water’s Proposed Fiscal Year 2021-22 Budget.
PUBLIC COMMENTS: None.
ACTION: Moved/seconded (Giudice/Stafford) to authorize the City’s
representative to the Water Advisory Committee to recommend approval
of the Sonoma Water’s Proposed Fiscal Year 2021-22 Budget.
City of Rohnert Park Joint Regular Meeting Minutes for City Council March 23, 2021
RPFA/CDC Successor Agency Page 5 of 9
Motion carried by the following 5-0-0 roll call vote: AYES: Adams,
Linares, Stafford, Elward, and Giudice, NOES: None, ABSTAINS:
None, ABSENT: None.
B.Report on Best Friends Canine Club’s Permitted Use of Golis Park Baseball Field
for Off- Leash Dog Activity and Consideration of the Future Operation of a Best Friends
Canine Club Program
Deputy Director of Community Service Bagley presented this item. Recommended Action(s):
Receive a report regarding the Best Friends Canine Club’s permitted use of Golis Park
Baseball Field for off-leash dog activity and consider options for the future operation of a Best
Friends Canine Club program.
PUBLIC COMMENTS:
Deputy City Clerk Machado read comments submitted by:
Linda Cotter, Kevin Hager, Sarah Fisher, Julie Royes, Bonnie L. Black, Denise Skinner,
Cheleste West and Daniel Schneider, Robert O’Dell, and Penny Link who spoke about this
item.
ACTION: By consensus (none opposed), Council directed staff to continue to
permit BFCC as a private renter of Golis Park Baseball Field.
ACTION: By consensus (none opposed), Council directed staff to continue with
the fee schedule recommendation for option 1- Private Renter. Staff is to
bring back an amended Community Services Fee Schedule with this fee
included at a future City Council meeting for adoption.
Mayor Giudice declared a recess at 7:28 p.m. and reconvened the meeting at 7:40 p.m.
C.PUBLIC HEARING (Noticed: March 12, 2021): Conduct a Public Hearing and
Consider Adoption of Resolution Establishing Snyder Lane and Keiser Avenue
Intersection Underground Utility District and Related Actions (CEQA Status Exempt
under CEQA Guidelines Section 15061 (b)(3) and Related Actions
Director of Development Services Pawson presented this item. Recommended Action(s):
Conduct a public hearing and adopt a resolution establishing Snyder Lane and Keiser Avenue
Intersection Underground Utility District and related actions.
PUBLIC HEARING OPENED: 7:45 p.m.
PUBLIC COMMENTS: None.
PUBLIC HEARING CLOSED: 7:45 p.m.
ACTION: Moved/seconded (Giudice/Stafford) to adopt Resolution 2021-034 as
amended by the supplemental item provided by staff.
City of Rohnert Park Joint Regular Meeting Minutes for City Council March 23, 2021
RPFA/CDC Successor Agency Page 6 of 9
Motion carried by the following 5-0-0 roll call vote: AYES: Adams,
Linares, Stafford, Elward, and Giudice, NOES: None, ABSTAINS:
None, ABSENT: None.
Vice Mayor Elward left the meeting at 7:48 p.m. and returned at 7:49 p.m.
D.Receive the Mid-Year Financial Update and Consider adopting a Resolution
Adjusting the Fiscal Year 2020-21 Appropriations due to Mid-Year Budget Amendments
Finance Director Bali presented this item. Recommended Action(s): Receive the Fiscal Year
2020-21 Mid-Year Financial Update for the City of Rohnert Park (City) and adopt a resolution
authorizing a mid-year increase in Appropriations for FY 2020-21 within the General,
Maintenance Annuity, State Asset Forfeiture, Water Enterprise, Technology Replacement,
Information Technology, Casino Vehicle Contribution, Wilfred Dowel Mitigation and Capital
Project Funds in Accordance with Exhibit A.
PUBLIC COMMENTS: None.
ACTION: Moved/seconded (Stafford/Elward) to adopt Resolution 2021-035.
Motion carried by the following 5-0-0 roll call vote: AYES: Adams,
Linares, Stafford, Elward, and Giudice, NOES: None, ABSTAINS:
None, ABSENT: None.
E.Update on Fireworks, Independence Day Celebration, and Non-Profit Funding
Including Council Discussion and Direction
Mayor Giudice introduced this item. Recommended Action(s): Staff recommends that the
City Council receive this update and provide any further direction regarding fireworks,
Independence Day celebration, and non-profit funding.
PUBLIC COMMENTS:
Deputy City Clerk Machado stated that 171 written comments were received for this item and
due to the number of people wishing to speak on this item; direction was requested from
Council regarding public speaking time limits.
ACTION: By consensus (none opposed) Council directed Staff to limit public
speaking time to 40 minutes; staff to read comments for 1 minute each
both in support of and in opposition of this item in equal time, for a total
of 40 minutes; and all comments not read into the record to be made part
of the record for this item and be available for review by both the
Council and public.
Deputy City Clerk Machado read comments received in support of banning the sales and use of
fireworks in the City submitted by: Mark Basso, Yvonne Tavalero, Michelle Lua, Eunice
Edgington, Susan Gutierrez, Rebekah Hansen, Tim Smith, Vern Smith, a Long-Time Rohnert
Park Resident, Suzan Lindsey, Frances Crosse, Teri Tadder, Judith Redding, Michael
City of Rohnert Park Joint Regular Meeting Minutes for City Council March 23, 2021
RPFA/CDC Successor Agency Page 7 of 9
Randolph, George and Rosemary Mojica, James Sheals, Sara Jordan, Mary DeVincenzi,
Yvonne Tavalero (2), Julie Royes, Mary Bolstad, Isabel Auerbach, Karen Cappa, David
Armstrong, The Dearing Family & Pets, Sue Morris, and Jenifer Crabtree.
Additional comments received in support of banning the sales and use of fireworks in the City
but not read for the record: Kimberly Finale, Patty Foster, Pamela and Jack Fender, Lisa
Turner, Anonymous, Debra Mentch, Gina Trisciuzzi, Mrs. Bartlett, Mike Strickler, Chris Borr,
Chris Meyer, Lindajoy Fenley, Holly Neal, Gerry Burr, Catherine O’Connell, Victoria and
Michael Hopkins, Trudy Simonton, Julie M. Royes, Suzan Lindsey, Ri, Cheri Tomlinson,
Laurel Green, Paul Clagett, K.M. Nowak and Judith Howard, Sue Lassen, Teresa, Susan
Swanson, Debra Salyer, Jamie Black, Gina Belforte, and Connie Barlett.
Deputy City Clerk Machado read comments received in support of allowing the sales and use
of fireworks in the City submitted by:
Katie Werle, Colton Jansen, Kymberly Phipps, Bob Wyatt , Lonie Honsvick, Shannon Potter,
Cole Potter, Zac Potter, Kaylee Potter, Erin Ballard, Dan Von Kleist, Jerek, Cavan Niklewicz,
Mike Leboy, Tim Azevedo, Keith Mccoy, Claire Chinchilla, Elena Garcia, Darla Omholt,
Gabriella Greco, Ed Chasco, Shannon Potter, Sheri Morgan, Allen Tweedell, Scott Niklewicz,
Corey Foster, Nichole Niklewicz, and A Save Rohnert Park Fireworks comment that was
submitted by Joe Pedrani, Bryan Zenda, Bryan Drake, Jason Dellamaggiora, Nancy, Rebecca
Rebagliati, Jessica Bartlow, Shelbie Blatto, Lee Ann Winter, Rosie Ledson, Steve Willson,
Christina Willson, Vera Blatto, Chris Young, Nicole Obrien, John, Saunda Kitchen, Trisha
Ramos, Marah Breiz, Benjamin Schneider, Cynthia Lusk, Milan Kangrga, Stephanie Haley,
Steve Skanderson, Amber Parker, Mario Previtali, Dave Davini, Janelle Lopes, Tony Cimino,
Jimmy Cliff, Paula Zajonc, Andrienne Claborn, Phillip Palmer, Michael Leboy, Sam Tawasha,
Shawn Faulconer, Dorene Barnes, Steven Hill, Jean Lestanguet, Delia Rosenhahn, Carter
Beard, Michael Thaanum-Dean, Les Garrett, Melissa Phillips, Donnaudiss, Benjamin
Honsvick, Rohnert Park Non-Profit Booth Operators, Douglas Barnes, Peggy Bird, Valerie
Vivar, Danielle Miller, Patricia Lebsack, Siobhain, Janice Becker, Nancy Matis, Maureen
Donovan, Amy Pastryk, Sarah Beard, Ann Anderson, Elizabeth Bishop, Sean Pierce, Julie A
Jordan, Amy Smith, Mr. Gail Buckridge, Kieran Keaney, Marcos Garcia, Edward Chasco,
Maddie Norton, Teri Koehler, and April M Garcia.
Additional comments received in support of allowing the sales and use of fireworks but not
read for the record: Mandy Sue, Shannon Potter, Kelly Scullion, Shala Pace, Barbara, Ashley
Key, Sarah Beard, Judy Deniz, Crissy Willson, Sara Feeny, Tracy Si, Deena Marie, Mandi
Foster, Saydie Yahya, Delia Rosenhahn, Tracey Poueu-Guerrero, Apri Garcia, Tiare Guerrero,
Pualena Hale, Lorelei E. Ribeiro, Ben Honsvick, Paige Yahya, Randy Fullwood, and Yesenia
Bernal.
ACTION: Moved/seconded (Adams/Stafford) to place this matter on a ballot.
Motion failed by the following 2-3-0 roll call vote: AYES: Adams and
Stafford, NOES: Linares, Elward, and Giudice, ABSTAINS: None,
ABSENT: None.
City of Rohnert Park Joint Regular Meeting Minutes for City Council March 23, 2021
RPFA/CDC Successor Agency Page 8 of 9
8.COMMITTEE / LIAISON/ OTHER REPORTS
A.Standing Committees:
1.Waste and Recycling Committee Meeting (3/12)
Councilmember Stafford reported on the meeting.
2.Joint Special Meeting of the Education Committee and Cotati-Rohnert Park Unified
School District (3/16)
Mayor Giudice reported on this meeting and stated the vision was working together.
Topics discussed at the meeting included a shared community calendar, working
together on issues affecting children such as helping children’s nonprofits and
homelessness, supporting a Health Action Chapter, a spirit of community event, and
addressing the trauma in children as a result of distance learning and the pandemic. It
was decided to expand the committee to invite SSU and potentially Santa Rosa Junior
College.
B.Liaison Reports:
1.Chamber of Commerce (3/16)
Councilmember Linares reported he was not able to attend the meeting and stated the
Chamber of Commerce’s crab feed was a huge success.
2.Rohnert Park - Cotati Regional Library Advisory Board (3/16)
Councilmember Adams reported there was no meeting on March 16 and that the next
meeting is in April.
3.Senior Citizens Advisory Commission (3/18)
Vice Mayor Elward reported she was not able to attend the meeting.
C.Outside Agency Reports:
1.Santa Rosa Plain Groundwater Sustainability Agency Board Meeting (3/11)
Councilmember Stafford reported on the meeting.
2.Zero Waste Sonoma Meeting of the Board of Directors (3/18)
Councilmember Stafford reported on this meeting.
3.Mayors and Council Members' Association of Sonoma County Legislative Committee
(Mayors & Councilmembers) (3/19)
Mayor Giudice reported on the meeting.
D.Other Reports:
None.
9.COMMUNICATIONS
Mayor Giudice stated he saw a comment on Facebook by Congressman Mike Thompson and
stated for the record that the comment said, “Fireworks could be a fun part of our 4th of July
celebrations but they can also be a huge fire hazard. After the terrible damage of the fires, our
City of Rohnert Park Joint Regular Meeting Minutes for City Council March 23, 2021
RPFA/CDC Successor Agency Page 9 of 9
district has endured the past few years I applaud the Rohnert Park City Council’s decision to
listen to the recommendations from local public safety officials and limit the sale of fireworks.
Let’s celebrate safely this year.”
Mayor Giudice stated he received a comment via Facebook messenger and stated for the record
that the comment said, “You will see the skies light up in Rohnert Park like never before. I am
even giving them away. My company has already shipped thousands of pounds to Sonoma
County from Arizona legally. They can’t do blank to me. I guarantee the streets will be a
warzone.”
10.MATTERS FROM/FOR COUNCIL
None.
11.PUBLIC COMMENT
Deputy City Clerk Machado read comments submitted by:
Nicole Turner who spoke about funding local nonprofits.
12. ADJOURNMENT
Mayor Giudice adjourned the joint regular meeting at 9:57 p.m.
_____________________________________ __________________________________
Elizabeth Machado, Deputy City Clerk Gerard Giudice, Mayor
City of Rohnert Park City of Rohnert Park
MINUTES OF THE SPECIAL MEETING
OF THE CITY OF ROHNERT PARK
City Council
Rohnert Park Financing Authority
Successor Agency to the Community Development Commission
Monday, April 5, 2021
1.CITY COUNCIL/RPFA/SUCCESSOR AGENCY TO THE CDC SPECIAL MEETING -
CALL TO ORDER/ROLL CALL
Mayor Giudice called the special meeting to order at 12:00 p.m., the notice for which being
legally noticed on April 2, 2021. There was no physical location for this meeting but the agenda
included language on how to observe the public portion of the meeting and how to submit
public comments.
Participating via Zoom Video Communications:
Gerard Giudice, Mayor
Jackie Elward, Vice Mayor
Susan H. Adams, Councilmember
Willy Linares, Councilmember
Pam Stafford, Councilmember
Absent: None.
Staff attending via Zoom Video Communications: City Manager Jenkins, Director of Human
Resources Perrault, City Attorney Kenyon, Attorney Nguyen, and City Clerk Lopez Cuevas.
Staff Present: Information Systems Analyst Son and Deputy City Clerk Machado.
2.CLOSED SESSION
A.Public Comments
Deputy City Clerk Machado read a comment submitted by:
Diego Santelices who spoke about SEIU contract bargaining.
Mayor Giudice made the closed session announcement pursuant to Government Code §54957.7
and Council recessed to Closed Session at 12:01 p.m. to Consider
B.Conference with Labor Negotiators (Government Code §54957.6)
Agency designated representative(s): Darrin Jenkins, City Manager; Sally Nguyen
Employee Organizations:
a.Service Employees' International Union (SEIU)
b. Rohnert Park Employees' Association (RPEA)
c.Rohnert Park Public Safety Officers' Association (RPPSOA)
d. Rohnert Park Public Safety Managers' Association (RPPSMA)
Item 7.B.2.
City of Rohnert Park Special Meeting Minutes for City Council April 5, 2021
RPFA/CDC Successor Agency Page 2 of 2
e. Management Unit
f. Confidential Unit
g. Unrepresented Employees
C. Reconvened Joint Special Meeting Open Session at 1:42 p.m.
Report on Closed Session (Government Code § 54957.1):
Mayor Giudice reported: no reportable action.
3. ADJOURNMENT
Mayor Giudice adjourned the special meeting at 1:42 p.m.
_____________________________________ __________________________________
Elizabeth Machado, Deputy City Clerk Gerard Giudice, Mayor
City of Rohnert Park City of Rohnert Park
ITEM NO. 7.C.
1
Meeting Date: April 13, 2021
Department: Development Services
Submitted By: Mary Grace Pawson, Development Services Director
Prepared By: Vanessa Marin Garrett, Deputy City Engineer
Agenda Title: Adopt a Resolution Authorizing an Agreement for Routine Maintenance
and Energy Cost Sharing for Certain Traffic Signals with Sonoma County
and Related Actions
RECOMMENDED ACTION:
Adopt a Resolution Authorizing an Agreement for Routine Maintenance and Energy Cost
Sharing for Certain Traffic Signals with Sonoma County and Related Actions.
BACKGROUND:
The City of Rohnert Park (City) shares several signalized intersections with the Sonoma County
in locations where the intersection is at the City limits including the intersections of Petaluma
Hill Road and Rohnert Park Expressway and Petaluma Hill Road at Valley House Drive.
Through its Joint Exercise of Powers Agreement with the Federated Indians of Graton
Rancheria, the City is also responsible for the maintenance of Wilfred Avenue at its intersection
with Stony Point Road. Finally the City is planning two additional signals on Petaluma Hill
Road: one at Keiser Avenue that supports ongoing development at the University District and;
one at Laurel Drive to support the trail to Crane Creek Regional Park. A map with the signal
locations is shown in Attachment 1.Through both its General Plan Environmental Impact Report
(EIR) and various environmental documents for the University District, the Northwest Specific
Plan, the SOMO Village Planned Development and the Crane Creek Park Trail, the City has
adopted mitigation measures that include funding improvements to many of the signals. As staff
works through the agreements and permits necessary to work in Sonoma County’s right-of-way,
the County has requested that the City fund a fair share of the signal maintenance at these shared
intersections. The County has similar agreements in place with other cities and towns where
signalized intersections are shared and this practice would be consistent with the City’s position
of paying its fair share for the impacts of development. The City has a similar agreement in place
with CalTrans in order to fund a fair share of the maintenance of signals at the Highway 101
ramps.
ANALYSIS:
Staff from the City and the County have worked together to develop the proposed form of
agreement for signal maintenance. Under the proposed agreement, the County would continue to
control the timing and maintenance of the signals at the intersections in the County. The
agreement creates the framework for City and County to work together on timing and
Mission Statement
“We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow.”
CITY OF ROHNERT PARK
CITY COUNCIL AGENDA REPORT
ITEM NO. 7.C.
coordination of the signals so that shared intersections function optimally for the traveling
public. Finally the agreement sets out the formula for sharing maintenance and unanticipated
replacement costs which is based on the ownership of the roadways coming into the intersection
and describes billing practices. Table 1 presents application of this formula to the intersections in
question.
Table 1: Traffic Signal Financial Responsibility
Location
Description City Cost
Share
Percent
Stony Point Rd @ Wilfred Ave 4 leg intersection – City responsible for
one leg 25.0%
Petaluma Hill Rd @ RPX 3 leg intersection – City responsible for
one leg 33.3%
Petaluma Hill Rd @ Valley House Dr 3 leg intersection – City responsible for
one leg 33.3%
Petaluma Hill Rd @ Keiser Rd * 3 leg intersection – City responsible for
one leg 33.3%
Petaluma Hill Rd @ Laurel Dr* 3 leg intersection – City responsible for
one leg 33.3%
*Signals not constructed yet
STRATEGIC PLAN ALIGNMENT:
The recommended option creates a way to improve quality of life by improving traffic flow for
the community, and is consistent with Strategic Plan Goal D – Continue to Develop a Vibrant
Community.
OPTIONS CONSIDERED:
1. Adopt a Resolution authorizing the execution of the Maintenance Agreement. This is the
recommended option because it is consistent with the City’s mitigation requirements and
best practices. Approving the agreement will also facilitate the ongoing efforts by the
City and County to construct new signals to mitigate the impacts of growth.
2. Do not authorize the Maintenance Agreement. This is not recommended, as it would be
inconsistent with the various adopted mitigation measures and would likely frustrate
ongoing efforts to cooperate on the construction of signal improvements necessary to
mitigate planned projects and growth.
FISCAL IMPACT/FUNDING SOURCE:
The estimated annual cost of the proposed agreement is $8,600 and includes an allowance for
typical maintenance, part replacement and troubleshooting. Annual maintenance costs for one
traffic signal are approximately $5,400 per year which includes $2,400 for routine maintenance
and power as well as an additional $3,000 for part replacement and malfunction troubleshooting.
Per the agreement, these costs would be shared between the City and County. Table 2 illustrates
the calculation of the City’s estimated costs.
ITEM NO. 7.C.
Table 2 – City Share of Traffic Signal Maintenance Costs
Location Signal Costs Per
Year Percent of City Responsibility Forecasted Amount
Paid By City
Stony Point Rd @
Wilfred Ave $ 5,400.00 25.0% $ 1,350.00
Petaluma Hill Rd @
Rohnert Park Exp. $ 5,400.00 33.3% $ 1,798.20
Petaluma Hill Rd @
Valley House Rd $ 5,400.00 33.3% $ 1,798.20
Petaluma Hill Rd @
Keiser Rd $ 5,400.00 33.3% $ 1,798.20
Petaluma Hill Rd @
Laurel Drive $ 5,400.00 33.3% $ 1,798.20
Total Projected City Cost Per Year $ 8,542.80
Staff recommends increasing budget appropriations for the traffic signal maintenance account
(001-3420-400-6101) by $2,136 in FY 20-21 and transfer revenue from the Gas Tax Fund
Balance (Fund 130) to cover these expenses. FY21-22 appropriations for the traffic signal
maintenance will be included in the FY21-22 budget. The current fund balance for Gas Tax is
$21,500, and is required to be spent on street infrastructure and pedestrian improvement projects
only
Department Head Approval Date: 03/23/2021
City Attorney Approval Date: 03/19/2021
Finance Manager Approval Date: 03/24/2021
City Manager Approval Date: 04/05/2021
Attachments:
1. Map of Traffic Signals
2. Resolution Authorizing an Agreement for Routine Maintenance and Energy Cost
Sharing for Certain Traffic Signals with Sonoma County and Related Actions.
3. Resolution Exhibit A - Agreement for Routine Maintenance and Energy Cost Sharing
with Sonoma County
3/4/2021
1- Keiser Avenue and Petaluma Hill Road
2- Rohnert Park Expressway and Petaluma
Hill Road
3- Laurel Drive and Petaluma Hill Road
4-Valley House Drive and Petaluma Hill Road
5-Stony Point Road and Wilfred Avenue
Attachment A- Traffic Signal Locations
0.61Miles0
38,400Scale 1:
RESOLUTION NO. 2021-037
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT
PARK AUTHORIZING AN AGREEMENT FOR ROUTINE MAINTENANCE
AND ENERGY COST SHARING FOR CERTAIN TRAFFIC SIGNALS WITH
SONOMA COUNTY AND RELATED ACTIONS
WHEREAS, as a result of the mitigation measures included in various environmental
documents, the City of Rohnert Park has agreed to contribute its “fair share” towards traffic
signals located at:
• Petaluma Hill Road and Rohnert Park Expressway;
• Petaluma Hill Road and Valley House Drive;
• Stony Point Road and Wilfred Avenue; and
• Petaluma Hill Road and Laurel Drive;
• Petaluma Hill Road and Keiser Avenue; and
WHEREAS, in order to holistically improve traffic flow in these corridors as growth
continues in the City, these traffic signals need to be constructed and/or maintained; and
WHEREAS, the City and Sonoma County have negotiated an Agreement For Routine
Maintenance and Energy Cost Sharing (Maintenance Agreement) which would allow the City to
jointly fund the maintenance of traffic signals shared between the City and County and allows
the County authority to maintain them on behalf of the City; and
WHEREAS, the cost of signal maintenance is an eligible use of the City’s gas tax
funding; and
WHEREAS, a small budget amendment is necessary to ensure that the City can
adequately fund its share of maintenance for the remainder of Fiscal Year 2020-20.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Rohnert
Park that it does hereby authorize the Agreement for Routine Maintenance and Energy Cost
Sharing with Sonoma County in the City of Rohnert Park.
BE IT FURTHER RESOLVED that the City Manager is hereby authorized and
directed to take all actions to effectuate this agreement for and on behalf of the City of Rohnert
Park, including execution, if necessary, in substantially similar form to the agreement attached
hereto as Exhibit “A,” subject to minor modifications by the City Manager or City Attorney.
BE IT FURTHER RESOLVED that the Finance Director is hereby authorized to
increase budget appropriations for the traffic signal maintenance and appropriate funds from gas
tax fund balance (Fund 130) up to two thousand one hundred and thirty six dollars and zero cents
($2,136) for fiscal year 2020-21 to pay invoices from Sonoma County.
Resolution 2021-037
2
CITY OF ROHNERT PARK
__________________________________
ATTEST: Gerard Giudice, Mayor
_____________________________
Sylvia Lopez Cuevas, City Clerk
Attachments: Exhibit A
attach ADAMS: _________LINARES: _________ STAFFORD: _________ ELWARD: _________ GIUDICE: _________
AYES: ( ) NOES: ( ) ABSENT: ( ) ABSTAIN: ( )
Resolution Exhibit A
1
AGREEMENT FOR ROUTINE MAINTENANCE AND ENERGY COST SHARING FOR
CERTAIN TRAFFIC SIGNALS
This Agreement is made and entered into by and between the County of Sonoma, a political
subdivision of the State of California, (hereinafter “COUNTY”), and the City of Rohnert Park, a
municipal corporation (hereinafter “CITY”).
RECITALS
WHEREAS, there are a number of street intersections with existing or planned signals
situated at or near COUNTY’S boundaries with CITY, which signals and intersections are or will
be, in whole or in part, under CITY jurisdiction and control; and
WHEREAS, Government Code Section 54980 et seq. provides that the legislative body of
any local agency may contract with another local agency for the performance of municipal
services; and
WHEREAS, the parties desire to share the cost of maintenance of signals at certain
intersections in accordance with the terms of this Agreement.
NOW, THEREFORE, for valuable consideration, the sufficiency and receipt of which is
acknowledged, the parties agree as follows:
AGREEMENT
1. The recitals stated above are true and correct and are hereby incorporated into this Agreement.
2. The routine maintenance services for the traffic control signals at the intersections listed in
Exhibit “A” shall consist of the following:
a. As to each signal, COUNTY shall once every month visually inspect the controller to
see that the controller is operative and functioning as shown by its internal and external
indicator lights. At the same time, COUNTY shall also routinely clean the controller
cabinet and equipment of debris, and COUNTY shall ascertain that the controller is
operating and functioning properly. COUNTY shall replace or repair all parts found to
be deficient during its monthly inspection.
b. COUNTY shall replace all lamps in all signals, based on an annual depletion (life
expectancy) schedule, and shall use as replacement standard traffic lamps such as are
manufactured by General Electric Company, the Sylvania Corporation, or any other
lamp approved by the IMSA (International Municipal Signal Association) or of
equivalent quality.
Resolution Exhibit A
2
c. COUNTY shall clean each signal’s lens and reflector once a year.
3. In addition to the routine maintenance services listed in Paragraph 2 above, COUNTY shall
provide non-scheduled and/or emergency service, as needed, for repair of the traffic signals
and signal controllers listed in Exhibit "A". CITY shall be solely responsible for notifying
COUNTY of the need for such services. Said notification shall be made by an authorized
representative of CITY telephoning COUNTY’S Public Works Department at 707-565-2231
during regular COUNTY working hours or COUNTY’S emergency, after hours yard attendant
at 707-565-5100, or 911 at all other times. Authorized representatives of CITY shall be limited
to: Assistant/ Associate Engineer; Public Works Inspector; and Traffic Engineer.
Changes in CITY authorized representatives shall be in writing to COUNTY Director of
Transportation and Public Works. COUNTY shall respond to said emergency calls in the same
manner as it responds to emergency calls regarding COUNTY-owned traffic signals and signal
controllers.
COUNTY shall be responsible for all aspects of traffic engineering for the traffic control
signals, signal controllers, and intersections listed and shown in Exhibit "A". Traffic
engineering includes, but is not limited to, installation, design, geometrics, signalization, traffic
control, phasing and timing of said controls, striping, speed limits, markings, and dividers.
4.
a. For and in consideration of COUNTY providing the routine maintenance services
set forth in Paragraph 2, and for COUNTY’S payment of the energy costs associated
with the traffic control signals, CITY shall, on a monthly basis, reimburse COUNTY
for costs incurred by COUNTY based on the percentages set forth in Exhibit “A”.
Initial estimates for these costs for each signal are set forth in Exhibit “A”.
b. In addition to the above payment for routine maintenance and energy costs, CITY
shall reimburse COUNTY for non-scheduled and/or emergency service as specified in
Paragraph 3 based on the percentages set forth on Exhibit “A”. Services include the
replacement of any signals or parts thereof which are required to be replaced or repaired
due to obsolescence or damage to the signals or signal controllers.
c. For all services rendered by COUNTY, actual costs shall be based on the prevailing
fully-loaded standard rates for the job classifications COUNTY uses to perform such
services, including transportation and materials expenditures. The cost of materials
shall be limited to the amount actually paid for such materials by COUNTY.
5. The percentages of responsibility as to each covered signal as of the execution of this
Agreement are set forth on Exhibit “A”. These percentages of responsibility are determined
on the basis of the number of legs of an intersection lying within the jurisdiction of each party.
A "leg" is a roadway approach which carries traffic to and from an intersection. If an
annexation occurs that causes a change in the percent of CITY responsibility as shown in
Resolution Exhibit A
3
Exhibit "A," COUNTY shall automatically reflect and note said change in the next billing to
CITY. Said change shall become effective on the first of the new month following annexation.
6. Bills for service, maintenance, electrical costs, and any additional labor or material costs or
charges shall be rendered to CITY by COUNTY monthly and be paid by CITY within 30
calendar days of the billing date.
7. Except for manufacturers' warranties which COUNTY will endeavor to enforce on CITY’S
behalf, COUNTY disclaims all warranties with respect to any materials used or supplied
hereunder, and COUNTY further disclaims any and all liability for failure to perform, or for
any delay in performance hereunder where such failure is due, in whole or in part, to any cause
beyond COUNTY’S reasonable control, including, but not limited to, fire, flood, earthquake,
lightning, strike or other labor difficulty, or a labor shortage. CITY acknowledges and accepts
COUNTY’S disclaimers. In addition, COUNTY does not guarantee or warrant that the signal
lights subject to this Agreement shall be error-free, uninterrupted, or otherwise meet any CITY
requirements not expressly stated herein.
8. If COUNTY should neglect to carry out any of the routine maintenance and service specified
in Paragraphs 2.a.- 2.c., CITY, after three days' written notice to COUNTY, may without
prejudice to any other remedy it may have, make good such deficiencies and may deduct the
cost thereof from any payment then due or which thereafter may become due to COUNTY.
9. COUNTY’S relationship to CITY under this Agreement is that of an independent contractor.
COUNTY is not an employee of CITY and neither COUNTY nor any of its employees or other
persons COUNTY may obtain to perform services under this Agreement shall be entitled to
any benefits provided by CITY to CITY employees, including, but not limited to, salary,
vacation, insurance, sick leave, and retirement plans. COUNTY in performing services under
this Agreement shall have control of the work and the manner in which it is performed.
10. CITY may request timing changes to traffic signal in writing to COUNTY, and COUNTY shall
have 30 days to consider request and respond. If approved, CITY shall split costs as indicated
in Exhibit A to implementing timing changes.
11. All notices, bills, and payments or other writings required or permitted to be served or
delivered by one party to the other party under the provisions of this Agreement may be given,
delivered, or served by personal delivery on the following, or by placing the notice, bill,
payment or other writing in an envelope with first class postage fully paid thereon, addressed
to the following:
To the COUNTY: County of Sonoma
Public Works Department Administration Building
Attn: Traffic Signal Section
2300 County Center Dr., Suite B100
Santa Rosa CA 95403
Resolution Exhibit A
4
To the CITY: City of Rohnert Park
130 Avram Ave
Rohnert Park, CA 94928
12. The term of this Agreement shall be for four years ending on the ______________. Each party,
however, shall have the right to terminate this Agreement prior thereto, by giving sixty (60)
calendar days prior written notice of such termination to the other party.
13. This Agreement constitutes the entire understanding between CITY and COUNTY relative to
the subject matter of the Agreement and no modification hereof shall be effective unless and
until such modification is evidenced by further writing signed by both parties of this
Agreement.
IN WITNESS WHEREOF the parties hereto have caused this Agreement to be executed.
BY COUNTY this __________ day of _______________________, 2020.
BY CITY this __________ day of _______________________, 2020.
CITY OF ROHNERT PARK
A Municipal Corporation
COUNTY OF SONOMA
A Political Subdivision of the State of California
By: __________________________________
City Manager, City of Rohnert Park
By: __________________________________
Chairperson, Board of Supervisors
ATTEST: ATTEST:
______________________________________
City Clerk
______________________________________
Clerk of the Board of Supervisors
APPROVED AS TO FORM
APPROVED AS TO FORM
______________________________________
City Attorney
______________________________________
County Counsel
______________________________________
Date
Resolution Exhibit A
EXHIBIT "A"
SIGNALIZED INTERSECTIONS
COUNTY SHARE OF RESPONSIBILITY
AND
SCHEDULE OF AMOUNTS TO BE PAID TO COUNTY BY CITY
A. PERCENT OF RESPONSIBILITY
Location
Stony Point Rd @ Wilfred Ave
Petaluma Hill Rd @ Rohnert Park Exp.
Petaluma Hill Rd @ Valley House Dr
Petaluma Hill Rd @ Keiser Rd
Petaluma Hill Rd @ Laurel Drive
Percent of City
Responsibility
25%
33.3%
33.3%
33.3%
33.3%
Projected City
Monthly Cost
$84.00
$115.00
$115.00
$115.00*
$115.00*
The projected monthly costs do not include non-scheduled or emergency services or repairs. The
projected monthly costs are subject to change based on actual costs incurred by County. The
percentages are also subject to change as provided for in this Agreement due to annexations by
the CITY.
*Signal not yet constructed. This Agreement shall not be construed as imposing any obligation
on COUNTY for initial construction costs. CITY shall not be obligated to pay monthly cost until
traffic signal is constructed and a Notice of Completion has been submitted for recordation.
B. LATE PAYMENTS
Late payments of balances due COUNTY past One Hundred Eighty (180) days accrue
interest at the rate of 1.5% per month.
REPLACEMENT FUNDING
PROGRAM FOR NON-PROFIT
FIREWORKS BOOTH
OPERATORS
CITY OF ROHNERT PARK FOUNDATION
LEO TACATA, SENIOR ANALYST
APRIL 13, 2021
1
ESTIMATED TOTAL SALES
2015 2016 2017 2018 2019 2020
Total Sales
Tax 3,691 4,230 4,576 4,649 4,617 6,986
Total Sales
(X/1%)369,100 423,000 457,600 464,900 461,720 698,628
Groups
Reporting 13 14 16 15 15 12
Data not yet
rec’d 3 2 1 2 2 2
2
ESTIMATED TOTAL SALES
0
200
400
600
800
2015 2016 2017 2018 2019 2020
Total Sales ($ thousands)
Total Sales ($ thousands)
3
ESTIMATED PROFIT
50%42%
0%10%20%30%40%50%60%70%80%90%100%
Total Sales
Wholesale Insurance Credit Card Fees Occupancy Advertising Net Profit
4
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
50,000
2020
FRI
2019
THU
2018
WED
2017
TUE
2016
MON
2015
SAT
2014
FRI
2013
THU
2012
WED
2011
MON
2010
SUN
Rohnert Park Fireworks Booth Profit, 2010-2020
Highest Earner Average Earner Lowest Earner
5
FACTORS THAT AFFECT SALES
1.Location
2.Size of Club Membership
3.Scarcity of Product
X. Day of 4th of July
REPLACEMENT VALUE
Replacement Value Approach Annual Value
1.Replacement of average annual
revenue from 2015-2020 $235,695
2.Replacement of 2020 revenue $293,424*
3.Replacement of 2019 revenue $193,922*
*indicates missing data will increase value if all sales tax information is reported
6
CONSIDERATIONS FOR FUNDING
•Entitlement
•17 groups held sellers permits in 2019 and 2020
•17 groups in 2019
•14 groups in 2020
7
CONSIDERATIONS FOR FUNDING
•AMOUNT
•“Make Whole” approach
•$235k/$293+k/$193+k
•Scaled value
8
CONSIDERATIONS FOR FUNDING
•AWARD TYPE
•Donation
•Grant
•Service Program
9
CONSIDERATIONS FOR FUNDING
•Precedent
•Continuation
10
STAFF RECOMMENDATION
1.One-year grant program
2.Year One eligibility for permit holders in 2019 and 2020
3.“Replacement of Average Annual Revenue from 2015-2020” value
a.Alternative: scaled value
4.Proportion of awards in Attachment B
5.Eligibility matches permit requirements:
a)Local non-profit in good standing
b)Primary meeting place in Rohnert Park
6.Staff will return to Board with updates 11
ITEM NO. 8.A.
1
Meeting Date: April 13, 2021
Department: Administration
Submitted By: Darrin Jenkins, Executive Director
Prepared By: Leonardo Tacata, Senior Analyst
Agenda Title: Consider and Provide Direction for a Replacement Funding Program for Non-Profit
Fireworks Booth Operators
RECOMMENDATIONS:
Consider options to replace fundraising revenue from non-profit fireworks booth operators and provide
direction for a replacement funding program.
BACKGROUND:
On March 9, 2021, City Council directed staff to amend the Municipal Code to prohibit the sales and use of
fireworks in the City. Subsequently, Council directed staff to recommend a grant or service mechanism or
donations to replace lost fundraising revenue through the City of Rohnert Park Foundation for the coming
Independence Day season. During the development of the analysis, staff met with representatives from the non-
profit organizations that sell fireworks in Rohnert Park to collect data and feedback about the development of
the proposed program1.
ANALYSIS:
In 2020, Rohnert Park was one of three jurisdictions in Sonoma County that allowed the sale of “Safe and Sane”
fireworks, the other two being Sebastopol and Cloverdale. The City of Petaluma, which had allowed fireworks
sales in 2019, banned them ahead of the 2020 Independence Day season. Additionally, Sebastopol suspended
fireworks sales in 2020, and only Rohnert Park and Cloverdale sold fireworks last summer.
Fireworks sales in Rohnert Park are limited to non-profit organizations which have their principal and
permanent meeting place s in Rohnert Park2. Because of the limited areas available to be permitted for fireworks
sales in the City, at most 17 non-profit organizations per year have obtained permits to sell fireworks annually.
In general, it is the sa me organizations (Attachment A) that obtain permits every year. The group has been the
same since 2015, and 10 of the list have sold fireworks since 2010.
It is reported that proceeds from fireworks sales are the major source of revenue for these local groups.
Although the organizations do not report their income to the City, the net proceeds can be estimated from the
sales tax the City receives from these groups. Table 1 below presents sales tax data currently received,
supplemented by non-profit groups that volunteered missing information.
1 Staff was able to meet with 16 of the 17 local groups that sold fireworks in 2019 and 2020. One group declined to participate.
2 ROHNERT PARK, CA., REV. ORDINANCES ch. 9.49, § 080 (2021)
CITY OF ROHNERT PARK FOUNDATION
BOARD OF DIRECTORS AGENDA REPORT
ITEM NO. 8.A.
2
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Total
Sales
Tax3 ($)
1,809 2,105 3,117 3,902 3,479 3,691 4,230 4,576 4,649 4,617 6,986
Gross
Sales4 ($) 180,900 210,500 311,700 390,200 347,900 369,100 423,000 457,600 464,900 461,720 698,628
Groups
Reporting 8 10 11 12 11 13 14 16 15 15 12
Data not
yet rec’d 2 2 1 1 3 3 2 1 2 2 2
Table 1: Estimated Gross Fireworks Sales in Rohnert Park from available reports, 2010-2020.
The formula used for estimating gross sales is {Total Sales Tax/0.01}, as Rohnert Park receives 1% of sales tax collected.
Estimating Proceeds from Fireworks Sales. In general, 50% of gross sales is paid to the wholesaler; credit
card and other transactional costs are approximately 3% of sales; insurance is approximately 2% of sales. Each
vendor must also pay for permit fees, rental fees, advertising, and other cost of sales. There is variance in
operating costs between vendors due to different approaches. In meeting with the 2019 and 2020 fireworks
booths operators, the 42% gross margin estimate seemed to be an average of their historical sales experience.
Figure 1 and Table 2 below summarize average sales since 2010:
Figure 1: Rohnert Park Fireworks Booth Profits, 2010-2020
Organizational
Experience 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Most Profit
Earned ($) 11,886 15,330 19,110 20,958 20,580 19,026 21,840 21,420 20,538 22,478 38,040
Average Profit
Earned ($) 9,497 8,841 11,901 13,657 13,283 11,925 12,690 12,012 13,017 12,928 24,452
Lowest Profit
Earned ($) 6,636 4,788 7,392 7,182 6,678 3,780 3,402 4,032 6,594 6,720 13,104
Day of July 4 Sun Mon Wed Thu Fri Sat Mon Tue Wed Thu Fri
Table 2: Estimated annual average proceeds from fireworks sales, from available reports, 2010-2020.
3 Avenu Insights & Analytics, special report to City Manager, March 11, 2021
4 This summary does not fully capture total gross sales because some data is not available to the City.
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
2020
FRI
2019
THU
2018
WED
2017
TUE
2016
MON
2015
SAT
2014
FRI
2013
THU
2012
WED
2011
MON
2010
SUN
Rohnert Park Fireworks Booth Profit, 2010-2020
Highest Earner Average Earner Lowest Earner
ITEM NO. 8.A.
3
Considering that the annual sales period is limited to one week or less per year, this source of fundraising is
both lucrative and efficient. There is, however, a relatively wide range of profit among the booth operators. In
the eleven-year period from 2010-2020, the lowest profit in one year for an organization was $3,402; the
highest yield was $38,040.
The volume of fireworks sold in Rohnert Park is affected by several factors. A significant factor in sales is the
location of the booth. Booths with locations in high-traffic corridors, such as in the big box retail parking lots in
the northwest section of town, appear to generate the most sales volume.
A second factor is the size of a group’s membership. Booth operators that have large numbers of members, such
as sports booster clubs, are likely to have more member customers committed to purchasing from their own
club’s booth. Certain clubs also enhance sales through vouchers sold to their members, which guarantee a level
of sales; larger memberships translate to larger guaranteed sales.
Scarcity of product appears to be a third function of sales. From 2010-2018, the only cities that allowed
fireworks sales in the North Bay counties (Sonoma, Napa and Marin) were Rohnert Park, Petaluma, Cloverdale,
Sebastopol, and St. Helena. In 2019, St. Helena prohibited fireworks sales. In 2020, Petaluma prohibited sales
and Sebastopol suspended sales. Only Rohnert Park and Cloverdale permitted sales last year. It is likely that
these cities attracted more customers from non-sales areas.
A fourth reason affecting fireworks is thought to be the day of the week that July 4th falls upon. There is an
assumption that if Independence Day falls on a Friday or weekend, sales will be more robust because a weekend
holiday affords more recreational time for customers to use fireworks. The 10-year trend presented in Figure 1,
however, does not support the hypothesis. With no significant change in the groups or number of booths
operating from 2010-2019, the “weekend effect” was not apparent when July 4th was on the weekend.
Tax data does suggest that 2020 was a banner year for the 14 groups that sold fireworks. Of the sales tax
information that has been reported, gross sales in 2020 were at least more than 50% of what is estimated in
2019. Additionally, all vendors reported dramatic increases in sales and profits in 2020.
Likely, pandemic disruptions created a perfect mix to stimulate record sales. Due to gathering restrictions, there
were no public fireworks shows in Sonoma County, and all festivals were cancelled. With fewer celebration
options, it is thought fireworks demand was increased for customers looking for personal celebration options.
The cities of Petaluma and Sebastopol had also prohibited fireworks sales, leaving Rohnert Park one of only
two cities where fireworks could be legally purchased in the entire North Bay. Furthermore, there were three
fewer vendors than in previous years—the impact of which was that the larger volume of sales was shared by a
smaller pool of sellers.
Estimating the Value of Replacement Revenue
There is no simple formula to determine the value of replacing non-profit revenue due to the varying number of
sellers and the impacts of pandemic disruption. Table 3 below is a summary of some approaches for
consideration. The different Annual Values are based on estimated profits from the group of vendors:
ITEM NO. 8.A.
4
Replacement Value Approach Annual Value
1. Replacement of average annual revenue
from 2015-2020 $235,695
2. Replacement of 2020 revenue $293,424*
3. Replacement of 2019 revenue $193,922*
Table 3: Revenue Replacement Options for Fireworks Sales.
*indicates missing data will increase value if all sales tax is reported.
1. Replacement of average annual revenue from 2015-2020
The group of 17 organizations considered for the proposed program do not all have a 10-year history. The
current group was assembled in 2015 and have been the regular permit holders since that season. If the
consideration is to incorporate performance based on averages and recency, the average annual profit for all
groups was $13,864, and the total annual value is calculated at ($13,854 x 17 groups =) $235,695.
2. Replacement of 2020 revenue
Replacement value can be based on the prior year performance, which is at least $293,424, to be revised
upwards when missing tax data is reported (data was not found for two groups as of the writing of this
report). The argument to use this value is that the recency of experience from pandemic conditions has not
yet been resolved, and it is possible conditions that pandemic effects on supply and demand may be present
on July 4, 2021. It follows that last year’s sales could forecast this year’s experience.
3. Replacement of 2019 revenue
2019 was the last year when all 17 regular permit holders sold fireworks. Our data shows that profits were at
least $193,922—a number that would be revised upwards because data is not yet available for two groups.
This value would not capture an assumed higher level of sales due to the pandemic, but it does capture the
most recent fundraising experience when all groups participated.
Funding Source
On May 2, 2017, the Foundation Board authorized a memorandum of understanding to accept on-going
“Community Investment” contributions from the City of Rohnert Park’s MOU with the Federated Indians of
Graton Rancheria 5. With the exception of the fourth fiscal quarter of FY 19/20 and the first fiscal quarter in FY
20/21, the Foundation has received quarterly Community Investment contributions since May 2017.
It is important to note that Community Investment contributions through the MOU are non-guaranteed and are
only provided to the Foundation when guaranteed MOU obligations to the City and to the County are met 6. In
2020, the Foundation did not receive two quarters of Community Investment contributions due to the pandemic
interruption of casino operations. The Foundation has since, however, received quarterly contributions and staff
does forecast that contributions will be received for the rest of this and next fiscal year.
The purpose of the City of Rohnert Park Foundation is to raise and manage funds in connection with civic
purposes and projects. Supporting local non-profits would be an eligible activity under Foundation by-laws.
5 First Amended and Restated Memorandum of Understanding by and Between the City of Rohnert Park and the Federated Indians
of Graton Rancheria, March 26, 2013.
6 MOU Section 5.2.3
ITEM NO. 8.A.
5
CONSIDERATIONS FOR FUNDING:
1. Entitlement
If the Foundation provides replacement fireworks sales revenue, it should be considered what organizations
will be eligible.
Arguably, the groups most affected from loss of revenue would be the regular annual fireworks booth permit
holders. From 2015-2019, 17 organizations have generally been the only sellers of fireworks in the City due to a
limited number of available locations and a selection system that prioritizes previous sellers. Only 1 4
organizations sold fireworks in 2020, where three organizations withdr ew their participation citing
considerations for pandemic restrictions. Excluding the three groups from the recommendation in the context of
impacts from a historically disruptive pandemic does not seem appropriate. Thus, the 17 permit holders that had
become the regular sellers are recommended as a priority group to benefit from a proposed program to replace
lost fireworks revenue.
2. Amount
If the Foundation provides replacement fireworks sales revenue, the Foundation Board should consider what
the total amount of funding should be, if replacement funding should be based on an organization’s sales
history, and/or whether the awardees should receive the same amounts of funding.
A first consideration is how much total replacement funding should be made available. The “Estimating the
Value of Replacement Revenue” discussion above describes several valuation approaches that estimate the cost
of a program from $193,922 to upwards of $293,424. These values would approximate a “make whole”
approach to fully replace lost revenue.
The Board can choose to adopt a whole value approach, but it also has the option to elect a scaled value. In the
researching of this report, there was only one example of a jurisdiction providing cash relief for lost fireworks
fundraising: In 2020, the City of Petaluma made available $30,000 in total replacement revenue as a grant,
coupled with a planned City-sponsored activity which would have allowed non-profit groups to sell
concessions 7.
A second consideration is what proportion of funding an organization would receive. Table 2 above illustrated
that each group earned varied amounts, and that the range between highest profit and lowest profit was
considerably wide. When considering the size of an award, the Board can direct to provide an equal amount of
funding to each group. Another option would be to make the award proportionate to a group’s historical sales.
Attachment C demonstrates one approach that considers the average 2010-2020 profits of all 17 regular booth
operators.
Given the degree of difference in historical sales performance, equal awards may not be the best representation
of replacement revenue. Some groups might receive far less in replacement funding than would have been
earned with sales, and some groups would benefit from an amount of revenue that they would not likely have
received except for the award.
3. Award Type
If the Foundation provides replacement fireworks sales revenue, the Foundation Board should consider if it
desires to provide funding as a donation or grant.
Donations. Donations may be the simplest way that the Foundation can deliver funding to a recipient. The
amount of the donation would be approved by the Board and a check would be delivered to the recipient.
Feedback from the non-profits is that some groups prefer donations for the simplicity and efficiency, allowing
the groups to focus on their organizational activities. Donations, however, tend to have fewer restrictions than
7 Petaluma’s City-sponsored basketball championship event was cancelled in 2020 due to pandemic gathering restrictions.
ITEM NO. 8.A.
6
grants. The City of Rohnert Park Foundation By-laws prohibit the use of its funds for certain activities,
including for the benefit for any of its officers, for lobbying, for the carrying of propaganda, and for the
influence of legislation. Should the Board decide to provide donations, it should consider how to secure
agreements from the recipients to prevent the use of Foundation moneys for ineligible uses.
Grants Program. Grants differ from donations in that grants tend to be much less general and less flexible than
donations. A grant gives more control to the funder as to how funds are used and may set conditions for future
funding. Through its Small Grants Program the Foundation has developed contractual templates and reporting
requirements so that the Foundation will know how funds are expended and what activities have benefitted the
community. These concepts can be applied to the development of a contract template for the proposed program.
Should the Foundation establish a grant program in order to deliver replacement revenue, the restrictions for
grant use would be incorporated into the contracts’ scopes of services. As an example, a grant contract might be
awarded to a group that provides a safe-and-sober activity for high school graduation. The scope of services
would specify that the awards be used for expenses related to the event: rental space, food, materials,
advertising, and other event-related costs. The grant close-out report would include receipts to reconcile to the
grant award. In this way, the awards would be aligned with eligible uses for Foundation moneys.
Community Service Program. Before the pandemic, staff had explored options for a new service grant program
in which local organizations would be funded to perform neighborhood and park clean-up/restoration projects
around the City. Recipients, for example, would be awarded a grant to staff the Founders Day event, or to
restore a blighted park or building in the City. Pandemic restrictions and the possibility of losing non-
guaranteed MOU contributions shelved the service grant program, but the groundwork has been done to
resurrect it. Should the Board consider a new grant program, it may be interested in aligning a fundraising
replacement grant program service grant program with a service-oriented grant program.
It is important to note that a Community Service program is likely the most labor-intensive option presented
here. The City has limited staff to administer a community service program, which in many communities is
operated by a separate organization (for example, the United Way of Wine Country organizes and runs the
Sonoma County Day of Caring). Furthermore, the recipient organizations would provide the labor force behind
the community service events. Due to the varying size of group membership among the fireworks booth
vendors, the ability to execute various community service programs will vary. More time, resources, and effort
may be needed to develop this option.
4. Precedent
The Foundation is considering a very unusual solution in considering the replacement of lost revenue from
fireworks sales.
As previously mentioned, it is exceedingly rare for one organization to provide relief funding to replace lost
fireworks sales revenue. The City of Rohnert Park Foundation is in a unique position to consider such a
program because it benefits from contributions made possible by the MOU with the Tribe. Resources, however,
are not unlimited. The Board will soon be considering other uses of its fund balance for City Council priorities.
5. Continuation
If successful, the Foundation may consider continuing this program.
The City Council directed staff to bring back recommendations for replacement fireworks fundraising revenue
for the coming Independence Day Holiday. The Board may consider continuing this program if it desires. The
Foundation generally makes decisions on what programs to fund as it receives continuing contributions from
the MOU with the Tribe. The Board decides which groups are eligible and what amounts are awarded. If the
Board considers this program for future years, it may decide to change eligibility requirements in order to make
the program available to more local non-profits, or it can change the amount of awards depending on funding
conditions. The program may even change activities and may, for example, start as a grant program and evolve
ITEM NO. 8.A.
7
into a community service program. The purpose of this staff report is to recommend a program for the 2021
season, but the Board may also choose to consider the future of the program as the Foundation has a history of
continuing successful programs to the benefit of the community.
OPTIONS CONSIDERED:
1. Recommended, a-f below:
a. Direct staff to create a one-year grant program that will give awards to local organizations that
perform Foundation-approved projects if fireworks sales are prohibited in 2021. Details of grant -
awarded activities, which will be in alignment with charitable purposes described in the City of
Rohnert Park Foundation’s By-Laws, will be provided in contracts. A grant format is
recommended because it would provide contractual assurance to prevent ineligible uses of
Foundation awards. The Foundation has developed a contract template for its Small Grants
Program which at minimum protects the Foundation’s interests; an appropriate contract template
would also be developed for the new program. Funds would be disbursed in the 2021/22 Fiscal
Year and would be appropriated in the 2021/22 Annual Budget.
b. Restrict the eligibility of applicants to the 17 local organizations that are most affected by the
loss in revenue due to the prohibition of fireworks sales. These organizations are permittees that
sold fireworks in 2019 and 2020 and listed in Attachment A of this report. This eligibility list is
only recommended for the 2021/22 Fiscal Year.
c. Set the value of total awards to be the “Replacement of Average Annual Revenue from 2015-
2020” described in Table 3, which is estimated to be $235,695. This value is recommended
because it considers the historical experience of all 17 permit holders recommended for
eligibility and their average sales performance over several years. In order to develop the final
value of the program, applicants must submit documentation of fireworks sales tax paid from
2015-2020.
i. Alternative: scale the value of the giving program to a different total.
d. Set the grant awards in proportion to the average 2015-2020 fireworks sales experience of the 17
eligible organizations. The proportion of funding recommended for each permit holder is
provided as Attachment C.
e. Similar to the requirements for securing a fireworks booth permit, each eligible applicant must
demonstrate non-profit status in good standing and the operation of a primary meeting place in
the City of Rohnert Park. The primary source to demonstrate current standing is listed by the
State Office of the Attorney General. Ineligible applicants will not be awarded a grant.
f. Staff will return to the Board with updates of the program as it progresses.
2. Not Recommended for the First Cycle of the Program. Direct staff to create a service-oriented
program that will give grants to local organizations to perform community service projects. This is not
recommended due to the lack of resources to operate a full community service program at this time.
Should the Board decide to continue this program, the Foundation may want to consider a community-
service format in future years.
3. Not Recommended. Do not provide a program to replace lost funding due to the prohibition of
fireworks sales. The Foundation Board can consider its fund balance for other priorities. This option is
not recommended because the City Council has previously acknowledged that prohibiting fireworks
sales removes a significant source of revenue for local non-profits, and that the City of Rohnert Park
Foundation should be considered a funding source to provide relief for that potential loss to the non-
profits in the 2021 season.
ITEM NO. 8.A.
8
FISCAL IMPACT:
The Foundation received MOU contributions in the second and third fiscal quarters of FY 20/21 totaling
$609,122. Staff expects the fourth quarter payment to be $304,561. Obligations for activities this fiscal year,
including the Small Grants Program which will be considered for approval and appropriations in May, is
$263,384. The projected fund balance for FY 20/21 is $934,847. If the Foundation Board approves the staff
recommendation for the amount of the program ($235,695), the Foundation will have $699,152 remaining in
fund balance which can be used for other Board priorities.
Foundation Treasurer Approval Date: 4/6/21
City Attorney Approval Date: 4/7/21
Foundation Executive Director Approval Date: 4/7/21
Attachments:
A. List of Permitted Fireworks Booth Operators, 2019 and 2020
B. Proposed Proportionate Distribution of Awards for a Replacement Revenue Program
Attachment A
Fireworks Booth Permit Holders
City of Rohnert Park
2019 2020
AcƟve 20/30 Club of RP CotaƟ AcƟve 20/30 Club of RP CotaƟ
Calvary Life Church Calvary Life Church
Early Learning Institute
Expeditionary Learning Parents Expeditionary Learning Parents
On Campus Ministries On Campus Ministries
Project Graduation RCHS Project Graduation RCHS
Rancho Cotati HS Music Boosters Rancho Cotati HS Music Boosters
Rancho Cotati HS Softball/Baseball Rancho Cotati HS Softball/Baseball
Rancho Cotati Youth Lacrosse
ResurrecƟon Roller Girls ResurrecƟon Roller Girls
Rohnert Park PSOA Rohnert Park PSOA
Rohnert Park Youth Football & Cheer Rohnert Park Youth Football & Cheer (Warriors)
Rotary Club or RP/Cotati
RP Girls Softball RP Girls Softball
RP Soccer RP Soccer
RP Swim Club RP Swim Club
Technology High Booster Club Technology High Booster Club
Total 17 14
Attachment B
Fireworks Booth Permit Holders
City of Rohnert Park
Based on Average Annual Profits Earned between 2015‐2020
Count Organization Proportion of
Total Profit
Recommended
Funding
1 AcƟve 20/30 Club of RP CotaƟ 5.1% $12,138
2 Calvary Life Church 5.1% $11,949
3 Early Learning Institute 2.7% $6,308
4 Expeditionary Learning Parents 5.4% $12,614
5On Campus Ministries 7.5% $17,603
6 Project Graduation RCHS 5.9% $13,811
7 Rancho Cotati HS Music Boosters 3.7% $8,660
8 Rancho Cotati HS Softball/Baseball 3.5% $8,215
9 Rancho Cotati Youth Lacrosse 3.4% $8,064
10 ResurrecƟon Roller Girls 4.9% $11,655
11 Rohnert Park PSOA 7.3% $17,147
12 Rohnert Park Youth Football & Cheer 9.6% $22,545
13 Rotary Club or RP/Cotati 7.6% $17,858
14 RP Girls Softball 8.1% $19,085
15 RP Soccer 8.5% $19,992
16 RP Swim Club 5.7% $13,409
17 Technology High Booster Club 6.2% $14,641
Total 100.0% $235,695
ITEM NO. 9.A.
1
Meeting Date: April 13, 2021
Department: Public Safety
Submitted By: Tim Mattos, Director of Public Safety
Prepared By: Tim Mattos, Director of Public Safety
Agenda Title: Introduction of Ordinance – An Ordinance of the City Council of Rohnert Park
Repealing and Replacing Chapter 9.49 of the Rohnert Park Municipal Code to
Prohibit the Sale and Use of Fireworks
RECOMMENDED ACTION:
Introduce by title only and waive first reading of Ordinance No. 954, an Ordinance of the City Council
of Rohnert Park Repealing and Replacing Chapter 9.49 of the Rohnert Park Municipal Code to
Prohibit the Sale and Use of Fireworks.
BACKGROUND:
On March 9, 2021 Public Safety Director, Tim Mattos presented a report to the City Council regarding
the sale and use of state-approved fireworks within the City of Rohnert Park. The City of Rohnert Park
has been one of only three cities in Sonoma County to allow for the personal use of state-approved
fireworks within the city for a limited time period annually from June 30th through July 4th.
Additionally, the City currently permits authorized non-profit organizations who have operations
inside city limits to sell state-approved fireworks during the same time period.
During the March 9th meeting, Public Safety Director, Tim Mattos provided information regarding the
impacts on City personnel as a result the Fourth of July activities within the city. Calls for service
spike on the Fourth of July for the police and fire units. The Fourth of July is the busiest day for Public
Safety Dispatch with the highest volume of service calls in the year.
During the meeting, several individuals representing non-profit organizations made comments during
public comment regarding the positive impact their fireworks sales booth has on their organization.
Many spoke about the fact that the majority of the organizations yearly income is generated through
the sales of state-approved fireworks.
During the discussion, Director Mattos provided the following three options for council consideration
regarding the sale and use of state-approved fireworks in the City of Rohnert Park.
• Option 1: Amend the Municipal Code to prohibit the sales and use of fireworks in the City.
Sales and use of fireworks would only be allowed when the Municipal Code is amended.
• Option 2: Prohibit the sales and use of fireworks in the City for one year. Permitted sales and
use of fireworks would be reinstated for the 2022 Independence Day season, with
considerations to provisions that may be necessary to comply with any applicable health orders.
Mission Statement
“We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow.”
CITY OF ROHNERT PARK
CITY COUNCIL AGENDA REPORT
ITEM NO. 9.A.
2
• Option 3: No change. Permitted fireworks sales and use will continue.
At the conclusion of council discussion, staff was directed to return with an ordinance prohibiting the
use of state-approve fireworks and illegal fireworks in the City of Rohnert Park.
ANALYSIS
The proposed ordinance will repeal and replace Chapter 9.49 of the Rohnert Park Municipal Code.
Currently the City of Rohnert Park Municipal Code allows for the sale and use of state-approved
fireworks from June 30th through July 4th. The proposed ordinance will prohibit the use of state
approved and illegal fireworks throughout the City.
The new ordinance does contain the social host liability put in place in 2019 to address the misuse of
state-approved fireworks and the use of illegal fireworks. The social host liability will continue to
assist public safety in addressing the use of fireworks throughout the city.
In addition, the new ordinance contains the same fine/fee structure put in place in 2019, and contains
the ability to impose late fees consistent with Chapter 1.25 which was amended in 2020.
The new ordinance also allows licensed pyrotechnic displays within the City of Rohnert Park provided
they adhere to the requirements of Section 5608 of the California Fire Code and permitted by the
City’s fire official.
FISCAL IMPACT
The adoption of this Ordinance pertaining the use of state approved safe and sane fireworks will not
have a negative fiscal impact on the City’s General Fund.
STRATEGIC PLAN ALIGNMENT:
The City’s vision statement is that Rohnert Park is a thriving, family-friendly community that is a
safe, enjoyable place to live, work, and play. The consideration of the City’s fireworks policy
intersects with both “Strategic Plan Goal C: Ensure the effective delivery of public services,” and
“Goal D: Continue to develop a vibrant community.”
OPTIONS FOR CONSIDERATION
1. Council can introduce the new ordinance to ban the sale and use of state-approved fireworks in
the City of Rohnert Park.
2. Council could not introduce the new ordinance, which would allow the sale and the use of
state-approved fireworks in the City of Rohnert Park to continue.
Department Head Approval Date: April 2, 2021
Finance Director Approval Date: N/A
City Attorney Approval Date: March 31, 2021
City Manager Approval Date: April 5, 2021
Attachments:
1. Ordinance for Introduction
ORDINANCE NO. 954
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK
REPEALING AND REPLACING CHAPTER 9.49 OF THE ROHNERT PARK
MUNICIPAL CODE TO PROHIBIT THE SALE AND USE OF FIREWORKS
WHEREAS, pursuant to the police powers set forth in Article XI, Section 7 of the
California Constitution, the City of Rohnert Park (“City”) may make and enforce laws that
promote the public health, safety and general welfare of its residents; and
WHEREAS, by Ordinance No. 938, adopted November 26, 2019, the City of Rohnert
Park enacted Chapter 9.49 of the Rohnert Park Municipal Code to regulate the sale and use of
fireworks within the City of Rohnert Park. The City of Rohnert Park allows the use and sale of
“safe and sane” fireworks during regulated hours, and imposes social host liability for use of
illegal fireworks, requires supervision of minors, and exposes violators to civil penalties in
addition to criminal penalties prescribed by state law; and
WHEREAS, on March 4, 2020, the Governor declared a statewide state of emergency
pursuant to Government Code section 8625 due to the existence and spread of COVID-19, and
on March 5, 2020, the City Manager, acting as Director of Emergency Services of the City of
Rohnert Park, proclaimed the existence of a local emergency due to the existence and spread of
COVID-19, which was subsequently ratified by the City Council of the City of Rohnert Park on
March 10, 2020 by Resolution No. 2020-24. In response to the threat of COVID-19, the Health
Officer of the County of Sonoma (“Health Officer”) issued numerous orders requiring all
residents to shelter in place except for certain essential activities, as did the State Public Health
Officer; and
WHEREAS, in response to the threat of COVID-19 and the use of fireworks, the City
Council of Rohnert Park adopted an urgency ordinance on June 2, 2020, Ordinance No. 948, to
minimize large gatherings by prohibiting the use of fireworks in commercial parking lots and to
impose further permit requirements related to the manner of the sale of safe and sane fireworks in
the City of Rohnert Park; and
WHEREAS, despite such controls, the City of Rohnert continues to experience significant
gatherings every year during the Fourth of July holiday period, where fireworks are used; and
WHEREAS, the use of fireworks, including the use of prohibited illegal fireworks, is
prevalent throughout the City of Rohnert Park during the Fourth of July holiday period every year,
and law enforcement responses to gatherings where fireworks are used cause a significant drain of
law enforcement resources and, in some cases, leave other areas of the City with inadequate law
enforcement protection; and
WHEREAS, large gatherings to set off fireworks result in conditions where illegal
fireworks are likely to be used, as large gatherings make it more difficult for law enforcement
officers to enforce prohibitions on illegal fireworks; and
WHEREAS, illegal and dangerous fireworks create a significant risk of fire, and
prohibiting the use of all fireworks in the City, including safe and sane fireworks, is necessary to
deter the use of illegal and dangerous fireworks; and
Ordinance 954
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WHEREAS, the widespread use of any fireworks, including safe and sane fireworks,
increases litter deposited into the environment, as well as increases the risk of fire; and
WHEREAS, the City is located in a climatic zone that places the City at significant risk
of large fires, as evidenced by such examples as the 2017 Tubbs and Nuns Fires, the 2019 Kincade
Fire, and 2020 Glass Fire, and the risk posed by wildfire is anticipated to magnify due to climate
change, further making action by the City of Rohnert Park to prohibit the use of all fireworks
necessary;
NOW THEREFORE, the City Council of the City of Rohnert Park does ordain as
follows:
Section 1. Recitals. The above recitals are adopted as findings of the City Council in
enacting this ordinance.
Section 2. Repeal and Replacement of Chapter 9.49 - Chapter 9.49 of the Rohnert
Park Municipal Code is hereby repealed, and replaced to read in its entirety as follows:
Chapter 9.49 - FIREWORKS REGULATIONS
9.49.010 - Purpose and scope.
A. The City of Rohnert Park has deemed the use of dangerous and safe and sane fireworks, as
defined in Health and Safety Code sections 12500, et seq., to pose a risk to public health and
safety, and prohibits the use of any kind of firework by members of the general public. The
provisions of this chapter are intended to regulate the use of all fireworks to provide for the
safety of the community and the prevention of fires.
B. This chapter provides for the regulation of the manufacture, transportation, possession, use,
and sale of fireworks within the City of Rohnert Park and the imposition, enforcement,
collection, and administrative review of administrative fines, related to the possession, use,
storage, sale and/or display of fireworks, including those classified as "dangerous fireworks"
and "safe and sane fireworks" as defined in California Health and Safety Code Sections 12500
et seq., with the exception of the use of fireworks with a pyrotechnic licensee when operating
pursuant to and accordance with the terms of that license;
C. The issuance of citations imposing administrative fines may be performed at the discretion of
the officials of the city authorized under this chapter; and the issuance of a citation to any
person constitutes but one remedy to redress violations of this Code by any person. By
adopting this chapter, the city does not intend to limit its authority to employ any other
remedy, civil or criminal, to redress any violation of this Code or state law by any person.
C. The imposition of fines related to "dangerous fireworks" under this chapter shall be limited to
persons who possess, sell, use and/or display, or the seizure of, twenty-five pounds or less
(gross weight) of such dangerous fireworks.
D. Fines collected pursuant to this chapter related to "dangerous fireworks" shall not be subject
to Health and Safety Code Section 12706. However, the city shall provide cost reimbursement
to the state fire marshal for the transportation and disposal of "dangerous fireworks" seized
by the city where applicable. These costs will be included in addition to any administrative
fines imposed under this chapter.
Ordinance 954
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9.49.020 - Definitions.
As used in this chapter, the following words and phrases shall have the following meanings:
A. “Dangerous fireworks” shall mean dangerous fireworks as defined in Health and Safety Code
Sections 12505 and 12561 and the relevant sections of Title 19, Code of Regulations,
Subchapter 6 which are hereby incorporated by reference.
B. “Fireworks” shall mean either dangerous fireworks or safe and sane fireworks.
C. “Pyrotechnic displays” means public firework displays or displays used in conjunction with
special effects, for motion pictures, theatrical and group entertainment productions operated
by a professional California state licensed pyrotechnician, provided such displays secure a
permit from the fire code official and meet all applicable requirements of California Health
and Safety Code.
E. “Safe and sane fireworks” and “state-approved fireworks” shall mean state-approved
fireworks defined in Health and Safety Code Sections 12529 and 12562 and the relevant
sections of Title 19, Code of Regulations, Subchapter 6, which are hereby incorporated by
reference.
F. “Social host” means:
1. Any owner of private property as listed on the most recent assessment roll;
2. Any person who has the right to use, possess or occupy a public or private property under
a lease, permit, license, rental agreement, or contract; or
3. Any person who hosts, organizes, supervises, officiates, conducts, or sponsors a gathering
on public or private property, and if such person is a minor, then that person’s parents or
legal guardians.
G. “Strictly liable” means liable for a wrongful act irrespective of such person's intent,
knowledge, negligence or lack thereof in committing the wrongful act.
9.49.030 – Manufacturing and transport of fireworks.
The manufacturing and/or transportation of any fireworks is prohibited, except by a person who
has been issued a permit by the office of the state fire marshal or is otherwise permitted to do so
pursuant to provisions of state law, and such manufacturing or transportation is being performed
in compliance with applicable requirements of the California Fire Code and Vehicle Code. Travel
outside of state-approved routes shall be subject to the approval of a permit issued by the fire code
official in accordance with Health and Safety Code section 12652.
9.49.040 – Prohibition on possession, storage, sale or use of fireworks.
The possession, storage, sale and use of any dangerous or safe and sane fireworks, shall be
prohibited by any person throughout the City of Rohnert Park except when a permit is issued, in
advance, by the fire code official or his or her designee for the exceptions below:
(i) Storage and handling of fireworks in accordance with Section 5605 of the California
Fire Code.
Ordinance 954
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(ii) The use of fireworks for pyrotechnic displays in accordance with Section 5608 of the
California Fire Code.
The prohibition on the possession of fireworks in this section shall not apply to manufacturing
and transportation activities permitted under section 9.49.030.
9.49.050 - Supervision of minors.
A. It shall be unlawful for any person having the care, custody or control of a minor (under
eighteen years old) to permit such minor to discharge, explode, fire or set off any fireworks,
at any time.
B. Any person having the care, custody, or control of a minor shall be strictly liable for any
unlawful ignition, use, or discharge of any fireworks.
9.49.060 - Social host liability.
A. No social host shall suffer or permit any persons to use fireworks (1) on property that is either
owned by the social host or occupied or otherwise used by the social host pursuant to a lease,
permit, license, rental agreement, or contract, or (2) at any gathering on public or private
property that is hosted, organized, supervised, officiated, conducted, or sponsored by the
social host, except for pyrotechnic displays that are permitted in accordance with section
9.49.040.
B. It is the duty of any social host who knowingly hosts, permits, or allows any gathering to take
place to take all reasonable steps to prevent the use of fireworks by that social host’s guests
or invitees.
C. No social host shall, with respect to private property where fireworks are used, be liable for a
violation of this section if the social host can demonstrate that at the time of such violation the
social host (i) had rented or leased the property to another, (ii) was not present, and (iii) had
no prior knowledge of the violation.
B. No person who has the right to use, possess or occupy a unit in a multifamily residential
property under a lease, rental agreement or contract shall be liable under this section for
violations occurring in the common areas of the property.
C. Nothing in this section shall limit the liability of any social host for a violation of Section
9.69.040 or 9.69.050 by the social host.
9.49.070 - Enforcement.
A. This chapter shall be enforced pursuant to the procedures set forth in Chapter 1.25 of this
Code. The amount of the administrative penalty for violations of this chapter pertaining to
fireworks shall be governed by Section 9.49.080.
B. The fire code official or his/her designee shall enforce the provisions of this Chapter 9.49.
9.49.080 – Determining violations; Penalties for violations.
A. Causing, permitting, aiding, abetting, or concealing a violation of any provision of this chapter
shall also constitute a violation of this chapter.
Ordinance 954
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B. Each person who violates any provisions of this chapter by possessing, using, storing, and/or
selling, displaying of any dangerous firework, or violates sections 9.49.050 or 9.49.060 and
such violation involves dangerous fireworks, shall be subject to the imposition and payment
of an administrative fine of one thousand dollars per occurrence, a late charge of two hundred
fifty dollars if the fine is not timely paid in accordance with chapter 1.25.
C. Each person who violates any provisions of this chapter by possessing, using, storing, and/or
selling, displaying of any safe and sane fireworks or state-approved fireworks, or violates
sections 9.49.050 or 9.49.060 and such violation involves any safe and sane fireworks or state-
approved fireworks, shall be subject to the imposition of payment of an administrative fine,
and a late charge if the fine is not timely paid in accordance with chapter 1.25, as provided
below:
Number of offenses in any
12 month consecutive
period
Amount of
administrative
penalty
Late
charge
Total amount of
penalty plus late
charge
First $250.00 $75.00 $ 325.00
Second $500.00 $150.00 $ 650.00
Third $750.00 $300.00 $1,050.00
D. In addition to such administrative penalties, each violator shall be liable for all costs incurred
by the office of the state fire marshal for the transportation and disposal of any fireworks
seized from the person. The costs incurred by the office of the state fire marshal will be
calculated based upon the regulations promulgated by that office. If those regulations have
not been adopted by the office of the state fire marshal at the time a person is cited for
possession of dangerous fireworks under this Code, the city will reserve twenty-five percent
of any fine collected under this provision to cover the actual cost of disposal to the office of
the state fire marshal.
E. Nothing in this section shall be intended to limit any of the penalties provided for under the
California Health and Safety Code or Penal Code with regard to the sale, use, possession,
delivery, storage, and/or transportation of dangerous fireworks. The penalties set forth herein
are intended to be nonexclusive and are intended to be in addition to any other remedies
provided in this article or any other law, statute, ordinance or regulation.
Section 4. Environmental Review. The City Council finds 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. In the alternative, the City Council determines that the
basic purpose of this action is to prohibit the use of safe and sane fireworks in the City, which
will reduce litter and lessen the risk of fire, and therefore is an action for the protection of the
environment and is categorically exempt pursuant to CEQA Guidelines section 15308 (actions
by regulatory agencies for the protection of environment).
Ordinance 954
6
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. The City Clerk is directed to cause this ordinance to be
published in the manner required by law.
This ordinance was introduced on April 13th, 2021 and adopted by the Council of the City
of Rohnert Park on __________, by the following roll call vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
CITY OF ROHNERT PARK
___________________________
Gerard Giudice, Mayor
ATTEST:
Sylvia Lopez Cuevas, City Clerk
APPROVED AS TO FORM:
Michelle Marchetta Kenyon, City Attorney
Redistricting in Rohnert Park
Sylvia Lopez Cuevas,
City Clerk
1
Background
The City of Rohnert Park adopted
Ordinance No. 944 on February 25, 2020
First by-district Election was held on
November 3, 2020
Second by-district Election will take place
on November 8, 2022
Redistricting is Mandatory
2
Fair and Inclusive Redistricting for Municipalities
and Political Subdivisions Act (“FAIR MAPS”)
Deadline: April 17, 2022
Outreach, website and live translations
Hold at least 4 public hearings
Drawing and adopting maps
3
COUNCIL DIRECTION:
Provide direction on retention of demographer, Michael
Wagaman of Wagaman Strategies and community
outreach consultant, Tripepi Smith, for services relating
to Redistricting.
Provide alternative direction to staff
4
Questions
5
Redistricting
Beginning the Process
April 2021
1
Wagaman Strategies
Unique Expertise
Federal
State
Local
2
Philosophy
What you See is What you Get
Public Critical to Success
Your Process
3
Districting vs Redistricting
Not Starting:
From Scratch
With Same Data
“Didn’t we just do this?”
A Lot the Same:
Criteria
Public Input
Goal
4
Looking Ahead
Census Data: By late August
Redistricting Database: By late September
Approve Maps: By mid April
Timelines have changed…
And may again
5
Questions
6
The Team
Redistricting in 2021
•Agencies all over the State must scramble to redraw their
district lines
•Outreach is a new, more expansive and critical process
•2020 Census and CVRA is creating a crushing load of
redistricting activity in 2021 and 2022 as there are now
far more local government agencies with districts
The Outreach Phases for Redistricting
Inform
•Explain the
process
•Identify key
outreach
partners
•Prep the
community to
effectively
participate
Gather Feedback
•Build assets
•Facilitate digital
and potentially
in-person
meetings
•Demographer
implements
feedback into
maps
Adopt and
Educate
•Declare
victory on new
maps
•Educate the
public on new
district lines
Why Tripepi Smith
•Trusted by over 60 city clients in the past year, including
crisis work in Napa, Windsor and Vallejo
•Experience working with cities and counties on
redistricting, selected to work with Santa Barbara,
Merced and Fresno counties, and cities of Bellflower,
Sunnyvale, Pomona, Palm Desert, Orange and more.
•Broad experience partnering with agencies and different
demographers
•Flexible Fixed Price or T&M Engagement Models
What Tripepi Smith Can Deliver
•Project Management
•Media Relations / Press Releases
•Social Media Outreach and Content
•Graphic Design Support
•Public Workshop Facilitation
•Key Message Development
•Dedicated Redistricting Website
•Key Constituency Outreach
ITEM NO. 9.B.
Meeting Date: April 13, 2021
Department: Administration
Submitted By: Darrin Jenkins, City Manager & Michelle Marchetta-Keyon, City Attorney
Prepared By: Sylvia Lopez Cuevas, City Clerk
Agenda Title: Receive Overview of Redistricting Process; and Discuss and Provide
Direction Regarding City’s Retention of Demographer, Michael Wagaman of
Wagaman Strategies and Community Outreach Consultant, Tripepi Smith
for Services Relating to Redistricting
RECOMMENDED ACTIONS:
Receive a report providing an overview of the redistricting process following the release of the
2020 Census results and provide direction to staff regarding retention of demographer Michael
Wagaman of Wagaman Strategies and community outreach consultant, Tripepi Smith, for services
relating to redistricting.
BACKGROUND:
On February 25, 2020, the City of Rohnert Park adopted Ordinance No. 944. This Ordinance
amended title 2 of the Rohnert Park Municipal Code to add a Chapter 2.66, “District Elections” to
establish five district boundaries within the City and to provide for the election of members of the
City Council in the five districts as well as establishing the sequencing of the elections in each
district. The City held its first ever district election in November of 2020, with Districts 1, 3 and 4
electing Councilmembers to represent those Districts. Districts 2 and 5 will elect Councilmembers
to represent those Districts in 2022.
Although the City established the district boundaries on February 25, 2020, those boundaries
adopted through Ordinance No. 944 were based on the 2010 federal census data. Every ten years
after the federal census is complete, district lines must be reviewed and, if necessary, adjusted to
keep the boundaries as nearly equal in population as possible, allowing for certain variances due to
geography, topography, communities of interest, etc., as required by federal and California law.
This process of reviewing the census data and adjusting the district boundary lines is called
redistricting.
ANALYSIS:
In California, the process for redistricting is established by the Fair and Inclusive Redistricting for
Municipalities and Political Subdivisions Act (“Act”).1 Under the Act, cities and counties must
conduct certain outreach, maintain websites with publicly available information about draft maps
and hold at least four public hearings on the issue.
1 Elections Code § 21000 et seq.
Mission Statement
“We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow.”
CITY OF ROHNERT PARK
CITY COUNCIL AGENDA REPORT
ITEM NO. 9.B.
In 2020, the Legislature amended the Act to, among other things, adjust the deadline when the
final district map must be adopted. Agencies with a Nov. 8, 2022 election (consolidated with the
Statewide General Election) must adopt their maps no later than 205 days before the election, or
April 17, 2022.2 Because the City of Rohnert Park will hold district-based elections for
Councilmembers in District 2 and 5, the City’s redistricting maps would need to be approved no
later than April 17, 2022.
General Overview of Redistricting Process
The procedural requirements in the Act are different from the processes the City followed in 2019-
2020 to transition from general elections to by district elections under the California Voting Rights
Act.
For redistricting, the City must hold at least four public hearings at which the public is invited to
provide input regarding the composition of council districts before adopting a final map.3 These
hearings must include:
(1) At least one public hearing before the City draws a draft map or maps of the proposed
council boundaries.
(2) At least two public hearings after the City has drawn a draft map or maps of the proposed
council boundaries.
(3) At least one public hearing or public workshop held on a Saturday, Sunday, or after 6 p.m.
on a weekday at a public hearing building that is ADA accessible.4
The Act provides that when drawing the maps, district boundaries for each council district must be
substantially equal in population as determined by the most recent federal decennial census and the
boundaries must comply with the United States Constitution, the California Constitution, and the
federal Voting Rights Act of 1965.5 Additionally, when adopting district boundaries, certain
criteria must be used to establish the boundaries, in the following order of priority:
(1) To the extent practicable, council districts shall be geographically contiguous. Areas
that meet only at the points of adjoining corners are not contiguous. Areas that are
separated by water and not connected by a bridge, tunnel, or regular ferry service are not
contiguous.
(2) To the extent practicable, the geographic integrity of any local neighborhood or local
community of interest shall be respected in a manner that minimizes its division. A
“community of interest” is a population that shares common social or economic interests
that should be included within a single district for purposes of its effective and fair
representation. Communities of interest do not include relationships with political parties,
incumbents, or political candidates.
(3) Council district boundaries should be easily identifiable and understandable by
residents. To the extent practicable, council districts shall be bounded by natural and
artificial barriers, by streets, or by the boundaries of the city.
(4) To the extent practicable, and where it does not conflict with the preceding criteria in
this subdivision, council districts shall be drawn to encourage geographical compactness in
2 Elections Code § 21602(a)(1).
3 Elections Code § 21607.1(a).
4 Id.
5 Elections Code § 21601; citing 52 U.S.C. Sec. 10301 et seq.
ITEM NO. 9.B.
a manner that nearby areas of population are not bypassed in favor of more distant
populations.6
The council cannot adopt council district boundaries for the purpose of favoring or discriminating
against a political party.7
During the redistricting process, the Act requires that the City take certain steps to encourage
residents, including those in underrepresented communities and non-English speaking
communities, to participate in the redistricting process. Additionally, the City must establish a
redistricting website and disseminate certain information, including information in different
languages as determined by the California Secretary of State (SOS)8 based on census results. Due
to the pandemic, the data from the SOS has not yet been released. Therefore, the City does not yet
know what type of translation services might be needed.
The Act also provides different approaches that the City could utilize for the redistricting process.
The traditional approach would be for the Council, with the assistance of a demographer, review
the census data, take public input, conduct the hearings and then approve a new map (or keep the
same map if the population hasn’t changed appreciably). The Act also authorizes a city to utilize
alternative approaches to the redistricting process using commissions as part of the process,
including advisory, independent or hybrid advisory/independent commissions.9 Generally, an
advisory redistricting commission is one that the Council would directly appoint to conduct some
of the public hearings and solicit public input, with the Council retaining final discretion on the
selection of the map. An independent redistricting commission is a commission that is authorized
to select and adopt the final map and a hybrid commission is a mix of an advisory redistricting
commission and an independent redistricting commission. There are extensive regulations relating
to the involvement of independent and hybrid commissions as well as the selection of commission
members, including a large number of disqualifying factors for certain persons serving on a
commission. Deviation from the traditional approach of the Council deciding the districts would
incur additional time and costs. Once a demographer is retained and as the applicable dates get
closer, City staff will return to the Council with more detailed information regarding the process,
which could include information pertaining to the different types of commissions if the Council
desires to consider those alternative approaches.
The latest update from the US Census Bureau is that 2020 Census information needed for
redistricting will be released on September 30, 2021. After the census information is released, it
needs to be processed into California’s statewide redistricting database at the University of
California at Berkeley. This is anticipated to take several weeks and up to one month. So, it is
unlikely that redistricting can start in earnest for any jurisdictions before mid to late October. The
jurisdictions with June 2022 elections will be required to redistrict by mid-December. Only when
the limited supply of demographers have completed those redistricting efforts will they turn to the
November 2022 election jurisdictions. Therefore, we expect the redistricting process for Rohnert
Park to start no earlier than January 2022. As noted above it must be completed by April 17, 2022.
Demographer
Due to the limited time frame within which cities, counties, school districts, and special districts
will have to conduct the redistricting process and the number of jurisdictions (over 300) that will
be undergoing redistricting, the City Attorney’s Office commenced soliciting qualifications from
6 Elections Code § 21601(c)
7 Elections Code § 21601(d)
8 https://www.sos.ca.gov/elections/helpful-resources/redistricting
9 Elections Code §§ 21607.1; 23001 et seq.
ITEM NO. 9.B.
qualified and skilled demographers in Northern California in 2020. Five proposals were received
from: Cooperative Strategies, Compass Demographics, Redistricting Partners, Wagaman Strategies
and Lapkoff & Gobalet Demographic Research Inc. Interviews of three candidates were
conducted. The City Attorney’s Office did reach out to other firms that provide demographic
services but only considered those five proposals that were actually received. Ultimately, the City
Attorney’s Office identified Michael Wagaman of Wagaman Strategies as the most qualified
demographer who had the skills, experience and personality to assist the Council in the
redistricting process.
Mr. Wagaman is one of the state’s leading experts in this field and has done extensive work at the
state level as well as local level. He worked on both the last legislatively controlled redistricting
process and as a liaison to the first California Citizens Redistricting Commission. He has advised
groups ranging from sitting elected officials to national redistricting reform organizations.
Although Mr. Wagaman did not assist any cities with redistricting after the 2010 census because
he was working at the State level at that time but he did assist multiple special districts (i.e. water,
community college) redraw district boundaries at that time. Mr. Wagaman has also assisted a
number of cities transition to district elections and will be assisting some of those same cities
redistrict in 2021 and 2022. However, Mr. Wagaman does not believe that redistricting is a
volume industry and strives to provide a personalized approach to each client that he serves. Mr.
Wagaman would not utilize any other staff for public meetings and would be the only
demographer that works with the City on the redistricting process. In that way, Mr. Wagaman
believes that he can deliver the most efficient service to the City. Mr. Wagaman’s Standard Local
Redistricting Package is attached as Attachment 1.
Mr. Wagaman has a standard package and rate for his redistricting services which includes
participation in up to four meetings, for a total cost of $35,000. That price however, does not
include the public access to online interactive mapping tools but he could offer the City those
services under his agreement with the City as a separate cost, which starts at approximately
$5,000, if the City wanted to utilize that service. Mr. Wagaman would utilize one of his vendors to
provide those services to the City. The price for Mr. Wagaman’s services will also likely adjust if
the Council decides to use commissions as part of the redistricting process. The additional costs of
services relating to commissions would depend upon the actual configuration and charge of the
commission and Mr. Wagaman’s involvement with the commission.
We believe Mr. Wagaman’s price of $35,000 for his services, including attendance at up to four
meetings is very reasonable given his skills and the level of service.
While the costs of Mr. Wagaman’s services would fall within the City Manager’s purchasing
authority, the City Manager is seeking direction from the Council on whether to retain the services
of Mr. Wagaman or pursue some other alternative to securing the services of a demographer for
the redistricting process. The retention of a demographer is a very important step in the
redistricting process and must be done quickly. There are a limited number of demographers in
Northern California and a large number of jurisdictions that will need the services of a
demographer for the redistricting process. As such, the City Manager and the City Attorney’s
Office recommend that the City Council give direction to proceed with the retention of Mr.
Wagaman.
Community Outreach Consultant
In 2019, during the process of transitioning from general elections to by district elections, City
staff worked very hard to inform the public about the process. Although not required, City staff
conducted outreach to advise its residents of every public hearing including posting on social
media channels such as the City’s Facebook page, Next-door, and twitter. The City made
ITEM NO. 9.B.
informational flyers, in both English and Spanish, available throughout City’s facilities.
Additionally, the City noticed each public hearing on the City’s Adjudicated Newspaper, The
Community Voice, as well as posting the notice in the City’s website and at City Hall, Department
of Public Safety, Community Center, Senior Center and the Sonoma County Library. As a
courtesy, City staff also created a website page dedicated to this transition, whereby information
was available in both English and Spanish.
While the City believes that staff conducted a successful community outreach process over a four-
month period, City staff would like to utilize the services of Tripepi Smith, a consultant
experienced in helping local governments execute community education and outreach initiatives
for district formation and redistricting processes. Tripepi Smith’s qualifications and proposal are
attached as Attachment 2. Tripepi Smith has over 80 clients in California, including neighboring
City of Napa and Town of Windsor. Staff believes that the extent of our outreach can be expanded
by utilizing services from Tripepi Smith, such as press releases, news articles, bilingual social
media outreach for up to 12 months, creation and maintenance of a bilingual redistricting website
among other services.
The City Clerk’s Office has preliminarily identified the following methods of outreach:
(1) Public Messaging via Social Media, City’s Website, Press Releases, newsletters, and other
public communications, in English and Spanish, including: Social media engagement on
Facebook, Instagram, Twitter, and NextDoor in both English and Spanish
(2) New dedicated webpage on City’s website for redistricting updates and information
(3) Information provided via the City’s electronic newsletter “City Manager’s Weekly,”
articles published in the Community Voice, and updates sent via the Rohnert Park-Cotati
Unified School District parent newsletters
(4) Press releases sent to various outlets and groups
(5) Public notices posted at various City facilities
(6) Display advertisements on local public access network by using Channel 26
(7) Mailers, infographics, and videos created by the City’s outreach consultant.
The City Clerk’s office would utilize Tripepi Smith services to conduct the various methods of
outreach to the public regarding redistricting. While Tripepi Smith would also fall within the City
Manager’s purchasing authority, the City Manager is also seeking direction from the Council on
the retention of Tripepi Smith to provide these services.
ENVIRONMENTAL ANALYSIS:
This action is exempt from the California Environmental Quality Act (“CEQA”) because it does
not qualify as a “project” pursuant to Public Resource Code section 21065 and CEQA Guidelines
Sections 15320, 15378 and 15061(b)(3) since it can be seen with certainty that there is no
possibility that the City’s action would cause either a direct physical change in the environment, or
a reasonably foreseeable indirect physical change in the environment.
STRATEGIC PLAN ALIGNMENT:
The recommended option is consistent with Strategic GOAL B: Achieve and maintain financial
stability and GOAL C: Ensure the effective delivery of public services.
ITEM NO. 9.B.
OPTIONS CONSIDERED:
Staff is asking City Council provide direction to staff regarding the following issues:
1. Recommended option: Provide direction on retention of demographer, Michael Wagaman
of Wagaman Strategies and community outreach consultant, Tripepi Smith, for services
relating to Redistricting.
2. Alternative option: Provide alternative direction to staff on retention of demographer
and/or outreach consultant and community outreach consultant for services relating to
Redistricting.
FISCAL IMPACT/FUNDING SOURCE:
The total fiscal impact to the City for the redistricting process will depend on whether the Council
decides to utilize a traditional approach to the redistricting process or if the Council decides to
utilize a redistricting commission and a breakdown of those costs will be provided at a future date.
However, preliminarily, the fiscal impact that results from the retention of Wagaman Strategies
and Tripepi Smith would be as described below. Staff has budgeted for consultant expenses in
FY20-21 in the General Fund (001-1900 400 6830).
Community Outreach Services, Tripepi Smith $32,317.50
Demographer Services, Wagaman Strategies $35,000 (covers up to four public hearings)
If the Council decides to utilize an approach that involves a redistricting commission, then the cost
of the services for both Mr. Smith and Mr. Wagaman will increase.
Department Head Approval Date: NA
City Manager Approval Date: 04/06/2021
Finance Director Approval Date: 04/05/2021
City Attorney Approval Date: 04/06/2021
Attachments:
1. Wagaman Strategies Standard Local Redistricting Package
2. Tripepi Smith Proposal
916.440.0883 info@wagamanstrategies.com
THE DIFFERENCE
The decennial process of redrawing district boundaries requires balancing complicated (and sometimes
contradictory) federal and state laws, shifting demographics trends, public feedback, and governance needs.
Addressing these challenges can be challenging for local jurisdictions as they require expertise often far removed
from day‐to‐day operational necessities. The services offered by Wagaman Strategies stand apart.
Unique Expertise: Michael Wagaman is not only one of the state’s leading redistricting experts, he also brings a
unique range of background to his work. He has drawn lines for jurisdictions as large as the State of California to
as small as local water districts. He worked on both the last Legislatively controlled redistricting process and as a
liaison to the first California Citizens Redistricting Commission. He has advised groups ranging from sitting
elected officials to national redistricting reform organizations.
Commitment to Quality: Some firms believe redistricting is a volume industry that calls for a cookie‐cutter
approach. Wagaman Strategies believes in a personalized approach. We believe each jurisdiction will face
unique challenges, so who they hire should be who they get. We do not believe in having principals pitch the
project, and then have others do the critical work. It may limit our size, but we like it that way and believe it
delivers the best value to our clients
THE PACKAGE
The standard local redistricting package includes the following:
1. Meetings
Participation in up to four public meetings, typically consisting of two meetings of the governing body
before lines are drawn to get input, and two meetings after to review and consider plans.
Creation of a slide deck for each meeting, with early presentations focused on education and solicitation
of feedback, and later presentations summarizing prior direction and proposed plans.
Remote participation in staff and counsel meetings as necessary.
2. Data
Creation of a jurisdiction‐specific dataset consisting of population, voting age population, and citizen
voting age population data from the U.S Census, and registration and election data from the two most
recent statewide elections, by all relevant census geography.
Addition of election data for the two most recent local elections for the jurisdiction, if machine‐readable
precinct‐level data is available.
Access to a standard suite of geographic information system (GIS) data (e.g., street boundaries, satellite
imagery)
Addition of jurisdiction‐specific GIS files provided relevant to the redistricting process (e.g., zoning data,
service zones), as made available by the jurisdiction.
3. Public
Creation of baseline educational maps and statistical reports for the jurisdiction and existing districts
with relevant statistical data (e.g., population distribution, racial/ethnic make‐up).
Production of public participation packets for submission of community of interest boundaries and
complete redistricting plans, in both written and electronic formats.
Review and analysis of all submitted public comments.
Standard Local Redistricting
Package and Costs
Page 2
4. Plans
Preliminary analysis of existing districts to determine which may require adjustment due to shifting
population, the requirements of the Voting Rights Act, or changes to state law since the last districting.
Preparation of at least three initial plans based on public feedback, direction from the governing body,
and traditional redistricting criteria, along with supporting materials including print‐friend and electronic
maps, and basic demographic information.
Production of similar supporting materials for all timely submitted public plans.
Creation of up to three revised draft maps based on feedback on the initial and public plans.
Review of revised draft maps, including making real‐time adjustments as necessary, to create a final
redistricting plan.
Provide, in addition to the previously described materials, a GIS layer, census block equivalency file, and
metes and bounds for the final districts.
THE COSTS
The standard package for a jurisdiction is $35,000.
This includes all travel related expenses and use of required redistricting software licenses. It does not include
the costs of physically printing and publishing redistricting materials, maintenance and update of a redistricting
website, legal costs associated with in‐house or outside counsel, or translation of materials into languages other
than English.
Participation in additional public meetings, including governing body meetings and public education/outreach
hearings, are $2,500 per meeting.
Based on jurisdiction size and need costs can be provided for additional services such as:
Public access to redistricting software
Supplemental public outreach materials
Redistricting Commission support
Most other additional services can be provided at an hourly rate of $350 an hour.
Redistricting Services for 2021
ROHNERT PARK
Submission Date: March 25, 2021
VALID UNTIL APRIL 30, 2021
By: Ryder Todd Smith, Co-founder, Tripepi Smith
City of Rohnert Park/ Redistricting Scope of Work
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TABLE OF CONTENTS
Cover Letter ................................................................................................................... 3
Related Firm Experience ................................................................................................ 4
Project Plan And Outreach ............................................................................................ 9
Outreach Cost Proposal .............................................................................................. 13
Outreach Project Team ................................................................................................ 19
Appendix A: Samples of Tripepi Smith Communication Work .................................... 24
Appendix B: Tripepi Smith Resumes ........................................................................... 36
Appendix C: Statements and Disclosures ................................................................... 43
Appendix D: References For Tripepi Smith ................................................................. 45
City of Rohnert Park/ Redistricting Scope of Work
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COVER LETTER
Thank you for the opportunity to present Tripepi Smith’s services in response to Rohnert Park’s
needs for redistricting-related services in 2021. The City is wise to move quickly to line up resources
for the wave of redistricting activity that will be required in 2021 as a result of the 2020 Census.
Tripepi Smith is ready to dive in with a plan to support community outreach and provide meeting
facilitation, including a total project management approach if requested. This document outlines our
approach to the scope of work requested, as well as our cost proposal.
Tripepi Smith is a team of 25 communications experts—robust enough to offer experienced and
effective professionals for the job, yet small enough to be nimble and responsive. Tripepi Smith
offers a spectrum of skills that allows us to match the appropriate resource to the task at hand,
letting us execute faster and reduce engagement costs. These resources vary by both years of
experience and core hard skills (graphic design versus videography versus writing versus social
media, for example). The result: we have an ability to conduct outreach to the public across a range
of platforms.
Tripepi Smith is a force multiplier for the communication operations of agencies across California.
From Napa to Coronado and out to Indian Wells, Tripepi Smith is actively working with dozens of
city governments and public agencies. We gain insights from the breadth of our client work and
apply that knowledge to our work with other clients.
Authorization
As co-founder and president of Tripepi Smith, I am qualified to enter into agreements with Rohnert
Park and to make the statements below on behalf of the firm. This proposal is valid until April 30,
2021.
Regards,
Ryder Todd Smith
Co-Founder & Chief Executive Officer
Tripepi Smith
(626) 536-2173 • ryder@tripepismith.com • FAX: (949) 679-8371
City of Rohnert Park/ Redistricting Scope of Work
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RELATED FIRM EXPERIENCE
Tripepi Smith has been working in local government communications for over ten years and has a
strong track record of success on a range of projects, including: revenue measure education, COVID-
19 crisis communications, economic development advertising campaigns, branding projects,
community choice aggregation launch efforts and district formation/redistricting programs.
1. The City of Orange hired Tripepi Smith to facilitate two community meetings to
introduce the district formation process and emcee an evening presentation by experts
from National Demographics Corporation. We also advised staff on outreach efforts
and website content priorities. Finally, we attended the relevant city council meetings
to address any city council questions on the outreach process.
Project Team: Principal Ryder Todd Smith, Junior Business Analyst Maheen
Surani
Date Completed: 2019
Total Project Cost: $3,258
2. Tripepi Smith was engaged by the City of Palm Desert to aid with their district
formation process. The work included: collaborating with another firm from the
Coachella Valley to encourage participation among Latino residents, designing
community forums to maximize the exchange of information, recording public
meetings for community sharing, designing social media campaigns to reach all
residents, updating the website with new information and resources as information
becomes available and collaborating with city staff on ideas for educating voters on the
new district system.
Project Team: Principal Ryder Todd Smith, Business Analyst Karen Villasenor, Junior
Business Analyst Bryn Miller
Date Completed: September 2020
Total Project Cost: $28,800
3. Tripepi Smith recently organized and ran the Rose Institute of State and Local
Government’s one-day conference on the 2020 Census and 2021 Redistricting. The
program featured voting rights experts, demographers and district formation experts
from across California, including Tripepi Smith principal Ryder Todd Smith. Learn more
at 2021redistrictingconference.org.
Project Team: Principal Ryder Todd Smith, Junior Business Analyst Bryn Miller
Date Completed: September 2020
Total Project Cost: N/A
City of Rohnert Park/ Redistricting Scope of Work
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Additional Firm Background and Experience
Tripepi Smith excels at public affairs. We work in a complex environment where successful
communications go hand-in-hand with marketing and technical expertise. As a full-service public affairs
and creative services firm, Tripepi Smith delivers strategy, outreach and design tailored for local
government, public agencies, nonprofits and private companies—each strongly represented in our client
list.
At Tripepi Smith, experienced directors and analysts drive strategy and implement messaging. Eight full-
time creative professionals generate compelling branding, websites, design, social media, photography
and video. The collaboration between Creative Services and the analysts team keeps communications
engaging and on-message. Our diversity of skillsets and expertise allows Tripepi Smith to offer clients
exactly the level of service they need.
Tripepi Smith
2 Co-founders / Principals
4 Directors, Communications
14 Business Analysts
Tripepi Smith Creative Services
1 Art Director
3 Graphic Designers
2 Videographers
2 Hybrid Creatives (graphic design,
photography)
City of Rohnert Park/ Redistricting Scope of Work
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Grounded in civic affairs: Co-founder and CFO Nicole Smith is a second-generation civic affairs
professional (her father was a city manager for 28 years) and co-founder and president of Tripepi
Smith. Ryder Todd Smith brings over a decade of public agency marketing and communications
experience to the table.
Services
Strategy, Marketing, Communications
Strategic development,
research, surveys, messaging
Social media management
Web and social media strategy,
optimization (SEO), metrics
Web hosting and support
Email campaigns
Relations (media, stakeholders,
public, government)
Support and training for events,
presentations and virtual
gatherings
Google AdWords, LinkedIn and
Facebook advertising
Creative Services
Full-service graphic design for
digital, print and outdoor
Brand and logo development
Content generation, writing and
editorials
Output services (digital
distribution, print management,
mail management)
Photography, illustration and
information graphics
Video and animation
Web design and
implementation
Legal Structure and Financial Matters
Tripepi Smith is a California S Corporation. Ownership is equal split between co-founders Nicole D.
Smith and Ryder Todd Smith.
Tripepi Smith has been incorporated since 2002 and has generated a profit every year it has been in
operation. We have never had a legal claim filed against us and have never failed to fulfill a contract
commitment.
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Client Roster
Tripepi Smith has been selected to work with over sixty local government agencies to help with their
communications. We can provide you with contacts at any of these clients if desired and are
confident you will find them to be quite happy with our services.
California City Management
Foundation
City of Aliso Viejo
City of American Canyon
City of Azusa
City of Claremont
City of Coronado
(City of) Culver City
City of Cupertino
(City of) Daly City
City of Danville
City of Duarte
City of El Cerrito
City of Fountain Valley
City of Fullerton
City of Grover Beach
City of Hawaiian Gardens
City of Huntington Beach
City of Indian Wells
City of Industry
City of Irvine
City of La Cañada Flintridge
City of La Palma
City of La Puente
City of La Verne
City of Lake Forest
City of Laguna Hills
City of Laguna Niguel
City of Lancaster
City of Livermore
City of Lomita
City of Lynwood
City of Manhattan Beach
City of Manteca
City of Martinez
City of Millbrae
City of Morgan Hill
City of Murrieta
City of Napa
City of Norwalk
City of Orange
City of Palm Desert
City of Palmdale
City of Paramount
City of Pismo Beach
City of Placentia
City of Pomona
City of Rancho Palos Verdes
City of Rancho Mirage
City of Riverbank
City of Rolling Hills Estates
City of Santa Ana
City of Santa Clarita
City of Santa Cruz
City of Santa Paula
City of Saratoga
City of Stanton
City of South Gate
City of Tracy
City of Vallejo
City of Vista
City of Walnut
(City of) Yuba City
Town of Windsor
CalChoice Energy CCA
California Joint Powers
Insurance Authority
Citrus Heights Water District
Costa Mesa Sanitary District
El Toro Water District
Independent Cities
Finance Authority JPA
Inland Empire Utilities Agency
League of California Cities
Municipal Management
Association of
Northern California
Municipal Management
Association of
Southern California
Orange County City
Manager Association
Orange County
Sanitation District
Palmdale Water District
Rowland Water District
San Gabriel Valley City
Managers’ Association
Bellflower-Somerset Mutual
Water Company
South Orange County
Wastewater Authority
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Local Government Affiliation and Support
Tripepi Smith is firmly committed to the local government work and actively supports the local
government association and professional staff who make cities work. Our sponsorships and
affiliations with professional industry groups include:
California City Management
Foundation
League of California Cities
California Contract Cities
Association
Orange County City Manager
Association
Cal-ICMA
San Gabriel Valley City
Managers’ Association
Municipal Management
Association of Northern
California
Municipal Management
Association of Southern
California
Institute for Local
Government
University of Southern
California City/County
Management Association
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PROJECT PLAN AND OUTREACH
The following scope of work is being quoted by Tripepi Smith for communications and outreach
work.
Project Timeline
The project will start in April 2021 and continue to February/March 2022. It has the potential to
extend beyond through the elections in 2022 if the City would like assistance with voter outreach
and education related to new district lines for that election. Dates in yellow are external deadlines.
Census data was originally expected to be delivered to states by summer 2021; however, the U.S.
Census Bureau announced on Feb. 12 that the data will be delivered to all states by Sept. 30, 2021.
Tripepi Smith is prepared to help the City adjust to a dynamic timeline and ensure that all necessary
public engagement is completed in what may be a compressed timeframe
Month Task/Milestone
Spring 2021 Getting Started
Finalize contract and discuss logistics and role split among Tripepi Smith and the City.
Set up redistricting website with information from the Secretary of State's website and preview of
the process.
Determine tentative calendar for meetings.
Spring/Summer 2021 Preparing Our Processes, Initial Community Outreach Meeting(s)
Set up collaborative log of all outreach to community groups to document legal compliance.
Establish system for providing a recording or written summary within two weeks of meetings and
meeting translation services.
Determine with your legal counsel what outreach is required if your existing districts are still
population-balanced.
Hold 1+ virtual community meeting(s) (preferably in the evenings or on a weekend) to discuss the
general redistricting process.
Create flyers and PowerPoint slides on the process with a likely timeline.
Set up systems for written, verbal and online testimony on criteria.
By late September
2021
Census Bureau delivers redistricting counts to California; California implements "prisoner
adjustments" to data.
By late October 2021
Statewide Database provides finalized count, demographer prepares data for current districts
using ACS CVAP (4+ week process).
Fall 2021 Data ready for the City. Meeting Outreach.
Finalize timing for 4+ hearings (required to announce 5 days in advance, at fixed times). One
meeting must be post- 6:00 p.m. or on a weekend.
Publicize meetings using boosted posts on social media.
Push out press release to local media and local community groups - good government, civil
rights, civic engagement, language minority groups.
Prepare PowerPoints, flyers and handouts.
Conduct Hearing #1 OR map-drawing workshops (workshops could fulfil requirement for one of
the required 4 meetings).
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Fall 2021 Redistricting/Map-Drawing Workshops
Tripepi Smith and demographer to facilitate 1+ workshops to explain mapping tools and answer
questions.
Build up the maps section of website with instructions, draft maps and commentary.
Publicize meetings using boosted posts on social media and updating calendar/content on
website.
Push out press releases to local media and local community groups - good government, civil
rights, civic engagement, language minority groups.
Prepare PowerPoints, flyers and handouts for meetings.
Winter 2021/2022 Hearings Considering Draft Maps
Promote the 2+ public meetings on all channels.
Post all community feedback/revisions to maps on website.
Spring 2022 Hearing for Approval of Final Redistricting Plan and Subsequent Adoption by Ordinance
Press release and social media on the new district lines.
April 17, 2022 Deadline for adoption of maps.
June 6, 2022 Deadline to submit adopted map to Registrar of Voters (confirm with the County ROV)
Spring/Summer 2022 Social media and press release on the upcoming nomination period.
Candidate nomination period begins.
Summer 2022 Update website as candidates file.
August – November
2022
Regularly programmed election outreach. Potential for targeted outreach in districts where
boundaries have significantly shifted (if applicable).
November 8, 2022 Election Day (Seats in District 2 and 5 up for election)
Collaboration with Expert Consultants
Work on district formation and redistricting projects typically requires special legal counsel, a
demographer and an outreach firm. Typically, Tripepi Smith would join all planning calls with the
legal counsel and the demographer. If the City chooses to do expansive outreach, then our firm
would prefer to handle all the meeting/workshop planning and facilitation services, graphic design,
and all other outreach. At the workshops we facilitate, the demographer is usually presenting; at
times, the special legal counsel is also asked to attend the meetings. Once the process shifts to
formal hearings before the City Council, the demographer and perhaps the special legal counsel are
typically present, but the involvement of the outreach firm becomes more limited in presence.
However, our work continues with website content development and updates to keep the public
apprised of the status of the process. We may be present at an initial hearing by the City Council to
attest to the outreach process or report on the facilitated sessions that Tripepi Smith led.
Execution of Work Details
Project Management
This scope of our project management work would vary with the desired engagement of Tripepi
Smith. If we are called upon to execute total project management, Tripepi Smith would facilitate all
project calls for this engagement and create a living agenda to manage the efforts and timing
City of Rohnert Park/ Redistricting Scope of Work
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between the demographer, legal counsel, City and Tripepi Smith. After the initial set-up, these
meetings would be biweekly from (tentatively) April 2021 to February/March 2022, from the
beginning of the outreach process to the map adoption. The phone calls would typically last up to
an hour and will have a detailed agenda and notes. After each call, Tripepi Smith would send a
summary email about decisions made on the phone call and related action steps for all involved
parties. Call content would focus on action steps, timeline, coordination with City staff and
verifications of action steps with the legal and demographic experts.
In-Person Meetings
If possible with COVID-19 limitations, Tripepi Smith would coordinate with City staff to identify
venues and dates to host in-person workshops and meetings to seek public feedback on new district
lines and provide information on map-drawing tools. Tripepi Smith would devise an agenda,
facilitate discussions, document community feedback and promote positive engagement around the
process. Additionally, Tripepi Smith can provide graphic design services to create bilingual
PowerPoint decks for the presentations and flyers for attendees. We can coordinate simultaneous
translation with local partners.
Tripepi Smith can facilitate recording the meetings and provide videos, with any relevant slides
interspersed and closed captions. These videos would likely fulfil the requirement to post a summary
of the meeting.
Virtual Meetings
Tripepi Smith can also coordinate and facilitate virtual meetings and workshops to seek public
feedback and educate residents on map-drawing tools. Virtual meetings are helpful since they break
down all geographic barriers: every resident in the City with access to internet has access to attend.
Further, they can be recorded for later use and there is no travel involved for consultants. The legal
status of such virtual meetings counting towards the 4 legally-required meetings remains unclear, as
it is connected with the state of the pandemic in 2021. Regardless, virtual meetings are an effective
tool as a supplement to the required hearings to provide information and solicit public feedback.
Tripepi Smith can coordinate and engineer the meetings and provide facilitation services. We can
also work with City staff to promote the meetings and to leverage our identified outreach and
advertising work to promote meeting participation. Our videographers can process recordings of the
meetings to fulfill posting requirements.
Press Release/News Article for Website
Tripepi Smith proposes to draft up to five bilingual press releases throughout the project to ensure
local media aids our efforts to reach City residents. Tripepi Smith will identify media contacts,
collaborate with City staff to further expand the media list and ensure we reach ethnic media. For
key media, Tripepi Smith will follow up with phone calls. We foresee the following possible press
releases: (1) redistricting kickoff announcement, (2) announcements on venues and times for
meetings and workshops, (3) announcement of mapping resources and tools, (4) announcement
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about the Council’s hearings on the draft maps and (5) announcement on the adoption of new
district lines.
Creation and Updates to Bilingual Redistricting Website
Tripepi Smith would create a bilingual redistricting website or subpages in coordination with the
demographer. The website/pages would launch in the spring of 2021 with information from the
Secretary of State about redistricting and a preview of the process in the City. Tripepi Smith would
update the website/pages throughout the redistricting process with resources for the community,
including all required information about meetings and draft maps. If the City chooses to create a
separate website, Tripepi Smith would charge a flat fee of $3,500 to set up and host the site, with a
$610 annual fee for hosting.
Social Media Support
Tripepi Smith would create bilingual copy and graphics for one social media post about the
redistricting process per week throughout the engagement. We anticipate this outreach lasting up to
12 months, from (tentatively) April 2021 to February/March 2022. We can boost posts (paid
advertising) on Facebook and Instagram to help spread the word about meetings and solicit public
commentary.
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OUTREACH COST PROPOSAL
The size and related cost of the engagement will vary widely with the breadth of the public outreach
desired by the City and the assignment of work between Tripepi Smith and City staff. To
accommodate for this variability, Tripepi Smith has identified four approaches to the engagement.
Approach One – Time and Materials
Given the high variability of the type of engagement that may be needed by Tripepi Smith, we could
engage with the City on a pure time and materials basis. As such, the cost for our engagements
could range from $3,500 to $75,000 and would be most dependent on the extent of our work
relative to work handled by City staff and the volume of the outreach desired by the City. Tripepi
Smith can provide weekly or monthly updates on the budget use and how it is being spent
depending on the nature of the engagement or project.
Note that given the preliminary analysis required to determine the extent of the redistricting
outreach needs, our minimum engagement for time and materials approach is $3,500. We will bill
that initial amount at the kickoff of the project and then credit that amount toward any hourly work
for the initial $3,500 in billings. This model addresses the overhead costs related to startup,
preparation and initial project management related to redistricting efforts.
During our engagement, the following rates and related fees for services would apply.
Title Hourly - Ad Hoc
Principal $260
Director $190
Senior Business Analyst $150
Business Analyst $100
Junior Business Analyst $80
Photographer/Videographer $100
Senior Graphic Artist $135
Graphic Artist $100
Web Developer $125
Drone Operator $150
Time at Tripepi Smith is billed in 15-minute increments. See the following examples for how we
invoice our time: 1.25, .75, 4 or 6.5 hours.
If Tripepi Smith is requested to be onsite, we will invoice for travel time at half-rate of the resource’s
Standard Rate.
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Sometimes, we have a resource who work across categories of skills. For example, we may have a
videographer who operates a drone. When that person is doing the category of skill, that skill rate
will apply. In this example, a videographer flying a drone is billed at the drone operator rate.
Other Fees
Because Tripepi Smith offers a broad set of services, including extensive content production, we
have some other content production-related fees that may come up during the course of our
engagement that you should be aware of.
Website Fee
The City can use a page or pages on its own website for this project or it can contract with Tripepi
Smith to build a project specific website (custom domain name/URL, similar visuals to City website,
total directly control by Tripepi Smith). We do this work on a flat fee basis of $3,500 per site with an
annual hosting fee of $610 which includes hosting, SSL Certificate and a single domain name annual
fee. If the City prefers to use its own website, our work on that site will be handled on a time and
materials basis. Content for the website in two languages is addressed as part of other
reengagement options.
Equipment Fees
Tripepi Smith offers some services that require equipment, such as drone operations and video
production. As such, in those cases, the following rates apply:
• $550 for a full day of video equipment use (includes full set of video equipment). Full day
is defined as a shoot lasting more than four hours.
• $350 for a half day of video equipment use. Half day is defined as anything up to four
hours of video production. All such expenses will be authorized by the organization prior
to fee being assessed.
• $500/day drone fee applies and is not inclusive of the drone operator time (drone
operator rate).
Larger production projects may require additional fees for extensive equipment needs, multiple
cameras, live switchboards and more. These fees will be discussed prior to being incurred with the
City.
Printing Fees
Tripepi Smith is happy to use a printer of the client’s choosing for print production work, or to
recommend a printer with whom we have experience. Tripepi Smith typically has the printer bill the
client directly for work. Tripepi Smith makes no money on print services and has no economic
interest in the selected print vendor other than ensuring quality and fair pricing for our clients. If
Tripepi Smith is asked to pay the bill for the client, we will apply a 10% agency fee to the
reimbursement expense.
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CREATIVE SERVICES • Communication • Web • Social Media • Photography • Video • Design 15
Digital Advertising Fees
Tripepi Smith is a Google Partner and Constant Contact Solution Provider and has Facebook
Certified staff. We consider digital platforms to be a cornerstone element of any outreach strategy;
often this comes with digital advertising fees. Tripepi Smith typically uses a client’s credit card to
cover such fees, and those fees are impossible to estimate at this time without our firm being
engaged in the work with the team. If a Tripepi Smith credit card is used to run the advertising
campaign, then we will charge an additional 10% agency fee on all advertising charges to
compensate for the administrative overhead.
Approach Two – Simple Engagement
This approach uses a fixed scope and fee approach to bring more certainty to the cost of the
outreach for the City. Work that evolves beyond the defined scope is addressed on either an
incremental noted fee basis or through time and material work. Such incremental work would be
clearly noted and authorized by the City in writing prior to proceeding.
The Simple Engagement focuses on the outreach, education and generation of public interest in the
subject, but assumes there will not be public education meetings or virtual meetings. Instead, the
process will be focused on just the legally required hearings before the City Council.
The Simple Engagement includes the following:
• Project management for communications
• Tripepi Smith Principal or Director attendance/presentation at 1 council hearing
• Graphic design for flyers/PowerPoints for 4 council hearings
• Creation and maintaining content for a bilingual redistricting website/subpages
• Bilingual social media outreach for up to 12 months (1 post and graphic per week and
coordination of 2 social media ads)
• 2 bilingual press releases
Package and Add-Ons Price
Simple Engagement Package $32,317.50
First/Each Additional In-Person Workshop
(Includes All Planning, Attendance and
Recording)
$ 5,990 / $ 5,250
First/Each Additional Virtual Workshop (Includes
All Planning, Attendance and Recording)
$3,080 / $ 2,340
Principal or Director Attendance/Presentation
at Each Additional Council Hearing
$ 2,280
Each Additional Press Release $ 265
Video Recording at In-Person Meeting $ 1,550
City of Rohnert Park/ Redistricting Scope of Work
CREATIVE SERVICES • Communication • Web • Social Media • Photography • Video • Design 16
Creation of Separate Redistricting Website $ 3,500
Approach Three – Expansive Engagement
As with the Simple Engagement, this Expansive Engagement approach uses a fixed scope and fee
approach to bring more certainty to the cost of the outreach for the City. Work that evolves beyond
the defined scope is addressed on either an incremental noted fee basis or through time and
material work. Such incremental work would be clearly noted and authorized by the City in writing
prior to proceeding.
The Expansive Engagement focuses on the outreach, education, and generation of public interest in
the subject, but also includes up to 4 virtual workshops to solicit commentary on criteria and educate
the public about mapping tools. It also assumes that Tripepi Smith takes on a far more expansive
role in the project management of the overall effort to further alleviate City Staff in the process.
The Expansive Engagement includes the following:
• Project management for the entire project, including overall schedule, resource
scheduling, timeline management and demographer engagement.
• 4 virtual workshops – all project management/planning, facilitation, and recordings
(additional $2,910 per workshop if they occur in person)
• Tripepi Smith Principal or Director attendance/presentation at 1 council hearing
• Graphic design for 4 workshops and 4 council hearings
• Creation and maintaining content for a bilingual redistricting website (including the
creation of a new standalone redistricting website if desired)
• Translation services set-up
• Bilingual social media outreach for up to 12 months (1 post and graphic per week and 4
social media ads)
• 5 bilingual press releases
Package and Add-On Elements Price
Expansive Engagement Package $ 49,943*
Each Additional In-Person Workshop (Includes All
Planning, Attendance and Recording)
$ 5,250
Each Additional Virtual Workshop (Includes All
Planning, Attendance and Recording)
$ 2,340
City of Rohnert Park/ Redistricting Scope of Work
CREATIVE SERVICES • Communication • Web • Social Media • Photography • Video • Design 17
Each Additional Press Release $ 265
Video Recording at In-Person Meeting $ 1,550
(*Note: if workshops happen in person, costs will increase by an estimated $2,910 per workshop for
Tripepi Smith’s portion of fees.)
Approach Four – Simple Plus Commission-Support Engagement
This approach uses a fixed scope and fee approach similar to the Simple Engagement, but includes
additional tasks related to supporting a potential commission. Work that evolves beyond the defined
scope is addressed on either an incremental noted fee basis or through time and material work. Such
incremental work would be clearly noted and authorized by the City in writing prior to proceeding.
The Simple Plus Commission-Support Engagement, like the Simple Engagement, focuses on the
legally required hearings but also incorporates support to a potential commission. Unlike the
Expansive Engagement, it does not include the more proactive, optional outreach measures such as
virtual workshops or a new standalone website.
The Simple Plus Commission-Support Engagement includes the following:
• Project management for communications
• Facilitation with demographer to conduct a virtual orientation/training with commission
• Tripepi Smith Principal or Director attendance/presentation at up to 4 council hearings or
commission meetings
• Graphic design for flyers/PowerPoints for up to 12 council hearings or commission
meetings
• Creation and maintaining content for a bilingual redistricting website/subpages
• Bilingual social media outreach for up to 12 months (1 post and graphic per week and
coordination of 2 social media ads)
• 2 bilingual press releases
Package and Add-Ons Price
Simple Plus Engagement Package $45,337.50
First/Each Additional In-Person Workshop
(Includes All Planning, Attendance and
Recording)
$ 5,990 / $ 5,250
First/Each Additional Virtual Workshop (Includes
All Planning, Attendance and Recording)
$3,080 / $ 2,340
City of Rohnert Park/ Redistricting Scope of Work
CREATIVE SERVICES • Communication • Web • Social Media • Photography • Video • Design 18
Principal or Director Attendance/Presentation
at Each Additional Council Hearing or
Commission Meeting
$ 2,280
Each Additional Press Release $ 265
Video Recording at In-Person Meeting $ 1,550
Creation of Separate Redistricting Website $ 3,500
Tripepi Smith remains flexible to approach this engagement in a different manner as the City evolves
its perspective on how to handle redistricting in 2021. As the City reviews the approach by the
demographer and recommendations of special legal counsel, Tripepi Smith can remodel our
proposal and related pricing.
Payment Schedule
If Rohnert Park chooses a fixed engagement, Tripepi Smith proposes the following payment
schedule:
Kickoff: 30%
Start of Official Hearings: 30%
Final Map Adoption: 40%
City of Rohnert Park/ Redistricting Scope of Work
CREATIVE SERVICES • Communication • Web • Social Media • Photography • Video • Design 19
OUTREACH PROJECT TEAM
Proposed Team
We anticipate that Ryder Todd Smith, Principal at Tripepi
Smith, will be the client lead. Ryder will handle major
presentations, own project oversight and facilitate
meetings. Junior Business Analysts Allison Torres and Clare
Burgess will provide day-to-day project management and
content development. Director Jen Nentwig will provide
additional support as needed. Execution of design and
print will be handled by Senior Graphic Artist Kjerstin
Wingert. Business Analyst Skylar Hunter will engineer virtual
meetings and produce meeting recordings.
Ryder Todd Smith Jen Nentwig Kjerstin Wingert
Allison Torres Clare Burgess Skylar Hunter
Tripepi Smith has consistently
delivered high-quality writing,
impressive visuals and
constructive insights that benefit
our residents. Indian Wells wants
to ensure we communicate with
both residents and businesses,
and Tripepi Smith has helped
improve and heighten our
outreach and engagement
efforts for each of those groups.
Chris Freeland
City Manager
City of Indian Wells
City of Rohnert Park/ Redistricting Scope of Work
CREATIVE SERVICES • Communication • Web • Social Media • Photography • Video • Design 20
Team Details
(See the Resume appendix for full professional experience, education and degrees.)
Team Member Role Description
Ryder Todd Smith
Principal
Role: Strategy
Based in Tustin, CA
Ryder has a mixed background in the worlds of government relations,
technology and marketing. He served as the SVP of Operations and
Chief Information Officer for a software-as-a-service startup in the
financial services sector. Prior to that, he was the technology manager
for a regional staffing firm. Ryder leads Tripepi Smith and is the
ultimate project owner on all work handled by the firm. He is the
creator of the City Internet Strategies Study, publisher of the Civic
Business Journal, publisher of PublicCEO and a frequent speaker on
the local government circuit. His insights have been published in
Western City and PM magazines. He volunteers his time as vice chair
of the Rose Institute of State and Local Government Board of
Governors and previously served as a Planning Commission for the
City of Tustin. Ryder graduated from Claremont McKenna College
with a Bachelor of Arts in Philosophy, Politics, Economics and a dual
degree in Economics.
Jen Nentwig
Director
Role: Account Lead
Based in Phoenix, AZ
Jen is a talented, well-rounded communications professional and
project manager with more than 12 years of experience serving
government organizations. She has built and implemented programs in
strategic communications, media relations, internal communication,
community relations and social media. Her skills include website and
social media management, development of content including articles,
speeches, talking points and FAQs, as well as event planning and
implementation. Jen’s clients include the City of Vallejo, City of Lomita
and California Joint Powers Insurance Authority.
Kjerstin Wingert
Senior Graphic Artist
Role: Design Support
Based in Long Beach,
CA
Kjerstin is a skilled graphic artist with formal graphic arts education
from Golden West College in Huntington Beach. She has advanced
knowledge of various creative platforms, including Adobe Illustrator,
Adobe Photoshop and Adobe InDesign. Kjerstin has experience
leading an array of creative projects, including layout, graphic design,
illustration and creative concept development. Her clients include the
City of La Cañada Flintridge, Inland Empire Utilities Agency, the City
of Culver City, the City of Walnut, the City of Cupertino, the City of
Saratoga, the City of Livermore and the California Joint Powers
Insurance Authority.
City of Rohnert Park/ Redistricting Scope of Work
CREATIVE SERVICES • Communication • Web • Social Media • Photography • Video • Design 21
Skylar Hunter
Role: Virtual Meeting
Engineering
Based in Lake Elsinore,
CA
Skylar joined the City of Lake Forest as a Public Relations specialist,
where he specialized in film production, graphic design, writing and
social media advertising. During his tenure at the City, Skylar served
as the in-house videographer producing the City’s Mayor’s
Minute weekly video series and the Meet the Mayor/State of the City
short film. Skylar was responsible for redesigning and generating
content for the City e-Newsletter redesigning the City’s website and
developing content for the City’s bi-monthly physical publication. A
natural innovator, he took the lead on engineering and producing the
livestream of City Council meetings via Facebook Live, making Lake
Forest the first city to allow public comment through Facebook Live
chat. He is committed to effective communications and passionate
about bridging the gap between clients and their audiences through
compelling and creative media. Skylar’s clients include the City of
Huntington Beach, City of Lynwood, California Joint Powers Insurance
Authority and Renne Public Law Group.
Allison Torres
Jr. Business Analyst
Role: Client Support
Based in Upland, CA
Allison brings a strong background in social media marketing and data
analytics to the Tripepi Smith team. Allison graduated from Biola
University with a degree in Business Management, where she gained
experience in marketing and project management during the various
internships she held. Allison flexed her leadership skills as a two-year
captain of the Biola Women’s tennis team. Previously, she executed
social media marketing at TSE Worldwide Press. Allison is certified by
Hootsuite in Social Media Marketing. Her clients include Santa Clarita
Valley Water Agency, Western Municipal Water District and the Clean
Energy Alliance. Allison is fluent in Spanish.
Clare Burgess
Jr. Business Analyst
Role: Client Support
Based in Westwood,
CA
Clare is a recent graduate from Claremont McKenna College and has
already demonstrated an impressive ability for public policy. She
brings her fresh perspective to communications, digital campaigns
and e-news. Clare also provides project management and account
support for clients and excels at social media management and digital
platforms. Her clients include the City of Duarte, the City of La Verne,
the City of Santa Paula and the San Gabriel Valley City Managers’
Association.
Resumes for this team are included in Appendix A in the back of this response.
City of Rohnert Park/ Redistricting Scope of Work
CREATIVE SERVICES • Communication • Web • Social Media • Photography • Video • Design 22
Of course, Tripepi Smith is a collaborative firm, with many available skillsets, with each available as
needed. See our full team of 25 24 professionals below.
Tripepi Smith Complete Personnel
Graphic Design Services Creative Management Experience
Ryder Todd Smith
Co-founder
President
Nicole Smith
Co-founder
CFO
Katherine Griffiths
Director
Michael Egan
Director
Jon Barilone
Director
Kevin Bostwick
Art Director
Emily Mason
Senior
Business Analyst
Cameron Grimm
Videographer
Sr. Business Analyst
Bria Balliet
Graphic Designer
Sr. Business Analyst
Skylar Hunter
Videographer
Business Analyst
Melanie James
Sr. Graphic Designer
Sr. Business Analyst
Kjerstin Wingert
Sr. Graphic Designer
Sara Madsen
Jr. Designer
Business Analyst
Alexandra Applegate
Junior
Business Analyst
Saara Lampwalla
Business
Analyst
Karen Villaseñor
Business
Analyst
Clare Burgess
Junior
Business Analyst
Molly Lockwood
Junior
Business Analyst
Jennifer Nentwig
Director
Kaetlyn Hernandez
Junior
Business Analyst
Allison Torres
Junior
Business Analyst
Anne Jang
Junior
Business Analyst
Danielle Rodriguez
Junior
Business Analyst
Robert Jordan
Junior
Business Analyst
Natalie Noyes
Junior
Business Analyst
City of Rohnert Park/ Redistricting Scope of Work
CREATIVE SERVICES • Communication • Web • Social Media • Photography • Video • Design 23
For video work, printing, niche website development needs or mailing, we sometimes use
subcontractors to supplement our services. These engagements are often determined at the time of
the need, so it is difficult to predict which subcontractors would work on your project. Firms or
people that we routinely subcontract with include:
InfoSend – Print and Mail House Services
EMP Media – Video Production Support and Event A/V
DLS Printer Services – High-end Printing for Collateral
Emily Baker – Voiceover Work
Satyen Aghor – Website Development in Word
City of Rohnert Park/ Redistricting Scope of Work
24
APPENDIX A: SAMPLES OF TRIPEPI SMITH COMMUNICATION WORK
The following examples highlight work that speaks to the breadth of Tripepi Smith’s communication
skills.
We encourage you to see all the work we have done for clients through our online portfolio at:
www.tripepismith.com/work.
Districting Websites/Subpages
Description:
The districting website in Lake Forest and districting
subpages in Palm Desert are representative of our work
creating districting-related websites for public agencies.
City of Rohnert Park/ Redistricting Scope of Work
25
City of Palm Desert – Bilingual
Community Meeting Materials Description:
Tripepi Smith provided Powerpoints (sample English slide
below) and flyers (sample flyer in Spanish below) for
distribution at Palm Desert’s districting workshops.
City of Rohnert Park/ Redistricting Scope of Work
26
City of La Cañada Flintridge – Newsletter
Description:
The City of La Cañada Flintridge (LCF) engaged Tripepi
Smith in 2014 to perform a communications assessment
and provide recommendations for expanding City
communications. Our firm was subsequently engaged to
perform part time PIO services. Over the years we have
delivered revised logos for the City and consistently
delivered a sophisticated, quarterly community
newsletter, the LCF Vista.
City of Rohnert Park/ Redistricting Scope of Work
27
City of Murrieta State of the City –
Video
Description:
Tripepi Smith delivered the first-ever State of the City
Video for the City of Murrieta. The video debuted on July
24, 2019 at Mayor Jonathan Ingram’s State of the City
address. The 19-minute video features more than a dozen
interviews of City employees and Murrieta community
members to give the viewers a taste of the good life in
Murrieta.
“Murrieta has a lot of progress to report, from new
infrastructure investments to innovative public safety and
a growing healthcare sector. Our community has seen a
lot of growth, yet maintains a commitment to providing
high-quality, economical, responsive services to our
residents,” said Kim Summers, City Manager of the City of
Murrieta. “Tripepi Smith guided our team through the
storytelling process, capturing the high quality of life we
have here in Murrieta, and the resulting video is a product
that our whole community can be proud of. The Tripepi
team was an excellent partner with the City in executing
this projet.”
The project, led by Tripepi Smith President Ryder Todd
Smith and Business Analyst Melanie James, involved a
detailed script process, interviews with 20 people over
two days and additional b-roll shoots to capture a variety
of locations in Murrieta, including parks, healthcare
centers, schools, businesses and public safety buildings.
Videographers Eric Lowy and Angel Ruiz were key in
capturing the City’s esteemed quality of life. The video
was also supplemented by Murrieta’s large photo library
and engaged staff.
Access the video: https://vimeo.com/286035591
City of Rohnert Park/ Redistricting Scope of Work
28
City of Indian Wells – Infographics
Description:
Tripepi Smith used engaging information graphics
to translate Indian Wells’ budget data into an
engaging “Budget-at-a-Glance” mailer that
successfully put the information in front of the
community in a digestible way.
City of Rohnert Park/ Redistricting Scope of Work
29
City of Duarte - Engagement Report
Description:
Tripepi Smith has been providing communication
support on a retainer basis for the City of Duarte
since June 2020. As part of our engagement,
Tripepi Smith provides a monthly dashboard report
to City Staff for them to review progress and
distribution impacts of their communication efforts.
Social media is a major component of the
engagement, and Tripepi Smith provides metrics
related to social media work to the City Staff each
month. This metrics report, which is ultimately
delivered to City Council, provides critical insights
into the City’s outreach efforts and has helped
advance a culture of communication at the City.
Tripepi Smith strongly encourages our clients to
generate monthly dashboard reports on
communication efforts to ensure progress is being
measured or shortcoming are being identified.
City of La Cañada Flintridge - Website
Description:
Tripepi Smith delivered a new website for the City
of La Cañada Flintridge (LCF) at the end of 2019.
The site is built in WordPress and followed our
standard development process: Website
Specification, Website Design, Programming,
Quality Assurance Testing, and Training and
Launch. We have done this process dozens of
times, and the results have been successful. LCF
included a requirement in their RFP for an
opensource solution for the website, as they wanted
to avoid proprietary lock-in. This result was
achieved with the Tripepi Smith-developed website,
which also included important features like ADA
compliance, proper embedding of third-party city
tools, website security, pop-up alerts and a dead
simple content management system that various
staff feel comfortable editing. The process took
about eight months to complete.
www.cityoflcf.org
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City of Rohnert Park/ Redistricting Scope of Work
30
SOCWA – Website & Brochure
Description:
In addition to designing the SOCWA website, Tripepi
Smith created their overview brochure to highlight
the role they and their member agencies play, as well
as to educate ratepayers on the subject of
wastewater treatment.
www.socwa.com
City of Lomita - Website
Description:
Tripepi Smith built a new user-friendly website for
the City of Lomita Water Division.
www.lomitawater.com
City of Rohnert Park/ Redistricting Scope of Work
31
Inland Empire Utilities Agency - Logo
Description:
The Inland Empire Utilities Agency (IEUA) engaged
Tripepi Smith to refresh and rebuild their website.
We created a new website for the client and
continued maintenance support for them. In
addition, Tripepi Smith has handled creative and
marketing support surrounding the drought.
www.ieua.org
California JPIA - Brochure
Description:
California JPIA needed a marketing brochure that
reflected their commitment to remain the absolute
best in their field. Tripepi Smith created a rich,
custom cut piece. The logo showed through a small
window and special textural varnishes created
tactile effects and made the key elements really
pop. Tripepi Smith serves JPIA’s overall graphic
needs.
City of Rohnert Park/ Redistricting Scope of Work
32
City Stock Photography
Description:
Tripepi Smith provides a wide array of event,
architectural portrait and street photography
services. Our team uses high resolution professional
DSLR equipment – primarily Sony A7III cameras with
premium lens options. This professional equipment
is matched with the talent of our team members
and their post-production Photoshop and
Lightroom skills to generate great results for our
clients.
Social Media for City Brands
Tripepi Smith manages social media channels for
several government agencies. The following are
examples to review:
https://www.facebook.com/CityOfCulverCity/
https://twitter.com/culvercitygov?lang=en
https://www.instagram.com/culvercitygov/?hl=en
https://www.facebook.com/CityofSantaPaula/
https://twitter.com/santapaulacity
https://www.facebook.com/CityOfLaCanadaFlintridge/
https://twitter.com/TheCityofLCF/
https://www.facebook.com/HawaiianGardens1/
https://twitter.com/hawaiiangardens
https://www.instagram.com/hgcityca/
City of Rohnert Park/ Redistricting Scope of Work
33
MuniTech Academy - Flyer
Description:
Tripepi Smith created promotional flyers for the
education branch of the Municipal Information
Systems Association of California, MuniTech
Academy.
City of La Cañada Flintridge – Flyer/Mailer
Description:
The City of La Cañada Flintridge tapped Tripepi
Smith to create a flyer with tips for preventing the
spread of COVID-19 that was mailed to all
residents.
City of Rohnert Park/ Redistricting Scope of Work
34
Livermore - Banners
Description:
The City of Livermore engaged Tripepi Smith to
promote temporary parking at a garage in its
downtown.
City of Rohnert Park/ Redistricting Scope of Work
35
Content Development
The following are sample press releases and stories that Tripepi Smith drafted or helped develop:
City of Manhattan Beach
City Terminates Employment Agreement with Fire Chief
https://www.citymb.info/Home/Components/News/News/4803/43
City Council Expands and Clarifies LA County Public Health
Orders Closures and Operational Requirements of Numerous
Business Types
https://www.citymb.info/Home/Components/News/News/4701/4811?npage=1&arch=1
City of Grover Beach
Help Shape Grover Beach by Pursuing a Position on the City Council or Planning Commission
http://www.groverbeach.org/ArchiveCenter/ViewFile/Item/1808
City of Santa Paula
Santa Paula adopts balanced budget for Fiscal Year 2020/21
https://spcity.org/CivicAlerts.aspx?AID=31
Santa Paula's Local Sales Tax Dollars at Work
https://spcity.org/CivicAlerts.aspx?AID=26
City of Santa Ana
Santa Ana Establishes 200-Bed Interim Homeless Shelter in 28 Days
https://www.westerncity.com/article/santa-ana-establishes-200-bed-interim-homeless-shelter-28-days
**Ghost wrote article for City of Santa Ana Staff. Ran in Western City Magazine
City of Indian Wells
Mayor’s Letter to Community – July 2020
https://conta.cc/2VDR9ri
Indian Wells Celebrates Change and What Remains the Same
https://www.palmspringslife.com/indian-wells-ca/
Indian Wells Budget-at-a-Glance
https://www.cityofindianwells.org/home/showdocument?id=4661
California Joint Powers Insurance Authority
City of Monrovia Engages Community in Prevention–Based Approach to Homelessness
https://cjpia.org/newsletter/issue-97/article-8
City of La Cañada Flintridge Leverages Trail Immunity
https://cjpia.org/newsletters/issue-91/article-6
City of Pismo Beach Streetscape Project Models Traffic Management for Coastal
https://cjpia.org/newsletters/issue-93/article-5
City of Rohnert Park/ Redistricting Scope of Work
36
APPENDIX B: TRIPEPI SMITH RESUMES
Resumes for the Tripepi Smith team members who are identified to work on this project are included
below. Additional resumes for team members are available upon request.
City of Rohnert Park/ Redistricting Scope of Work
37
RYDER TODD SMITH
TRIPEPI SMITH – PRESIDENT 11/00 – PRESENT
• Provide communications advice, strategy and execution services to a range of small to mid-sized
public and private sector clients spanning local government, real estate, finance, technology and
healthcare verticals
MAVENT INC – SENIOR VICE PRESIDENT, OPERATIONS 5/05 – 11/09
• Responsible for quality assurance, technology operations and internal infrastructure organizations
• Built team of technology professionals to manage multi-site production environment at co-location
facilities.
• Managed vendor relationships and reviewed all invoices
• Brought focus to key areas, including: system documentation, knowledge sharing with other
employees, schedule management for finite resources and enhanced security
• Developed and managed the departmental budgets for three groups
MAVENT INC – VICE PRESIDENT, MARKETING 08/04 – 05/05
• Managed the Company’s outside PR firm relationship, creative firm relationship, corporate website,
ad campaigns, conference schedule, conference logistics and internal employee communications
• Developed and managed the marketing budget
MAVENT INC – VICE PRESIDENT, GOVERNMENT RELATIONS 02/03 – 0 8/04
• Monitored nationwide political activities that were pertinent to Mavent’s interests
• Developed relationships with third-party interest groups that impacted the Company’s product
• Participated in industry conferences and represented the Company at industry events
OLYMPIC STAFFING SERVICES – INFORMATION TECHNOLOGY MANAGER 01/98 – 11/00
• Managed and controlled all aspects of the technology environment at this five-location, 35-employee
company
NORTHROP GRUMMAN CORPORATION – GOV’T REPRESENTATIVE 07/97 – 12/97
• Worked directly with the Director of State and Local Government Relations to research issues
of concern to Northrop Grumman
• Developed agendas to target upcoming legislative issues
• Assisted in lobbying work and development of testimony
EDUCATION
CLAREMONT MCKENNA COLLEGE – CLAREMONT, CA
• Bachelor of Arts in Politics – Philosophy – Economics with Dual in Economics
• Cum Laude Honors
City of Rohnert Park/ Redistricting Scope of Work
38
JENNIFER NENTWIG, APR
TRIPEPI SMITH – DIRECTOR 0 8 /19 – PRESENT
• Provides project management and account support for numerous clients
• Develops content including strategic messaging, leadership talking points, speeches and articles
COUNTY OF ORANGE – COMMUNICATIONS MANAGER 11/16 – 8/19
• Managed County website and social media accounts, including Facebook, Twitter, Instagram and
Nextdoor
• Developed and implemented communication plans, including talking points, key messages and
FAQs
• Led development of award-winning monthly digital magazine reaching County’s 18,000 employees
BOOZ ALLEN HAMILTON – COMMUNICATIONS CONSULTANT/ASSOCIATE 09/11 – 11/16
• Led communications support of several U.S. military clients such as the Naval Aviation Enterprise
(NAE)
• Developed and published high-visibility products including vision documents and strategic plans
U.S. AIR FORCE RESERVES – PUBLIC AFFAIRS OFFICER/MAJOR 09/11 – PRESENT
• Provides once-a-year Public Affairs support to active-duty U.S. Air Force units
U.S. AIR FORCE – PUBLIC AFFAIRS OFFICER/CAPTAIN 05/07 – 08/11
• Served as Director of Public Affairs for U.S. military joint task force providing humanitarian assistance
and disaster relief
• Led media relations program and community relations events for Nellis Air Force Base, Nevada,
including support for a visit and speech by President Barack Obama
EDUCATION
UNIVERSITY OF SAN DIEGO – SAN DIEGO, CA
• Master of Science in Global Leadership
UNIVERSITY OF NOTRE DAME – NOTRE DAME, IN
• Bachelor of Arts in Political Science, Minor in Hesburgh Program of Public Service – Magna Cum
Laude Honors
PROFESSIONAL DEVELOPMENT
• Accreditation in Public Relations, Public Relations Society of America ................................................................ 2015
• Public Affairs Qualification Course, Defense Information School ......................................................................... 2007
CERTIFICATIONS
• Facebook Blueprint Digital Marketing Associate ................................................................................................ 07/20
• Hootsuite Social Marketing ................................................................................................................................. 09/19
SOFTWARE
• Hootsuite
• Canva
• Constant Contact
City of Rohnert Park/ Redistricting Scope of Work
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KJERSTIN WINGERT
TRIPEPI SMITH – SENIOR GRAPHIC ARTIST 03/15 – PRESENT
• Lead graphic artist on layout, graphic design, illustrations and creative concepts
• Photography for events, professional portraits, journal publications and branded stock imagery
• Design and layout of educational materials
• Created animated educational videos that provide a fun and interactive learning experience
• Edited audio and video clips to convey clear and concise information
FREELANCE GRAPHIC DESIGN 12/12 – 02/15
• Design and layout of newsletters, flyers, websites and ads
• Creation of new and updated logo designs
SAVINGS IN OC – GRAPHIC DESIGN INTERN 08/12 – 11/12
• Created, updated, and maintained advertisements and promotions for existing clientele
• Proofread monthly publications for any spelling errors, misprints and distorted images
EDUCATION
GOLDEN WEST COLLEGE – HUNTINGTON BEACH, CA
• Graphic Design Advanced Production Certificate
CONCORDIA UNIVERSITY – IRVINE, CA
• Bachelor of Arts in Business Administration, Marketing – Dean’s list recipient
ECOLE SUPERIEURE LIBRE DES SCIENCES COMMERCIALES APPLIQUEESIS – PARIS, FRANCE
• Bachelor of Business Administration, Management – Graduated Magna Cum Laude
PROFESSIONAL DEVELOPMENT
• UCI Public Policy Making Academy I ................................................................................................................... 03/19
• USC Executive Education Forum for Policy and Administration .......................................................................... 03/17
CERTIFICATIONS
• Hootsuite Social Marketing ................................................................................................................................. 02/19
SOFTWARE
•Adobe Illustrator
•Adobe Photoshop
•Adobe InDesign
•Adobe Acrobat
•Adobe Lightroom
•Adobe Flash
•Adobe Premiere
•Microsoft Office
City of Rohnert Park/ Redistricting Scope of Work
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SKYLAR HUNTER
TRIPEPI SMITH – BUSINESS ANALYST 0 7 /19 – PRESENT
• Script, produce and edit videos
• Produce city council meeting broadcasts for cable and public access
• Conduct and facilitate webinars, digital town halls and other online meetings
CITY OF LAKE FOREST – PUBLIC RELATIONS SPECIALIST 09/17 – 07/19
• Project lead responsible for 2019 refresh and redesign of City website
• Incentivized, redesigned, and implemented new City monthly e-newsletter
• Launched City Council meeting broadcasts to Facebook Live
• Produced, Filmed, and edited City short films, commercials, and weekly video series
• Designed collateral (postcards, brochures, website content, photos, and animations)
• Wrote and edited press releases, articles, web content, advertising copy, periodicals and
publications
CITY OF LAKE FOREST – PUBLIC RELATIONS INTERN 09/16 – 09/17
• Assisted with preparation and execution of digital/print newsletter, website articles, and social
media posts
• Filmed, edited, and produced live and animated videos to communicate City campaign messages
EDUCATION
C SU LONG BEACH – LONG BEACH, CA
• Bachelor of Arts Film, McNair Scholar, Cum Laude
CHAPMAN UNIVERSITY – ORANGE, CA
• Master of Arts Film Studies, Summa Cum Laude
FULL SAIL UNIVERSTY – WINTER PARK, FL
• Master of Arts Public Relations, Summa Cum Laude
CERTIFICATIONS
• Twitter Flight School Video ................................................................................................................................. 05/20
• Constant Contact Certified Solution Provider ..................................................................................................... 04/20
• Federal Aviation Administration Remote Pilot Certificate ................................................................................... 02/20
• Hootsuite Social Marketing ................................................................................................................................. 06/19
SOFTWARE
•Adobe Illustrator
•Adobe Photoshop
•Adobe Premiere Pro
•Adobe Audition
•Adobe Lightroom
•Adobe After Effects
•Constant Contact
•Powtoons
•Piwik Analytics
•Google Analytics
•Facebook Advertising
•Microsoft Office
City of Rohnert Park/ Redistricting Scope of Work
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CLARE BURGESS
TRIPEPI SMITH – JUNIOR BUSINESS ANALYST 06/20 - PRESENT
• Setup, assistance and publication of e-newsletter campaigns and additional email marketing.
• Website design, modification, and maintenance.
• Provide project management and account support for numerous clients.
THE SALVATORI CENTER– LEAD STUDENT MANAGER 07/17 – 5/20
• Conducted research alongside distinguished professors regarding politics, law, and philosophy.
• Managed a team of fourteen students on several research projects and oversaw the production of
quarterly newsletters.
CLAREMONT JOURNAL OF LAW AND PUBLIC POLICY – STAFF WRITER 12/17 – 05/20
• Wrote and collaborated on law and public policy related articles and papers with fifty other staff
writers, published in three editions.
GOVERNOR BULLOCK’S OFFICE IN MONTANA
– CONSTITUENT SERVICES & POLICY INTERN 06/19 – 08/19
• Assisted constituents with difficulties regarding state government via phone; communicated with the
appropriate executive agency to resolve their problem.
• Responsible for writing recognition cards, mailing letters, and managing the Governor’s outgoing
mail.
ONEJUSTICE – DEVELOPMENT AND COMMUNICATIONS INTERN 06/18 – 08/18
• Created a database for Congressional donors and interests based on extensive funding research of
over 350 donors; managed and updated donor database containing over 30,000 donors.
• Cultivated content for social media and blog using Hootsuite and WordPress.
EDUCATION
CLAREMONT MCKENNA COLLEGE – CLAREMONT, CA
• Bachelor of Arts in Government with a Concentration in Public Policy
• Recipient of the Government Department Chair’s Award of Merit
CERTIFICATIONS
• Hootsuite Social Marketing .................................................................................................................................. 6/20
• Constant Contact Solutions ................................................................................................................................... 6/20
• Google Analytics .................................................................................................................................................. 8/20
• Google Ads .......................................................................................................................................................... 1/21
SOFTWARE
• Adobe Illustrator
• Hootsuite
• Canva
• Piwik Analytics
• Microsoft Office (Word, Excel, PowerPoint, Outlook)
• Constant Contact
• Google Analytics
City of Rohnert Park/ Redistricting Scope of Work
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ALLISON TORRES
TRIPEPI SMITH – JUNIOR BUSINESS ANALYST 10/20 – PRESENT
• Conduct market research to provide client insights.
• Manage social media and respond to public questions.
• Write stories and press releases for the firm’s website and city clients.
• Create visual content for social media
WEB DESIGNER, MARKETING LIAISON – TSE WORLDWIDE PRESS 0 5 /20 – 0 8 /20
• Designed two custom websites for TSE Worldwide Press and United Yearbook, a subsidiary
company.
• Developed strategic social media audits and campaign.
• Implemented a Diversity and Inclusion Policy through researching the company and policy.
INTERN– FELLOWSHIP MONROVIA, CENTER FOR RACIAL RECONCILIATION 0 8 /19 – 0 5 /20
• Conducted research for racial disparities within Los Angeles County and created visual reports on
Tableau.
• Assisted in the development of new programs and educational content.
• Supported the Center’s director with scheduling and daily tasks.
SOUTHERN CALIFORNIA EDISON – TACTICAL SCHEDULING INTERN 05/18 – 08/19
• Automated and programmed an interactive tool for change management to existing projects.
• Lead four department wide training on how to use the change management tool.
• Assisted the department Director with implementing an updated organizational structure.
EDUCATION
BIOLA UNIVERSITY – LA MIRADA, CA 05/20
• Bachelor of Science, Business Management
• Dean’s List Recipient
SOFTWARE
•Microsoft PowerApps
•Microsoft Office
•Hootsuite
•Canva
•Sharepoint Designer
•Tableau
City of Rohnert Park/ Redistricting Scope of Work
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APPENDIX C: STATEMENTS AND DISCLOSURES
Insurance
Insurance certificates will be provided prior to contract execution. Tripepi Smith routinely provides
insurance certificates to prove we meet the contracting requirements of public agencies throughout
California. We are willing and able to comply with the insurance requirements.
Incorporation
Founded in 2000 and incorporated in 2002 as a California S Corporation, Tripepi Smith is based in
Orange County. FEIN: 73-1642614
Tripepi Smith states that:
It can legally conduct business in the state of California and the
City of Rohnert Park
It has not colluded in any fashion with other respondents which
would restrict or eliminate competition.
No employee or official of the City of Rohnert Park has a material
or monetary interest in this contract.
It is not aware of any other actual or potential conflict of interest
related to this proposal and the projects being implemented.
No Protectable Documents
There are no protectable/confidential documents included in this proposal that Tripepi Smith
believes should be exempt from disclosure under California’s Public Records Act, Government Code
Section 6250, et seq.
City of Rohnert Park/ Redistricting Scope of Work
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Conflict of Interest
Tripepi Smith states that:
It can legally conduct business in the state of California and the City of Rohnert Park,
California
It has not colluded in any fashion with other respondents which would restrict or
eliminate competition
No employee or official of the City of Rohnert Park has a material or monetary interest
in this contract
It is not aware of any other actual or potential conflict of interest related to this proposal
and the projects being implemented.
Conflict of Interest Disclosure and Ethics
Tripepi Smith operates in a complex marketplace that is more political than most industries. As a
result, conflicts of interest (real or perceived) can arise. The first and foremost obligation of Tripepi
Smith is to outline all existing client relationships to prospects so as to let the prospect determine if
a conflict exists. At this time, Tripepi Smith does not see any conflicts with our client work and the
City of Rohnert Park.
Click to read more about Tripepi Smith’s commitment to ethics.
Ryder Todd Smith
Co-Founder & Chief Executive Officer
Tripepi Smith
(626) 536-2173 • ryder@tripepismith.com • FAX: (949) 679-8371
City of Rohnert Park/ Redistricting Scope of Work
45
APPENDIX D: REFERENCES FOR TRIPEPI SMITH
Description
City of Palm Desert
David Hermann
Public Information Officer
760.776.6411
dhermann@cityofpalmdesert.org|
Tripepi Smith worked with the city and community
partners to facilitate two community meetings. Our
graphic designers produced the flyers and handouts for
the meetings. We also created and maintained the City’s
districting website, including writing content for the site
and translating content into Spanish. Additionally, we
handled boosting posts on Facebook.
City of Orange
Rick Otto
City Manager
714.744.2222
rotto@cityoforange.org
Tripepi Smith was an active partner with the City of
Orange in their district formation process. NDC Research
(Doug Johnson) was the demographer and Nielsen
Merksamer was the special counsel. Our work included
website content development and posting strategies,
some light graphic design and meeting facilitation at the
public hearings. Ryder was the meeting facilitator. A
Tripepi Smith resource also did all the whiteboard note
taking at the meetings.
City of Paramount
John Moreno
City Manager
562.220.2222
jmoreno@paramountcity.com
Tripepi Smith was engaged by the city to conduct
widespread community education and to craft a
community engagement response to a widely reported
environmental air quality concern. Our work included
extensive community meeting planning, website
development, content writing and video production. We
were a key partner with the city manager in devising the
overall community engagement response.
April 13, 2021Presenter: Vanessa GarrettDeputy City Engineer
1
C
o
m
m
e
r
c
e
B
l
v
d
3
Visibility restricts certain
landscaping in certain areas
Safety during landscaping
maintenance considered
Southwest Blvd
4
5
Consistent with the Priority
Development Plan Area street
trees
Plants are not drought tolerant
Trees have shallow roots and are
near pavement/ roads
6
7
Consistent with the Priority
Development Plan Area street
trees
Plants are drought tolerant
Trees have deep roots, will not
destroy pavement/ concrete
8
9
Not consistent with the Priority
Development Plan trees
Plants are drought tolerant
Trees have shallow roots and are
near pavement/ roads
10
Oak tree from Oak Valley Concept to keep consistent with Priority
Development Plan street trees, and better near asphalt
Drought tolerant shrubs and groundcover from California Cultural
Boulders and decomposed granite from California Cultural
11
12
ITEM NO. 9.C.
1
Meeting Date: April 13, 2020
Department: Development Services
Submitted By: Mary Grace Pawson, Development Services Director
Prepared By: Vanessa Garrett, Deputy City Engineer
Agenda Title: Discussion and Direction on the Southwest-Commerce Roundabout
Landscaping (CIP Project 2017-07)
RECOMMENDED ACTION:
Provide direction to staff on preferred option for landscaping at the proposed Southwest-
Commerce Roundabout.
BACKGROUND:
On April 14, 2020, City Council approved a contract for the design of the City’s first
roundabout at the intersection of Southwest Blvd and Commerce Blvd. This location is ideal
for a roundabout solution for several reasons.
• The roundabout is expected to perform better than a conventional traffic signal: The
roundabout is expected to reduce delay times (11.1 seconds per vehicle in the morning
and 75.2 seconds per vehicle in the evening) and vehicle collisions (by over 40%)
compared to a conventional signalized intersection.
• The City has adequate existing right-of-way to accommodate a roundabout solution at
this intersection.
• The roundabout creates more safeguards for both pedestrians and bicyclists without
having to completely stop traffic flow through certain legs.
• A roundabout has more opportunities to create a gateway feature for the City at this
southern entrance to Rohnert Park.
ANALYSIS:
The Southwest-Commerce intersection is just outside of the Central Rohnert Park Priority
Development Area (PDA). The approved Central Rohnert Park PDA Plan, includes
conceptual landscaping features and plant palettes, including street tree recommendations,
which provide a solid basis for designing the streetscape at the roundabout. Using the
approved Central Rohnert Park PDA Plan as a base, the City’s designer prepared three
concepts for the landscaping plan that each have different features and tie in landscaping in
other areas of Rohnert Park. Also included in the project for every concept is a palette of
screening plants to further enhance the existing area on the north end of the roundabout where
Mission Statement
“We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow.”
CITY OF ROHNERT PARK
CITY COUNCIL AGENDA REPORT
ITEM NO. 9.C.
2
the sound wall is located. Each concept is described below, and the plant palette and layout
for each concept is also shown on Attachment 1:
Concept 1- Woodland
The design uses redwood trees and a flowering western redbud as the main features in the
roundabout, with organic mulch, shrubs and groundcovers filling out the landscaping in the
area. The proposed trees are consistent with the Central Rohnert Park PDA Plan.
After reviewing this concept, staff has two concerns with the plant palette shown for the
woodland concept. First, many of the plants are not drought tolerant and require substantial
watering. Since there is no recycled water in the area, irrigation would come from the City’s
domestic water supply. Secondly, both redwood trees and the western redbud are shallow-
rooted trees that tend to push up sidewalk and asphalt if planted near roads and sidewalks.
This results in increased maintenance and repair costs going forward.
Concept 2- Oak Valley
The design uses a valley oak as the main feature in center of the roundabout. The roundabout
features would have gravel and boulders along with shrubs and groundcover in the medians
and the middle of the roundabout. The valley oak trees are consistent with the Central Rohnert
Park PDA Plan and the gravel, boulder, and shrub palette is very drought tolerant.
Concept 3- California Cultural
The design uses a combination of olive and desert museum palo as the main tree feature in the
center of the roundabout. The roundabout features would have decomposed granite and
boulders along with shrubs and groundcover in some of the medians and middle of the
roundabout.
The proposed trees are not consistent with the Central Rohnert Park PDA Plan. The
decomposed granite and boulders along with the shrub palette are very drought tolerant and
native California plants.
Staff Recommended Option
Staff recommends using a combination of the California Cultural and Oak Valley concept in a
layout as shown on Attachment 2. Staff recommends utilizing the valley oak tree as the street
tree for the roundabout and a combination of decomposed granite, boulders, and shrubs from
the both concepts. These features are all very drought tolerant, lower maintenance, and will
not cause long-term damage to sidewalks and asphalt with shallow roots when the street tree
is fully established. By selecting focal plantings consistent with the Central Rohnert Park
PDA Plan, Council will ensure that the visual features of the new roundabout will integrate
well with the larger Priority Development Area.
STRATEGIC PLAN ALIGNMENT:
Implementation of the Southwest –Commerce Roundabout Project is consistent with Strategic Plan
Goal D – Continue to Develop a Vibrant Community.
OPTIONS CONSIDERED:
1. Direct staff to continue design of the recommended roundabout landscaping option as shown in
Attachment 2 (Recommended option). Staff will work with the City’s landscaping consultant and
ITEM NO. 9.C.
3
maintenance department to design proper irrigation and plant spacing to be installed at the time of
roundabout construction.
2. Direct staff to use one of the other concepts prepared by the project design team. This option is not
recommended because proposed hybrid option provides a low-maintenance, drought tolerant and
attractive solution that is consistent with the adopted Central Rohnert Park PDA Plan.
3. Direct staff to come back to City Council with more options for consideration. Staff does not
recommend this option because it will delay the installation of the roundabout in the community.
The project design team has provided the City with a wide range of choices that are generally
consistent with adopted plans and that have varying degrees of maintenance needs.
FISCAL IMPACT/FUNDING SOURCE:
There is not fiscal impact to the recommended staff option.
Department Head Approval Date: 03/29/2021
Finance Approval Date: NA
City Attorney Approval Date: NA
City Manager Approval Date: 4/5/2021
Attachments:
1. Attachment 1: Three Concept Layouts with Plant Palettes
2. Attachment 2: Hybrid Concept Layout and Plant Palette
ROHNERT PARK SW ROUNDABOUT, MAR, 2021
TREES
MATERIAL - ORGANIC MULCH
Existing Soundwall
Screen
Relocated Friendly
City Sign
A
A
CONCEPT 1 - WOODLAND
SECTION A-A
Coast Redwood
Sequoia Sempervirens
Coast Redwood
Sequoia Sempervirens
N 0 20 80 ft40
Groundcover and
Shrubs
stamped concrete
Bioretention Grass
Bioretention Grass
ROHNERT PARK SW ROUNDABOUT, MAR, 2021
CONCEPT 2 - OAK VALLEY
Existing Soundwall
SECTION A-A
Valley Oak
Quercus lobata
Valley Oak
Quercus lobata
Groundcover and
Shrubs
London Plane Tree
Platanus x acerifolia
California Sycamore
Platanus racemosa
TREES
Screen
A
A
Relocated Friendly
City Sign N 0 20 80 ft40
MATERIAL - GRAVEL W / BOULDERS
Bioretention Grass
Xeriscape
Xeriscape
Boulders
ROHNERT PARK SW ROUNDABOUT, MAR, 2021
CONCEPT 3 - CALIFORNIA CULTURAL
Existing Soundwall
SECTION A-A
TREES
Pink Chitalpa
Chitalpa tashkenten-
sis ‘Pink Dawn’
Groundcover and
Shrubs Desert Museum palo
verde
Cercidium ‘Desert
Museum’
Olive and desert museum
palo
Olive
Olea europaea
Bioretention Grass
Screen
A
A
Relocated Friendly
City Sign N 0 20 80 ft40
MATERIAL - GRANITE AND ROCK W / BOULDERS
Xeriscape
Xeriscape with
Boulders
ROHNERT PARK SW ROUNDABOUT, MAR, 2021
PLANTING PALETTE
CONCEPT 1 - WOODLAND CONCEPT 2 - OAK VALLEY CONCEPT 3 - CALIFORNIA CULTURAL
SHRUBS AND GROUNDCOVERS
FLOWERING TREE SCREEN
TREES
Coast Redwood
Sequoia Sempervirens
Maple, ‘October Glory’
Acer rubrum
Western Redbud
Cercis occidentalis
Hollyleaf Cherry
Prunus ilicifolia ssp. ilicifolia
Pink Winter Currant
Ribes sanguineum
Oregon Grape
Mahonia Aquifolium
California Coffeeberry
Rhamnus Californica
‘Eve Case’
Shore Juniper
Juniperus Rigida
Conferta
Douglas Iris
Iris douglasiana
Aaron’s Beard
Hypericum calycinum
White sage
Salvia apiana
California Fuchsia
Epilobium Canum
Carpet Manzanita
Arctostaphylos ‘Emer-
ald Carpet’
Valley Oak
Quercus lobata
London Plane Tree
Platanus x acerifolia
California Sycamore
Platanus racemosa
TREES
SHRUBS AND GROUNDCOVERS
SCREEN
Hopbush
Dodonaea Viscosa
Ray Hartman Wild Lilac
Ceanothus ‘Ray Hartman’
Deer Grass
Muhlenbergia rigens
Blue Oat Grass
Helictotrichon semper-
virens
Red Fescue
Festuca Rubra
California gray rush
Juncus patens
Coastal California Poppy
Eschscholzia californica
maritima
Dwarf Mat Rush
Lomandra longifolia
Breeze
Mendocino Reed Grass
Calamagrostis foliosa
Evergreen Currant
Ribes viburnifolium
Dwarf Coffeeberry
Rhamnus californica
‘Sea View’
Hedge
TREES
SHRUBS AND GROUNDCOVERS
SCREEN
Hopbush
Dodonaea Viscosa
Arizona Cypress
Cupressus arizonica
Red Yucca
Hesperaole parvifolia
‘Brake Lights’
Deer Grass
Muhlenbergia rigens
Wheel Cactus
Oputinia robusta
Carpet Rose
Rosa ‘Flower Carpet
Scarlet‘
Blue Glow agave
Agave ‘Blue Glow’
Rosemary
Rosmarinus officianalis
Pacific Mist Manzanita
Arctostaphylos ‘pacific
mist’
Wall Germander
Teucrium x lucidrys
‘prostrata’
Pink Chitalpa
Chitalpa tashkenten-
sis ‘Pink Dawn’
Desert Museum palo
verde
Cercidium ‘Desert
Museum’
Olive
Olea europaea
Feather Reed Grass
Calamagrostis x acuti-
flora
ROHNERT PARK SW ROUNDABOUT, MAR, 2021
CONCEPT PLAN - CALIFORNIA CULTURAL
Existing Soundwall
SECTION A-A
TREES
Bioretention Grass
Bioretention Grass
Xeriscape with
Boulders
Xeriscape
Xeriscape
Groundcover and
Shrubs
Groundcover and
Boulders
Screen
A
A
Relocated Friendly
City Sign N 0 20 80 ft40
MATERIAL - GRANITE AND ROCK W / BOULDERS
Valley Oak
Quercus lobata
Valley Oak
Quercus lobata
ROHNERT PARK SW ROUNDABOUT, MAR, 2021
PLANTING PALETTE
Valley Oak
Quercus lobata
TREES
SCREEN
Ray Hartman Wild Lilac
Ceanothus ‘Ray Hartman’
SHRUBS AND GROUNDCOVERS
Golden SwordYucca
Yucca filamentosa ‘Golden Sword’
Deer Grass
Muhlenbergia rigens
Blue Glow agave
Agave ‘Blue Glow’
Decomposed Granite
Rosemary
Rosmarinus officianalis
Pacific Mist Manzanita
Arctostaphylos ‘pacific mist’
Wall Germander
Teucrium x lucidrys ‘prostrata’
Feather Reed Grass
Calamagrostis x acutiflora