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2021/07/27 City Council Agenda Packet"We Care for Our Residents by Working Together to Build a Better Community for Today and Tomorrow." ROHNERT PARK CITY COUNCIL, ROHNERT PARK FINANCING AUTHORITY (RPFA), SUCCESSOR AGENCY TO THE COMMUNITY DEVELOPMENT COMMISSION JOINT REGULAR MEETING Tuesday, July 27, 2021 Open Session: 5:00 PM PUBLIC PARTICIPATION: The Rohnert Park City Council welcomes your attendance, interest and participation at its regular meetings scheduled on the second and fourth Tuesdays of each month at 5:00 p.m. in the Council Chambers with modified protocols. In alignment with the County of Sonoma Health Officer’s July 16, 2021 recommendation to require facial coverings in all indoor public spaces, everyone must wear a mask or facial covering when attending the council meeting, regardless of vaccination status. To maximize public safety while still maintaining transparency and public access, members of the public are encouraged to 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 PUBLIC COMMENTS: Provides an opportunity for public comment on items not listed on the agenda, or on agenda items if unable to comment at the scheduled time (limited to three minutes per appearance with a maximum allowance of 30 minutes allotted per comment period, with time limits subject to modification by the City Council in accordance with the adopted City Council Protocols). Please fill out a speaker card prior to speaking. Members of the public may also provide advanced comments 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 emails will be not be read for the record but will be provided to Council. Please note that all e-mails sent to the City Council are considered to be public records and subject to disclosure under the California Public Records Act. City Council/RPFA agendas and minutes may be viewed at the City's website: www.rpcity.org . PUBLIC HEARINGS: Council/RPFA may discuss and/or take action on any or all of the items listed on this agenda. If you challenge decisions of the City Council or the Rohnert Park Financing Authority of the City of Rohnert Park in court, you may be limited to raising only those issues you or someone else raised at public hearing(s) described in this agenda, or in written correspondence delivered to the City of Rohnert Park at, or prior to the public hearing(s). RIGHT TO APPEAL: Judicial review of any city administrative decision pursuant to Code of Civil 1.CITY COUNCIL/RPFA/SUCCESSOR AGENCY JOINT REGULAR MEETING - CALL TO ORDER/ROLL CALL (Adams_____Linares_____Stafford_____Elward_____Giudice_____) 2.PLEDGE OF ALLEGIANCE 3.PRESENTATIONS 3.A Presentation by Director of Public Safety Mattos: Swearing In and Introduction of Sergeant Jon Kempf, Public Safety Officer Daniel Espinoza, Public Safety Officer Gary Ubaldi, Public Safety Officer Lupita Figueroa and Public Safety Officer Ryan Wiegman 4.DEPARTMENT HEAD BRIEFINGS 4.A Presentation by Director of Development Services Pawson and Director of Public Works Garrett: Water Conservation Item 4.A. PowerPoint Presentation 5.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. 6.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: 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. CITY COUNCIL STRATEGIC PRIORITIES: On January 26, 2021, the Rohnert Park City Council adopted ten strategic priorities for 2021 (listed below in no particular order): a.Navigating through COVID-19 f.Labor negotiations b.Climate change g.General Plan update c.Police/community relations and accountability h.Infrastructure, maintenance and beautification d.Services for unhoused people i.Make progress on the downtown e.Financial health j.Attract housing at all levels (Adams_____Linares_____Stafford_____Elward_____Giudice_____) 6.A Acceptance of Reports from Finance Department: 6.A.1 City Bills/Demands for Payment dated July 7 through July 19, 2021 6.A.2 RPFA - Cash Report for Month Ending June 30, 2021 6.A.3 Housing Successor Agency - Cash Report for Month Ending June 30, 2021 6.A.4 Successor Agency - Cash Report for Month ending June 30, 2021 6.A.5 City Cash Report for Month ending June 30, 2021 6.A.6 City Council Quarterly Expense Report (April, May, and June 2021) 6.B Approval of Minutes for: City Council/RPFA/Successor Agency Joint Regular Meeting, July 13, 2021 6.C Adopt Resolution 2021-089 Authorizing and Approving the City of Rohnert Park Current Pay Rates and Ranges Revised July 13, 2021 Item 6.C. 6.D Confirm the Appointment of Human Resources Director Perrault as the City of Rohnert Park Representative on the California Intergovernmental Risk Authority (CIRA) Board of Directors and Finance Director Bali as Alternate Item 6.D. 6.E Update on Performing Arts Center Facility Use and Production Fees Item 6.E. 6.F Receive Series 2007R Excess Bond Proceeds Expenditure Report Item 6.F. 7.REGULAR ITEMS 7.A Discussion and Direction Regarding the Analysis of Community Services Recreation Program Cost Recovery Policy Implementation and Potential Edits to the Policy A. Staff Report B. Public Comments C. Council Discussion/Direction Item 7.A. Item 7.A. PowerPoint Presentation 7.B Consider Adoption of a Resolution Approving the Postponement of Scheduled Sewer Rate and Sewer Capital Preservation Increase to January 2022 A. Staff Report B. Public Comments C. Resolution for Adoption: Resolution 2021-090 Approving the Postponement of the Scheduled Sewer Rate and Sewer Capital Preservation Fee Increase to January 2022 D. Council Motion/Vote Item 7.B. 7.C Discussion and Direction Regarding City-wide Governance Policy or Protocol Amendment A. Staff Report B. Public Comment C. Council Discussion/Direction Item 7.C. 7.D COVID-19 Update and Discussion and Direction Regarding City Council Meetings Being Held In Person or Virtually A. Verbal Staff Report B. Public Comment C. Council Discussion/Direction Item 7.D. Supplemental 8.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. 8.A Standing Committee Reports: 8.B Liaison Reports: 1. Senior Citizens Advisory Commission (7/15) 2. Chamber of Commerce Board of Directors (7/20) 8.C Outside Agency Appointment Reports: 1. Mayors and Council Members' Association of Sonoma County Legislative Committee (7/16) 8.D Other Reports: 9.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. 10.MATTERS FROM/FOR COUNCIL Any member of the City Council may place an Item on “Matters from/for Council” before the City Council meeting by providing the City Manager with the title of the item before the agenda is published. The purpose of the City Council discussion on such item will be to determine whether it will be placed on a subsequent agenda for deliberation and action. A concurrence of two Councilmembers will be sufficient to add the item on a subsequent agenda. 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. 11.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. 12.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 Presenter:Mary Grace Pawson, Director of Development Services Vanessa Garrett, Director of Public Works Current Water Supply Status Russian River System (Lakes Mendocino and Sonoma) is impacted by drought conditions Sonoma Water is operating under a Temporary Urgency Change Order - requires 20% reduction in Russian River diversions Rohnert Park has implemented Water Shortage Contingency Plan Stage 1 Mandatory -20% reduction requested from customers Rohnert Park has a uniquely flexible water supply system 60% 40% Normal Operations Sonoma Water Supply Groundwater Supply 12% 88% Current Operations Sonoma Water Supply Groundwater Supply Our conservation response is similar to neighboring agencies CITY RESTRICTIONS Healdsburg •Residential Customers are assigned a water budget of 74gal/person/day •Commercial customers are required to reduce water usage by 40% •Automated irrigation is prohibited for all customers •New plantings are prohibited Santa Rosa •Mandatory –20% reduction in use community-wide •Equal to City of Rohnert Park’s Stage 1 Mandatory •Standard water-use restrictions in place •Irrigation allowed only between 8pm and 6am Petaluma •Mandatory –25% reduction •Irrigation only allowed on Tuesday, Thursday, Saturday from 7pm to 8am •Enhanced water-use restrictions in place •No washing down pavement or cars at home, no filling of pools Sebastopol •Mandatory –25% reduction •Irrigation allowed no more than 2 days per week •No filling of pools Marin •Mandatory –40% reduction •Irrigation limited to one day per week, from 7pm to 9am •No washing of vehicles at home •No washing of driveways/sidewalks, no power washing •No irrigation of public medians Customers have saved water before but demand has “rebounded” Rising water consumption contributors: New development and aging infrastructure (leaks) Recovery 2014 -2016 Drought Staff is working to expand conservation programs Current Activities o Social media/ digital billboard/ banner messaging o Mailings to high water users o Drought Drive Up and Farmer’s Markets o Direct response 120 reports of water waste New Programs o Water Saving Raffle Program o Mulch Giveaway Program o Cash for Grass Program (In progress) Item 6.A.1. Item 6.A.2 Item 6.A.3. Item 6.A.4. Item 6.A.5 City of Rohnert Park J.B 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 Quarter 2 Quarter 3 $125.00 $0.00 $0.00 $0.00 $0.00 $30.00 $0.00 $30.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $125.00 $60.00 Quarter4 $0.00 $0.00 $0.00 $575.00 $0.00 $0.00 $550.00 $1,125.00 Remaining YTD Total Budget Budget $125.00 $750.00 $625.00 $0.00 $750.00 $750.00 $30.00 $1,500.00 $1,470.00 $685.00 $1,500.00 $815.00 $0.00 $1,500.00 $1,500.00 $0.00 $1,500.00 $1,500.00 $550.00 $1,500.00 $950.00 $1,390.00 $9,000.00 $7,610.00 Item 6.A.6. Item 6.B. 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, July 13, 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 July 8 , 2021. Present: Gerard Giudice, Mayor Jackie Elward, Vice Mayor Susan H. Adams, Councilmember Willy Linares, Councilmember Pam Stafford, Councilmember Absent: None. Staff present: City Manager Jenkins, City Attorney Kenyon, IS Operations Manager Rowley, Development Services Director Pawson, Finance Director Bali, Director of Public Safety Mattos, Human Resources Director Perrault, Director of Community Services Bagley, Housing Administrator Garcia, Senior Analyst L. Tacata, Deputy City Clerk Machado and City Clerk Lopez Cuevas. 2. PLEDGE OF ALLEGIANCE Led by Giovanni Lemus. 3. PRESENTATIONS Mayor's Proclamation: In support of the Sonoma County United in Kindness Campaign Mayor Giudice read the Proclamation and presented it to Liz Larew and Moe Jabbari. 4. DEPARTMENT HEAD BRIEFING 4th of July Briefing by Director of Public Safety Mattos Director of Public Safety Mattos spoke about police calls for service, fireworks calls for service, NAIL ‘EM App reports, administrative citations issued, and fire calls for service from 2 p.m. on July 4 to 5 a.m. on July 5. City of Rohnert Park Joint Regular Meeting Minutes for City Council July 13, 2021 RPFA/CDC Successor Agency Page 2 of 4 5. PUBLIC COMMENTS Ben VanZutphen, Michael Waterman, Alex Rinl, Emily Ramey, and Efren Carillo who spoke about the allowing the Ygrene program in the City. Caryl Sherman who spoke about JoAnne Buergler. Gary Coffman who spoke about the condition of the town center. Kimberly Finale who spoke in support of councilmembers. 6. CONSENT CALENDAR 6.A Acceptance of Reports from Finance Department: 6.A.1. City Bills/Demands for Payment dated June 15 through July 6 , 2021 6.A.2. RPFA -Cash Report for Month Ending May 31, 2021 6.A.3. Housing Successor Agency - Cash Report for Month Ending May 31, 2021 6.A.4. Successor Agency - Cash Report for Month ending May 31, 2021 6.A.5. City Cash Report for Month ending May 31, 2021 May14, 2021 through June 14, 2021 6.B Approval of Minutes for: City Council/RPFA/Successor Agency Joint Regular Meeting, June 22, 2021 City Council/RPFA/Successor Agency Joint Special Meeting, July 6, 2021 6.C Adopt Resolution 2021-084 Authorizing and Approving a Public Improvement and Public Facilities Fee Credit Agreement with the University District LLC for the Keiser Avenue Phase 2B Project (CEQA: Consistent with the University District EIR) 6.D Adopt Resolution 2021-085 Acknowledging Completion of Certain Dry Utility Improvements Associated with the Bristol Development and Directing Related Actions 6.E Adopt Resolution 2021-086 Authorizing and Approving a Master Service Agreement and Task Order 2021-01 with Opticos and Related Actions 6.F Adopt Resolution 2021-087 Approving the Position Title, Salary Range and Associated Job Description for a Senior Planner in the Development Services Department ACTION: Moved/seconded (Stafford/Elward) to approve the consent calendar. Motion carried by the following 5-0-0 roll call vote: AYES: Adams, Linares, Stafford, Elward and Giudice NOES: None, ABSTAINS: None, ABSENT: None. 7. REGULAR ITEMS A. Discussion and Direction Regarding an Update on an Alternative Response Model to Mental Health/Crisis Calls for Service, and Homelessness Issues not Requiring a Law Enforcement Response Director of Public Safety Mattos and Ben Climber of Crisis Consulting presented this item. Recommended Action(s): Staff recommends that the City Council receive this report and provide direction as to whether the City should continue moving forward with a new mental health/crisis response model. City of Rohnert Park Joint Regular Meeting Minutes for City Council July 13, 2021 RPFA/CDC Successor Agency Page 3 of 4 Councilmember Adams left the dais at 5:44 p.m. Councilmember Adams returned to the dais at 5:46 p.m. PUBLIC COMMENTS: Julie Royes who spoke about this item. ACTION: By consensus (none opposed), Council directed staff to move forward with the next steps in the process of the new Crisis Response Model. B. Consider Adopting a Council Policy for Outdoor Display of Flags at City Facilities City Manager Jenkins presented this item. Recommended Action(s): Adopt a Council Policy for Outdoor Display of Flags at City Facilities. PUBLIC COMMENTS: Kimberly Finale and Steve Keith who spoke about this item. ACTION: Moved/seconded (Adams/Stafford) to adopt the policy with the following amendments: the POW/MIA flag may be flown on Memorial Day and Veteran’s Day and the Pride flag may be flown from June 1 through June 15 and the Juneteenth flag may be flown from June 16 through June 30. Motion carried by the following 5-0-0 vote: AYES: Adams, Linares, Stafford, Elward and Giudice NOES: None, ABSTAINS: None, ABSENT: None. C. Consideration and Adoption of Resolution Approving the First Amendment to Employment Agreement Between the City of Rohnert Park and Darrin Jenkins for City Manager Services Human Resources Director Perrault presented this item and made a disclosure under Government Code Section 54953. Recommended Action(s): Approve the attached resolution approving First Amendment to the Employment Agreement between the City of Rohnert Park and Darrin Jenkins for City Manager Services. PUBLIC COMMENTS: None. ACTION: Moved/seconded (Stafford/Elward) to adopt Resolution 2021-088. Motion carried by the following 5-0-0 vote: AYES: Adams, Linares, Stafford, Elward and Giudice NOES: None, ABSTAINS: None, ABSENT: None. 8. COMMITTEE / LIAISON/ OTHER REPORTS A. Standing Committees: None. City of Rohnert Park Joint Regular Meeting Minutes for City Council July 13, 2021 RPFA/CDC Successor Agency Page 4 of 4 B. Liaison Reports: None. C. Outside Agency Appointments: 1. Association of Bay Area Governments General Assembly Special Meeting Business Meeting (6/25) Councilmember Adams reported on the meeting. 2. Sonoma Clean Power Authority Board of Directors Meeting (7/1) Vice Mayor Elward reported on the meeting. 3. Sonoma County Transportation Authority/Regional Climate Protection Authority (SCTA/RCPA) Board of Directors Meeting (7/12) Mayor Giudice reported on the meeting. D. Other Reports: 1. Rohnert Park Chamber of Commerce Noon Times (7/7) Councilmember Linares reported on this meeting. 10. COMMUNICATIONS Mayor Giudice and City Manager Jenkins stated that 4Cs is looking for a new building, shared 4Cs’s requirements in a building, and asked residents to share ideas or opportunities they know of. 11. MATTERS FROM/FOR COUNCIL The request made by Councilmember Adams to add Ygrene to a future agenda was not supported by another Councilmember and therefore will not be added to a future agenda. 12. PUBLIC COMMENT None. 13. ADJOURNMENT Mayor Giudice adjourned the joint regular meeting at 6:37 p.m. _____________________________________ __________________________________ Elizabeth Machado, Deputy City Clerk Gerard Giudice, Mayor City of Rohnert Park City of Rohnert Park ITEM NO. ____6.C.______ 1 Meeting Date: July 27, 2021 Department: Human Resources Submitted By: Victoria Perrault, Human Resources Director Prepared By: Tracy Rankin, Human Resources Analyst Agenda Title: Adopt a Resolution Authorizing and Approving the City of Rohnert Park Current Pay Rates and Ranges Revised July 13, 2021 RECOMMENDED ACTION: Adopt a resolution authorizing and approving the City of Rohnert Park Current Pay Rates and Ranges revised July 13, 2021. BACKGROUND: Council approved the City of Rohnert Park Current Pay Rates and Ranges document dated December 20, 2020 on January 12, 2021, pursuant to Resolution No. 2021-001. Since that date, the following position and salary changes have been approved and/or require updating: Description Action Approval Director of Public Works (DPW) (was Director of Public Works and Community Services) Position title change; update pay rates and ranges Resolution No. 2021-032 dated 03/23/21 Development Engineering Manager/Building Official (DEMBO) (was Chief Building Official) New position; add to pay rates and ranges Management Unit Existing Range 62M $9,895.61 - $12,028.15 Monthly Resolution No. 2021-038 dated 04/27/21 Animal Shelter Coordinator (ANSC) New position; add to pay rates and ranges RPEA Unit Existing Range 32RP $4,717.63 - $5,734.28 Monthly Resolution No. 2021-048 dated 05/11/21 Mission Statement “We Care for Our Residents by Working Together to Build a Better Community for Today and Tomorrow.” CITY OF ROHNERT PARK CITY COUNCIL AGENDA REPORT ITEM NO. ____6.C.______ 2 Description Action Approval Homeless Services Coordinator (HSCO) New position; add to pay rates and ranges RPEA Unit Existing Range 43RP $6,189.93 - $7,523.91 Monthly Resolution No. 2021-049 dated 05/11/21 Senior Financial Analyst (SFIA) New position; add to pay rates and ranges Confidential Unit Existing Range 56CF $8,532.93 - $10,371.78 Monthly Resolution No. 2021-050 dated 05/11/21 Capital Improvement Plan (CIP) Program Manager (CIPMG) (was Deputy City Engineer) New position; add to pay rates and ranges Management Unit Existing Range 60M $9,418.73 - $11,448.58 Monthly Resolution No. 2021-060 dated 06/08/21 Senior Engineer (SRENG) (was Deputy City Engineer – Utilities) New position; add to pay rates and ranges RPEA Unit New Range 58RP $8,964.86 - $10,896.90 Monthly Resolution No. 2021-060 dated 06/08/21 Project Coordinator (PROJC) New position; add to pay rates and ranges RPEA Unit Existing Range 50RP $7,357.88 - $8,943.63 Monthly Resolution No. 2021-060 dated 06/08/21 Director of Community Services (CSDIR) New position; add to pay rates and ranges Management Unit Existing Range 71M $12,358.18 - $15,021.44 Monthly Resolution No. 2021-060 dated 06/08/21 Assistant City Manager Sixth Amendment to Employment Agreement with Assistant City Manager Don Schwartz approved; update pay rates and ranges Resolution No. 2021-078 dated 06/22/21 Director of Public Safety Second Amendment to Employment Agreement with Public Safety Director Tim Mattos Resolution No. 2021-079 dated 06/22/21 ITEM NO. ____6.C.______ 3 Description Action Approval approved; update pay rates and ranges Human Resources Director Fifth Amendment to Employment Agreement with Human Resources Director Victoria Perrault approved; update pay rates and ranges Resolution No. 2021-080 dated 06/22/21 City Manager First Amendment to Employment Agreement with City Manager Darrin Jenkins; update pay rates and ranges Resolution No. 2021-088 dated 07/13/21 Senior Planner (SRPL) New position; add to pay rates and ranges RPEA Unit Existing Range 52RP $7,730.37 - $9,396.34 Monthly Resolution No. 2021-087 dated 07/13/21 Deputy Director of Community Services (DDCS) Obsolete position; remove from pay rates and ranges N/A Chief Building Official (CBO) Obsolete position; remove from pay rates and ranges N/A Deputy City Engineer (DCENG) and Deputy City Engineer Utilities (DCEUT) Obsolete positions; remove from pay rates and ranges N/A Supervising Maintenance Worker (SMW) Obsolete position; remove from pay rates and ranges N/A In addition, the following Memoranda of Agreement and Outlines of Certain Conditions of Employment, Fringe Benefits and Salary were approved by Council: • Memorandum of Agreement between the City of Rohnert Park and the Rohnert Park Employees’ Association (RPEA) effective June 8, 2021 – June 30, 2025 approved on June 8, 2021 per Resolution No. 2021-062 • Memorandum of Agreement between the City of Rohnert Park and the Rohnert Park Public Safety Officers’ Association (RPPSOA) effective June 8, 2021 – June 30, 2025 approved on June 8, 2021 per Resolution No. 2021-070 • Outline of Certain Conditions of Employment, Fringe Benefits, and Salary for the Confidential Unit effective June 8, 2021 – June 20, 2025 approved on June 8, 2021 per Resolution No. 2021-063 • Outline of Certain Conditions of Employment, Fringe Benefits, and Salary for the Management Unit effective June 8, 2021 – June 20, 2025 approved on June 8, 2021 ITEM NO. ____6.C.______ 4 per Resolution No. 2021-064 • Memorandum of Agreement between the City of Rohnert Park and the Rohnert Park Public Safety Managers’ Association (RPPSMA) effective June 22, 2021 – June 30, 2025 approved on June 22, 2021 per Resolution No. 2021-082 • Memorandum of Agreement between the City of Rohnert Park and the Service Employees’ International Union (SEIU) Local 1021 Maintenance Workers effective June 22, 2021 – June 30, 2025 approved on June 22, 2021 per Resolution No. 2021- 075 Accordingly, the following salary increases and new stipends approved under the various Memoranda of Agreement and Outlines of Certain Conditions of Employment, Fringe Benefits, and Salary require updating: Description Action RPEA - Negotiated 3.5% increase to base salary effective 06/06/21 Apply increase to RPEA pay ranges as indicated in attached Exhibit A RPPSOA – Negotiated 5% increase to base salary effective 06/06/21 Apply increase to RPPSOA pay ranges as indicated in attached Exhibit A Confidential Unit – Approved 3.5% increase to base salary effective 06/06/21 Apply increase to Confidential Unit pay ranges as indicated in attached Exhibit A Management Unit – Approved 3.5% increase to base salary effective 06/06/21 Apply increase to Management Unit pay ranges as indicated in attached Exhibit A RPPSMA – Negotiated 5% increase to base salary effective 06/20/21 Apply increase to RPPSMA pay ranges as indicated in attached Exhibit A SEIU – Negotiated 3.8% increase to base salary effective 06/20/21 Apply increase to SEIU pay ranges as indicated in attached Exhibit A Negotiated changes to RPPSOA stipends effective 06/06/21 Add the following stipends: • Intermediate Dispatcher POST Certification – 2.5% • Advanced Dispatcher POST Certification – 5% Negotiated change to SEIU stipends effective 06/20/21 Add the following stipend: • Bilingual - $100/month ANALYSIS: California Public Employees’ Retirement Law at Section 570.5 of the California Code of Regulations Title 2 requires the City Pay Rates and Ranges document published on the City’s internet site to be approved, in its entirety, by the City Council each time a modification is ITEM NO. ____6.C.______ 5 made. Attached as Exhibit A to this staff report is the updated City of Rohnert Park Current Pay Rates and Ranges revised July 13, 2021 that incorporates the changes listed above. Staff recommends that the Council adopt the updated Pay Rates and Ranges by resolution. OPTIONS CONSIDERED: This is not applicable. FISCAL IMPACT/FUNDING SOURCE: There is no fiscal impact. Department Head Approval Date: N/A City Manager Approval Date: July 22, 2021 City Attorney Approval Date: N/A Finance Director Approval Date: N/A Attachments: 1. Resolution Authorizing and Approving the City of Rohnert Park Current Pay Rates and Ranges revised July 13, 2021 2. Exhibit “A” City of Rohnert Park Current Pay Rates and Ranges revised July 13, 2021 RESOLUTION NO. 2021-089 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK APPROVING THE CITY OF ROHNERT PARK CURRENT PAY RATES AND RANGES REVISED JULY 13, 2021 WHEREAS, the California Public Employees’ Retirement Law, at Section 570.5 of the California Code of Regulations Title 2, requires the City of Rohnert Park to publish the City’s Current Pay Rates and Ranges on the City’s internet site and the City Council to approve the Pay Rates and Ranges in its entirety each time a modification is made; and WHEREAS, the City Council previously approved the City Pay Rates and Ranges document dated December 20, 2020 on January 12, 2021 pursuant to Resolution No. 2021- 001 and position and salary changes have been subsequently approved and/or require updating; and WHEREAS, staff recommends that the City Council adopt the updated City Pay Rates and Ranges document revised July 1 3, 2021 attached hereto as Exhibit A. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Rohnert Park that it does hereby approve the City of Rohnert Park Current Pay Rates and Ranges revised July 13, 2021 attached hereto as Exhibit “A” and incorporated by this reference, subject to minor modifications by the City Manager or City Attorney. BE IT FURTHER RESOLVED that the City Manager is hereby authorized and directed to execute documents pertaining to same for and on behalf of the City of Rohnert Park. DULY AND REGULARLY ADOPTED this 27th day of July, 2021. CITY OF ROHNERT PARK ____________________________________ Gerard Giudice, Mayor ATTEST: ______________________________ Elizabeth Machado, Acting City Clerk Attachments: Exhibit A ADAMS: _________LINARES: _________ STAFFORD: _________ ELWARD: _________ GIUDICE: _________ AYES: ( ) NOES: ( ) ABSENT: ( ) ABSTAIN: ( ) Exhibit A CITY OF ROHNERT PARK CURRENT PAY RATES & RANGES Revised July 13, 2021 CITY OF ROHNERT PARK - PAY RATES AND RANGES Management Unit (Unrepresented) N/R CLASS STEP Hourly Biweekly Monthly Annually City Council (COUN)N/A $223.41 $484.06 CM CLASS STEP Hourly Biweekly Monthly Annually City Manager (CMGR)N/A $20,675.10 $256,784.79 (By Employment Contract) RANGE 78M CLASS STEP Hourly Biweekly Monthly Annually Director of Public Safety (SDIR)N/A 1 $84.75 $6,780.00 $14,689.99 $176,279.90 (By Employment Contract)2 $88.99 $7,119.00 $15,424.50 $185,094.00 3 $93.44 $7,474.98 $16,195.79 $194,349.44 4 $98.11 $7,848.71 $17,005.54 $204,066.49 5 $103.01 $8,241.14 $17,855.80 $214,269.65 RANGE 77M CLASS STEP Hourly Biweekly Monthly Annually Assistant City Manager (ACM)M 1 $82.68 $6,614.64 $14,331.71 $171,980.52 (By Employment Contract)2 $86.82 $6,945.40 $15,048.36 $180,580.34 3 $91.16 $7,292.64 $15,800.73 $189,608.72 4 $95.72 $7,657.27 $16,590.76 $199,089.10 5 $100.50 $8,040.15 $17,420.32 $209,043.88 RANGE 74M CLASS STEP Hourly Biweekly Monthly Annually Director of Development Services (DODS)M 1 $76.78 $6,142.38 $13,308.48 $159,701.75 *Director of Public Works and Community 2 $80.62 $6,449.48 $13,973.87 $167,686.47 Services (PWCS)3 $84.65 $6,771.96 $14,672.58 $176,070.95 Director of Public Works (DPW)4 $88.88 $7,110.55 $15,406.20 $184,874.39 5 $93.33 $7,466.08 $16,176.51 $194,118.11 RANGE 71M CLASS STEP Hourly Biweekly Monthly Annually Director of Community Services (CSDIR)M 1 $71.30 $5,703.78 $12,358.18 $148,298.22 Finance Director/City Treasurer (FDIR)2 $74.86 $5,988.99 $12,976.14 $155,713.66 Human Resources Director (HRDIR)3 $78.61 $6,288.42 $13,624.92 $163,499.02 4 $82.54 $6,602.87 $14,306.21 $171,674.56 5 $86.66 $6,932.97 $15,021.44 $180,257.33 RANGE 66M CLASS STEP Hourly Biweekly Monthly Annually City Engineer (CENG)M 1 $63.02 $5,041.31 $10,922.84 $131,074.05 2 $66.17 $5,293.39 $11,469.01 $137,628.12 3 $69.48 $5,558.06 $12,042.46 $144,509.47 4 $72.95 $5,835.97 $12,644.60 $151,735.16 5 $76.60 $6,127.74 $13,276.76 $159,321.17 RANGE 62M CLASS STEP Hourly Biweekly Monthly Annually Development Engineering Manager/Building M 1 $57.09 $4,567.20 $9,895.61 $118,747.31 Official (DEMBO)2 $59.94 $4,795.54 $10,390.35 $124,684.14 Information Systems Operations Manager (ISOM)3 $62.94 $5,035.32 $10,909.87 $130,918.40 Planning Manager (PLMG)4 $66.09 $5,287.07 $11,455.33 $137,463.95 5 $69.39 $5,551.46 $12,028.15 $144,337.84 RANGE 61M CLASS STEP Hourly Biweekly Monthly Annually PW Operations Manager - Utilities (PWOMU)M 1 $55.70 $4,455.80 $9,654.24 $115,850.85 2 $58.48 $4,678.57 $10,136.89 $121,642.70 3 $61.41 $4,912.52 $10,643.80 $127,725.58 4 $64.48 $5,158.12 $11,175.94 $134,111.22 5 $67.70 $5,416.03 $11,734.72 $140,816.68 *Position obsolete effective 7/5/21 CITY OF ROHNERT PARK - PAY RATES AND RANGES Management Unit (Unrepresented) RANGE 60M CLASS STEP Hourly Biweekly Monthly Annually Capital Improvement Plan (CIP) Program Manager M 1 $54.34 $4,347.11 $9,418.73 $113,024.75 (CIPPM)2 $57.06 $4,564.46 $9,889.66 $118,675.88 PW Operations Manager - General Services (PWOMG)3 $59.91 $4,792.67 $10,384.13 $124,609.52 4 $62.90 $5,032.33 $10,903.38 $130,840.58 5 $66.05 $5,283.96 $11,448.58 $137,382.93 RANGE 58M CLASS STEP Hourly Biweekly Monthly Annually Civilian Fire Marshal (CFM)M 1 $51.72 $4,137.63 $8,964.86 $107,578.30 Support Services Manager (SSMG)2 $54.31 $4,344.52 $9,413.13 $112,957.59 3 $57.02 $4,561.75 $9,883.79 $118,605.52 4 $59.87 $4,789.84 $10,378.00 $124,535.96 5 $62.87 $5,029.34 $10,896.90 $130,762.76 RANGE 55M CLASS STEP Hourly Biweekly Monthly Annually City Clerk (CCLERK)M 1 $48.03 $3,842.21 $8,324.78 $99,897.41 2 $50.43 $4,034.34 $8,741.08 $104,892.92 3 $52.95 $4,236.03 $9,178.07 $110,136.82 4 $55.60 $4,447.85 $9,637.00 $115,644.04 5 $58.38 $4,670.24 $10,118.86 $121,426.29 RANGE 54M CLASS STEP Hourly Biweekly Monthly Annually Community Services Manager (CSMG)M 1 $46.86 $3,748.52 $8,121.79 $97,461.49 2 $49.20 $3,935.94 $8,527.87 $102,334.40 3 $51.66 $4,132.71 $8,954.20 $107,450.38 4 $54.24 $4,339.36 $9,401.94 $112,823.27 5 $56.95 $4,556.34 $9,872.07 $118,464.81 RANGE 96P CLASS STEP Hourly Biweekly Monthly Annually Public Safety Deputy Chief (DCPS)P 1 $72.50 $5,799.80 $12,566.23 $150,794.73 2 $76.12 $6,089.79 $13,194.54 $158,334.47 3 $79.93 $6,394.28 $13,854.27 $166,251.20 4 $83.92 $6,713.99 $14,546.98 $174,563.76 5 $88.12 $7,049.69 $15,274.33 $183,291.94 RANGE 95P CLASS STEP Hourly Biweekly Monthly Annually Public Safety Lieutenant (LIEU)P 1 $61.18 $4,894.51 $10,604.77 $127,257.22 2 $64.24 $5,138.88 $11,134.24 $133,610.93 3 $67.44 $5,395.32 $11,689.87 $140,278.41 4 $70.81 $5,664.84 $12,273.82 $147,285.79 5 $74.36 $5,948.43 $12,888.27 $154,659.23 6 $77.70 $6,216.11 $13,468.24 $161,618.89 Rohnert Park Public Safety Managers' Association (RPPSMA) CITY OF ROHNERT PARK - PAY RATES AND RANGES Confidential Unit (Unrepresented) RANGE 30CF CLASS STEP Hourly Biweekly Monthly Annually Administrative Assistant I (AACU1)X 1 $25.91 $2,072.44 $4,490.29 $53,883.50 2 $27.20 $2,176.10 $4,714.87 $56,578.47 3 $28.56 $2,284.87 $4,950.56 $59,406.70 4 $29.99 $2,399.15 $5,198.15 $62,377.78 5 $31.49 $2,519.08 $5,458.00 $65,495.98 RANGE 34CF CLASS STEP Hourly Biweekly Monthly Annually Administrative Assistant II (AACU)X 1 $28.60 $2,287.62 $4,956.51 $59,478.13 2 $30.02 $2,401.97 $5,204.28 $62,451.34 3 $31.53 $2,522.07 $5,464.48 $65,573.80 4 $33.10 $2,648.19 $5,737.75 $68,852.97 5 $34.76 $2,780.59 $6,024.60 $72,295.25 RANGE 36CF CLASS STEP Hourly Biweekly Monthly Annually Accounting Technician II (ACT2)X 1 $30.04 $2,403.41 $5,207.39 $62,488.65 2 $31.54 $2,523.59 $5,467.77 $65,613.25 3 $33.12 $2,649.75 $5,741.12 $68,893.48 4 $34.78 $2,782.27 $6,028.25 $72,338.95 5 $36.52 $2,921.35 $6,329.58 $75,955.00 RANGE 37CF CLASS STEP Hourly Biweekly Monthly Annually Human Resources Technician (HRT)X 1 $30.79 $2,463.48 $5,337.53 $64,050.42 2 $32.33 $2,586.69 $5,604.49 $67,253.90 3 $33.95 $2,716.01 $5,884.68 $70,616.22 4 $35.65 $2,851.81 $6,178.91 $74,146.98 5 $37.43 $2,994.41 $6,487.89 $77,854.70 RANGE 40CF CLASS STEP Hourly Biweekly Monthly Annually Senior Accounting Technician (SACT)X 1 $33.16 $2,652.91 $5,747.96 $68,975.57 Deputy City Clerk (DCC)2 $34.82 $2,785.55 $6,035.35 $72,424.24 3 $36.56 $2,924.83 $6,337.13 $76,045.61 4 $38.39 $3,071.09 $6,654.02 $79,848.21 5 $40.31 $3,224.64 $6,986.71 $83,840.57 RANGE 45-CF CLASS STEP Hourly Biweekly Monthly Annually Assistant City Clerk (ACCL)X 1 $37.52 $3,001.55 $6,503.35 $78,040.19 2 $39.40 $3,151.61 $6,828.49 $81,941.93 3 $41.36 $3,309.18 $7,169.90 $86,038.76 4 $43.43 $3,474.67 $7,528.45 $90,341.34 5 $45.60 $3,648.39 $7,904.85 $94,858.20 RANGE 50CF CLASS STEP Hourly Biweekly Monthly Annually Human Resources Analyst (HRA)X 1 $42.45 $3,395.94 $7,357.88 $88,294.53 2 $44.57 $3,565.77 $7,725.84 $92,710.10 3 $46.80 $3,744.05 $8,112.11 $97,345.29 4 $49.14 $3,931.26 $8,517.74 $102,212.87 5 $51.60 $4,127.83 $8,943.63 $107,323.52 RANGE 54CF CLASS STEP Hourly Biweekly Monthly Annually Accounting Supervisor (ACSUP)X 1 $46.86 $3,748.52 $8,121.79 $97,461.49 2 $49.20 $3,935.94 $8,527.87 $102,334.40 3 $51.66 $4,132.71 $8,954.20 $107,450.38 4 $54.24 $4,339.36 $9,401.94 $112,823.27 5 $56.95 $4,556.34 $9,872.07 $118,464.81 CITY OF ROHNERT PARK - PAY RATES AND RANGES Confidential Unit (Unrepresented) RANGE 56CF CLASS STEP Hourly Biweekly Monthly Annually Senior Analyst (SRAN)X 1 $49.23 $3,938.28 $8,532.93 $102,395.17 Senior Financial Analyst (SFIA)2 $51.69 $4,135.17 $8,959.53 $107,514.34 3 $54.27 $4,341.94 $9,407.54 $112,890.43 4 $56.99 $4,559.04 $9,877.93 $118,535.17 5 $59.84 $4,786.97 $10,371.78 $124,461.34 CITY OF ROHNERT PARK - PAY RATES AND RANGES Rohnert Park Employees' Association (RPEA) RANGE 22RP CLASS STEP Hourly Biweekly Monthly Annually Office Assistant (OFAS)X 1 $21.26 $1,700.96 $3,685.42 $44,225.08 2 $22.33 $1,786.00 $3,869.67 $46,436.07 3 $23.44 $1,875.30 $4,063.16 $48,757.93 4 $24.61 $1,969.08 $4,266.33 $51,195.99 5 $25.84 $2,067.52 $4,479.63 $53,755.57 RANGE 26RP CLASS STEP Hourly Biweekly Monthly Annually Animal Health Technician (AHT)X 1 $23.47 $1,877.56 $4,068.05 $48,816.56 2 $24.64 $1,971.41 $4,271.40 $51,256.75 3 $25.87 $2,069.98 $4,484.96 $53,819.53 4 $27.17 $2,173.47 $4,709.19 $56,510.24 5 $28.53 $2,282.17 $4,944.70 $59,336.34 RANGE 30RP CLASS STEP Hourly Biweekly Monthly Annually Accounting Assistant (ACAS)X 1 $25.91 $2,072.44 $4,490.29 $53,883.50 Administrative Assistant I (ADAS1)2 $27.20 $2,176.10 $4,714.87 $56,578.47 Public Safety Records Clerk (PSRC)3 $28.56 $2,284.87 $4,950.56 $59,406.70 4 $29.99 $2,399.15 $5,198.15 $62,377.78 5 $31.49 $2,519.08 $5,458.00 $65,495.98 RANGE 32RP CLASS STEP Hourly Biweekly Monthly Annually Accounting Technician I (ACTC1)X 1 $27.22 $2,177.37 $4,717.63 $56,611.52 Animal Shelter Coordinator (ANSC)2 $28.58 $2,286.23 $4,953.49 $59,441.88 Community Service Program Coordinator (CSPCO)3 $30.01 $2,400.54 $5,201.17 $62,414.03 Theater Services Coordinator (TSCO)4 $31.51 $2,520.59 $5,461.29 $65,535.42 5 $33.08 $2,646.59 $5,734.28 $68,811.40 RANGE 34RP CLASS STEP Hourly Biweekly Monthly Annually Administrative Assistant II (ADAS2)X 1 $28.60 $2,287.62 $4,956.51 $59,478.13 2 $30.02 $2,401.97 $5,204.28 $62,451.34 3 $31.53 $2,522.07 $5,464.48 $65,573.80 4 $33.10 $2,648.19 $5,737.75 $68,852.97 5 $34.76 $2,780.59 $6,024.60 $72,295.25 RANGE 35RP CLASS STEP Hourly Biweekly Monthly Annually Community Development Technician (CDTC)X 1 $29.31 $2,344.78 $5,080.35 $60,964.20 Engineering Technician I (ENGT)2 $30.78 $2,462.04 $5,334.43 $64,013.10 GIS Technician (GIST)3 $32.31 $2,585.13 $5,601.12 $67,213.39 4 $33.93 $2,714.41 $5,881.22 $70,574.64 5 $35.63 $2,850.13 $6,175.27 $74,103.27 RANGE 36RP CLASS STEP Hourly Biweekly Monthly Annually Accounting Technician II (ACTC2)X 1 $30.04 $2,403.41 $5,207.39 $62,488.65 Community Services Analyst (CSAN)2 $31.54 $2,523.59 $5,467.77 $65,613.25 Property Technician (PRPT)3 $33.12 $2,649.75 $5,741.12 $68,893.48 Technical Director (TECH)4 $34.78 $2,782.27 $6,028.25 $72,338.95 5 $36.52 $2,921.35 $6,329.58 $75,955.00 RANGE 38RP CLASS STEP Hourly Biweekly Monthly Annually Communications Specialist (COMS)X 1 $31.56 $2,525.10 $5,471.06 $65,652.69 2 $33.14 $2,651.35 $5,744.59 $68,935.06 3 $34.80 $2,783.91 $6,031.80 $72,381.60 4 $36.54 $2,923.11 $6,333.40 $76,000.84 5 $38.37 $3,069.24 $6,650.02 $79,800.24 CITY OF ROHNERT PARK - PAY RATES AND RANGES Rohnert Park Employees' Association (RPEA) RANGE 39RP CLASS STEP Hourly Biweekly Monthly Annually Engineering Technician II (EGT2)X 1 $32.35 $2,588.21 $5,607.78 $67,293.34 Information Systems Technician I (IST1)2 $33.97 $2,717.61 $5,888.15 $70,657.79 3 $35.67 $2,853.49 $6,182.56 $74,190.68 4 $37.45 $2,996.17 $6,491.71 $77,900.54 5 $39.32 $3,146.00 $6,816.32 $81,795.88 RANGE 41RP CLASS STEP Hourly Biweekly Monthly Annually Crime Analyst (CRA)X 1 $33.99 $2,719.25 $5,891.70 $70,700.44 Fire Inspector (FINS)2 $35.69 $2,855.21 $6,186.29 $74,235.46 3 $37.47 $2,997.98 $6,495.62 $77,947.44 4 $39.35 $3,147.84 $6,820.32 $81,843.86 5 $41.32 $3,305.25 $7,161.37 $85,936.42 RANGE 42RP CLASS STEP Hourly Biweekly Monthly Annually Assistant Planner (PLNR1)X 1 $34.84 $2,787.23 $6,039.00 $72,467.95 Building Inspector I (BINS)2 $36.58 $2,926.59 $6,340.95 $76,091.45 Code Compliance Officer I (CCO)3 $38.41 $3,072.93 $6,658.02 $79,896.18 Public Works Inspector I (PWIN)4 $40.33 $3,226.56 $6,990.89 $83,890.67 5 $42.35 $3,387.87 $7,340.38 $88,084.51 RANGE 43RP CLASS STEP Hourly Biweekly Monthly Annually Homeless Services Coordinator (HSCO)X 1 $35.71 $2,856.89 $6,189.93 $74,279.17 Information Systems Technician II (IST2)2 $37.50 $2,999.74 $6,499.44 $77,993.28 3 $39.37 $3,149.73 $6,824.41 $81,892.89 4 $41.34 $3,307.22 $7,165.63 $85,987.59 5 $43.41 $3,472.58 $7,523.91 $90,286.97 RANGE 44RP CLASS STEP Hourly Biweekly Monthly Annually Animal Shelter Supervisor (ALSS)X 1 $36.60 $2,928.32 $6,344.69 $76,136.22 Community Services Supervisor (CSSV)2 $38.43 $3,074.73 $6,661.92 $79,943.09 Management Analyst I (MANA1)3 $40.36 $3,228.49 $6,995.06 $83,940.78 Performing Arts Center Manager (PACM)4 $42.37 $3,389.92 $7,344.82 $88,137.82 Property and Records Supervisor (PARS)5 $44.49 $3,559.38 $7,711.98 $92,543.80 Purchasing Agent (PAGT)*6 $44.52 $3,561.38 $7,716.33 $92,595.98 RANGE 46RP CLASS STEP Hourly Biweekly Monthly Annually Building Inspector II (BINS2)X 1 $38.46 $3,076.58 $6,665.92 $79,991.06 Code Compliance Officer II (CCO2)2 $40.38 $3,230.42 $6,999.24 $83,990.88 Environmental Coordinator (EVC)3 $42.40 $3,391.93 $7,349.17 $88,190.05 Public Works Inspector II (PWIN2)4 $44.52 $3,561.51 $7,716.60 $92,599.24 5 $46.74 $3,739.58 $8,102.42 $97,229.09 RANGE 47RP CLASS STEP Hourly Biweekly Monthly Annually Accountant (ACCT)X 1 $39.42 $3,153.50 $6,832.58 $81,990.97 2 $41.39 $3,311.15 $7,174.16 $86,089.93 3 $43.46 $3,476.72 $7,532.89 $90,394.64 4 $45.63 $3,650.57 $7,909.56 $94,914.70 5 $47.91 $3,833.06 $8,304.97 $99,659.68 RANGE 48RP CLASS STEP Hourly Biweekly Monthly Annually Associate Planner (PLNR2)X 1 $40.40 $3,232.30 $7,003.33 $84,039.92 2 $42.42 $3,393.93 $7,353.52 $88,242.29 3 $44.55 $3,563.64 $7,721.22 $92,654.67 4 $46.77 $3,741.84 $8,107.31 $97,287.72 5 $49.11 $3,928.93 $8,512.68 $102,152.11 *Inactive salary rate; available only to current y-rted employees CITY OF ROHNERT PARK - PAY RATES AND RANGES Rohnert Park Employees' Association (RPEA) RANGE 50RP CLASS STEP Hourly Biweekly Monthly Annually Assistant Engineer (ASEN)X 1 $42.45 $3,395.94 $7,357.88 $88,294.53 Management Analyst II (MANA2)2 $44.57 $3,565.77 $7,725.84 $92,710.10 Project Coodinator (PROJC)3 $46.80 $3,744.05 $8,112.11 $97,345.29 Senior Building Inspector (SBIN)4 $49.14 $3,931.26 $8,517.74 $102,212.87 Senior Code Compliance Officer (SCCO)5 $51.60 $4,127.83 $8,943.63 $107,323.52 RANGE 51RP CLASS STEP Hourly Biweekly Monthly Annually Information Systems Analyst (ISAN)X 1 $43.51 $3,480.86 $7,541.86 $90,502.31 2 $45.69 $3,654.91 $7,918.97 $95,027.70 3 $47.97 $3,837.66 $8,314.92 $99,779.08 4 $50.37 $4,029.55 $8,730.68 $104,768.20 5 $52.89 $4,230.99 $9,167.14 $110,005.70 RANGE 52RP CLASS STEP Hourly Biweekly Monthly Annually Housing Administrator (HOAD)X 1 $44.60 $3,567.86 $7,730.37 $92,764.47 Senior Planner (SRPL)2 $46.83 $3,746.26 $8,116.90 $97,402.86 3 $49.17 $3,933.60 $8,522.80 $102,273.64 4 $51.63 $4,130.25 $8,948.87 $107,386.41 5 $54.21 $4,336.77 $9,396.34 $112,756.11 RANGE 54RP CLASS STEP Hourly Biweekly Monthly Annually Associate Engineer (CIVE)X 1 $46.86 $3,748.52 $8,121.79 $97,461.49 2 $49.20 $3,935.94 $8,527.87 $102,334.40 3 $51.66 $4,132.71 $8,954.20 $107,450.38 4 $54.24 $4,339.36 $9,401.94 $112,823.27 5 $56.95 $4,556.34 $9,872.07 $118,464.81 RANGE 55RP CLASS STEP Hourly Biweekly Monthly Annually Project Manager (PMCD)X 1 $48.03 $3,842.21 $8,324.78 $99,897.41 2 $50.43 $4,034.34 $8,741.08 $104,892.92 3 $52.95 $4,236.03 $9,178.07 $110,136.82 4 $55.60 $4,447.85 $9,637.00 $115,644.04 5 $58.38 $4,670.24 $10,118.86 $121,426.29 RANGE 58RP CLASS STEP Hourly Biweekly Monthly Annually Senior Engineer (SRENG)X 1 $51.72 $4,137.63 $8,964.86 $107,578.30 2 $54.31 $4,344.52 $9,413.13 $112,957.59 3 $57.02 $4,561.75 $9,883.79 $118,605.52 4 $59.87 $4,789.84 $10,378.00 $124,535.96 5 $62.87 $5,029.34 $10,896.90 $130,762.76 CITY OF ROHNERT PARK - PAY RATES AND RANGES Service Employees' International Union (SEIU) Local 1021 - Maintenance Workers RANGE 15SE STEP Hourly Biweekly Monthly Annually Custodian (CUST)1 $17.94 $1,435.11 $3,109.42 $37,312.99 2 $18.84 $1,506.87 $3,264.89 $39,178.64 3 $19.78 $1,582.20 $3,428.11 $41,137.30 4 $20.77 $1,661.32 $3,599.53 $43,194.33 5 $21.80 $1,744.38 $3,779.50 $45,353.99 RANGE 24SE STEP Hourly Biweekly Monthly Annually Landscape Maintenance Worker (LMW)1 $22.35 $1,788.14 $3,874.30 $46,491.55 2 $23.52 $1,881.85 $4,077.34 $48,928.12 3 $24.70 $1,975.98 $4,281.28 $51,375.38 4 $25.93 $2,074.75 $4,495.29 $53,943.46 5 $27.23 $2,178.50 $4,720.07 $56,640.90 RANGE 26SE STEP Hourly Biweekly Monthly Annually Utilities Service Representative (USR)1 $23.54 $1,883.00 $4,079.84 $48,958.06 2 $24.71 $1,977.13 $4,283.78 $51,405.32 3 $25.95 $2,075.98 $4,497.96 $53,975.53 4 $27.25 $2,179.77 $4,722.84 $56,674.04 5 $28.61 $2,288.78 $4,959.03 $59,508.33 RANGE 31SE STEP Hourly Biweekly Monthly Annually Parks Maintenance Worker I (PMW1)1 $26.63 $2,130.43 $4,615.92 $55,391.07 Streets Maintenance Worker I (SMW1)2 $27.96 $2,236.93 $4,846.68 $58,160.15 3 $29.36 $2,348.78 $5,089.02 $61,068.21 4 $30.83 $2,466.22 $5,343.47 $64,121.67 5 $32.37 $2,589.54 $5,610.67 $67,328.02 RANGE 33SE STEP Hourly Biweekly Monthly Annually Collection System Operator I (CSO1)1 $27.98 $2,238.29 $4,849.62 $58,195.43 Facilities Maintenance Worker I (FMW1)2 $29.38 $2,350.18 $5,092.05 $61,104.56 Maintenance Worker I (MW1)3 $30.85 $2,467.70 $5,346.68 $64,160.16 Water Distribution Operator I (WDO1)4 $32.39 $2,591.10 $5,614.05 $67,368.65 Water System Operator I (WSO1)5 $34.01 $2,720.63 $5,894.70 $70,736.44 RANGE 35SE STEP Hourly Biweekly Monthly Annually Parks Maintenance Worker II (PMW2)1 $29.39 $2,351.57 $5,095.08 $61,140.91 Streets Maintenance Worker II (SMW2)2 $30.86 $2,469.18 $5,349.89 $64,198.65 3 $32.41 $2,592.62 $5,617.35 $67,408.21 4 $34.03 $2,722.28 $5,898.27 $70,779.21 5 $35.73 $2,858.39 $6,193.17 $74,318.06 RANGE 37SE STEP Hourly Biweekly Monthly Annually Collection System Operator II (CSO2)1 $30.88 $2,470.62 $5,353.01 $64,236.07 Facilities Maintenance Worker II (FMW2)2 $32.43 $2,594.19 $5,620.74 $67,448.84 Maintenance Worker II (MW2)3 $34.05 $2,723.88 $5,901.74 $70,820.90 Water Distribution Operator II (WDO2)4 $35.75 $2,860.07 $6,196.82 $74,361.89 Water System Operator II (WSO2)5 $37.54 $3,003.09 $6,506.70 $78,080.36 **6 $36.67 $2,933.45 $6,355.80 $76,269.62 RANGE 39SE STEP Hourly Biweekly Monthly Annually Parks Maintenance Worker III (PMW3)1 $32.45 $2,595.71 $5,624.03 $67,488.39 Streets Maintenance Worker III (SMW3)2 $34.07 $2,725.48 $5,905.22 $70,862.60 3 $35.77 $2,861.76 $6,200.48 $74,405.73 4 $37.56 $3,004.86 $6,510.53 $78,126.34 5 $39.44 $3,155.11 $6,836.08 $82,032.97 **Inactive salary rate; available only to current y-rated employees CITY OF ROHNERT PARK - PAY RATES AND RANGES Service Employees' International Union (SEIU) Local 1021 - Maintenance Workers RANGE 40SE STEP Hourly Biweekly Monthly Annually Fleet Mechanic (FMEC)1 $33.26 $2,660.60 $5,764.62 $69,175.50 2 $34.92 $2,793.62 $6,052.85 $72,634.16 3 $36.67 $2,933.31 $6,355.50 $76,266.03 4 $38.50 $3,079.99 $6,673.30 $80,079.66 5 $40.42 $3,233.98 $7,006.97 $84,083.58 RANGE 41SE STEP Hourly Biweekly Monthly Annually Collection System Operator III (CSO3)1 $34.09 $2,727.13 $5,908.78 $70,905.36 Facilities Maintenance Worker III (FMW3)2 $35.79 $2,863.49 $6,204.22 $74,450.63 Water Distribution Operator III (WDO3)3 $37.58 $3,006.67 $6,514.45 $78,173.38 Water System Operator III (WSO3)4 $39.46 $3,156.96 $6,840.09 $82,081.09 5 $41.44 $3,314.83 $7,182.13 $86,185.51 RANGE 42SE STEP Hourly Biweekly Monthly Annually Arborist (ARB)1 $34.94 $2,795.31 $6,056.50 $72,678.00 2 $36.69 $2,935.08 $6,359.33 $76,312.01 3 $38.52 $3,081.84 $6,677.31 $80,127.77 4 $40.45 $3,235.92 $7,011.15 $84,133.83 5 $42.47 $3,397.69 $7,361.65 $88,339.83 RANGE 44SE STEP Hourly Biweekly Monthly Annually Instrumentation Technician (INST)1 $36.71 $2,936.80 $6,363.08 $76,356.91 2 $38.55 $3,083.65 $6,681.23 $80,174.81 3 $40.47 $3,237.85 $7,015.34 $84,184.08 4 $42.50 $3,399.74 $7,366.11 $88,393.29 5 $44.62 $3,569.69 $7,734.34 $92,812.04 RANGE 45SE STEP Hourly Biweekly Monthly Annually Parks Maintenance Supervisor (PMS)1 $37.63 $3,010.25 $6,522.20 $78,266.39 Streets Maintenance Supervisor (SMS)2 $39.51 $3,160.75 $6,848.29 $82,179.45 3 $41.48 $3,318.78 $7,190.68 $86,288.15 4 $43.56 $3,484.74 $7,550.27 $90,603.20 5 $45.74 $3,658.97 $7,927.76 $95,133.15 RANGE 46SE STEP Hourly Biweekly Monthly Annually Collection System Supervisor (CSS)1 $38.57 $3,085.50 $6,685.24 $80,222.92 Facilities Maintenance Supervisor (FMS)2 $40.50 $3,239.78 $7,019.53 $84,234.33 Fleet Services Supervisor (FSS)3 $42.52 $3,401.76 $7,370.47 $88,445.68 Water Distribution Supervisor (WDS)4 $44.65 $3,571.83 $7,738.97 $92,867.64 Water System Supervisor (WSS)5 $46.88 $3,750.42 $8,125.91 $97,510.91 CITY OF ROHNERT PARK - PAY RATES AND RANGES Rohnert Park Public Safety Officers' Association (RPPSOA) **Hourly rate based on 2,920 hours annually RANGE 26PS CLASS STEP Hourly Biweekly Monthly Annually Public Safety Officer Trainee (PSOT)S 5 $28.94 $2,315.24 $5,016.36 $60,196.29 RANGE 32PS CLASS STEP Hourly Biweekly Monthly Annually Community Services Officer (CSO)S-CSO 1 $27.61 $2,208.92 $4,786.00 $57,431.98 2 $28.99 $2,319.36 $5,025.28 $60,303.36 3 $30.44 $2,435.33 $5,276.55 $63,318.58 4 $31.96 $2,557.12 $5,540.43 $66,485.21 5 $33.56 $2,684.95 $5,817.39 $69,808.66 RANGE 34PS CLASS STEP Hourly Biweekly Monthly Annually Public Safety Dispatcher I (PSD)XD 1 $29.01 $2,320.77 $5,028.34 $60,340.13 PT Public Safety Dispatcher I (PTD) - Hourly 2 $30.46 $2,436.79 $5,279.70 $63,356.43 3 $31.98 $2,558.62 $5,543.68 $66,524.15 4 $33.58 $2,686.57 $5,820.90 $69,850.84 5 $35.26 $2,820.88 $6,111.92 $73,343.00 RANGE 38PS CLASS STEP Hourly Biweekly Monthly Annually Public Safety Dispatcher II (PSD2)XD 1 $32.02 $2,561.70 $5,550.35 $66,604.18 PT Public Safety Dispatcher II (PTD2) - Hourly 2 $33.62 $2,689.77 $5,827.84 $69,934.12 3 $35.30 $2,824.25 $6,119.22 $73,430.61 4 $37.07 $2,965.47 $6,425.19 $77,102.30 5 $38.92 $3,113.72 $6,746.40 $80,956.76 RANGE 46PS CLASS STEP Hourly Biweekly Monthly Annually Public Safety Communications Supervisor XD 1 $39.01 $3,121.17 $6,762.53 $81,150.35 (PSCS)2 $40.97 $3,277.24 $7,100.68 $85,208.14 3 $43.01 $3,441.08 $7,455.68 $89,468.17 4 $45.16 $3,613.13 $7,828.44 $93,941.25 5 $47.42 $3,793.78 $8,219.85 $98,638.21 RANGE 48PS CLASS STEP Hourly Biweekly Monthly Annually Public Safety Officer I (PSO1)S 1 $39.04 $3,123.00 $6,766.49 $81,197.94 2 $40.99 $3,279.15 $7,104.82 $85,257.89 3 $43.04 $3,443.12 $7,460.10 $89,521.16 4 $45.19 $3,615.29 $7,833.12 $93,997.49 5 $47.45 $3,796.07 $8,224.81 $98,697.69 6 $49.82 $3,985.87 $8,636.05 $103,632.57 RANGE 49PS CLASS STEP Hourly Biweekly Monthly Annually Public Safety Officer II (PSO2)S 1 $40.01 $3,201.07 $6,935.66 $83,227.91 2 $42.01 $3,361.14 $7,282.46 $87,389.53 3 $44.11 $3,529.18 $7,646.57 $91,758.79 4 $46.32 $3,705.68 $8,028.97 $96,347.59 5 $48.64 $3,890.95 $8,430.38 $101,164.59 6 $51.07 $4,085.49 $8,851.90 $106,222.77 RANGE 49APS CLASS STEP Hourly Biweekly Monthly Annually Public Safety Officer III (PSO3)S 1 $41.41 $3,313.13 $7,178.46 $86,141.48 2 $43.48 $3,478.77 $7,537.33 $90,448.01 3 $45.66 $3,652.72 $7,914.24 $94,970.84 4 $47.94 $3,835.37 $8,309.98 $99,719.71 5 $50.34 $4,027.13 $8,725.45 $104,705.42 6 $52.86 $4,228.50 $9,161.75 $109,940.96 CITY OF ROHNERT PARK - PAY RATES AND RANGES Rohnert Park Public Safety Officers' Association (RPPSOA) **Hourly rate based on 2,920 hours annually RANGE 49BPS CLASS STEP Hourly Biweekly Monthly Annually Public Safety Officer IV (PSO4)S 1 $43.48 $3,478.77 $7,537.33 $90,448.01 2 $45.66 $3,652.72 $7,914.24 $94,970.84 3 $47.94 $3,835.37 $8,309.98 $99,719.71 4 $50.34 $4,027.13 $8,725.45 $104,705.42 5 $52.86 $4,228.50 $9,161.75 $109,940.96 6 $55.50 $4,439.93 $9,619.85 $115,438.23 RANGE 48F CLASS STEP **Hourly Biweekly Monthly Annually Fire Public Safety Officer I (FPSO1)S 1 $27.05 $3,037.69 $6,581.67 $78,980.01 2 $28.40 $3,189.58 $6,910.75 $82,929.06 3 $29.82 $3,349.07 $7,256.32 $87,075.88 4 $31.31 $3,516.54 $7,619.16 $91,429.94 5 $32.88 $3,692.38 $8,000.15 $96,001.75 6 $34.52 $3,876.99 $8,400.15 $100,801.84 RANGE 49F CLASS STEP **Hourly Biweekly Monthly Annually Fire Public Safety Officer II (FPSO2)S 1 $27.72 $3,113.64 $6,746.21 $80,954.53 2 $29.11 $3,269.33 $7,083.54 $85,002.47 3 $30.57 $3,432.78 $7,437.70 $89,252.38 4 $32.09 $3,604.46 $7,809.65 $93,715.84 5 $33.70 $3,784.66 $8,200.11 $98,401.27 6 $35.38 $3,973.90 $8,610.11 $103,321.28 RANGE 49AF CLASS STEP **Hourly Biweekly Monthly Annually Fire Public Safety Officer III (FPSO3)S 1 $28.69 $3,222.63 $6,982.38 $83,788.51 2 $30.13 $3,383.75 $7,331.45 $87,977.41 3 $31.64 $3,552.95 $7,698.06 $92,376.70 4 $33.22 $3,730.61 $8,082.99 $96,995.85 5 $34.88 $3,917.13 $8,487.12 $101,845.38 6 $36.62 $4,113.00 $8,911.49 $106,937.91 RANGE 49BF CLASS STEP **Hourly Biweekly Monthly Annually Fire Public Safety Officer IV (FPSO4)S 1 $30.13 $3,383.75 $7,331.45 $87,977.41 2 $31.64 $3,552.95 $7,698.06 $92,376.70 3 $33.22 $3,730.61 $8,082.99 $96,995.85 4 $34.88 $3,917.13 $8,487.12 $101,845.38 5 $36.62 $4,113.00 $8,911.49 $106,937.91 6 $38.45 $4,318.65 $9,357.08 $112,285.02 RANGE 57PS CLASS STEP Hourly Biweekly Monthly Annually Public Safety Sergeant (PSGT)S 1 $48.75 $3,900.22 $8,450.48 $101,405.77 2 $51.19 $4,095.22 $8,872.99 $106,475.84 3 $53.75 $4,300.00 $9,316.67 $111,800.06 4 $56.44 $4,514.97 $9,782.44 $117,389.25 5 $59.26 $4,740.76 $10,271.64 $123,259.64 6 $62.22 $4,977.77 $10,785.17 $129,422.02 7 $65.37 $5,229.22 $11,329.98 $135,959.80 RANGE 57F CLASS STEP **Hourly Biweekly Monthly Annually Fire Assignment Sergeant (FSGT)S 1 $33.78 $3,793.69 $8,219.65 $98,635.86 2 $35.47 $3,983.36 $8,630.62 $103,567.44 3 $37.24 $4,182.55 $9,062.19 $108,746.23 4 $39.10 $4,391.64 $9,515.23 $114,182.75 5 $41.06 $4,611.26 $9,991.07 $119,892.78 6 $43.11 $4,841.80 $10,490.57 $125,886.84 7 $45.29 $5,086.39 $11,020.50 $132,246.04 CITY OF ROHNERT PARK - PAY RATES AND RANGES Miscellaneous Part-Time Hourly Positions RANGE 38 STEP 1 STEP 2 STEP 3 PT Pool Cashier (PTPC)2 $14.00 $14.50 $15.00 RANGE 43 STEP 1 STEP 2 STEP 3 PT Box Office Assistant (PTBA)1 $14.50 $15.00 $15.50 PT Community Services Leader (PTCSL)2 PT Facility Attendant (PTFA)1 PT Swim Instructor (PTIL)2 RANGE 45 STEP 1 STEP 2 STEP 3 PT Animal Shelter Assistant (ASA)1 $15.25 $15.75 $16.25 PT Arts Center House Manager (PTHM)1 PT Lifeguard (PTLC)2 PT Senior Community Services Leader (PTSCSL)2 PT Senior Facility Attendant (PTSFA)1 PT Senior Swim Instructor (PTSIL)2 PT Theatre Technician I (PTT1)1 RANGE 53 STEP 1 STEP 2 STEP 3 PT Custodian (PTC)1 $16.38 $16.88 $17.38 PT Lead Animal Shelter Assistant (LASA)1 PT Office Assistant (PT01)1 PT Seasonal Maintenance Assistant (SMA)2 PT Senior Lifeguard (PTSRL)2 PT Theatre Technician II (PTT2)1 RANGE 59 STEP 1 STEP 2 STEP 3 PT Administrative Intern (PTAI)1 $17.00 $17.50 $18.00 PT Community Services Coordinator (PTCSC)1 PT Lead Custodian (PTCL)1 PT Pool Manager (PTPMGR)2 PT Senior Office Assistant (PT02)1 RANGE 63 STEP 1 STEP 2 STEP 3 PT Public Safety Records Clerk (PTPSRC)1 $21.50 $22.00 $22.50 RANGE 68 STEP 1 STEP 2 STEP 3 PT Information Systems Assistant (PTIS)1 $25.00 $25.50 $26.00 MISCELLANEOUS PT Building Inspector (PTBI) PT Capital Improvement Project Manager (PTCIP) PT General Plan Project Manager (PTGPPM) PT Project Coordinator (PTPJC)$39.58 - $48.11 PT Public Works Inspector (PTPWI)$29.66 - $36.05 PT Residential Building Plans Examiner (PTRBP)$33.85 - $41.14 PT Technical Advisor (PTTA)$14.25 - $47.50 Temporary Management Analyst (TMAN)$25.00 - $40.00 $31.15 - $37.86 $41.14 - $50.00 HOURLY RANGE $46.56 - $56.59 CITY OF ROHNERT PARK - PAY RATES AND RANGES Miscellaneous Part-Time Hourly Positions Public Safety Euthanasia Certification 7% [2] A returning seasonal worker hired to the same class is eligible for a one-step increase (relative to the worker’s step at last service break) on May 1 after the previous season ended, upon approval of Department Head. Amount/Percentage Stipends by Unit [1] A worker is eligible for a one-step increase after every 1,000 cumulative hours worked in same class, upon approval of Department Head. CITY OF ROHNERT PARK - PAY RATES AND RANGES Pensionable Stipends by Unit All Units Amount/Percentage Acting Pay 5% - 10% *Longevity 2% - 10% By Employment Contract Amount/Percentage POST Certification Pay (Director of Public Safety) - Executive 10% ***Uniform Allowance (Director of Public Safety)$1,080/year Confidential Amount/Percentage Bilingual $100/month Educational Incentive - BA/BS, MA/MS $50/month Rohnert Park Employees' Association (RPEA)Amount/Percentage Bilingual $100/month Educational Incentive - MA/MS $50/month Rohnert Park Public Safety Managers' Association (RPPSMA)Amount/Percentage *In-District (non-pensionable)$150/month POST Certification Pay (Commanders) - Supervisory 7.0% POST Certification Pay (Commanders) - Management 8.5% ***Uniform Allowance $1,080/year Rohnert Park Public Safety Officers' Association (RPPSOA)Amount/Percentage Acting Supervisor/Watch Commander 5% - 15% Acting Commander 10% - 15% Bilingual $175/month Canine Handler 3.0% Detective 5.0% Field Training Officer 5.0% Non-Sworn Training Officer 5.0% Motorcycle Duty 5.0% **Intermediate POST Certification 4.5% **Advanced POST Certification 7.0% **Intermediate Dispatcher POST Certification 2.5% **Advanced Dispatcher POST Certification 5.0% **POST Supervisory Certification (Sergeant)9.0% POST Field Evidence Tech Certification (CSO)2.5% Shift Differential 5.0% Special/Extra Assignments 5.0% ***Uniform Allowance $1,080/year (sworn); $540/year (CSO) Service Employees' International Union (SEIU)Amount/Percentage *Certification and License Program - Level I 2.6% *Certification and License Program - Level II 4.5% *Certification and License Program - Level III 6.0% Bilingual $100/month Educational Incentive Pay - Level I $75/month Educational Incentive Pay - Level II $100/month Educational Incentive Pay - Level III $135/month Certified Playground Inspector 1.2% OSHA Certified Trainer 1.2% Pool Operator 1.2% Water Distribution 1 or higher 1.2% Water Treatment 1 or higher 1.2%*Inactive stipend; closed to new hires **Only one POST stipend paid per employee ***Only pensionable for classic PERS members ITEM NO. 6.D. Meeting Date: July 27, 2021 Department: Human Resources Submitted By: Victoria Perrault, Human Resources Director Prepared By: Victoria Perrault, Human Resources Director Agenda Title: Confirm the Appointment of Human Resources Director Perrault as the City of Rohnert Park Representative on the California Intergovernmental Risk Authority (CIRA) Board of Directors and Finance Director Bali as Alternate RECOMMENDED ACTION: Confirm the Appointment of Human Resources Director Perrault as the City of Rohnert Park Representative on the California Intergovernmental Risk Authority (CIRA) Board of Directors and Finance Director Bali as Alternate. BACKGROUND: On November 24, 2020, the City Council adopted Resolution 2020-104 Approving Amendments to the Joint Powers Agreement and Bylaws of the Redwood Empire Municipal Insurance Fund (REMIF) and Approving the Joint Powers Agreement and Bylaws for the California Intergovernmental Risk Authority (CIRA). The City, as a member of CIRA, is entitled to have representation on CIRA’s Board of Directors. STRATEGIC PLAN ALIGNMENT: The recommended option is consistent with Strategic Goal C: Ensure the effective delivery of public services. OPTIONS CONSIDERED: 1. Recommended Option: Staff recommends Council confirm the appointment of Human Resources Director Perrault as the City of Rohnert Park Representative on the California Intergovernmental Risk Authority (CIRA) Board of Directors and Finance Director Bali as Alternate. 2. No other options were considered as this action is needed to ensure City Representation on the CIRA Board of Directors. FISCAL IMPACT/FUNDING SOURCE: There is no fiscal impact associated with confirmation of these appointments Department Head Approval Date: N/A Finance Director Approval Date: N/A City Attorney Approval Date: N/A City Manager Approval Date: 7/22/21 Mission Statement “We Care for Our Residents by Working Together to Build a Better Community for Today and Tomorrow.” CITY OF ROHNERT PARK CITY COUNCIL AGENDA REPORT ITEM NO. 6.E. 1 Meeting Date: July 27, 2021 Department: Community Services Submitted By: Cindy Bagley, Director of Community Services Prepared By: Sheri Lee Miller, Performing Arts Center Manager Agenda Title: Update on Performing Arts Center Facility Use and Production Fees RECOMMENDATION: Receive an update on the Performing Arts Center (PAC) fees for individual tickets, season tickets, and rental rates. BACKGROUND: On January 22, 2019, the City Council adopted Resolution 2019-010 approving Spreckels Performing Arts Center fees and authorizing the City Manager or designee to set prices for individual tickets, season tickets, and rental rates based on market value (Attachment A). At that time, Council directed staff to report back annually and update the Council on how the new system is working. ANALYSIS: Since the adoption of the PAC fees in 2019, there has only been one change in ticket prices. All other fees remain the same. The change in ticket fees was approved for the 2019/20 season of plays by the City Manager as a pilot program for attendees ages 18 and under. This change was made in an effort to make live theater more accessible to children and their families by lowering the ticket price to $10 (plus the $2 facility fee) for children. Due to the COVID-19 pandemic and shutdown of the theater, PAC staff was unable to accurately gauge the effect of this change. The PAC staff intends to extend this pricing to the 2020/21 season and report back to the City Council the results of the change. The popularity of the return to live theatre post-pandemic is still unknown. Due to the uncertainty around theatre attendance for the upcoming season, staff have only officially planned for a reduced season of shows to include: Community Productions (Spreckels Theatre Company) - Galatea (World Premiere – originally scheduled to run at Spreckels in March of 2020, but was canceled due to COVID) – September 3-19, 2021 in the small theatre Mission Statement “We Care for Our Residents by Working Together to Build a Better Community for Today and Tomorrow.” CITY OF ROHNERT PARK CITY COUNCIL AGENDA REPORT ITEM NO. 6.E. 2 Noises Off – October 8-24, 2021 in the large theatre The Wickhams: Christmas at Pemberley (Sonoma County Premiere, sequel to past Spreckels production of Miss Bennet: Christmas at Pemberley) – November 19-December 12, 2021 in the small theatre Matilda the Musical (Sonoma County Premiere – originally scheduled to run at Spreckels in May of 2020, but was canceled due to COVID) – May 6-22, 2022 in the large theatre Spreckels Education Program Into the Woods, Jr. – July 22-25, 2021 Ticket fees for the 2021/22 season are as follows: Table 1: Non-Musical Individual Performance Ticket Pricing Category Base Price ($) A Fees ($) B Total ($) (A + B) General Admission 24 2 26 Seniors 22 2 24 Students 20 2 22 Children 10 2 12 Table 2: Musical Individual Performance Ticket Pricing Category Base Price ($) A Fees ($) B Total ($) (A + B) General Admission 34 2 36 Seniors 32 2 34 Students 28 2 30 Children 10 2 12 Staff will evaluate the need for, and the ability to produce, additional shows based on the popularity and demand for live theatre with the shows listed above. Staff are already receiving inquiries and applications for the rental of the PAC. The PAC has one of the largest stages and backstage areas in Sonoma County, and is sought out by many local dance companies for their annual recitals. Fees for the rental of the PAC remain unchanged and can be found in Attachment B. STRATEGIC PLAN ALIGNMENT: The Performing Arts Center fee setting procedure is in line with Strategic Plan GOAL B: Achieve and maintain financial stability and GOAL C: Ensure the effective delivery of public services. OPTIONS CONSIDERED: Unless the City Council would like to amend any of the fees in this report, there are no options to consider as this report serves as an update. ITEM NO. 6.E. 3 FISCAL IMPACT: There is no impact to the general fund as a result of this report. Department Head Approval Date: C. Bagley 7/8/2021 Finance Director Approval Date: N/A N. Bali N/A City Attorney Approval Date: N/A S. Rudin N/A City Manager Approval Date: D. Jenkins 7/12/2021 Attachments: A. Resolution 2019-010 B. PAC Facility Use Fees RESOLUTION NO. 2019-010 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK APPROVING CURRENT SPRECKELS PERFORMING ARTS CENTER FEES AND AUTHORIZING THE CITY MANAGER OR DESIGNEE TO SET PRICES IN THE FUTURE BASED ON MARKET VALUE WHEREAS, costs of operating the Performing Arts Center have risen since the last time fees were adjusted by the City Council in 2007; and WHEREAS,the Performing Arts Center Supervisor has historically increased PAC season tickets and individual tickets prices from time to time; and WHEREAS, it is in the interest of the City to operate in a fiscally responsible manner, which includes maximizing revenue from the use of City facilities; and WHEREAS,the City desires to provide the City Manager, or his or her designee, more express authority to adjust ticket prices and facility rental rates for the Performing Arts Center to be reflective of current market values. NOW,THEREFORE,BE IT RESOLVED by the City Council of the City of Rohnert Park that it does hereby authorize and approve the current Performing Arts Center ticket prices and rental fees, set forth in the attached Exhibit"A." BE IT FURTHER RESOLVED by the City Council of the City of Rohnert Park that it does hereby further authorize the City Manager or designee to set ticket prices for individual tickets and season tickets, and to set rental rates for the Performing Arts Center, based on market rates. BE IT FURTHER RESOLVED that this resolution will supersede and replace Resolution 2007-163, Resolution 2001-136, and Resolution 1991-123. DULY AND REGULARLY ADOPTED this 22nd day of January 2019. 1 CITY OF ROHNERT PARK og, If. A Gina ::lfo ayor ATTEST: Gotti4;1 se(! ef,(14.44.„%k Caitlin Saldanha,Assistant City Clerk Attachment: Exhibit A ADAMS: 4' MACKENZIE: ft i'STAFFORD: e CALLINAN:A BELFORTE: e AYES: (S ) NOES: ( o ) ABSENT: ( o ) ABSTAIN: ( 0 ) 2 ) 2019-010 Exhibit A Spreckels Performing Arts Center 2018-19 Season Ticket Pricing Non-Musical Individual Performance Ticket Pricing Category Base Price ($) Fees ($) Total ($) A B A+B) General Admission 24 2 26 Seniors 22 2 24 Students 20 2 22 Children 14 2 16 Musical Individual Performance Ticket Pricing Category Base Price ($) Fees ($) Total ($) A B A+B) General Admission 34 2 36 Seniors 32 2 34 Students 28 2 30 Children 16 2 18 Subscription/Season Ticket Pricing Category Trendsetter Don't Fence Me In Just Can't Commit General Admission 145 155 87 Seniors 135 145 82 Students 120 130 76 Spreckels Performing Arts Center Facility Use Fees Codding Theatre—511 Seats Event/Performance - 5 Hours Set Up/Rehearsal- 4 Hours Monday-Thursday Friday - Sunday Monday- Thursday Friday - Sunday Category 8am- 4pm 4pm- 12am Category 8am- 4pm 4pm- 12am 1 $ - 525 $655 1 $ 260 $385 2 $ - 630 $815 2 $ 285 $415 3 $ - 760 $945 3 $ 310 $465 4 $ - 920 $ 1,075 4 $ 355 $525 5 $ 930 7,105 $ 1,210 5 $ 285 390 $575 6 $ 1,140 1,315 $ 1,525 6 $ 390 475 $725 7 $ 1,770 1,945 $ 2,075 7 $ 525 750 $ 1,085 8 $ 2,085 2,260 $ 2,625 8 $ 615 760 $ 1,335 Condiotti Theatre-100-125 Seats Event/Performance - 5 Hours Set Up/Rehearsal- 4 Hours Monday-Thursday Friday - Sunday Monday-Thursday Friday - Sunday Category 8am- 4pm 4pm- 12am Category 8am- 4pm 4pm- 12am 1 $ - 190 $ 220 1 $ 65 $ 90 2 $ - 200 $ 230 2 $ 80 $100 3 $ - 210 $ 260 3 $ 100 $110 4 $ - 220 $270 _ 4 $ 105 $120 5 $ 195 230 $285 _ 5 $ 95 110 $145 6 $ 210 250 $310 6 $ 110 120 $170 7 $ 245 275 $325 7 $ 130 160 $200 8 $ 285 330 $385 8 $ 160 205 $260 Events Room/Kitchen, 4 Hours Service Bar/Lobby,3 hours 2 Monday — Thursday Friday - Sunday Monday— Thursday Friday - Sunday Category 8am— 4pm 4pm— 12am Category 8am—4pm 4pm— 12am 1 $40 55 $115 1 $ 40 55 $115 2 $50 75 $140 2 $ 50 75 $140 3 $65 90 $165 3 $ 65 90 $165 4 $85 100 $205 4 $ 85 100 $205 5 $ 100 115 $255 5 $ 100 115 $255 6 $ 115 155 $305 6 $ 115 155 $305 7 $ 150 175 $360 7 $ 150 175 $360 8 $ 175 215 $580 8 $ 175 215 $580 10%reduction in space rental fees for City of Rohnert Park resident companies, businesses, agencies, etc. in categories 1-6. Technical,Equipment, Staff,Box Office Fees Marley Dance Floor 300 Floor Microphone/ea per week $ 25 Orchestra Pit adjustment 300 Disco Ball(up or down) per week $ 25 Orchestra Shell 300 Monitor/ea per event $ 25 Grand Piano per event $ 160 Wireless Microphone/ea per day $ 25 Upright Piano per event $ 100 Spot Light per use $ 25 Music Stand/ea per event $1 Projection Package per event $ 300 Music Light/ea per event $1 Base fee - staff per hour $ 27.50 Ground Row Lights per event $ 250 Technical Orientations/ea 40 Refundable cleaning deposit 200 House Manager 25 Box Office Per performance- Tickets/Set Up - Codding Theatre 75 10%of gross sales out of Box Office Per performance- Tickets/Set Up - Condiotti Theatre 30 10% of gross sales out of Box Office 3 1 Spreckels Performing Arts Center Facility Use Fees Codding Theatre – 511 Seats Condiotti Theatre – 100-125 Seats Events Room/Kitchen, 4 Hours Service Bar/Lobby, 3 hours Event/Performance – 5 Hours Set Up/Rehearsal - 4 Hours Friday - Sunday Friday - Sunday Category 8am – 4pm 4pm – 12am Category 8am – 4pm 4pm – 12am 1 -$ 525$ 655$ 1 -$ 260$ 385$ 2 -$ 630$ 815$ 2 -$ 285$ 415$ 3 -$ 760$ 945$ 3 -$ 310$ 465$ 4 -$ 920$ 1,075$ 4 -$ 355$ 525$ 5 930$ 7,105$ 1,210$ 5 285$ 390$ 575$ 6 1,140$ 1,315$ 1,525$ 6 390$ 475$ 725$ 7 1,770$ 1,945$ 2,075$ 7 525$ 750$ 1,085$ 8 2,085$ 2,260$ 2,625$ 8 615$ 760$ 1,335$ Monday – Thursday Monday – Thursday Event/Performance – 5 Hours Set Up/Rehearsal - 4 Hours Friday - Sunday Friday - Sunday Category 8am – 4pm 4pm – 12am Category 8am – 4pm 4pm – 12am 1 -$ 190$ 220$ 1 -$ 65$ 90$ 2 -$ 200$ 230$ 2 -$ 80$ 100$ 3 -$ 210$ 260$ 3 -$ 100$ 110$ 4 -$ 220$ 270$ 4 -$ 105$ 120$ 5 195$ 230$ 285$ 5 95$ 110$ 145$ 6 210$ 250$ 310$ 6 110$ 120$ 170$ 7 245$ 275$ 325$ 7 130$ 160$ 200$ 8 285$ 330$ 385$ 8 160$ 205$ 260$ Monday – Thursday Monday – Thursday 2 10% reduction in space rental fees for City of Rohnert Park resident companies, businesses, agencies, etc. in categories 1-6. Technical, Equipment, Staff, Box Office Fees Friday - Sunday Friday - Sunday Category 8am – 4pm 4pm – 12am Category 8am – 4pm 4pm – 12am 1 40$ 55$ 115$ 1 40$ 55$ 115$ 2 50$ 75$ 140$ 2 50$ 75$ 140$ 3 65$ 90$ 165$ 3 65$ 90$ 165$ 4 85$ 100$ 205$ 4 85$ 100$ 205$ 5 100$ 115$ 255$ 5 100$ 115$ 255$ 6 115$ 155$ 305$ 6 115$ 155$ 305$ 7 150$ 175$ 360$ 7 150$ 175$ 360$ 8 175$ 215$ 580$ 8 175$ 215$ 580$ Monday – ThursdayMonday – Thursday Marley Dance Floor 300$ Floor Microphone/ea per week 25$ Orchestra Pit adjustment 300$ Disco Ball (up or down)per week 25$ Orchestra Shell 300$ Monitor/ea per event 25$ Grand Piano per event 160$ Wireless Microphone/ea per day 25$ Upright Piano per event 100$ Spot Light per use 25$ Music Stand/ea per event 1$ Projection Package per event 300$ Music Light/ea per event 1$ Base fee - staff per hour 27.50$ Ground Row Lights per event 250$ Technical Orientations/ea 40$ Refundable cleaning deposit 200$ House Manager 25$ Box Office Per performance - Tickets/Set Up - Codding Theatre 75$ + 10% of gross sales out of Box Office Per performance - Tickets/Set Up - Condiotti Theatre 30$ + 10% of gross sales out of Box Office ITEM NO. ____6.F.______ 1 Meeting Date: July 27, 2021 Department: Public Works Submitted By: Vanessa Garrett, Director of Public Works Prepared By: Terrie Zwillinger, Capital Improvement Plan Program Manager Agenda Title: Receive Series 2007R Excess Bond Proceeds Expenditure Report RECOMMENDED ACTION: Receive the attached semi-annual report of 2007R Excess Bond proceeds expenditures for January 2021 through June 2021. BACKGROUND: California’s Redevelopment Agencies (RDA) were first founded in 1945 as an effort to combat urban blight. They functioned through tax increment financing, after designating certain areas in cities as blighted. As property-tax revenues rose, the RDAs received that increase in tax revenue (tax increment) to finance redevelopment activities within their designated redevelopment areas. The City’s Community Development Commission (CDC) was authorized to transact business and exercise the powers of a redevelopment agency pursuant to Community Redevelopment Law. The powers of the CDC included the power to issue bonds or notes for any of its redevelopment purposes in order to carry out the goals and mission of redevelopment. The Rohnert Park Redevelopment Project Area was established, as shown on the attached map, and the CDC sold bonds for capital infrastructure improvements within this area. On December 29, 2011, the California Supreme Court upheld Assembly Bill x1 26 (AB 26), eliminating all redevelopment agencies in California, while overturning Assembly Bill x1 27 (AB 27), which would have allowed redevelopment agencies to continue operations if agencies made certain payments to the state. As a result, all of California’s approximately 400 redevelopment agencies dissolved as of February 1, 2012, without the option to make payments to the state to continue operations. With the impending dissolution of the redevelopment agencies, the City Council of Rohnert Park elected to serve as successor agency to the former CDC on January 10, 2012. In April 2013, the State Department of Finance issued a Finding of Completion for the City of Rohnert Park Successor Agency. Pursuant to the terms of AB 26 as amended by AB 1484 (collectively the “Redevelopment Dissolution Act”), the Successor Agency decided to use the 2007R Tax Allocation Bonds to fund Capital Improvement Projects within the City’s Redevelopment Project Area. On February 11, 2014, the City Council approved approximately $5.7 million in bond proceeds for the capital projects listed in Table 1 (attached). Staff refers to these funds as “Bond 1”. Then, on February 10, 2015, the City Council approved an additional $627,546 in uncommitted bond Mission Statement “We Care for Our Residents by Working Together to Build a Better Community for Today and Tomorrow.” CITY OF ROHNERT PARK CITY COUNCIL AGENDA REPORT ITEM NO. ____6.F.______ 2 proceeds from the 1999 Tax Allocation Bonds (TAB) to be used as contingency funds for projects that have already been approved. Staff refers to these funds as “Bond 2”. On May 22, 2007, the former CDC entered into a reimbursement agreement with the City whereby the former Commission would fund 88% of the Eastside Sewer Main Phase 1 Improvement Project in advance of the City receiving the money through public facilities finance. The Commission funded this project from the 2007R Tax Allocation Bond proceeds. On August 25, 2015, the City Council approved the use of an additional $10,055,725 in bond funds for projects in the former RDA. Staff refers to these funds as “Bond 3”. Note: The Public Facility Finance Fee fund has repaid all of the funds advanced for the sewer project to the Successor Agency. As a result of the repayment of the bond proceeds, such funds are therefore available to be used for the same purpose as when issued, which is for capital projects within the former redevelopment area. Oversight Board: Each successor agency was required to establish an oversight board to oversee successor agency activities. The Oversight Board was comprised of representatives of the local agencies including citizens, city staff, and elected officials. The City of Rohnert Park Oversight Board was dissolved on June 30, 2018. On July 1, 2018, all individual oversight boards in Sonoma County were consolidated into a single oversight board. Excess Bond Proceeds Agreement: On September 25, 2015, the Successor Agency to the CDC and the City of Rohnert Park entered into an Excess Bond Proceeds Agreement (Agreement) regarding the expenditure of excess bond proceeds (Rohnert Park Redevelopment Project Tax Allocation Bonds Series 2007R). The Agreement provides that the City will use the Series 2007R Excess Bond Proceeds solely to finance the capital improvements within the former Redevelopment Project Area, as listed in Tables 1 and 2, or as determined by the City Council, for other infrastructure projects consistent with the Series 2007R Bond covenants. ANALYSIS: The total amount of bond proceeds allocated to the bond projects is $16,445,629 with $3,077,834 remaining to be allocated. Since approving the Agreement, most of the public facility improvement projects have been completed. Examples include the Senior Center Roof Replacement Project, Sports Center Locker Room Retrofit Project and the Community Center Roof Replacement Project. Section 5 of the Agreement requires that the City provide the Successor Agency and Oversight Board with a semi-annual written statement identifying the amount of Series 2007R Excess Bond Proceeds expended in the January through June and July through December six-month periods. The attached report details expenditures of excess bond proceeds on public improvements for the six-month period of January 2021 through June 2021, in addition to the previously expended funds. As better cost estimates for the projects are received or projects are completed, project budgets will be adjusted to re-distribute funds up to the amounts previously approved by City Council and the Oversight Board. ITEM NO. ____6.F.______ 3 STRATEGIC PLAN ALIGNMENT: This item follows Strategic Plan Item D.2 by improving infrastructure. The semi-annual report is a requirement of Section 5 of the 2007R Excess Bond Fund Agreement. FISCAL IMPACT/FUNDING SOURCE: The total amount of bond proceeds allocated to the bond projects is $16,445,629. All current projects have been budgeted in prior years. Department Head Approval Date: 7/12/2021 Finance Approval Date: 7/9/21 City Attorney Approval Date: N/A City Manager Approval Date: 7/22/21 Attachments: 1. Redevelopment Project Area Map 2. 2007R Excess Bond Proceeds Semi-Annual Report Bond 1 and 2 3. 2007R Excess Bond Proceeds Semi-Annual Report Bond 3 Project Area Map w w ��I MILLBRAEAVE w � :r: � '.5 WILFREDAVE FORDLN GRAve:Nsre:,NHWY J °<> 'a cii � ('l � :0 1> i,.c'\ o;,.l'I I' <? 'i,'\ �,<;; .,..-.:s !IJ � I (c !1! f � i fc§ if: w z -�! HOLLYAVE 5 � > i; a GASPARCT I � z8 "' MOUR/ll!N�g- KEISERIIVE \.. "' w :;i: > E] ElJCAL YF' HJ SA.Ve RA•L F!Oll()I\VF -Redevelopment Project Area L _____ J City Limit 0 1 Mile, -c::::::::::1111-=====�0 25 OG 3 ATTACHMENT 1 City Council Meeting 7/27/21ATTACHMENT 2BOND 1 and 2 Project ListProject Name Types of Expenses BOND Proceeds Other Funding SourcePrevious Expenditures Jan‐June 2021 Total Remaining BalanceBenicia Pool Renovation Project No. 2014‐06 ‐ CLOSEDDesign $27,766 $60,771 $88,537 $0 $0Construction Management $101,437 $0 $101,437 $0 $0Construction $1,291,808 $0 $1,291,807 $0 $0Sub‐total $1,421,011 $60,771 $1,481,781 $0 $0Sports Center Locker Room Retrofit Project No. 2013‐05‐ CLOSEDDesign $14,057 $64,321 $78,378 $0 $0Constructability Review $4,977 $0 $4,977 $0 $0Construction Management $56,074 $0 $56,074 $0 $0Construction $689,725 $0 $689,725 $0 $0Sub‐total $764,833 $64,321 $829,154 $0 $0Public Safety Main HVAC Replacement Project No. 2014‐02‐ CLOSEDDesign $49,166 $49,166 $0 $0Construction Management $37,179 $37,179 $0 $0Construction $424,870 $473,939 $898,809 $0Sub‐total $511,215 $473,939 $985,154 $0 $0A‐Park Restroom Renovation Project No. 2015‐04 ‐ CLOSEDDesign $29,945 $0 $29,945 $0 $0Construction Management $0 $0 $0 $0 $0Construction $270,134 $0 $270,134 $0 $0Sub‐total $300,079 $0 $300,079 $0 $0PAC HVAC Replacement (4 units) Project No. 2015‐05 ‐ CLOSEDDesign $84,200 $0 $84,200 $0 $0Construction Management $0 $0 $0 $0 $0Construction $533,863 $0 $533,863 $0 $0Sub‐total $618,063 $0 $618,063 $0 $0Community Center Roof Replacement Project No. 2015‐06‐ CLOSEDDesign $21,220 $0 $21,220 $0 $0Construction Management $0 $0 $0 $0 $0Construction $336,782 $0 $336,782 $0 $0Sub‐total $358,002 $0 $358,002 $0 $0Replacement of roofProject BudgetRehab of pool including replacement of pool decking, pool plaster, building roofs, restroom fixtures, diving board, expanded picnic area, new ADA restroomRemodel of both women's and men's locker rooms including replacement of lockers, fixtures, floors, and upgraded showersReplacement of HVAC system including new chiller and boiler, control system, VAVs Rehabilitation of the restroom building, including replacement of fixtures and security featuresReplacement of 4 HVAC units Resolution 2019‐143 appropriated $22,569.38 Interest and refunded $70,000 of "other funding source"City of Rohnert ParkPage 1 City Council Meeting 7/27/21ATTACHMENT 2BOND 1 and 2 Project ListProject Name Types of Expenses BOND Proceeds Other Funding SourcePrevious Expenditures Jan‐June 2021 Total Remaining BalanceProject BudgetSenior Center Roof Replacement Project No. 2014‐05‐ CLOSEDDesign $27,300 $0 $27,300 $0 $0Construction Management $0 $0 $0 $0 $0Construction $232,541 $28,462 $255,784 $2,053 $3,165Sub‐total $259,841 $28,462 $283,084 $2,053 $3,165Senior Center Restroom Renovation Project No. 2015‐07Design $30,000 $0 $17,487 $12,513 $0Construction Management $0 $0 $0 $0 $0Construction $94,531 $0 $0 $34,577 $59,954Sub‐total $124,531 $0 $17,487 $47,090 $59,954PAC Roof Replacement Project No. 2015‐08‐ ClosedDesign $19,650 $0 $19,650 $0 $0Construction Management $0 $0 $0 $0 $0Construction $1,396,776 $0 $1,396,776 $0 $0Sub‐total $1,416,426 $0 $1,416,426 $0 $0Library Parking Lot Paving and Landscaping Project No. 2015‐09 ‐ CLOSEDOverlay of library parking and associated landscapingConstruction $102,549 $0 $102,549 $0 $0Sub‐total $102,549 $0 $102,549 $0 $0Community Center Parking Lot Overlay Project No. 2014‐07 ‐ CLOSEDOverlay of parking lot Construction $513,354 $0 $513,354$0$0Sub‐total $513,354 $0 $513,354 $0 $0TOTAL $6,389,904 $627,493 $6,905,134 $49,143 $63,119Replacement of roofRenovation of restroom, including new fixtures, flooring, ADA upgradesResoultion 2019‐143 appropriated $15,667.91 in interestReplacement of roofResoultion 2019‐143 appropriated $14,268.33 in interest and returned $30,000 of "Other Funding Source"City of Rohnert ParkPage 2 City Council Meeting 7/27/21ATTACHMENT 3BOND 3 Project ListProject Name Types of Expenses BOND Proceeds Other Funding SourcePrevious Expenditures Jan‐June 2021 Total Remaining BalanceSports Center HVAC Feasibility Study Project No. 2015‐25 ‐ CLOSEDDesign/Feasibility Study $24,112 $0 $24,112 $0 $0Construction Management $0 $0 $0 $0 $0Construction $3,967 $0 $3,967 $0 $0Sub‐total $28,079 $0 $28,079 $0 $0Animal Shelter HVAC Replacement Project No. 2016‐12 ‐ CLOSEDDesign $8,250 $0 $8,250 $0 $0Construction Management $0 $0 $0 $0 $0Construction $89,250 $0 $83,279 $0 $5,971 Sub‐total $97,500 $0 $91,529 $0 $5,971Animal Shelter Roof, Paint and Siding Project No. 2017‐01 ‐ CLOSEDDesign $14,919 $0 $14,919 $0 $0Construction Management $0 $0 $0 $0 $0Construction $442,231 $0 $395,605 $0 $46,626Sub‐total $457,150 $0 $410,524 $0 $46,626Senior Center West Parking Lot Paving Project No. 2017‐12 ‐ CLOSEDDesign $1,186 $0 $1,186 $0 $0Construction Management $0 $0 $0 $0 $0Construction $150,131 $0 $150,131 $0 $0Sub‐total $151,317 $0 $151,317 $0 $0Sports Center Exterior Coating and Siding Project No. 2017‐02 ‐ CLOSEDDesign $1,499 $0 $1,499 $0 $0Construction Management $0 $0 $0 $0 $0Construction $54,240 $0 $54,240 $0 $0Sub‐total $55,739 $0 $55,739 $0 $0PAC HVAC Replacement Project No. 2017‐04 ‐ CLOSEDDesign $0 $0 $0 $0 $0Construction Management $0 $0 $0 $0 $0Construction $413,888 $0 $413,888 $0 $0Sub‐total $413,888 $0 $413,888 $0 $0Replacement of the siding on the west side of the Sports Center buildingProject BudgetFeasibility Study and analysis of various types of mechanical cooling systems at the Sports CenterReplacement of two HVAC Units at the Animal ShelterReplacement of the siding at the Animal ShelterPaving of the west parking lot at the Senior CenterReplacement of 5 HVAC Units at the Spreckels Performing Arts CenterCity of Rohnert ParkPage 1 City Council Meeting 7/27/21ATTACHMENT 3BOND 3 Project ListProject Name Types of Expenses BOND Proceeds Other Funding SourcePrevious Expenditures Jan‐June 2021 Total Remaining BalanceProject BudgetAlicia Park ADA Path of Travel Project No. 2017‐05 ‐ CLOSEDDesign $0 $0 $0 $0 $0Construction Management $0 $0 $0 $0 $0Construction $104,608 $0 $104,608 $0 $0Sub‐total $104,608 $0 $104,608 $0 $0Design $0 $0 $0 $0 $0Construction Management $0 $0 $0 $0 $0Construction $283,620 $0 $274,331 $0 $9,289Sub‐total $283,620 $0 $274,331 $0 $9,289Design $0 $0 $0 $0 $0Construction Management $0 $0 $0 $0 $0Construction $285,990 $0 $282,824 $0 $3,166Sub‐total $285,990 $0 $282,824 $0 $3,166Design $0 $0 $0 $0 $0Construction Management $0 $0 $0 $0 $0Construction $2,850,000 $650,000 $3,307,540 $0 $192,460Sub‐total $2,850,000 $650,000 $3,307,540 $0 $192,460Downtown Rohnert Park Expressway ‐ State Farm Drive Traffic Improvements Project No 2018‐41Design $0 $0 $0 $0 $0Construction Management $0 $0 $0 $0 $0Construction $2,100,000 $0 $18,503 $104 $2,081,393Sub‐total $2,100,000 $0 $18,503 $104 $2,081,393City Hall Generator Connection Project Project No 2020‐10Design $0 $0 $0 $0Construction Management $0 $0 $0 $0Construction $80,000 $0 $23,470 $55,955 $575Sub‐total $80,000 $0 $23,470 $55,955 $575Replacement of roof at Senior Center ‐ Combined with 310‐1405Provides additional capacity in the existing sewer system on Enterprise Drive and Hunter DriveModifications to the Rohnert Park Expressway/State Farm Drive intersection and median improvements on State Farm DriveSenior Center HVAC Replacement Project No 2017‐13 ‐ CLOSED Senior Center Roof Project No. 2014‐05 ‐ CLOSEDDowntown Sewer Main Project ‐ Project No 2018‐40‐ CLOSEDReplacement of various paths of travel for ADA accessibility Replacement of 8 HVAC units at the Senior CenterCity of Rohnert ParkPage 2 City Council Meeting 7/27/21ATTACHMENT 3BOND 3 Project ListProject Name Types of Expenses BOND Proceeds Other Funding SourcePrevious Expenditures Jan‐June 2021 Total Remaining BalanceProject BudgetSenior Center Generator Connection Project Project No 2020‐11Design $8,000 $0 $7,023 $977 $0Construction Management $0 $0 $0 $0Construction $62,000 $0 $6,042 $51,061 $4,897Sub‐total $70,000 $0 $13,065 $52,038 $4,897Other Identified but not‐funded ProjectsDesign $0 $0 $0 $0 $0Construction Management $0 $0 $0 $0 $0Construction $3,077,834 $0 $0 $0 $3,077,834Sub‐total $3,077,834 $0 $0 $0 $3,077,834TOTAL $10,055,725 $650,000 $5,175,417 $108,097 $5,422,212Various Additional Projects total $3,077,834City of Rohnert ParkPage 3 Community Services Recreation Program Cost Recovery Prepared by Cindy Bagley, Director of Community Services Presented by Darrin Jenkins, City Manager Overview Cost Recovery Policy Implementation Background Community Benefit Methodology Analysis of Implementation (2020-2021 Programs) Discussion and Direction Regarding Potential Policy Edits Purpose to establish uniform guidelines and cost recovery levels and goals for in-house recreation programs, events, activities, goods, and services. Cost Recovery Policy Background Development of Community Benefit Methodology Assignment of Recreation Programs to Cost Recovery Levels Report Back to City Council Community Benefit Methodology Details Levels Minimum Target Cost Recovery by Level Type of Cost Community Investment Level 1 –Mostly Community Benefit 0-14%Direct Cost 86-100% Level 2 –Considerable Individual Benefit 15-49%Direct Cost 51-85% Level 3 –Individual and Community Benefit 50-79%Direct Cost 21-50% Level 4 –Considerable Individual Benefit 80-99%Direct + Indirect Cost 1-20% Level 5 –Mostly Individual Benefit 100%Direct + Indirect Cost 0% Analysis of Implementation Current Programs Target Cost Recovery Level Program Revenue Expense*Cost Recovery% Level 4 (80-99%) RP Summer Camp – Summer 2020 $35,239.45 $31,026.98 114% Level 4 (80-99%) Recreation Station, Winter/Spring Camps $26,952.00 $25,222,21 107% Level 3 (50-79%) Lap Swim – Summer 2020 $8,796.69 $32,857.65 27% Level 3 (50-79%) Lap Swim –Off Season (9/8/20-6/6/21) $21,169.21 $85,510.18 25% Analysis of Cost Recovery Results Summer Camp - 2020 •Expenses •Modified for COVID •High Attendance •Additional Costs in 2020 •Lifeguards •Supplies •Cleaning Recreation Station, Winter/Spring Camps •Expenses •In-person Afterschool program •School Break Camps •First time operating in over 10 years •Conservative pre-program estimates •Full-time Coordinator hours in program as direct cost Lap Swim –Summer Lap Swim –Sept-May •Expenses •COVID protocols limited number of people in the pool •Extended hours as a community benefit with gyms closed Options – Cost Recovery Analysis 1. Maintain all current program fees (Staff recommend this option) 2. Request that staff increase fees for lap swim to align with minimum cost recovery target. 3. Cancel lap swim program due to not meeting cost recovery minimum. Recommendation for Program Fees Keep fees the same Discussion and Direction Regarding Cost Recovery Policy Edits Target “Minimum” Cost Recovery Level Levels Target Minimum Cost Recovery by Level Type of Cost Level 1 0-14%Direct Cost Level 2 15-49%Direct Cost Level 3 50-79%Direct Cost Level 4 80-99%Direct + Indirect Cost Level 5 100%Direct + Indirect Cost -Current language – minimum cost recovery -Ranges do not represent a minimum -Staff recommend removing the word minimum -Lower percentage will represent minimum to run program Fee Setting Process Edits Policy Intent: to provide Community Services staff framework to set fees Add the following language to the process section of policy: •“The Director of Community Services will set fees to each program based on its cost recovery level assignment.” Options – Cost Recovery Policy Edits 1. Staff bring back a resolution to create an amended policy (Staff recommend this option) 2. Council could direct staff to bring back different options for policy amendments or direct staff to keep policy as written. “ ” Questions and Comments THANK YOU ITEM NO. 7.A. 1 Meeting Date: July 27, 2021 Department: Community Services Submitted By: Cindy Bagley, Director of Community Services Prepared By: Chris Morgan, Community Services Analyst Cindy Bagley, Director of Community Services Agenda Title: Discussion and Direction Regarding the Analysis of Community Services Recreation Program Cost Recovery Policy Implementation and Potential Edits to the Policy RECOMMENDED ACTION: Receive a report analyzing the cost recovery of Community Services programs completed in Fiscal Year 2020/21 in compliance with the Community Services Program Cost Recovery Policy. Provide staff with direction regarding potential BACKGROUND: On February 27, 2018, the City Council adopted the Community Services Cost Recovery Policy (Attachment A). The purpose of this policy is to establish uniform guidelines and cost recovery levels and goals for in-house recreation programs, events, activities, goods, and services. The policy adopted the Community Benefit Methodology (CBM) which is used to recognize the spectrum of beneficiaries of recreation programs and activities ranging from mostly community benefit to mostly individual benefit. Definitions of levels in the CBM are informed by the City’s mission, vision, and values, and help determine the level of general fund contribution provided to each program and activity. The advantage of the CBM is that it provides a consistent approach to fee setting that prioritizes General Fund support for programs and services with high community benefit. It also ensures that equitable fees will be implemented for programs and activities that are alike in their contribution to the broader community. By establishing appropriate future cost recovery targets, the City can be assured that a disproportionate cost burden is not being placed on valued community access or programs. Furthermore, the formation of a user fee methodology assures that the direction of the City Council is applied to future user fees and cost recovery levels. Prior to the adoption of this policy, user fee setting had been largely guided by cost, so increased costs have been the sole catalyst for fee changes. By implementing the CBM, user fee setting is no longer driven by cost alone; instead, the level of community benefit informs the fee setting. There are five levels of community benefit. The cost recovery model is used to determine the minimum percentage of cost recovery for individual in-house recreation programs and activities as described in Table 1 below. 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.A. 2 Table 1: Target Minimum Cost Recovery by Level Levels Target Minimum Cost Recovery by Level Type of Cost Community Investment Level 1 – Mostly Community Benefit 0-14% Direct Cost 86-100% Level 2 – Considerable Community Benefit 15-49% Direct Cost 51-85% Level 3 – Individual and Community Benefit 50-79% Direct Cost 21-50% Level 4 – Considerable Individual Benefit 80-99% Direct + Indirect Cost 1-20% Level 5 – Mostly Individual Benefit 100% Direct + Indirect Cost 0% The policy defines direct and indirect costs as follows: Direct Cost: Costs that are directly related to a program or service. Without the program or service, these costs do not exist. Examples would include part-time staff and materials needed by the program being evaluated. Indirect Cost: Costs not tied to one specific program, service, or facility. These are full-time staff salaries and benefits associated with facilities where programs are hosted. Assumed rate for indirect cost is 35% of direct cost. Each in-house program is evaluated upon completion of the program or season to be sure that all expenses and revenues are accounted for. For example, summer season aquatics taking place in June through August 2021, would be evaluated as part of the 2022 report to allow the summer 2021 season to be completed. The policy does not apply to contract-instructor led programs, facility rentals, or park and field rentals. Contract-instructor led programs are governed by the terms of agreements with instructors, where the City typically receives between 20 and 35% of total fees collected by the instructor to offset the City’s program costs and the rental of City facilities by the instructor to conduct their classes. Facilities, parks, and field rental rates are set by City Council via the parks and facilities master fee schedule. ANALYSIS: Community Services In-House Programs and Impacts of COVID-19: Since March 2020, due to the COVID-19 pandemic, many Community Services programs have either been suspended or have been modified to conform to health and safety guidelines set by the State of California and/or the County of Sonoma. For this evaluation period, only four programs were offered. The four programs, their specific evaluation period, and associated costs for participation are listed below: ITEM NO. 7.A. 3 - RP Summer Camp (June-August 2020) - $135 residents/$142 non-residents - RP Recreation Station After School Program (September 2020 through May 2021) - $70 residents/$77 non-resident - Lap Swim – Summer (June-August 2020) - $5 adults/ $4 seniors - Lap Swim – Off-Season (September 2020 through May 2021) – $5 adults/$4 seniors Table 2 below depicts the overall cost recovery for the above four programs. Table 2: Cost Recovery Results of In-House programs in FY 2020/21 Target Cost Recovery Level Program Revenue Expense* Cost Recovery % IV (80-99%) RP Summer Camp – Summer 2020 $ 35,239.45 $ 31,026.98 114% IV (80-99%) Recreation Station, Winter/Spring Camps $ 26,952.00 $ 18,683.12 107% III (50-79%) Lap Swim - Summer 2020 $ 8,796.69 $ 32,857.65 27% III (50-79%) Lap Swim – Off Season (Sept 8, 2020-June 6, 2021 $ 21,169.31 $ 85,510.18 25% *Expenses used for the calculations in the table above vary based on the type of program and the cost recovery level assignment. RP Summer Camp and Recreation Station expenses include supplies and materials for camp activities, snacks, part-time staff, and a 35% overhead to account for full-time staff associated with the programs. Lap Swim expenses only include part-time lifeguarding staff. Pool chemicals are not included in any cost recovery expenses due to the fact that the City pools are treated regardless of pool use. This cost would be considered an indirect cost, which is not required at the level assigned to lap swim. Analysis of Cost Recovery Results Summer Camp – Summer 2020 During the summer of 2020, the City offered a modified version of its historic summer day camp program at the Rohnert Park Community Center. This program was operated under strict health and safety protocols to prevent the spread of COVID-19. Attendance was the highest it has been in over a decade for this camp with every session of the camp at or near capacity (40 participants). Running camps under COVID-19 health and safety protocols did come with additional expenses which impacted overall cost recovery. For example, each cohort of participants were required to have their own art supplies and sports equipment when normally these would be shared. In addition, the cancellation of recreation swim for the general public required that the summer camp program cover the cost of lifeguards, which is normally absorbed in the aquatics budget. And finally, significant ITEM NO. 7.A. 4 additional cleaning and sanitization supplies needed to be purchased in order to comply with health orders. Despite the additional expenses associated with summer camp in 2020, the additional revenue from camp registrations allowed the summer camp program to meet its minimum cost recovery range. Recreation Station and Winter/Spring Camp With the success of RP Summer Camp and the lack of youth-based social activities available in the fall of 2020, staff created a new afterschool program called modeled after RP Summer Camp. Staff also brought back winter and spring break camps using the same model Staff conservatively estimated revenues and expenses for this program because the City had not run an afterschool program in over a decade and demand for the program was unknown. The fees were based on the reasonable estimated costs of providing the service. The program was very well attended and thus exceeded expectations for revenue, while at the same time unexpectedly coming under budget for expenses. Due to part-time staffing shortages during the school year, the full-time Community Services Coordinator worked hours in the program. This created a higher staffing expense. The Coordinator salary would have been paid either way, however, because the Coordinator was unable to do other duties while working this program, their time is charged against the cost recovery of the program as a direct cost. Staff are not recommending adjusting the fees for these programs until at least one more year of program offering takes place, and staff are anticipating that any additional fees collected will be applied to future program costs. Lap Swim – Summer 2020 Pre-COVID, lap swim was offered at all three City pools each summer. Due to budgetary constraints because of the COVID-19 pandemic, lap swim was only offered at one pool in Summer 2020. In addition, health and safety guidelines allowed only six swimmers in the water at a time, when normally the program can easily accommodate double that number. Demand for the program was also at an all- time high during this period of time. Most private clubs and pools remained closed during the summer due to the pandemic, creating more demand for use of the City pool. To meet this demand staff increased the number of hours of programing from 24.25 hours per week to 56 hours per week. Even with these additions, it was not uncommon for spaces to sell out in under a minute after becoming available (72 hours in advance of swim time). Revenue for this program is generated by drop-in payments and a portion of membership fees paid for upgraded Callinan Sports and Fitness Center Membership packages that include lap swim (package 2). As a Level III community benefit program (Community/Individual Benefit), lap swim should be recovering a minimum of 50-79% of its cost. Summer of 2020 fell short of that mark mostly due to reduced capacity and the cost of staffing the additional hours. Moving forward post-pandemic, cost recovery is expected to increase as capacity levels have increased and more customers can be served with fewer labor hours. This program may need to be revaluated in future years if it continues to fall short of cost recovery goals. Options to consider may include increasing fees or reevaluating the distribution of membership fees from Sports Center memberships. ITEM NO. 7.A. 5 Lap Swim – Off-Season 2020-2021 (Sept 8, 2020-June 6, 2021) During the off-season, the City normally offers lap swim at Honeybee Pool for approximately 29 hours per week. Due to high demand and COVID-19 capacity restrictions still in place, the program hours were increased to 48 hours per week. The additional hours were needed to continue to meet demand. Overall cost recovery for the off-season program were similar to the summer 2020 program. The program continued to fall short of its cost recovery minimum target of 50-79%. At this time, not enough is known about how the cost recovery will rebound with the removal of capacity restrictions which took effect on June 15, 2021. Staff will evaluate cost recovery levels post-pandemic. Discussion/Direction Regarding Policy Edits Some language within the Community Services Cost Recovery Policy is ambiguous and staff recommend that the language be clarified. Specifically, the language around “target minimum cost recovery.” The following is pulled directly from the policy: The Cost Recovery Model will be used to determine the minimum percentage of cost recovery for individual in-house recreation programs and activities. The cost recovery percentages increase from Level 1 to Level 5. The target minimum cost recovery percentages at each level are listed below: Levels Target Minimum Cost Recovery by Level Type of Cost Level 1 0-14% Direct Cost Level 2 15-49% Direct Cost Level 3 50-79% Direct Cost Level 4 80-99% Direct + Indirect Cost Level 5 100% Direct + Indirect Cost The range of percentages in the table does not serve as a minimum target and is therefore inconsistent with the language in the policy. The original intent of the policy was to set a minimum cost recovery level for in-house programs, not to set a minimum and maximum range for cost recovery, which is implied by the ranges. Staff is recommending that the term “minimum” be removed from the language in the policy and in the table and be replaced with “Target Cost Recovery Level. The lower number in the range would serve as the minimum cost recovery level required to run the program. Based on market conditions, enrollment numbers, material costs, and staff costs the cost recovery percentage may vary. The range in percentages would represent the target level for cost recovery based on an estimate of the factors listed above. ITEM NO. 7.A. 6 In addition to the proposed change above, the original intent of the policy was to provide Community Services staff the framework to set fees for in-house recreation programs and activities, which is expressed in the following language in the currently existing policy: Community Services offers services that are funded through a combination of user fees, taxes, grants, and donations. Fees and charges shall be assessed in an equitable manner in accordance with Table 1. Percentages shall be considered as guidelines; however, special circumstances as well as the nature and cost of each program should be taken into consideration. Process 1. Community Services will conduct an annual comprehensive review of cost recovery targets and levels. 2. Community Services will assess in-house recreation programs and activities to ensure proper assignment of cost recovery level. 3. New programs will be sorted and assigned a cost recovery level using the Community Benefit Methodology. 4. A Fee Structure/Rate review will be done annually to determine viability of programs. The language in the policy should be clarified to indicate that Community Services Director has the ability and responsibility to ensure that program fees are set in accordance with the policy, by adding the following: “The Director of Community Services will set fees to each program based on its cost recovery level assignment.” STRATEGIC PLAN ALIGNMENT: This report and the options presented is in line with Strategic Plan Goal B: Achieve and maintain financial stability and Strategic Plan Goal C: Ensure the effective deliver of public services. OPTIONS CONSIDERED: Cost Recovery Levels and Program Fees Option 1: Maintain all current recreation program fees as status quo and reevaluate cost recovery in 2022 as programs start to return to pre-COVID-19 levels. Staff recommends this option for the following reasons: a. COVID-19 has had a significant impact on programs and it is too early to determine if trends will continue post-pandemic. b. Expenses for programs were impacted by state and county capacity restrictions which are no longer in place. c. As some competing services in the private sector (summer camps and private health clubs) open, demand for City services may change. Option 2: Request that staff increase fees for lap swim to align with minimum target cost recovery percentages. Staff does not recommend this option as there is not enough information available to ITEM NO. 7.A. 7 accurately predict if trends will continue, and staff have already set program fees based on estimated reasonable costs of the overall program and the targeted cost recovery goal set forth in the policy. Changes in fees may have an undesired effect on cost recovery and delivery of services as demand for programs and operational costs approaches pre-pandemic conditions. Option 3: Cancel Lap Swim program due to not meeting minimum cost recovery target. Staff does not recommend this option as demand for the program remains high and expenses for this program are expected to decline as capacity restrictions under public health orders have been removed. Cost Recovery Policy Proposed Edit Option 1: Staff brings back a resolution to create an amended cost recovery policy with the edits presented in this report (shown in attachment B through track changes). Staff recommend this option as it aligns the policy with its original intent. Option 2: City council could direct staff to bring back different options for policy amendments or direct that staff maintain the policy as written. Staff does not recommend this option as it strays from the original intent of the policy, and amendments proposed by staff would increase clarity and assist with the effective implementation of the policy. FISCAL IMPACT/FUNDING SOURCE: There is no immediate impact to the general fund as a result of the recommended options. The Community Benefit Methodology assists the City in doing the greatest good for the most users and deriving the maximum community benefits from precious recreation funds. Department Head Approval Date: C. Bagley 7/8/21 Finance Director Approval Date: N/A City Attorney Approval Date: S. Rudin 7/9/21 City Manager Approval Date: D. Jenkins 7/20/21 Attachments 1. Community Services Recreation Program Cost Recovery Policy 2. Draft Amended Community Services Recreation Program Cost Recovery Policy CITY OF ROHNERT PARK CITY COUNCIL POLICY SUBJECT COMMUNITY SERVICES RECREATION PROGRAM COST RECOVERY POLICY POLICY NO. 8.01.002 RESO. NO. 2018-025 EFF. DATE 2/27/2018 PAGE 1 OF 4 PURPOSE The City of Rohnert Park (City) Community Services enhances the City’s high quality of life and nurtures the health and well-being of our people, our community and our economy. The purpose of this Community Services Recreation Program Cost Recovery Policy (Policy) is to establish uniform guidelines and cost recovery levels and goals for in-house recreation programs, events, activities, goods, and services. Establishing a cost recovery policy will accomplish the following: 1. Provide a structure to calculate fees for recreation programs. 2. Align community contributions with community benefits. 3. Provide systematic framework for the potential removal of programs not generating the designated minimum cost recovery for that program. 4. Allow decision makers to decide how General Fund subsidy is allocated. DEFINITIONS City: Means the City of Rohnert Park and its departments and events sponsored by the City. Community Benefit: The positive impacts resulting from a service to a community, i.e. enhanced property values, public health, social and environmental needs met, and/or improved citizen quality of life. Cost: Expenses related to the delivery of recreation programs and activities. See Direct Cost and Indirect Cost for further information. Direct Cost: Costs that are directly related to a program or service. Without the program or service, these costs do not exist. Examples would include part-time staff and materials. Indirect Cost: Costs not tied to one specific program, service, or facility. These are full- time staff salaries and benefits associated with facilities where programs are hosted. Assumed rate for indirect cost is 35% of direct cost. In-house (program and activities): Recreation programs and activities staffed with part- and full-time City employees. POLICY Community Services offers services that are funded through a combination of user fees, taxes, grants, and donations. Fees and charges shall be assessed in an equitable manner in accordance with Table 1. Percentages shall be considered as guidelines; however, special circumstances as well as the nature and cost of each program should be taken into consideration. CITY OF ROHNERT PARK CITY COUNCIL POLICY SUBJECT COMMUNITY SERVICES RECREATION PROGRAM COST RECOVERY POLICY POLICY NO. 8.01.002 RESO. NO. 2018-025 EFF. DATE 2/27/2018 PAGE 2 OF 4 Process 1. Community Services will conduct an annual comprehensive review of cost recovery targets and levels. 2. Community Services will assess in-house recreation programs and activities to ensure proper assignment of cost recovery level. 3. New programs will be sorted and assigned a cost recovery level using the Community Benefit Methodology. 4. A Fee Structure/Rate review will be done annually to determine viability of programs. City of Rohnert Park’s Cost Recovery Model The City of Rohnert Park will use the Community Benefit Methodology (CBM) to assign cost recovery targets to in-house programs and activities. This cost recovery model recognizes the spectrum of beneficiaries of recreation programs and activities ranging from mostly community benefit to mostly individual benefit. Definitions of levels in the CBM are informed by the City’s mission, vision, and values, and help determine the level of general fund contribution provided to each program and activity. The following model represents all categories of services currently provided, or those which may be provided in the future by Community Services. The levels are defined by the degree of benefit to the community, the values of the Rohnert Park community, and the mission of Community Services. This model and policy forms the basis for setting fees and charges. The definitions for each level are as follows: Level I – Mostly Community Benefit Recreation programs and activities that have a wide community benefit and meet the core mission and vision of the City by enhancing the overall quality of life for community members. Participation in these programs and activities is open to all members of the community, with an emphasis on serving populations in-need. High participation is beneficial to the community, and thus it is valued over cost recovery. Level II – Considerable Community Benefit Programs or activities that fulfill the core mission of Community Services that provide a wide community benefit. These programs and activities are general, basic and non - specific to any one recreational activity or are generally accepted as traditional municipal youth programs. CITY OF ROHNERT PARK CITY COUNCIL POLICY SUBJECT COMMUNITY SERVICES RECREATION PROGRAM COST RECOVERY POLICY POLICY NO. 8.01.002 RESO. NO. 2018-025 EFF. DATE 2/27/2018 PAGE 3 OF 4 Level III – Individual and Community Benefit Recreation programs and activities in this level are more interest-specific for individuals. These programs and activities may be traditional municipal programs or may vary depending on current recreation trends. Market rate conside ration, as well as participation rates, are taken into consideration when determining the cost recovery for program and activities. Level IV – Considerable Individual Benefit These programs and activities have a higher individual focus and may be compet itive or highly specialized programs or activities. Level V – Mostly Individual Benefit Recreation programs and activities benefit the individual more than the wider community. These programs and activities have a higher degree of specialization, and adults are often the primary beneficiaries. The demand for the program or activity is a factor in fee setting and some activities may be strictly revenue -oriented. The Cost Recovery Model will be used to determine the minimum percentage of cost recovery for individual in-house recreation programs and activities. The cost recovery percentages increase from Level 1 to Level 5. The target minimum cost recovery percentages at each level are listed below: Table 1: Target Minimum Cost Recovery by Level Levels Target Minimum Cost Recovery by Level Type of Cost Level 1 0-14% Direct Cost Level 2 15-49% Direct Cost Level 3 50-79% Direct Cost Level 4 80-99% Direct + Indirect Cost Level 5 100% Direct + Indirect Cost CITY OF ROHNERT PARK CITY COUNCIL POLICY SUBJECT COMMUNITY SERVICES RECREATION PROGRAM COST RECOVERY POLICY POLICY NO. 8.01.002 RESO. NO. 2018-025 EFF. DATE 2/27/2018 PAGE 4 OF 4 Community Services Recreation Program Cost Recovery Model: Minimum Cost Recovery by Level Mostly Individual Benefit 100% Considerable Individual Benefit 80-99% Community/Individual Benefit (Balanced Beneficiaries) 50-79% Considerable Community Benefit 15-49% Mostly Community Benefit 0-14% CITY OF ROHNERT PARK CITY COUNCIL POLICY SUBJECT COMMUNITY SERVICES RECREATION PROGRAM COST RECOVERY POLICY POLICY NO. ASSIGNED BY DEPUTY CITY CLERK RESO. NO. EFF. DATE PAGE 1 OF 4 Attachment 1 PURPOSE The City of Rohnert Park (City) Community Services enhances the City’s high quality of life and nurtures the health and well-being of our people, our community and our economy. The purpose of this Community Services Recreation Program Cost Recovery Policy (Policy) is to establish uniform guidelines and cost recovery levels and goals for in-house recreation programs, events, activities, goods, and services. Establishing a cost recovery policy will accomplish the following: 1. Provide a structure to calculate fees for recreation programs. 2. Align community contributions with community benefits. 3. Provide systematic framework for the potential removal of programs not generating the designated minimum cost recovery for that program. 4. Allow decision makers to decide how General Fund subsidy is allocated. DEFINITIONS City: Means the City of Rohnert Park and its departments and events sponsored by the City. Community Benefit: The positive impacts resulting from a service to a community, i.e. enhanced property values, public health, social and environmental needs met, and/or improved citizen quality of life. Cost: Expenses related to the delivery of recreation programs and activities. See Direct Cost and Indirect Cost for further information. Direct Cost: Costs that are directly related to a program or service. Without the program or service, these costs do not exist. Examples would include part-time staff and materials. Indirect Cost: Costs not tied to one specific program, service, or facility. These are full- time staff salaries and benefits associated with facilities where programs are hosted. Assumed rate for indirect cost is 35% of direct cost. In-house (program and activities): Recreation programs and activities staffed with part- and full-time City employees. POLICY Community Services offers services that are funded through a combination of user fees, taxes, grants, and donations. Fees and charges shall be assessed in an equitable manner in accordance with Table 1. Percentages shall be considered as guidelines; however, special circumstances as well as the nature and cost of each program should be taken into consideration. CITY OF ROHNERT PARK CITY COUNCIL POLICY SUBJECT COMMUNITY SERVICES RECREATION PROGRAM COST RECOVERY POLICY POLICY NO. ASSIGNED BY DEPUTY CITY CLERK RESO. NO. EFF. DATE PAGE 2 OF 4 Attachment 1 Process 1. Community Services will conduct an annual comprehensive review of cost recovery targets and levels. 2. Community Services will assess in-house recreation programs and activities to ensure proper assignment of cost recovery level. 3. New programs will be sorted and assigned a cost recovery level using the Community Benefit Methodology. 3.4. The Director of Community Services will set fees to each program based on its cost recovery level assignment. 4.5. A Fee Structure/Rate review will be done annually to determine viability of programs. City of Rohnert Park’s Cost Recovery Model The City of Rohnert Park will use the Community Benefit Methodology (CBM) to assign cost recovery targets to in-house programs and activities. This cost recovery model recognizes the spectrum of beneficiaries of recreation programs and activities ranging from mostly community benefit to mostly individual benefit. Definitions of levels in the CBM are informed by the City’s mission, vision, and values, and help determine the level of general fund contribution provided to each program and activity. The following model represents all categories of services currently provided, or those which may be provided in the future by Community Services. The levels are defined by the degree of benefit to the community, the values of the Rohnert Park community, and the mission of Community Services. This model and policy forms the basis for setting fees and charges. The definitions for each level are as follows: Level I – Mostly Community Benefit Recreation programs and activities that have a wide community benefit and meet the core mission and vision of the City by enhancing the overall quality of life for community members. Participation in these programs and activities is open to all members of the community, with an emphasis on serving populations in-need. High participation is beneficial to the community, and thus it is valued over cost recovery. Level II – Considerable Community Benefit Programs or activities that fulfill the core mission of Community Services that provide a wide community benefit. These programs and activities are general, basic and non- specific to any one recreational activity or are generally accepted as traditional municipal youth programs. CITY OF ROHNERT PARK CITY COUNCIL POLICY SUBJECT COMMUNITY SERVICES RECREATION PROGRAM COST RECOVERY POLICY POLICY NO. ASSIGNED BY DEPUTY CITY CLERK RESO. NO. EFF. DATE PAGE 3 OF 4 Attachment 1 Level III – Individual and Community Benefit Recreation programs and activities in this level are more interest-specific for individuals. These programs and activities may be traditional municipal programs or may vary depending on current recreation trends. Market rate consideration, as well as participation rates, are taken into consideration when determining the cost recovery for program and activities. Level IV – Considerable Individual Benefit These programs and activities have a higher individual focus and may be competitive or highly specialized programs or activities. Level V – Mostly Individual Benefit Recreation programs and activities benefit the individual more than the wider community. These programs and activities have a higher degree of specialization, and adults are often the primary beneficiaries. The demand for the program or activity is a factor in fee setting and some activities may be strictly revenue-oriented. The Cost Recovery Model will be used to determine the minimum target percentage of cost recovery for individual in-house recreation programs and activities. The cost recovery percentages increase from Level 1 to Level 5. The lower number represents the minimum cost recovery for reach level. The target minimum cost recovery percentages at each level are listed below: Table 1: Target Minimum Cost Recovery by Level Levels Target Minimum Cost Recovery by Level Type of Cost Level 1 0-14% Direct Cost Level 2 15-49% Direct Cost Level 3 50-79% Direct Cost Level 4 80-99% Direct + Indirect Cost Level 5 100% Direct + Indirect Cost CITY OF ROHNERT PARK CITY COUNCIL POLICY SUBJECT COMMUNITY SERVICES RECREATION PROGRAM COST RECOVERY POLICY POLICY NO. ASSIGNED BY DEPUTY CITY CLERK RESO. NO. EFF. DATE PAGE 4 OF 4 Attachment 1 Community Services Recreation Program Cost Recovery Model: Minimum Target Cost Recovery by Level Mostly Individual Benefit 100% Considerable Individual Benefit 80-99% Community/Individual Benefit (Balanced Beneficiaries) 50-79% Considerable Community Benefit 15-49% Mostly Community Benefit 0-14% ITEM NO. 7.B. 1 Meeting Date: July 27, 2021 Department: Finance Submitted By: Nishil Bali, Finance Director Prepared By: Cheri Hawkins, Accounting Supervisor & Nishil Bali, Finance Director Agenda Title: Consider Adoption of a Resolution Approving the Postponement of Sewer Rate and Sewer Capital Preservation Fee Increase to January 2022 RECOMMENDED ACTION: Adopt a resolution approving the postponement of scheduled Sewer Rate and Sewer Capital Preservation increase to January 2022. BACKGROUND: The City’s sewer rate increase schedule was recommended by the Reed Group in its Sewer Study dated February 15, 2018. On April 24, 2018, the City Council adopted the Sewer Rate Study, which included service rates, capital preservation fees, and annual increases to sewer rates. ANALYSIS: Due to continued and lingering financial effects of COVID-19 pandemic on many residents and businesses, staff recommends that the City Council approve the postponement of sewer rate increases through the end of this calendar year. Council approved a resolution authorizing the postponement of Sewer Rates from June 2020 to June 2021 on May 26, 2020. Staff recommends postponing this Sewer Rate and Sewer Capital Preservation Fee increase to January 2022. The City’s revised sewer rate increases will be in accordance with Exhibits C & D with subsequent Sewer rate increases going into effect on January 2023 and January 2024. This postponement is in line with several emergency financial and utility assistance programs offered by the County and State to mitigate the continuing effects of pandemic on households and local businesses. This postponement will also simplify notification requirements per California government code 53755 by having notices for sewer rate increases align with those for water rate increases, projected to take effect on January 2022. STRATEGIC PLAN ALIGNMENT: This action is consistent with Strategic Plan Goal C – Ensure effective delivery of public services and Goal D – Continue to develop a vibrant community. Postponing of the Sewer rate and Sewer capital preservation fee increase will benefit our Community as it recovers from the effects of the pandemic. Mission Statement “We Care for Our Residents by Working Together to Build a Better Community for Today and Tomorrow.” CITY OF ROHNERT PARK CITY COUNCIL AGENDA REPORT ITEM NO. 7.B. 2 OPTIONS CONSIDERED: 1. Recommended Option: Staff recommends the postponement of the Sewer rates and Sewer capital preservation fee increase. This option is consistent with the prior direction of the City Council per Resolution 2020-046. 2. Alternative: Council may direct staff to not postpone the increase in Sewer rates and capital preservation rates as scheduled and outlined in the Sewer Study. FISCAL IMPACT/FUNDING SOURCE: Postponement of the rate increase would defer the recognition of increased sewer revenues for the City as expected. The City’s sewer fund sewer utility fund has been responsibly managed in a financially sound and prudent manner and maintains a healthy fund balance, which allows the city the option to temporarily delay a sewer rate increase. The City has also deferred proposals for new Sewer capital projects through this calendar year, further mitigating the effects of a proposed postponement. Department Head Approval Date: 07/06/2021 City Attorney Approval Date: 07/06/2021 City Manager Approval Date: 07/22/2021 Attachments: 1. Resolution 2021 -090 2. Exhibit A: Original Adopted Sewer Rate Increase Schedule. 3. Exhibit B: Original Adopted Sewer Capital Preservation Fee Increase Schedule. 4. Exhibit C: Revised Sewer Rate Increase Schedule. 5. Exhibit D: Revised Sewer Capital Preservation Fee Increase Schedule. RESOLUTION NO. 2021-090 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK APPROVING THE POSTPONEMENT OF THE SCHEDULED SEWER RATE AND SEWER CAPITIAL PRESERVATION FEE INCREASE TO JANUARY 2022 WHEREAS, The Reed Group, Inc. prepared the Sewer Rate Studies that outlined a Sewer Rate increase and Capital Preservation Fee increase on an annual schedule; WHEREAS, on April 24, 2018 the City Council accepted the Final Sewer Rate Study Report and adopted Resolution 2018-060 to adopt new sewer service rates; WHEREAS, on May 26, 2020 the City Council approved the postponement of Sewer rate and Sewer capital preservation charge through Resolution 2020-046; WHEREAS, staff recommends postponing Sewer rate and Sewer capital preservation charge through the end of current calendar year to mitigate the continuing effects of the pandemic; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Rohnert Park that it does hereby authorize and approve the postponement of the Sewer Rate increase and Sewer Capital Preservation Fee increase to January 2022 and again shift each scheduled increase by one year accordingl y thereafter; BE IT FURTHER RESOLVED by the City Council of the City of Rohnert Park that it does hereby authorize and approve the: Postponement of the Sewer Rate increase, attached as Exhibit C; BE IT FURTHER RESOLVED by the City Council of the City of Rohnert Park that it does hereby authorize and approve the: Postponement of the Sewer Capital Preservation Fee increase, attached as Exhibit D; and BE IT FURTHER RESOLVED that the City Manager is hereby authorized and directed to execute documents and take related action pertaining to same for and on behalf of the City of Rohnert Park. DULY AND REGULARLY ADOPTED this 27th day of July 2021. CITY OF ROHNERT PARK ____________________________________ Gerard Giudice, Mayor Resolution 2021-090 2 ATTEST: ______________________________ Elizabeth Machado, Acting City Clerk Attachments: 1. Exhibit A: Sewer Study Sewer Rate Increase Schedule 2. Exhibit B: Sewer Study Capital Preservation Fee Increase Schedule 3. Exhibit C: Revised Sewer Rate Increase Schedule. 4. Exhibit D: Revised Sewer Capital Preservation Fee Increase Schedule. ADAMS: _________LINARES: _________ STAFFORD: _________ ELWARD: _________ GIUDICE: _________ AYES: ( ) NOES: ( ) ABSENT: ( ) ABSTAIN: ( ) Exhibit A City of Rohnert Park Sewer Service Charge Sheet April 24 2018 Sewer Base and Usage Charges Exhibit 1 presents the current and increased sewer rates for the next five years. New rate schedules shall be effective on bills rendered on or after June 1 of each year. The rate schedule for June 2018 reflects the updated cost of service analysis and a 3 .0 percent overall increase in the level of sewer rates. In subsequent years both base charges and flow charges are increased by 3.0 percent in each year. Exhibit 1 City of Rohnert Park -- Sewer Utility Original Adopted Sewer Rates current (1) June 2018 June 2019 June 2020 June 2021 June 2022 Single Family Residential {2) Monthly Base Charge $ 9.40 $ 9.72 $10.01 $10.31 $10.62 $10.94 Flow Charge ($/gal.) (3) $ 0.01094 $ 0.01110 $0.01143 $0.01177 $0.01212 $0.01248 Sewer Only Flat Rate ($/mo.) $ 52.31 $53.88 $55.50 $57.17 $58.89 Multi-Family and Non-Residential customers Monthly Base Charge Up to 3/4" meter $ 25.30 $ 29.45 $30.33 $31.24 $32.18 $33.15 1" meter $ 38.71 $44.89 $ 46.24 $47.63 $49.06 $50.53 1 1/2" meter $ 71.96 $83.14 $ 85.63 $88.20 $90.85 $93.58 2" meter $ 112.01 $129.22 $ 133.10 $137.09 $141.20 $145.44 3" meter $ 205.54 $ 236.83 $ 243.93 $251.25 $258.79 $ 266.55 4" meter $ 339.12 $ 390.52 $ 402.24 $414.31 $426.74 $439.54 6 11 meter $ 672.77 $ 774.39 $ 797.62 $821.55 $846.20 $871.59 8" meter $ 1,073.32 $ 1,235.23 $ 1,272.29 $ 1,310.46 $ 1,349.77 $ 1,390.26 Flow Charge ($/gal.) (3) Multi-Family Residential $ 0.01094 $ 0.01110 $ 0.01143 $ 0.01177 $ 0.01212 $ 0.01248 Non-Residential Low Strength $ 0.01142 $ 0.01162 $ 0.01197 $ 0.01233 $ 0.01270 $ 0.01308 Medium Strength $ 0.01533 $ 0.01579 $ 0.01626 $ 0.01675 $ 0.01725 $ 0.01777 High Strength $ 0.02308 $ 0.02408 $ 0.02480 $ 0.02554 $ 0.02631 $ 0.02710 Notes: (1)Effective January 1, 2015 per Ordinance 837. (2)Individual dwelling units with individual city-owned meters shall be categorized as single family residential customers. Multi-family units with master meters shall be charged as multi-family residential. (3)Flow charges are determined based on eallons of flow, rather than rounded to 1,000 gallon increments. Page 1 of3 Exhibit B Sewer Capital Preservation Charge Exhibit 2 presents the sewer system capital preservation charge, including the 5-year period for implementing the charge. The capital preservation charge will be implemented with sewer bills rendered on or after June 1, 2018, with subsequent adjustments implemented with bills rendered on or after June 1, from 2019 through 2022. For single family customers, the capital preservation charge is a fixed monthly charge for each dwelling unit. For multi-family and non-residential accounts, the capital preservation charge will vary with the size of the water meter, similar to the current base charge. For single family homes, the charge will initially be $2.00 per month and would increase each year until it reaches $10.00 per month. For multi-family and non-residential accounts, the proposed charges reflect an allocation of costs in proportion to the potential demand that each customer (service connection) could place on the sewer system. Exhibit 2 City of Rohnert Park -- Sewer Utility Original Adopted Sewer System Capital Preservation Charges June 2018 June 2019 June 2020 June 2021 June 2022 Single Family Residential (2) I Monthly Capital Preserv. Charge ($/DU) $ 2.00 $ 4.00 $ 6.00 $ 8.00 $ 10.00 Multi-Family and Non-Residential CUstomers Monthly Capital Preservation Charge Up to 3/4" meter $ 5.00 $ 10.00 $ 15.00 $ 20.00 $ 25.00 1" meter $ 8.30 $ 16.70 $ 25.00 $ 33.30 $ 41.70 I 11/2" meter $ 16.70 $ 33.30 $ 50.00 $ 66.70 $ 83.30 2" meter $ 26.70 $ 53.30 $ 80.00 s 106.70 $ 133.30 3" meter s 50.00 $ 100.00 s 150.00 s 200.00 $ 250.00 4" meter s 83.30 $ 166.70 $ 250.00 $ 333.30 $ 416.70 6" meter $ 166.70 $ 333.30 s 500.00 s 666.70 $ 833.30 8" meter $ 266.70 s 533.30 s 800.00 s 1,066.70 $ 1,333.30 Page 3 of3 Exhibit C City of Rohnert Park Sewer Service Charge Sheet July 27, 2021 Sewer Base and Usage Charges Exhibit 1A presents the current and increased sewer rates for the next five years. New rate schedules shall be effective on bills rendered on or after June 1 of each year until 2019 with subsequent adjustments implemented for bills rendered on or after January 1, 2022 through January 1, 2024. The rate schedule for June 2018 reflects the updated cost of service analysis and a 3 .0 percent overall increase in the level of sewer rates. In subsequent years both base charges and flow charges are increased by 3.0 percent in each year. Exhibit 1A City of Rohnert Park -- Sewer Utility Current and Proposed Sewer Rates current (1) June 2018 June 2019 Jan 2022 Jan 2023 Jan 2024 Single Family Residential {2) Monthly Base Charge $ 9.40 $ 9.72 $10.01 $10.31 $10.62 $10.94 Flow Charge ($/gal.) (3) $ 0.01094 $ 0.01110 $0.01143 $0.01177 $0.01212 $0.01248 Sewer Only Flat Rate ($/mo.) $ 52.31 $53.88 $55.50 $57.17 $58.89 Multi-Family and Non-Residential customers Monthly Base Charge Up to 3/4" meter $ 25.30 $ 29.45 $30.33 $31.24 $32.18 $33.15 1" meter $ 38.71 $44.89 $ 46.24 $47.63 $49.06 $50.53 1 1/2" meter $ 71.96 $83.14 $ 85.63 $88.20 $90.85 $93.58 2" meter $ 112.01 $129.22 $ 133.10 $137.09 $141.20 $145.44 3" meter $ 205.54 $ 236.83 $ 243.93 $251.25 $258.79 $ 266.55 4" meter $ 339.12 $ 390.52 $ 402.24 $414.31 $426.74 $439.54 6 11 meter $ 672.77 $ 774.39 $ 797.62 $821.55 $846.20 $871.59 8" meter $ 1,073.32 $ 1,235.23 $ 1,272.29 $ 1,310.46 $ 1,349.77 $ 1,390.26 Flow Charge ($/gal.) (3) Multi-Family Residential $ 0.01094 $ 0.01110 $ 0.01143 $ 0.01177 $ 0.01212 $ 0.01248 Non-Residential Low Strength $ 0.01142 $ 0.01162 $ 0.01197 $ 0.01233 $ 0.01270 $ 0.01308 Medium Strength $ 0.01533 $ 0.01579 $ 0.01626 $ 0.01675 $ 0.01725 $ 0.01777 High Strength $ 0.02308 $ 0.02408 $ 0.02480 $ 0.02554 $ 0.02631 $ 0.02710 Notes: (1)Effective January 1, 2015 per Ordinance 837. (2)Individual dwelling units with individual city-owned meters shall be categorized as single family residential customers. Multi-family units with master meters shall be charged as multi-family residential. (3)Flow charges are determined based on eallons of flow, rather than rounded to 1,000 gallon increments. Page 1 of3 Exhibit D Sewer Capital Preservation Charge Exhibit 2B presents the sewer system capital preservation charge, including the 5-year period for implementing the charge. The capital preservation charge shall be effective on bills rendered on or after June 1 of each year until 2019 with subsequent adjustments implemented for bills rendered on or after January 1, 2022 through January 1, 2024. For single family customers, the capital preservation charge is a fixed monthly charge for each dwelling unit. For multi-family and non-residential accounts, the capital preservation charge will vary with the size of the water meter, similar to the current base charge. For single family homes, the charge will initially be $2.00 per month and would increase each year until it reaches $10.00 per month. For multi-family and non-residential accounts, the proposed charges reflect an allocation of costs in proportion to the potential demand that each customer (service connection) could place on the sewer system. Exhibit 2B City of Rohnert Park -- Sewer Utility Proposed Sewer System Capital Preservation Charges June 2018 June 2019 Jan 2022 Jan 2023 Jan 2024 Single Family Residential (2) I Monthly Capital Preserv. Charge ($/DU) $ 2.00 $ 4.00 $ 6.00 $ 8.00 $ 10.00 Multi-Family and Non-Residential CUstomers Monthly Capital Preservation Charge Up to 3/4" meter $ 5.00 $ 10.00 $ 15.00 $ 20.00 $ 25.00 1" meter $ 8.30 $ 16.70 $ 25.00 $ 33.30 $ 41.70 I 11/2" meter $ 16.70 $ 33.30 $ 50.00 $ 66.70 $ 83.30 2" meter $ 26.70 $ 53.30 $ 80.00 s 106.70 $ 133.30 3" meter s 50.00 $ 100.00 s 150.00 s 200.00 $ 250.00 4" meter s 83.30 $ 166.70 $ 250.00 $ 333.30 $ 416.70 6" meter $ 166.70 $ 333.30 s 500.00 s 666.70 $ 833.30 8" meter $ 266.70 s 533.30 s 800.00 s 1,066.70 $ 1,333.30 Page 3 of3 ITEM NO. 7.C. 1 Meeting Date: July 27, 2021 Department: Administration Submitted By: Darrin Jenkins, City Manager Prepared By: Darrin Jenkins, City Manager Agenda Title: Discussion and Direction Regarding City-wide Governance Policy or Protocol Amendment RECOMMENDED ACTION: Staff recommends the Council review the attached materials and determine: 1. Whether to adopt guidance or rules regarding city-wide governance, 2. The content of said guidance or rules. BACKGROUND: Earlier this year the City Council met in a facilitated session with Jan Perkins and developed a “Consensus on Norms for Working Together” as shown below. On June 8, 2021, two Councilmembers agreed to have the council take up a future agenda item “regarding districts and governing the whole City.” Staff researched documents describing transitioning from at-large to by-district elections and the governance related matters associated with the transition. We’ve included some documents as listed below. Mission Statement “We Care for Our Residents by Working Together to Build a Better Community for Today and Tomorrow.” CITY OF ROHNERT PARK CITY COUNCIL AGENDA REPORT ITEM NO. 7.C. 2 Attachment 1 is an article from the California City Management Foundation entitled Transitioning to a Council Elected by Districts: 5 Steps for Fostering Good Government by Jan Perkins and Rod Gould. Attachment 2 is a presentation from the League of California Cities City Manager’s Department Meeting entitled California Voting Rights Act and the Profound Impact on Local Governance. Attachment 3 is a draft resolution from the City of Brentwood establishing a city-wide governance policy for elected officials. Attachment 4 is another example of a policy from another city on the same subject. ANALYSIS: The following is an excerpt from the 5 Steps for Fostering Good Government repeated here for emphasis. The change to election-by-districts does not change the council-manager form of government or the fact that each councilmember gets one vote. It still requires a majority of the council to make policy. But, it can create some confusion and differing expectations by members of the public about what councilmembers should be doing in “their” districts. City councils will be well-served by deciding how they want to govern, how they want to represent all of their community members, and what principles will guide their decisions upon moving to district elections.1 The authors suggest the Council establish principles and protocols and explain the need as follows: There will be a variety of expectations about what may be different after councilmembers are elected by district. It will be important to get councilmembers' questions out on the table and then, as a body, create some clear governing principles and protocols. If you spend time early on this (ideally before the election or shortly afterwards), it can save misunderstandings later. Councilmembers are likely to have a host of practical questions, such as: how board and commission members are appointed, who on the council should be going to what events, how should constituent services be tracked, who can hold a town hall meeting, what should the letterhead say, and even whether the Mayor's role changes in any way.2 The Council discussing city-wide governance and developing additional language for the Council protocols would be consistent with the recommendations. Among other things, Attachment 2 presents some key questions for Council to discuss as follows: 1. Is “election by district” the same as “governing by district”? 1 Attachment 1, p.2. 2 Attachment 1, p.3. ITEM NO. 7.C. 3 2. What is required to change under district elections? 3. What can be done to assure that decisions are made based on what is best for the city as a whole? 4. What happens when a constituent from someone else’s district reaches out to you? 5. How do you maximize the opportunities and minimize the risks? 6. How do you address uncertainties? We might add to those questions others like: 7. Can commission and board appointments be made at large, or only from those within a district? 8. Can all members of the City Council help all members of the community regardless of which district the resident resides in? 9. What are expectations for scheduling meetings or events within a district? 10. Will information be presented “by-district?” 11. Is the Mayor still the spokesperson for the City? 12. Are resources allocated based on long-term strategic planning efforts, with citywide considerations of services levels and financial capacity? 13. Should there be an acknowledgement by newly elected council members of the guidelines or rules? Staff welcomes additional questions from Councilmembers to the Council. City Council’s direction on these questions will enable staff to draft a set of guidelines or rules regarding city-wide governance for future consideration by the Council. STRATEGIC PLAN ALIGNMENT: Development of protocols regarding city-wide governance supports “Strategic Plan Goal C: Ensure the effective delivery of public services.” OPTIONS CONSIDERED: 1. Recommended Option: Provide direction regarding guidelines or protocols for city-wide governance. 2. Alternative: The Council could opt not to address city-wide governance. FISCAL IMPACT/FUNDING SOURCE: There is no fiscal impact from the recommended action. ITEM NO. 7.C. 4 Department Head Approval Date: N/A Finance Director Approval Date: N/A City Attorney Approval Date: N/A City Manager Approval Date: 7/22/2021 Attachments: 1. California City Management Foundation Article Transitioning to a Council Elected by Districts: 5 Steps for Fostering Good Government by Jan Perkins and Rod Gould. 2. Presentation from the League of California Cities City Manager’s Department Meeting entitled California Voting Rights Act and the Profound Impact on Local Governance. 3. Draft resolution from the City of Brentwood establishing a city-wide governance policy for elected officials. 4. Example of a policy from another city on city-wide governance. Transitioning to a Council Elected by Districts: 5 Steps for Fostering Good Government By: Jan Perkins & Rod Gould of Management Partners This resource is provided for the members of the California City Management Foundation (CCMF) whose mission is to promote and encourage excellence in city management. For more information and to access additional resources, visit www.cacitymanagers.org. If you are a California City Manager but not a CCMF member, we invite you to join. Membership information can be found at www.cacitymanagers.org. 2 Transitioning to a Council Elected by Districts: 5 Steps for Fostering Good Government October 2019 California cities are in the midst of a significant transition in how their councilmembers are elected. In November 2018 alone, 57 California cities made the switch from at-large to district elections, with councilmembers chosen by geographical area. Dozens more are in the midst of changing or beginning to explore the idea. The change to election-by-districts does not change the council-manager form of government or the fact that each councilmember gets one vote. It still requires a majority of the council to make policy. But, it can create some confusion and differing expectations by members of the public about what councilmembers should be doing in “their” districts. City councils will be well-served by deciding how they want to govern, how they want to represent all of their community members, and what principles will guide their decisions upon moving to district elections. The reasons for the transition and the potential pros and cons are worthy topics for discussion. However, this article seeks to explain what city officials– both elected and professional staff–can do to prepare for such a transition and promote good government principles and practices. Here are five ideas: If you are a California City Manager but not a CCMF member, we invite you to join. Membership information can be found at www.cacitymanagers.org. 3 1. Establish Council Principles and Protocols There will be a variety of expectations about what may be different after councilmembers are elected by district. It will be important to get councilmembers' questions out on the table and then, as a body, create some clear governing principles and protocols. If you spend time early on this (ideally before the election or shortly afterwards), it can save misunderstandings later. Councilmembers are likely to have a host of practical questions, such as: how board and commission members are appointed, who on the council should be going to what events, how should constituent services be tracked, who can hold a town hall meeting, what should the letterhead say, and even whether the Mayor's role changes in any way. Some cities have already had these conversations, such as Concord, Fremont, Santa Clara, Santa Maria and Garden Grove, and examples are readily available. For instance: • The City of Santa Maria has adopted a resolution stating while council members are elected by district, they will govern at large for the entire community. https://www.cityofsantamaria.org/home/showdocument?id=23982 • The City of Santa Clara has created three principles for governance to guide their decisions, along with a list of protocols to help them on practical issues. http://santaclaraca.gov/government/governance. Their three governance principles are: o We all care about and will govern for the entire Santa Clara community. o We will follow our Santa Clara ethical values. o We will follow our Council-Manager form of government. 2. Discuss Assumptions and Principles with the Management Team Some staff will have worked in cities with districts, while many will not have. What works and is "normal" procedure in one districted city will not work well in another city, so it will be important for the city manager to have a conversation with his or her senior management. Some staff may assume that they will need to start dividing the capital improvement program up by district because they saw it done that way elsewhere. Others may worry about setting up service hubs in each district. Some will want to know how to handle If you are a California City Manager but not a CCMF member, we invite you to join. Membership information can be found at www.cacitymanagers.org. 4 councilmember requests for information about services confined to their districts only. The principles of professional management should continue to apply to the staff's work, and the city manager and senior managers need to work through how they will meet changing requests and expectations. 3. Do a Check-In After Some Experience What councilmembers and the city manager think may happen after districts are in place may not actually materialize. • It is useful to hold a check-in session with the council and city manager about how things are working, whether the protocols established are the right ones, and whether any tune-ups are needed. • Members of the public will be learning, too, and what the council and staff have heard from the public during the first few months of having districts will be useful feedback. Some community members may think that "their" councilmember now can independently decide for a district and not fully understand that the governance system remains unchanged of majority votes to decide policy and budget items. So during this check in, there may be communication issues that are raised that will be useful as an action step going forward to educate the public about what is different and what is the same now that councilmembers are elected by district. • Staff will also have had some experience after a few months and may have some helpful input for this check-in. For instance, there may be more information requests about issues in districts - and IT systems may not be geared in that way, which may require an investment if such information is needed in the future. 4. Set Citywide Priorities Councils already set annual budgets, and many city councils establish annual or multi-year goals and priorities. With district elections, it is as important as ever to do goal setting for the entire city, with priorities set by the council as a body for the community as a whole. Districts are quite small geographically in most communities, and issues that affect one district most commonly affect other areas of the community as well. So, an integrated citywide approach to goal setting is a good way to focus attention on big-picture issues. It is also a way to steer away from short-term thinking. Annual goal setting can go a long way in helping the Council serve as a unified body. If you are a California City Manager but not a CCMF member, we invite you to join. Membership information can be found at www.cacitymanagers.org. 5 5. Build Your Bench Encouraging residents to engage in civic participation is important for a healthy local government, and may be even more so once district elections are in place. Residents who are familiar with city government through their work in citizen academies, boards, task forces, committees and commissions often make effective councilmembers because they have developed the skills and vision needed to represent a district and the city effectively. A city council and city manager can provide leadership by ensuring that your city has multiple opportunities for residents to serve and encouraging a wide cross-section of them to do so. The switch from at-large to district elections is a change in how councilmembers are elected. It is not a change in the fundamentals of decision-making by majority, the council/manager form of government, a desire for staff professionalism, or the fundamentals of good government. The change does not have to be scary, but it is wise to be proactive in planning for it and taking steps to decide how the council and city manager want city government to operate. The point should be to retain a high-functioning local government that responds effectively to its constituents, no matter how they elect their representatives. Resources such as, "Attributes of Exceptional Councils" by the Institute for Local Government can be good reminders that the business of local government remains to serve everyone in the community, regardless of how councilmembers are elected. https://www.ca-ilg.org/sites/main/files/file-attachments/exceptional_councils_6.21.pdf Copyright © 2019 All Rights Reserved. No part of this document may be reproduced without written permission. California City Management Foundation P.O. Box 221537 Newhall, CA 91322 https://www.cacitymanagers.org/ CVRA and the Profound Impact on Local GovernanceCity Managers Department MeetingFebruary 15, 2019 Ed ShikadaCity Manager, City of Palo Alto and ICMA BoardmemberIntroduction and Context for Today’s Discussion Doug JohnsonPresident, National CorporationApproaches and Considerations in Creating Districts •Equal Population•Federal Voting Rights Act•No Racial Gerrymandering•Communities of interest•Compact•Contiguous•Visible (Natural & man-made) boundaries•Respect voters’ choices / continuity in office•Planned future growthFederal LawsTraditional Redistricting Principles Communities of InterestSharingDowntown:Sharing Neighborhoods:Regional Voices: Looking Ahead•Tone of Debate•Once the decision to go to districts is made, it helps to shift to focus on the opportunities and decisions that change offers•Let Policy Goals determine mapping decisions, not just what looks nice•This can be a tough sell to public and media•Transition Time•Formerly at-large Councilmembers do not radically change behavior•Big culture shifts happen when new Councilmembers are elected who never won at-large Valerie BaroneCity Manager, Managing the Emotional Side of the Transition makes your From: ILG Roles of StaffFrom: ILG From: ILG •Engage in dialogue about the opportunities, risks and uncertainties facing Concord through this transition•Work through the impacts of at-large to district-based elections•Develop a Unified Vision of Governance•Discuss existing and potential governance norms•Review and discuss potential policy impacts Risks Opportunities UncertaintiesInequity of power among districts More outreach and community engagement Appointment of commissioners and board membersLoss of potential outstanding councilmembers/Unprepared future councilmembersBuilding leaders in segments of the population previously not representedHow handle Citywide policy that hasdisproportionate impacts on some districtsFocus more attention on specific areas of the City Sub-committee assignmentsCouncilmembers becoming over-involved in operationsMore representative leadership Allocation of resourcesParochialism in decision making Easier for a new person to run for office (less money needed)People moving into districts to get electedCommunity feeling disenfranchised Whose benefited by districts •Is “election by district” the same as “governing by district”?•What is required to change under district elections?•What can be done to assure that decisions are made based on what is best for the city as a whole?•What happens when a constituent from someone else’s district reaches out to you?•How do you maximize the opportunities and minimize the risks?•How do you address uncertainties? •Make decisions that are best for the entire city•Continue to follow good governance principles including respect for the council-manager form of government•All councilmembers to be involved in any/all city issues regardless of districts•Allocations of resources, including $ & staffing, based on the overall needs of the City•When making decisions, councilmembers will consider needs and concerns of all Concord residents not just district residents•Continue focus on customer service and communication Jan PerkinsManagement PartnersMulti-Agency Experiences Through Transitions Navigating in the New World of Districts What’s Changed? For Management•Councilmembers want to be more of the “go to” person on follow-up to resident complaints•More explanations needed about how resources are allocated•Higher volume of information requests, meeting requests•Orienting and guiding staff about what should and should not change•Including discussions of governing in annual goal-setting sessions•Concerns that strategic citywide perspectives could be diminished•Appointing council liaison staff, in some casesFor Council•Mayor playing more of a role in advocating for a citywide view•Paying greater attention to constituent services•Deeper understanding of the concerns of neighborhoods•Some residents think councilmembers have more power than before•Concerns about losing citywide view•Interest in district-meetings, district-specific information to constituents City Managers Are in the Lead: Three TipsProvide leadership – don’t sit backInitiate conversations with the council and department headsHelp your council set principles for good governanceDreamstimeImage I Can Manage Anything•Don’t cry fire– it’s one more change in our evolving landscape•Be intentional…not accidental•Figure out what can be beneficial•Be clear what the staff can and cannot do – systems, professional practices•Be clear that the council-manager form of government remains•Create a simple way of talking about it: “Citywide services and governance – while paying attention to all neighborhoods and each district”1. LeadDreamstimeImage 2. Initiate Conversations•Talk to councilmembers about their role in citywide governance while being mindful of their districts•Encourage your mayor to reinforce the citywide view•Orient new councilmembers to a citywide focus while caring about their districts•Listen to what councilmembers are hearing in their districts 3. Help Your Council Create Principles for Good Governance Council Governance DiscussionWhat factors and principles have made the city successfulin the first place?What is a citywide concern and what is a district concern?What will help maintain a citywide perspective?What might residents expect from the new way of electing councilmembers?What may be beneficialfrom the new system?StrategySystemsResourcesTeamwork Examples of District-Related Principles from Other Cities Examples: Indio and Santa Clara“…A Council election district is not a Councilmembers are obligated by the Municipal Code and the oath they take to represent the entire City – all Excerpt from City Manager Mark Scott’s newsletter Santa Clara Council•We all care about and will govern for the •We will follow our Santa Clara ethical •We will follow our council-manager form •We recognize that our administrative structure and service delivery systems, data, and programs are structure based on our citywide governance structure•We will govern for the whole City, not by Deanna Santana, City Manager Fremont Council•Maintain a citywide perspective, while being •Move from Ito we, and move from campaigning to •Find consensus when we can; find the area of ••Respect the roles of council and staff in creating •Communicate concerns about staff to the city (excerpt)Mark Danaj, City ManagerGarden Grove Council••Be informed of interests and issues within each •delivery based on needs, data-based decisions, customer focused)•Utilize long range plans to provide big picture •Educate and engage the public about city services and needs, and be continually transparent with •Honor the roles of the council-manager form of government Scott Stiles, City ManagerExamples: Garden Grove and Fremont Example: Santa Maria Council Resolution“Whereas, the City Council understands the value of at-large governance regardless of the method from which City Councilmembers are elected…”Jason Stilwell, City Manager RecapCity Managers need to lead Embrace the changeBe intentional about the governance conversationoWith staffoWith CouncilKeep in focus the professional practices that have helped local government be successfulHelp the Council create governance principlesDreamstime image ATTACHMENT 3 RESOLUTION NO. 2020-14 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BRENTWOOD, CALIFORNIA, APPROVING AND ESTABLISHING A CITYWIDE GOVERNANCE POLICY FOR ELECTED OFFICIALS WHEREAS, on July 9, 2019, the City Council adopted Ordinance No. 1010, establishing that future City Council elections will be held by district for City Council members and at-large for the Mayor, and WHEREAS, when Ordinance No. 1010 was adopted, City Council members affirmed their commitment to at-large governance, regardless of the method from which City Council members are elected; and WHEREAS, On October 9, 2019, the City Council was provided an overview of a Resolution that would focus on Citywide governance under District Elections, there was a consensus of the Council to bring the item forward at a future meeting; and WHEREAS, November 2020 will mark the first election of City Council members by district, with two Council members to be elected by district; and November 2022 marks the first election when the other two at-large City Council members will be elected by district; and WHEREAS, the City Council understands the value of at-large governance regardless of the method from which City Council members are elected; and WHEREAS, governing at-large allows for the continuation of accessible customer service, the most effective use of taxpayer resources, and consistency in City services; and WHEREAS, all members of the City Council will continue to serve all of the people of Brentwood. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brentwood, California, that: 1. The City Council will govern on an at-large basis, considering the needs and interests of the entire community; and 2. The City Council wishes to remain united in its customer service to the community and providing excellent quality of life for all; and 3. All members of the City Council will help all members of the community regardless of which district residents reside in or from which districts the City Council members are elected; and Page 2 of 3 Resolution No. 2020-14 4. Professional management in a strong City Manager/City Council form of government will continue, with all of the best management practices that the City Council expects now; and 5. Resources will continue to be allocated based on long-term strategic planning efforts, with citywide considerations of service levels and financial capacity; and 6. Current practices regarding invitations to members of the City Council to events and activities, and appointments to committees and various bodies will remain in effect; and 7. City Council fiscal management, best practices, and city systems will continue to reflect services provided to all residents citywide; and 8. Similar to the City Council’s Ethics and Conduct, City Council members upon election, re-election, or appointment, will certify, in writing, their receipt and understanding of this Governance Policy, and will pledge to abide by the Policy in the conduct of their duties; and 9. In early 2021, staff will bring this Governance Policy back to the 2020/2022 City Council for their consideration and re-adoption. PASSED, APPROVED AND ADOPTED by the City Council of the City of Brentwood at a regular meeting held on the 28th day of January 2020 by the following vote: AYES: Bryant, Rarey, Rodriguez, Staton, Taylor NOES: None ABSENT: None RECUSE: None _______________________________ Robert Taylor Mayor ATTEST: ____________________________________ Margaret Wimberly, MMC City Clerk Page 3 of 3 Resolution No. 2020-14 CERTIFICATION FOR RESOLUTION 2020-14 As an elected official of the City of Brentwood, California, I herein certify that I have received a copy of the attached City Council’s Governance Policy (Resolution No. 2020-14), have been offered assistance in understanding the Policy, and am aware of the provisions of the Policy and its application to my responsibilities. Consistent with the Policy, I pledge that I will abide by the Policy in the conduct of my City Council duties. Signed this day of , 20 Signature: Printed Name: ATTACHMENT 4 EXAMPLE CITY COUNCIL POLICY NUMBER: 00 EFFECTIVE: TBD SUBJECT: CITYWIDE GOVERNANCE BY DISTRICT ELECTED COUNCIL PURPOSE To establish a policy for the Citywide governance by District Elected Councilmembers. POLICY A. Underlying Tenets 1. The City Council is committed to practices and actions that promote good governance. 2. City Councilmembers will follow Council’s adopted ethical norms and codes of conduct. 3. The City will continue to operate under the Council/Manager form of government. 4. City Councilmembers are elected by District but will govern taking into account the needs of the entire community. 5. The City Council will follow the City’s Charter and state law. B. Practices and Procedures 1. The City Council’s decisions regarding fiscal and resource allocations will reflect a citywide, not district basis. For capital expenditures, to the extent possible, citywide master plans will govern the timing for infrastructure repair and replacement. 2. All Councilmembers will be informed of event invitations when the entire City Council is invited. 3. Current practices governing appointments to City Council subcommittees and regional boards and committees will remain in effect. 4. Communications intended for the City Council as a whole will be shared with all City Councilmembers. 5. The City Manager and staff will continue to make recommendations and provide City services based on the best interest of the community as a whole. 6. The City Council will follow the current practice of the Mayor commenting on behalf of the City in press releases and in response to media inquiries; the Mayor may request other City Councilmembers to respond as needed. 7. The City Council will follow the current practice of the Mayor speaking at events on behalf of the City Council and if not available, the Vice Mayor or other Councilmembers who are available will speak on behalf of the City Council. Other members of the City Council and former Mayors present will be identified at the event. 8. The City Council will continue to make appointments to Boards and Commissions on a city-wide basis, with the full City Council appointing members. From:Cyrus Hajian To:Public Comment Subject:Agenda Item Number 7 Date:Tuesday, July 27, 2021 5:10:52 PM EXTERNAL EMAIL Hello, my name is Cyrus Hajian and I'm a local community college student living in Rohnert Park with a few questions on homelessness in Rohnert Park. May I ask, what steps are being taken to aid the rising homeless population? Are there any plans to enact more services to aid those who lost their source of income due to COVID? In February, Leo Tacata, a senior analyst for the city, recommended the council to consider a "Small Grants Program" as a way to start a project aimed at aiding the homeless. May I ask, has that seen any followthrough? That is, has funding been used to create new or aid existing programs that help the homeless? Have larger/other grants been pursued as a way to fund aid for those who are homeless? In the strategic plan the council has published, it appears that your "consideration to expand the response to homelessness" has been recorded as "To Be Started" for multiple years. When will the response start? What is delaying the response? Thank you for your time. Item 7.D. Supplemental From:Cyrus Hajian To:Public Comment Subject:Agenda Item Number 7 Date:Tuesday, July 27, 2021 4:53:45 PM EXTERNAL EMAIL Hello, I'm a local college student with a few questions on homelessness in Rohnert Park. May I ask, what steps are being taken to aid the rising homeless population? Are there any plans to enact more services to aid those who lost their source of income due to COVID? In February, Leo Tacata, a senior analyst for the city, recommended the council to consider a "Small Grants Program" as a way to start a project aimed at aiding the homeless. May I ask, has that seen any followthrough? That is, has funding been used to create new or aid existing programs that help the homeless? Have larger/other grants been pursued as a way to fund aid for those who are homeless? Thank you for your time.