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2025/06/25 City Council Agenda Packet - Special Meeting
"We Care for Our Residents by Working Together to Build a Better Community for Today and Tomorrow." NOTICE IS HEREBY GIVEN THAT THE ROHNERT PARK CITY COUNCIL WILL HOLD A SPECIAL MEETING – STUDY SESSION on Wednesday June 25, 2025 Open Session: 8:30 a.m. MEETING LOCATION: Oxford Suites, Redwood Ballroom 2 67 Golf Course Drive W, Rohnert Park, CA 94928 PUBLIC PARTICIPATION: The Rohnert Park City Council welcomes your attendance, interest and participation at this special meeting. Closed Session Meetings are not televised or broadcasted. PUBLIC COMMENTS: Provides an opportunity for public comment on items listed on the agenda (limited to three minutes per appearance with a maximum allowance of 30 minutes 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 related only to items listed on this agenda by email at publiccomment@rpcity.org no later than 5:00 p.m. the day before the meeting. The emails will 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 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 GOALS: On May 14, 2024, the Rohnert Park City Council adopted the following multi-year broad goals (listed below in no particular order): 1. Long Term Financial Sustainability 3. Planning and Infrastructure 2. Community Quality of Life 4. Organization Well Being 1. CITY COUNCIL SPECIAL MEETING - CALL TO ORDER/ROLL CALL (Adams_____Elward_____Rodriguez_____Sanborn______Giudice______) 2. CITY COUNCIL GOVERNANCE TRAINING AND TEAM DEVELOPMENT A. Public Comments (limited to Study Session agenda item only) - No earlier than 8:30am B. Disc training C. Council communication D. EQ assessment E. Putting it all together 3. 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: A paper copy of all staff reports and documents subject to disclosure that relate to each item of business referred to on the agenda are available for public inspection at City Hall, 130 Avram Avenue, Rohnert Park, California 94928. 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 at 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 be made available for inspection at City Hall and on our website at the same time. Any writings or documents subject to disclosure that are provided to the City Council during the meeting will be made available for public inspection during meeting and on our website following the meeting. CERTIFICATION OF POSTING OF AGENDA I, Sylvia Lopez Cuevas, City Clerk, for the City of Rohnert Park, declare that the foregoing agenda was posted and available for review on June 23rd, 2025, at Rohnert Park City Hall, 130 Avram Avenue, Rohnert Park, California 94928. The agenda is also available on the City website at www.rpcity.org Executed this 23rd day of June, 2025 at Rohnert Park, California. Sylvia Lopez Cuevas Office of the City Clerk Amistad Associates, all rights reserved. Tips for Better Communication 1. Know what your intentions are. When communicating with someone, be aware of your intentions in the communication because it will affect the outcome. It is always optimal to start from a place of goodwill. 2. Be sure that you and the other person involved in the communication mean the same thing. Always clarify your understanding before moving on to the next thing. 3. Know when and how to let the other person know what is going on inside you (your inner process). There are times when it is helpful, even critical, to express what is going on for you, relevant to the interchange. 4. Respond rather than react to the person with whom you are having the dialogue. Responding means to speak or act “in response to;” in other words, to answer or acknowledge what has been said, rather than to express an emotional reaction to a communication. Responding instead of reacting is important to effective communication. 5. Practice active listening. Active listening is a total involvement in the process of dialoguing with the other person. It means to further communication through clarifying rather than interpreting. PREREQUISITE #1: Take responsibility for your words and acknowledge the outcomes that ensue from them. PREREQUISITE #2: Be willing to accept the hearer’s reaction to your words without becoming defensive. Amistad Associates, all rights reserved. Listening Blocks The Ten Non-building Blocks to Listening Evaluation/Judgment We are so busy planning our attack, or criticizing the other’s message that we often do not hear what is really being said. Jumping to Conclusions We jump to conclusions, filling in our own details before the other person has had a chance to explain him or herself. “We are all the same” We assume that other people think as we do. Attitude, the Closed Mind We tune out people with whom we do not agree. Lack of Attention We let our minds wander, giving in to other external noises or distractions. Wishful Hearing We tend to hear what we want to hear, or expect to hear. Excessive Talking We interrupt or dominate the conversation so that the other person does not get a chance to adequately express his or her ideas. Unclear Words We fail to find out what the other person means by the particular words he or she chooses. Lack of Humility We feel that we must express our superiority by speaking or contradicting the other. Fear We avoid listening with understanding because we are afraid that the other person may challenge some long-held belief. We are afraid to be threatened by a new idea. T. Bradberry and J. Greaves, Emotional Intelligence 2.0 STRATEGIES FOR DEVELOPING EMOTIONAL INTELLIGENCE SELF-AWARENESS SELF-MANAGEMENT SOCIAL AWARENESS RELATIONSHIP MANAGEMENT Your ability to accurately perceive your emotions and stay aware of them as they happen. This includes keeping on top of how you tend to respond to specific situations. Your ability to use awareness of your emotions to stay flexible and positively direct your behavior. This means managing your emotional reactions to all situations and certain people. Your ability to accurately pick up on emotions in other people and get what is really going on. This often means understanding what other people are thinking and feeling, even if you don’t feel the same way. Your ability to use awareness of your emotions and the emotions of others to manage interactions successfully. Letting emotional awareness guide clear communication and effective handling of conflict. Development Strategies Development Strategies Development Strategies Development Strategies 1. Stop treating your feelings as good or bad 2. Observe the ripple effect from your emotions 3. Lean into discomfort 4. Feel your emotions physically 5. Know who and what pushes your buttons 6. Watch yourself like a hawk 7. Keep a journal about your emotions 8. Don’t be fooled by a bad mood 9. Don’t be fooled by a good mood 10. Stop and ask yourself why you do the things that you do 11. Visit your values 12. Check yourself 13. Spot your emotions in books, movies and music 14. Seek feedback 15. Get to know yourself under stress 1. Breathe right 2. Create an emotion vs. reason list 3. Make your goals public 4. Count to ten 5. Sleep on it 6. Talk to a skilled self-manager 7. Smile and laugh more 8. Set aside some time in your day for problem solving 9. Take control of your self-talk 10. Visualize yourself succeeding 11. Clean up your sleep hygiene 12. Focus your attention on your freedoms, rather than your limitations 13. Stay synchronized 14. Speak to someone who is not emotionally invested in your problem 15. Learn a valuable lesson from everyone you encounter 16. Put a mental recharge into your schedule 17. Accept that change is just around the corner 1. Greet people by name 2. Watch body language 3. Make timing everything 4. Develop a back-pocket question 5. Don't take notes at meetings 6. Plan ahead for social gatherings 7. Clear away the clutter 8. Live in the moment 9. Go on a 15-minute tour 10. Watch EQ at the movies 11. Practice the art of listening 12. Go people watching 13. Understand the rules of the culture game 14. Test for accuracy 15. Step into their shoes 16. Seek the whole picture 17. Catch the mood of the room 1. Be open and be curious 2. Enhance your natural communication style 3. Avoid giving mixed signals 4. Remember the little things that pack a punch 5. Take feedback well 6. Build trust 7. Have and “open-door” policy 8. Only get mad on purpose 9. Don’t avoid the inevitable 10. Acknowledge the other person’s feelings 11. Complement the person’s emotions or situation 12. When you care, show it 13. Explain your decisions, don’t just make them 14. Make your feedback direct and constructive 15. Align your intention with your impact 16. Offer a “fix-it” statement during a broken conversation 17. Tackle tough conversation HOW WE PRESENT OURSELVES: PRESENTED BY AMISTAD ASSOCIATES DISC PERSONAL PROFILE SYSTEM 21 ST CENTURY LEARNING AREAS UNDERSTANDING (KNOWLEDGE) ATTITUDES (AFFECTIVE AREAS) BEHAVIOR (SKILLS) UNDERSTANDING (Knowledge) AMISTAD ASSOCIATES HOW CHANGE OCCURS IN GLOBAL MARKETS & WAYS TO PLAN FOR IT INTEGRATES LEARNING FROM MENTORS & SPONSORS NEW MODELS FOR EVOLVING LEADERSHIP THE POWER OF RELATIONSHIPS HOW TO MOTIVATE - SELF & OTHERS ORGANIZATIONAL GOALS, VALUES & MISSION UNDERSTANDING (Knowledge) AMISTAD ASSOCIATES PERSONAL GOALS, PURPOSE, VALUES & MISSION RELATIONSHIP BUILDING & NETWORKING STRATEGIES HOW TO GAIN SPONSORSHIP USING POWER TO GET THINGS DONE HOW TO MANAGE DIVERSITY & BREAK DOWN BARRIERS TO CREATE AN INCLUSIVE ENVIRONMENT IMPORTANCE OF WORK & LIFE BALANCE AMISTAD ASSOCIATES ATTITUDES (Affective Areas) EMOTIONAL & CULTURAL I.Q. OPENNESS TO SHARE & TO LISTEN OPEN-MINDEDNESS & DIVERSITY OF THOUGHT BELIEF IN SELF-ESTEEM VALUES OTHER’S INPUT VALUES DIVERSITY FLEXIBLE AMISTAD ASSOCIATES ATTITUDES (Affective Areas) COMMITMENT & ENTHUSIASM FOR OWN GOALS & MISSION STAYS POSITIVE HEALTHY SENSE OF HUMOR WILLING TO CONFRONT CONFLICT WILLING TO TAKE RISKS COMFORT WITH AMBIGUITY WILLING TO QUESTION ASSUMPTIONS BEHAVIOR (Skills) AMISTAD ASSOCIATES ABILITY TO “SELL” THE VISION PROBLEM SOLVING (INDIVIDUAL & GROUPS) MANAGING TIME SETTING GOALS DEVELOPING SUPPORTIVE TEAMS KNOWING HOW TO LEARN MANAGING CONFLICT BEHAVIOR (Skills) AMISTAD ASSOCIATES MANAGING DIVERSITY UTILIZING STRENGTHS OF OTHERS ADAPTABILITY PEOPLE SKILLS: COMMUNICATION LISTENING FACILITATING INFLUENCING MOTIVATING NEGOTIATING EMPOWERING A TRULY SUCCESSFUL PERSON IS ONE WHO: Knows themselves Understands why & how they affect other people; how other people affect them AMISTAD ASSOCIATES A TRULY SUCCESSFUL PERSON IS ONE WHO: Knows their strengths & weaknesses Maximizes strengths & minimizes weaknesses AMISTAD ASSOCIATES A TRULY SUCCESSFUL PERSON IS ONE WHO: Develops a positive attitude about self, which causes others to trust & have confidence in them Develops the ability to study situations & people; adapts appropriate behavioral strategies AMISTAD ASSOCIATES DISC PERSONAL PROFILE BENEFITS OF THE DISC ASSESSMENT Benefits of DiSC: Team members learn to recognize & capitalize on contrasting behavioral styles Benefits of DiSC: Provides new opportunities to develop strategies to accommodate differing styles of your teammates Benefits of DiSC:You come to understand your own value to the team Benefits of DiSC:You will learn to influence others in a positive way Benefits of DiSC: It shows you how to communicate more effectively with teammates, including members who have a different behavioral style than you D I S C B E H A V I O R A L S T Y L E S Task Oriented Relationship Oriented Fast Pace High ego strength Strong willed Decisive Efficient Desires change Competitive Independent Practical D O M I N A N C E I N F L U E N C E Emotional Enthusiastic Optimistic Persuasive Animated Talkative People oriented Stimulated DIRECTIVE TALKATIVE Pushy Impatient Domineering Attacks first Tough Harsh Disorganized Undisciplined Manipulative Excitable Reactive Vain Stuffy Picky Judgmental Slow to make decisions Fears criticism Critical C O N S C I E N T I O U S N E S S T E A D I N E S S Unsure Wishy -washy Awkward Possessive Conforming Insecure Slow Pace Perfectionist Sensitive Accurate Persistent Serious Needs information Orderly Cautious Dependable Agreeable Supportive Accepts change slowly Contented Calm Amiable Reserved CAUTIOUS SUPPORTIVE DiSC Styles D I S C Appearance Businesslike, Functional Fashionable, Stylish Casual, Conforming Formal, Conservative Workspace Busy, Formal, Efficient, Structured Stimulating, Personal, Cluttered, Friendly Personal, Relaxed, Friendly, Informal Structured, Organized, Functional, Formal Pace Fast, Decisive Fast, Spontaneous Slow, Steady Slow, Systematic Priority The Task, The Results Relationships, Interacting Maintaining harmony The Task, The Process Fears Loss of control Loss of prestige Confrontation Embarrassment Under Tension Dictate, Assert Withdraw, Shut down Submit, Acquiesce Attack, Be sarcastic Seeks Productivity Recognition Reassurance Accuracy Needs to Know What it does? By when? What it costs? Who else uses it? How it enhances their status How it will affect their personal circumstances How they justify the purchase, Logically how it works Gains Security By Control Flexibility Close relationships Preparation Wants to Maintain Success Image, Status Relationships Credibility Support Their Goals Ideas Feelings Thoughts Achieves Acceptance By Leadership, Competition Playfulness, Stimulating environment Conformity, Loyalty Correctness, Thoroughness Likes You to Be To the point Stimulating Pleasant Precise Wants to Be In charge Admired Liked Correct Irritated By Inefficiency, Indecision Boredom, Routine Insensitivity, Impatience Surprises, Unpredictability Measures Personal Worth By Results, Track record, Measurable progress Acknowledgement, Recognition, Applause, Compliments Compatibility with others, Depth of relationships Precision, Accuracy, Activity Decisions Are Decisive Spontaneous Considered Calculated COMMUNICATION STYLES HOW TO SAY IT SO PEOPLE WILL LISTEN © CARLSON LEARNING COMPANY Present small amounts of supporting facts & reveal your bottom line Capitalize on it being new & innovative Be direct & to the point Focus on immediate results Speak to what it will do for this person HOW TO SAY IT TO A “D” Be very enthusiastic in your presentation Be very articulate Create an environment of inspiration & motivation Speak about how this will help others & what it will mean to their well being HOW TO SAY IT TO AN “I” If a major change, perform conditioning for the person prior to your presentation If possible, make a group presentation with others who support the need for the change Speak to the people issues & the positive aspects of what it will mean to them Talk about the process that will help people assimilate any changes Give sufficient reasons for changing the status quo HOW TO SAY IT TO A “S” Provide every fact regarding the issue Concentrate on the key details Do not make any error in any of your facts Spell out how the issue aligns with key policy & procedures Speak of new levels of quality control if change from the status quo HOW TO SAY IT TO A “C” STRATEGIES FOR BLENDING & CAPITALIZING © CARLSON LEARNING COMPANY DOMINANCE REMEMBER, A HIGH “D” MAY WANT: Authority Challenges Prestige Freedom Varied activities Growth assignments “Bottom line” approach Opportunity for advancement AMISTAD ASSOCIATES DOMINANCE REMEMBER, A HIGH “D” MAY WANT: Provide direct answers, be brief & to the point Ask “what” questions, not how Stick to business, results they desire Outline possibilities for person to get results, solve problems, be in charge AMISTAD ASSOCIATES DOMINANCE REMEMBER, A HIGH “D” MAY WANT: Stress logical benefits of featured ideas & approaches When in agreement, agree with facts & ideas rather than the person If timeliness or sanctions exist, get these into the open as related to end results or objectives INFLUENCE REMEMBER, A HIGH “I ” MAY WANT: Social recognition Popularity People to talk to Freedom from control & detail Favorable working conditions Recognition of abilities Chance to motivate people Inclusion by others AMISTAD ASSOCIATES INFLUENCE REMEMBER, A HIGH “I” MAY WANT: Provide favorable, friendly environment Provide chance for them to verbalize about ideas, people & their intuition Offer them ideas for transferring talk into action Provide testimonials AMISTAD ASSOCIATES INFLUENCE REMEMBER, A HIGH “I” MAY WANT: Provide time for stimulating, social activities Provide details in writing, but don’t dwell on them Provide a participative relationship Provide incentives for taking on tasks STEADINESS REMEMBER, A HIGH “S” MAY WANT: Security of situation Time to adjust to change Appreciation Identification with the group Limited territory Areas of specialization AMISTAD ASSOCIATES STEADINESS REMEMBER, A HIGH “S ” MAY WANT: Provide a sincere, personal & agreeable environment Provide a sincere interest in them as a person Focus on answers to “how” questions to provide them with clarification Be patient in drawing out their goals AMISTAD ASSOCIATES STEADINESS REMEMBER, A HIGH “S” MAY WANT: Present ideas or departures from current practices in a non- threatening manner; give them a chance to adjust Clearly define goals, roles or procedures & their place in the overall plan Provide personal assurance of follow-up support Emphasize how their actions will minimize risks involved CONSCIENTIOUSNESS REMEMBER, A HIGH “C” MAY WANT: Personal autonomy Opportunity for careful planning Exact job descriptions Precise expectations AMISTAD ASSOCIATES CONSCIENTIOUSNESS REMEMBER, A HIGH “C ” MAY WANT: Take time to prepare your case in advance Provide straight pros and cons of ideas Support ideas with accurate data Provide reassurance that no surprises will occur Provide exact job description with precise explanation of how it fits the big picture AMISTAD ASSOCIATES CONSCIENTIOUSNESS REMEMBER, A HIGH “C” MAY WANT: Review recommendations to them in a systematic & comprehensive manner If agreeing, be specific If disagreeing, disagree with facts rather than the person Be prepared to provide explanations in a patient, persistent, diplomatic manner LIMITATIONS UNDER PRESSURE © CARLSON LEARNING COMPANY Overstep prerogatives Act restlessly Stimulate anxiety in others Overrule people Be blunt & sarcastic with others Sulk when not in the limelight Be critical & faultfinding Be inattentive to details & logic Be dissatisfied with routine work Resist participation as part of a team PEOPLE WITH A HIGH “D” MAY: PEOPLE WITH A HIGH “I” MAY: Be more concerned with popularity than tangible results Oversell Act impulsively – heart over mind Come to inconsistent conclusions Make decisions solely on gut feelings Be unrealistic in appraising people Be inattentive to detail Trust people indiscriminately Have difficulty planning & estimating time expenditure Make a superficial analysis PEOPLE WITH A HIGH “S” MAY: Insist on maintaining status quo Take a long time to adjust Have trouble meeting multiple deadlines Need help getting started on new projects Have difficulty with innovation Be contented with things as they are Continue to do things the way they were always done Hold onto past experiences & feelings Wait for orders before acting PEOPLE WITH A HIGH “C” MAY: Seek feedback & direction from supervisors Be hesitant to act without precedent Be bound by key procedures & methods Get bogged down in decision-making process Resist delegating tasks Want full explanation before changes are made Yield position to avoid controversy Avoid involvement when threatened Focus exclusively on their own task accomplishments Styles Scores POOR FAIR GOOD EXCELLENT I D-D ☐● II D-I ☐● III D-S ●☐ IV D-C ●☐ V I-I ☐● VI I-S ●☐ VII I-C ●☐ VIII S-S ☐● IX S-C ☐ ● X C-C ☐● ● Human Relationships☐ Work Tasks STYLE COMPATIBILTY Tips for Better Communication How We Communicate Communication is comprised of: What is said (denotation) How it’s said (connotation) Where & When the communication occurs AMISTAD ASSOCIATES AMISTAD ASSOCIATES Body Language 45% Voice/Tone 30% Physical Setting 10% Interruptions 5% Physical Distance 5% Words 5% How We Communicate Body Language Voice/Tone Physical Setting Interruptions Physical Distance Words Prerequisite #1 Take responsibility for your words & acknowledge the outcomes that ensue from them Tips for Better Communication AMISTAD ASSOCIATES Prerequisite #2 Be willing to accept another’s reaction to your words without becoming defensive Tips for Better Communication AMISTAD ASSOCIATES Tips for Better Communication Know your intentions Be sure that you & the other person involved in the communication mean the same thing AMISTAD ASSOCIATES Tips for Better Communication AMISTAD ASSOCIATES Know when & how to let the other person know what is going on inside you (your inner process) Respond rather than react to the person you are having the dialogue with Practice active listening Giving Feedback Descriptive rather than evaluative Specific rather than general Takes into account needs of both the receiver & giver of feedback AMISTAD ASSOCIATES Giving Feedback Directed toward behavior that the receiver can do something about Well timed Check to ensure clear communication AMISTAD ASSOCIATES Rules for Good Listening 1. STOP TALKING You cannot listen if you are talking 2. PUT THE TALKER AT EASE Help them feel that they are free to talk 3. SHOW THEM THAT YOU WANT TO LISTEN Look & act interested Do not read your email or look at your phone while they talk Listen for understanding rather than to reply 4. REMOVE DISTRACTIONS Don’t doodle, tap, or shuffle papers Will it be quieter if you shut the door and/or turn off your cell phone? 5. PUT YOURSELF IN THEIR PLACE Try to see their point of view 6. BE PATIENT Allow plenty of time Do not interrupt Don’t start for the door or walk away 7. HOLD YOUR TEMPER Any angry person gets the wrong meaning from words 8. GO EASY ON ARGUMENT & CRITICISM This puts people on the defensive - they may “clam up” or get angry Do not argue; even if you win, you lose 9. ASK QUESTIONS This encourages them and shows you are listening; it helps to develop their points further 10. STOP TALKING Worth repeating Rules for Good Listening Non -building Blocks of Listening We are so busy planning our attack, or criticizing the other’s message that we often do not hear what is really being saidEvaluation/Judgment We jump to conclusions, filling in our own details before the other person has a chance to explainJumping to Conclusions We assume that other people think as we do“We are all the same” We tune out people with whom we do not agreeAttitude, the Closed Mind We let our minds wander, giving in to other external noises or distractionsLack of Attention We tend to hear what we want or expect to hearWishful Hearing We interrupt or dominate the conversation so that the other person does not get a chance to adequately express their ideasExcessive Talking We fail to find out what the other person means by the particular words they chooseUnclear Words We feel that we must express our superiority by speaking or contradicting the otherLack of Humility We avoid listening with understanding because we are afraid that the other person may challenge some long-held belief; we are afraid to be threatened by a new ideaFear 3 Rules of Effective Listening Focusing This means that the person who is speaking has the center of attention Accepting without Judgement Although the listener may not agree with the speaker, they listen respectfully & with interest Drawing Out The listener helps encourage the speaker & make it easier for them to express themselves