Minutes — Cloverdale City Council, August 10, 2022

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124 N. Cloverdale Boulevard
Cloverdale, CA 95425
Phone: 707-894-2521
www.cloverdale.net

MINUTES - FINAL

REGULAR MEETING OF THE CITY COUNCIL AND JOINT MEETING OF THE CLOVERDALE COMMUNITY

DEVELOPMENT SUCCESSOR AGENCY BOARD OF DIRECTORS
WEDNESDAY, AUGUST 10, 2022

CLOVERDALE PERFORMING ART CENTER
209 N. CLOVERDALE BOULEVARD, CLOVERDALE, CA 95425

CLOSED SESSION
4 PM
OPENING CLOSED SESSION:

Call to Order: Mayor Lands called the meeting to order at 4:00 p.m.

Roll Call: Present - Mayor Lands, Vice Mayor Wolter, Councilmembers: Bagby, Cruz, Palla Absent - None.

Closed Session Agenda Review: None.

PUBLIC COMMENTS ON CLOSED SESSION AGENDA:

None.

RECESS TO CLOSED SESSION TO HEAR THE FOLLOWING ITEM(S):

Mayor Lands recessed the meeting to Closed Session at 4:01 p.m. to discuss items 1-5.

1. CONFERENCE WITH REAL PROPERTY NEGOTIATORS: Pursuant to Government Code Section 54956.8
Property: Lyda Ranch, Open Space, APNs 115-220-007, 115-220-006 and 115-220-019 Agency negotiator: City Attorney Sanchez and City Manager Kelley Negotiating parties: Olivia Fiori, Acquisition Specialist for Sonoma County Agricultural Preservation Under negotiation: Disposition of Real Property
Action: The item was received and filed.

2. CONFERENCE WITH LABOR NEGOTIATOR: Pursuant to Government Code Section 54957.6 Labor Negotiator: City Attorney Sanchez and Asst. City Manager Thompson Employee Groups: Cloverdale Classified Association, Cloverdale Police Officers' Association, Cloverdale Dispatchers' Association
Action: The item was received and filed.

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3. CONFERENCE WITH LABOR NEGOTIATOR: Pursuant to Government Code Section 54957.6 Labor Negotiator: City Manager Kelley and City Attorney Sanchez Employee Groups: Unaffiliated Employees, Unrepresented Employees, Executive Management Staff At 5:06 p.m. Councilmember Bagby left the Closed Session meeting.

Action: The item was received and filed.

4. CONFERENCE WITH LABOR NEGOTIATOR: Pursuant to Government Code Section 54957.6 Labor Negotiator: City Attorney Sanchez
Employee: City Manager
Action: The item was received and filed.

5. PUBLIC EMPLOYEE PERFORMANCE EVALUATION: Pursuant to Government Code Section 54957(b) Title: City Manager
Action: The item was received and filed.

Mayor Lands adjourned Closed Session at 5:57 p.m.

OPEN SESSION
6 PM
A. OPENING PUBLIC SESSION:

Call to Order: Mayor Lands called the meeting to order at 6:05 p.m.

Pledge of Allegiance: Mayor Lands led the pledge of allegiance.

Roll Call: Present - Mayor Lands, Vice Mayor Wolter, Councilmembers: Bagby, Cruz, Palla Absent - None.

Report Out on Closed Session: City Attorney Sanchez reported.

Conflict of Interest Declaration: None.

Agenda Review: Staff requested item D.4 be pulled from the Consent Calendar.

B. PUBLIC COMMENTS:

Marjorie Morgenstern spoke regarding a law enforcement complaint.

C. PROCLAMATIONS/PRESENTATIONS:

None.

D. CONSENT CALENDAR:

At Staff’s request, Mayor Lands pulled item D.4 from the Consent Calendar.

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A motion was made by Councilmember Palla, seconded by Councilmember Wolter, to waive reading of the text and adopt items D.1, D.2, D.3 and D.5 of the Consent Calendar The motion carried by the following vote:

Ayes: 5 - Mayor Lands, Vice Mayor Wolter, Councilmembers: Bagby, Cruz, Palla D.1 Approval of Minutes
July 27, 2022 - Draft Minutes
Action: Approved as submitted.

D.2 Annual Adoption of a Resolution to Approve the Ad Valorem 2022-23 Tax Rate for Inclusion on Property Tax Bills to Fund CalPERS Retirement Expenses Action: Resolution was adopted.

RESOLUTION NO. 075-2022 ENTITLED: RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF CLOVERDALE SETTING THE AD VALOREM TAX RATE FOR PUBLIC EMPLOYEE RETIREMENT SYSTEM RETIREMENT BENEFITS FOR FISCAL YEAR 2022-23 D.3 Award of the Cloverdale Plaza Park Restroom Project to Rege Construction, Inc. in the amount of $76,657.00 and authorize budget amendment and total budget of $84,322.70.

Action: Resolution was adopted.

RESOLUTION NO. 076-2022 ENTITLED: RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF CLOVERDALE AWARDING CLOVERDALE PLAZA PARK RESTROOM PROJECT TO REGE CONSTRUCTION, INC. IN THE AMOUNT OF $76,657.00, AUTHORIZE AND APPROVE AN OVERALL PROJECT BUDGET OF $84,322.70 AND AUTHORIZE THE CITY MANAGER TO EXECUTE A CONTRACT WITH REGE CONSTRUCTION, INC.

D.5 Policy for the Outdoor Display of Flags by the City.

Action: Resolution was adopted.

RESOLUTION NO. 077-2022 ENTITLED: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

CLOVERDALE APPROVING A POLICY FOR THE OUTDOOR DISPLAY OF FLAGS Pulled Item(s):

D.4 Amend the Fiscal Year 2022-23 budget to include funds for the painting of Police Station and re-staining the arbors in the City Plaza.

Assistant City Manager Thompson presented the item with an amended quote and Staff responded to Councilmember inquiries and comments.

A motion was made by Councilmember Palla, seconded by Councilmember Wolter, to waive reading of the text and adopt as amended:

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RESOLUTION NO. 078-2022 ENTITLED: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVERDALE AMENDING THE FY 2022-23 BUDGET AND AUTHORIZING THE CITY MANAGER TO

EXECUTE A CONTRACT AND ANY CHANGE ORDERS WITH FITZGERALD PAINTING IN AN AMOUNT UP TO THE AUTHORIZED PROJECT BUDGET OF $38,912 FOR DRY ROT REPLACEMENT AND PAINTING

OF THE CLOVERDALE POLICE STATION AND RE-STAINING THE ARBORS AT CITY PLAZA The motion carried by the following vote:

Ayes: 5 - Mayor Lands, Vice Mayor Wolter, Councilmembers: Bagby, Cruz, Palla Mayor Lands recessed the meeting at 6:15 p.m. due to technical difficulties and reconvened at 6:30 p.m.

E. COMMUNICATIONS:

None.

F. PUBLIC HEARING:

None.

G. NEW BUSINESS:

G.1 Update on PG&E’s Sustainable Solutions Turnkey (SST) Program for energy efficiency projects.

City Manager Kelley introduced the item and PG&E SST Program consultants presented and responded to Councilmember inquiries and comments.

Council discussed and provided direction.

Mayor Lands opened a Public Comment Period:

A member of the public spoke and PG&E Consultants responded.

G.2 Adoption of the Homelessness Strategic Action Plan
City Manager Kelley presented and responded to Councilmember inquiries.

A motion was made by Councilmember Palla, seconded by Councilmember Wolter to waive reading of the text and adopt:

RESOLUTION NO. 079-2022 ENTITLED: RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF CLOVERDALE ADOPTING THE CLOVERDALE HOMELESSNESS STRATEGIC PLAN.

The motion carried by the following vote:

Ayes: 5 - Mayor Lands, Vice Mayor Wolter, Councilmembers: Bagby, Cruz, Palla Page | 5
H. SUBCOMMITTEE REPORTS:

Finance, Administration & Police
Next Meeting - September 5, 2022 (Cancelled - Labor Day), October 3, 2022 Planning & Sustainability
Next Meeting - August 16, 2022
Public Works & Facilities
Next Meeting - August 23, 2022
Joint City/Cloverdale Fire District
Next Meeting - October 10, 2022
Joint City/Cloverdale Unified School District
Next Meeting - September 19, 2022
Homelessness Community Advisory Group
Next Meeting - September 13, 2022
I. COUNCIL REPORTS:

Councilmember Cruz and Mayor Lands reported on the Student Liaison recruitment.

J. INFORMATIONAL REPORTS:

None.

K. LEGISLATIVE REPORTS, LETTERS OF SUPPORT/OPPOSITION:

None.

L. CITY MANAGER/CITY ATTORNEY REPORT(S):

None.

M. STATUS UPDATES:

M.1 - CURRENT IMPACTS TO WATER SUPPLY
City Manager Kelley presented.

M.2 - COVID-19 EMERGENCY
None.

N. COUNCIL DIRECTION ON FUTURE AGENDA ITEMS:

Add the electronic sign complaint to the next Joint City/ Cloverdale Unified Scholl District agenda.

Cloverdale Connect assessment.

Translation Services.

O. ADJOURNMENT:

Mayor Lands adjourned the meeting at 7:54 p.m.

Approved On: August 24, 2022
__________________________
Mike Maloney
City Clerk
124 N. Cloverdale Boulevard
Cloverdale, CA 95425
Phone: 707-894-2521
www.cloverdale.net
CLOSED SESSION: 4 PM
THIS PORTION OF THE MEETING WILL BE CLOSED TO THE PUBLIC IN PERSON.

THE ZOOM LINK IS AVAILABLE BELOW FOR PUBLIC COMMENTS PRIOR TO CLOSED SESSION.

OPEN SESSION: 6 PM

THIS PORTION OF THE MEETING WILL BE OPEN TO THE PUBLIC

BOTH IN PERSON AND VIA THE ZOOM LINK BELOW
PUBLIC PARTICIPATION:

City Council welcomes your interest, attendance, and participation at Public Session Meetings.

Attendees may join in-person at the Cloverdale Performing Arts Center - 209 N. Cloverdale Blvd, virtually at www.zoom.us/join, or by telephone: 1-(669) 900-6833, both using Meeting ID: 886 4841 6804, or directly at https://us02web.zoom.us/j/88648416804?pwd=QjFHTkt1TGIwMVN4V1lQR0FLRmw1UT09.

Regular City Council meetings are also streamed on YouTube via live webcast at cloverdale.net/youtube.

Members of the public can provide comment on an agenda Item In-Person or online via Zoom during the public comment periods. Zoom attendees will be muted until they are called upon by the Mayor or City Clerk. To make a public comment on Zoom, use the raise hand icon, or dial*9 if you are calling in. Please state your name for the record. Once you start, you will have three (3) minutes to speak. Please note the Council is unable to respond directly to questions or enter into dialogue with commenters. Written comments may alternatively be submitted prior to the meeting via email to the City Clerk at [email protected]. Please note all emails received are considered public records and subject to disclosure under the California Public Records Act.

Matters on the agenda may be taken out of order and Council may recess for breaks.

Members of the City Council may participate in the meeting in person or via Zoom consistent with the provisions of Assembly Bill 361 amending the Brown Act.

AGENDA

REGULAR MEETING OF THE CITY COUNCIL AND JOINT MEETING OF THE CLOVERDALE COMMUNITY

DEVELOPMENT SUCCESSOR AGENCY BOARD OF DIRECTORS
WEDNESDAY, AUGUST 10, 2022

CLOVERDALE PERFORMING ART CENTER
209 N. CLOVERDALE BOULEVARD, CLOVERDALE, CA 95425
1 CLOSED SESSION
OPENING CLOSED SESSION:

Call to Order:

Roll Call:

Closed Session Agenda Review (Changes and/or Deletions):

PUBLIC COMMENTS ON CLOSED SESSION AGENDA:

Prior to recessing into Closed Session, the public may speak on items to be addressed in Closed Session. Per City Council Policy, three minutes are allotted to each speaker.

RECESS TO CLOSED SESSION TO HEAR THE FOLLOWING ITEM(S):

4. CONFERENCE WITH LABOR NEGOTIATOR: Pursuant to Government Code Section 54957.6 Labor Negotiator: City Attorney Sanchez
Employee: City Manager

5. PUBLIC EMPLOYEE PERFORMANCE EVALUATION: Pursuant to Government Code Section 54957(b) Title: City Manager

OPEN SESSION
A. OPENING PUBLIC SESSION:

Call to Order:

Pledge of Allegiance:

Roll Call:

Report Out on Closed Session:

Conflict of Interest Declaration:

Agenda Review (Changes and/or Deletions):
2 B. PUBLIC COMMENTS:

Any person wishing to speak to the City Council on any item not listed on the agenda may do so at this Jme. Members of the public have the right to speak on any item on the Council Agenda at the Jme the item comes up for consideraJon. Pursuant to the Brown Act, the City Council is not allowed to consider issues or take acJon on any item not listed on the agenda. Per City Council Policy, three minutes are typically allotted to each speaker.

C. PROCLAMATIONS/PRESENTATIONS:

None.

D. CONSENT CALENDAR:

All items under Consent Calendar will be considered together by one acJon of the City Council unless any Councilmember or member of the public requests that an item be removed and considered separately.

D.1 Approval of Minutes
D.2 Annual Adoption of a Resolution to Approve the Ad Valorem 2022-23 Tax Rate for Inclusion on Property Tax Bills to Fund CalPERS Retirement Expenses Recommended Action(s):

Adopt a Resolution entitled, “A Resolution of the City Council of the City of Cloverdale Setting the Ad Valorem Tax Rate for Public Employee Retirement System Retirement Benefits for Fiscal Year 2022-23.”
D.3 Award of the Cloverdale Plaza Park Restroom Project to Rege Construction, Inc. in the amount of $76,657.00 and authorize budget amendment and total budget of $84,322.70.

Recommended Action(s):

Adopt resolution entitled, “A Resolution of the City Council of the City of Cloverdale Awarding Cloverdale Plaza Park Restroom Project to Rege Construction, Inc. in the amount of $76,657.00, authorize and approve an overall project budget of $84,322.70 and authorize the City Manager to execute a contract with Rege Construction, Inc.” D.4 Amend the Fiscal Year 2022-23 budget to include funds for the painting of Police Station and re-staining the arbors in the City Plaza.

Recommended Action(s):

Adopt a resolution entitled, “A Resolution of the City Council of the City of Cloverdale amending the FY 2022-23 Budget and authorizing the city manager to execute a contract and any change orders with Fitzgerald Painting in an amount up to the authorized project Draft Minutes - July 27, 2022
Agenda Report
Attachment 1 - Resolution
Attachment 2 - PERS Rate Calculation
Attachment 3 - Bartel Associates, Pension Override Tax Study Agenda Report
Attachment 1 - Resolution
Attachment 2 - Bid Results
3 budget of $38,912 for dry rot replacement and painting of the Cloverdale police station and re-staining the arbors at City Plaza.”
D.5 Policy for the Outdoor Display of Flag by the City.

Recommended Action(s):

E. COMMUNICATIONS:

Council may discuss at this Jme wriOen communicaJons sent to Councilmembers since the last council meeting. Written communications to be discussed will be listed below, if any.

F. PUBLIC HEARING:

None.

G. NEW BUSINESS:

G.1 Update on PG&E’s Sustainable Solutions Turnkey (SST) Program for energy efficiency projects.

Recommended Action(s):

G.2 Adoption of the Homelessness Strategic Action Plan
Recommended Action(s):

Adopt a Resolution entitled, “A Resolution of the City Council of the City of Cloverdale Adopting the Cloverdale Homelessness Strategic Plan."
H. SUBCOMMITTEE REPORTS:

Agenda Report
Attachment 1 - Resolution
Attachment 2 - Police Station Painting Quote
Attachment 3 - Arbor Staining Quote
Attachment 4 - Budget Amendment Form
Agenda Report
Attachment 1 - Resolution
Attachment 2 - Exhibit A - Draft Flag Policy
Agenda Report
Attachment 1 - Presentation
Attachment 2 - Presentation (Updated 8.9.2022 9:25 a.m.) Agenda Report
Attachment 1 - Resolution
Attachment 2 - Exhibit A - Cloverdale Homelessness Strategic Plan 4 Finance, Administration & Police
Next Meeting - September 5, 2022 (Cancelled - Labor Day), October 3, 2022 Planning & Sustainability
Next Meeting - August 16, 2022
Public Works & Facilities
Next Meeting - August 23, 2022
Joint City/Cloverdale Fire District
Next Meeting - October 10, 2022
Joint City/Cloverdale Unified School District
Next Meeting - September 19, 2022
Homelessness Community Advisory Group
Next Meeting - September 13, 2022
I. COUNCIL REPORTS:

I.1 E-Mail reports:

J. INFORMATIONAL REPORTS:

K. LEGISLATIVE REPORTS, LETTERS OF SUPPORT/OPPOSITION:

L. CITY MANAGER/CITY ATTORNEY REPORT(S):

M. STATUS UPDATES:

M.1 - CURRENT IMPACTS TO WATER SUPPLY
M.2 - COVID-19 EMERGENCY
N. COUNCIL DIRECTION ON FUTURE AGENDA ITEMS:

O. ADJOURNMENT: The next regular meeJng of the City Council and Cloverdale Community Development Successor Agency is scheduled for August 24, 2022. Public Business Session at 6:00 p.m. at the Cloverdale Performing Arts Center 209 N. Cloverdale Blvd., Cloverdale, CA 95425, and by teleconference.

CERTIFICATE OF POSTING
I, Mike Maloney, City Clerk, do hereby declare under penalty of perjury that the foregoing agenda was posted on the outdoor bulletin board at City Hall, 124 N. Cloverdale Blvd., and the Cloverdale Performing Arts Center, 209 N. Cloverdale Blvd; online at cloverdale.net/agendacenter and available for public review 72 hours prior to the meeting as required by the Bown Act.

Councilmember Bagby
5 Date posted: August 4, 2022 Time posted: 1:30 p.m. City Clerk Signature: S/Mike Maloney IMPORTANT NOTICES REGARDING CITY COUNCIL MEETINGS:

DISABLED OR SPECIAL NEEDS ACCOMMODATION: In compliance with the Americans with DisabiliJes Act, if you need assistance to aOend or parJcipaJon in a City Council meeJng, please contact the City Clerk's office at 894-2521.

NoJficaJon at least 72 hours prior to the meeJng will assist the City Clerk in assuring those reasonable accommodations are made to provide accessibility to the meeting.

AB343 REQUIREMENTS: Any wriJngs or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspecJon in the City Hall offices located at 124 N. Cloverdale Blvd., Cloverdale, CA 95425 during normal business hours.

WAIVER WARNING: If you challenge decisions/direcJons of the City Council in court, you may be limited to raising only those issues you or someone else raised at public hearings described in this agenda, or in wriOen correspondence delivered to the City of Cloverdale, or prior to, the public hearing.

TRANSCRIPTIONS: The City does not transcribe its proceedings. Anyone who desires a verbal record of this meeJng should arrange for an aOendant by a court reporter or for other acceptable means of recording. Such arrangement will be at the sole expense of the individual requesJng the recordaJon. QuesJon about this agenda should be directed to City Hall at 707-894-2521. Video recordings are available at cloverdale.net/agendacenter The City of Cloverdale thanks you in advance for taking all precautions to prevent spreading COVID-19. 6 Page | 1
124 N. Cloverdale Boulevard
Cloverdale, CA 95425
Phone: 707-894-2521
www.cloverdale.net

MINUTES - DRAFT

REGULAR MEETING OF THE CITY COUNCIL AND JOINT MEETING OF THE CLOVERDALE

COMMUNITY DEVELOPMENT SUCCESSOR AGENCY BOARD OF DIRECTORS WEDNESDAY, JULY 27, 2022

CLOVERDALE PERFORMING ART CENTER
209 N. CLOVERDALE BOULEVARD, CLOVERDALE, CA 95425

CLOSED SESSION
4:30 p.m.

OPENING CLOSED SESSION:

Call to Order: Mayor Lands called the meeting to order at 4:31 p.m.

Roll Call: Present - Mayor Lands and Councilmembers: Bagby, Cruz. Palla Absent - Vice Mayor Wolter.

Closed Session Agenda Review: None.

PUBLIC COMMENTS ON CLOSED SESSION AGENDA:

None.

RECESS TO CLOSED SESSION TO HEAR THE FOLLOWING ITEM(S):

Mayor Lands recessed the meeting to Closed Session at 4:33 p.m. to Discuss item 1.

1. CONFERENCE WITH LABOR NEGOTIATOR: Pursuant to Government Code Section 54957.6
Labor Negotiator: City Attorney Sanchez and Asst. City Manager Thompson Employee Groups: Cloverdale Classified Association, Cloverdale Police Officers' Association, Cloverdale Dispatchers' Association, and Unaffiliated Employees The item was received and filed.

Mayor Lands adjourned Closed Session at 5:41 p.m.
7 Page | 2

OPEN SESSION
6 p.m.

A. OPENING PUBLIC SESSION:

Call to Order: Mayor Lands called the meeting to order at 6:02 p.m.

Pledge of Allegiance: Mayor Lands led the pledge of allegiance.

Roll Call: Present - Mayor Lands and Councilmembers: Bagby, Cruz, Palla Absent - Vice Mayor Wolter.

Report out on Closed-Session: None.

Conflict of Interest Declaration: None.

Agenda Review: City Staff requested item D.5 be pulled from the Consent Calendar.

B. PUBLIC COMMENTS:

None.

C. PROCLAMATIONS/PRESENTATIONS:

C.1 Proclamation: Zero Waste 2022
Mayor Lands presented the proclamation to Leslie Lukacs from Zero Waste Sonoma.

C.2 Presentation: Update on Water 10-Year Financial Plan City Manager Kelley introduced the item.

Consultant Hildebrand presented and responded to Councilmember inquiries.

Public Comment Period: None.

D. CONSENT CALENDAR:

Mayor Lands moved item D.5 off the Consent Calendar per Staff request.

Councilmember Cruz requested D1 and D4 be pulled from the Consent Calendar.

A motion was made by Councilmember Palla, seconded by Councilmember Bagby, to waive reading of the text and adopt items D.2, D.3, D.6 of the Consent Calendar.

The motion carried by the following vote:

Ayes: 4 - Mayor Lands and Councilmembers: Bagby, Cruz, Palla.

Absent: 1 - Vice Mayor Wolter
D.2 A Resolution of the City Council of the City of Cloverdale Authorizing Remote Teleconference Meetings of the City in Compliance with Assembly Bill 361
Action: Resolution was adopted
RESOLUTION NO. 071-2022 ENTITLED: RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF CLOVERDALE AUTHORIZING REMOTE
8 Page | 3

TELECONFERENCE MEETINGS OF THE CITY OF CLOVERDALE OF THE CITY IN COMPLIANCE WITH ASSEMBLY BILL 361.

D.3 Updated Emergency Operations Plan with the Sonoma County Extreme-Heat Annex.

Action: Resolution was adopted
RESOLUTION NO. 072-2022 ENTITLED: A RESOLUTION OF THE CITY COUNCIL OF

THE CITY OF CLOVERDALE REVISING THE CURRENT EMERGENCY OPERATIONS PLAN TO REFLECT THE UPDATED SONOMA COUNTY EXTREME-HEAT ANNEX.

D.6 Military Equipment Use Policy Ordinance.

Action: Held second reading by title only to adopt Ordinance No. 748-2022 titled:

ORDINANCE NO. 748-2022 ENTITLED: ORDINANCE OF THE CITY COUNCIL OF THE

CITY OF CLOVERDALE ADOPTING THE CLOVERDALE POLICE DEPARTMENT MILITARY EQUIPMENT USE POLICY 708” IN ACCORDANCE WITH ASSEMBLY BILL 481.

D.1 Minutes Approval
June 10, 2022 - Draft Minutes
June 22, 2022 - Draft Minutes
June 12, 2022 - Draft Minutes
A motion was made by Councilmember Palla, seconded by Councilmember Bagby, to approve the June 10, 2022, June 22, 2022, and July 12, 2022 draft minutes as submitted.

The motion carried by the following vote:

Ayes: 3 - Mayor Lands and Councilmembers: Bagby, Palla.

Abstain: 1 - Councilmember Cruz

Absent: 1 - Vice Mayor Wolter
June 10, 2022 - Draft Minutes
Action: Approved as submitted.

June 22, 2022 - Approved as submitted.

Action: Approved as submitted.

July 12, 2022 - Approved as submitted.

Action: Approved as submitted.

D.4 Proposed adoption of the Vision Zero Plan

City Manager Kelley presented and responded to Councilmember inquiries. 9 Page | 4

A motion was made by Councilmember Bagby, seconded by Councilmember Palla, to waive reading of the text and adopt:

RESOLUTION NO. 073-2022 ENTITLED: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVERDALE APPROVING THE SONOMA COUNTY VISION ZERO ACTION PLAN.

The motion carried by the following vote:

Ayes: 4 - Mayor Lands and Councilmembers: Bagby, Cruz, Palla.

Absent: 1 - Vice Mayor Wolter
D.5 Appointment of Cory Cadle and Ron Holman to the Planning Commission as alternate members with a term expiration of July 2024 and appointment of Melissa Spingler as a regular member from alternate member.

Assistant City Manager Thompson reported that Ron Holman rescinded their interest as a prospective Planning Commissioner.

Mr. Cadle presented.

A motion was made by Councilmember Bagby, seconded by Councilmember Palla, appointing Cory Cadle as an alternate member of the Planning Commission for a term to expire in July 2023 and appoint Melissa Spingler as a regular member from alternate member.

The motion carried by the following vote:

Ayes: 4 - Mayor Lands and Councilmembers: Bagby, Cruz, Palla.

Absent: 1 - Vice Mayor Wolter
E. COMMUNICATIONS: None.

F. PUBLIC HEARING: None.

G. NEW BUSINESS:

G.1 Amendments to the City of Cloverdale’s franchise agreement with Recology Sonoma Marin and Waste Delivery Agreement/Franchised Hauler Agreement by and between the City, Republic Services of Sonoma County and Recology Sonoma Marin to comply with Senate Bill 1383.

City Manager Kelley and Recology Sonoma Marin consultants presented and responded to Councilmember inquiries.

A motion was made by Councilmember Palla, seconded by Councilmember Cruz, to waive reading of the text and adopt:
10 Page | 5
RESOLUTION NO: 074-2022 ENTITLED: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVERDALE APPROVING THE FIRST AMENDMENT TO THE CITY’S

FRANCHISE AGREEMENT FOR THE COLLECTION, DISPOSAL AND PROCESSING OF

SOLID WASTE, RECYCLABLES AND COMPOSTABLE MATERIALS AND RELATED

ACTIVITIES BETWEEN THE CITY OF CLOVERDALE AND RECOLOGY SONOMA

MARIN, AND THE OMNIBUS AMENDMENT TO WASTE DELIVERY AGREEMENT AND FRANCHISED HAULER AGREEMENT TO COMPLY WITH SENATE BILL 1383

FOR SOLID WASTE MANAGEMENT AND AUTHORIZES THE CITY MANAGER TO EXECUTE THE AMENDMENTS ON BEHALF OF THE CITY.

The motion passed by the following vote:

Ayes: 4 - Mayor Lands and Councilmembers: Bagby, Cruz, Palla.

Absent: 1 - Vice Mayor Wolter
G.2 Update on R3 Consulting Group Inc. Special Rate Review and a Performance Review of the Franchise Agreement between the City and Recology Sonoma Marin.

City Manager Kelley introduced the item and R3 Consulting Group representative Shultz presented.

Staff and Consultants responded to Councilmember inquiries and comments.

Council discussed options and provided feedback to the R3 Consulting Group Inc. representatives.

H. SUBCOMMITTEE REPORTS:

Councilmembers confirmed the date and time of their meetings:

Finance, Administration & Police
Next Meeting - August 1, 2022
Planning & Sustainability
Next Meeting - August 16, 2022
Public Works & Facilities
Next Meeting - July 26, 2022 and August 23, 2022
Joint City/Cloverdale Fire District
Next Meeting - October 10, 2022
Joint City/Cloverdale Unified School District
Next Meeting - September 19, 2022
Homelessness Community Advisory Group
Next Meeting - August 9, 2022
11 Page | 6
I. COUNCIL REPORTS:

Councilmember Cruz reported.

J. INFORMATIONAL REPORTS:

None.

K. LEGISLATIVE REPORTS, LETTERS OF SUPPORT/OPPOSITION:

None.

L. CITY MANAGER/CITY ATTORNEY REPORT(S):

None.

M. STATUS UPDATES:

CURRENT IMPACTS TO WATER SUPPLY - City Manager Kelley reported.

COVID-19 EMERGENCY - None.

N. COUNCIL DIRECTION ON FUTURE AGENDA ITEMS:

None.

O. ADJOURNMENT:

Mayor Lands adjourned the meeting at 7:44 p.m.

Approved On: August 10, 2022
____________________________
Mike Maloney
City Clerk
12 City Council/Successor Agency
Agenda Item Summary Agenda Item:

Meeting Date:

D2
August 10, 2022
Agenda Section:

Consent
Staff Contact:

Susie Holmes, Finance Director
Agenda Item Title:

Annual Adoption of a Resolution to Approve the Ad Valorem 2022-23 Tax Rate for Inclusion on Property Tax Bills to Fund CalPERS Retirement Expenses
________________________________________________________________________________________ Recommended Council Action(s):

Adopt a Resolution entitled, “A Resolution of the City Council of the City of Cloverdale Setting the Ad Valorem Tax Rate for Public Employee Retirement System Retirement Benefits for Fiscal Year 2022-23.” ________________________________________________________________________________________ Background:

In 1974, the voters of the City of Cloverdale approved a tax to pay for Public Employees’ Retirement System expenses. A tax rate must be computed and approved by the City Council each year and transmitted to the County Auditor-Controller’s Office for inclusion on the property tax bills. The Tax rate must be set by Resolution by the City Council (Attachment 1).

Staff has computed the tax rate of $0.098 per one hundred dollars of assessed value (Attachment 2). The calculation includes fiscal year 2022-23 Auditor Certified Values provided by the County, the projected CalPERS retirement expenses, the PERS rates for safety and miscellaneous members and the reserve requirement. The value of benefits added after the voters approved the tax has been subtracted from the PERS rates before calculating the City’s tax requirements. These “after added” benefits are paid by other available revenues in the General Fund, Enterprise Funds and required contributions from employees. Also, the City has eighteen (18) Public Employee Pension Reform Act “PEPRA” members that are required under state law to pay 50% of the cost of their benefits, which helps reduce the amount of tax required from the voters.

Last year, the Council agreed to establish a rate stabilization reserve fund of $900,000, which was approximately 55% of the estimated expenditures for the fiscal year. The City received revenues of approximately $200,000 more than expected based on assessed property values, ending the year with a projected reserve balance of $1,226,000.

All tax calculations are projections, the City’s annual tax revenue may be higher or lower, based on assessed values as determined by the Sonoma County Assessor. The employee retirement expense estimates are extrapolated from the budget and rates established by CalPERS. Actual expenses may be higher or lower based on actual payroll costs, employee additions or turn-over, and whether new hires are “Classic” or “PEPRA” members.
________________________________________________________________________________________ Summary:

Last year the City reduced the tax rate by 9 basis points from 10.7% to 9.8% per $100 of Assessed Value. This year, retirements costs increased approximately $15,000 over FY 2021-22. However, the County estimates include an increase in assessed value over last year estimates by 9.7% or $123,051,323. This change allows for the tax rate to remain at $ 0.098 per one hundred dollars of assessed value, while increasing the reserve 13 City Council/Successor Agency Agenda Item Summary
Meeting Date: August 10, 2022
Item No. D.2

Page 2 of 2 ends

balance by $50,000 over 2020-21 maintaining this Fiscal Year 2022-23 reserve balance of 55%. Maintaining the reserve will offset projected increased future costs of the unfunded accrued liability and enable the tax rate to be maintained at a consistent level over time. Maintaining a minimum 50% retirement fund reserve balance is imperative to ensure adequate cash flow is available to pay bi-weekly retirements costs as tax increments payments are received from the County in January and April.

The City has a total CalPERS Unfunded Liability, of approximately $11,718,350 which is amortized over the next 23 years and has an option each year of making a lump-sum payment toward the Unfunded Liability payment or spreading the payment out over the course of the year, the City has opted to make the one-time payment which resulted in a savings in the amount of $28,761.

The City contracted with Bartel and Associates to calculate the Pension Override Tax to verify that the tax has been properly calculated. The difference between staff and Bartel’s calculations were so minimal that it did not affect the tax rate.

Staff recommends that the City Council adopt a Resolution setting a tax rate at 9.8% or $0.098 per one hundred dollars of assessed value for Fiscal Year 2022-23. ________________________________________________________________________________________ Alternative Options:

1. Set Ad Valorem Tax Rate at a higher rate and increase the reserve balance.

2. Set Ad Valorem Tax Rate at a lower rate and decrease the reserve balance.

3. Provide alternative direction to staff.
________________________________________________________________________________________ Subcommittee Recommendation:

None
________________________________________________________________________________________ Budget/Financial Impact:

Continuing the existing tax rate of 9.8% or $0.098 per one hundred dollars of assessed value, should generate about $1,250,000 for the PERS retirement anticipated costs of $1,365,620 program expenses, and maintain an adequate reserve level of $950,000
________________________________________________________________________________________ Attachments:

1. Resolution

2. Attachment A- PERS Rate Calculation setting the rate at $0.098 per one hundred dollars of assessed value.

3. Bartel Associates, Pension Override Tax Study for FY 2021/22 and 2022/23 14 CITY OF CLOVERDALE

CITY COUNCIL
RESOLUTION NO. ____ –2022

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVERDALE

SETTING THE AD VALOREM TAX RATE FOR PUBLIC EMPLOYEE
RETIREMENT SYSTEM RETIREMENT BENEFITS FOR FISCAL YEAR 2022-2023 WHEREAS, the City of Cloverdale has entered into a contract with the Public Employees' Retirement System of the State of California for the provision of retirement and related benefits to the employees of the City of Cloverdale, and pursuant to previously established voter authorization, the City of Cloverdale is authorized to establish the levy for the current fiscal year in order to fund its responsibilities under the contract; and
NOW, THEREFORE, BE IT RESOLVED by the City Council that an Ad Valorem tax rate for fiscal year 2022-2023 be levied upon property in the City of Cloverdale for the above purpose in an amount of $0.098 per one hundred dollars of full assessed valuation; and BE IF FURTHER RESOLVED that the County Assessor, Auditor, Tax Collector and other appropriate officials of the County of Sonoma are hereby authorized and directed to spread the specified assessment upon the tax rolls of all taxable property within the City of Cloverdale in the County of Sonoma, and to receive, collect, and disburse the same in accordance with law and the agreement between the City of Cloverdale and the County of Sonoma.

The foregoing Resolution No. ____-2022 was duly introduced and adopted by the City Council of the City of Cloverdale at its regular meeting held on the 10th day of August 2022 by the following roll call vote:

AYES:

NOES:

ABSTAIN:

ABSENT: None
APPROVED: ATTEST:
______________________________ ____________________________________ Todd Lands, Mayor Michael Maloney, City Clerk
15 Attachment A
City of Cloverdale PERS Retirement Tax Rate Calculation Fiscal Year 2022-23
Classic Members Miscellaneous Safety Total
Earnings subject to PERS - Classic Members $ 1,804,230 $ 884,094 $ 2,688,324 2022/23 PERS Rate - Employer Paid 17.870% 32.750%
Less After Added Benefits 2.240% 9.010%
Net PERS Rate to be Funded by Tax 15.630% 23.740%
Normal Contribution - Classic Members 282,001 209,884
Employer Payment of Unfunded Liability (Total UAL $11,718,350) 405,508 562,812 Amount to be funded by Tax $ 687,509 $ 772,696 $ 1,460,205 New Members Miscellaneous Safety Total
Earnings subject to PERS - New Members $ 1,054,436 $ 693,538 $ 1,747,974 22/23 PERS Rate - Employer Paid 7.470% 12.780%
Net PERS Rate to be Funded by Tax 7.470% 12.780%
Normal Contribution - New Members $ 78,766 $ 88,634
Employer Payment of Unfunded Liability $ 7,128 $ 4,659
Amount to be Funded by Tax - New Members $ 85,894 $ 93,293 $ 179,188 Amount to be Funded by Tax - Total $ 773,404 $ 865,989 $ 1,639,393 (increase of $14,705 over 2021-2022) -
Reserves for Rate Stabilization 950,000
(increase of $75,000 over 2020-2021)
Total Requirements $ 2,589,393
Less Estm Available Balance at July 1, 2022 (1,226,000) Less Other Revenue Sources (Estimates based on prior year) - Interest (based on budget) -
Total Tax Requirement for FY 2022-23 $ 1,363,393
Secured Unsecured Total
Property Values - Fiscal Year 2021-22 Tax Roll 1,344,511,340 61,887,454 $ 1,406,398,794 Less RDA Increment (9,603,831) - $ (9,603,831)
Cloverdale DS Net Value $ 1,396,794,963
Total Requirements $ 1,363,393
Tax Rate (Requirements divided by DS Net Value times 100) Property Tax Rate per $100 of Assessed Value 9.8%
16 CalPERS Miscellaneous and Safety Plans
Pension Override Tax Study for
Fiscal Years 2021/22 and 2022/23
Bartel Associates, LLC
August 1, 2022
17 18
411 Borel Avenue, Suite 620  San Mateo, California 94402 main: 650/377-1600  web: www.bartel-associates.com

ACTUARIAL CERTIFICATION
This report presents our analysis of the City of Cloverdale CalPERS Miscellaneous and Safety Plans (“Plans”).

The purpose of this analysis is to calculate the portion of the City’s CalPERS employer contribution that can be paid through City property taxes for the 2021/22 and 2022/23 fiscal years. Future calculations may differ significantly if the Plan’s experience differs from our assumptions or if there are changes in plan design, actuarial methods or actuarial assumptions. The project scope did not include an analysis of this potential variation. Actuarial calculations for other purposes such as plan funding or financial reporting will differ from those shown in this report.

The analysis is based on our understanding of the benefit provisions, actuarial reports and benefit summaries prepared by CalPERS and provided by the City, and on the methodology detailed in this report. Alternative methods could produce different results. The project scope did not include alternate analyses.

We have reviewed CalPERS information for reasonableness, and have relied on that information as the basis of these calculations. We do not make any representation on the accuracy of CalPERS reports.

To the best of our knowledge, this report is complete and accurate and has been conducted using generally accepted actuarial principles and practices. As members of the American Academy of Actuaries, meeting Academy Qualification Standards, we certify the actuarial results and opinions herein.

We are available to answer any questions on this report.

Respectfully submitted,

DRAFT DRAFT
Doug Pryor, ASA, EA, MAAA
August 1, 2022
Bianca Lin, FSA, EA, FCA, MAAA
August 1, 2022
O:\Clients\City of Cloverdale\Projects\CalPERS\6-30-2020 POT\BA CloverdaleCi 2022-08-01 Pension Override Tax Report.docx 19 TABLE OF CONTENTS

SECTION PAGE

1. Summary of Results 1

2. Purpose and Methodology 2

3. Normal Cost Analysis 6

4. Employer Paid Member Contributions 13

5. Unfunded Actuarial Accrued Liability Analysis 14

6. Employer Contribution Analysis 16

7. Summary of Data Provided 23

8. Definitions 24
20 SECTION 1

SUMMARY OF RESULTS
Pension Override Tax Report Page 1
We understand the City of Cloverdale’s property tax can be used to pay for CalPERS retirement benefits effective or contracted before July 1, 1978. The purpose of this study is to estimate the portions of the CalPERS employer contributions and Employer Paid Member Contributions (EPMC) for fiscal years 2021/22 and 2022/23 that are attributable to benefits in effect or contracted before July 1, 1978.

Using the actuarial assumptions and methodology described in this report, we have estimated the portions of the City’s 2021/22 and 2022/23 CalPERS required employer contributions and EPMC for the Miscellaneous and Safety Plans attributable to pre-July 1, 1978 benefit levels and to subsequent benefit improvements. The following summarizes the results of our calculations.

Employer Contribution and EPMC Attribution
June 30, 2020 Unfunded Actuarial Accrued Liability Attribution 2021/22 Fiscal Year 2022/23 Fiscal Year
Amounts
($000s)
Percent
of Total
Amounts
($000s)
Percent
of Total
 Total Employer Contribution and
EPMC Attributable to Pre-1978
Benefit Level
$1,416 85.9% $1,489 84.9%
 Total Employer Contribution and
EPMC Attributable to Post-1978
Benefit Level
233 14.1% 264 15.1%
 Total 1,649 100.0% 1,754 100.0%
Miscellaneous
($millions)
Safety
($millions)
Total
($millions)
Percent of
Total
 Total Unfunded Actuarial Accrued
Liability Attributable to Pre-1978
Benefit Level
$4.9 $5.4 $10.3 87.8%
 Total Unfunded Actuarial Accrued
Liability Attributable to Post-1978
Benefit Level

0.5 0.9 1.4 12.2%
 Total 5.4 6.3 11.7 100.0%
21 SECTION 2

PURPOSE AND METHODOLOGY
Pension Override Tax Report Page 2
The purpose of this study is to estimate the portion of the CalPERS employer contributions for fiscal years 2021/22 and 2022/23 that are attributable to benefits in effect or contracted before July 1, 1978.

CalPERS Miscellaneous Plan Benefits
The benefit in effect on July 1, 1978 for Miscellaneous employees was  2% @ 60 benefit formula, with final 3 year average compensation and 2% COLA Benefit improvements effective after July 1, 1978 that impact the City’s CalPERS contribution rates must be separated. These are:
 1 year final average compensation (FAE 1), effective 7/18/1983  2% @ 55 benefit formula, effective 11/13/2000
 2% @ 62 benefit formula, effective 1/1/2013. This PEPRA benefit is a lower benefit than the pre-1978 2%@60 benefit and so is not a benefit improvement.

Retirement Age
Benefit Multiplier
22 SECTION 2

PURPOSE AND METHODOLOGY
Pension Override Tax Report Page 3
CalPERS Safety Police and Safety Fire Plans Benefits
The benefit in effect on July 1, 1978 for Safety Police and Fire employees was:
 2% @ 55 benefit formula, with final 3 year average compensation, industrial disability benefit and 2% COLA
Benefit improvements effective after July 1, 1978 that impact the City’s CalPERS contribution rates must be separated. These are:
 Final 1 year average compensation (FAE 1), effective 7/18/1983  2% @ 50 benefit formula, effective 12/25/19891
 3% @ 50 benefit formula, effective 7/21/20032
 2.7% @ 57 benefit formula, effective 1/1/2013. Although PEPRA 2.7%@55 has a higher benefit than the pre-1978 benefit level, on average the PEPRA formula employer normal cost is lower because PEPRA member contributions are higher.

So it is not considered a benefit improvement.
1 2%@50 benefit improvement was not included in the 2005 study because we were told 2%@50 benefit formula in effect before 7/1/1978.
2 Fire department contracted out in 1997. 3% @ 50 applies to the remaining Police Safety employees. Benefit Multiplier Retirement Age
23 SECTION 2

PURPOSE AND METHODOLOGY
Pension Override Tax Report Page 4
Cost of Benefit Improvements
The actual cost of a defined benefit plan are determined by a number of factors including:
 amount of the benefit (which depends on salary, service, and retirement age)  how long participants and beneficiaries live to receive payments,  investment returns.

There is no perfect way to evaluate the “true cost” of a benefit change. In part this is because the cost can’t be determined until all benefits have been paid. Two other important difficulties arise:
 Benefit changes typically change employee behavior, including changes in retirement ages (e.g. earlier retirement when benefits are improved). While retirement ages can be observed post benefit change, determining when participants would have retired without the benefit change is unknown.
 Salary negotiations are often influenced by pension benefits. While historical salary can be observed post benefit change, determining what salary participants would have received without the benefit change is unknown.

Following is an example illustrating how lower salaries negotiated in concert with a benefit increase can impact the perceived cost of a benefit improvement.

Illustrative Example for Sample Safety Employee
Original
Benefit
Formula
2% @ 55
Improved
Benefit Formula
2% @ 50
Unchanged
Final
Compensation
Improved
Benefit Formula
2% @ 50
Lower
Final
Compensation
Final compensation $ 100,000 $ 100,000 $ 95,000
Retirement age 55 55 55
Service at retirement 30 years 30 years 30 years
Benefit Factor for formula 2.00% 2.70% 2.70%
Annual Retirement Benefit
(compensation x service x
benefit factor)
$ 60,000 $ 81,000 $ 76,950
Apparent pension increase
due to benefit change 35% 28.25%
Our calculations do not reflect any employee behavior changes or salary changes triggered by the benefit level change, except for differences by benefit level reflected in CalPERS actuarial assumptions.
24 SECTION 2

PURPOSE AND METHODOLOGY
Pension Override Tax Report Page 5
Cost of CalPERS Benefit Improvements after July 1, 1978 We estimated the impact of benefit improvements effective after July 1, 1978 by estimating the increase in the Normal Cost (see Section 3) and the portion of the Unfunded Actuarial Accrued Liability (see Section 5) due to the benefit improvements.

The estimated cost of benefit improvements can change from time to time as CalPERS actuarial assumptions change. The biggest impacts are generally from changes in the discount rate or assumed future salary increases.

Cost of CalPERS Benefit in Effect on July 1, 1978
We estimated the cost of benefits in effect on July 1, 1978 by subtracting our estimate of the cost of benefit improvements effective after July 1, 1978 from the total CalPERS employer contribution rates for each year.

CalPERS Normal Cost by Tier
The City participates in CalPERS Miscellaneous and Safety risk pools and CalPERS provides separate valuation reports with the total normal cost and payroll separately for each benefit tier.
25 SECTION 3

NORMAL COST ANALYSIS
Pension Override Tax Report Page 6
The following tables summarizes the net employer (“ER”) normal cost change due to each benefit improvement after July 1, 1978 separately for each plan and tier. Costs are estimated based on CalPERS June 30, 2020 Miscellaneous and Safety Risk Pool actuarial valuations.

Miscellaneous Tier 1 Plan
June 30, 2020
Benefit
Improvements
Effective
Date
Estimated
ER Normal Cost
as a Percentage
of PERSable
Payroll Basis for Estimate
Final One
Year Average
Compensation
7/18/1983 0.49% Normal cost increase for Final One Year Average Compensation for 2% @ 60
benefit formula
2%@55
Benefit
Formula
11/13/2000 1.75% Normal cost increase for 2%@55 over
2% @ 60 benefit formula with 2%
COLA and FAE 1
Total 2.24%
Miscellaneous Tier 2 Plan
Miscellaneous Tier 2 is the PEPRA 2%@62 formula. It is a lower benefit than the pre1978 benefit. Therefore all PEPRA 2%@62 benefits can be paid from the Pension Override Tax.
26 SECTION 3

NORMAL COST ANALYSIS
Pension Override Tax Report Page 7
Safety Tier 1 Plans
June 30, 2020
Benefit
Improvements
Effective
Date
Estimated
ER Normal Cost
as a Percentage
of PERSable
Payroll Basis for Estimate
Final One Year
Average
Compensation
7/18/1983 0.88% Normal cost increase for Final One
Year Average Compensation for 2% @
55 benefit formula
2%@50
Benefit Formula
12/25/1989 3.65% Normal cost increase for 2% @ 50 over
2% @ 55 benefit formula with
industrial disability benefit, 2% COLA,
and FAE 1
3%@50
Benefit Formula
7/21/2003 4.48% Normal cost increase for 3% @ 50 over
2% @ 50 benefit formula with
industrial disability benefit, 2% COLA,
and FAE 1
Total 9.01%
Safety Tier 2 Plans
Safety Tier 2 is the PEPRA 2.7%@57 formula. Although it has a higher benefit than the pre-1978 benefit level, the PEPRA employer normal cost is lower because on average, PEPRA member contributions are higher. Therefore, the cost of 2.7%@57 benefits can be paid from the Pension Override Tax.
27 SECTION 3

NORMAL COST ANALYSIS
Pension Override Tax Report Page 8
Normal Cost rates for FY2021/22 are based on the following information in the June 30, 2019 actuarial valuation reports and the cost of benefit improvements from pages 6 and 7.

Miscellaneous
FY 2021/22
Tier 1 PEPRA Total
 Total employer normal cost rate
as a percentage of payroll 10.88% 7.59% 9.75%
 ER Normal Cost attributable to
Post-1978 Benefit Level
(calculated on previous pages)

2.24% 0.00% 1.47%
 ER Normal Cost attributable to
Pre-1978 Benefit Level 8.64% 7.59% 8.28%
 FY 2021/22 projected payroll
($’000s) $1,629 $853 $2,482
Safety
FY 2021/22
Tier 1 PEPRA Total
 Total employer normal cost rate
as a percentage of payroll 23.71% 13.13% 18.98%
 ER Normal Cost attributable to
Post-1978 Benefit Level
(calculated on previous pages)

9.01% 0.00% 4.98%
 ER Normal Cost attributable to
Pre-1978 Benefit Level 14.70% 13.13% 14.00%
 FY 2021/22 projected payroll
($’000s) $698 $563 $1,261

28 SECTION 3

NORMAL COST ANALYSIS
Pension Override Tax Report Page 9
Normal Cost rates for FY2022/23 are based on the following information in the June 30, 2020 actuarial valuation reports and the cost of benefit improvements from pages 6 and 7.

Miscellaneous
FY 2022/23
Tier 1 PEPRA Total
 Total employer normal cost rate 10.87% 7.47% 9.65%
 ER Normal Cost attributable to
Post-1978 Benefit Level
(calculated on previous pages)

2.24% 0.00% 1.44%
 ER Normal Cost attributable to
Pre-1978 Benefit Level 8.63% 7.47% 8.21%
 FY 2022/23 projected payroll
($’000s) $1,762 $987 $2,749
Safety
FY 2022/23
Tier 1 PEPRA Total
 Total employer normal cost rate
as a percentage of payroll 23.75% 12.78% 19.39%
 ER Normal Cost attributable to
Post-1978 Benefit Level
(calculated on previous pages)

9.01% 0.00% 5.43%
 ER Normal Cost attributable to
Pre-1978 Benefit Level 14.74% 12.78% 13.96%
 FY 2022/23 projected payroll
($’000s) $934 $617 $1,551

29 SECTION 3

NORMAL COST ANALYSIS
Pension Override Tax Report Page 10
Following is the employer (ER) normal cost rate (as percentage of PERSable payroll) for Miscellaneous and Safety attributable to pre and post July 1, 1978 benefit improvements as calculated above. Results include combined Tier1 and Tier 2.

FY 2021/22 FY 2022/23
Miscellaneous Safety Miscellaneous Safety
 ER normal cost
rate

9.75% 18.98% 9.65% 19.39%
 ER Normal Cost
attributable to
Post-1978
Benefits

1.47% 4.98% 1.44% 5.43%
 ER Normal Cost
attributable to
Pre-1978
Benefits

8.28% 14.00% 8.21% 13.96%
30 SECTION 3

NORMAL COST ANALYSIS
Pension Override Tax Report Page 11
Future Normal Cost Projection
(for Illustrative Purposes Only)
Each year in the future, Miscellaneous and Safety classic members in Tier 1 will leave employment with the City and be replaced by employees in the PEPRA tiers. As this happens, the portion of the City’s normal cost that is attributable to post-July 1, 1978 benefit improvements will decrease, PEPRA members’ benefits are lower than (PEPRA) the pre-July 1, 1978 benefit level. The following chart illustrates that anticipated change.

The chart is based on the following assumptions:
 7.00% discount rate used in the 6/30/20 CalPERS valuation; does not reflect the 2021 discount rate change to 6.8% or the impact of future discount rate reductions anticipated from CalPERS’ Risk Mitigation policy. No other changes in CalPERS actuarial assumptions after the 6/30/20 valuations are included.  All PEPRA benefit formulas effective January 1, 2013 are equal or lower than the pre-1978 benefit level.
 All future hires receive the PEPRA benefit.
 Payroll for classic members decreases to zero in 2041/42 in a straight line.

Miscellaneous: Projection of Post-1978 Normal Cost
Conclusion: When all active Miscellaneous members are in the PEPRA tier, none of the normal cost will be attributable to post July 1, 1978 benefit increases. 31 SECTION 3

NORMAL COST ANALYSIS
Pension Override Tax Report Page 12
Safety: Projection of Post-1978 Normal Cost
Conclusion: When all active Safety members are in the PEPRA tier, none of the normal cost will be attributable to post July 1, 1978 benefit increases. 32 SECTION 4

EMPLOYER PAID MEMBER CONTRIBUTIONS
Pension Override Tax Report Page 13
The City makes Employer Paid Member Contributions (EPMC) for Classic Tier 1 Miscellaneous and Safety employees: 7% and 9% of PERSable payroll for Miscellaneous and Safety, respectively. The City’s legal counsel has concluded that EPMC can be paid from the pension override tax.

The member contributions for Miscellaneous 2%@60 and Safety 2%@55 benefit formulas in effect before 7/1/1978 were both 7% of PERSable payroll. The member contributions for Miscellaneous 2%@55 benefit formula is 7% of PERSable payroll and the member contributions for Safety 3%@50 benefit formula is 9% of PERSable payroll.

Therefore, all of the 7% EPMC for Miscellaneous Tier 1 employees is attributable to the Pre-1978 benefit level. For Safety Tier 1 employees, 7% of the total 9% EPMC is attributable to the Pre-1978 benefit level and 2% is attributable to the Post-1978 benefit level.

The following tables separate the current EPMC for Miscellaneous and Safety Tier 1 between amounts attributable to post-July 1, 1978 benefit improvements and the remaining attributable to benefit levels in effect at July 1, 1978:

Classic Tier 1
Miscellaneous Safety
 Total EPMC rate as a percentage of payroll 7% 9%
 EPMC Attributable to
Post-1978 Benefit Level 0% 2%
 EPMC Attributable to
Pre-1978 Benefit Level 7% 7%
33 SECTION 5

UNFUNDED ACTUARIAL ACCRUED LIABILITY ANALYSIS
Pension Override Tax Report Page 14
Allocation of Current Unfunded Actuarial Accrued Liability The Plans’ current unfunded actuarial accrued liability (UAAL) must be analyzed to determine what portion of that UAAL is attributable to benefit increases after July 1, 1978. We have used the following assumptions in our analysis:
 CalPERS actual investment returns from June 30, 1984 through June 30, 2021.  Actual returns before 1984 were not available. We estimated each year’s investment return from July 1, 1978 to June 30, 1984 as the average return from 1984 through 2021.
 City PERSable Payroll was estimated as:
 1995 – 2020: Based on CalPERS actuarial reports
 Prior to 1995: projected backward using 2.75% annual total payroll decrease  No adjustment made for prior retirement property taxes different from our model.

Methodology
We developed the UAAL allocation as follows:
1) We applied the normal cost rate attributable to the pre July 1, 1978 benefit level to the PERSable payroll for each year beginning in 1978/79. Normal cost amounts were accumulated to the present with the actual (or assumed, prior to 1984) investment return in each year
2) We applied the normal cost rate attributable to post July 1, 1978 benefit increases to the PERSable payroll in each year after the increase was effective. These amounts were accumulated to the present with the actual (or assumed, prior to 1984) investment return in each year
3) The June 30, 2020 UAAL was then allocated to pre- and post-July 1, 1978 in proportion to the two accumulated balances (1) and (2) above.

This methodology does not take into account any actions the City may have taken in regards to the pension override tax in prior years.

34 SECTION 5

UNFUNDED ACTUARIAL ACCRUED LIABILITY ANALYSIS
Pension Override Tax Report Page 15
Following is the resulting allocation of the June 30, 2020 UAAL.

Safety
June 30, 2020
Total (Miscellaneous + Safety)
June 30, 2020
Miscellaneous
June 30, 2020
Tier 1 PEPRA Total
($’000s) % ($’000s) % ($’000s) %
 Unfunded Liability
Attributable to
Pre-1978 Benefit Level
$4,866 90.3% $68 100.0% $4,934 90.4%
 Unfunded Liability
Attributable to
Post-1978 Benefit Level
525 9.7% 0 0.0% 525 9.6%
 Total 5,391 100.0% 68 100.0% 5,459 100.0%
Tier 1 PEPRA Total
($’000s) % ($’000s) % ($’000s) %
 Unfunded Liability
Attributable to
Pre-1978 Benefit Level
$5,288 85.4% $66 100.0% $5,354 85.5%
 Unfunded Liability
Attributable to
Post-1978 Benefit Level
906 14.6% 0 0.0% 906 14.5%
 Total 6,194 100.0% 66 100.0% 6,259 100.0%
Tier 1 PEPRA Total
($’000s) % ($’000s) % ($’000s) %
 Unfunded Liability
Attributable to
Pre-1978 Benefit Level
$10,154 87.7% $134 100.0% $10,288 87.8%
 Unfunded Liability
Attributable to
Post-1978 Benefit Level
1,430 12.3% 0 0.0% 1,430 12.2%
 Total 11,584 100.0% 134 100.0% 11,718 100.0%
35 SECTION 6

EMPLOYER CONTRIBUTION ANALYSIS
Pension Override Tax Report Page 16
Sections 3, 4 and 5 described how the normal cost, EPMC and unfunded actuarial accrued liability were allocated to pre and post July 1, 1978 benefit levels. The following pages detail how these allocations attribute the total employer contributions for 2021/22 and 2022/23:
 Normal Cost based on the Normal Cost Percentages from Section 3 and projected PERSable payroll from the 6/30/19 and 6/30/20 actuarial valuation reports.  EPMC based on member contribution rates from Section 4 and projected PERSable payroll from the 6/30/19 and 6/30/20 actuarial valuation reports  UAAL amortization payments allocated in proportion to the allocated UAAL calculated in Section 5 of this report

36 SECTION 6

EMPLOYER CONTRIBUTION ANALYSIS
Pension Override Tax Report Page 17
Employer Contributions for 2021/22 Fiscal Year
Employer Normal Cost and EPMC - Miscellaneous
2021/22 Fiscal Year
UAAL Payments - Miscellaneous
2021/22 Fiscal Year
Total Miscellaneous
2021/22 Fiscal Year
Tier 1 PEPRA Total
($’000s) % ($’000s) % ($’000s) %
 Employer Normal Cost
and EPMC attributable to
Pre-1978 benefit level
$255 87.5% $65 100.0% $320 89.7%
 Employer Normal Cost
and EPMC attributable to
Post-1978 benefit level
36 12.5% 0 0.0% 36 10.3%
 Total 291 100.0% 65 100.0% 356 100.0%
Tier 1 PEPRA Total
($’000s) % ($’000s) % ($’000s) %
 UAAL Amortization
Payments attributable to
Pre-1978 benefit level
$432 90.3% $6 100.0% $438 90.4%
 UAAL Amortization
Payments attributable to
Post-1978 benefit level
47 9.7% 0 0.0% 47 9.6%
 Total 479 100.0% 6 100.0% 485 100.0%
Tier 1 PEPRA Total
($’000s) % ($’000s) % ($’000s) %
 Total Employer
Contributions and EPMC
attributable to Pre-1978
benefit level
$687 89.2% $71 100.0% $758 90.1%
 Total Employer
Contributions and EPMC
attributable to Post-1978
benefit level
83 10.8% 0 0.0% 83 9.9%
 Total 770 100.0% 71 100.0% 841 100.0%
37 SECTION 6

EMPLOYER CONTRIBUTION ANALYSIS
Pension Override Tax Report Page 18
Employer Contributions for 2021/22 Fiscal Year (Continued) Employer Normal Cost and EPMC – Safety
2021/22 Fiscal Year
UAAL Payments – Safety
2021/22 Fiscal Year
Total Safety
2021/22 Fiscal Year
Tier 1 PEPRA Total
($’000s) % ($’000s) % ($’000s) %
 Employer Normal Cost
and EPMC attributable to
Pre-1978 benefit level
$151 66.3% $74 100.0% $225 74.6%
 Employer Normal Cost
and EPMC attributable to
Post-1978 benefit level
77 33.7% 0 0.0% 77 25.4%
 Total 228 100.0% 74 100.0% 302 100.0%
Tier 1 PEPRA Total
($’000s) % ($’000s) % ($’000s) %
 UAAL Amortization
Payments attributable to
Pre-1978 benefit level
$428 85.4% $4 100.0% $432 85.5%
 UAAL Amortization
Payments attributable to
Post-1978 benefit level
73 14.6% 0 0.0% 73 14.5%
 Total 502 100.0% 4 100.0% 505 100.0%
Tier 1 PEPRA Total
($’000s) % ($’000s) % ($’000s) %
 Total Employer
Contributions and EPMC
attributable to Pre-1978
benefit level
$580 79.4% $78 100.0% $657 81.4%
 Total Employer
Contributions and EPMC
attributable to Post-1978
benefit level
150 20.6% 0 0.0% 150 18.6%
 Total 730 100.0% 78 100.0% 808 100.0%
38 SECTION 6

EMPLOYER CONTRIBUTION ANALYSIS
Pension Override Tax Report Page 19
Employer Costs for 2021/22 Fiscal Year (Continued)
Employer Contribution and EPMC Attribution – Grand Total 2021/22 Fiscal Year
Miscellaneous Safety Total
($’000s) % ($’000s) % ($’000s) %
 Total Employer
Contributions and
EPMC attributable
to Pre-1978 benefit
level
$758 90.1% $657 81.4% $1,416 85.9%
 Total Employer
Contributions and
EPMC attributable
to Post-1978 benefit
level
83 9.9% 150 18.6% 233 14.1%
 Total 841 100.0% 808 100.0% 1,649 100.0%
39 SECTION 6

EMPLOYER CONTRIBUTION ANALYSIS
Pension Override Tax Report Page 20
Employer Costs for 2022/23 Fiscal Year
Employer Normal Cost and EPMC - Miscellaneous
2022/23 Fiscal Year
UAAL Payments - Miscellaneous
2022/23 Fiscal Year
Total Miscellaneous
2022/23 Fiscal Year
Tier 1 PEPRA Total
($’000s) % ($’000s) % ($’000s) %
 Employer Normal Cost
and EPMC attributable to
Pre-1978 benefit level
$275 87.5% $74 100.0% $349 89.8%
 Employer Normal Cost
and EPMC attributable to
Post-1978 benefit level
39 12.5% 0 0.0% 39 10.2%
 Total 315 100.0% 74 100.0% 389 100.0%
Tier 1 PEPRA Total
($’000s) % ($’000s) % ($’000s) %
 UAAL Amortization
Payments attributable to
Pre-1978 benefit level
$366 90.3% $7 100.0% 373 90.4%
 UAAL Amortization
Payments attributable to
Post-1978 benefit level
39 9.7% 0 0.0% 39 9.6%
 Total 406 100.0% 7 100.0% 413 100.0%
Tier 1 PEPRA Total
($’000s) % ($’000s) % ($’000s) %
 Total Employer
Contributions and EPMC
attributable to Pre-1978
benefit level
$641 89.0% $81 100.0% $722 90.1%
 Total Employer
Contributions and EPMC
attributable to Post-1978
benefit level
79 11.0% 0 0.0% 79 9.9%
 Total 720 100.0% 81 100.0% 801 100.0%
40 SECTION 6

EMPLOYER CONTRIBUTION ANALYSIS
Pension Override Tax Report Page 21
Employer Costs for 2022/23 Fiscal Year (Continued)
Employer Normal Cost and EPMC – Safety
2022/23 Fiscal Year
UAAL Payments – Safety
2022/23 Fiscal Year
Total Safety
2022/23 Fiscal Year
Tier 1 PEPRA Total
($’000s) % ($’000s) % ($’000s) %
 Employer Normal Cost
and EPMC attributable to
Pre-1978 benefit level
$203 66.4% $79 100.0% $282 73.3%
 Employer Normal Cost
and EPMC attributable to
Post-1978 benefit level
103 33.6% 0 0.0% 103 26.7%
 Total 306 100.0% 79 100.0% 385 100.0%
Tier 1 PEPRA Total
($’000s) % ($’000s) % ($’000s) %
 UAAL Amortization
Payments attributable to
Pre-1978 benefit level
$481 85.4% $5 100.0% $485 85.5%
 UAAL Amortization
Payments attributable to
Post-1978 benefit level
82 14.6% 0 0.0% 82 14.5%
 Total 563 100.0% 5 100.0% 567 100.0%
Tier 1 PEPRA Total
($’000s) % ($’000s) % ($’000s) %
 Total Employer
Contributions and EPMC
attributable to Pre-1978
benefit level
$684 78.7% $83 100.0% $767 80.6%
 Total Employer
Contributions and EPMC
attributable to Post-1978
benefit level
185 21.3% 0 0.0% 185 19.4%
 Total 869 100.0% 83 100.0% 952 100.0%
41 SECTION 6

EMPLOYER CONTRIBUTION ANALYSIS
Pension Override Tax Report Page 22
Employer Costs for 2022/23 Fiscal Year (Continued)
Employer Contribution and EPMC Attribution – Grand Total 2022/23 Fiscal Year
Miscellaneous Safety Total
($’000s) % ($’000s) % ($’000s) %
 Total Employer
Contributions and
EPMC attributable to
Pre-1978 benefit level
$722 90.1% $767 80.6% $1,489 84.9%
 Total Employer
Contributions and
EPMC attributable to
Post-1978 benefit level
79 9.9% 185 19.4% 264 15.1%
 Total 801 100.0% 952 100.0% 1,754 100.0%
42 SECTION 7

SUMMARY OF DATA PROVIDED
Pension Override Tax Report Page 23
The City provided the following information used in our calculations:
 Miscellaneous Plan
 6/28/2001 CalPERS Coverage Key
 1996 – 2020 CalPERS actuarial valuation reports
 MyCalPERS benefit provision screen shots
 Safety Plan
 6/30/1985 CalPERS actuarial valuation report
 6/28/2001 CalPERS Coverage Key
 6/25/2003 CalPERS Amendment to Contract
 1996 – 2020 CalPERS actuarial valuation reports
 MyCalPERS benefit provision screen shots
43 SECTION 8

DEFINITIONS
Pension Override Tax Report Page 24
 Present Value of Benefits (PVB): An actuarial valuation begins with participant data (including active employees, former employees not in payment status, participants and beneficiaries in payment status) at the valuation date. Using this data and actuarial assumptions, the actuary projects future benefit payments. The assumptions model, among other things, when people will retire, terminate, die or become disabled, as well as what future benefits might be, depending on such things as future salary increases and cost of living. Those future benefit payments are discounted, using expected future investment return and the likelihood of receiving a benefit, back to the valuation date. This discounted present value is the plan's present value of benefits. It represents the amount the plan needs as of the valuation date to pay all future benefits – if all assumptions are met and no future contributions (employee or employer) are made.
 Normal Cost (NC): The Present Value of Benefits is not funded immediately upon an employee’s hire. Instead it is treated as deferred compensation and funded over an employee’s working career. The Normal Cost represents the portion of the present value of benefits allocated to, or expected to be earned (on an actuarial, not actual, basis) in the coming year. The Normal Cost is paid by employees and the employer each year as a percentage of PERSable payroll.
 Actuarial Accrued Liability (AAL): This represents the portion of the present value of benefits that participants have earned (on an actuarial, not actual, basis) through the valuation date, or allocated are considered to be allocated to periods of past service. This includes the full PVB for retirees and inactive participants, and a portion of the PVB for current active employees.
 Plan Assets: This includes funds that have been accumulated in CalPERS’ trust fund so they can pay plan benefits and expenses. Amounts are attributable to contributions made by employees and the employer, and to past investment earnings.  Unfunded Actuarial Accrued Liability (UAAL): If all actuarial assumptions had always been exactly met, the accumulated plan assets would equal the actuarial accrued liability. The difference between the actuarial accrued liability and plan assets is the UAAL. It represents the amount of the actuarial accrued liability that must still be funded.

In each actuarial valuation, the plan actuary calculates the increase or decrease in the UAAL from several sources including investment return, experience different than expected, and plan changes. Each of these is a new UAAL layer which is amortized – paid off (or credited) over time in the employer contributions. The total UAAL amortization payment is paid monthly as a separate portion of the employer contribution.
44 City Council/Successor Agency
Agenda Item Summary Agenda Item: D3
Meeting Date: August 10, 2022
Agenda Section:

Consent
Staff Contact:

Kevin Thompson, Assistant City Manager, Community Dev. Director Agenda Item Title:

Award of the Cloverdale Plaza Park Restroom Project to Rege Construction, Inc. in the amount of $76,657.00 and authorize budget amendment and total budget of $84,322.70. _____________________________________________________________________________________ Recommended Council Action(s):

Adopt resolution entitled, “A Resolution of the City Council of the City of Cloverdale Awarding Cloverdale Plaza Park Restroom Project to Rege Construction, Inc. in the amount of $76,657.00, authorize and approve an overall project budget of $84,322.70 and authorize the City Manager to execute a contract with Rege Construction, Inc.”
________________________________________________________________________________________ Background:

Construction documents for the public infrastructure improvements for the Plaza Park Restroom project were prepared. The project was advertised for bids in accordance with the requirements of the California Public Contract Code, and applicable requirements of Chapter 3.12 of the Cloverdale Municipal Code.

On July 28, 2022, bids were opened. Per the bid documents, the award of the contract is to be based on the lowest responsive and responsible bid received. At the bid opening four (3) bids were received as follows:
• Rege Construction, Inc. $76,657.00
• Oak Grove Construction Company, Inc. $81,531.00
• Diamond D Construction, LLC $104,699.0
An engineer’s estimate for this project was $67,625.0.
________________________________________________________________________________________ Summary:

The City’s consultant, MOE Engineering, Inc. examined the bids submitted and found Rege Construction, Inc. to be in conformance with the requirements of the bid documents and the lowest responsible bidder. Based on the bid received and in accordance with Public Contract Code requirements, staff is recommending that Council authorize award of Cloverdale Plaza Park Restroom Project to Rege Construction, Inc., based on their low bid price of $76,657.00 and request that the City Manager be authorized to execute a contract with Rege Construction, Inc.

City Staff also request that the City Council authorize a project budget of $76,657.00 plus a 10% contingency of $7,665.70 for a total budget of $84,322.70. ________________________________________________________________________________________ Options:

1. Deny Resolution and reject all bids.

2. Provide alternative direction to Staff.
________________________________________________________________________________________ 45 City Council/Successor Agency Agenda Item Summary
Meeting Date: August 10, 2022
Item No. D3

Page 2 of 2 ends

Subcommittee Recommendation:

This project was previously reviewed and recommended by the Public Works Subcommittee and subsequently approved by the City Council.
________________________________________________________________________________________ Budget/Financial Impact:

Funding for the Project is included in the Fiscal Year 2022-23 budget in the Facilities Maintenance Fund (Fund Account No. 100-40-401-49130-000).

Project Budget total (Contract + 10% Contingency) $84,322.70 ________________________________________________________________________________________ Attachments:

1. Resolution

2. Bid Results
46 CITY OF CLOVERDALE

CITY COUNCIL
RESOLUTION NO. _____ – 2022

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVERDALE AWARDING CLOVERDALE PLAZA PARK RESTROOM PROJECT TO REGE CONSTRUCTION, INC. IN THE AMOUNT OF $76,657.00, AUTHORIZE AND APPROVE AN OVERALL PROJECT BUDGET $84,322.70 AND AUTHORIZE THE CITY MANAGER TO EXECUTE A CONTRACT WITH REGE CONSTRUCTION, INC.

WHEREAS, the City of Cloverdale intends to construct a public restroom at Cloverdale’s Plaza Park; and WHEREAS, the City advertised for bid the Cloverdale Plaza Park Restroom Project; and WHEREAS, The City's consultant, MOE Engineering and City Staff reviewed all bids received, and identified Rege Construction, Inc. as the lowest responsive bidder with a bid amount of $76,657.00; and WHEREAS, Rege Construction, Inc. is qualified to perform the Cloverdale Plaza Park Restroom Project; and
WHEREAS, the City of Cloverdale has prepared a funding plan sufficient to complete the project plus contingency costs up to $7,657.70 (10% of bid) for a total budget of $84,322.70.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Cloverdale hereby

1. Awards the Cloverdale Plaza Park Restroom Project to Rege Construction, Inc.,

2. Approves an overall project budget of $84,322.70 and

3. Authorizes the City Manager to execute a construction contract with Rege Construction on behalf of the City.

Ayes: Brigham, Councilmember Cruz, Councilmember Turner, Vice Mayor and Mayor Bagby Noes: None

Absent:

Abstaining: None
APPROVED: ATTEST:
______________________________ ____________________________________ Todd Lands, Mayor Mike Maloney, City Clerk
47 Item Item Estimated Unit of Unit Cost Total Cost Unit Cost Total Cost Unit Cost Total Cost Unit Cost Total Cost No. Description Quantity Measure (in figures) (in figures) (in figures) (in figures) (in figures) (in figures) (in figures) (in figures) 1 Mobilization 1 LS $5,000.00 $5,000.00 $12,487.00 $12,487.00 $8,115.00 $8,115.00 $9,000.00 $9,000.00 2 Traffic Control Plan 1 LS $1,000.00 $1,000.00 $889.00 $889.00 $4,030.00 $4,030.00 $1,500.00 $1,500.00 3 Site Preparation 1 LS $2,500.00 $2,500.00 $1,832.00 $1,832.00 $6,570.00 $6,570.00 $8,910.00 $8,910.00 4 Concrete Demolition 300 SF $25.00 $7,500.00 $22.31 $6,694.00 $8.85 $2,655.00 $19.43 $5,830.00 5 Earthwork 1 LS $5,000.00 $5,000.00 $3,822.00 $3,822.00 $6,425.00 $6,425.00 $18,550.00 $18,550.00 6 Restroom Pad Preparation 1 LS $10,000.00 $10,000.00 $6,187.00 $6,187.00 $5,695.00 $5,695.00 $7,781.00 $7,781.00 7 Sewer Connection 1 LS $5,000.00 $5,000.00 $8,456.00 $8,456.00 $8,465.00 $8,465.00 $17,065.00 $17,065.00 8 Water Connection 1 LS $7,500.00 $7,500.00 $7,663.00 $7,663.00 $8,600.00 $8,600.00 $8,251.00 $8,251.00 9 Electrical Connection 1 LS $5,000.00 $5,000.00 $4,762.00 $4,762.00 $6,915.00 $6,915.00 $6,282.00 $6,282.00 10a Minor Concrete, Broom Finish 475 SF $20.00 $9,500.00 $37.00 $17,575.00 $28.00 $13,300.00 $26.00 $12,350.00 10b Minor Concrete, Stamped &
Colored Finish 170 SF $25.00 $4,250.00 $37.00 $6,290.00 $63.30 $10,761.00 $54.00 $9,180.00 Total: $62,250.00 $76,657.00 $81,531.00 $104,699.00
Base Bid Rege Oak Grove Diamond
Total Base Bid: $62,250.00

PLAZA RESTROOM
Engineer's Estimate
48 City Council
Agenda Item Summary
Agenda Item:

Meeting Date:

D4
August 10. 2022
Agenda Section
Consent
Staff Contact
Kevin Thompson, Assistant City Manager / Comm. Dev. Dir Agenda Item Title:

Amend the Fiscal Year 2022-23 budget to include funds for the painting of Police Station and re-staining the arbors in the City Plaza.
________________________________________________________________________________________ Recommended Council Action(s):

The Public Works Subcommittee directed staff to obtain quotes for the dry rot and painting of the police station and the re-staining of the arbors at the City Plaza as both are in in need of refinishing.

Staff obtained separate quotes from Fitzgerald Painting to complete painting of both jobs.

Police Station $16,625 (Includes the south and west facing facades) Re-Stain Arbors $18,750 (Includes all three arbors)
Sub Total $35,375
10% Contingency $ 3,537
Total $38,912
The contractor has indicated he will be able to start work on the Police Station the week of August 22nd. The restaining of the arbor would be scheduled to begin after Friday Night Live is complete this fall.

Alternative Options:

1. Provide alternative direction to staff.

Budget/Financial Impact:

The project will be funded from the General Fund. The proposed budget amendment will reduce the General fund balance by $38,912. The remaining unreserved fund balance is estimated to be $1,691,941.

Subcommittee Recommendation:

Bring forward budget amendment.

Attachments:

1. Resolution

2. Painting Quote from Fitzgerald Painting

3. Arbor Staining Quote from Fitzgerald Painting

4. Budget Amendment Form
49 CITY OF CLOVERDALE

CITY COUNCIL
RESOLUTION NO. ____ –2022
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVERDALE AMENDING THE FY 2022-23 BUDGET AND

AUTHORIZING THE CITY MANAGER TO EXECUTE A CONTRACT AND ANY CHANGE ORDERS WITH FITZGERALD PAINTING IN AN AMOUNT UP TO THE AUTHORIZED PROJECT BUDGET OF $38,912 FOR DRY ROT REPLACEMENT

AND PAINTING OF THE CLOVERDALE POLICE STATION AND RE-STAINING THE ARBORS AT CITY PLAZA WHEREAS, the exterior façade of the Cloverdale Police Department contains dry rot which requires repair and repainting; and
WHEREAS, the wooden arbors at City Park Plaza are deteriorating and need to be re-stained in order to preserve the wood arbors; and
WHEREAS, the City Council directed staff to have the police station dry rot removed and the exterior repainted; and
WHEREAS, Fitzgerald Painting provided a quote for the painting the Police in the amount of $16,625.00 attached hereto as Exhibit A and a quote in the amount of $18,750.00 for the staining of the City Plaza wood Arbors attached hereto as Exhibit B; and
WHEREAS, Fitzgerald Painting is qualified to provide the necessary work to complete the tasks; and WHEREAS, the estimated cost to complete the two painting projects total is $35,375; and WHEREAS, including a 10% contingency increases the total project budget amount is $38,912.50; and NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Cloverdale hereby

1.Approve amending the Fiscal Year 2022-23 budget in the amount of $38,910.50 as shown on Exhibit C; and

2.Approves a minor construction agreement with Fitzgerald Painting and authorizes the City Manager to execute said agreement in a form acceptable to the City Attorney on behalf of the City.

Ayes: (_)Wolter and Mayor Bagby
Noes: (_) None

Absent: (_)
Abstaining: (_) None
APPROVED: ATTEST:
______________________________ ____________________________________ Todd Lands, Mayor Mike Maloney, City Clerk
Exhibit A – Police Station Paint Quote
Exhibit B – Plaza Arbor Paint Quote
Exhibit C – Budget Adjustment Form
50 BID
FITZGERALD DECORATING AND PAINTING – Lic # 1003649
422 WEST 1ST STREET, CLOVERDALE, CA 95425
707-479-4558 / [email protected]
To: City of Cloverdale –
Attn. Kevin Thompson
Front and west side of Police Station
Cloverdale, CA 95425
Job Description: Exterior prep and painting of Commercial building. *Pressure wash to remove dirt and debris
*Scrape loose paint
*Caulk as necessary
*Sand and Prime bare wood
*Mask as necessary cover vegetation and cement
*Prime where necessary
*Paint entire exterior front of building with 2 to 3 color scheme Labor BID: $9,500.00
Paint and Material BID: $2,200.00
Replace dry rot fascia boards on south and west side: $1,600.00 Overhead and profit: $3,325.00
Total BID: $16,625.00
Work will be performed to industry standards and completed in a timely manner. *All labor will be paid prevailing wage
* 10% deposit required up front $1,660.00. Balance due on completion! *Material cost above $2,200.00 will be billed on final invoice *Boom lift will be supplied by City, if not it will be an additional $1,200.00 to rent 51 BID
FITZGERALD DECORATING AND PAINTING – Lic # 1003649
422 WEST 1ST STREET, CLOVERDALE, CA 95425
707-479-4558 / [email protected]
To: City of Cloverdale –
Attn. Kevin Thompson
Pergola Staining Downtown
Cloverdale, CA 95425
Job Description: Exterior prep and staining of 3 Pergolas in downtown plaza *Pressure wash to remove dirt and debris
*Scrape loose stain
*Mask as necessary cover vegetation and cement
*Stain all wood (columns, beams, top boards) spray and roll as necessary Labor BID: $12,500.00
Stain and Material BID: $2,500.00
Overhead and profit: $3,750.00
Total BID: $18,750.00
Work will be performed to industry standards and completed in a timely manner. *All labor will be paid prevailing wage
* 10% deposit required up front $2,730.00. Balance due on completion! *Material cost above $2,500.00 will be billed on final invoice *City must supply boom lift, if not it will be an additional $1,200.00 per week to rent one.
52 Budget Amendment Form

REVENUES AND OTHER FINANCING SOURCES
Fund Dept Amendment
Amount

REVENUE TOTAL -

EXPENDITURES AND OTHER FINANCING USES
Fund Dept Amendment
Amount
100 40-401 38,912
EXPENDITURE TOTAL 38,912

PURPOSE
re-staining the arbors at City Plaza
Date Date
7/28/2022 7/28/2022
Date Entered by Date
Prepared By
Susie Holmes
Department Head Assitant City Manager
Date Prepared
July 28, 2022
Account Description Account No.

Facilties / Parks
Account No.

Facilities - Construction
Requesting Department
Account Description
City Manager
49130-000
Kevin Thompson
Budget amendment to cover costs assoicted with painting the Police Station and X:\Agenda Development\COUNCIL\2022 REPORTS\8-10-2022\B. Consent\d4. Budget Amendment Painting\Attachment 4 - Budget Amendment Form 53 City Council/Successor Agency
Agenda Item Summary Agenda Item:

Meeting Date:

D5
August 10, 2022
Agenda Section:

Consent
Staff Contact:

David Kelley, City Manager
Agenda Item Title:

Policy for the Outdoor Display of Flag by the City.
________________________________________________________________________________________ Recommended Council Action(s):

Adopt a Resolution entitled, “A Resolution of the City Council of the City of Cloverdale Approving a Police for the Outdoor Dis Outdoor Display of Flag by the City of Cloverdale and Provide Direction to City Staff on Next Steps.
________________________________________________________________________________________ Background:

The City maintains flag poles on City owned property including City Hall, Cloverdale Police Department, Library, City Park and Wastewater Treatment Plant. The U.S. Flag and California State Flag are displayed on City owned/maintained flag poles in accordance with the Federal and State laws (Title 4, Chapter 1 of the United States Code and Sections 430 through 439 of the California Government Code).

From time to time the City has flown commemorative flags including the commemorative flag bringing attention to Violence against Children and the Pride (rainbow) Flag in recognition of Pride Month. The raising of commemorative flags by the City has been in conduction with adoption of corresponding proclamation by the City Council. However, the City of Cloverdale does not have a formal policy regarding the display of such flags or the display of commemorative flags.
________________________________________________________________________________________ Summary:

The display of commemorative flags at City facilities can raise First Amendment Free Speech issues, depending on whether the flag is treated as government speech or private speech on public property. Display of commemorative flags by the City could subject the City to First Amendment scrutiny for allowing private speech on public property. If a flagpole was deemed to be a “limited public forum” under the First Amendment, the City could not pick and choose what commemorative flags to fly, except on a contentneutral basis. However, under the government speech doctrine, the City may advance its own speech without requiring viewpoint neutrality when the government itself is the speaker, so long as the City does not show religious preference or encourage a certain vote in an election.

Adoption of a flag policy is recommended to ensure that any commemorative flags flown at City Facilities is considered City speech. In order to ensure that any policy adopted by the City council addresses potential First Amendment Free Speech issues, a flag policy should:

1. Establish standards and procedures for the display of flags at City facilities;

2. Reflect Federal and State laws and the City’s practices and customs; and

3. Be structured in a manner that treats commemorative flags as government speech.

The policy should clearly state that the City flagpoles are not intended to serve as a forum for free expression by the public.
54 City Council/Successor Agency Agenda Item Summary
August 10, 2022
Item No. D5

Page 2 of 2 ends

On June 3rd, the City Council received a staff report from City staff, reviewed flag policies from nearby cities and directed staff to draft a Flag Policy for the City Council’s consideration. In response, staff drafted an “Outdoor Display of Flags” policy establishing standards and procedures for the display of flags at City facilities. The policy reflects Federal and State laws and the City’s practices and customs and is structured in a manner that treats commemorative flags as government speech. The policy prohibits third party requests for commemorative flag displays and only allows for the display of commemorative flags when the request is brought forth by a City Council member and authorized by the City Council as an expression of the Council’s official sentiments.
________________________________________________________________________________________ Options:

1. Provide alternative direction to City staff and/or refer the policy matter back to a Council Subcommittee for further deliberation and policy development; or

2. Do not adopt a flag Policy (not recommended).
________________________________________________________________________________________ Subcommittee Recommendation:

Development of a flag policy was discussed by the Finance Administration & Police Subcommittee on August 3, 20200 and recommended for consideration the City Council. ________________________________________________________________________________________ Budget/Financial Impact:

There is no immediate budget or financial impact associated with adopting a flag policy. ________________________________________________________________________________________ Attachments:

1. Resolution

2. Draft Flag Policy
55 CITY OF CLOVERDALE

CITY COUNCIL
RESOLUTION NO. _____ – 2022

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVERDALE APPROVING A POLICY FOR THE

OUTDOOR DISPLAY OF FLAGS
WHEREAS, the City of Cloverdale (City) displays the Flag of the United States and the Flag of the State of California at City facilities; and
WHEREAS, the City has not historically had a flagpole policy regarding the display of such flags or the display of any commemorative flags; and
WHEREAS, the City Council desires to adopt a policy regarding (1) the display of the United States Flag, and the California State Flag; and (2) the display of commemorative flags at City Hall; and WHEREAS, the City's flagpoles are not intended to serve as a forum for free expression by the public, but rather for the display of the Federal, State, and any commemorative flag as may be authorized by the City Council as an expression of the City Council's official sentiments.

NOW, THEREFORE BE IT RESOLVED that the City Council of the City of Cloverdale does hereby adopt the policy, regarding Outdoor Display of Flags, as set forth in the attached Exhibit A.

Ayes: Brigham, Councilmember Cruz, Councilmember Turner, Vice Mayor and Mayor Bagby Noes: None

Absent:

Abstaining: None
APPROVED: ATTEST:
______________________________ ____________________________________ Todd Lands, Mayor Mike Maloney, City Clerk
Exhibit A – Cloverdale Flag Policy
56 OUTDOOR DISPLAY OF FLAGS POLICY
DRAFT

1. Background
The Cloverdale City Council desires to establish a policy regarding (1) the display of the United States Flag, and the California State Flag; and (2) the display of commemorative flags at the Civic Center and City Green. In adopting this policy, the City Council declares that the City of Cloverdale's flagpoles are not intended to serve as a forum for free expression of the public, but rather for the display of Federal, State, and any commemorative flag as may be authorized by resolution of the City Council as an expression of the City Council's official sentiments. Requests by Councilmembers for commemorative flags must follow Council policies for placing items on Council meeting agendas.

2. Purpose and Scope
The purpose of this Policy is to establish guidance for the outdoor display of flags at City Facilities, including the display of commemorative flags. The Outdoor Display of Flags Policy may be referenced to herein as "this Policy." Nothing in this Policy is intended to control the City's indoor display of flags, including commemorative flags, within City Facilities.

3. Definitions
The following definitions shall apply to this Policy:
"U.S. Flag" means the flag of the United States, as defined by 4 USC 1. "California Flag" means the State Flag of California (also known as the "Bear Flag"), as defined by California Government Code Section 420. "City Facility" means any real property that is owned or operated by the City. "Commemorative Flag" means any flag other than the U.S. Flag or the California Flag.

4. Standards
Flags shall be displayed in accordance with Federal and State statutes, including, but not limited to, Title 4, Chapter 1 of the United States Code and Sections 430 through 439 of the California Government Code, and this Policy. 57 5. Displaying the U.S. Flag and California Flag

5.1 No other flag shall be placed above the U.S. Flag and no other flag shall be larger than the U.S. Flag. Other flags may be flown at the same height and in the same size, in accordance with this Policy. Where both the U.S. Flag and the California Flag are flown, they shall be of the same size.

5.2 Flags should be hoisted briskly and lowered ceremoniously. The U.S. Flag should be hoisted first and lowered last.

5.3 Flags shall be displayed during operating hours on all days on which the City is open for business, and on national and state holidays. Flags may be displayed twenty four (24) hours a day as long as they are illuminated during darkness.

5.4 Flags shall not be displayed during inclement weather. However, all-weather flags may be displayed twenty-four (24) hours a day aslong as they are illuminated during darkness.

5.5 The City shall display the U.S. Flag and the California Flag at City Facilities. The U.S. Flag shall be displayed in the first position of honor. The California State Flag shall be placed in the second position of honor.

6. Displaying Commemorative Flags

6.1 The City's flagpoles are not intended to serve as a forum for free expression by the public. The City shall display commemorative flags only if authorized by the City Council as an expression of the City Council's official sentiments. Any such authorization shall be given at a duly noticed meeting of the City Council.

6.1.1 The City Council shall only consider a request to display a commemorative flag if the request is made by a member of the Cloverdale City Council.

6.1.2 Current Commemorative Flags approved by the City Council include:

Flag Location Time Period
Children’s
Memorial Flag
City Hall April 1 – April
30 Pride Flag City Hall June 1 – June
30 6.2 Commemorative flags shall be displayed for a period of time that is reasonable or customary for the subject that is to be commemorated, but nolonger than thirty-one (31) continuous days, unless City Council expressly authorizes a longer period in accordance with this Policy and to the extent, such display does not conflict with Federal and State laws.
58 6.3 Commemorative flagsshall be displayed exclusively on the City Hall Flagpole and shall not be displayed on flagpoles at the Police Station, Public Works Corporation Yard, Library, City Park, or Senior Center unless an alternative location is approved by the City Council.

6.4 Commemorative flags displayed on the City Hall flagpole shall be displayed in the last position of honor.

7. Displaying Flags at Half-Staff

7.1 Only the U.S. President or Governor of California can order the U.S. Flag or California State Flag to fly at half-staff. It shall be City custom to follow the lead of the federal and state governments when the President and/or Governor orders the flags to be flown at half-staff.

7.2 Whenever the U.S. Flag is flown at half-staff, all displayed flags shall also be flown at half-staff. When lowering a flag to half-staff, the flag shall first be hoisted to its peak for an instant and then lowered to half-staff. At the end of the day, the flag shall again be raised to its peak before being lowered for the day.
59 City Council/Successor Agency
Agenda Item Summary Agenda Item: G1
Meeting Date: August 10, 2022
Agenda Section:

New Business
Staff Contact:

David Kelley, City Manager
Kevin Thompson, Assistant City Manager / Comm. Dev. Dir.

Agenda Item Title: Update on PG&E’s Sustainable Solutions Turnkey (SST) Program for energy efficiency projects.

Recommended Council Action(s):

Receive a presentation on PG&E’s Investment Grade Audit Results and Options for the Sustainable Solutions Turnkey (SST) Program, provide direction on four options and direct staff to return with a financing plan. ________________________________________________________________________________________ Background: Stainable Solutions Turnkey (SST) Program offered by PG&E for municipalities is intended to provide a turnkey, comprehensive approach towards designing, building, managing, commissioning, monitoring and validating energy savings and water conservation projects. Projects are funded from energy cost savings over a multi-year term that matches the energy cost savings. No upfront payments are required.

The program essentially allows for a streamlined solution to implementing energy conservation projects with the goal of implementing energy saving projects at City facilities and using the money saved from reduced energy use and operational maintenance costs to pay the debt service for the design and construction of the project.

The City has been working with PG&E and their subcontractor Centrica Business Solutions to identify energy efficiency projects at City facilities. Staff along PG&E and Centrica have completed two walkthroughs of City facilities. This exercise is known as the “Preliminary Assessment”. Projects identified through the Preliminary Assessment include interior and exterior lighting, HVAC replacement, photovoltaic, water pump station upgrades, wastewater aeration, and thermostats. An additional project not considered in the initial Preliminary Assessment is the installation of electronic water meters. The installation of the electric water meters has been evaluated and shows a positive rate of return. As a result, the electronic water meters have been included in the suite of project. Based on positive findings in the Preliminary Assessment staff with PG&E proceeded to the next two phases, the Investment Grade Assessment and the Procurement / Project Approval.

Project Options: Four options are being presented as a part of this presentation. Staff is seeking direction from the Council on the four options.

Option 1 - Lighting, HVAC, Water Meters & Solar PV + Gridbee System This option includes all the completion of all measures (See attachment 1) Total $8,814,576
First Year Energy\Water\O&M Savings: $567,648
Simple Payback 15.5 years
60 City Council/Successor Agency Agenda Item Summary
Meeting Date: August 10, 2022
Item No. G1

Page 2 of 2 ends

Option 2 - Lighting, Reduced HVAC, Water Meters & Solar PV + Gridbee System This option eliminates the HVAC replacement at the Library and Senior Center. These HVAC projects could be eliminated because the City does not pay the electric utility bill at the Senior Center and the Library, resulting in no energy cost reduction. There will be reduced maintenance cost, however.

Total $8,547,797
First Year Energy\Water\O&M Savings: $565,187
Simple Payback 15.1 years
Option 3 - Lighting, Water Meters & Solar PV
This option eliminates the Gridbee wastewater aeration system.

Total: $7,884,824
First Year Energy\Water\O&M Savings: $540,448
Simple Payback: 14.6 years
Option 4 - Lighting, Reduced HVAC, Water Meters & Solar PV This option eliminates the HVAC replacement at the Library and Senior Center and the Gridbee wastewater aeration system. The HVAC project elimination reasoning is stated above. The proposal for the eliminate the Gridbee wastewater aeration system stems from its expensive and 25-year pay back.

Total $7,618,045
First Year Energy\Water\O&M Savings: $537,987
Simple Payback 14.2 years
Next Steps: Once staff receives consensus from the City Council on which option to pursue, a financing plan will be developed. Staff will return the Council at that point for review and approval of the plan. ________________________________________________________________________________________ Options:

Provide alternate direction to staff.
________________________________________________________________________________________ Subcommittee Recommendation:

Bring forward to Council for consideration.
________________________________________________________________________________________ Budget/Financial Impact:

Project paid for using savings from reduced energy use. ________________________________________________________________________________________ Attachments:

1. Presentation
61 Investment Grade Audit (IGA)
Results and Options
December 21, 2021
Updated February 23, 2022
Updated August 3, 2022
City of Cloverdale
Presented by: For:
62 Sustainability Project – Where Are We?
Project
Qualification
Preliminary
Assessment
Investment Grade
Assessment
Procurement /
Project Approval
Project
Implementation
Measurement &
Verification
63 Project Objectives
• Upgrade mechanical systems across City at or near end of useful life
• Explore potential of upgrading at Library and Senior
Center currently being leased
• Upgrade lighting systems to more energy efficient and longer lasting technology
• Improve lighting quality at facilities/occupant comfort • Meet or Exceed CA Energy Code (Title 24)
• Maximize solar installation to improve Cloverdale’s use of green energy and reduce energy cost
• Upgrade WWTP Mixer technology
• Upgrade City-wide water meters
64 Project Considerations
• Incorporate measures under a single financed project
adhering to CA Government Code 4217, budget neutral over life of term
• Reduce overall energy cost while increasing use of clean energy
• Accomplish without sacrificing occupant comfort
• Upgrade optics of facilities and public perception of sustainability management
• Reduce man-hours needed for collecting water usage and reduce wasted water
• Public outreach for changes to water usage
65 Measures - Evaluated
Lighting
Replace/ retrofit incandescent,
fluorescent, and HID lighting with
LED. Install occupancy and
dimming controls where required
by CA Title 24.

Streetlights
We are upgrading all city-owned
streetlights throughout the city
HVAC Replacement
Replace existing gas/electric
HVAC package units, split
systems and unit heaters with
high efficiency units using the
more environmentally friendly
R410 refrigerant. Install new
thermostats in zones throughout
building to increase temperature
control capability of HVAC
system.

Solar Photovoltaics
Install 900 kW solar photovoltaic
ground-mount structures at the
WWTP to offset 1,147,000 kWh
electric consumption using RESBCT (Renewable Energy Selfgeneration Bill Credit) at multiple city sites.

Solar + Storage
Solar PV at the Wastewater
Treatment Plant will use the
PG&E RES-BCT (Renewable
Energy Self-Generation Bill Credit
Transfer) Program.

This program will allow for
sending power to the
Wastewater Treatment Plant as
well as the City Pumping Station.

WWTP Aeration System
Upgrade
Install six GridBee model AP7000F
floating style mixers, three in Cell
2A, two in Cell 2B and one to be
placed in Cell 3A. This equipment
will decrease the mixing horsepower
required from 105 hp to 19 hp.

This measure also includes two 20
hp Aerzen blowers (includes one full
piped in spare) to produce the 360
cfm air required for the site.

Existing aerators will be left in place
to serve as a backup and as
additional aeration if the loading is
higher than expected.

EV Charging Stations
Install Level 2 or Level 3 EV
chargers located downtown for
shoppers to charge their electric
vehicles.

Water Meters
Replace 3,329 meters with new
high accuracy meters utilizing
AMI technology
66 ADDITIONAL WATER METER

PROJECT DETAILS
67 • System of endpoints, repeaters, collectors, backhaul, server, and software.
• Software separate from billing
• Radio frequency to deliver meter reading
• Numerous suppliers and technologies in the market
• Ability to read service area meter population every day • 1-year warranty on meters / Additional 5-year extension available Advanced Metering Infrastructure (AMI)
68 • Reduce overall water loss
• Transparent and accurate customer usage
• Mapping City’s Water Infrastructure
• Makes the City more resilient
• More Accurate Revenue Projection
• Proper Consumers Outreach Program
• Improve Data Accuracy = Reduce Customer Disputes
• Protect Against Tampering
• Move to Monthly Billing
• Stores All Client Data
• Flags Inaccurate Data
• Reduce Truck Rolls
Benefits of Meter/AMI Upgrade
69 Lighting, HVAC, Water Meters & Solar PV + Gridbee System Indoor/Outdoor Lighting: $ 130,160
Streetlighting: $ 33,425
HVAC Replacement at City Hall, Police Station, Public Library, Senior Center, Corporate Yard, WWTF, WTP: $ 567,869
3,329 Water Meters + AMI w/ WaterSmart: $ 4,150,113
909 kW Solar PV at WWTF: $ 3,003,257
Gridbee System at WWTF w/Steel Building: $ 929,752
Total: $8,814,576
First Year Energy\Water\O&M Savings: $ 567,648
Simple Payback: 15.5 years
Project Option 1
70 Lighting, Reduced HVAC, Water Meters & Solar PV + Gridbee System Indoor/Outdoor Lighting: $ 130,160
Streetlighting: $ 33,425
HVAC Replacement at City Hall, Police Station, Public Library, Senior Center, Corporate Yard, WWTF, WTP: $ 301,090
3,329 Water Meters + AMI w/ WaterSmart: $ 4,150,113
909 kW Solar PV at WWTF: $ 3,003,257
Gridbee System at WWTF w/Steel Building: $ 929,752
Total: $8,547,797
First Year Energy\Water\O&M Savings: $ 565,187
Simple Payback: 15.1 years
Project Option 2
71 Lighting, Reduced HVAC, Water Meters & Solar PV
Indoor/Outdoor Lighting: $ 130,160
Streetlighting: $ 33,425
HVAC Replacement at City Hall, Police Station, Public Library, Senior Center, Corporate Yard, WWTF, WTP: $ 567,869
3,329 Water Meters + AMI w/ WaterSmart: $ 4,150,113
909 kW Solar PV at WWTF: $ 3,003,257
Gridbee System at WWTF w/Steel Building: $ -
Total: $7,884,824
First Year Energy\Water\O&M Savings: $ 540,448
Simple Payback: 14.6 years
Project Option 3
72 Lighting, Reduced HVAC, Water Meters & Solar PV
Indoor/Outdoor Lighting: $ 130,160
Streetlighting: $ 33,425
HVAC Replacement at City Hall, Police Station, Public Library, Senior Center, Corporate Yard, WWTF, WTP: $ 301,090
3,329 Water Meters + AMI w/ WaterSmart: $ 4,150,113
909 kW Solar PV at WWTF: $ 3,003,257
Gridbee System at WWTF w/Steel Building: $ -
Total: $7,618,045
First Year Energy\Water\O&M Savings: $ 537,987
Simple Payback: 14.2 years
Project Option 4
73 Economics by Measure – Option 1
Facility Name FIM Description
Year 1
Electric
Savings
($/yr)
Year 1
Natural Gas
Savings
($/yr)
Year 1
Water
Savings
($/yr)
Year 1
O&M
Savings
($/yr)
Total
Annual Cost
Savings
($/yr)
Total FIM
Cost ($)
Simple
Payback
(years)
City Hall Interior/Exterior Lighting Upgrades $735 $0 $0 $66 $801 $19,233 24.0 Police Station Interior/Exterior Lighting Upgrades $4,539 $0 $0 $310 $4,849 $48,412 10.0 Senior Center Interior/Exterior Lighting Upgrades $0 $0 $0 $200 $200 $6,436 32.1 Water Treatment Plant Interior/Exterior Lighting Upgrades $608 $0 $0 $72 $681 $27,913 41.0 Wastewater Treatment Plant Interior/Exterior Lighting Upgrades $492 $0 $0 $40 $532 $12,318 23.2 Public Corp Yard Interior/Exterior Lighting Upgrades $1,884 $0 $0 $83 $1,967 $15,848 8.1 City of Cloverdale Streetlighting Upgrades $5,759 $0 $0 $678 $6,437 $33,425 5.2 City Hall Turnkey HVAC and T-Stat Upgrades $427 $144 $0 $712 $1,283 $77,220 60.2 Police Station Turnkey HVAC and T-Stat Upgrades $590 $195 $0 $905 $1,690 $99,147 58.7 Public Library Turnkey HVAC and T-Stat Upgrades $0 $0 $0 $1,088 $1,088 $117,971 108.4 Senior Center Turnkey HVAC and T-Stat Upgrades $0 $0 $0 $1,373 $1,373 $148,808 108.4 Public Corp Yard Turnkey HVAC and T-Stat Upgrades $558 $0 $0 $530 $1,088 $57,418 52.8 Wastewater Treatment Plant Turnkey HVAC and T-Stat Upgrades $174 $0 $0 $97 $271 $10,712 39.6 Water Treatment Plant Turnkey HVAC and T-Stat Upgrades $35 $410 $0 $522 $967 $56,593 58.5 Wastewater Treatment Plant GridBee systems at WWTP w/ Steel Building $27,200 $0 $0 $0 $27,200 $929,752 34.2 City of Cloverdale 3,329 water meters throughout city $0 $0 $156,031 $146,458 $302,489 $4,150,113 13.7 City of Cloverdale Solar PV Ground-mount install $214,731 $0 $0 $0 $214,731 $3,003,257 14.0 TOTAL $257,732 $749 $156,031 $153,136 $567,648 $8,814,576 15.5 Measures that are capital intensive having longer paybacks can be supported with the measures that have the shorter ones. It is work that needs to be done regardless, and this structure allows proactive completion under a fundable structure. 74 Cash Flow Inputs – Option 1
Project Total Investment $8,814,576
Utility Incentive $ -
Other Incentive $ 800,000
Other Cost to be Financed (e.g., asbestos abatement) $ - Net Project Investment (After Incentive) $8,014,576
Additional O&M Contribution $ -
Year 1 Electric Savings $ 257,732
Year 1 Natural Gas Savings $ 749
Year 1 Fuel Oil Savings $ -
Year 1 Water Savings $ 156,031
Year 1 Propane Oil Savings $ -
Year 1 Other Utility Savings $ -
Year 1 O&M Savings $ 153,136
Year 1 Measurement & Verification Cost $ -
Year 1 Service Cost $ 27,540
Percentage Energy Savings Achieved in Year 0 0%
Minimum Cash Flow per year $ 1
Loan Period Interest Rate 4.10%
Construction Period (months) 12
Utility Escalation Rate: 3.5%
O&M/Services Esc. Rate: 2.0%
75 Cash Flow Analysis – Option 1
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Electric Savings $ - $ 257,732 $ 266,752 $ 276,089 $ 285,752 $ 295,753 $ 306,105 $ 316,818 $ 327,907 $ 339,384 Natural Gas Savings $ - $ 749 $ 775 $ 802 $ 830 $ 859 $ 890 $ 921 $ 953 $ 986 Water Savings $ - $ 156,031 $ 161,492 $ 167,144 $ 172,994 $ 179,049 $ 185,316 $ 191,802 $ 198,515 $ 205,463 Total Utility Savings $ - $ 414,512 $ 429,020 $ 444,035 $ 459,577 $ 475,662 $ 492,310 $ 509,541 $ 527,375 $ 545,833 O&M Savings $ - $ 153,136 $ 156,199 $ 159,323 $ 162,509 $ 165,759 $ 169,075 $ 172,456 $ 175,905 $ 179,423 Solar Degradation $ - $ (1,111) $ (2,295) $ (3,553) $ (4,891) $ (6,312) $ (7,820) $ (9,420) $ (11,114) Other Annual Savings/Incentive $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Project savings $ - $ 567,648 $ 584,107 $ 601,064 $ 618,532 $ 636,530 $ 655,072 $ 674,176 $ 693,860 $ 714,142 Outstanding Balance $8,014,576 $8,014,576 $7,776,282 $7,513,105 $7,223,623 $6,906,344 $6,559,704 $6,182,064 $5,771,706 $5,326,832 Principal Payment $ - $ 238,294 $ 263,177 $ 289,482 $ 317,279 $ 346,640 $ 377,640 $ 410,357 $ 444,874 $ 481,276 Interest Payment $ 301,813 $ 292,839 $ 282,929 $ 272,027 $ 260,079 $ 247,025 $ 232,804 $ 217,351 $ 200,598 Principal & Interest $ 540,107 $ 556,016 $ 572,411 $ 589,306 $ 606,719 $ 624,665 $ 643,161 $ 662,225 $ 681,874 Measurement and Verification $ - $ - $ - $ - $ - $ - $ - $ - $ - Service Contract $ 27,540 $ 28,090 $ 28,652 $ 29,225 $ 29,810 $ 30,406 $ 31,014 $ 31,634 $ 32,267 Total Project Payments $ 567,647 $ 584,106 $ 601,063 $ 618,531 $ 636,529 $ 655,071 $ 674,175 $ 693,859 $ 714,141 Net annual benefits from Total Project $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 Cumulative Payment for Project $ 567,647 $1,151,753 $1,752,816 $2,371,347 $3,007,876 $3,662,947 $4,337,123 $5,030,982 $5,745,123 Cumulative Project Savings $ 567,648 $1,151,755 $1,752,819 $2,371,351 $3,007,881 $3,662,953 $4,337,130 $5,030,990 $5,745,132 Cumulative Cash Flow $ 1 $ 2 $ 3 $ 4 $ 5 $ 6 $ 7 $ 8 $ 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15 Year 16 Year 17 Year 18 Year 19 Year 20 Totals $ 351,262 $ 363,556 $ 376,281 $ 389,450 $ 403,081 $ 417,189 $ 431,791 $ 446,903 $ 462,545 $ 478,734 $ 495,490 $ 7,288,573 $ 1,021 $ 1,057 $ 1,094 $ 1,132 $ 1,171 $ 1,212 $ 1,255 $ 1,299 $ 1,344 $ 1,391 $ 1,440 $ 21,181 $ 212,654 $ 220,097 $ 227,801 $ 235,774 $ 244,026 $ 252,567 $ 261,406 $ 270,556 $ 280,025 $ 289,826 $ 299,970 $ 4,412,507 $ 564,937 $ 584,710 $ 605,175 $ 626,356 $ 648,278 $ 670,968 $ 694,452 $ 718,758 $ 743,914 $ 769,951 $ 796,899 $11,722,261 $ 183,012 $ 186,672 $ 190,405 $ 194,214 $ 198,098 $ 202,060 $ 206,101 $ 210,223 $ - $ - $ - $ 3,064,569 $ (12,909) $ (14,809) $ (16,818) $ (18,942) $ (21,186) $ (23,556) $ (26,057) $ (28,696) $ (31,479) $ (34,412) $ (37,502) $ (312,882) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ 735,040 $ 756,573 $ 778,762 $ 801,627 $ 825,190 $ 849,472 $ 874,496 $ 900,285 $ 712,436 $ 735,539 $ 759,397 $14,473,949 $4,845,556 $4,325,904 $3,765,807 $3,163,101 $2,515,517 $ 1,820,683 $ 1,076,113 $ 279,207 $ - $ - $ - $ 519,652 $ 560,097 $ 602,707 $ 647,584 $ 694,834 $ 744,570 $ 796,906 $ 279,207 $ - $ - $ - $ 8,014,576 $ 182,474 $ 162,905 $ 141,813 $ 119,116 $ 94,729 $ 68,563 $ 40,524 $ 10,514 $ - $ - $ - $ 3,128,104 $ 702,126 $ 723,002 $ 744,519 $ 766,700 $ 789,564 $ 813,133 $ 837,430 $ 289,721 $ - $ - $ - $11,142,680 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ 32,912 $ 33,570 $ 34,242 $ 34,927 $ 35,625 $ 36,338 $ 37,065 $ 37,806 $ - $ - $ - $ 551,122 $ 735,039 $ 756,572 $ 778,761 $ 801,626 $ 825,189 $ 849,471 $ 874,495 $ 327,527 $ - $ - $ - $11,693,803 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 572,758 $ 712,436 $ 735,539 $ 759,397 $ 2,780,146 $6,480,161 $7,236,733 $8,015,494 $8,817,121 $9,642,310 $10,491,781 $11,366,276 $11,693,803 $ 11,693,803 $ 11,693,803 $ 11,693,803 $6,480,171 $7,236,744 $8,015,506 $8,817,134 $9,642,324 $10,491,796 $11,366,292 $12,266,576 $ 12,979,012 $ 13,714,551 $ 14,473,949 $ 10 $ 11 $ 12 $ 13 $ 14 $ 15 $ 16 $ 572,774 $ 1,285,209 $ 2,020,749 $ 2,780,146 76 Other Considerations
Software Service costs (annual)
• Annual Neptune 360 Software + Data Subscriptions (reflected in CFA): $ 12,577.00 • Vertex One – WaterSmart Annual Licensing Fees (reflected in CFA): $ 14,962.50 Service Options
• Solar O&M: Discuss options
• Water Meter Extended Warranty: $ 16,132.00
• Neptune R900 Gateway Troubleshooting Support Service Agreement: $ 9,914.75 • Neptune R900 Gateway Maintenance Service Agreement: $ 19,829.50 Notes
• Water Meter savings include O&M savings of $146,458.
• Typically, a contingency fund is used for the water meter installation as broken boxes, valves, lids etc. are unpredictable. It is recommended that a customer-owned or Envocore-managed contingency fund be established. Recommended contingency amount is $130,000.
• An estimated total of $800,000 project buy-down from grant and ARPA funds has been incorporated in the Cash Flow Analysis (CFA) 77
Q&A
Discussion
78 Investment Grade Audit (IGA)
Results and Options
December 21, 2021
Updated February 23, 2022
Updated August 8, 2022
City of Cloverdale
Presented by: For:
79 Sustainability Project – Where Are We?
Project
Qualification
Preliminary
Assessment
Investment Grade
Assessment
Procurement /
Project Approval
Project
Implementation
Measurement &
Verification
80 Project Objectives
• Upgrade mechanical systems across City at or near end of useful life
• Explore potential of upgrading at Library and Senior
Center currently being leased
• Upgrade lighting systems to more energy efficient and longer lasting technology
• Improve lighting quality at facilities/occupant comfort • Meet or Exceed CA Energy Code (Title 24)
• Maximize solar installation to improve Cloverdale’s use of green energy and reduce energy cost
• Upgrade WWTP Mixer technology
• Upgrade City-wide water meters
81 Project Considerations
• Incorporate measures under a single financed project
adhering to CA Government Code 4217, budget neutral over life of term
• Reduce overall energy cost while increasing use of clean energy
• Accomplish without sacrificing occupant comfort
• Upgrade optics of facilities and public perception of sustainability management
• Reduce man-hours needed for collecting water usage and reduce wasted water
• Public outreach for changes to water usage
82 Measures - Evaluated
Lighting
Replace/ retrofit incandescent,
fluorescent, and HID lighting with
LED. Install occupancy and
dimming controls where required
by CA Title 24.

Solar + Storage
Solar PV at the Wastewater
Treatment Plant will use the
PG&E RES-BCT (Renewable
Energy Self-Generation Bill Credit
Transfer) Program.

This program will allow for
sending power to the
Wastewater Treatment Plant as
well as the City Pumping Station.

This measure also includes two 20
hp Aerzen blowers (includes one full
piped in spare) to produce the 360
cfm air required for the site.

Existing aerators will be left in place
to serve as a backup and as
additional aeration if the loading is
higher than expected.

EV Charging Stations
Install Level 2 or Level 3 EV
chargers located downtown for
shoppers to charge their electric
vehicles.

Water Meters
Replace 3,329 meters with new
high accuracy meters utilizing
AMI technology
83 ADDITIONAL WATER METER

PROJECT DETAILS
84 • System of endpoints, repeaters, collectors, backhaul, server, and software.
• Software separate from billing
• Radio frequency to deliver meter reading
• Numerous suppliers and technologies in the market
• Ability to read service area meter population every day • 1-year warranty on meters / Additional 5-year extension available Advanced Metering Infrastructure (AMI)
85 • Meters on a Pre-Order Hold to Secure Pricing (not timing) • Economic Benefit with City-wide Approach
• Reduced Infrastructure and Billing Challenges
• Single Coordinated Customer Outreach Program
Benefits of Single Meter/AMI Upgrade Project
Original Plan 0 1 2 3 4 5 6 7 8
Project Cost $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 Savings $ 37,500 $ 75,000 $ 112,500 $ 150,000 $ 187,500 $ 225,000 $ 262,500 $ 300,000 $1,350,000 Current Plan
Project Cost $4,000,000
Savings $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $2,400,000 Year Cumulative
Savings
Project Costs
86 • 3300+ New State of the Art Meters
• Complete AMI Infrastructure
• New Billing Platform
• More Accurate Revenue Projection
• Mapping of City’s Water Infrastructure
• Reduce Truck Rolls
• Reduce Overall Water Loss
• Stores All Client Data / Flags Inaccurate Data
• Transparent and Accurate Customer Usage
• Improve Data Accuracy = Reduce Customer Disputes
• Protect Against Tampering
Benefits of Meter/AMI Upgrade
87 Lighting, HVAC, Water Meters & Solar PV + Gridbee System Indoor/Outdoor Lighting: $ 130,160
Streetlighting: $ 33,425
HVAC Replacement at City Hall, Police Station, Public Library, Senior Center, Corporate Yard, WWTF, WTP: $ 567,869
3,329 Water Meters + AMI w/ WaterSmart: $ 4,150,113
909 kW Solar PV at WWTF: $ 3,003,257
Gridbee System at WWTF w/Steel Building: $ 929,752
Total: $8,814,576
First Year Energy\Water\O&M Savings: $ 567,648
Simple Payback: 15.5 years
Project Option 1
88 Lighting, Reduced HVAC, Water Meters & Solar PV + Gridbee System Indoor/Outdoor Lighting: $ 130,160
Streetlighting: $ 33,425
HVAC Replacement at City Hall, Police Station, Public Library, Senior Center, Corporate Yard, WWTF, WTP: $ 301,090
3,329 Water Meters + AMI w/ WaterSmart: $ 4,150,113
909 kW Solar PV at WWTF: $ 3,003,257
Gridbee System at WWTF w/Steel Building: $ 929,752
Total: $8,547,797
First Year Energy\Water\O&M Savings: $ 565,187
Simple Payback: 15.1 years
Project Option 2
89 Lighting, Reduced HVAC, Water Meters & Solar PV
Indoor/Outdoor Lighting: $ 130,160
Streetlighting: $ 33,425
HVAC Replacement at City Hall, Police Station, Public Library, Senior Center, Corporate Yard, WWTF, WTP: $ 567,869
3,329 Water Meters + AMI w/ WaterSmart: $ 4,150,113
909 kW Solar PV at WWTF: $ 3,003,257
Gridbee System at WWTF w/Steel Building: $ -
Total: $7,884,824
First Year Energy\Water\O&M Savings: $ 540,448
Simple Payback: 14.6 years
Project Option 3
90 Lighting, Reduced HVAC, Water Meters & Solar PV
Indoor/Outdoor Lighting: $ 130,160
Streetlighting: $ 33,425
HVAC Replacement at City Hall, Police Station, Public Library, Senior Center, Corporate Yard, WWTF, WTP: $ 301,090
3,329 Water Meters + AMI w/ WaterSmart: $ 4,150,113
909 kW Solar PV at WWTF: $ 3,003,257
Gridbee System at WWTF w/Steel Building: $ -
Total: $7,618,045
First Year Energy\Water\O&M Savings: $ 537,987
Simple Payback: 14.2 years
Project Option 4
91 Economics by Measure – Option 1
Facility Name FIM Description
Year 1
Electric
Savings
($/yr)
Year 1
Natural Gas
Savings
($/yr)
Year 1
Water
Savings
($/yr)
Year 1
O&M
Savings
($/yr)
Total
Annual Cost
Savings
($/yr)
Total FIM
Cost ($)
Simple
Payback
(years)
City Hall Interior/Exterior Lighting Upgrades $735 $0 $0 $66 $801 $19,233 24.0 Police Station Interior/Exterior Lighting Upgrades $4,539 $0 $0 $310 $4,849 $48,412 10.0 Senior Center Interior/Exterior Lighting Upgrades $0 $0 $0 $200 $200 $6,436 32.1 Water Treatment Plant Interior/Exterior Lighting Upgrades $608 $0 $0 $72 $681 $27,913 41.0 Wastewater Treatment Plant Interior/Exterior Lighting Upgrades $492 $0 $0 $40 $532 $12,318 23.2 Public Corp Yard Interior/Exterior Lighting Upgrades $1,884 $0 $0 $83 $1,967 $15,848 8.1 City of Cloverdale Streetlighting Upgrades $5,759 $0 $0 $678 $6,437 $33,425 5.2 City Hall Turnkey HVAC and T-Stat Upgrades $427 $144 $0 $712 $1,283 $77,220 60.2 Police Station Turnkey HVAC and T-Stat Upgrades $590 $195 $0 $905 $1,690 $99,147 58.7 Public Library Turnkey HVAC and T-Stat Upgrades $0 $0 $0 $1,088 $1,088 $117,971 108.4 Senior Center Turnkey HVAC and T-Stat Upgrades $0 $0 $0 $1,373 $1,373 $148,808 108.4 Public Corp Yard Turnkey HVAC and T-Stat Upgrades $558 $0 $0 $530 $1,088 $57,418 52.8 Wastewater Treatment Plant Turnkey HVAC and T-Stat Upgrades $174 $0 $0 $97 $271 $10,712 39.6 Water Treatment Plant Turnkey HVAC and T-Stat Upgrades $35 $410 $0 $522 $967 $56,593 58.5 Wastewater Treatment Plant GridBee systems at WWTP w/ Steel Building $27,200 $0 $0 $0 $27,200 $929,752 34.2 City of Cloverdale 3,329 water meters throughout city $0 $0 $156,031 $146,458 $302,489 $4,150,113 13.7 City of Cloverdale Solar PV Ground-mount install $214,731 $0 $0 $0 $214,731 $3,003,257 14.0 TOTAL $257,732 $749 $156,031 $153,136 $567,648 $8,814,576 15.5 Measures that are capital intensive having longer paybacks can be supported with the measures that have the shorter ones. It is work that needs to be done regardless, and this structure allows proactive completion under a fundable structure. 92 Project Total Investment $8,814,576
Utility Incentive $ -
Other Contribution $2,700,000
Other Cost to be Financed (e.g., asbestos abatement) $ - Net Project Investment (After All Contribution) $6,114,576 Additional O&M Contribution $ -
Year 1 Electric Savings $ 257,732
Year 1 Natural Gas Savings $ 749
Year 1 Fuel Oil Savings $ -
Year 1 Water Savings $ 156,031
Year 1 Propane Oil Savings $ -
Year 1 Other Utility Savings $ -
Year 1 O&M Savings $ 153,136
Year 1 Measurement & Verification Cost $ -
Year 1 Service Cost $ 27,540
Percentage Energy Savings Achieved in Year 0 0%
Minimum Cash Flow per year $ 1
Loan Period Interest Rate 4.10%
Construction Period (months) 12
Minimum Loan Term 13
Cash Flow Inputs – Option 1
Utility Escalation Rate: 3.5%
O&M/Services Esc. Rate: 2.0% 93
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Electric Savings $ - $ 257,732 $ 266,752 $ 276,089 $ 285,752 $ 295,753 $ 306,105 $ 316,818 $ 327,907 $ 339,384 Natural Gas Savings $ - $ 749 $ 775 $ 802 $ 830 $ 859 $ 890 $ 921 $ 953 $ 986 Water Savings $ - $ 156,031 $ 161,492 $ 167,144 $ 172,994 $ 179,049 $ 185,316 $ 191,802 $ 198,515 $ 205,463 Total Utility Savings $ - $ 414,512 $ 429,020 $ 444,035 $ 459,577 $ 475,662 $ 492,310 $ 509,541 $ 527,375 $ 545,833 O&M Savings $ - $ 153,136 $ 156,199 $ 159,323 $ 162,509 $ 165,759 $ 169,075 $ 172,456 $ 175,905 $ 179,423 Solar Degradation $ - $ (1,111) $ (2,295) $ (3,553) $ (4,891) $ (6,312) $ (7,820) $ (9,420) $ (11,114) Total Project savings $ - $ 567,648 $ 584,107 $ 601,064 $ 618,532 $ 636,530 $ 655,072 $ 674,176 $ 693,860 $ 714,142 Outstanding Balance $6,114,576 $6,114,576 $5,804,732 $5,467,310 $5,100,788 $4,703,567 $4,273,974 $3,810,258 $3,310,584 $2,773,029 Principal Payment $ - $ 309,845 $ 337,421 $ 366,523 $ 397,221 $ 429,592 $ 463,716 $ 499,675 $ 537,555 $ 577,447 Interest Payment $ 230,263 $ 218,595 $ 205,888 $ 192,085 $ 177,127 $ 160,949 $ 143,487 $ 124,670 $ 104,427 Principal & Interest $ 540,107 $ 556,016 $ 572,411 $ 589,306 $ 606,719 $ 624,665 $ 643,161 $ 662,225 $ 681,874 Service Contract $ 27,540 $ 28,090 $ 28,652 $ 29,225 $ 29,810 $ 30,406 $ 31,014 $ 31,634 $ 32,267 Total Project Payments $ 567,647 $ 584,106 $ 601,063 $ 618,531 $ 636,529 $ 655,071 $ 674,175 $ 693,859 $ 714,141 Net annual benefits from Total Project $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 Cumulative Payment for Project $ 567,647 $1,151,753 $1,752,816 $2,371,347 $3,007,876 $3,662,947 $4,337,123 $5,030,982 $5,745,123 Cumulative Project Savings $ 567,648 $1,151,755 $1,752,819 $2,371,351 $3,007,881 $3,662,953 $4,337,130 $5,030,990 $5,745,132 Cumulative Cash Flow $ 1 $ 2 $ 3 $ 4 $ 5 $ 6 $ 7 $ 8 $ 9 Cash Flow Analysis – Option 1
Year 10 Year 11 Year 12 Year 13 Year 14 Year 15 Year 16 Year 17 Year 18 Year 19 Year 20 Totals $ 351,262 $ 363,556 $ 376,281 $ 389,450 $ 403,081 $ 417,189 $ 431,791 $ 446,903 $ 462,545 $ 478,734 $ 495,490 $ 7,288,573 $ 1,021 $ 1,057 $ 1,094 $ 1,132 $ 1,171 $ 1,212 $ 1,255 $ 1,299 $ 1,344 $ 1,391 $ 1,440 $ 21,181 $ 212,654 $ 220,097 $ 227,801 $ 235,774 $ 244,026 $ 252,567 $ 261,406 $ 270,556 $ 280,025 $ 289,826 $ 299,970 $ 4,412,507 $ 564,937 $ 584,710 $ 605,175 $ 626,356 $ 648,278 $ 670,968 $ 694,452 $ 718,758 $ 743,914 $ 769,951 $ 796,899 $11,722,261 $ 183,012 $ 186,672 $ 190,405 $ 194,214 $ 198,098 $ 202,060 $ 206,101 $ 210,223 $ 214,427 $ 218,716 $ 223,090 $ 3,720,803 $ (12,909) $ (14,809) $ (16,818) $ (18,942) $ (21,186) $ (23,556) $ (26,057) $ (28,696) $ (31,479) $ (34,412) $ (37,502) $ (312,882) $ 735,040 $ 756,573 $ 778,762 $ 801,627 $ 825,190 $ 849,472 $ 874,496 $ 900,285 $ 926,863 $ 954,255 $ 982,488 $15,130,182 $2,195,582 $1,576,136 $ 912,489 $ 202,332 $ - $ - $ - $ - $ - $ - $ - $ 619,445 $ 663,647 $ 710,157 $ 202,332 $ - $ - $ - $ - $ - $ - $ - $ 6,114,576 $ 82,681 $ 59,354 $ 34,363 $ 7,619 $ - $ - $ - $ - $ - $ - $ - $ 1,741,508 $ 702,126 $ 723,002 $ 744,519 $ 209,952 $ - $ - $ - $ - $ - $ - $ - $ 7,856,084 $ 32,912 $ 33,570 $ 34,242 $ 34,927 $ 35,625 $ 36,338 $ 37,065 $ 37,806 $ 38,562 $ 39,333 $ 40,120 $ 669,137 $ 735,039 $ 756,572 $ 778,761 $ 244,878 $ 35,625 $ 36,338 $ 37,065 $ 37,806 $ 38,562 $ 39,333 $ 40,120 $ 8,525,221 $ 1 $ 1 $ 1 $ 556,749 $ 789,565 $ 813,134 $ 837,431 $ 862,479 $ 888,301 $ 914,922 $ 942,368 $ 6,604,961 $6,480,161 $7,236,733 $8,015,494 $ 8,260,373 $ 8,295,998 $ 8,332,336 $ 8,369,400 $ 8,407,206 $ 8,445,768 $ 8,485,101 $ 8,525,221 $6,480,171 $7,236,744 $8,015,506 $ 8,817,134 $ 9,642,324 $ 10,491,796 $ 11,366,292 $ 12,266,576 $ 13,193,439 $ 14,147,695 $ 15,130,182 $ 10 $ 11 $ 12 $556,761 $ 1,346,326 $ 2,159,460 $ 2,996,891 $ 3,859,370 $ 4,747,671 $ 5,662,593 $ 6,604,961 94 Other Considerations
Software Service costs (annual)
• Annual Neptune 360 Software + Data Subscriptions (reflected in CFA): $ 12,577.00 • Vertex One – WaterSmart Annual Licensing Fees (reflected in CFA): $ 14,962.50 Service Options
• Solar O&M: Discuss options
• Water Meter Extended Warranty: $ 16,132.00
• Neptune R900 Gateway Troubleshooting Support Service Agreement: $ 9,914.75 • Neptune R900 Gateway Maintenance Service Agreement: $ 19,829.50 Notes
• Water Meter savings include O&M savings of $146,458.
• Typically, a contingency fund is used for the water meter installation as broken boxes, valves, lids etc. are unpredictable. It is recommended that a customer-owned or Envocore-managed contingency fund be established. Recommended contingency amount is $130,000.
• An estimated total of $2,700,000 project buy-down from grant and ARPA funds has been incorporated in the Cash Flow Analysis (CFA) 95
Q&A
Discussion
96 1
City Council/Successor Agency
Agenda Item Summary
Agenda Item:

Meeting Date:

G2
August 10, 2022
Agenda Section
New Business
Staff Contact
Kevin Thompson, Assistant City Manager / Comm. Dev. Director Agenda Item Title
Adoption of the Homelessness Strategic Plan
_____________________________________________________________________________________________ Recommended Council Action(s):

Adopt a Resolution entitled, “A Resolution of the City Council of the City of Cloverdale Adopting the Cloverdale Homelessness Strategic Plan.:

Background
Cloverdale, like many other jurisdictions in California and the Country, experienced a rapid rise in issues related to homelessness. In response, the City Council, 2018 referred the issue of homelessness to the Finance, Administration and Police Subcommittee to receive public input and develop a set of recommendations for the City Council. The Subcommittee discussed homelessness over a series of Subcommittee meetings held from June 2018 through February 2019. During the Subcommittee meeting held on October 25, 2019, a large crowd of 50+ people attended the meeting to provide input on the matter. Some of the public comments made a serious and significant “call for action” by the City.

As a result, staff presented the Draft Homelessness Strategic Plan Framework on March 13, 2019, to the City Council. At the time the Council conducted its initial review of the Homelessness Strategic Plan Framework it also authorized the creation of the Cloverdale Homelessness Community Advisory Group. The goal of the advisory group was to review the Draft Homelessness Strategic Plan Framework (attached) and begin that development of a Formal Strategic Plan that reflects the values and input of our Community. The Strategic Planning process was designed to:

1. Guide the City’s planning efforts for homelessness;

2. Obtain community buy in and support for potential solutions that can be employed locally;

3. Outline goals and potential strategies; and

4. Guide the establishment of a process for development of a Formal Strategic Plan _________________________________________________________________________________________ Summary:

The Draft Homelessness Strategic Plan is intended to align with regional efforts led by Sonoma County, in particular Supervisors Gore’s District 4 Homelessness Task Force. The documents provides a framework for categorizing input provided by the people who live and work in Cloverdale and surrounding unincorporated area. It is intended to reflect their understanding of the local conditions, challenges, and opportunities for addressing homelessness here in our community.

Given the Strategic Plan contains seven goals with thirty-six supporting actions, and the nature of our small staff and community, implementation of the entire plan is challenging. With this in mind, in order to focus on the immediate needs of the community, a survey conducted by the City of Cloverdale asking residents to rank their priorities for implementation. Over the course of several months, the survey received many responses that helped narrow the focus of the Advisory Group’s efforts. The table below lists the top ten priorities identified by the community and are now reflected in the Homelessness Strategic Plan Framework. 97 2
Rank Top Priority Identified in Community Survey Relates to Goal 1 Fire Prevention Goal 2
2 Mitigate impacts on private property Goal 2
3 Identify people at risk of homelessness Goal 3
4 Expand enforcement and surveillance Goal 2
5 Lobby for expanded mental health Goal 6
6 Establish regular communication with those who interact with homeless
Goal 4
7 Collaborate with local agencies to lobby for criminal justice
Goal 6
8 Implement a fund for those at risk of homelessness Goal 6 9 Provide field-based outreach to connect those in need to services
Goal 3
10 Expand outreach Goal 4
Staff is recommending adoption of the attached resolution formally accepting the Homelessness Strategic Plan. The main difference between the current version and the version reviewed at the March 13, 2019, meeting is the inclusion of the survey results.

Staff believes it’s important to officially adopt the Homelessness Strategic Plan Framework by resolution for potential future funding opportunities.
_________________________________________________________________________________________ Options

1. Adopt prosed resolution accepting the Homelessness Strategic Plan Framework

2. Direct staff to return to Council with additional options.

Budget/Financial Impact
Staff time was utilized to prepare the Strategic Plan.

Subcommittee Recommendation
The Cloverdale Homelessness Community Advisory Group recommended that the framework be presented to the City Council for adoption.

Attachments:

1. Resolution

2. Draft Homelessness Strategic Plan Framework
____________________________________________________________________________________________ 98 CITY OF CLOVERDALE
CITY COUNCIL RESOLUTION NO.

RESOLUTION OF THE CITY OF CLOVERDALE CITY COUNCIL ADOPTING THE HOMELESSNESS

STRATEGIC PLAN
WHEREAS, On March 13, 2019, the City of Cloverdale City Council discussed the development of a Draft Homelessness Strategic Plan Framework and provided staff direction to develop a Strategic Plan; and WHEREAS, the City Council approved the formation of a Community Advisory Group (“CAG”) consisting of community members consisting of homelessness service providers, affordable housing advocates, business interests, not-for-profits and faith-based organizations WHEREAS, the Community Advisory Group conducted a series of 18 community meetings starting in 2019 to guide the City’s planning efforts for homelessness; obtain community buy in and support for potential solutions that can be employed locally; outline goals and potential strategies; and guide the establishment of a process for development of a formal Strategic Plan; and WHEREAS, a community survey was conducted to help narrow the focus of the Draft Homelessness Strategic Plan Framework; and
WHEREAS, after completing the vetting process with the Community Advisory Group, the Homelessness Strategic Plan was finalized is now ready for formal adoption; and NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Cloverdale does hereby adopt the Homelessness Strategic Plan attached and incorporated as Exhibit A.

Ayes: (_)Wolter and Mayor Bagby
Noes: (_) None

Absent: (_)
Abstaining: (_) None
APPROVED: ATTEST:
______________________________ ____________________________________ Todd Lands, Mayor Mike Maloney, City Clerk
Attachments:

Exhibit A – Homelessness Strategic Plan Framework
99 Homelessness Strategic Plan
Prepared by:

City of Cloverdale
August 2022
100
Acknowledgments
Cloverdale City Council
Mayor Todd Lands
Vice-Mayor Gus Wolter,
Councilmember Melanie Bagby,
Councilmember Marta Cruz,
Councilmember Joe Palla
Governmental, Business, Housing and Community Groups and others who contributed to development of the Homelessness Strategic Plan
Alexander Valley Healthcare
Cloverdale Chamber of Commerce
Cloverdale Unified School District
Reach for Home
Sonoma County Community Development Commission
Sonoma County Continuum of Care
Sonoma County Sheriff's Office
Wallace House
City of Cloverdale Staff
David Kelley, City Manager
Kevin Thompson, Assistant City Manager / Community Development Director Jason Ferguson, Chief of Police
101

TABLE OF CONTENTS
EXECUTIVE SUMMARY................................................................................................................................. 1 VISION OF SUCCESS ...................................................................................................................................................................................2 GUIDING PRINCIPLES .................................................................................................................................................................................2 GOALS.........................................................................................................................................................................................................3 I. INTRODUCTION.................................................................................................................................... 4 Purpose of Strategic Plan ................................................................................................................................ 4 Overview of the Strategic Plan ........................................................................................................................ 5 II. BACKGROUND...................................................................................................................................... 6 State of Homelessness in Cloverdale............................................................................................................... 6 Community Efforts to Address Homelessness ................................................................................................ 7 City of Cloverdale and Sonoma County Sheriff Homeless Programs.............................................................. 8 Cloverdale Homelessness Program and Sonoma County Homeless Initiative ............................................... 9 III. BEST PRACTICES FOR ADDRESSING HOMELESSNESS ............................................................................ 10 Housing First.................................................................................................................................................. 10 Rapid Rehousing ............................................................................................................................................ 10 Supportive Housing ....................................................................................................................................... 10 Coordinated Outreach Teams ....................................................................................................................... 11 Landlord Outreach......................................................................................................................................... 11 Homeless Prevention..................................................................................................................................... 11 Coordinated Entry System (CES).................................................................................................................... 11 IV. PLANNING PROCESS ........................................................................................................................... 12 V. STRATEGIC PLAN FRAMEWORK........................................................................................................... 13 OUR VISION OF SUCCESS........................................................................................................................................................................ 15 GUIDING PRINCIPLES .............................................................................................................................................................................. 16 GOALS...................................................................................................................................................................................................... 16 PERFORMANCE MEASURES.................................................................................................................................................................... 17 VI. ACTION PLANS .................................................................................................................................... 16 Goal 1 ............................................................................................................................................................. 17 Goal 2 ............................................................................................................................................................. 18 Goal 3 ............................................................................................................................................................. 19 Goal 4 ............................................................................................................................................................. 20 Goal 5 ............................................................................................................................................................. 21 Goal 6 ............................................................................................................................................................. 22 Goal 7 ............................................................................................................................................................. 23 VII. CLOVERDALE HOMELESSNESS RESOURCES ......................................................................................... 24 VIII. HOMELESS CENSUS & SURVEY 2020 EXECUTIVE SUMMARY 102 1 EXECUTIVE SUMMARY
The City of Cloverdale has developed a Homelessness Strategic Plan to help guide and coordinate efforts to prevent and alleviate homelessness within the Cloverdale community. The Framework is developed by the City of Cloverdale and its community partners to address the homelessness crisis.

In order to identify meaningful, substantive and relevant strategies, the City intends to rely on extensive community input. The core of this Plan is intended to be the Strategic Plan Framework, found in Section V on page 13 of the Plan and presented on the following page of this summary. The framework outlines the Vision for Success, Guiding Principles, and seven primary Goals that the Plan intends to achieve. Each goal will be connected to a series of Supporting Actions, with detailed recommendations for successful implementation. The Supporting Actions are presented in detail in Section VI. Performance measures are outlined in Section VII will be used to monitor the effectiveness of the Plan.

This Strategic Plan is intended to align with regional efforts led by Sonoma County. The purpose of the document is to provide a framework for categorizing input provided by the people who live and work in Cloverdale and surrounding unincorporated area and is intended to reflect their understanding of the local conditions, challenges, and opportunities for addressing homelessness here in our community.
103
2 Vision of Success
Homelessness is declining steadily, as people are finding permanent housing with services as needed, while public safety and health concerns are alleviated.

Guiding Principles
• We believe a shared framework with a clear Plan of action will ensure all involved are working together to address homelessness in Cloverdale. • Weare striving to develop and implement long-term solutions using a field-based model to help each individual experiencing homelessness find permanent housing with supportive services.
• Webelieve the safety and well-being of the community is a priority, including people experiencing homelessness. Any individual (homeless or otherwise) who commits a criminal act will be prosecuted according to the law.
• Our Plan is flexible to adapt to changing conditions over time. • We assess the effectiveness of our Plan to address homelessness by tracking outcomesthat are meaningful indicators of success.
• We recognize homelessness is not a crime.
• We understand community awareness and involvement in our initiative is critical toour success.
• We recognize that those experiencing homelessness are unique individuals with diverse needs requiring a tailored case management approach founded on trust and respect for each individual.
104
3 Goals

1. Reduce the number of people experiencing homelessness in Cloverdale by providing access to temporary and permanent housing solutions within Sonoma County.

2. Prevent and mitigate any public health and public safety impacts on the community stemming from homelessness.

3. Implement programs to prevent homelessness among residents of Cloverdale.

4. Provide coordinated outreach and supportive services to homeless individuals and families that promote self-sufficiency and personal stability.

5. Increase community awareness of the Cloverdale homeless initiative, its progress, and successes.

6. Advocate for systemic changes at the county, state, and federal levels that will strengthen efforts to prevent and reduce homelessness.

7. Develop governance infrastructure to facilitate collaboration, provide oversight, and support development of this framework and implementation of homelessness strategic Plan. 105
4 I. INTRODUCTION
Purpose of Strategic Plan
The City of Cloverdale developed a draft strategic Plan to increase efforts to prevent and alleviate homelessness within the City. The increasing presence of people experiencing homelessness has led to public health and safety concerns, along with a desire to provide compassionate, effective solutions. Community organizations, the City, and residents in Cloverdale have already taken steps to help the homeless living in our community and have provided funding or labor to support these efforts.

Given the complex nature of the homeless challenge, however, a more coordinated, integrated effort is now required. The challenge is bigger than any single public or private entity or local city acting on its own can surmount. The purpose of developing the Plan collaboratively is to leverage existing resources, identify new strategies and resources, and align with a regionwide Homeless Initiative that is being led by the County of Sonoma. Success requires an overarching strategy and shared goals that will tie all our actions together toward a common purpose.

To create this shared framework for action, the City established a Community Advisory Group consisting of community members, business interests, not-for-profits and faith-based organizations who can help address the challenge of homelessness. The Goal of the City was to establish the Cloverdale Homelessness Task Force to hold a series of meetings, wherein advisory group members will share their ideas and views based on their experience working with and interacting with the homeless, and to help input has form the core content of a Homeless Strategic Plan. The Plan is designed to be a three-five-year Plan
106
5 Overview of the Strategic Plan
Following this introduction, Section II of the Strategic Plan provides an overview of the current state of homelessness in Cloverdale and a description of past and current efforts to reach out to and help the homeless members of our community. This section also describes how the Cloverdale Plan relates to and supports the larger regional efforts being undertaken by the County of Sonoma to address homelessness.

Section III is an overview of some of the best practices from other cities and counties around the country.

Section IV portrays the community outreach and Planning process used to generate information for development of this Plan. Findings from the outreach including stakeholder interviews and a community survey are provided in the appendices, separately Section V contains the Strategic Plan framework, which is the core of this Planning document. It consists of a Vision for Success, Guiding Principles, seven primary Goals, and their corresponding Performance Measures.
• The Vision for Success describes the desired impact on homelessness we are striving to achieve in the future through the successful implementation of this strategic Plan. • Guiding Principles are the long term, underlying beliefs and values that have shaped our approach to the homelessness challenge.
• Goals are broad statements of direction that define the key results we are striving to achieve. • Performance Measures are the metrics that will be used to monitor the progress of the Plan and to provide feedback if there is a need to modify the Plan to achieve its goals.

Section VI presents the Goals with Supporting Actions that will be carried out to achieve each Goal.

There is a specific Action Plan for each Goal, which identifies the supporting actions along with:
• An organization that will have lead responsibility for that action • Supporting partners that will work with the lead agency, • Required resources, and
• Estimated timeframe for implementation.

Section VII concludes with a directory of resources for addressing homelessness, including ways for members of Cloverdale community to join this effort and for individuals experiencing homelessness to seek help.
107
6 II. BACKGROUND
State of Homelessness in Sonoma County Cloverdale
The Sonoma County Homeless Census & Survey 20201 provides a snapshot of the Homeless population in Sonoma County. The biennial homeless count for Sonoma County conducted on February 28, 2020, and responses to a survey taken by 444 homeless people in the weeks that followed identifies the Longitudinal Trend of homelessness in Sonoma County. Homeless residents in Sonoma County: 2,745 (down from latest peak of 2,996 in 2018 following the 2017 firestorm).:

State of Homelessness in Sonoma County Cloverdale
Cloverdale is part of the north county region including Healdsburg, Town of Windsor and unincorporated area. In recent years, Cloverdale has witnessed a decrease in the number of homeless (sheltered and unsheltered) living in our community. From 2018 to 2020, the population experiencing homeless declined from 80 persons to 33. According to the most recently available data (Source: 2020 Sonoma Homeless Point in Time Census Page 12), the number of homeless in Cloverdale consist of 29 unsheltered and 4 sheltered individuals for a total of 33 homeless. The 2022 count is expected to reveal a further decline in the homelessness population.

1 A new homeless count was conducted in 2022. Data from that count has not yet been released at the time of this writing. 108
7 Community Efforts to Address Homelessness
Efforts to help the homeless in Cloverdale have been underway for many years, including several community-led initiatives. It is extremely likely that the number of homeless in Cloverdale would be even higher than it is today were it not for the dedicated efforts of these groups, most of whom collaborate with each other while receiving financial support from the City of Cloverdale. • Wallace House Homeless Services Emergency, Transitional & Supportive Housing • Reach for Home
• Alexander Valley Healthcare
• St. Vincent de Paul @ St. Peter’s Church
• Catholic Charities
109
8 City of Cloverdale and Sonoma County Homeless Programs City of Cloverdale
The City of Cloverdale works to address issues regarding affordable housing and homelessness on many fronts including providing funding and/or staff support to the community-based initiatives described in the previous pages.

Sonoma County
Sonoma County works together with other local jurisdictions to reduce homelessness through a variety of planning and funding processes. Sonoma County’s Coordinated Intake Project offers a single access point for intake into all homeless services. Beginning in February 2015, families with children who are currently experiencing homelessness may enroll in the Coordinated Intake project by dialing 2-1-1 during business hours.

The Sonoma is staffed by volunteers who provide the link between people who have needs with the services that can alleviate those needs. Click on the link above or simply dial 2-1-1 on your phone.

The Sonoma County Taskforce for the Homeless publishes the Homeless Resource Guide listing many governmental agencies, housing authorities and non-profit organizations that provide housing and supportive services to homeless people throughout Sonoma.

Sonoma County Sheriff County
The Sonoma County Sheriff’s Office (SCSO) is responsible for providing law enforcement services in Sonoma County. The SCSO is a critical partner for addressing crime in the unincorporated area around Sonoma County.
.
110
9 Cloverdale Homelessness Program and Sonoma County Building HOMES: A Policy Maker’s Toolbox for Ending Homeless
Many cities in Sonoma County including the City of Cloverdale are broadening the collective impact by undertaking local Planning initiatives to combat homelessness.

A Policy Maker’s Toolbox for ending homelessness by 2025.

On August 25th, 2015, the Sonoma County Board of Supervisors in their role as the Sonoma County Community Development Commission, embraced the Toolbox as the focus for a vast tenyear effort to end homelessness in all communities of Sonoma County. Built upon best practices and demonstrating the depth of the challenges before cities and the County, the Toolbox is a comprehensive set of options (or “tools”) for use to provide safe, secure and sustainable homes for those most in need. This effort will begin with the development of an Implementation Plan which will be brought back to the Board and the launching of a robust effort to build new collaboration among all interest working to end the tragedy of homelessness.” The Sonoma County Toolbox is focused on three strategic objectives. The objectives to support the Toolbox prime Goal to reduce the number of homeless persons to zero is to focus on 1.) Housing,

2.) Income, and 3.) Health as identified by the Continuum of Care’s 10-Year Homeless Action Plan 2014 Update.

Many of the regional strategies that support these key areas are beyond the capabilities of a city the size of Cloverdale with no housing authority or dedicated homeless services infrastructure.

However, the City of Cloverdale is actively working with Sonoma County to support the regional effort and Cloverdale’s Homelessness Strategic Plan includes meaningful contributions, as follows:

Prevent Homelessness
Cloverdale Goal 3: Implement programs to prevent homelessness among residents of Cloverdale.

Provide Case Management and Services
Cloverdale Goal 4, Supporting Action 4a: Provide field-based outreach to connect homeless individuals with services and permanent housing options.

Create a Coordinated System
Cloverdale Goal 4, Supporting Action 4c: Establish regular communication among all who regularly interact with the homeless in order to share information.

Cloverdale Goal 7c. Align the Cloverdale program with the Sonoma County Housing Toolbox and coordinate with nearby cities on shared strategies.

The City of Cloverdale Homelessness Strategic Plan Framework provides a framework to coordinate and leverage the local community-initiated efforts undertaken in recent years by organizations such as the Wallace House, and the faith-based community. A Homelessness Community Advisory Group that will be appointed by the City Council (Goal 7, Supporting Action 7a) will serve as the primary forum for this coordination.
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10 III. BEST PRACTICES FOR ADDRESSING HOMELESSNESS
Communities throughout the nation and California are engaged in efforts to address and alleviate homelessness. While some strategies have proven more effective than others in practice, the process of learning what works best continues. The “best practice” model for identifying effective approaches has proven effective through rigorous scientific research in other fields and can be adapted and applied to other contexts such as this. The Homelessness Task Force Report recently released by the League of California Cities and the California State Association of Counties features numerous case studies of current best practices applied by cities and counties throughout California.

The following paragraphs offer a brief overview of current best practices specifically applied to address homelessness.

Housing First
The Housing First strategy provides homeless persons safe and secure housing with few or any preconditions and includes needed supportive services with that housing. This approach reverses the traditional shelter model that requires people without homes to demonstrate they are “housing ready” by undergoing treatment for issues such as drug and alcohol addictions or mental health problems. The Housing First model first removes or reduces financial barriers for those with substance use issues, poor credit or financial history, or past involvement with the criminal justice system. This model is used successfully in communities across the nation and provides homeless individuals with a stable environment in which to improve their mental and physical health, as well as their future employability and capacity to live independently. “Housing First” is a proven strategy for ending all types of homelessness and has been demonstrated to be the most effective overall approach to ending chronic homelessness. Housing First offers people immediate access to permanent housing and provides any needed services after they are in a safe and stable living environment. The Housing First model yields higher success in treatment outcomes, higher housing retention rates, lower returns to homelessness, and significant reductions in the use of crisis services, hospitals, jails, and other institutions. (Source: National Alliance to End Homelessness)
Rapid Rehousing
The Rapid Rehousing approach is designed to help homeless individuals and families entering the emergency shelter and transitional housing system to quickly exit homelessness and return to permanent housing. It is a version of the Housing First strategy that is particularly effective for those who have only recently become homeless and remain open and willing to receive assistance. This assistance is typically in the form of temporary rental assistance and case management to stabilize and maintain their housing once it has been established.

Supportive Housing
Supportive Housing is a variation of the Housing First strategy designed for people experiencing chronic homelessness, or those leaving institutional and restrictive settings. It provides affordable housing in combination with an array of on-site services such as case management, substance abuse 112
11 or mental health counseling, advocacy, independent living skills, childcare, and employments services. It is “permanent” in that it is not time limited and is not transitional. Housing tenants are not expected to pay more than 30 percent of their income toward rent and utilities.

Coordinated Outreach Teams
Coordinated Outreach Teams identify and engage with people experiencing chronic homelessness and link them to housing and services. The outreach is person-centered and intended to build rapport and trust over time to help them accept the assistance they need. Outreach teams may include Sonoma Law enforcement officers as well as health and human service representatives and clinicians.

Landlord Outreach
Landlords are provided financial incentives to encourage them to rent units to homeless individuals or families. Incentives can include payments to hold the rental unit while a tenant is being referred, money for the security deposit, and financial assistance to the landlord to mitigate any potential damage caused by tenants.

Homeless Prevention
Prevention assistance can help individuals and families preserve their current housing situation and avoid becoming homeless in the first place. This may take the form of short-term rental assistance to prevent evictions or more long-term support through vocational and job training to increase selfreliance and earning potential.

Coordinated Entry System (CES)
CES is an assessment process designed to quickly identify, assess, refer and connect people in crisis to housing and assistance no matter where they initially ask for help. It is a shared tool that is used by homeless programs working collaboratively within a community to match people experiencing homelessness to the most appropriate housing and services. CES is meant to help people move through the system faster by reducing the amount of time they spend moving from one program to another before finding the right match. It can also reduce homelessness by offering prevention and diversion services upfront when that is the most appropriate solution, rather than entering the homelessness system.
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12 IV. PLANNING PROCESS
Homelessness is an issue that affects everyone, and any strategies designed to prevent and alleviate homelessness should have community involvement. The City intends to reach out to the community for its help to help develop a Homelessness Strategic Plan, understanding that if it were to be an effective guide for the work to come, the Plan must be based on public knowledge of local conditions, challenges, and opportunities for addressing homelessness. With this goal in mind, the City designed a process centered on public participation and input to help address homelessness.

Community participation will encompass the following

1. Direct interviews of community groups with knowledge about homelessness,

2. an on-line survey, and

3. an advisory group composed of 20-30 community members, who have prior extensive experience with the homeless.

The process will begin with stakeholder interviews held with five – ten community leaders who will share their insights based on their experience with the homeless. Complementing these in-person interviews will be a questionnaire sent out to all members of the Community Advisory Group (CAG) that will explore many of the same topics covered in the interviews.

Information generated by the interviews and the questionnaire responses will be utilized to develop an online survey posted on the City of Cloverdale’s public website. Results from all outreach (including survey results received to date) were shared with the CAG during its first meeting in 2019.

A summary of the community outreach results was made available on the City’s website.

The CAG held a series of meetings starting in November 2019 through June 2022 to develop the overall structure, content and substance of the Strategic Plan. The Basic Framework for the Strategic Plan was developed in the first three meetings held in November 2019, January and February 2020.

Meeting One - Three
During the first three meetings the CAG utilized their own expertise to clarify homeless issues, challenges, and opportunities facing Cloverdale and define what “success” would look like—what the Plan should aspire to and what they believed the community would support. At the second meeting, the CAG was presented with a draft vision for success and an initial set of goals and proposed actions for achieving these goals, derived from input provided during the prior meeting. CAG members reviewed and refined the draft materials and refine the draft vision and goals of the Strategic Plan Framework and to craft the actions that would be carried out to implement them effectively. During the third and meeting, the CAG determined the need for additional goals, continue to refine action Plans, and considered potential performance measures that would be used to monitor the progress of the Plan once implementation begins.

Meeting Four-Eighteen
After an interruption in meetings due to the Covid-19 pandemic, the CAG was reconvened in April 2021. The CAG held a total of 18 meetings and discussed a range of policy and current issues that were in addition to the Strategic Plan. Following a prioritizing of goals, the Draft Strategic Plan was finalized. The Draft Strategic Plan was reviewed at the June 2022 Homelessness Community Advisory Group meeting and unanimously recommended to the Cloverdale City Council. 114
13 V. STRATEGIC PLAN FRAMEWORK
The core of the Homelessness Strategic Plan is expressed by the strategic plan framework, which is defined by the following elements:

Vision for Success: The preferred future that the City and community of Cloverdale are striving to achieve through their efforts to address homelessness.

Guiding Principles: The beliefs, principles and values that guided the development of the Plan and its implementation.

Goals: The key outcomes that must be accomplished to achieve the vision and around which all actions are organized
Performance Measures: The indicators that will be used to monitor the progress of the Homelessness Strategic Plan and to provide feedback to modify the Plan if needed to achieve its goals.

Our Vision of Success
Homelessness is declining steadily, as people are finding permanent housing with services as needed, while public safety and health concerns are alleviated.

Many factors have come together to create this Vision of Success in Cloverdale:
 There is a Plan in place with solid support from all sectors.  Our Plan is being implemented by a closely coordinated network of local organizations.  Our solutions are responsive to the diverse needs of individuals.  It is a sustainable initiative that is fully aligned with a larger regional effort.  The City is proactively engaged in homelessness advocacy efforts.  The services and supports provided are helping to stabilize lives and create hope for the future.
115
14 Guiding Principles
• We believe a shared framework with a clear Plan of action will ensure all involved are working together to address homelessness in Cloverdale. • We are striving to develop and implement long-term solutions using a field-basedmodel to help each individual experiencing homelessness find permanent housing with supportive services.
• Webelieve the safety and well-being of the community is a priority, including people experiencing homelessness.
• Our Plan is flexible to adapt to changing conditions over time. • We assess the effectiveness of our Plan to address homelessness by tracking outcomesthat are meaningful indicators of success.
• We recognize homelessness is not a crime.
• We understand community awareness and involvement in our initiative is critical toour success.
• We recognize that those experiencing homelessness are unique individuals with diverse needs requiring a tailored case management approach founded on trust and respect for everyone.

Goals

1. Reduce the number of people experiencing homelessness in Cloverdale by providing access to temporary and permanent housing solutions within Sonoma County.

2. Prevent and mitigate any public health and public safety impacts on the community stemming from homelessness.

3. Implement programs to prevent homelessness among residents of Cloverdale.

4. Provide coordinated outreach and supportive services to homeless individuals and families that promote self-sufficiency and personal stability.

5. Increase community awareness of the Cloverdale homeless initiative, its progress, and successes.

6. Advocate for systemic changes at the county, state, and federal levels that will strengthen efforts to prevent and reduce homelessness.

7. Develop governance infrastructure to facilitate collaboration, provide oversight, and support implementation of the homelessness strategic Plan.
116
15 Performance Measures
Measure Data Source Goal
Number of people experiencing
homelessness in Cloverdale
Annual Homeless
Count/Sonoma
County
Goal 1
Homelessness Reduction
Number of homeless that are off the
streets, i.e., housed in interim housing
or stable permanent housing
Not-For Profits
Sonoma County
Goal 1
Homelessness Reduction
Number of calls for service regarding
homeless individuals
Cloverdale Police Dept.

Sonoma County Sheriff
Goal 2
Public Safety
Number of known encampments City of Cloverdale Goal 2
Public Safety
Number of Cloverdale residents at
risk of becoming homeless that were
able to retain housing due to local
efforts
City of Cloverdale Goal 3
Homelessness Prevention
Number of homeless who have consented
to receive homeless services
Goal 4
Outreach/Support
Increased community awareness and
support for services provided to the
homeless in Cloverdale
Options – complaint log,
media coverage, social
media counts,
community survey
Goal 5
Community Awareness
117
16 VI. ACTION PLANS
This section will present the detailed Action Plans identified by the Community Advisory Group as the means for achieving the goals of the strategic Plan. There is one action Plan for each of the seven goals.

Community Preference Survey
Given the plan contains seven goals with thirty-six supporting actions, and the nature of our small community, implementation might be difficult. With this in mind, in order to focus on the immediate needs of the community, a survey conducted by the City of Cloverdale asking residents to rank their priorities for implementation. The Table below represents the Top Ten priorities for addressing the impacts of Homelessness
Top Ten priorities Table
Rank Top Priority Identified in Community Survey Relates to Goal 1 Fire Prevention Goal 2
2 Mitigate impacts on private property Goal 2
3 Identify people at risk of homelessness Goal 3
4 Expand enforcement and surveillance Goal 2
5 Lobby for expanded mental health Goal 6
6 Establish regular communication with those who
interact with homeless
Goal 4
7 Collaborate with local agencies to lobby for
criminal justice
Goal 6
8 Implement a fund for those at risk of
homelessness
Goal 6
9 Provide field-based outreach to connect those in
need to services
Goal 3
10 Expand outreach Goal 4
118
17 Goal 1: Prevent and mitigate any public health and public safety impacts on the community stemming from homelessness.

Supporting Actions Lead Partner(s) Resources Timeline
2a. Expand public safety enforcement and
surveillance capacity by organizing and
training volunteers to support the
Police Department, Sonoma County
Sheriff and Cloverdale Fire
Departments.

City
Sonoma
County Sherriff
Cloverdale Fire
Private property owners
Arson Watch Short-term
2b. Provide access to temporary housing
during red flag warnings or local flooding
incidents through vouchers that can be
used at motels and local shelters.

County City Short-term
2c. Reduce fire risk through an encampment
management initiative designed to ensure
that fire restricted zones are not used by
the homeless or other community
members for illegal camping.

Cloverdale Fire
City
Sheriff
Fire
Faith-based Institutions
Arson Watch
Sheriff Ongoing
2d. Develop strategies for increasing access to
sanitation facilities (showers and
bathrooms) for the homeless.

County
City
City,
Stakeholders
County Parks Short-term
2e. Develop a Plan to prevent and mitigate
potential safety impacts on private property
residential neighborhoods and travel ways
near encampments.

City Stakeholders
County
Sheriff Short-term
2f. Seek opportunities to improve
coordinated outreach to homeless in
congregating in the Downtown Business
District.

Reach for
Home
Catholic
Charities
Sonoma
County
City
Faith-based Institutions
Mid-term
2g Request help from a peer-advocate group
of the homeless (see action 4h) to improve
cooperation between Police, Sheriff
deputies and the homeless community.

TBD St. Josephs Center
Sonoma County
Sheriff
Short-term
119
18 Goal 2: Reduce the number of people experiencing homelessness in Cloverdale by providing access to temporary and permanent housing solutions within Sonoma County.

Supporting Actions Lead Partner(s) Resources Timeline
1a. Conduct outreach to encourage
landlords to accept housing and
rental subsidies for the homeless.

Sonoma
County
City
TBD
Mid-term
1b. Establish a flexible spending account
funded by donations and City grants
which helps fund rapid rehousing and
other related services for homeless
individuals.

Community
Organization
Homeless Service Providers
Community Stakeholders
City and
Private
Grants
Mid-term
1c. Explore the feasibility of developing a
new building or converting an existing
building to provide bridge/permanent
housing.

Community
Organization
City
City
County
Non-Profit or For-Profit
Developers
Long-term
1d. Explore creative housing solutions to
create more affordable housing.

Community
Organization
City
County
Non-Profit or For-Profit
Developers
Long-term
120
19 Goal 3: Implement programs to prevent homelessness among residents of Cloverdale.

Supporting Actions Lead Partner(s) Resources Timeline
3a. Create a mechanism to identify and assist
ndividuals or families at imminent risk of
becoming homeless (such as receiving an
eviction notice).

Community
Organization
County
City Short-term
3b. mplement an emergency housing fund to
assist Cloverdale residents who are at risk of
becoming homeless. (complements action
1b.

Community
Organization
City
Foundations
United Way
Donors
City Grants Short-term
3c. Establish a pilot inter-generational affordable
housing program for single moms and their
children, students, and seniors modeled after
Home4Veterans that uses “sweat equity” to
empower individuals and build community.

Community
Organization
Wallace House
City
Long-term
3d. Support establishment of new revenue
sources for funding programs for the
homeless and implementation of a
Homelessness Strategic Plan.

City Chamber of Commerce Mid-term
3e. Explore strategies to encourage developers
to provide more affordable housing by
allowing increased density for projects that
set aside a minimum percentage for
affordable units.

City Chamber of Commerce Long-term
121
20 Goal 4: Provide coordinated outreach and supportive services to homeless individuals and families that promote self-sufficiency and personal stability.

Supporting Actions Lead Partner(s) Resources Timeline
4a. Provide field-based outreach to connect
homeless individual with services and
permanent housing options.

Not for Profit City
St. Joseph
Catholic Charities
City
St. Joseph
Ongoing
4b. Use the {Name of Facility or location} as a
centrally located facility for providing meals
and services to the homeless.

County of
Sonoma
County
City
Faith-Based Organizations
TBD Short-term
4c. Establish regular communication among all
who regularly interact with the homeless to
share information.

City
Reach for Home
Community
Organization
Sheriff
Faith-Based Organizations Technology Short-term
4d. Expand outreach to homeless individuals
by using trained volunteer teams to remain
in touch with the homeless population.

Community
Organization
Non-profits
Faith-Based Organizations
Community
members
Ongoing
4e. Establish partnership with Sonoma State
University social work students and faculty
to strengthen local outreach capacity.

City
Sonoma State
University
Short-term
4f. Expand availability and access to case
management services in Cloverdale. City/County Alexander Valley Health St. Josephs Short-term
4g.

Incorporate best practices for addressing
homelessness from other municipalities
which are applicable to Cloverdale.

City Chamber
Faith-Based Organizations
Non-profits
Short-term
and
Ongoing
4h. Create a peer-advocate group to selfregulate the homeless community.

Not-forProfit
Non-profits
Faith-Based Organizations
Short Term
4i Partner with local businesses and notfor-profits to identify jobs for the homeless.

Community
Organization
City
Chamber of Commerce
On-going
122
21 Goal 5: Increase community awareness of the Cloverdale homeless initiative, its progress, and successes.

Supporting Actions Lead Partner(s) Resources Timeline
5a Implement strategies to change the
public perception of affordable housing
by demonstrating it meets the real need
of members of the Cloverdale
community (e.g., seniors).

City County
Future
Stakeholders
TBD Short Term
&
Ongoing
5b. Host regular community meetings and
educational workshops to improve
community understanding of
homelessness and progress in
implementing the Homelessness
Strategic Plan.

City Faith-Based
Organizations
City Hall
Library
Cloverdale High School
Short Term
&
Ongoing
5c. Create and disseminate FAQs. City Chamber Service providers Non-profits
Short Term
&
Ongoing
5d. Create a website. City Community
Stakeholders
Volunteer / Staff Time Short Term
&
Ongoing
5e. Develop a social media strategy for the
Community to keep them informed about
Homelessness.

City Community
Stakeholders Local Press
Short Term
&
Ongoing
5f. Promote hotlines for the homeless living
in Cloverdale.

City County Sonoma County 2-1-1
SONOMA County
Homeless Outreach
Short Term
&
Ongoing
123
22 Goal 6: Advocate for systemic change at the county, state, and federal levels that will strengthen efforts to prevent and reduce homelessness.

Supporting Actions Lead Partner(s) Resources Timeline
6a. Work with the U.S. Department of
Housing and Urban Development to
reform housing voucher rules and
restrictions that will broaden housing
opportunities for the homeless.

County of Sonoma City of Cloverdale
6b. Collaborate with other local agencies
to lobby for policy changes in the
criminal justice system to help
prevent and reduce homelessness.

County of Sonoma City of Cloverdale
6c. Collaborate with other local agencies
to lobby at a state and national level
to expand and improve mental health
services to reduce the number of
mentally ill individuals who are living
on the street.

County of Sonoma City of Cloverdale
6d. Advocate for a system-wide
assessment of the capacity and
effectiveness of homelessness
programs and services available in
Sonoma County.

County of Sonoma City of Cloverdale
6e. Advocate for budget allocations at
the city, county, state, and federal
levels to increase funding for
programs that prevent and end
homelessness.

County of Sonoma City of Cloverdale
124
23 Goal 7: Develop governance infrastructure to facilitate collaboration, provide oversight, and support implementation of the homelessness strategic Plan.

Supporting Actions Lead Partner(s) Resources Timeline
7a. Establish a 10 to 20-member Working
Group on homelessness to oversee
the implementation of the homeless
initiatives in Cloverdale.

City Homeless Service Providers
Community Stakeholders
County
Community Advisory
Group for
Homelessness
Short term
7b. Increase the City’s capacity to
manage all matters related to
homelessness in Cloverdale.

City Short-term
7c. Monitor and evaluate the
effectiveness of the Homelessness
Strategic Plan through the
Performance Measures (page 17).

City County
Sheriff’s Department
Short Term
& Ongoing
7d. Align the Cloverdale program with
other Sonoma County Homeless
Initiatives and coordinate with nearby
cities on shared strategies.

City Homeless Service Providers
Community Stakeholders Ongoing
125
24 The following are organizations and resources available in Cloverdale to assist the homeless, to respond to concerns and questions about the homeless, and that offer volunteer opportunities for those who wish to be more involved in responding to the needs in our community.

Provider Services Contact Information
Alexander Valley Healthcare
6 Tarman Drive
Cloverdale, CA 95425
www.alexandervalleyhealthcare.org
Intensive case care management/Whole Person
Care for homeless
Housing vouchers
Mental & physical Health care. Substance abuse
treatment. Application assistance for CalFresh (food
stamps) & MediCal
Call front desk to schedule
appointment
(707) 894-4229

BEHAVIORAL HEALTH
Community Mental Health Center
Mental health & psychiatric services for
homeless
Sky Ashley (707) 271-2532
Mental Health Clinician
Crisis Stabilization Unit/Sonoma
County Behavioral Health
Psychiatric services for homeless in crisis (707) 576-8181 Please also call 911
HOST (homeless outreach
services team)
Catholic Charities
Homeless street outreach and onsite services
into the camps.

Giselle Lafayette
[email protected]
(707) 867-6187
(707) 525-0226 x224
Coordinated Entry/Intake
Catholic Charities

SONOMA COUNTY ONE-STOP
Performs assessments using vulnerability Index
Survey (Vi-SPDAT). Chronically homeless with
high scores are prioritized for shelter &
housing. Service navigation
Kaitlyn Carney
Service Navigator
[email protected]
(707) 791-8968 - cell
(866) 542-5480 – main #
Reach for Home
www.reachforhome.org
443 Hudson Street
Healdsburg, CA 95448
Street Outreach (camps)
Transportation for homeless to appointments
Housing-First (no sobriety requirements) for
their transitional & supportive housing
Colleen Carmichael
[email protected]
(707) 433-6161 Office
(707) 331-0694 cell
Rick Caferatta (707) 889-5496
St. Vincent de Paul
@ St. Peter’s Church
491 South Franklin
Cloverdale, CA 95425
Tuesday mornings
9:30 to 11:00 a.m.

Service navigation for homeless for shelter &
Housing referrals
Food & clothing distribution
Financial assistance
Bus tickets
Michael Velasquez
(650) 867-4465
[email protected]
Wallace House
www.wallacehouse.org
Clean & sober transitional & supportive
housing
Referrals & service navigation
Colleen Halbohm
Executive Director
[email protected]
(707) 292-4785
National Suicide Prevention
hotline
North Bay Suicide Hotline
For anyone struggling, trained, compassionate
people ready to listen
1 (800) 273-8255
1 (855) 587-6373
VII. CLOVERDALE HOMELESSNESS RESOURCES
126
25 VII. HOMELESSNESS CENSUS & SURVEY 2020

EXECUTIVE SUMMARY
127
Homeless Census & Survey
2020 Executive Summary

Sonoma County
Every year in the County of Sonoma, volunteers and guides gather together to conduct a count of persons experiencing homelessness.

The 2020 Sonoma County Point-in-Time Count was a community-wide effort conducted on February 28th , 2020.

In the weeks following the street count, a survey was administered to 444 unsheltered and sheltered individuals experiencing homelessness in order to profile their experience and characteristics.

Census Population: Longitudinal Trend
4,539 4 280
3,247 3,107
2009 2011 2013 2015 2016 2017 2018 2019 2020
lllii
Age 5%
Under18
11%
18-24 ••• iii 60%
25-54
24%
55+
Gender
73%
Men
27%
Women
<1%
Transgender
<1% Ge't:~~~~er/
Non-Binary
Sexual Orientation -~;~,,. 10.10
,. ,~:,, e /t
Queer

60.10 /t
Lesbian/Gay

30.10 /t
Other
Residence Prior
to Homelessness
'
Sonoma
County
Length of Time in
Sonoma County
7%
< 1 Year
15%
1-4 Years
14%
5-9 Years
64%
10 Years+
F,ea~;,,~~~~;:;:~.:~ • •, been in the foster care system. of youth survey
respondents have
been in the foster
care system.

Race
Top Responses•
64%
White
19%
Multi-racial
6%
Black
1%
Asian
1% Native Hawai ian
Pacific Islander
9%
American Indian or Alaskan Native
Ethnicity
25%
Latinx/
Hispanic
Educational
-
Attainment
73 % of transition-age youth
survey respondents have received a
GED or graduated from high school.
2020 Sheltered/ Unsheltered Population
Subpopulation* Data
Chronically Homeless I 508 Individuals
(9)19,~ llllllllllu~~t~d
9 ii;l'i'i"ii 11111 u~~"~d
0 iiil
0 ii"iiiMii'1 I Uo~e~ed
0 ~iiiidiiisiii'I I u?.~,~d
0 ii;•1i'i'l2i'i'ii 11 u!~t~d
0 ii~iii"i'i'i 1111 u1h~"~d
Employment Status
12%
Full Time
12%
Part Time
3%
Seasonal/
Sporadic
73%
Unemployed
If Unemployed, Currently ...
43% Unable to
Work
4;1 u
36%
Looking
for Work
21%
Not Looking
for Work
2020 Sonoma County Point-in-Time Census | 8
128

First Episode of
Homelessness
31 % indicated
their current episode
of homelessness
was their first.

History of Domestic Violence
3 9 0/ reported they had experienced
/Q domestic violence.

Sex Trade
Involvement
traded
place
money
15%
to
sex
or
stay
for
a
.
have
trafficked
of
4%
a
being
history
. ~
Primary Event or Condition
That Led to Homelessness+
Top 4 Responses•
22%
Lost Job
15%
Argument
with Family/
Friend
16%
Alcohol or Drug Use
10%
Fire
Age at First Episode
of Homelessness
®
17%
0-17
31%
18-24
33%
25-49
19%
50+
Obstacles to Permanent Housing+
Top 4 Responses•
70%
Can't Afford
Rent
50%
No Job/Not
Enough Income
31%
No Money for
Moving Costs
20%
No Housing
Available
Duration of Current Episode
of Homelessness ~ 10%
30 Days or Less
21%
1-6 Months
9%
7-11 Months
62%
1 Year or More
Self-Reported
Current
Health+
health
eooeoeo
conditions that may
affect the housing
stability or
employment of
those experiencing
homelessness.
36%
Alcohol
&Drug
Abuse
40%
Psychiatric/
Emotional
Conditions
23%
Physical
Disability
29%
PostTraumatic
Stress
Disorder
23%
Chronic
Health
Problems
10%
Traumatic
Brain
Injury
1%

HIV/ AIDS
Related
Illness
Disabling
Conditions
40% of survey
respondents reported
having at least one
disabling condition.
1111111111 A disabling condition is defined by HUD as a developmental disability, HIV/ AIDS, or a long-term physical or mental impairment that impacts a person's ability to live independently but could be improved with stable housing.

Interest in
Permanent
Housing
Government
Services and
Assistance
Reasons for Not Receiving Any
Government Assistance+
Non-Government Services
Currently Accessing+ •
Top 6 Responses•
52%
Don't Want
Government
Assistance
Top 6 Responses•
•
15%
Don't Think
I'm Eligible
10%
No Permanent
Address
53%
Free Meals
35%
Bus Passes
34%
Emergency 84 % of survey Shelter
respondents said they
would like affordable
permanent housing if it
became available soon.
77%
of survey
respondents
reported receiving
government benefits.
7%
Don't Have I
8%
Don't know
where to go
12%
Never Applied
27%
Shelter Day
Services
27%
Health
Services
21%
Mental Health
Services D
2020 Sonoma County Point-in-Time Census | 9
129
1 Michael Maloney
From: Melanie Bagby
Sent: Monday, August 08, 2022 4:58 PM
To: Michael Maloney
Subject: Council Report 7/28-8/10
8/4 ‐ Attended Sonoma Clean Power board meeting
8/5 ‐ Attended council retreat at CFD
8/6 ‐ Attended fundraiser for La Familia Sana at CPAC
8/10‐13 Attending National League of Cities conference, Sacramento Melanie Bagby
Councilmember, City of Cloverdale
707‐893‐7170 • [email protected]
www.facebook.com/cccmbagby/
130

Cloverdale City CouncilAugust 10, 2022

Cloverdale City Council
August 10, 2022