Healdsburg City Council
August 18, 2025

CITY OF HEALDSBURG

CITY COUNCIL/REDEVELOPMENT

SUCCESSOR AGENCY

REGULAR MEETING AGENDA
Meeting Date: August 18, 2025
Time: 06:00 PM
City Hall Council Chamber
401 Grove Street
Healdsburg, CA 95448
To join by computer, tablet, or mobile device:

Go to https://zoom.us/join and type in the Webinar ID: 815 8894 3494 or follow this link:
healdsburg.gov/zoom (Pre-registration for the meeting is not required.) To view the agenda online, visit healdsburg.gov/agendas. To view the Council Meeting PowerPoint presentations or correspondence received after the agenda packet has been posted, visit healdsburg.gov/presentations. To electronically submit correspondence regarding an item on the agenda, please email [email protected]. Documents and correspondence received 72 hours prior to the meeting will be posted by 10:00 a.m. the following business day.

CALL TO ORDER/ROLL CALL
Pledge of Allegiance
Approval of Agenda

REPORT ON CLOSED SESSION(S)

ANNOUNCEMENTS/PRESENTATIONS
A Proclamation Declaring August 26, 2025, As Women’s Equality Day in the City of Healdsburg
A Proclamation Celebrating the Life and Contributions of Aaron Rosewater

CITY MANAGER REPORTS

PUBLIC COMMENTS ON ITEMS ON THE CONSENT CALENDAR AND NON

1. 1.a

1.b

2. 3.

3.a

3.b

4. 5.
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AGENDA ITEMS
This time is set aside to receive comments from the public regarding matters of general interest not on the agenda, but related to City Council/RSA business. Pursuant to the Brown Act, however, the City Council cannot consider any issues or take action on any requests during this comment period. Public comment on non-agenda items is limited to thirty (30) minutes total for all speakers, with each speaker given no more than three (3) minutes. If there are more than ten (10) audience/public comment speakers, the Mayor may reduce each speaker’s time from three (3) minutes so that all speakers have an equal time to speak. At the Mayor’s discretion, the public comment period may be extended past 30 minutes. Members from the public wishing to speak on a Consent Agenda item should notify the Mayor during Public Comments.

CONSENT CALENDAR
The following items listed on the Consent Calendar are considered routine in nature or have been previously reviewed by the Council and require little or no further discussion by the Council, public, or applicant and action will be taken by the City Council by a single motion. A Councilmember may request that an item be removed from the Consent Calendar and action taken separately. Consent by a majority of the Councilmembers present will be required in order to remove the item. In the event an item is removed, the matter will be considered immediately following the adoption of the Consent Calendar.

Destruction of Certain Records in the Police Department Adopt a Resolution authorizing the destruction of certain records in the Police Department.

Professional Services Agreement with Healdsburg Chamber of Commerce for Fiscal Year 2025/26
Adopt a Resolution approving a Professional Services Agreement with the Healdsburg Chamber of Commerce for Fiscal Year 2025/26 and authorizing the City Manager to execute the agreement.

Five-Year Professional Services Agreement with Steven J. Lafranchi and Associates
Adopt a resolution authorizing the City Manager to execute a professional services agreement with Steven J. Lafranchi and Associates, Inc. for on-call land surveying as well as overflow engineering land development review and plan check services for a five-year term not to exceed $45,000 per year.

Title VI Implementation Plan
Adopt a Resolution approving the City of Healdsburg’s Title VI Implementation Plan and authorizing the City Manager to make corrections and revisions to the Plan as

6. 6.a

6.b

6.c

6.d
City Council/RSA Regular Meeting Agenda August 18, 2025 2 of 503
necessary to comply with applicable laws or regulations, provided that such revisions do not materially alter the intent of the Plan.

National Opioid Litigation Settlement
Adopt a Resolution authorizing the City Manager to take all necessary actions to settle claims against Purdue Pharma L.P. and Sackler family and Alvogen, Amneal, Apotex, Hikma, Indivior, Mylan, Sun, and Zydus in the National Opioid Litigation and execute related settlement agreements.

Sales Tax Audit and Economic Analysis Contract with HdL Companies Adopt a Resolution approving a five-year Professional Services Agreement with HdL Companies for sales tax audit and economic analysis services in an amount not-to-exceed $130,000 and authorizing the City Manager to execute the agreement.

Sonoma County Civil Grand Jury Investigation Reports Entitled, “Animal Services in Sonoma County: Separate and Not Equal, The Costs and Consequences of Decentralization” and “Who Can Afford to Live in Sonoma County: A Tale of Two Cities.”
Adopt a Resolution authorizing a response to the Sonoma County Civil Grand Jury Investigation Reports entitled, “Animal Services in Sonoma County: Separate and Not Equal, The Costs and Consequences of Decentralization” and “Who Can Afford to Live in Sonoma County: A Tale of Two Cities.”
Memorandum of Understanding (“MOU”) between the City of Healdsburg and International Brotherhood of Electrical Workers (“IBEW”) Local 1245 Adopt a Resolution approving the Memorandum of Understanding between the City of Healdsburg and the International Brotherhood of Electrical Workers Local 1245, for the period ending June 30, 2028, rescinding Resolution No. 60-2025, reestablishing the authorized position list and corresponding salary schedule and amending the adopted fiscal year 2025-26 budget.

Approval of Minutes
By motion, approve the February 3, 2025 Regular Meeting Minutes, the February 18, 2025 Special Meeting Minutes and the February 18, 2025 Regular Meeting Minutes.

PUBLIC HEARINGS
Update to the 2022 California Building Code Amendments
Pass an ordinance amending Chapter 15.04 of the Healdsburg Municipal Code and

6.e

6.f

6.g

6.h

6.i

7. 7.a
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Adopt by Reference Part 11- California Green Building Standards Code (CGBSC) of the 2022 California Building Standards Code Title 24 and the 2021 International Property Maintenance Code in its Entirety and Making Local Amendments to the 2022 California Building Code, the 2022 California Residential Code, the 2022 Green Building Code, and the 2021 International Property Maintenance Code.

OLD BUSINESS
Eel-Russian Project Authority and New Eel Russian
Adopt a Resolution in support of the Eel-Russian Project Authority and the New Eel Russian Facility.

Official City Flower, Plant, or Tree
Review feedback obtained from a community survey on options for an official City flower, plant, or tree and direct staff to develop a resolution naming the official City flower, plant, or tree for adoption at a subsequent City Council meeting.

Inclusionary Housing Ordinance In-Lieu Fee
Receive a report on the Inclusionary Housing Ordinance (IHO) and provide direction on eliminating the in-lieu fee for small projects to encourage new housing production.

NEW BUSINESS
Dry Creek Commons Measure S Loan
Adopt a Resolution approving the Affordable Housing Loan Agreement in an amount of $1,000,000 of Measure S Funds for the Dry Creek Commons Project and authorizing the City Manager to execute the Loan Agreement and all necessary documents to facilitate disbursement of the Loan.

Arts and Culture Commission Vacancy Options
Provide direction to staff on the options to fill the vacancy on the Arts and Culture Commission.

COUNCIL REPORTS ON MATTERS OF INTEREST OCCURRING SINCE

PREVIOUS REGULAR MEETING/EXPENSE REIMBURSEMENT REPORTS

ADJOURN CITY COUNCIL/RSA MEETING

FUTURE AGENDA ITEMS
Future Agenda Items for 2025

8. 8.a

8.b

8.c

9. 9.a

9.b

10. 11.

12. 12.a
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CITY OF HEALDSBURG

PROCLAMATION

A PROCLAMATION OF THE CITY COUNCIL OF THE CITY
OF HEALDSBURG DECLARING AUGUST 26, 2025 WOMEN’S

EQUALITY DAY IN THE CITY OF HEALDSBURG
WHEREAS on August 26, 2025, we mark the 105th1anniversary of the enactment of the 19th Amendment to the United States Constitution which secured the right to vote for women; and WHEREAS in 1976, the Sonoma County Board of Supervisors established one of the first Commissions on the Status of Women in the State of California with the purpose of promoting “equal rights and opportunities that enhance the quality of life for all women and girls” and addressing “issues of discrimination and prejudice that negatively affect women in Sonoma County”; and
WHEREAS, women constitute nearly 50 percent of our workforce, the majority of the students in our colleges and graduate schools, and an increasing number of primary breadwinners; and
WHEREAS, in 2024-2025, Sonoma County women working full time earned 86% of what men earned and women working in agriculture and service areas such as the majority of women workers in Sonoma Valley, earned even less; and
WHEREAS, even with the gains women have made, more work remains to be done in many areas that directly impact equal pay for equal work including access to quality affordable childcare, affordable housing, and comprehensive healthcare for women, including reproductive and mental health care; and
WHEREAS, the mandate for Women’s Equality Day in 2025 is to “accelerate efforts to eliminate systemic barriers and biases that impede women’s progress…emphasizing the need for swift and decisive measures to achieve gender equity.”
NOW, THEREFORE, BE IT PROCLAIMED, that the City Council of the City of Healdsburg hereby declares August 26, 2025, as Women’s Equality Day in the City of Healdsburg.

DATED: August 18, 2025
SO ORDERED:
_________________________________
Evelyn L. Mitchell, Mayor
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CITY OF HEALDSBURG

PROCLAMATION

A PROCLAMATION OF THE CITY COUNCIL OF THE CITY

OF HEALDSBURG CELEBRATING THE LIFE AND

CONTRIBUTIONS OF AARON ROSEWATER
WHEREAS, Aaron Rosewater has been a cherished member of the Healdsburg community for many years, dedicating his passion and energy to enriching the lives of its residents; and WHEREAS, as the former co-owner of Levin and Company Bookstore, Aaron helped cultivate a vital community space where neighbors and visitors could gather, share ideas, and connect over a shared love of literature; and
WHEREAS, through his tireless work, Aaron not only provided a curated selection of books but also hosted countless author events, book clubs, and readings, establishing the bookstore as a cultural cornerstone of downtown Healdsburg; and
WHEREAS, Aaron’s commitment extended beyond the walls of his business, as he consistently supported local schools, charitable organizations, and community events, always with a welcoming smile and generous spirit; and
WHEREAS, his presence has had a lasting and positive impact on our city, fostering a sense of warmth, intellectual curiosity, and community pride.

NOW, THEREFORE, BE IT PROCLAIMED that the City Council of Healdsburg hereby recognizes and honors Aaron Rosewater for his remarkable service to the Healdsburg community and expresses its deep gratitude for his lasting contributions to the cultural and literary life of our city.

DATED: AUGUST 18, 2025
SO ORDERED:

Evelyn L. Mitchell, Mayor
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CITY OF HEALDSBURG

CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: August 18, 2025
SUBJECT: Destruction of Certain Records in the Police Department PREPARED BY: Matt Jenkins, Chief of Police
STRATEGIC INITIATIVE(S):
- Provide Effective Governance
RECOMMENDED ACTION(S):

Adopt a Resolution authorizing the destruction of certain records in the Police Department.

COMMUNITY ENGAGEMENT/OUTREACH:

Not Applicable.

BACKGROUND:

On a regular basis, pursuant to the adopted Records Retention Schedule, the Police Department reviews records that have met the required retention timeframe and that are no longer needed for administrative, operational, legal or fiscal purposes, or that have no historical value.

DISCUSSION/ANALYSIS:

Attached, for your review and consideration, are lists of records in the Police Department that staff recommends be destroyed pursuant to the citywide record retention schedule adopted by Resolution 70-2018. As required by the retention schedule, the City Attorney, Chief of Police, and City Clerk have reviewed and signed off on their respective list of records proposed to be destroyed.

ENVIRONMENTAL STEWARDSHIP:

Not Applicable.

ALTERNATIVES:

The City Council may choose to not adopt the proposed resolution in which case the records will have to be retained for a longer period than the records retention policy requires. Staff does not recommend this alternative as it could have fiscal impacts in terms of storage costs and set precedent as to a longer retention period.

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FISCAL IMPACT:

Funding for this expenditure was included in the fiscal year 2025-26 adopted budget.

ENVIRONMENTAL ANALYSIS:

Pursuant to Title 14, the California Code of Regulations, Section 15378(b)(5) of the California Environmental Quality Act (“CEQA”) guidelines, the proposed action is an administrative activity of the City that will not result in direct or indirect physical changes to the environment; and is therefore not a project for purposes of CEQA.

ATTACHMENT(S):

Resolution
Attachment A - Police Dept. Records Destruction Request 2025 Item 6.a
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CITY OF HEALDSBURG
RESOLUTION NO. _____-2025

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

HEALDSBURG AUTHORIZING THE DESTRUCTION OF

CERTAIN RECORDS IN THE POLICE DEPARTMENT
WHEREAS, the City Council, by Resolution No. 70-2018, adopted a citywide records retention schedule and established the procedure for the destruction of records; and WHEREAS, the City Attorney, the Public Works Director, Utilities Director, Police Chief, and City Clerk have reviewed the attached lists of records proposed to be destroyed and find that they can be destroyed pursuant to the established Records Retention Schedules, and in compliance with Section 34090 of the California Government Code; and WHEREAS, adoption of the proposed resolution would not result in a direct or reasonably foreseeable indirect change in the physical environment and is therefore not a “project” for purposes of Section 21065 of the California Environmental Quality Act and no environmental review is necessary.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Healdsburg hereby authorizes the destruction of the certain records in: (1) the Police Department as reflected on Attachment “A;” and directs the City Clerk to make the necessary arrangements for the actual destruction of said records.

PASSED, APPROVED AND ADOPTED, this 18th day of August 2025, by the following vote:

SO ORDERED: ATTEST:
________________________________ __________________________________ Evelyn L. Mitchell, Mayor Raina Allan, City Clerk
Item 6.a
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CITY OF HEALDSBURG

REQUEST FOR AUTHORIZATION TO DESTROY RECORDS
In accordance with the established City of Healdsburg Records Retention Schedules adopted by Resolution No. 70-2018, authority is requested to destroy the attached list of records.

We have determined these records are no longer needed for administrative, legal or fiscal purposes and have no historical value. We further certify they are notsubject to audit, current or pending litigation, or extended retention period because of revised state, federal or local regulations.
__________________________________ _________________________ Matt Jenkins, Chief of Police Date
___________________________________ __________________________ Raina Allan, City Clerk Date
___________________________________ __________________________ Samantha W. Zutler, City Attorney Date
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EXHIBIT A
City of Healdsburg Records Destruction 2025
Healdsburg Police Department Records
Record Title Year
Police Department Personnel Records Employees separated prior to See Attached List for Details January 1, 2021
Police Department Employees Training Files Separated prior to January 1, 2021 Police Department Employees Background Files Separated prior to January 1, 2021 Permits (Massage, Taxi, Concealed Weapons, Solicitor) Expired prior to January 1, 2021 Backgrounds of non-successful applicants Prior to January 1, 2023 Police Department Daily Supervisor Logs Prior to January 1, 2023 Traffic Citations Prior to January 1, 2023
Parking Citations Prior to January 1, 2023
General Support and Administrative Reporting Prior to January 1, 2023 Juvenile Sealings Prior to January 1, 2017
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List of Separated Employees Prior to January 1, 2021
Rosendo Castro
Katie Close
Krista Elliot
Mariah Gonzalez
Katie Kurshul
Nadia Mohamed
Debra Nelson
Hamidah Salzmann
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CITY OF HEALDSBURG

CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: August 18, 2025
SUBJECT: Professional Services Agreement with Healdsburg Chamber of Commerce for Fiscal Year 2025/26
PREPARED BY: April Mitts, Assistant City Manager
STRATEGIC INITIATIVE(S):
- Economic Diversity & Sustainable Growth
RECOMMENDED ACTION(S):

Adopt a Resolution approving a Professional Services Agreement with the Healdsburg Chamber of Commerce for Fiscal Year 2025/26 and authorizing the City Manager to execute the agreement.

COMMUNITY ENGAGEMENT/OUTREACH:

The Healdsburg Chamber of Commerce (Chamber) is a membership organization that provides support services to the business community in Healdsburg. The Chamber also serves as the Visitor’s Bureau and administers the Healdsburg Tourism Improvement District. Throughout the year, the City engages directly with the Chamber of Commerce and its members through a variety of activities and events.

BACKGROUND:

For several years the City, through its Redevelopment Agency, contracted with the Chamber of Commerce (Chamber) to provide economic development support services. With the dissolution of the Redevelopment Agency the City Council, on August 19, 2013, approved the initial use of Measure V funds for economic development purposes. Beginning in 2014, the City Council began to annually fund economic development services provided by the Chamber. The most recent contract with the Chamber for services expired on July 1, 2025.

The Fiscal Year 2024/25 contract totaled $60,000 and included the following:

1. Community Partnership and Economic Development Support a. Support business attraction, retention, and expansion b. Serve as a liaison between the City and the business community c. Event production
d. Chamber event participation
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2. Task Based Deliverables
a. Commercial/Industrial Property Inventory
b. Workforce Housing Outreach, Education, and Support
c. Commercial Area Activation
DISCUSSION/ANALYSIS:

During the City Council Goal Setting retreat on April 18, 2025, the City Council requested that a goal be added to the annual workplan for the City to host a meeting with key economic stakeholders to discuss economic trends, potentially in partnership with the Chamber. This request was affirmed by the City Council on June 2, 2025, and added to the proposed scope of work for FY 2025/26. The Chamber’s specific role in this project will be determined once planning is further along, but staff anticipates that, at a minimum, the Chamber will play a role in outreach and business engagement.

Over the past two months, staff have been working closely with the Chamber to update the scope of work for FY 2025/26 with a focus on the following areas:

1. Community Partnership and Economic Development Support a. Support business attraction, retention, and expansion b. Serve as a liaison between the City and the business community c. Event production
d. Chamber event participation

2. Task Based Deliverables:
a. Workforce Housing Outreach, Education, and Support
b. Cluster Conversations
c. New Business Resource Guide
d. Visitor Center Reimagined
The full scope of work can be found in Exhibit A to the proposed Resolution.

ENVIRONMENTAL STEWARDSHIP:

Not Applicable.

ALTERNATIVES:

The City Council may choose to:

1. Not approve a PSA with the Chamber of Commerce an provide staff with additional direction.

2. Request revisions to the Scope of Work.

FISCAL IMPACT:

The adopted Fiscal Year 2025/26 budget includes $60,000 in the Measure T Fund to support the Chamber of Commerce Agreement.

ENVIRONMENTAL ANALYSIS:

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Pursuant to Title 14, the California Code of Regulations, Section 15302(c) of the California Environmental Quality Act (“CEQA”) guidelines, approval of this resolution is an administrative activity of the City that will not result in direct or indirect physical changes to the environment.

ATTACHMENT(S):

Resolution
Exhibit A - Chamber of Commerce – Proposed Scope of Work - 2026 Item 6.b
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CITY OF HEALDSBURG
RESOLUTION NO. ___-2025

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

HEALDSBURG APPROVING A PROFESSIONAL SERVICES

AGREEMENT WITH THE HEALDSBURG CHAMBER OF

COMMERCE AND AUTHORIZING THE CITY MANAGER

TO EXECUTE THE AGREEMENT
WHEREAS, the City of Healdsburg has determined that it requires professional services to conduct various economic development services; and
WHEREAS, the Healdsburg Chamber of Commerce (Chamber) has historically provided said professional services and represents that it is duly qualified and experienced to provide said professional services and it is willing to accept responsibility for performing such services; and WHEREAS, the Chamber and City have developed a scope of work for such services that both parties have agreed to and can accomplish; and
WHEREAS, with the dissolution of redevelopment agencies the City Council has determined Measure T funds shall be allocated to fund economic development services; and WHEREAS, the City Council included $60,000 of Measure T funding in the FY 2025- 2026 budget for the purposes of entering into a Professional Services Agreement with the Chamber to provide economic development services.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Healdsburg hereby approves a Professional Services Agreement with the Healdsburg Chamber of Commerce in the amount of $60,000 and authorizes the City Manager to execute the agreement.

PASSED, APPROVED AND ADOPTED, by the City Council of the City of Healdsburg this 4th day of August 2025, by the following vote:

AYES: Councilmembers: (_)
NOES: Councilmembers: (_)
ABSENT: Councilmembers: (_)
ABSTAINING: Councilmembers: (_)
SO ORDERED: ATTEST:
__________________________________ ___________________________________ Evelyn L. Mitchell, Mayor Raina Allan, City Clerk
Item 6.b
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FY 2026 Chamber Contract Scope
Community Partnership and Economic Development Support: $40,000

1. Support business attraction, retention, and expansion (BRE) o Annually report to City Council on BRE activities, including:
▪ Business outreach visits and direct support
▪ New business outreach
▪ Business resource seminars/webinars
▪ Local business support campaigns

2. Serve as a liaison between the City and the business community by providing opportunity for feedback and engagement on proposed City policies, and initiatives.

3. Event production
o Collaborating with the City on theme, attendance, and logistics, hosting an annual CEO Roundtable with the Mayor and City Manager.
o Partner with the City on Community Events including Merry Healdsburg. o Host forums, events, and meetings on specific topics to the business community such as Good Morning Healdsburg or similar gatherings. o Coordinate with the City to support the planning and facilitation of an economic stakeholder meeting to discuss current and emerging economic trends affecting the region and the community. Potential responsibilities include assisting with stakeholder outreach, helping shape the agenda, and identifying relevant topics or speakers. The Chamber may also serve as cohost or promotional partner, depending on final meeting logistics.

4. Chamber Event Participation
o Chamber to provide the City tickets to the following events:
▪ 8 tickets to the annual breakfast (State of the City) ▪ 2 reserved tables at the annual BBQ
▪ 4 tickets to all Chamber mixers and events
Task Based Deliverables: $20,000

1. Workforce Housing Outreach, Education, and Support: In collaboration with the City, the Chamber will engage employers and employees on workforce housing programs and opportunities; assist the City with targeted surveys and data analysis to inform outreach; maintain flexibility to co-sponsor workshops or sector-specific outreach events as needs arise; and provide promotional support for these activities. ($2,500).

2. Cluster Conversations: Partner with the City to host quarterly cluster conversations to facilitate connections for a particular economic group. At the Item 6.b
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conclusion of each conversation the Chamber shall invoice the City $1,000 ($4,000 total). Recommended clusters for FY 26:
▪ Local Serving Businesses (non-tourist based)
▪ Arts & Business
▪ Auto Dealerships
▪ TBD and agreed upon by both the Chamber and the City

3. New Business Resource Guide: Develop “new business guide” to support entrepreneurs and new businesses to the area. This guide may outline steps for starting a new business in the local area, provide resources and connections, and promote economic development. Available both in print and digitally ($11,000).

4. Visitor Center Reimagined: Evaluate concepts for a physical or virtual visitor center to ensure maximization of resources and provide a platform for businesses to connect, collaborate, and grow and provide meaningful information to the tourism segment. The goal is to brainstorm various options and costs for consideration ($2,500).

Contract Value by Deliverable & Payment Timeline:

Item Amount Chamber Invoice
City
Community Partnership & Economic
Development Support
$40,000 Quarterly
Workforce Housing Outreach, Education, and
Support
$2,500 Quarterly
Cluster Conversations
• Local Serving Businesses
• Arts & Business
• Addressing Common Challenges
• Workforce Development & Talent
Acquisition
$1,000
$1,000
$1,000
$1,000
Quarterly, upon
completion of
individual cluster
conversation
New Business Resource Guide $11,000 Upon completion
Visitor Center Concepts $2,500 Upon completion
TOTAL CONTRACT VALUE NOT-TO-EXCEED $60,000
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CITY OF HEALDSBURG

CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: August 18, 2025
SUBJECT: Five-Year Professional Services Agreement with Steven J. Lafranchi and Associates
PREPARED BY: Curt Bates, Principal Civil Engineer
STRATEGIC INITIATIVE(S):
- Maintain and Approve Public Infrastructure and Facilities.

RECOMMENDED ACTION(S):

Adopt a resolution authorizing the City Manager to execute a professional services agreement with Steven J. Lafranchi and Associates, Inc. for on-call land surveying as well as overflow engineering land development review and plan check services for a five-year term not to exceed $45,000 per year.

COMMUNITY ENGAGEMENT/OUTREACH:

Not applicable.

BACKGROUND:

The City of Healdsburg currently has an annual contract with Steven J. Lafranchi and Associates, to provide necessary land surveying services on behalf of the City of Healdsburg as well as allows the consultant to provide overflow engineering land development review and plan check services.

All work is performed on an on-call, as needed basis.

DISCUSSION/ANALYSIS:

The subject action will authorize a five-year on-call professional services agreement to ensure that licensed contract staff are available to continue to provide necessary services for the City of Healdsburg. The agreement provides services on an as needed basis only, for land surveying work as well as overflow engineering development plan check work when existing staff resources are not sufficient to provide timely services. Work under the proposed agreement will be performed on a task order basis for each individual project application and will not exceed the amount agreed upon between the City, project applicant, and consultant for each project. Steven J. Lafranchi and Associates have provided these services over the past two years, in a timely, professional manner on behalf of the City, and to the Healdsburg development community. Staff recommends the City enter into a five-year contract with Steven J. Lafranchi and Associates.

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ENVIRONMENTAL STEWARDSHIP:

Not applicable.

ALTERNATIVES:

The City must provide professional land surveying services as part of its essential duties. An alternative to using contract services would be to hire staff to provide similar services. However, it is more efficient and less expensive to use on-call, as needed, specific contract services tailored to meet the City’s needs.

FISCAL IMPACT:

The proposed professional services agreement authorizes up to $45,000 per year, for five years, for a total of a maximum of $225,000 over five years. Overall consultant review time and associated costs are expected to be similar to that of City staff reviewing a project. The City is directly responsible for the cost of the professional land surveying services provided. However, as a discretionary service provided as a component of development engineering review, the cost is accounted for in the City’s fee study and recouped through fees paid by developers in accordance with the master fee schedule.

ENVIRONMENTAL ANALYSIS:

The Professional Services Agreement with Steven J. Lafranchi and Associates, Inc. for on-call land surveying as well as overflow engineering land development review and plan check services is not a “project” pursuant to California Environmental Quality Act (CEQA) Guidelines 15378(b)(4)(5) because the Professional Services Agreement does not involve commitment to any specific project that may impact the environment; therefore, no environmental review is required.

ATTACHMENT(S):

Resolution
Item 6.c
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CITY OF HEALDSBURG
RESOLUTION NO. - 2025

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

HEALDSBURG AUTHORIZING THE CITY MANAGER TO

EXECUTE A PROFESSIONAL SERVICES AGREEMENT
WITH STEVEN J. LAFRANCHI AND ASSOCIATES, INC. FOR

ON -CALL LAND SURVEYING AS WELL AS OVERFLOW

ENGINEERING LAND DEVELOPMENT REVIEW AND PLAN

CHECK SERVICES FOR A FIVE- YEAR TERM NOT- TO -
EXCEED $45,000 PER YEAR
WHEREAS, the City of Healdsburg wishes to enter into a professional services agreement with Steven J. Lafranchi and Associates to provide on–call, as needed, land surveying as well as engineering development review and plan check services; and WHEREAS, it is necessary to contract with a professional land surveying and engineering firm with experience in public agency services; and
WHEREAS, the City of Healdsburg has previously entered into professional service agreements with Steven J. Lafranchi and Associates for similar land surveying as well as engineering development review and plan check services of which Steven J. Lafranchi and Associates has demonstrated professional accurate and timely services on behalf of the City; and WHEREAS, said agreement’s term is scheduled to expire on September 30, 2025, and staff recommends the City Council authorize the City Manager to enter into said agreement; and WHEREAS, the Professional Services Agreement with Steven J. Lafranchi and Associates, Inc. for on- call land surveying as well as overflow engineering land development review and plan check services is not a “project” pursuant to California Environmental Quality Act (CEQA) Guidelines 15378(b)(4)(5) because the Professional Services Agreement does not involve commitment to any specific project that may impact the environment; therefore, no environmental review is required.

NOW, THEREFORE BE IT RESOLVED that the City Council of the City of Healdsburg does hereby authorize the City Manager to execute a 5five-year professional services agreement with Steven J. Lafranchi and Associates, Inc. for on on-call, as needed land surveying as well as development engineering design review and plan check services not to exceed $45,000 per year.

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Resolution No. -2025

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Healdsburg this 18th day of August 2025 by the following vote:

SO ORDERED: ATTEST:
________________________________ __________________________________ Evelyn L. Mitchell, Mayor Raina Allan, City Clerk
Item 6.c
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CITY OF HEALDSBURG

CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: August 18, 2025
SUBJECT: Title VI Implementation Plan
PREPARED BY: Larry Zimmer, Public Works Director
STRATEGIC INITIATIVE(S):
- Provide Effective Governance
RECOMMENDED ACTION(S):

Adopt a Resolution approving the City of Healdsburg’s Title VI Implementation Plan and authorizing the City Manager to make corrections and revisions to the Plan as necessary to comply with applicable laws or regulations, provided that such revisions do not materially alter the intent of the Plan.

COMMUNITY ENGAGEMENT/OUTREACH:

Title VI materials, including bilingual notices of public rights, complaint procedures, and participation plans, will be posted at City Hall and published on the City’s website in both English and Spanish to support awareness and public access.

The Public Participation Plan, included in the Title VI Program, outlines a wide range of strategies which are designed to promote inclusive engagement with all residents, particularly individuals with Limited English Proficiency (LEP), low-income households, older adults, and people with disabilities. These strategies include:
• Bilingual flyers, mailers, and digital content
• Real-time interpretation services at City Council, commission, and community meetings (available upon request)
• In-person outreach by City staff at community events and public gatherings • Coordination with community-based partners to reach underserved groups • Targeted announcements through multilingual social media posts, email communications, and updates shared with community partners
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• Flexible meeting formats and engagement times designed to accommodate a range of schedules and accessibility needs
• Translated materials and signage posted both digitally and in physical public spaces These engagement methods reflect the City’s broader commitment to equity, accessibility, and transparency in decision-making processes.

BACKGROUND:

Title VI of the Civil Rights Act of 1964 prohibits discrimination based on race, color, or national origin in any program or activity receiving federal financial assistance. Related statutes extend similar protections based on sex, age, and disability.

Historically, Caltrans certified Title VI compliance on behalf of subrecipients without requesting formal plans, provided no complaints were filed and the projects remained in compliance with NEPA and ADA regulations. As a result, most small and mid-sized cities, including Healdsburg, did not develop standalone Title VI Implementation Plans. This practice changed beginning in 2021, when the Federal Highway Administration (FHWA) increased oversight of Title VI enforcement at the state level. In response to federal findings, Caltrans began requiring all subrecipients of federal-aid highway funds, regardless of project size, to adopt a formal Title VI Program, designate a Title VI Coordinator, and comply with programmatic requirements such as complaint procedures, public notices, LEP planning, internal reviews, data collection, and annual reporting. Adoption of a compliant Title VI Program is now a prerequisite for applying for or receiving federal transportation funding.

DISCUSSION/ANALYSIS:

The City of Healdsburg receives federal-aid transportation funding through Caltrans and is therefore subject to Title VI requirements. The proposed 2025 Title VI Implementation Plan was developed in accordance with current Caltrans guidance and includes all required program elements. Adoption of this Plan ensures continued funding eligibility and formalizes the City’s commitment to equitable and nondiscriminatory service delivery in transportation-related programs and activities.

The Title VI Implementation Plan establishes a clear and enforceable framework to ensure that the City’s programs, services, and activities are delivered fairly and without discrimination. Key components include:
• A Non-Discrimination Policy Statement affirming the City’s commitment to equal access • Designation of the Assistant City Manager as the City’s Title VI Coordinator • Clear complaint procedures, including bilingual forms, multiple submission methods, and investigation timelines
• A log for tracking Title VI-related complaints, investigations, and lawsuits • A Notice of Public Rights under Title VI, posted online and at City facilities • A Public Participation Plan focused on engaging underrepresented and LEP populations Item 6.d
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• A LEP Plan with Spanish-language resources and interpretation protocols • Internal review procedures to prevent inadvertent policy discrimination • A staff training requirement to ensure key personnel receive Title VI training at least once every two years
• A Title VI Annual Work Plan to track outreach, training, data collection, and compliance milestones
Many of these practices are already in place at the City of Healdsburg. The Plan consolidates and documents these efforts to ensure consistency with FHWA requirements and Caltrans expectations. For example:
• The City routinely provides Spanish-language versions of utility notices, flyers, and web content
• Bilingual staff regularly assist residents at the front counter and in the field • City Council agendas are ADA accessible and include contact information for requesting translation or accommodations
• Public engagement for infrastructure projects often includes participation from schools, housing groups, and Latino-serving organizations
In addition to supporting regulatory compliance, the Plan strengthens internal procedures, promotes interdepartmental coordination, and helps the City proactively identify and address potential equity gaps in service delivery. It also ensures the City is well-positioned to respond to Title VI audits or inquiries from state or federal agencies.

The accompanying resolution authorizes the City Manager to make administrative or nonsubstantive changes to the Plan as needed. This flexibility allows the document to remain current with evolving legal requirements, funding conditions, and local procedures, without requiring formal re-adoption.

ENVIRONMENTAL STEWARDSHIP:

Not applicable.

ALTERNATIVES:

Decline to adopt the Title VI Program. This action would place the City out of compliance with current FHWA and Caltrans requirements and may jeopardize eligibility for federal transportation funding.

FISCAL IMPACT:

There is no direct fiscal impact associated with this action. Adoption of the Title VI Implementation Plan supports continued access to federal transportation funding and ensures that the City remains eligible for Caltrans-administered grant programs.

ENVIRONMENTAL ANALYSIS:

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Adoption of the Title VI Implementation Plan is not a project subject to review under the California Environmental Quality Act (CEQA), pursuant to CEQA Guidelines Section 15061(b)(3), as it can be seen with certainty that the action has no potential to cause a significant effect on the environment.

ATTACHMENT(S):

Resolution Approving the Title VI Implementation Plan
City of Healdsburg Title VI Implementation Plan (2025)
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CITY OF HEALDSBURG
RESOLUTION NO. ____-2025

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HEALDSBURG APPROVING THE 2025 TITLE VI

IMPLEMENTATION PLAN AND AUTHORIZING THE CITY

MANAGER TO MAKE CORRECTIONS AND REVISIONS TO

THE PLAN AS NECESSARY TO COMPLY WITH

APPLICABLE LAWS OR REGULATIONS, PROVIDED THAT

SUCH REVISIONS DO NOT MATERIALLY ALTER THE

INTENT OF THE PLAN
WHEREAS, Title VI of the Civil Rights Act of 1964 provides that: “No person in the United States shall, on the ground of race, color or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving federal financial assistance”; and
WHEREAS, the City of Healdsburg receives federal financial assistance for various programs and services and is therefore subject to Title VI requirements; and WHEREAS, the City of Healdsburg remains committed to ensuring equitable access to its services and programs for all residents, regardless of race, color, national origin, sex, age, disability, or income status; and
WHEREAS, all subrecipients of federal-aid highway funds, regardless of project size, are required to adopt a formal Title VI Program as a condition of continued eligibility; and WHEREAS, adopting the 2025 Title VI Implementation Plan aligns the City’s policies and procedures with current Federal Highway Administration (FHWA) and Caltrans guidance, and prepares the City for potential audits and compliance reviews; and WHEREAS, the City has developed a comprehensive Title VI Implementation Plan that includes a non-discrimination policy, designation of a Title VI Coordinator, complaint procedures, public notices, a Public Participation Plan, a Limited English Proficiency Plan, staff training requirements, internal review protocols, and an annual work plan to support ongoing compliance and equitable service delivery; and
WHEREAS, the adoption of the Title VI Implementation Plan is exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15378(b)(2) of the CEQA Guidelines, as the Plan constitutes an administrative activity with no potential for significant environmental impact.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Healdsburg hereby Item 6.d
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Resolution No. -2025

1. Adopts the Title VI Implementation Plan, attached hereto and incorporated by reference.

2. Authorizes the City Manager to make corrections and revisions to the Plan as necessary to comply with applicable laws or regulations, provided that such revisions do not materially alter the intent of the Plan.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Healdsburg this 18th day of August 2025 by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAINING: Councilmembers:

SO ORDERED: ATTEST:
_________________________________ __________________________________ Evelyn L. Mitchell, Mayor Raina Allan, City Clerk
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City of
Healdsburg
Title VI Implementation Plan
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TABLE OF CONTENTS

1. IntroducƟon

2. Non‐DiscriminaƟon Policy Statement

3. OrganizaƟon and Staffing

4. Complaint Procedure

5. Title VI Complaint Processing Procedures

6. Title VI InvesƟgaƟons, Complaints and Lawsuits Log

7. NoƟce of Public Rights under Title VI

8. Public InformaƟon and Access

9. Public ParƟcipaƟon Plan

10. Limited English Proficiency (LEP) Plan

11. Title VI Data CollecƟon Procedures

12. Title VI Training

13. Standard Title VI Assurances

14. Internal and External Compliance Reviews

15. Title VI Annual Work Plan

16. Review of DirecƟves and Policies

17. Compliance and Enforcement Procedures
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City of Healdsburg Title VI ImplementaƟon Plan 1

1. INTRODUCTION
The City of Healdsburg (“City”) is commiƩed to ensuring that no person shall, on the grounds of race, color, naƟonal origin, sex, or gender, be excluded from parƟcipaƟon in, be denied the benefits of, or be subjected to discriminaƟon under any program or acƟvity provided by the City of Healdsburg, as protected by Title VI of the Civil Rights Act of 1964.

2. NON‐DISCRIMINATION POLICY STATEMENT
The City of Healdsburg, in accordance with Title VI of the Civil Rights Act of 1964 and related federal nondiscriminaƟon authoriƟes, ensures that no person shall, on the basis of race, color, naƟonal origin, sex, age or disability, be excluded from parƟcipaƟon in, denied the benefits of, or otherwise subjected to discriminaƟon under any of its programs, services, or acƟviƟes.

The City is commiƩed to ensuring that all programs and acƟviƟes are administered in a nondiscriminatory manner, whether federally funded or not. In the event the City distributes federal aid funds to another enƟty, it will include Title VI language in all agreements and monitor for compliance.

This policy is consistent with federal requirements issued by the U.S. Department of TransportaƟon and the Federal Highway AdministraƟon.

3. ORGANIZATION AND STAFFING
The Assistant City Manager serves as the Title VI Coordinator and is responsible for overseeing Title VI compliance and ensuring that all employees, contractors, and agents adhere to Title VI requirements.

The Title VI Coordinator is responsible for:
 Submiƫng the Title VI ImplementaƟon Plan and Annual Report on the City’s behalf.  Developing procedures for the prompt processing and disposiƟon of complaints.  InvesƟgaƟng complaints, maintaining a complaint log, and reporƟng findings.  Ensuring compliance with Title VI requirements in all federally funded programs and services.  ConducƟng or delegaƟng the conducƟng of training and outreach to improve public awareness of civil rights.

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City of Healdsburg Title VI ImplementaƟon Plan 2
OrganizaƟonal Chart:

4. COMPLAINT PROCEDURE (See AƩachment B for Title VI Bilingual Complaint Form) Any person who believes they have experienced discriminaƟon by the City of Healdsburg based on race, color, naƟonal origin, sex, sexual orientaƟon, age, or disability may file a Title VI complaint. Complaints must be submiƩed within 180 calendar days of the alleged discriminatory incident.

Complaints may be submiƩed in one of the following ways:
 WriƩen Complaint: Complete the Title VI Complaint Form and submit it to: Title VI Coordinator City of Healdsburg 401 Grove Street Healdsburg, CA 95448  Email Submission: Send the completed complaint form via email to the Assistant City Manager or designated representaƟve.
 Verbal Complaint: Call the Title VI Coordinator’s office at (707) 431‐3317 to report a complaint.

The Coordinator or designee will document and transcribe the complaint.

City Manager
Assistant City Manager
(Title VI Coordinator)
City
Clerk
Commu
nity
Services
/Parks
&
Recreat
ion
Electric,
Depart
ment
Finance
Depart
ment
Fire
Deparment
Human
Resourc
es
Housing
Depart
ment
Plannin
g &
Building
Police Public
Works
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City of Healdsburg Title VI ImplementaƟon Plan 3
Note: If a complaint is related to a program, service, or acƟvity funded by the Federal Highway AdministraƟon (FHWA), the City will not invesƟgate the complaint. Instead, it will be forwarded to the Caltrans Office of Civil Rights within one (1) business day of receipt, in accordance with FHWA Title VI requirements. Such complaints should be sent to:

Ɵ[email protected]
For projects funded by other federal or state agencies, the City will follow the complaint procedures required by the relevant funding agency.

For more informaƟon on FHWA Title VI complaint procedures, visit:
hƩps://dot.ca.gov/programs/local‐assistance/local‐civil‐compliance/Ɵtle‐vi/filing To ensure proper processing, complaints must include:
 DescripƟon of the incident
 Names of individuals involved
 LocaƟon, date, and Ɵme of the incident
 Contact informaƟon of any witnesses
 Any supporƟng documentaƟon
The City will confirm receipt of your complaint within 10 business days. The invesƟgaƟon will be completed within 60 days, and a wriƩen response will be provided to the complainant.

Complaint Process and InvesƟgaƟon:

The Title VI Coordinator, or designee, will follow these steps:

1. Review and log the complaint within 10 business days.

2. Conduct an invesƟgaƟon, including interviews, document review, and staff/legal consultaƟon.

3. Resolve the complaint promptly and equitably.

4. Provide wriƩen findings, correcƟve acƟons (if needed), and appeal informaƟon.

5. Document and retain all complaint records, invesƟgaƟon notes, and resoluƟon details.

5. TITLE VI COMPLAINT PROCESSING PROCEDURES
To ensure fairness and consistency, the City of Healdsburg has established a standardized process for reviewing, invesƟgaƟng, and resolving Title VI complaints.

DocumentaƟon and Oversight:
 All invesƟgaƟon notes, correspondence, and findings are retained digitally.  Complaint records are reviewed for Ɵmeliness and compliance with federal regulaƟons.  A summary of complaint acƟvity is included in the City’s Title VI Program documentaƟon.

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City of Healdsburg Title VI ImplementaƟon Plan 4
For tracking and documentaƟon, see the InvesƟgaƟons, Complaints, and Lawsuits Log

6. TITLE VI INVESTIGATIONS, COMPLAINTS, AND LAWSUITS LOG (See AƩachment C for full Title VI InvesƟgaƟons, Complaints and Lawsuits Log
The City of Healdsburg maintains a log of all Title VI‐related invesƟgaƟons, complaints, and lawsuits. This log is updated regularly and made available to relevant oversight agencies upon request.

Log Contents:

Each entry in the log includes:
 Date of filing
 Summary of the allegaƟon(s), including basis (e.g., race, color, naƟonal origin, sex, sexual orientaƟon, age, or disability)
 Status of the invesƟgaƟon, complaint, or lawsuit
 AcƟons Taken by the City in response
 Referral InformaƟon, if forwarded to FHWA or another agency Access and Oversight
 The log is maintained by the Title VI Coordinator.
 Records are reviewed for Ɵmely response and resoluƟon.  The log is included in the City’s Title VI Program documentaƟon and may be submiƩed to federal or state agencies as required.

7. NOTICE TO PUBLIC OF RIGHTS UNDER TITLE VI (See AƩachment A for full Title VI NoƟce to the Public)
AƩachment A provides the full Title VI public noƟce, complaint procedures, and bilingual complaint form. These materials are posted in both English and Spanish on the City’s website and at City Hall.

8. PUBLIC INFORMATION AND ACCESS
The City of Healdsburg acƟvely disseminates Title VI informaƟon through mulƟple channels to ensure public awareness of civil rights protecƟons and procedures.

Digital Presence:

The City’s website [FILL IN] includes the following Title VI resources:
 NoƟce of Public Rights
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City of Healdsburg Title VI ImplementaƟon Plan 5
 Complaint Procedures
 Fillable Complaint Form (available in English and Spanish)  Title VI Coordinator contact informaƟon
Physical PosƟng:

At City Hall (401 Grove Street, Healdsburg, CA 95448), Title VI informaƟon is posted in a public area, including:
 Non‐discriminaƟon noƟce
 Summary of complaint procedures
 Coordinator contact details

9. PUBLIC PARTICIPATION PLAN (See AƩachment D for the full Public ParƟcipaƟon Plan) The City of Healdsburg is commiƩed to ensuring equal access to its programs and services. The Public ParƟcipaƟon Plan outlines strategies for engaging the community in transportaƟon decisions and promoƟng parƟcipaƟon from tradiƟonally underserved populaƟons.

Community Engagement Goals:
 Encourage input from all residents, especially those who are elderly, disabled, non‐English speaking, or low‐income.
 Provide accessible and inclusive opportuniƟes for public involvement.  Ensure transparency in decision‐making processes.

Outreach Strategies:

The City uses a variety of methods to reach residents:
 City Council and Commission MeeƟngs – Held regularly and streamed online. Language assistance available upon request.
 Website Support – InformaƟon available in English and Spanish, with translaƟon tools for other languages.
 Media RelaƟons – Announcements published in both English and Spanish.  Community Events – Staff aƩend local events to share informaƟon and gather feedback.  Partnerships – CollaboraƟon with organizaƟons like Corazón Healdsburg and Healdsburg Unified School District to reach diverse populaƟons.
 Flexible MeeƟng Formats – MeeƟngs scheduled at various Ɵmes and locaƟons to accommodate different needs.

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City of Healdsburg Title VI ImplementaƟon Plan 6
 TranslaƟon Assistance – Real‐Ɵme interpretaƟon available via bilingual staff or contracted interpreters.
 MulƟlingual Materials – Flyers, brochures, and noƟces provided in Spanish and other languages as needed.
 Street‐Level Outreach – Door‐to‐door visits and in‐person engagement at public spaces.  Social Media & Email – Updates shared through posts and targeted email lists.  Advisory Groups – Convened for specific projects to gather input from affected communiƟes.  Public NoƟces – Posted online and at City Hall.

10. LIMITED ENGLISH PROFICIENCY (LEP) PLAN (See AƩachment E for the full LEP Plan) The City of Healdsburg ensures that persons with Limited English Proficiency (LEP) are not discriminated against and are provided meaningful access to programs and services at no addiƟonal cost.

DefiniƟon:

LEP individuals are those who do not speak English as their primary language and have a limited ability to read, write, speak, or understand English.

Four‐Factor Analysis:

To determine appropriate language assistance, the City uses the following four‐factor framework:

1. Number and ProporƟon of LEP Persons Served
o Based on U.S. Census data, approximately 17.17% of Healdsburg residents aged 5 and older speak Spanish and report speaking English less than “very well.” o Spanish‐speaking LEP individuals are the largest language minority group in the City.

2. Frequency of Contact
o LEP individuals regularly interact with City staff across departments including UƟliƟes, Parks, Housing, and Public Works.
o Bilingual staff are available at customer service desks and in the field.

3. Nature and Importance of Services
o Access to City services impacts residents’ ability to obtain housing, employment, educaƟon, and emergency support.
o Language barriers can prevent equitable access to these essenƟal services.

4. Resources and Cost
o The City provides bilingual staff, translated materials, and interpretaƟon services.

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City of Healdsburg Title VI ImplementaƟon Plan 7
o TranslaƟon of vital documents into Spanish meets the Safe Harbor threshold (5% of total populaƟon).

Language Assistance Measures:

The City has implemented the following strategies:
 Bilingual staff in key departments
 Translated outreach materials and complaint forms
 Real‐Ɵme interpretaƟon via phone or in‐person
 Website translaƟon tools (e.g., Google Translate)
 CoordinaƟon with community partners for outreach
Staff Training:
 All staff receive Title VI and LEP training every two years  New staff are trained during onboarding
 Training includes how to respond to verbal requests for service in other languages Monitoring and Updates:
 The LEP Plan is reviewed annually
 Feedback, complaints, and demographic changes are used to adjust services  The City maintains records of translated materials and interpreter usage

11. TITLE VI DATA COLLECTION PROCEDURES
The City of Healdsburg is commiƩed to idenƟfying service gaps and improving outreach to underserved communiƟes through thoughƞul data collecƟon and analysis.

Current PracƟces:
 The City considers available demographic data—including race, color, and naƟonal origin—when evaluaƟng programs or applying for federal funding.
 Formal data collecƟon is currently limited, but the City uses U.S. Census data and community feedback to guide planning efforts.

ApplicaƟons:
 Demographic insights are used to:
o IdenƟfy potenƟal dispariƟes in service delivery
o Inform grant applicaƟons and funding prioriƟes
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City of Healdsburg Title VI ImplementaƟon Plan 8
o Support outreach strategies for minority and LEP populaƟons Future Improvements:
 The City may explore:
o Surveys to gather direct input from residents
o GIS mapping to visualize demographic distribuƟon
o Partnerships with local organizaƟons to collect qualitaƟve data

12. TITLE VI TRAINING
The City of Healdsburg provides regular training to ensure that all staff understand and comply with Title VI requirements.

Training Schedule:
 Frequency: Every two years for all City staff
 New Staff: Title VI principles are included in onboarding for employees who interact with the public
Training Content:

Each session includes:
 Overview of Title VI of the Civil Rights Act of 1964
 City’s Title VI Program and implementaƟon procedures
 Complaint process and invesƟgaƟon protocols
 Procedures for handling interpretaƟon and translaƟon requests  ResponsibiliƟes of staff in ensuring non‐discriminatory access to services Recordkeeping:
 Training records are retained digitally
 AƩendance logs and materials are maintained by the Title VI Coordinator  Records are available for review by oversight agencies upon request Item 6.d
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City of Healdsburg Title VI ImplementaƟon Plan 9

13. STANDARD TITLE VI ASSURANCES
(See AƩachment G for the signed Title VI Assurances with Appendices A–E) The City of Healdsburg cerƟfies compliance with Title VI of the Civil Rights Act of 1964 and related nondiscriminaƟon statutes by signing and submiƫng the Standard U.S. Department of TransportaƟon (DOT) Title VI Assurances (DOT Order 1050.2A).

General Assurance:

The City agrees that no person in the United States shall, on the grounds of race, color, or naƟonal origin, be excluded from parƟcipaƟon in, denied the benefits of, or otherwise subjected to discriminaƟon under any program or acƟvity for which the City receives federal financial assistance.

Specific Assurances:

The signed assurances include the following provisions:
 Appendix A: NondiscriminaƟon clauses for contracts and agreements  Appendix B & C: Covenants for real property transacƟons  Appendix D: Assurances for construcƟon and use of federally funded faciliƟes  Appendix E: OrganizaƟonal compliance and designaƟon of Title VI Coordinator Scope and DuraƟon:
 Assurances apply to all programs and acƟviƟes of the City that receive federal assistance  ObligaƟons remain in effect for the duraƟon of the funding period, or as long as the City retains ownership or control of federally funded property
Complaint Processing and DocumentaƟon Procedures:

To ensure fairness and consistency, the City of Healdsburg has established a standardized process for documenƟng and addressing Title VI complaints:
 All invesƟgaƟon notes, correspondence, and findings are retained digitally  Complaint records are reviewed for Ɵmeliness and compliance with federal regulaƟons  A summary of complaint acƟvity is included in the City’s Title VI Program documentaƟon  For tracking and documentaƟon, see the InvesƟgaƟons, Complaints, and Lawsuits Log in the previous secƟon
Enforcement:
 The U.S. DOT and its operaƟng administraƟons may conduct compliance reviews or invesƟgaƟons
 The City agrees to provide access to records, staff, and faciliƟes as needed  Noncompliance may result in enforcement acƟons, including suspension or terminaƟon of funding
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City of Healdsburg Title VI ImplementaƟon Plan 10

14. INTERNAL AND EXTERNAL COMPLIANCE REVIEWS
The City of Healdsburg conducts regular reviews to ensure that all departments receiving federal funding comply with Title VI requirements.

Internal Reviews:
 Frequency: Conducted annually by City staff
 Scope: Focuses on departments and programs that receive federal assistance  Purpose:
o IdenƟfy gaps in compliance
o Evaluate staff training and outreach efforts
o Ensure proper documentaƟon and complaint handling
 Process:
o Review policies, procedures, and program acƟviƟes
o Interview staff and assess implementaƟon of Title VI measures o Document findings and recommend correcƟve acƟons
External Reviews:
 Current Status: Not required at this Ɵme
 Reason: The City does not have subrecipients of federal funds  Future ConsideraƟon:
o If subrecipients are added, external reviews may be implemented o External audits would provide independent verificaƟon of compliance Oversight:
 The Title VI Coordinator oversees all internal reviews  Findings are incorporated into the Annual Work Plan and shared with leadership  CorrecƟve acƟons are tracked to ensure resoluƟon and conƟnuous improvement Item 6.d
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City of Healdsburg Title VI ImplementaƟon Plan 11

15. TITLE VI ANNUAL WORK PLAN
The City of Healdsburg prepares a Title VI Annual Work Plan to document accomplishments from the previous year and establish goals for the upcoming year. This report supports conƟnuous improvement and ensures accountability in implemenƟng Title VI requirements.

Purpose:
 Summarize Title VI‐related acƟviƟes completed during the prior year  IdenƟfy goals and prioriƟes for the next reporƟng period  Provide a framework for evaluaƟng progress and compliance  Share updates with the public and oversight agencies
Contents:

The Annual Work Plan typically includes:
 Overview of Title VI training sessions conducted
 Summary of public outreach and engagement efforts
 Updates to complaint procedures or LEP strategies
 Internal compliance review findings
 Planned improvements to data collecƟon, translaƟon services, or staff training  Goals for expanding equitable access to City programs and services Public Access:
 The Annual Work Plan is made available to the public upon request  It is posted on the City’s website alongside the Title VI Program documentaƟon  Copies may be submiƩed to federal or state oversight agencies as required

16. REVIEW OF DIRECTIVES AND POLICIES
The City of Healdsburg reviews internal direcƟves, policies, and procedures to ensure they are consistent with Title VI of the Civil Rights Act of 1964 and related nondiscriminaƟon statutes.

Purpose:

This review process helps the City:
 IdenƟfy potenƟal Title VI implicaƟons in new or revised policies  Prevent unintenƟonal barriers to access or parƟcipaƟon Item 6.d
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City of Healdsburg Title VI ImplementaƟon Plan 12
 Ensure that guidance documents promote equity and inclusion Review Process:
 The Title VI Coordinator works with department leads to evaluate direcƟves before implementaƟon
 Reviews focus on whether policies may disproporƟonately impact individuals based on race, color, naƟonal origin, sex, age, or disability
 If a direcƟve is found to have Title VI implicaƟons:
o RecommendaƟons are made to revise or clarify the policy o The issue is escalated to senior leadership for resoluƟon o Changes are documented and incorporated into future training

17. COMPLIANCE AND ENFORCEMENT PROCEDURES
The City of Healdsburg is commiƩed to ensuring full compliance with Title VI of the Civil Rights Act of 1964 and related nondiscriminaƟon statutes. When potenƟal violaƟons are idenƟfied, the City follows a structured process to invesƟgate, resolve, and report findings.

Voluntary Compliance:
 The City prioriƟzes voluntary resoluƟon of Title VI concerns.  Upon idenƟfying a potenƟal issue, the Title VI Coordinator contacts the affected party to discuss the concern and seek correcƟve acƟon.
 If voluntary compliance is achieved, the resoluƟon is documented and retained for future review.

InvesƟgaƟon and Findings:
 If voluntary compliance cannot be secured, the City iniƟates a formal invesƟgaƟon.  InvesƟgaƟons follow the procedures outlined in the Complaint Processing Procedures secƟon.  Findings are documented in wriƟng and shared with relevant oversight agencies, if required.

CorrecƟve AcƟons:
 When noncompliance is confirmed, the City develops a CorrecƟve AcƟon Plan (CAP) that may include:
o Staff training
o Policy revisions
o Outreach improvements
o TranslaƟon or interpretaƟon services
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City of Healdsburg Title VI ImplementaƟon Plan 13
 CAPs include Ɵmelines and responsible parƟes for implementaƟon.  Progress is monitored and documented by the Title VI Coordinator.

Enforcement:
 If correcƟve acƟons are not implemented, the City may:
o Suspend or terminate contracts or agreements
o Refer the maƩer to state or federal oversight agencies o Withhold federal funds, if applicable and authorized
 Enforcement decisions are made in consultaƟon with legal counsel and documented in the Title VI Program records.

ReporƟng
 All compliance and enforcement acƟviƟes are summarized in the Annual Work Plan.  Records are retained for a minimum of three years and made available upon request to oversight agencies.

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ATTACHMENTS
The following aƩachments provide supplemental materials referenced in the Title VI ImplementaƟon Plan. Each aƩachment is labeled with a unique idenƟfier (e.g., AƩachment A | A‐1) and includes headers and footers consistent with the formaƫng standards used throughout the document.  AƩachment A – NoƟce to the Public of Rights under Title VI  AƩachment B – Bilingual Complaint Form
 AƩachment C – InvesƟgaƟons, Complaints, and Lawsuits Log  AƩachment D – Public ParƟcipaƟon Plan
 AƩachment E – Limited English Proficiency Plan (LEP)
 AƩachment F – City Council ResoluƟon AdopƟng Title VI Plan  AƩachment G – Standard Title VI Assurances (DOT Order 1050.2A) Item 6.d
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AƩachment A A‐1
ATTACHMENT A: NOTICE TO THE PUBLIC OF RIGHTS UNDER TITLE VI

NOTICE TO THE PUBLIC OF RIGHTS UNDER TITLE VI
TITLE VI PUBLIC NOTICE TITLE VI OF THE 1964 CIVIL RIGHTS ACT “No person in the United States shall, on the ground of race, color or naƟonal origin, be excluded from parƟcipaƟon in, be denied the benefits of, or be subjected to discriminaƟon under any program or acƟvity receiving federal financial assistance.”
The City of Healdsburg is commiƩed to ensuring that no person is excluded from parƟcipaƟon in or denied the benefits of its services on the basis of race, color, or naƟonal origin as protected by Title VI of the Civil Rights Act of 1964 amended (“Title VI”). If you believe you have been subjected to discriminaƟon under Title VI, you may file a wriƩen complaint with the City of Healdsburg. The complaint must be filed no later than 180 calendar days from the date of the alleged discriminatory incident. If you would like more informaƟon about the Title VI program, you may contact City staff at the address or phone number below.

The preferred method is to file your complaint in wriƟng using the Title VI Complaint Form, available in hard copy, PDF format, or as an online form. Once completed, send to:

City of Healdsburg
AƩn: Assistant City Manager / Title VI Coordinator
401 Grove Street
Healdsburg, CA 95448
Verbal complaints will also be accepted and transcribed by the Title VI Coordinator or designee. To make a verbal complaint or receive more informaƟon about the City of Healdsburg Title VI Program, call: (707) 431‐3317
If informaƟon is needed in another language, please call (707) 431‐3317.

Si se necesita información en otro idioma, por favor llame al (707) 431‐3317.

April MiƩs
Assistant City Manager / Title VI Coordinator
Date:

Item 6.d
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AƩachment B B‐1
ATTACHMENT B: TITLE VI COMPLAINT FORM
Title VI of the Civil Rights Act of 1964 states:
“No person in the United States shall, on the ground of race, color or naƟonal origin, be excluded from parƟcipaƟon in, be denied the benefits of, or be subjected to discriminaƟon under any program or acƟvity receiving federal financial assistance.” Note: The following informaƟon is necessary to assist us in processing your complaint. If you need help compleƟng this form, please contact the City of Healdsburg for assistance.

Completed forms may be submiƩed:
 By email: [Insert preferred contact — Raina or Assistant City Manager]  By mail:

City of Healdsburg
AƩn: Assistant City Manager / Title VI Coordinator
401 Grove Street
Healdsburg, CA 95448

Item 6.d
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AƩachment B B‐2
1 Complainant's Name
2 Address
3 City, State, and Zip Code
4 Telephone Number (home)                                          (business) 5 Email
6 Person discriminated against (if someone other than the complainant) Name:

Address:

City, State, and Zip Code?
7 Which of the following best describes the reason you believe the discrimination took place? Was it because of your (choose one):
____ Race          ____ Color          ____National Origin 8 What date and time did the alleged discrimination take place? Date:

Time:
9 In your own words, describe the alleged discrimination. Explain what happened and whom you believe was responsible. Please use the back of this form if additional space is required. 10 Have you filed this complaint with any other federal, state, or local agency; or with any federal or state court? ____ Yes          ____No
11 If yes, check all that apply:
___Federal Agency  ___Federal Court ___State Agency   ___State Court  ___Local Agency 12 Please provide information about a contact person at the agency/court where the complaint was filed.

Name:

Address:

City, State, Zip Code:

Telephone Number:

Email Address:

You may attach any written materials or other information that you think is relevant to your complaint.

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AƩachment C C‐1
ATTACHMENT C: INVESTIGATIONS, COMPLAINTS, AND LAWSUITS LOG This log is maintained by the Title VI Coordinator and updated as new complaints are received and processed. It supports transparency, accountability, and compliance with federal reporƟng requirements.

Note: This log should be retained digitally and reviewed annually. Complaints forwarded to external agencies must
DATE (Month, Day, Year) SUMMARY (Include basis of complaint: race, color, national origin, sex, sexual orientation, age, or disability)
STATUS
Investigations
Lawsuits
Name of Complaint
Title VI Discrimination Complaint Log
Item 6.d
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AƩachment D D‐1

ATTACHMENT D PUBLIC PARTICIPATION PLAN
City of Healdsburg
I. IntroducƟon
The City of Healdsburg is a full‐service city that provides many ameniƟes and services to its residents.

Title VI of the Civil Rights Act of 1964 prohibits discriminaƟon on the basis of race, color, and naƟonal origin in programs and acƟviƟes receiving federal financial assistance. Under federal regulaƟons, the City must take reasonable steps to ensure people have access to its acƟviƟes and programs.

This Public ParƟcipaƟon Plan informs the community of available services and encourages parƟcipaƟon from tradiƟonally disadvantaged populaƟons, including the elderly, people with disabiliƟes, minoriƟes, non‐English speaking persons, and low‐income populaƟons. It includes a summary profile of the City and a descripƟon of public parƟcipaƟon strategies undertaken.

II. Community Profile
Unless otherwise specified, all data are sourced from the U.S. Census Bureau’s American Community Survey 2019–2023 5‐Year EsƟmates.

Geography:
 Healdsburg encompasses approximately 4.1 square miles, with a populaƟon density of about 2,588 people per square mile.
 The City contains approximately 5,219 housing units:
o 59% owner‐occupied
o 41% renter‐occupied
 Geographically, Healdsburg is situated in an inland valley defined by Highway 101, the Russian River, surrounding agricultural lands, and mountains to the east and west.  The City lies at the intersecƟon of three agricultural valleys—Russian River Valley, Dry Creek Valley, and Alexander Valley—and is elevated between 100 to 430 feet above sea level.

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AƩachment D D‐2
Social & Economic CharacterisƟcs:

PopulaƟon & Age
Category Count Percent
Total Population 11,136 —
Age 0–17 2,560 22.50%
Age 18–65 6,024 53.10%
Age 65+ 2,770 24.40%
Median Age — 43.8
Race & Ethnicity
Category Count Percent
Total Population 11,340 —
One Race 9,741 85.90%
White 7,194 63.40%
Black or African American 65 0.60%
American Indian and Alaska Native 227 2.00%
Asian 169 1.50%
Native Hawaiian and Other Pacific
Islander 12 0.10%
Some Other Race Alone 1,636 14.40%
Two or More Races 1,599 14.10%
Hispanic or Latino (any race) 3,925 32.90%
Not Hispanic or Latino 7,415 —
EducaƟon (Age 25+)
Category Count Percent
Less than High School 1,622 14.30%
High School Graduate or Higher 9,718 85.70%
Some College or Associate’s Degree 3,628 32.00%
Bachelor’s Degree or Higher 4,479 39.50%
Graduate or Professional Degree 1,701 15.00%
Veteran Status
 Civilian Veterans: 448 (5.8%)
Disability Status
 Total with any disability: 1,099 (5.9%)
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AƩachment D D‐3
 Hearing difficulty: 501 (4.5%)
 Vision difficulty: 121 (1.1%)
 CogniƟve difficulty: 352 (3.3%)
 Ambulatory difficulty: 504 (4.7%)
 Self‐care difficulty: 193 (1.8%)
 Independent living difficulty: 366 (4.0%)
Language (Age 5+)
Language Count Percent
English Only 7,650 71.70%
Language Other Than English 3,023 28.30%
Spanish 2,757 25.80%
Other Indo‐European 196 1.80%
Asian & Pacific Islander 59 0.40%
Other Languages 11 0.10%
Economic CharacterisƟcs
 Median Household Income: $100,082
 Per Capita Income (2023 dollars): $60,189
 Living in Poverty: 11.3%
Cited Source: U.S. Census Bureau, American Community Survey (ACS) 5‐Year EsƟmates, 2019–2023 III. Public ParƟcipaƟon Strategies
Healdsburg ensures equal access to its programs and services and promotes inclusivity through the following strategies:
 City Council and Commission meeƟngs available online (live and archived)  CoordinaƟon with community organizaƟons
 Bilingual outreach for events and materials
 Events at the Senior Center and senior housing faciliƟes  Real‐Ɵme phone interpretaƟon via bilingual staff
 Website content in English and Spanish, with addiƟonal translaƟon tools  Outreach at varied Ɵmes and locaƟons
 Use of mulƟple plaƞorms for public noƟficaƟons
Item 6.d
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AƩachment D D‐4
Outreach Strategy Table
Participation Method Status When Used
Project Open Houses &
Workshops Scheduled with partners Planning studies, new programs, majorchanges Website Support Ongoing All programs and services
Media Relations English & Spanish Planning studies, Title VI outreach Community Events Ongoing General outreach
Community Organizations Partnered Targeted outreach
Flexible Participation Tailored formats Project‐specific input Identifying LEP
Populations Ongoing Tailored communication
Translation Assistance Available Phone and in‐person
Multilingual Materials English & Spanish Projects and services Street‐Level Outreach As needed Hard‐to‐reach communities Social Media Ongoing Updates and engagement
Advisory Groups As appropriate Design and delivery input Public Notices Published Hearings and service changes
Email Communications Targeted lists Updates and announcements City Council Meetings Scheduled Public hearings and forums IV. Detailed Strategy DescripƟons

1. Project Open Houses, Workshops, and Community MeeƟngs Healdsburg organizes public forums that include interacƟve discussions, presentaƟons, and breakout sessions to engage residents early in the planning process. These are held in ADA‐accessible faciliƟes and scheduled at varied Ɵmes to accommodate working families, seniors, and individuals with disabiliƟes.

City staff may also collaborate with community partners to integrate meeƟngs into exisƟng neighborhood or cultural events.

2. Website Support
The City’s website provides centralized access to services, updates, agendas, and public documents.

Content is available in English and Spanish and can be translated into addiƟonal languages using built‐in tools. The Title VI Plan, project updates, and meeƟng materials are posted online for transparency.

3. Media RelaƟons and Non‐English Speaking Residents
Healdsburg issues bilingual press releases, public service announcements, and project informaƟon through local newspapers, radio staƟons, community blogs, and social media plaƞorms to broaden reach across linguisƟc groups. The City prioriƟzes Spanish‐language messaging for key updates and outreach.

Item 6.d
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AƩachment D D‐5

4. Community Events
Staff aƩend farmers markets, school funcƟons, and public fesƟvals to engage with residents, share bilingual informaƟon, answer quesƟons, and collect input. Outreach materials oŌen include maps, visuals, and comment forms to support acƟve parƟcipaƟon.

5. Community OrganizaƟons
The City partners with groups such as Corazón Healdsburg, Healdsburg Unified School District, and PEP Housing to distribute outreach materials, host meeƟngs, and reach LEP, low‐income, senior, and disabled populaƟons. These relaƟonships ensure culturally relevant engagement and broaden access.

6. Flexible Public ParƟcipaƟon OpportuniƟes
MeeƟng formats vary based on audience needs, ranging from virtual forums to neighborhood drop‐ins.

City staff tailor announcements and outreach tools (e.g., surveys and comment cards) to reach specific communiƟes and maximize feedback opportuniƟes.

7. IdenƟfying Affected PopulaƟons with Limited English Proficiency (LEP) The City uses U.S. Census data, school district informaƟon, and insight from community groups to idenƟfy LEP populaƟons. This data informs the design of outreach efforts and ensures informaƟon is linguisƟcally and culturally appropriate.

8. TranslaƟon Assistance
During business hours, bilingual staff provide real‐Ɵme Spanish interpretaƟon via phone or in person.

TranslaƟon support is also available at meeƟngs and events as needed to help residents navigate City services.

9. MulƟlingual InformaƟon Materials
The City produces brochures, flyers, FAQs, and visuals in English and Spanish, with addiƟonal translaƟons as needed. Materials are distributed through the website, at public faciliƟes, and at community events to increase visibility.

10. Street‐Level Outreach
To reach residents with limited internet access or who may not aƩend formal meeƟngs, the City conducts door‐to‐door outreach and community engagement at public spaces and businesses. This method strengthens trust and awareness in hard‐to‐reach areas.

11. Social Media
The City uses plaƞorms like Facebook, Instagram, and X (formerly TwiƩer) to announce meeƟngs, solicit public input, share mulƟlingual materials, and keep residents engaged between events. Posts are craŌed in English and Spanish when possible.

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AƩachment D D‐6

12. Community Advisory Groups
For specific iniƟaƟves, Healdsburg convenes advisory groups composed of residents, stakeholders, and subject maƩer experts. These groups provide input on service delivery, project design, and equity‐ focused strategies—especially for seniors and disabled residents.

13. Public NoƟces and Legal NoƟces
To ensure transparency and legal compliance, the City posts public and legal noƟces on its website, in City Hall, and in local media outlets. NoƟces are translated into Spanish when appropriate and include details for parƟcipaƟon, accommodaƟons, and comment submission.

The following statement is included on all City of Healdsburg meeƟng agendas:

DISABLED ACCOMMODATIONS: The City of Healdsburg will make reasonable accommodaƟons for persons having special needs due to disabiliƟes. Please contact Raina Allan, City Clerk, at Healdsburg City Hall, 401 Grove Street, Healdsburg, California, 431‐3317, at least 72 hours prior to the meeƟng, to ensure the necessary accommodaƟons are made.

14. Email CommunicaƟons
Healdsburg maintains targeted email lists for Ɵmely communicaƟons about meeƟngs, programs, surveys, and updates. Emails are bilingual where appropriate and include links to relevant resources and feedback tools.

15. City Council MeeƟngs
City Council meets on the first and third Monday of each month. MeeƟngs are open to the public, held in accessible venues, and streamed online. Spanish interpretaƟon is available upon request. Public hearings provide opportuniƟes to comment on services, policies, and projects.

V. Summary of Past Public Outreach
The City of Healdsburg has promoted inclusive parƟcipaƟon and equitable access to its programs and services over the past several years through the following strategies:
 ImplementaƟon of LEP Plan strategies (see AƩachment E)  ParƟcipaƟon in community events and goal‐seƫng meeƟngs  CoordinaƟon with local organizaƟons and schools
 Outreach at the Senior Center and senior housing
 DistribuƟon of bilingual materials
 Use of social media, email, and website updates
 PosƟng of Title VI Plan in English and Spanish
 Availability of ADA accommodaƟons
 Outreach at varied Ɵmes and locaƟons
Item 6.d
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AƩachment D D‐7
 Targeted engagement with low‐income and LEP populaƟons Item 6.d
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AƩachment E E‐1
ATTACHMENT E: LIMITED ENGLISH PROFICIENCY (LEP) PLAN
City of Healdsburg
I. IntroducƟon
Limited English Proficiency (LEP) refers to individuals who do not speak English as their primary language and who have a limited ability to read, write, speak, or understand English. Under Title VI of the Civil Rights Act of 1964 and ExecuƟve Order 13166, the City of Healdsburg is required to take reasonable steps to ensure meaningful access to its programs and services for LEP individuals.

The City is commiƩed to ensuring that no person is excluded from parƟcipaƟon in, denied the benefits of, or subjected to discriminaƟon in any City program or acƟvity due to language barriers. This LEP Plan outlines the City’s strategy for idenƟfying language needs, providing language assistance, training staff, and maintaining compliance with federal requirements. It includes a four‐factor analysis, language assistance measures, staff training protocols, monitoring procedures, and public noƟficaƟon methods.

II. Four‐Factor Analysis
To determine the appropriate level of language assistance, the City applies the U.S. Department of TransportaƟon’s four‐factor framework:

Factor 1: Number and ProporƟon of LEP Persons Served or Encountered Using data from the U.S. Census Bureau’s 2020–2024 American Community Survey (ACS) 5‐Year EsƟmates, the City evaluated the prevalence of LEP individuals in Healdsburg. The ACS defines LEP individuals as those who speak English “less than very well.”  Approximately 17.17% of Healdsburg residents aged 5 and older speak Spanish and report speaking English less than “very well.”
 Spanish‐speaking LEP individuals represent the largest language minority group in the City and are the primary focus of language assistance efforts.

Language Spoken at Home – PopulaƟon Age 5+ (10,673)
Language Count Percent
English only 7,650 71.70%
Language other than
English 3,023 28.30%
Spanish 2,757 25.80%
Other Indo‐European 196 1.80%
Asian & Pacific Islander 59 0.40%
Other languages 11 0.10%
Cited Source: U.S. Census Bureau, ACS 5‐Year EsƟmates, 2020–2024, Table S1601 Item 6.d
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AƩachment E E‐2
Factor 2: Frequency of Contact with LEP Individuals
Spanish‐speaking LEP residents regularly interact with the City through:
 Customer service counters and phone lines
 Public meeƟngs and community events
 Outreach campaigns and informaƟonal materials
 Online plaƞorms and social media
The consistent frequency of contact supports the need for ongoing Spanish‐language assistance across departments.

Factor 3: Nature and Importance of Services Provided
The City provides essenƟal services that directly impact residents’ health, safety, and quality of life, including:
 Emergency response and public safety
 UƟlity billing and housing assistance
 TransportaƟon planning and infrastructure updates
 Community development and public engagement
Ensuring language access to these services is criƟcal for equitable parƟcipaƟon and informed decision‐ making.

Factor 4: Resources Available and Cost of Language Services The City maintains a range of resources to support LEP access, including:
 Bilingual staff across mulƟple departments
 Contracts with professional interpreters and translators  MulƟlingual outreach materials and signage
 Website translaƟon tools and digital accessibility features While budget constraints exist, the City prioriƟzes cost‐effecƟve strategies to meet the needs of its Spanish‐speaking LEP populaƟon.

III. Language Assistance Measures
The City of Healdsburg meets the Safe Harbor threshold, which requires wriƩen translaƟon of vital documents into Spanish when LEP individuals speaking that language exceed 5% of the total populaƟon.

The City exceeds this requirement through the following measures:
 Bilingual Staff Support MulƟple departments employ bilingual staff who assist Spanish‐speaking residents in person and by phone. These include front desk personnel, uƟlity billing clerks, water Item 6.d
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AƩachment E E‐3
conservaƟon staff, and field crew members in Parks, Public Works, UƟliƟes, Housing, Police, and Fire.
 Community Outreach and Engagement Staff parƟcipate in community events, collaborate with LaƟno‐serving organizaƟons, and conduct targeted outreach to LEP populaƟons.  TranslaƟon of Key Documents Vital materials are translated into Spanish, including:
o City announcements and noƟces
o Outreach materials for major projects
o Complaint forms and public parƟcipaƟon documents
o Website content, which can be converted into mulƟple languages using built‐in tools  ADA and Language Assistance InformaƟon InformaƟon about accessibility services and language assistance is available online, at public faciliƟes, and upon request.  Spanish‐Language Media and CommunicaƟons The City shares important updates in Spanish through social media, printed flyers, and posƟngs at City faciliƟes and community centers.  Website Language Accessibility The City’s website includes a Google Translate feature that allows visitors to access content in Spanish and other languages.  CoordinaƟon of Oral and WriƩen TranslaƟon Services The City arranges interpretaƟon services for public meeƟngs and events as needed, and contracts with professional translators for wriƩen materials.

IV. Staff Training Plan
To ensure effecƟve implementaƟon of this LEP Plan, the City provides staff training that includes:
 Overview of Title VI and LEP requirements
 Procedures for idenƟfying LEP individuals and offering assistance  Use of interpretaƟon services and translaƟon tools
 DocumentaƟon of language assistance efforts
Training is provided to new staff during onboarding and refreshed every two years for exisƟng staff who regularly interact with the public.

V. Monitoring, EvaluaƟon, and Updates
The City reviews and updates this LEP Plan annually to ensure conƟnued effecƟveness. Monitoring acƟviƟes include:
 EvaluaƟng staff training sufficiency and budget allocaƟons  Reviewing language assistance requests, complaints, and feedback  Assessing the availability and quality of translaƟon and interpretaƟon services Item 6.d
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AƩachment E E‐4
 UpdaƟng outreach strategies based on demographic changes and community input Item 6.d
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AƩachment F F‐1
ATTACHMENT F: CITY COUNCIL RESOLUTION ADOPTING TITLE VI

IMPLEMENTATION PLAN

CITY OF HEALDSBURG
RESOLUTION NO. ____‐2025

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HEALDSBURG APPROVING THE 2025 TITLE VI IMPLEMENTATION PLAN AND
AUTHORIZING THE CITY MANAGER TO MAKE ADMINISTRATIVE OR NON‐ SUBSTANTIVE CHANGES AS NEEDED.

WHEREAS, Title VI of the Civil Rights Act of 1964 provides that:
“No person in the United States shall, on the ground of race, color or naƟonal origin, be excluded from parƟcipaƟon in, be denied the benefits of, or be subjected to discriminaƟon under any program or acƟvity receiving federal financial assistance”; and
WHEREAS, the City of Healdsburg receives federal financial assistance for various programs and services and is therefore subject to Title VI requirements; and WHEREAS, the City of Healdsburg is commiƩed to ensuring equitable access to its services and programs for all residents, regardless of race, color, naƟonal origin, sex, age, disability, or income status; and
WHEREAS, Caltrans now requires all subrecipients of federal‐aid highway funds – regardless of project size – to adopt a formal Title VI Program as a condiƟon of conƟnued eligibility; and WHEREAS, adopƟng the 2025 Title VI ImplementaƟon Plan aligns the City’s policies and procedures with current Federal Highway AdministraƟon (FHWA) and Caltrans guidance, and prepares the City for potenƟal audits and compliance reviews; and
WHEREAS, the City has developed a comprehensive Title VI ImplementaƟon Plan that includes a non‐discriminaƟon policy, designaƟon of a Title VI Coordinator, complaint procedures, public noƟces, a Public ParƟcipaƟon Plan, a Limited English Proficiency Plan, staff training requirements, internal review protocols, and an annual work plan to support ongoing compliance and equitable service delivery; and
WHEREAS, the adopƟon of the Title VI ImplementaƟon Plan is exempt from the California Environmental Quality Act (CEQA) pursuant to SecƟon 15378(b)(2) of the CEQA Guidelines, as the Plan consƟtutes an administraƟve acƟvity with no potenƟal for significant environmental impact; NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Healdsburg hereby:

1. Adopts the Title VI ImplementaƟon Plan, aƩached hereto and incorporated by reference; Item 6.d
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AƩachment F F‐2

2. Authorizes the City Manager to make administraƟve or non‐substanƟve changes as need to main compliance with applicable state and federal requirements.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Healdsburg this XXX day of XXX 2025 by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAINING: Councilmembers:

SO ORDERED:                                      ATTEST:

_____________________________                                     _____________________________ Evelyn L. Mitchell, Mayor                                                        Raina Allan, City Clerk Item 6.d
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AƩachment G G‐1
ATTACHMENT G USDOT STANDARD TITLE VI/NON‐DISCRIMINATION ASSURANCES (DOT ORDER NO. 1050.2A)
The City of Healdsburg (hereinaŌer referred to as the “Recipient”), as a condiƟon of receiving any Federal financial assistance from the U.S. Department of TransportaƟon (DOT), through its modal operaƟng administraƟons, hereby agrees to comply with the following statutory and regulatory authoriƟes:
 Title VI of the Civil Rights Act of 1964 (42 U.S.C. § 2000d et seq.)  49 CFR Part 21 – NondiscriminaƟon in Federally‐Assisted Programs  28 CFR SecƟon 50.3 – DOJ Guidelines for Enforcement of Title VI These authoriƟes prohibit discriminaƟon on the basis of race, color, or naƟonal origin in programs and acƟviƟes receiving federal financial assistance.

General Assurances
In accordance with the above statutes and regulaƟons, the Recipient gives assurance that:
“No person in the United States shall, on the grounds of race, color, or naƟonal origin, be excluded from parƟcipaƟon in, be denied the benefits of, or be otherwise subjected to discriminaƟon under any program or acƟvity,” for which the Recipient receives Federal financial assistance from DOT.”
This assurance applies insƟtuƟon‐wide to all programs and acƟviƟes of the Recipient, consistent with the Civil Rights RestoraƟon Act of 1987.

Specific Assurances
The Recipient further agrees to the following:

1. Each acƟvity, facility, or program will be conducted in compliance with Title VI requirements.

2. All solicitaƟons for bids or proposals will include the following noƟficaƟon:

3. Clauses from Appendices A and E of this Assurance will be inserted into all applicable contracts.

4. Clauses from Appendix B will be inserted as covenants running with the land in any applicable deeds.

5. Assurances will extend to the enƟre facility when federal assistance is used for construcƟon.

6. Assurances will apply to rights to space on, over, or under real property acquired with federal assistance.

7. Clauses from Appendices C and D will be included in future deeds, leases, licenses, or permits involving federally assisted property.

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AƩachment G G‐2

8. This Assurance remains in effect for the duraƟon of federal assistance, or as long as the property is used for its intended purpose.

9. The Recipient will implement administraƟve methods to ensure compliance by sub‐recipients, contractors, and other parƟcipants.

10. The United States retains the right to seek judicial enforcement of this Assurance.

ATTACHMENT G APPENDICES
APPENDIX A – Contract Assurances Every contract or agreement entered into by the Recipient for the performance of work or services that are federally assisted shall include the following clause:
“During the performance of this contract, the contractor agrees as follows: (1) The contractor will not discriminate on the basis of race, color, or naƟonal origin in the performance of this contract.

The contractor will take affirmaƟve acƟon to ensure that applicants are employed, and that employees are treated during employment without regard to their race, color, or naƟonal origin. (2) Such acƟon shall include, but not be limited to, the following: employment, upgrading, demoƟon or transfer, recruitment or recruitment adverƟsing, layoff or terminaƟon, rates of pay or other forms of compensaƟon, and selecƟon for training, including apprenƟceship. (3) The contractor agrees to insert this clause in every subcontract financed in whole or in part with federal assistance provided by USDOT, and that the clause shall be binding upon each subcontractor.”
APPENDIX B – Real Property TransacƟons The following clause shall be included in all deeds, licenses, leases, permits, or similar instruments entered into by the Recipient:
“The grantee, licensee, lessee, permiƩee, etc., for itself, its heirs, personal representaƟves, successors in interest, and assigns, as a part of the consideraƟon hereof, does hereby covenant and agree that (1) no person on the grounds of race, color, or naƟonal origin shall be excluded from parƟcipaƟon in, denied the benefits of, or be otherwise subjected to discriminaƟon with regard to any facility located on, or use of the property, and (2) that the Recipient will use the property in compliance with all requirements imposed by or pursuant to Title 49 CFR Part 21.” APPENDIX C – Real Property TransacƟon with Reversion Clause In the event of a real property transfer with a reversion clause, the following language applies:
“In the event of breach of any of the above nondiscriminaƟon covenants, the Recipient shall have the right to re‐enter said land and faciliƟes and the above described property shall thereupon revert to and vest in and become the absolute property of the Recipient and its assigns.” APPENDIX D – Federally Funded Programs and AcƟviƟes The following statement shall be included in all applicable federally funded programs and acƟviƟes administered by the City:
“The Recipient agrees that the program or acƟvity conducted by the Recipient will be in compliance with all requirements imposed by or pursuant to Title VI of the Civil Rights Act of 1964, 49 CFR Part 21, and any applicable federal guidance, including ExecuƟve Order 13166 (‘Improving Access to Services for Persons with Limited English Proficiency’).” APPENDIX E – OrganizaƟonal Compliance
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AƩachment G G‐3
“The Recipient shall prepare and maintain a Title VI Program, which includes a complaint procedure, public noƟce of rights, data collecƟon protocols, public parƟcipaƟon strategy, and Limited English Proficiency Plan, and shall designate a Title VI Coordinator responsible for ensuring compliance across all departments receiving federal assistance.” Item 6.d
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CITY OF HEALDSBURG

CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: August 18, 2025
SUBJECT: National Opioid Litigation Settlement
PREPARED BY: Katie Edgar, Finance Director
STRATEGIC INITIATIVE(S):
- Maintain and Enhance Public Health and Safety
RECOMMENDED ACTION(S):

Adopt a Resolution authorizing the City Manager to take all necessary actions to settle claims against Purdue Pharma L.P. and Sackler family and Alvogen, Amneal, Apotex, Hikma, Indivior, Mylan, Sun, and Zydus in the National Opioid Litigation and execute related settlement agreements.

COMMUNITY ENGAGEMENT/OUTREACH:

Not applicable.

BACKGROUND:

In 2021, the City Council adopted Resolution No. 148-2021, which authorized the City Manager to take all necessary actions to join the first wave of settlements in the National Opioids Multidistrict Litigation. The first wave included four major defendants: McKesson, Cardinal Health and AmerisourceBergen (“Distributors”), and manufacturer Janssen Pharmaceuticals, Inc. and its parent company Johnson & Johnson (collectively, “J&J”).

In 2023, the City Council adopted Resolution No. 51-2023, which authorized the City Manager to take all necessary actions to join the second wave of settlements in the National Opioids Multidistrict Litigation. The second wave added five more defendants: Teva and Allergan (“Manufacturers”), and pharmacy groups Walgreens, Walmart, and CVS (“Pharmacies”).

In 2024, the City Council adopted Resolution No. 90-2024, which authorized the City Manager to take all necessary actions to join the third wave of settlements in the National Opioids Multidistrict Litigation. The third wave added one more defendant, Kroger Pharmacy.

Two additional settlements have been proposed by the Attorney General. Like the first three waves Item 6.e
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of settlement agreements, local entities must opt in to receiving funds from this fourth and fifth wave of settlements and the funds must be directed towards abatement of opioid use. The deadline for agencies to submit the necessary documentation to opt in to receiving funds from the Purdue Pharma L.P. and Sackler family Settlement and to approve the associated California State Subdivision Agreements is September 30, 2025. The deadline for agencies to submit the necessary documentation to opt in to receiving funds from the Alvogen, Amneal, Apotex, Hikma, Indivior, Mylan, Sun, and Zydus Settlement and to approve the associated California State Subdivision Agreements is October 8, 2025.

Copies of the settlement agreements and helpful flowcharts and FAQs can be found at https://oag.ca.gov/opioids/faqs and https://nationalopioidsettlement.com/ DISCUSSION/ANALYSIS:

The Purdue Pharma L.P. and Sackler family Settlement contemplates that the Sacklers will be paying an aggregate of $6.5 billion. The Alvogen, Amneal, Apotex, Hikma, Indivior, Mylan, Sun, and Zydus Settlements will provide a maximum of approximately $720 million. Like the previous settlements, the more agencies that opt into the settlements, the more funds each agency will receive.

As with the previous waves of settlements, proceeds from the new settlements must be spent on activities to abate the impacts of the opioid crisis, such as providing matching funds for operating costs for substance use disorder (SUD) facilities, creating new or expanded SUD treatment infrastructure, addressing the needs of communities of color and vulnerable populations that are disproportionately impacted by SUD, preventing addiction in vulnerable youth, and dispensing Narcan.

Settlement funds will be dispersed annually to the County. The County will retain the funds unless the City notifies the Settlement Fund Administrator that the City would rather receive the funds directly. If the City elects to receive the funds, the City will be required to prepare written reports at least annually regarding the use of those funds, until those funds are fully expended and for one year thereafter. Alternatively, the City can also choose to leave the funds with the County. The City has the option to receive funds directly some years, or have the funds stay with the County in others, provided the City communicates its decision to the Settlement Fund Administrator within 60 days of the annual payment. Consistent with prior settlements, staff recommend that the City Council adopt a resolution to enter into the settlement agreement and have the funds dispersed directly to the City.

ENVIRONMENTAL STEWARDSHIP:

Not applicable.

ALTERNATIVES:

The City Council could decline to adopt the resolution. The City would not join the Purdue Pharma L.P. and Sackler family Settlement or the Alvogen, Amneal, Apotex, Hikma, Indivior, Mylan, Sun, and Zydus Settlement and would not receive settlement funds.

FISCAL IMPACT:

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The City has received $263,812 to date from the first three waves of settlements. The opioid settlement funds have supported an expansion of the Juvenile Diversion Program coordinated by the Police Department and contributed to the purchase of a new vehicle for the police Social Services (CORE) Team Member. Staff also recently implemented a citywide Narcan program and continue to explore additional opportunities to provide opioid abatement. The City will have five years to expend the funds and will be required to complete annual reporting to the California Department of Health Care Services.

ENVIRONMENTAL ANALYSIS:

Adopting the attached resolution is an administrative activity, which is not considered a ‘project’ as defined by the California Environmental Quality Act (“CEQA”) (CEQA Guidelines § 15378) and thus no further CEQA analysis is required.

ATTACHMENT(S):

Resolution
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CITY OF HEALDSBURG
RESOLUTION NO. ___-2025

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

HEALDSBURG AUTHORIZING THE CITY MANAGER TO

TAKE ALL NECESSARY ACTIONS TO SETTLE CLAIMS
AGAINST PURDUE PHARMA L.P AND SACKLER FAMILY,

AND AGAINST ALYOGEN, AMNEAL, APOTEX, HIKMA,

INDIVIOR, MYLAN, SUN AND ZYDUS IN THE NATIONAL
OPIOID LITIGATION (IN RE: NATIONAL PRESCRIPTION
OPIATE LITIGATION (U.S.D.C. CASE NO. 1:17-CV-2804))

AND EXECUTE THE RELATED SETTLEMENT AGREEMENT
WHEREAS, the United States is facing an ongoing public health crisis of opioid abuse, addiction, overdose, and death, forcing the State of California and California counties and cities to spend billions of dollars each year to address the direct consequences of this crisis; and WHEREAS, pending in the U.S. District Court for the Northern District of Ohio is a multidistrict litigation (In Re: National Prescription Opiate Litigation (U.S.D.C. Case No. 1:17- CV-2804) (“MDL”) being pursued by numerous public entity plaintiffs against the manufacturers and distributors of various opioids based on the allegation that the defendants’ unlawful conduct caused the opioid epidemic; and
WHEREAS, in 2021, the City Council authorized the City Manager to take all necessary action to opt-in and join in the settlement of the Nation Opioid Litigation and settle claims against the three largest pharmaceutical distributors, McKesson, Cardinal Health, and AmerisourceBergen, and manufacturer Janssen Pharmaceuticals, Inc. and its parent company Johnson & Johnson; and
WHEREAS, in 2023 the City Council authorized the City Manager to take all necessary action to opt-in and join in the settlement of the Nation Opioid Litigation and settle claims against five more defendants, Teva and Allergan (“Manufacturers”), and pharmacy groups Walgreens, Walmart, and CVS (“Pharmacies”); and
WHEREAS, in 2024 the City Council authorized the City Manager to take all necessary action to opt-in and join in the settlement of the Nation Opioid Litigation and settle claims against one more defendant, Kroger Pharmacy; and
WHEREAS, a proposed nationwide tentative settlement was reached between the plaintiff and Purdue Pharma L.P and Sackler Family; and
WHEREAS, a proposed nationwide tentative settlement was reached between the plaintiff and Alvogen, Amneal, Apotex, Hikma, Indivior, Mylan, Sun, and Zydus; and Item 6.e
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Resolution No. _____-2025

WHEREAS, as part of the Settlement Agreements with the Settling Defendants, local subdivisions, including certain cities, that are not plaintiffs may participate in the settlements in exchange for a release of the Settling Defendants; and
WHEREAS, in order for Healdsburg to participate the Purdue Pharma L.P and Sackler Family Settlement the City must elect to participate by September 30, 2025, by completing a participation agreement; and
WHEREAS, in order for Healdsburg to participate the Alvogen, Amneal, Apotex, Hikma, Indivior, Mylan, Sun, and Zydus Settlement the City must elect to participate by October 8, 2025, by completing a participation agreement; and
WHEREAS, it the intent of this Resolution is to authorize the City of Healdsburg to opt-in and join the settlements of the Nation Opioid Litigation and to enter into the master settlement agreements with the Settling Defendants.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Healdsburg finds the foregoing recitals are true and correct, and they are hereby incorporated by reference into this Resolution.

BE IT FURTHER RESOLVED that the City Council of the City of Healdsburg does hereby:

1. Authorize the City Manager to take all necessary actions to join the settlements in the National Opioid Litigation (In Re: National Opiate Litigation U.S.D.C. Case No. 1:17- CV-2804) and to release any potential claims against the Settling Defendants and accept payment based on the terms and conditions set forth in the Purdue Pharma L.P and Sackler Family Settlement Agreement; and

2. Authorize the City Manager to take all necessary actions to join the settlements in the National Opioid Litigation (In Re: National Opiate Litigation U.S.D.C. Case No. 1:17- CV-2804) and to release any potential claims against the Settling Defendants and accept payment based on the terms and conditions set forth in the Alvogen, Amneal, Apotex, Hikma, Indivior, Mylan, Sun, and Zydus Settlement Agreement; and

3. Authorize the City Manager to execute the Purdue Pharma L.P and Sackler Family Settlement Agreement and any other necessary documents, in a form approved by the City Attorney, required to join the Purdue Pharma L.P and Sackler Family Settlement Agreement.

4. Authorize the City Manager to execute the Alvogen, Amneal, Apotex, Hikma, Indivior, Mylan, Sun, and Zydus Settlement Agreement and any other necessary documents, in a form approved by the City Attorney, required to join Alvogen, Amneal, Apotex, Hikma, Indivior, Mylan, Sun, and Zydus Settlement Agreement.

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Resolution No. _____-2025

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Healdsburg this 18th day of August 2025 by the following vote:

SO ORDERED: ATTEST:
_________________________________ ___________________________________ Evelyn L. Mitchell, Mayor Raina Allan, City Clerk
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CITY OF HEALDSBURG

CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: August 18, 2025
SUBJECT: Sales Tax Audit and Economic Analysis Contract with HdL Companies PREPARED BY: Katie Edgar, Finance Director
STRATEGIC INITIATIVE(S):
- Establish Proactive Policies and Programs to Continue to Promote Economic Diversity and Sustainable Growth
RECOMMENDED ACTION(S):

Adopt a Resolution approving a five-year Professional Services Agreement with HdL Companies for sales tax audit and economic analysis services in an amount not-to-exceed $130,000 and authorizing the City Manager to execute the agreement.

COMMUNITY ENGAGEMENT/OUTREACH:

Not applicable.

BACKGROUND:

The California Department of Tax and Fee Administration (CDTFA) collects and distributes all sales and use tax revenues on behalf of the City. Businesses file their tax returns and remit payment directly to the CDTFA. The detailed tax return information gathered by the CDTFA is complex and auditing this information requires professional expertise. HdL Companies has provided sales and use tax audit services to the City for over twenty years. In addition to completing audits, HdL Companies provides quarterly analysis of the receipts, projections of future revenues and economic performance tracking. The City also receives access to their proprietary online software that provides detailed data on the sales and use tax collected for the City. The previous contract with HdL Companies for sales and use tax audit services ended on June 30, 2025.

DISCUSSION/ANALYSIS:

The proposed contract with HdL Companies is for a five-year term beginning July 1, 2025 through June 30, 2030. The terms of the contract include fixed fees for the professional services of analysis, reporting, and software access totaling $650 per month. The fixed fee pricing is subject to an annual CPI increase based on the most recently published annual Consumer Price Index for All Urban Consumers. The audit component of the contract is compensated based on the amount of revenue recovered from the completion of the audits. HDL Companies receives 15% of all Sales and Use tax revenues recovered from the audit and 25% of all Transaction tax revenues recovered.

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ENVIRONMENTAL STEWARDSHIP:

Not applicable.

ALTERNATIVES:

The City Council could choose not to approve the contract and advise staff to pursue an alternative vendor to provide this service which may result in the disruption of Sales and Use tax audit and analysis services.

FISCAL IMPACT:

The five-year contract with HdL Companies for Sales and Use tax audit services is proposed notto-exceed $130,000. The proposed not-to-exceed amount was calculated to include authority for estimated annual CPI increases and audit recovery services at historical rates. There are sufficient appropriations included in the Finance Departments contracted services budget in Fiscal Year 2025-26 to support the proposed contract. Funding for the remaining years will be included in subsequent budget proposals.

ENVIRONMENTAL ANALYSIS:

Pursuant to Title 14, the California Code of Regulations, Section 15061(b)(3) of the California Environmental Quality Act (“CEQA”) guidelines, the proposed action is not a project that is subject to CEQA because there is not possibility that the activity in question may have a significant effect on the environment.

ATTACHMENT(S):

Resolution
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CITY OF HEALDSBURG
RESOLUTION NO. ___-2025

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

HEALDSBURG APPROVING A FIVE-YEAR PROFESSIONAL

SERVICES AGREEMENT WITH HDL COMPANIES FOR

SALES TAX AUDIT AND ECOMONIC ANALYSIS SERVICES
IN AN AMOUNT NOT-TO-EXCEED $130,000
WHEREAS, the California Department of Tax and Fee Administration (CDTFA) collects and distributes all sales and use tax revenues on behalf of the City; and WHEREAS, the detailed tax return information gathered by the CDTFA is complex and auditing this information requires professional expertise; and WHEREAS, the City of Healdsburg has previously used HDL Companies professional auditing services to ensure the accuracy of Sales and Use Tax remittance; and WHEREAS, the City receives additional quarterly analysis, reporting, and economic performance information from HDL Companies on a fixed fee basis; and WHEREAS, the fixed fee pricing is subject to an annual CPI increase based on the most recently published annual Consumer Price Index for All Urban Consumers; and WHEREAS, the compensation for the completion of audits is based on a percentage of revenue generated; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Healdsburg does hereby authorize City Manager to execute an agreement with HDL Companies in the amount not-to-exceed $130,000 for a term of five years ending June 30, 2030.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Healdsburg this 18th day of August 2025, by the following vote:

SO ORDERED: ATTEST:
_________________________________ ___________________________________ Evelyn Mitchell, Mayor Raina Allan, City Clerk
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CITY OF HEALDSBURG

CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: August 18, 2025
SUBJECT: Sonoma County Civil Grand Jury Investigation Reports Entitled, “Animal Services in Sonoma County: Separate and Not Equal, The Costs and Consequences of Decentralization” and “Who Can Afford to Live in Sonoma County: A Tale of Two Cities.”
PREPARED BY: Matt Jenkins, Chief of Police and Stephen Sotomayor, Housing Director STRATEGIC INITIATIVE(S):
- Provide Effective Governance
RECOMMENDED ACTION(S):

Adopt a Resolution authorizing a response to the Sonoma County Civil Grand Jury Investigation Reports entitled, “Animal Services in Sonoma County: Separate and Not Equal, The Costs and Consequences of Decentralization” and “Who Can Afford to Live in Sonoma County: A Tale of Two Cities.”
COMMUNITY ENGAGEMENT/OUTREACH:

Not Applicable.

BACKGROUND:

The Sonoma County Civil Grand Jury (CGJ) is an independent institution with the principal function of overseeing all aspects of county, special district, and city governments in Sonoma County to ensure that the best interests of its citizens are served. The 19 Grand Jury members are selected annually from applications submitted by County residents to serve a one-year term. The CGJ conducts investigations based on citizen complaints and on its own initiative. The CGJ has the authority to inspect and audit the financial expenditures of county and city departments and special districts to ensure the public funds are properly accounted for and legally spent, inquire into the performance of any county, city, or special district public official or employee.

The CGJ issued the Final Report for 2024-2025 on June 17, 2025. Topics listed in the report include: Sonoma County Airport; Permit Sonoma 2025; Local Fees, Local Subsidies; Animal Services in Sonoma County; Sonoma County Emergency Evacuation Plan; Who Can Afford to Live in Sonoma County; and Sonoma County Surplus Property Disposal.

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The CGJ notified the City on June 13, 2025, of its obligation to respond to the “Animal Services in Sonoma County: Separate and Not Equal, The Costs and Consequences of Decentralization” and “Who Can Afford to Live in Sonoma County: A Tale of Two Cities” investigation reports.

The City Council has 90 days, or until September 11, 2025, to provide a response.

DISCUSSION/ANALYSIS:

Animal Services in Sonoma County
The “Animal Services in Sonoma County: Separate and Not Equal, The Costs and Consequences of Decentralization” investigation resulted in 13 findings and 8 recommendations (Attachment 1).

The City of Healdsburg is required to respond to findings F1-F3 and F6-F11 and respond to the following CGJ recommendations:

R1. By November 1, 2025, the Board of Supervisors will direct DHS to establish an Animal Services Task Force comprising county, city, and shelter representatives to revisit the 2012 DHS Animal Services Report and recommend a governance structure for animal services that will: 1) provide county-wide oversight to ensure compliance with State Law; 2) standardize fees and engage a common licensing vendor to enhance public health and safety, licensing rates and revenue, and; 3) achieve economic efficiencies through shared resources. (F1, F3, F4-F6 and F9-F10)
R2. By January 1, 2026, each of Sonoma County’s 9 cities will delegate one or more representatives to participate in the county-wide Animal Services Task Force convened by DHS. (F1)
R4. By May 1, 2026, the Board of Supervisors will direct DHS to launch a county-wide public information campaign in cooperation with the cities to explain the legal imperative and benefits of licensing pets. The campaign will commence no later than July 1, 2026. (F7-F9)
R5. By November 1, 2025, each city contracting with North Bay Animal Services will inspect and evaluate the shelter condition, and evaluate the shelter operation and animal control services, to determine whether NBAS is complying with legal mandates and other terms of its contract. (F2, F11-F12)
R6. By September 30, 2025, each of the cities that contracts with NBAS will require quarterly reports that include data and performance criteria sufficient to evaluate compliance with its contract and all relevant laws. (F2, F11) R7. By November 1, 2025, the Petaluma City Council will direct staff to implement a facilities assessment of the city-owned shelter and submit a report of findings related to the adequacy of the HVAC system and any improvements that may be required for the health and safety of animals and humans. (F13)
Who Can Afford to Live in Sonoma County
The “Who Can Afford to Live in Sonoma County: A Tale of Two Cities” investigation resulted in 6 findings and 2 recommendations (Attachment 2).

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The City of Healdsburg is required to respond to findings F1-F6 and is required to respond to the following CGJ recommendations:

R1. By January 30, 2026, Healdsburg and Rohnert Park will each create an ongoing community engagement plan, which includes multilingual community outreach and education, surveys, public workshops, and dedicated working groups.

Recommended Responses
Staff have provided the Council with a draft response to the CGJ reports and recommends the Council adopt these responses to meet the deadline of September 11, 2025. The City’s responses are provided in the following attachments:

Attachment 3: “Animal Services in Sonoma County: Separate and Not Equal, The Costs and Consequences of Decentralization”
• Response to Findings and Recommendations.

Attachment 4: “Who Can Afford to Live in Sonoma County: A Tale of Two Cities.” • Response to Findings and Recommendations.

ENVIRONMENTAL STEWARDSHIP:

This item does not have a direct correlation to environmental stewardship.

ALTERNATIVES:

The Council may choose to make changes to Staff’s recommended responses during the public meeting and staff will revise the City’s response.

FISCAL IMPACT:

There are no financial impacts resulting from the approval of the attached resolution.

ENVIRONMENTAL ANALYSIS:

Adoption of this Resolution is exempt from the California Environmental Quality Act (CEQA) under the “common sense” exemption in CEQA Guidelines Section 15061(b)(3) as it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.

ATTACHMENT(S):

Attachment 1 - CGJ Animal Services in Sonoma County Report Attachment 2 - CGJ Who Can Afford to Live in Sonoma County Report Attachment 3 - Animal Services Response to CGJ Report
Attachment 4 - Who Can Afford to Live in Sonoma County Response to CGJ Report Attachment 5 - Grand Jury Response Resolution
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The 2024-2025 Sonoma County
Civil Grand Jury
Release Date
Animal Services in Sonoma County
Separate and Not Equal
The Costs and Consequences of Decentralization
Photo of our three Honorary Jurors
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Sonoma County Civil Grand Jury Animal Services in Sonoma County 1 Animal Services in Sonoma County
Separate and Not Equal
The Costs and Consequences of Decentralization

SUMMARY
In addition to approximately 480,000 residents, Sonoma County households include an estimated 113,000 dogs and 100,000 cats. Feral cats and other domestic and wild species add to the animal population. State law mandates that county and city governments provide humane care for animals and operate animal control programs to protect public health and safety. Because the entire state of California is a declared Rabies Area, every dog owner is required to maintain current rabies vaccination and licensing of their pet. Every county and city government must implement a Rabies Control Plan that includes ensuring availability of low-cost rabies vaccination, quarantine of dangerous animals, enforcement of licensing, and submission of dog licensing data to the state. Spay/neuter programs for population control are strongly recommended.

A citizen complaint prompted the 2024-2025 Civil Grand Jury (Grand Jury) to investigate the Petaluma-based North Bay Animal Services (NBAS). This led to a broader study of county-wide animal services. The work was guided, in part, by a 2012 study of animal services and subsequent updates undertaken for the Board of Supervisors by the Department of Health Services (DHS). The initial report mapped existing services, identified best practices, and explored alternative governance models to provide consistent, cost-effective animal services. It called for a task force to establish shared standards and resources and explore alternative governance models to provide consistent, cost-effective animal services. The task force members failed to agree on recommendations for a governance model, oversight, shared resources, or standards. One respondent told the Jurors that after two years of sporadic work, the only agreement was on a logo. While the task force was ultimately disbanded, the Grand Jury found a high level of voluntary compliance with industry standards during visits to the Humane Society of Sonoma County (HSSC) and the Rohnert Park Animal Shelter (RPAS). Report updates have documented the continuous improvement of Sonoma County Animal Services (SCAS). This public agency serves the 66% of county residents who reside in the unincorporated areas, the City of Healdsburg, and the City of Santa Rosa.

A discussion of animal services in the remaining third of the county is largely absent from recent county DHS reports. Mapping and evaluating agencies serving this area became a focus of the Grand Jury investigation. Jurors learned that Rohnert Park’s municipal shelter also serves Cotati in cooperation with the cities’ police departments. The City of Sonoma Police Department manages that city’s dog licensing and sends animals to SCAS or Pets Lifeline when needed.

NBAS is responsible for providing animal services to more than 20% of the county through contracts with the Cities of Cloverdale, Windsor, Sebastopol, and Petaluma.

Evidence collected by the Jurors confirmed the complainant’s allegation that a lack of city oversight is allowing NBAS to operate in violation of applicable laws and other terms of its contracts. The Grand Jury also confirmed the absence of oversight by the organization’s board of directors. Its dog licensing rates are approximately half of the national average of 23% and are far below those reported by SCAS. It is placing animals in foster-to-adopt homes without prior, Item 6.g
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Sonoma County Civil Grand Jury Animal Services in Sonoma County 2 or timely scheduling of sterilization. It fails consistently to report dog bites to the county health officer. It lacks an established role in the county’s Animals in Disaster Response Plan. Shelter maintenance and operation fall short of industry standards specified in its contracts. Staff are over-burdened and under-qualified. Given the extensive reach of NBAS, these shortcomings are a matter of concern for public health and safety and are a source of potential liability for the cities it serves. The governments contracting with NBAS have failed to exercise their right and responsibility to ensure that NBAS is providing the services it has contracted to perform and that animals are getting services that are legally required.

More than a decade has passed since Sonoma County convened public and private partners in an animal services task force to identify a governance model conducive to uniform and costefficient provision of animal control and shelter. Shortcomings and inefficiencies in the current system include the inability to ensure county-wide compliance with state laws or to mount a fully coordinated emergency animal evacuation. Uneven license rates undermine rabies control and fail to secure funds needed for animal services.

Based on these findings, the Grand Jury strongly recommends that county and city governments and their non-governmental partners renew efforts to coordinate and standardize animal services throughout Sonoma County and adopt an effective system of oversight.

GLOSSARY
• Animal Control includes field calls by certified Animal Control Officers (ACO) and implementation of programs to comply with state law and local ordinances that require rabies vaccination, licensing of dogs, and provision of spay/neuter programs. • Animal Control Officer/Animal Regulation Officer (ACO) certification requires completion of the 40-hour PC 832 Arrest and Firearms Course and three months of field training.
• Shelter Care includes the housing, feeding, tracking and care of animals, provision of veterinary care, and management of adoption programs.
• Foster-to-Adopt Programs enlist volunteers to care for and socialize animals to prepare them for adoption.
• Fear Free Shelter Certification is a program designed to minimize stress and optimize the safe handling of shelter animals. https://fearfreepets.com/fear-free-certificationoverview/ • Community/feral cats are cats with no acknowledged owner. Government agencies are responsible for managing the cat population through accessible, free spay/neuter programs.
• TNR is the acronym for Trap/Neuter/Return, a program in which cats in feral cat communities are trapped, sterilized and vaccinated, and then returned to the community. • Rabies Area means any area determined by the California Public Health and Safety Director where the existence of rabies constitutes a public health hazard. As a rabies area, Sonoma County and its city governments must comply with California’s Health and Safety Code.
• NGO is the acronym for a non-government organization.

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Sonoma County Civil Grand Jury Animal Services in Sonoma County 3 • Memorandum of Understanding (MOU) is a legal agreement that specifies responsibilities, obligations, and privileges between entities. • A Joint Powers Agreement (JPA) is a legal contract between two or more public agencies, like cities or counties, that allows them to cooperate on shared services or powers. These agreements enable agencies to combine resources and expertise to achieve goals that might be difficult or impossible for a single agency to accomplish alone.

METHODOLOGY
The Grand Jury visited the shelters, reviewed animal data, budgets, websites, service contracts, city council minutes and memoranda and coverage provided by print and social media. The Grand Jury researched industry standards for animal care and shelter design and interviewed the complainant, other NBAS clients, and representatives from the following organizations:
• Sonoma County Animal Services (SCAS)
• Humane Society of Sonoma County (HSSC)
• North Bay Animal Services (NBAS)
• Rohnert Park Animal Shelter (RPAS)
• The Cities of Cloverdale, Windsor, Healdsburg, Rohnert Park, Sonoma, Sebastopol, Petaluma, and Santa Rosa
• The Sonoma County Board of Supervisors

BACKGROUND
A citizen complaint regarding North Bay Animal Shelter (NBAS) prompted this investigation by the 2024-2025 Civil Grand Jury. Among the alleged shortcomings were unacceptable shelter conditions and failure to comply with state laws that mandate humane care, vaccination and licensing of dogs, quarantine and tracking of dangerous animals, and spay/neuter surgery of animals prior to placement in foster or adoptive homes. NBAS provides animal control and shelter services to four of Sonoma County’s nine cities comprising more than 20% of its residents. Its contracts with three cities require that it comply with all relevant laws and that the Petaluma shelter shall be maintained in compliance with U.C. Davis Standards of Care for Shelter Animals. The current industry guidelines for standards of care (now used by U.C. Davis) are published by the Association of Shelter Veterinarians. 1 The fourth city requires that it
perform at the highest industry standards. The complaint alleged multiple violations of these terms and an absence of city oversight to ensure compliance.

The Grand Jury broadened its focus to explore how Sonoma County and its nine city governments provide legally mandated animal control and care. Its approach was guided, in part, by a 2012 study of animal services and subsequent updates undertaken for the Board of Supervisors by the Department of Health Services (DHS).2 These studies map existing services, identify best practices, and explore alternative governance models to provide consistent, costeffective animal services. In exploring alternative forms of governance, the 2012 study suggested 1 https://jsmcah.org/index.php/jasv/issue/view/2
2 https://sonoma-county.legistar.com/LegislationDetail.aspx?ID=5646253&GUID=DF621026-2216-4648-87CE0C61C0A20014&Options=&Search= Item 6.g
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Sonoma County Civil Grand Jury Animal Services in Sonoma County 4 either a joint powers agreement (JPA) or a county-wide public/private partnership. It noted that without a mechanism for oversight, there would be risks of inconsistent service. The current situation with NBAS is evidence that this was a valid concern.

Subsequent reports have documented the continuous improvement of SCAS, the public agency that serves the 66% of county residents who reside in the unincorporated areas, the City of Healdsburg, and the City of Santa Rosa.3 Conspicuously absent from these reports was a discussion of what happens in the remaining third of the county. This omission became the focus of extensive research by the Grand Jury.

The Grand Jury also revisited recommendations that were made by the 2017-2018 Sonoma County Civil Grand Jury in its report titled: The Evacuation and Sheltering of Animals During the Firestorm of October 2017.
4 Through interviews and public documents, the Grand Jury determined that the recommended actions have been largely accomplished. The Director of Animal Services now serves as the animal liaison for emergency operations planning. An Animals in Disaster Response Plan has been annexed to the Sonoma County Emergency Operations Plan.
5 Several MOUs have been adopted, and others are pending with NGOs to specify their roles as emergency responders. Work is underway to establish a regional partnership encompassing Sonoma, Marin, Napa, Lake, and Mendocino Counties. Agreements are in place with Code 3 Associates6and the American Association of Prevention of Cruelty to Animals. Regrettably, not all cities have developed municipal emergency response plans and NBAS has no defined role as the agency responsible for animal control for four of the County’s nine cities.

Provision of animal care and compliance with state and local animal regulations is a large and growing challenge for city and county governments. A Forbes report of pet ownership found that some 66% of U.S. households now include a pet. About a third of U.S. households have more than one pet.
7 Based on the Pet Ownership Calculator provided by the California Department of Food and Agriculture, Sonoma County is home to approximately 113,000 dogs and 100,000 pet cats.8 Feral cats and other domestic and wild animals add to this population.

A study by Pew Research found that 51% of respondents consider their companion animals to be members of the family, but along with the benefits of companionship and comfort come responsibilities both for owners and for county and city governments. These responsibilities are codified in state, county, and municipal codes that require humane treatment of animals and address risks that dogs pose for public health and safety (See Appendix A). County and city governments are responsible for enforcement of these laws through their designated Animal Control Officers.

Since 1987, detection of endemic rabies among bats and small mammals has caused every California county to be declared a Rabies Area. In 2024, the virus was detected in Sonoma County bat and fox populations. In a Rabies Area, dog owners and county and city governments are required to comply with legal obligations set forth in the Food and Agricultural section of 3 https://sonoma-county.legistar.com/LegislationDetail.aspx?ID=5646253&GUID=DF621026-2216-4648-87CE0C61C0A20014&Options=&Search= 4 https://sonoma.courts.ca.gov/system/files/grandjuryanimalservicesreport5-30-18.pdf 5 https://sonomacounty.ca.gov/administrative-support-and-fiscal-services/emergency-management/plans 6 https://code3associates.org/
7 https://www.forbes.com/advisor/pet-insurance/pet-ownership-statistics 8 https://www.cdfa.ca.gov/AHFSS/Animal_Health/eprs/docs/pet_ownership_calculator.pdf Item 6.g
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Sonoma County Civil Grand Jury Animal Services in Sonoma County 5 California Government Codes, the Penal Code, Civil Code, the Corporations Code, and Health and Safety Code.

Laws Governing Animal Services
Penal Code §597 requires each county and city government to ensure that all animals in its jurisdiction are treated in a humane manner.

Health and Safety §121690 (a) requires pet owners to maintain current rabies vaccinations for dogs over three months of age and license dogs over the age of four months. Licensing is the mechanism to ensure timely rabies vaccination. Animal control agencies enforce this law. The county health officer is required to collect county-wide data and submit reports to the state to document the level of county-wide licensing compliance. A Sonoma County Ordinance also requires vaccination of cats although licensing is optional except for the City of Rohnert Park.

Health and Safety §121690 (f) (1) requires each county or city government to provide dog vaccination clinics or arrange for dog vaccination at clinics operated by veterinary groups or associations for a charge not to exceed the actual cost.

California Code of Regulation §2606.4 sets forth vaccination and licensing procedures and reporting requirements for any city or county government in a declared rabies area.

Food and Ag §30503 mandates that no public animal control agency or shelter, Society for the Prevention of Cruelty to Animals shelter, humane society shelter, or rescue group shall sell or give away to a new owner any dog or cat that has not been spayed or neutered. (A veterinarian may approve a temporary delay when required by the dog’s health.) While not required by the state mandated rabies control plan, Sonoma County recognizes the role of spay/neuter programs to reduce the population of unowned and stray animals that are less likely to be vaccinated and more likely to roam, fight or bite, potentially spreading rabies. The county mandates sterilization of pit bull breeds and of dogs running at large.9 SCAS supports spay/neuter for low-income pet owners and partners with Forgotten Felines to spay/neuter Community Cats through its Trap/Neuter/Return program.
10 A table is provided in Appendix A that summarizes animal-related regulations referenced in this report.

Industry Standards for Shelter Facilities and Care of Shelter Animals The Association of Shelter Veterinarians publishes Guidelines for Standards of Care in Animal Shelters which are widely accepted as industry standards. Best Practices cited in the Sonoma County 2012 Animal Services Report are based on the first edition of this document which was produced with input from U.C. Davis shelter veterinarians.

In making assessments of animal care and shelter management and maintenance during shelter visits, Jurors referenced the 2022 Second Edition of the guidelines11 and a 2023 Checklist of Key 9https://library.municode.com/ca/sonoma_county/codes/code_of_ordinances?nodeId=CH5SOCOANREOR_ARTXI VMASPNEALDORULAALPIBU_S5-
170MASPNEALDOLA#:~:text=Article%20XIV.%20%2D%20Mandatory%20Spay%20and%20Neutering,Running %20At%20Large%20and%20All%20Pit%20Bulls.
10 https://sonomacounty.ca.gov/health-and-human-services/health-services/divisions/public-health/animalservices/spay-and-neuter 11 https: https://sonomacounty.ca.gov/health-and-human-services/health-services/divisions/public-health/animalservices/spay-and-neuter//www.aspcapro.org/sites/default/files/2023-05/asvguidelinessecondedition-2022.pdf Item 6.g
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Sonoma County Civil Grand Jury Animal Services in Sonoma County 6 Statements.
12 Each of the 553 actionable statements made in this 64-page document is presented as unacceptable, must, should, or ideal. The statements are presented in 13 sections covering all aspects of shelter care. The Grand Jury focused on statements where compliance could be assessed based on physical inspection, interviews, or document review.

An over-arching admonition made throughout the shelter standards is that “…Operating beyond an organization’s capacity for care is unacceptable.” Certain other statements, paraphrased below, are included in multiple sections of the guidelines:

Animal Care
• A formal relationship with a veterinarian must be in place to ensure oversight of medical and surgical care in the shelter.
• Veterinarians should be integrally involved with development of the shelter’s development and updates to written policies and protocols for animal care. • Each animal must receive at least a cursory health assessment by trained personnel at intake to check for signs of infectious disease or problems that require emergency care. • Medical, surgical, and behavioral services for foster animals must be provided in a manner that promotes animal welfare and minimizes length of stay (at the shelter). • Shelters must have comprehensive protocols in place for recognizing and mitigating stress and associated negative emotions including fear, anxiety, and frustration. • Foster care providers should be given clear instructions about how and when to access emergency and after-hours care.
• Shelters should sterilize all animals before adoption or ensure that they will be sterilized after their outcome. [NOTE: In California this is mandated by Food and Ag §30503.] Shelter Staffing
• Shelters must have adequate, qualified personnel.
• Shelters must provide training for each shelter task and continuing education must be provided for all personnel to improve skills and maintain credentials. • Continuing education must be provided for all personnel to improve skills and maintain credentials.

Shelter Maintenance
• Written protocols for animal care and shelter sanitation must be developed and documented in sufficient detail to achieve and maintain accepted industry standards. • Ventilation must be maintained at a high enough rate to ensure adequate air quality in all areas of the shelter including in the primary enclosure. • Noise must be minimized in animal housing areas.
• All food must be protected from wildlife, rodents and insects. 12 https://www.sheltervet.org/assets/docs/2022-ASV-GL-Checklist.pdf Item 6.g
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Sonoma County Civil Grand Jury Animal Services in Sonoma County 7 • Shelters responding to disasters as part of a coordinated response should draft memoranda of understanding (MOUs) with their governmental and nongovernmental response partners.

DISCUSSION
Decentralization and Fragmentation of Animal Services
As dictated by California state law, Sonoma County, and each of its nine cities determines how it will meet California’s animal-related regulations. The county and each city government is responsible for implementing its own Rabies Control Plan. Central to rabies control is legally mandated vaccination and licensing. The ten governments have set different license and service fees and fee concessions for animals within their jurisdictions. These fees are presented in Appendix B. The resulting patchwork of fees and concessions is confusing to the public. It complicates efficient, cost-effective license enforcement and collection of license fees. It’s confusing to pay one fee when a friend in a nearby city pays another. Agreement among the county and city governments on a common fee schedule and online license management vendor would resolve these issues.

SCAS provides animal control and animal shelter services to 66% of Sonoma County’s population. NBAS serves 21%. The remaining 13% receive animal control services through local police departments and shelter care through the Rohnert Park Animal Shelter, the Humane Society of Sonoma County and numerous private and non-profit organizations that provide shelter, adoption, and spay/neuter programs for Sonoma County pets. Among these, the privately funded Pets Lifeline, Dogwood, and Forgotten Felines stand out for their adoption programs and Trap/Neuter/Return (TNR) work to reduce community/feral cat populations. • Sonoma County Animal Services (SCAS) operates within DHS to provide animal control to the 66% of county residents who reside in the unincorporated areas, and the Cities of Healdsburg and Santa Rosa. It also shelters pets from the City of Sonoma and is responsible for the full range of domestic and wild animals. It has overall responsibility for implementing the rabies control plan and emergency animal evacuations. • North Bay Animal Services (NBAS) contracts with the Cities of Cloverdale, Windsor, Sebastopol, and Petaluma to provides animal control field services and shelter to more than 20% of Sonoma County.
• Rohnert Park Animal Shelter (RPAS) is owned and managed by the City of Rohnert Park.

The shelter serves both Rohnert Park and Cotati in cooperation with the cities’ police departments. Municipal funding is augmented by a non-profit foundation. • The Humane Society of Sonoma County (HSSC) cares for animals from Healdsburg, citizen surrendered animals from throughout the county, and transfers from other shelters.

It operates a veterinary hospital that provides pet care for low-income owners, including low-cost spay/neuter surgery and routine vaccinations (but not rabies vaccinations).

HSSC currently outsources animal control for Healdsburg to SCAS. It is primarily funded by private contributions and grants and is overseen by its board of directors. An MOU with the county for emergency response is pending.
• The City of Sonoma Police Department provides residents with animal control, including licensing. Shelter care is provided as needed by SCAS and Pets Lifeline.

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Sonoma County Civil Grand Jury Animal Services in Sonoma County 8 Common Challenges to Animal Service Providers
This investigation and a review of Civil Grand Jury reports from nearby counties revealed animal services to be a costly, labor and facilities intensive endeavor. Several issues were mentioned repeatedly and were observed, to a greater or lesser degree, in Sonoma County facilities.

Collaboration among the county and cities could ameliorate many of these challenges, which include:
• Underfunding: Animal services compete with other compelling needs for public tax dollars. Limited county and city funds are augmented by license and service fees and fines. Collection of these fees can be difficult and time consuming for staff. • License Enforcement: License compliance is important, both for rabies control, and because it generates needed income, but agencies struggle to achieve high rates of compliance. A study conducted by the on-line license management vendor, DocuPet, found an average nationwide compliance rate of only 23%. The highest rate found by the Grand Jury was 50%. In Sonoma County, 2024 rates range from 12% to 31% as shown in Appendix C. Among the obstacles to improved licensing compliance that were identified by DocuPet was a lack of public outreach to explain: 1) the importance of vaccination and licensing for rabies control; 2) the legal requirement for owners to license their dogs; and 3) the benefit of returning a lost pet regardless of where it has wandered. • Aging Facilities: Constant maintenance and costly upgrades are required to ensure that aging facilities meet the health and safety needs of animals, staff, and visitors. Operating in aging, outgrown facilities makes daily operations more difficult. • Insufficient Veterinary Services: A nationwide veterinarian shortage limits access to needed professional care, including affordable rabies vaccination and spay/neuter clinics that are mandated for public safety and population control. Demand has driven up costs and reduced availability of pro bono services.
• Insufficient Staffing and Personnel Turnover: Shelter staff are stretched to accomplish a wide range of duties, ranging from animal care to data entry, website management, license management, and interaction with the public. Understaffing and turnover of experienced staff and volunteers requires effective recruitment, supervision, and training and professional development programs that can exceed organizational capacity. • Public Demands for “No Kill” Outcomes: Public sentiment can fail to recognize differences between private agencies that can limit acceptance to adoptable animals and public shelters that are obligated to accept animals regardless of medical or behavioral issues that may preclude live outcomes. The resulting negative impact on public perception can undermine needed support.
• A Lack of Centralized Communication and Data Sharing: Without the means to communicate and coordinate activities, agencies are hampered in meeting regularly occurring needs such as rehoming lost pets, coordinating responses to calls for animal control, and sharing knowledge and resources. It impairs the ability to prepare accurate state-mandated licensing reports, track dangerous animals, or mount a fully coordinated, county-wide disaster response.

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Sonoma County Civil Grand Jury Animal Services in Sonoma County 9 Tax-Supported Agencies Providing Animal Control and/or Shelter Sonoma County Animal Services (SCAS) operates within the Department of Health Services to provide animal services to the 66% of county residents who reside in the unincorporated areas and the Cities of Santa Rosa and Healdsburg. It also has an MOU to shelter companion animals from the City of Sonoma.

Scope of Service: In addition to companion animals, SCAS is responsible for farm animals, livestock and wild animals. As a government agency it is required to accept and manage animals regardless of their physical condition or adoptability. It enforces local, state, and federal laws that pertain to animal care and public safety. SCAS administers the state-mandated rabies control program which includes facilitating rabies vaccinations and managing bite reports and quarantine of dangerous animals. It engages legal services to handle cases involving animal bites and incidents of neglect and abuse cases. It collects and compiles license compliance data from all jurisdictions and submits county-wide reports to the state. SCAS is also the lead agency for animal emergency evacuation planning and coordination of emergency response.

Facilities: Demand for pet sheltering sometimes exceeds capacity of the 100-kennel shelter that was built in the late 1980s and was last renovated in 2001. It must also provide housing for a full range of domestic and wild animals. On October 6, 2015, the BOS approved funds for an assessment of the facility and design of needed improvements. After being interrupted by Covid, the design process is funded and underway. Projects will be done in phases starting with ventilation improvement and noise reduction in the kennels and upgrades to the entry area to enhance interactions with the public.

Staffing: Thirty-two full-time positions include certified veterinary technicians, ten licensed animal control officers, other specialists, and public service and operations staff. It has a contract veterinarian six hours/day, five days a week and hires extra veterinary services at times.

It also has a network of veterinarians who volunteer in emergencies. Volunteers provide essential support for animal and shelter care. Volunteers, shelter staff and animal control officers have access to extensive training and continuing education.

Veterinarians, assisted by vet techs conduct intake examinations, care for sheltered and fostered animals and perform spay/neuter surgery. Animals are vaccinated at intake and are sterilized prior to placement in foster or adoptive homes. Low cost spay/neuter services are provided to community members though limited resources create long lead times for surgeries.

Revenue and Cost of Service: Seventy-five to eighty percent of the SCAS $6.7 million budget comes from Sonoma County, Santa Rosa, and Healdsburg taxes. This is supplemented by collection of license and service fees and tax-deductible donations. Collection rates for service fees are low. Follow up is staff intensive. The SCAS Director estimated an outstanding balance of as much as $2 million in service fees and penalties. As a county agency, SCAS is required to pay county salaries and benefits.

SCAS is nearing the end of a three-year contract with DocuPet for online license management. A $25,000 annual payment covers collection of license fees and fines and all correspondence, including sending timely renewal notices. The SCAS Director reported that service has been so efficient that it allowed a reduction to license fees while achieving the highest licensing rates in the county.

The SCAS budget of $6.7 million dollars provides an extensive range of animal control and shelter services for approximately 305,000 residents of Santa Rosa, Healdsburg, and Item 6.g
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Sonoma County Civil Grand Jury Animal Services in Sonoma County 10 unincorporated Sonoma County. Santa Rosa’s $3,346,000 contract accounts for about 40% of animal control and shelter budget, or about $191,000 per 10,000 residents.

Rohnert Park Animal Shelter is owned and managed by the City of Rohnert Park through its Community Services Department.

Scope of Service: RPAS provides shelter care for companion animals for both Rohnert Park and Cotati. The two cities’ Police Departments provide animal control. RPAS has recently assumed licensing responsibility from the Rohnert Park Finance Department. It outsources license management to DocuPet and shares data with SCAS. DocuPet retains a small fee for each license. It maintains records and sends renewal reminders. Rohnert Park is the only city that requires cat licensing. Cotati offers a one-time voluntary cat license.

Facilities: Like other shelters, RPAS was built in the 1990s, but it underwent a major renovation in 2005 and has had many smaller upgrades. It is immaculately maintained with 35 dog runs, “flexible capacity” for cats, rabbits, and other small mammals. Designated areas for surgeries, food preparation, and laundry are clean and well-organized.

RPAS has earned certification as a Fear Free Shelter by implementing facility improvements and animal management practices that minimize stress and optimize safety for pets and humans.

These include using sound baffles for noise control and minimizing unnecessary disruption that can lead to loud outbursts. Potential adopters view videos of available pets and meet those they wish to interview in a pleasant, private space away from other animals. Positive animal behaviors are reinforced with small treats. Instead of the frantic barking Jurors experienced in other shelters, they were met with calm, friendly, and noticeably more “adoptable” animals.

Staffing: Staffing includes the supervisor, who holds animal control, vet tech, and euthanasia certifications; a second vet tech; and a community service assistant. A contract veterinarian visits twice a week to provide animal care and perform surgeries. Every animal of required age or size is spayed/neutered and fully vaccinated prior to placement in a foster or adoptive home. Microchipping is free for Rohnert Park and Cotati residents. While the shelter offers low-cost spay/neuter services to its community members, the wait time for an appointment can be long.

Fifteen to 20 of the 100 volunteers schedule regular shifts to assist staff with animal care and shelter maintenance. Many more assist with special projects and activities such as adoption events.

Revenue and Cost of Services: The RPAS budget of $565,000 provides a high standard of shelter care to a population of 44,000 at a cost of $128,409 per 10,000. In addition to its municipal funding, the shelter benefits from an independent foundation that raises funds for shelter improvements and to support a variety of programs that support the community of pet owners. These include pet collars and leashes for newly adopted pets and Silver Paws funding to offset the cost of pet ownership for low-income seniors.

The Humane Society of Sonoma County (HSSC) is included in this list of key agencies because of the limited tax revenue it receives through a contract with the City of Healdsburg to oversee animal control and shelter care. HSSC provides the shelter care and sub-contracts animal control.

A $104,000 animal control sub-contract with NBAS, that was near expiration, was terminated and a new $114,000 contract with SCAS took effect on March 1, 2025.

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Sonoma County Civil Grand Jury Animal Services in Sonoma County 11 Scope of Service: HSSC cares for animals from Healdsburg, citizen surrendered pets, and transfers from other shelters. Because it is not a government agency HSSC can be selective in its admission and focuses on adoptable animals.

Facilities: HSSC operates in an immaculate, well-maintained facility purposely built to a high standard of shelter design with donated funds. An adjacent building houses a veterinary hospital that provides pet care for low-income owners and offers low-cost spay/neuter surgery and routine vaccinations. It does not offer rabies clinics and does not manage licensing.

Staffing: HSSC staff includes veterinary professionals and development and communication professionals who manage its fundraising, community relations, and a website that provides a wealth of information on animal care and services throughout the county. Other staff provide maintenance, cleaning, and sanitation. Multiple well-trained volunteers are on site at any given time, interacting as team members with animals and staff. Training and continuing education are provided at all levels.

Funding: HSSC is primarily funded by private contributions and grants and is overseen by its board of directors. The Grand Jury did not pursue detailed budget information because of its focus on the county and municipal agencies.

The City of Sonoma Police Department provides residents with animal control, including licensing which is done on an in-person, walk-in basis. The licensing rate in 2024 was ~15%.

Shelter care is provided as needed by SCAS and Pets Lifeline.

North Bay Animal Services (NBAS) was incorporated as a 501-(c)-3 organization in 2018 to operate the city-owned Petaluma shelter and provide the city with animal control services. It succeeded Petaluma Animal Services in this role.

Scope of Service: NBAS currently provides animal control and shelter services to more than 20% of the county’s residents through contracts with the Cities of Cloverdale, Windsor, Sebastopol, and Petaluma. It also contracts with Calistoga and operates the Clearlake shelter.

Responsibilities include responding to field calls for domestic and wild animals, providing shelter and veterinary care for companion and small farm animals in compliance with industry standards, managing pet licensing and reporting data to the county, and complying with all animal-related laws on behalf of the cities it serves.

Facilities: NBAS rents the city-owned Petaluma shelter for $1/year. The facility is aging and suffering from deferred maintenance. Shelter capacity was described as 40-50 dogs and up to 100 cats. The NBAS contract with Petaluma requires the non-profit to provide routine maintenance. The city is responsible for major repairs and improvements. In recent years, these have included roof work.

Staffing: The Director and eight staff serve the four Sonoma County cities from the Petaluma shelter and a storefront in Windsor. One Animal Control Officer is assigned to Windsor and Cloverdale. A second ACO works from Petaluma. The Executive Director is also an ACO who reported that calls are monitored 24/7. Shelter staff also include shelter technicians for cleaning and basic animal care, customer service, a social media position, one “coordinator” each for dogs and cats. No specific qualifications for shelter care of animals were listed either on the staff list provided to the Grand Jury, or on the bios that appear on the agency website.

Revenue and Cost of Service: Annual contract revenue totals $1,233,000 from the four Sonoma County cities, with a combined population of 100,000. At only $123,300 per 10,000, Item 6.g
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Sonoma County Civil Grand Jury Animal Services in Sonoma County 12 this is even less than the RPAS budget that does not include the cost of animal control field operations.

Grand Jury Observations about NBAS Performance
NBAS’s city contracts require it to comply with all applicable laws for animal shelters, including quarantine and tracking of dangerous animals, sterilization of animals placed in foster or adoptive homes, and enforcement of licensing/vaccination for rabies control. The Grand Jury identified significant failures to comply with these laws and other terms of its city contracts:
• Multiple professionals and private citizens stated that NBAS places unaltered animals in foster and “foster-to-adopt” homes and that appointments for legally mandated spay/neuter surgery can be delayed for many months. The Grand Jury obtained an email which confirmed that NBAS was aware of multiple similar complaints about delays in sterilization and vaccination.
• NBAS doesn’t facilitate rabies vaccination. State law assigns responsibility for vaccination and licensing both to dog owners and every government jurisdiction. Cities are responsible for enforcing these laws through their designated Animal Control Officers, which is NBAS in the case of Petaluma, Cloverdale, Windsor and Sebastopol. • Jurors were told that NBAS received 350 to 370 bite calls a year, but the Jurors were unable to secure evidence that legally mandated bite reports had been filed or that potentially dangerous animals were being quarantined as required by state law. This is a matter of concern for public safety and poses the potential for city liability resulting from dog bites.
• NBAS does a poor job of facilitating dog licensure and license renewal. NBAS licensing data for 2024 showed only 12% compliance across NBAS cities compared with 23% in Santa Rosa and 31% in unincorporated Sonoma County. (See Appendix C for licensing rates as estimated based on a state methodology.)
• NBAS advised the Grand Jury that animals are taken to one of several veterinarians when in need of emergency or routine care, so there is no supervising veterinarian in charge of animal medicine. The shelter has no single veterinarian contracted to consult on written protocols for physical, conditions, sanitation, or general animal care at the shelter. • No NBAS staff member is identified as having had the training and oversight by a veterinarian that is required to conduct physical and behavioral assessment of incoming animals.
• Employees serving in the key positions of Dog Coordinator and Cat Coordinator were described as “experienced,” but without any specific veterinary certifications included in their bios on the NBAS website.
• There is no documentation of training or continuing education of staff or volunteers. • The workspace for food preparation observed by the Grand Jury is cramped and cluttered; open bags of pet food, some stacked on the floor, are accessible to rodents and other pests, in violation of shelter standards.
• During visits to the shelter, the Grand Jury experienced an overpowering foul odor that suggests that the ventilation system is unlikely to be providing air quality consistent with the health and safety of both animals and humans.

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Sonoma County Civil Grand Jury Animal Services in Sonoma County 13 • NBAS does not have a written plan for emergency response. Nor does it have an MOU with the county to specify its role as an emergency responder.

NBAS is contractually required to maintain its facility either “in compliance with industry standards,” or U.C. Davis Guidelines for Standards of Care in Animal Shelters. The list above demonstrates that it fails to comply with industry standards for animal care, shelter management, and maintenance.

The NBAS Executive Director has an extraordinary—and unrealistic—range of responsibilities.

The Director manages staff at the Sonoma County locations, the City of Calistoga, and a second shelter in Clearlake. Although NBAS reports 24/7 call monitoring, multiple sources noted that reaching the shelter and securing a response to messages is extremely difficult.

The Director manages the organization’s operations, its finances and shelter data. The Director is responsible for negotiating and fulfilling the city contracts, which include complying with all applicable laws and maintaining the shelter in compliance with industry standards.

The Director also maintains the agency website where essential information, including online pet licensing, is absent, out-of-date, or inaccessible due to broken links. License renewal notices are not currently being sent, reportedly because of the cost and staff time. Data provided to the Grand Jury showed that the number of license renewals fell from 1,816 in 2023 to 733 in 2024 resulting in a loss of revenue and undermining rabies vaccination enforcement. (See Appendix C for License Compliance data.)
Two or three of an estimated 40-60 volunteers assist staff during each of the morning and afternoon shifts. Unlike other shelters, the number of volunteers has reportedly not recovered since it dropped during COVID.

In short, the Grand Jury concluded that NBAS is extended beyond its financial and organizational capacity to comply with either its contracts or applicable laws, a circumstance which, according to shelter standards, is unacceptable. It is surviving despite a perfect storm of underfunding, an aging facility, insufficient use of veterinary services, and a staff that is too small, lacking in continuing education and relevant certification, and wearing too many hats.

City Oversight of Animal Services is Inadequate
Each of the four cities that contract with NBAS have failed to adequately monitor or evaluate the quality of service being provided by NBAS. None of these four cities can be sure they are fulfilling their legal responsibility to facilitate vaccinations, report dog bites to the State of California, ensure that dogs are licensed, or require that sheltered animals be spayed or neutered prior to release for adoption.

Since NBAS has been the animal services contractor, only one city official reported ever visiting the Petaluma shelter, and that was just once. Without periodic inspections, how can these cities be sure they are getting the service they are contracted to receive? None of the city contracts require NBAS to submit reports that contain quantifiable performance criteria in order to evaluate compliance. How are the cities evaluating contract compliance without any reporting? Only Petaluma requires reporting (annually) to the City Council, and in the 7 years that NBAS has been the animal services contractor, only 3 reports have been submitted—the last one was filed in 2022. Some contracts specify an acceptable response time for calls for animal control, but NBAS does not track response time, and the cities are not requiring it.

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Sonoma County Civil Grand Jury Animal Services in Sonoma County 14 Jurors questioned how contracts were awarded. It became clear that NBAS proposals offered a full range of services for prices below those of competitors. Most of the multi-year contracts, including one for 10 years, are for flat annual payments without escalation clauses to accommodate increased costs.

It is unsurprising that the cities did not question whether NBAS bids were sufficient to provide contract services. The low cost would be desirable if the terms of the contracts were being fulfilled. However, they are not. What the Jurors did not anticipate was the uniform lack of oversight and outright denial about NBAS shortcomings that was revealed in every city interview.

Each city official interviewed by the Grand Jury stated that they weren’t aware of significant issues with NBAS. Based on multiple interviews, the Grand Jury confirmed the original complaint, that NBAS is operating with insufficient oversight by its board of directors or the cities with which it contracts.

CONCLUSIONS
• Most Sonoma County residents are receiving animal services that approach, achieve, or even exceed industry standards. However, this is not the case for the over 20% affected by city contracts with NBAS.
• The existing decentralization of animal control and shelter services and the lack of oversight by the county, the four Sonoma County cities with NBAS contracts, or by the agency’s board of directors, has allowed unacceptable performance by NBAS to persist without intervention.
• The NBAS proposals on which its contracts are based promise an extensive range of services for a cost that is far below the budgeted costs of either SCAS or RPAS. The result is that NBAS is inadequately funded to fulfill its responsibilities. • In recent years, as an underfunded and underperforming non-profit agency, NBAS has failed to provide animal services which are compliant with state mandates and contract provisions. The 2012 DHS report cautioned that insufficient oversight could lead to this situation.
• The existing fragmentation of services is inefficient and confusing for members of the public. It makes it difficult to know where to call in an emergency, or how to access needed services. Fees for licensing and services vary, as does the range and quality of information available on websites and the ability to contact a shelter or animal control officer.
• The lack of shared data and communication channels poses unique challenges for animal control agencies, the County Department of Health Services, and the Office of Emergency Management. It hampers compliance with legally mandated management and reporting of licensing data and the quarantine and tracking of potentially dangerous animals. It makes it more difficult for owners to locate lost pets. It can delay or disrupt response to emergency situations.
• Following a series of disastrous fires and floods, the County appointed the SCAS Director as animal liaison to participate in development of the Sonoma County Emergency Operations Plan. In 2018, it added an animal disaster response plan with Item 6.g
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Sonoma County Civil Grand Jury Animal Services in Sonoma County 15 defined procedures and established MOUs to define roles for key NGOs. NBAS is not among these partners and not all cities have developed such plans. • Funding constraints and a lack of coordination among agencies leaves most municipal and non-profit shelters struggling to accomplish support functions that are essential to all such as timely license renewals and invoicing for fees, staff and volunteer training, and maintenance of websites to provide effective public outreach. Thoughtful centralization of some or all these functions could lead to improved, cost-efficient solutions, and increased revenue collection.
• Rabies control efforts are undermined by failure to achieve high levels of pet licensing and implement spay/neuter programs for population control. Failure to collect license and shelter service fees results in the loss of revenue to support animal services.

COMMENDATIONS
The Grand Jury recognized the steady progress achieved by SCAS to comply with best practices, and other recommendations contained in the 2012 DHS report. This progress is acknowledged in subsequent reports to the Board of Supervisors and is, in part, due to the Board’s on-going oversight and support of improved animal services.

The exceptional volunteer and financial support provided to the Rohnert Park Animal Shelter by its community is testimony to the value of well-run, conveniently located facilities. At the Humane Society of Sonoma County, we experienced an independent non-profit shelter with minimal public funding whose public engagement and service on behalf of animals extends across city and county boundaries.

While our investigation did not extend to the dozens of private and non-profit programs caring for Sonoma County animals, we would be remiss not to call out the outstanding shelter and adoption services provided by Pets Lifeline and Dogwood and the exemplary work of Forgotten Felines to control populations of pet and feral cats. These non-profit organizations depend on the generosity and volunteer support of the community. Our hats are off to all those who care for the county’s companion animals.

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Sonoma County Civil Grand Jury Animal Services in Sonoma County 16 FINDINGS
F1. Failure by the county and its nine cities to adopt recommendations in the 2012 DHS Animal Services Report has left Sonoma County animal service agencies operating without shared standards, communication channels, data sharing or oversight.

F2. Services provided to the four Sonoma County cities by North Bay Animal Services are non-compliant either with state laws or industry standards for the care of shelter animals as specified in its contracts.

F3. A lack of coordination between SCAS and NBAS is an obstacle to a fully coordinated implementation of the county-wide disaster response plan for animal evacuations.

F4. Insufficient funding and staffing make it difficult for some agencies to provide effective training for staff and volunteers.

F5. Insufficient funding and staffing make it difficult for agencies to maintain websites and social media content required for effective public relations.

F6. Having multiple different fee structures for animal licenses and services is confusing to the public and complicates billing and collection of license fees and fines.

F7. Failure to achieve high levels of licensing in all government jurisdictions and provide access to shared information undermines mandated rabies control, makes it more difficult to return lost pets, and results in a loss of revenue.

F8. Based on SCAS data, uniform adoption of online licensing management through DocuPet (or a comparable vendor) would increase county-wide licensing rates and enhance compliance with state law.

F9. Failure to promote the benefits and legal requirement to license dogs, and failing consistently to send license renewal reminders, contribute to low license compliance and loss of revenue.

F10. Making centralized training resources available could enhance performance of animal services employees and volunteers.

F11. Insufficient oversight either by the cities or by the organization’s board of directors has allowed NBAS to be non-compliant with state law and the terms of its contracts by:
failing to effectively manage licensing and renewals; failing to offer legally mandated rabies vaccination clinics; failing to perform legally mandated spay/neuter of animals prior to placement; failing to consistently submit bite reports to the county health officer (through SCAS); failing to maintain the Petaluma animal shelter in compliance with industry standards; and failing to collect accurate data and provide reports that demonstrate compliance with contract terms.

F12. A lack of responsiveness to phone calls has eroded public confidence in the ability of NBAS to respond in a timely manner to calls for service or follow-up.

F13. While NBAS is responsible for general maintenance of the shelter, the City of Petaluma is not exercising due diligence with regard to facilities maintenance and repair, which may include an adequate ventilation system based upon the Grand Jury’s observations during its visits.

RECOMMENDATIONS
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Sonoma County Civil Grand Jury Animal Services in Sonoma County 17 R1. By November 1, 2025, the Board of Supervisors will direct DHS to establish an Animal Services Task Force comprising county, city, and shelter representatives to revisit the 2012 DHS Animal Services Report and recommend a governance structure for animal services that will: 1) provide county-wide oversight to ensure compliance with State Law; 2) standardize fees and engage a common licensing vendor to enhance public health and safety, licensing rates and revenue, and; 3) achieve economic efficiencies through shared resources. (F1, F3, F4-F6 and F9-F10)
R2. By January 1, 2026, each of Sonoma County’s 9 cities will delegate one or more representatives to participate in the county-wide Animal Services Task Force convened by DHS. (F1)
R3. By January 1, 2026, the director or supervisor of SCAS, HSSC, RPAS, and NBAS will commit to participating in the county-wide Animal Services Task Force. (F1) R4. By May 1, 2026, the Board of Supervisors will direct DHS to launch a county-wide public information campaign in cooperation with the cities to explain the legal imperative and benefits of licensing pets. The campaign will commence no later than July 1, 2026. (F7-F9)
R5. By November 1, 2025, each city contracting with North Bay Animal Services will inspect and evaluate the shelter condition, and evaluate the shelter operation and animal control services, to determine whether NBAS is complying with legal mandates and other terms of its contract. (F2, F11-F12)
R6. By September 30, 2025, each of the cities that contracts with NBAS will require quarterly reports that include data and performance criteria sufficient to evaluate compliance with its contract and all relevant laws. (F2, F11) R7. By November 1, 2025, the Petaluma City Council will direct staff to implement a facilities assessment of the city-owned shelter and submit a report of findings related to the adequacy of the HVAC system and any improvements that may be required for the health and safety of animals and humans. (F13)
R8. By June 1, 2026, the City of Petaluma will correct any identified ventilation and/or other defects that put animal and/or human health and safety at risk. (F13)

REQUIRED RESPONSES
Pursuant to Penal Code §§ 933 and 933.05, the grand jury requires responses as follows:
• Sonoma County Board of Supervisors (R1, R4, and F1, F3-F10) • Department of Health Services Director (R1, R4, and F1, F3-F10) • The Cloverdale City Council (R1-R2, R4-6, F1-F3, F6-F11) • The Cotati City Council (R1-R2, R4-R5, and F1 and F3-F10) • The Healdsburg City Council (R1-R2, R4-7, F1-F3, F6-F11) • The Petaluma City Council (R1-R2, R4-8, F1-F3, F6-F13) • The Rohnert Park City Council (R1-R2, R4-R5, F1, F3-F10) • The Santa Rosa City Council (R1-R2, R4-R5, F1, F3-F10) Item 6.g
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Sonoma County Civil Grand Jury Animal Services in Sonoma County 18 • The Sebastopol City Council (R1-R2, R4-6, F1-F3, F6-F11) • The Sonoma City Council (R1-R2, R4-R5, F1, F3-F10)
• The Windsor City Council (R1-R2, R4-6, F1-F3, F6-F11) The governing bodies indicated above should be aware that their comments and responses must be conducted subject to the notice, agenda, and open meeting requirements of the Brown Act.

INVITED RESPONSES
The Grand Jury invites the following to respond:
• Sonoma County Animal Services Director (R1, R4, R5, F1, F3-F10) • The Petaluma City Manager (R1-R2, R4-8, F1-F3, F6-F13) • Humane Society of Sonoma County (R1, R3-5, F1, F3-12) • North Bay Animal Shelter Executive Director (R1, R4-R8, F1-F13) • Rohnert Park Animal Shelter Supervisor (R1, R3-5, and F1, F3-12) Responses must be submitted to the presiding judge of the Sonoma County Superior Court in accordance with the provisions of the Penal Code section 933.05. Responses must include the information required by section 933.05.

BIBLIOGRAPHY
• The Association of Shelter Veterinarians, Guidelines for Standards of Care in Animal Shelters. Second Edition, December 2022.
https://www.aspcapro.org/sites/default/files/2023-05/asvguidelinessecondedition-2022.pdf • The Association of Shelter Veterinarians, Sanitation in Animal Shelters. September 1, 2023.
https://www.sheltervet.org/assets/docs/5__Sanitation_Final_06AUG2024.pdf • County of Sonoma—Department of Health Services, Sonoma County Animal Care and Control Governance Model Review and Best Practices, August 2012. https://sonoma-county.granicus.com/MetaViewer.php?view_id=2&clip_id=243&meta_id=94249 • Animal Services Facility Needs Assessment Report to the Board of Supervisors, September 12, 2023
https://sonoma-county.legistar.com/gateway.aspx?m=l&id=/matter.aspx?key=12398 • County of Sonoma – Animal Services, Sonoma County Animals in Disaster Response Plan, December 2018
https://sonomacounty.ca.gov/Main%20County%20Site/Administrative%20Support%20%26%20Fiscal% 20Services/Emergency%20Management/Documents/Archive/Administration/Services/2147553654/SCA SAnimalAnnex%20FINAL%202018%20DEC.pdf
• State of California Department of Finance, Population and Housing Estimates for Cities, Counties, and the State—January 1, 2023, and 2024, May 2024. https://dof.ca.gov/forecasting/demographics/estimates-e1/ Item 6.g
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Sonoma County Civil Grand Jury Animal Services in Sonoma County 19 • California Department of Food and Agriculture, Pet Ownership Calculator https://www.cdfa.ca.gov/AHFSS/Animal_Health/eprs/docs/pet_ownership_calculator.pdf • 2017-2018 Sonoma County Civil Grand Jury, The Evacuation and Sheltering of Animals During the Firestorm of October 2017.
https://sonoma.courts.ca.gov/system/files/grand-jury/gj-2017-2018-finalreport.pdf Item 6.g
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Sonoma County Civil Grand Jury Animal Services in Sonoma County 20 APPENDIX A
Animal Related Regulations

ANIMAL CONTROL/SHELTERING
Civil Code §1834 Depositary of animals must provide food, shelter & veterinary care
Civil Code §1834.4 No animal shall be euthanized if it is adoptable
Corporations Code §14502 Humane Officers Appointment,
Reappointment & Training
Food and Ag §30503.5 Dog bite disclosure
Food and Ag §31105 The taking up and impounding of all dogs found running at large
Food and Ag §31108 Provide for holding period for lost animals Food and Ag §§31601-31626; §§31641-
31646
Dangerous and vicious dog
Penal Code §597 Humane treatment of animals
Penal Code §599(d) Policy on euthanasia of adoptable or treatable animal

LICENSING/MICROCHIPPING
Food and Ag §30502 € Dog license tags provide for the keeping of a record to identity of the dog owner
Food and Ag §30652 Use of fees for issuance of dog license tags and fines
Food and Ag §31752.1 Cats: Microchip implants requirement Health and Safety §121690 (a) Owner required to license any dog over the age of 4 months.

RABIES & VACCINATIONS
California Code of Regulation §2606 Rabies, requires reporting of bites and quarantine of animals
California Code of Regulation §2606.4 Officially declared rabies areas along with requirement of licensing and vaccination;
requires rabies control activities reporting
Health and Safety Code §121585 Definition of rabies area Health and Safety §121690 (a) - (e) Rabies Areas, licensing and vaccinations; duty of the governing body to provide for a
rabies control program
Health and Safety §121690 (f) Requires governments to provide rabies clinics

SPAY/NEUTER
Food and Ag §30503 Spay/neuter of dogs
Food and Ag §30503(a)(1) Spay/neuter of dogs prior to adoption Food and Ag §31751.3 Spay and neuter of cats prior to adoption Item 6.g
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Sonoma County Civil Grand Jury Animal Services in Sonoma County 21 APPENDIX B
Dog License Fees*
City/Area Spayed/
Neutered
Intact
Animal
Unincorporated County $16 $19
Santa Rosa $16 $19
Cloverdale $20 $40
Healdsburg $15 $30
Petaluma $20 $25
Windsor $20
Sebastopol $20 $50
City of Sonoma $25 $50
Rohnert Park (Dogs & Cats) $18 $36
Cotati (Cats voluntary) $20 $40
*Jurisdictions also offer different concessions, e.g., for seniors, veterans, or multiple pets.

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Sonoma County Civil Grand Jury Animal Services in Sonoma County 22 APPENDIX C
Dog Licensing Compliance Data
Area 2023-24
Population*
Estimated
# of
Dogs**
2023
Licenses
2024
Licenses
# % # %
Unincorporated 130,777 30,904 13,160 43% 9,726 31%
Santa Rosa 174,890 41,328 11,867 29% 9,629 23%
Total SCAS* 305,667 72,232 25,027 35% 19,355 27%
Cloverdale 8,710 2,058 617 30% 350 17%
Healdsburg 10,985 2,596 393 15% 282 11%
Petaluma 58,445 13,811 1,833 13% 1,488 11%
Sebastopol 7,295 1,724 230 13% 233 14%
Windsor 25,394 6,001 1,017 17% 822 14%
Total NBAS 110,829 26,190 4,090 16% 3,175 12%
Sonoma City 10,532 2,489 NA NA 368 15%
Rohnert Park 43,821 10,355 NA NA NA NA
Cotati 7,303 1,726 NA NA NA NA
Total Other 61,656 14,570
Countywide 478,152 112,992
*Population data source: https://dof.ca.gov/forecasting/demographics/estimates-e1/ **Pet Calculator: https://www.cdfa.ca.gov/AHFSS/Animal_Health/eprs/docs/pet_ownership_calculator.pdf License data provided by SCAS and NBAS
Note: NBAS contract with Healdsburg terminated 2/29/25
Reports issued by the Civil Grand Jury do not identify individuals interviewed. Penal Code Section 929 requires that reports of the Grand Jury not contain the name of any person or facts leading to the identity of any person who provides information to the Civil Grand Jury.

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READ AND CONSIDE ED
BY
Who Can Afford to Live in Sonoma County?
A Tale of Two Cittes
SI]MMARY
Sonoma County, renowned for its picturesque landscapes and vibrant culture, is increasingly becoming a challenging place for many of its essential residents to call home. Service workers, agricultural laborers, teachers, and young families-the very backbone of the community-are finding it increasingly difficuh to afford housing in a region where the median sales price of a home reached a staggering $900 000 in April 2025. This price tag is simply out of reach for most homebuyers.

The pressing question beconps: how can Sonoma County makehousingmore affordable for these vital populations?
To address &is issue, it is crucial to define what we mean by "affordable housing." The U.S. Department of Housingand Urban Development ([IUD) defines affordable housing as housing that costs no more than 3 0olo of a household's gross income, encompassing both rental options and homeownership.

A report from the 2021-22 Sonoma County Civil Grand Jury, ritled " and FutureL", provided a thorough examination ofthe affordable housing landscape in the county. The report revealed a significant shortfall in affordable housing, a situation exacerbated by rising construction costs, inticate financing challenges, and a scarcity of available land.

Unfortr:nately, the situation has not improved over the past two years. The California Departrnent of Housing and Community Development (HCD) has mandated that Sonoma Cowrty constuct 14.562 neu houlinllunits belween 2Q23 and 203 ! I through the Regional Housing Needs Allocation GHNA) process. While this figure may seem substantial, organizations like the non-profit Generation Ilousinq argue that it falls short of meeting the County's futcre housing needs.

The importance of foste ring a diverse mix of housing options cannot be overstated. A stable community benefits everyone. It is essential for families and workers to be able to afford to stay in the area.

Accordingto the October2024 report Star.of Horsinsin I from Generation Housing 3 1.4% of Sonoma County's worldorce commutes from outside the region, a tend that strains the local economy, exacerbates traffic congestion, increases the carbon footpring and adversely affects the health and educational outcomes of those workers and their families.

This report aims to shed light on the complexities of developing affordable housing and to showcase the strategies employed by two particular cities to promote such development. It discusses the contrasting approachesoftwo communities: Healdsburg, an affluent town celebrated for its tourism, historic plaza, and wine estates, and Rohnert Park, a more modest community known for is family-friendly afinosphere, Sonoma State Univenity, and the Graton Rancheria. Both cities have received the hohousing Designation from the State of Califomia and are on track to meet their expanded RHNA goals, offering a glimpse of hope in the ongoing struggle for affordable housing in Sonoma County.

This analysis examines the multifaceted strategies employed by these two municipalities to foster the development of affordable housing. It focuses on four critical elements: Growth Management and Land Acquisition, Entitlement Process, Financing Mechanisms, and Leadership and Community Involvemort lhtlps://sonoma.courts.cagov/syste(n,/lrles/affordable-housing-past-present-future.pdf 2 htQs://permitsonoma"org/housiDgelement
3hups ://generationhousingorg/resources/
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Through a comparative case study approach, this report sets out the policies, programs, and collaborative efforts undertaken by these cities, highlighting successful interventions and persistent challenges in addressing regional housing affordability crises.

GLOSSARY
o ABAG: Association of Bay Area Govemments
o Affordable Housing: As defined by HUD, housing that costs no more that 30 percent ofa household's gross income
o Deed Restricted: A mechanism to ensure that homes or rental units remain affordable for lowincome residents for a set period, typically 55 years o Inclusionary Housing: A program that requires developers to build a percentage of new residential units which will be rented or sold at affordable prices based on income o Prevailing Wage: The minimum hourly rate of wages and benefits that contractors must pay workers on public works projects, set by the Califomia Department of Indusrial Relations o Pmhousirg Designation: Califomia Departrnent of Housing and Community Development acknowledges a jurisdiction that has gone beyond the state law to help accelerate housing production
o RHNA: Regional Housing Needs Allocation - State-mandated process that determines the number of housing units each city and county need
o Surplus Pmperty: Per the Surplus Property Act, land owned bya local public agency that is no longer necessary for the agency's use and that has been formally declared surplus by the agency. This land is then made available for affordable housing development under ceftain conditions

BACKGROUND
Sonoma County is grappling with a critical shortage of affordable housing, a situation worsened by rising construction costs, intricate financing challenges, and a scarcity of available land. ln 2022, the Sonoma County Civil Grand Jury released a report titled "Affordable Housing: Past, Present, and Future," which provided an in-depth analysis of the affordable housing landscape in Sonoma County.

This report examined historical policies, cunent obstacles, and future stategies to tackle the region's housing crisis, including a discussion of the Regional Housing Needs Allocation EffNA) process.

The California Sate Legislature mandates that all cities, towns, and counties proactively plan for the housingneeds of their residents. This planning is executed through a Housing Element and the RHNA process. The Califomia Departrnent of Housing and Community Development (HCD) determines the total number of new homes each region must constuct, and the affordability levels required to meet the diverse housing needs of its population. Once these figures are established, regional authorities, such as the Association of Bay Area Govemments (ABAG) for Sonoma County, allocate housing responsibilities among municipalities. Each municipality then updates its Housing Element to demonstrate its capacity to zone sufficient landforthe construction of the required housing units based on its RHNA allocation.

Housing Element plans operate on an eight-year cycle. The current sixth cycle (2023-2031) has set a RHNA goal of 14,562 new housingunits for tle county, a significant increase from the fifth cycle's goal Who Can Live h S0lGna C-ountv? Page 2 of 17
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of 8,444 units. These targets encompass a range of housing types, from very low-income to market-rate units. It is important to note that the RHNA goals do not fully capture the total housing need within each county; rather, they represent the number of units for which the county is accountable. Municipalities may notdirectly construct all these units butcan collaborate with and/or incentivize private or non-proffi developers to meet these goals.

This report focuses on two distinct communities: Healdsburg an affluent area renowned for its wineries and tourism, and Rohnert Park, a family-oriented planned community. Both cities are on track to meet thet expanded RHNA goals for 2023-2031 and have achieved a Prohousing Designation. The 2019- 2020 Budget Act introduced a range of support, incentives, and accountability measures aimed at fulfilling California's housing objectives, including the establishment of the hohousing Designation Program. This program recognizes and supports jurisdictions that exceed state housing laws to expedite housing production Jurisdictions with a Prohousing Desigration may benefit from priority processing or additional fundingpoints when applying for various funding programs, including At-fordable Housinq and Slrstainable Communities (AHSC ).4 Furlhermore, this designation allows jurisdictions to apply for the Prohousinq Incentive Prolnarn (PlP):, which rewards local governments with extra funding to accelerate the production and preservation of affordable housing.

Ilealdsburg
Healdsburg has a long and rich history, beginning as the home of the Indigenous Pomo people. In the 19th century, the region came under Mexican control following a military campaign led by General Mariano Guadalupe Vallejo. In I 841, 50,000 acres were granted to Henry Delano Fitch, who introduced catde ranching to the area. Following Fitch's death, his widow sold portions of the land to the Anglo govemment. Harmon Heald, who had been homesteading in the area, purchased I 00 acres and formally incorporated the City of Healdsburg in 1867.

Healdsburg quickly grew into a commercial hub, supported by agriculture, timber, and mineral extraction-industries made more accessible by the Northwest Pacific Railway line. Over time, the region's agricultural base expanded to include orchardsand vineyards. By the 1970s, Healdsburg began to establish itself as a premier wine-producing region, drawing estate wineries to Dry Creek and Alexander Valleys and ushering in a growing tourism industry.

During the past 40 years, the City of Healdsburg has transformed from a small town serving the surrounding northem Sonoma County agriculture and other resource-based industries into a vibrant communitSr-center of the county's wine industry, as well as an attraction for destination-based tourism.

Healdsburg growth has been influenced by the county's wine industry, and the city's central plaza where award-winnhg restaurants, destination-oriented retail, and wine tasting shops now dominate retail space.

The plaza's pleasant surrounding residential neighborhoods, protected by planning policies and ballotbased gro*t}r restrictions, have all contributed to this transformation.

Healdsburg's fiscal and economic policies have been highly successful-the expanded retail uses, restaurants and lodging have created a stable and growing tax base for the city which supports high levels of municipal services to its residents. Increasing home values have led to substantial reinvestment and improvement of the existing housing stock, new developrnent, including higher density housing and lodging, and revitalization of existing commercial buildings. 4 htF://nlrw.hcd. ca- gov/gratrrs -arld-funding/programs -active/affordable-hous ing-and-su stainab le-commuoities 5 hnps://w\*1{.hcd. ca.goy/gran ts -and-fundin g/program s-active/prohousing-incentive-program Who Can Live b Smorna County? Page 3 of 17
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However, this success has created a housing market that has become unaffordable to long-term residents and families with young children. The city's teachers, agricultural, and hospitality workers are increasingly displaced by rising land prices driven by a supply-constrained market. With a continuing decrease in working families and full-time residents, a variety of demographic effects have set in, including an overall aging of the population, a reduction in school-age population and attendance in local public schools, and a decrease in the percentage of Hispanic households, which have, over the rEcent decades, become the foundation of the local workforce serving agriculture, construction, retail, and lodging industries and which still comprise over 30 percent of the City's population.

Rohnert Park
Rohnert Park, originally agricultural land tied to the Rohne( family and seed farming in the early 20th century, was developed as one of the first planned communities in the United States in the 1950s and officially incorporated in l962.The intent was to develop a family-oriented community with cohesive neighborhoods, whereno child would have to walk more than one-third of a mile to school. At the time, each neighborhood would have 200 to 250 homes around local schools and parks.

At incorporation, Rohnert Park was 2.1 square miles with a population of 2,775. Growth exploded in the l970sand 80s, when two-thirds of the current housingunir were built. By 1999, the city occupied 6.9 square miles, nearly half of which was dedicated to residential use for its population of approximately 41,000. Since the year2000, the city has continuedto grow in size and add population. As of January l, 2020,the city had a populaion of 44,330 and land area of approximately 7.7 square miles. Rohnert Park is the third largest city in Sonoma County and has the highest population density in the county at over 6,000 residents per square mile.

Housing Goals for llealdsburg and Rohnert Park
Below are charts which describe the Regional Housing Needs Assessme t Goals for both communities, detailing the number of units by income category.

Healdsbwg
ln the fifth cycle Q014-2022),Heald$urg's RHNA goal was to build 157 housing units. The city built 342 units, exceeding its goal in all income categories. For the sixth cycle, Healdsburg's goal is 476 units. The city anticipates building 977 units, again exceeding goals in all income categories. Table I was provided to the Grand Jury by Healdsburg Housing staff.

Table 1: HeaLdsbu Housin P ress 202331 RH
See Appendix A for income range chaft
Rohnert Park
For the fifth cycle, Rohnert Park's RHNA goal was 899 new houses. It actually built I ,978, although the majority were above moderate income. Rohnert Park's sixth cycle RHNA goal is 1,580 units. Table 2, provided to the Grand Jury by Rohnert Park Housing staff, shows the city plans to build 2,834 units, again exceeding their RHNA goal.

Metric
Extremely
Low
lncome
Very Low
lncome
Low
lncome
Moderate
lncome
Above
Moderate
lncome Totats
RHNA Target 83 109 124 476
Totat, Credits 54 174 161 75 513 977

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Metric
very
Lou,
lncome
Low
lncome
Moderate
lncome
Above
Moderate
lncome Totat
RHNA Target 399 230 265 686 1,580
Total Units
(Credits + Sites) 375 128 2,123 2,834
Tabte 2: Rohnert Park Housin Progress (2023-31 RHtIA)
This report will discuss the unique aspects of each city and the strategies each employed to build community will and secure the essential land and financing to make it a reality.

METHODOLOGY
The 2024-2025 Sonoma County Civil Grand Jury conducted is investigation into affordable housing issues in the cities of Rohnert Park and Healdsburg. This inquiry was prompted by ongoing community concems regarding the adequacy, availability, and planning of affordable housing in compliance with state mandates, particularly those related to the Regional Housing Needs Allocation (RHNA).

To understand the scopeand nuances of affordable housing efforts in these two cities, the Grand Jury undertook the following activities:
o Interviews: The Grand Jury conducted confidential interviews with city officials and staff from the affordable housing depa(ments ofboth Rohne( Park and Healdsburg. Members ofthe respective city councils were also interviewed to gain insight into local housing policy priorities and political considerations.
o Media Review: The Grand Jury reviewed reports and articles from local and regional mass media sources.
o Ilousing Advocate Input: Conversations were held with unaffiliated housing advocates and nonprofit representatives working within Sonoma County. These advocates provided perspectiyes on systemic barriers, funding limitations, and the lived experiences of residents impacted by the lack of affordable housing.
o Document and Data Analysis: The Grand Jury reviewed housing element updates submitted by each city, planning commission meetingrecords, and RHNA allocation data as provided by the Califomia Departnent of Housing and Community Development (HCD). Additional online sources were used to verifo state laws and regulatory frameworks goveming local housing obligations, per the Association of Bay Area Govemments (ABAG).

DISCUSSION
The following discussion focuses on the key components each city is utitizing to reach its goals. The strategies of the cities differ but ultimately result in exceeding their housing targets. The salient ingredients of each city's success are the depth of understanding of necessary resources and development of community will. The catalyst in both cases is a knowledgeable, dedicated staff.

The following sections ofthe discussion will focus on the individual facets of each city's comprehensive strategy to accomplish their goals. Examples from each city are shown.

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1. Introduction: Key Components for Affordable Housing Development The creation and preservation ofaffordable housing in urban and suburban environments necessitate a multi-pronged approach addressing systemic barriers and leveraging local assets. This section investigates how two Sonoma County cities, Healdsburg and Rohnert Park, have addressed four pivotal elements influencing affordable housing provision:
l Growth Management and Land Acquisition

2. Entitlement hocess

3. Financing

4. Leadership and Community Involvement
l.l Growth Management and Land Acquisition Strategies
Effective urban planning requires cities to balance growth pressrres with the imperative to acquire land suitable for affordable housing development in a cost-efficient manner. Both Healdsburg and Rohnert Park have instituted growth management saategies to regulate residential expansion.

Growlh Management Ordinances and General Plans
Healdsbure's Measure M!, enacted in 2000, established limits on residential building permits within the City's urban growth boundry. Subsequent modifications via Veasure P (2018 )l and Measure H (202 0 )! aimed to increase affordable housing opportunities by adjusting these permit allocations. Conversely, Rohnert Park utilizes its General Plan, specific plan areag and zoning ordinances as primary instrumens for growth managemenq thereby facilitating orderly development aligned with regional housing needs assessments. The City monitors demographic trendg employment data, and commute pattems to inform development strategies and address workforce housing requirements.

Headsb urg : Adoptive Growth Manageme nt
Healdsburs's 2000 Growth Manasement Ordinance (GMO)9 resticted the City to an average issuance of 30 residential building permits annually (maximum 90 per triennium), a measure intended to preserve the City's perceived small-town character. In response to escalating housing affordability concems, Measure P (2018) authorized an additional average of 50 annual permits for multi-family rental units, restricted to households eaming up lo ,60% of the Area Median Income (AMI). Measure H (2020) subsequently expanded this allowance to include for-sale units. An attempt in 2024 to further modify the GMO, Measure O, proposed allowing multi-family housing along desigrated Healdsburg Avenue corridors to stimulate middle-income and workforce housing. This measure was not adopted by voters.

Data from the Grand Jury's interviews suggests that yoter concerns centered on potential dilution of downtown character and insufficient safeguards for commrnity interess within the proposed legislation.

Nevertheless, the legislative intent underlying Measure O remains a significant consideration for Healdsburg s housing leadersh ip.

Rohnerl Parh: Urban Growlh Boundaries and Exemptions
Rohnert Park adopted its Urban Growth Bormdaries Act Measure N lo in 2000 to demarcate areas tor development and mitigate urban sprawl. The City's Grouth Manaeement Ordinance (*667)!1, 6https://healdsburggov/Agerdac€rte/ViewFileltem/3 I 47?f etF2403 8 ?https://ballotpedia.org/Healdsburg_Califomi4_Measure_P,_Additiona.l_HousinLPermils-for Retrtal-Units-(November-201 8) 8 htFs://ballotpediaorg/Healdsburg_Califomi4-Measure H,-ltrcome-ResEicted_HousinLfor_Rent_or_Sale_Ordhatrce_(March_2020) t hq:/Avww.ci.hea.ldsburgcaus/Documentcenter/Viewr66/Crowrh-ManagEment-Ordhance-Policies-and-Procedures-PDF f0 https://$.rrrf,.trorthb ay biz.cann\OS/O2l2gtpreserving-rohaert-parks-potentia, rr htgs://rpcity.granicus.com./Meraviewer.php?view_id=4&clip_id:358&E€ta id:333 l8 Who Can Live h Soncrna Cr;nty? Page 6 of l7
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established in 2001 , aimed to align new housing development with infrastructure and public service capacities, stipulating a lo% annual population growth cap (approximately 225 new housing units per annum). Notably, this ordinance exempts specihc housing categories, including affordable units for lowand very low-income households, accessory dwelling units (ADUs), model homes, mobile home park conversions, residential infill projects, and conversions of non-residential properties to residential use.

Such legislative provisions indicate a pro-housing orientation within the electorate.

1.2 Land Acquisition Mechanisms
Municipalities employ diverse strategies for acquiring land suitable for affordable housing. These include the disposition of surplus lands, partnerships with community land tmsts, and the formation of public-private partnerships. Along with direct land acquisition, cities develop incentive programs designed to encourage developers to integrate affordable units into larger, mixed-use projects. Within Sonoma County, prevalent strategies include the use of surplus land, land banking and navigating the land entitlement process.

Sarp lus Land atifizatio n
Cities may sell or lease publicly owned land for affordable housing development, subject to compliance with Califomia's Surplus Land Act (SLA )-. The SLA was updated in August2024 to further incentivize affordable housing through streamlined disposition processes. Key SLA provisions mandate:
o Formal declaration ofland as surplus by local agencies at regular public meetings. o Submission of annual surplus property inventory reports to HCD. e Maintenance by HCD ofa list ofinterested affordable housing developers known as "sponsors".

If land is not sold or leased to a sponsor, the public entity mu$ record an Affordable Housing Covenant mandating at least I 5% affordable units in any future project comprising l0 or more units.

Healdsburs Example: In 2 003 , Healdsburg's former Redevelopment Agency acquired a property at I 5 5 Dry Creek Road for $ I .8 million that was designated for low to moderate-income housing. Following the surplus land process and securing an exemption, the city transferred the property to Burbank Housinq.:, a non-profit housing development corporation, for the nominal sum of $1. An additional $1.7 million in grants has been secured for construction, with Burbank Housing actively pursuing $9.7 million in farmworker housing grants and tax credits.

Rohnert Park Example: Over a decade ago, Rohnert Park purchased a 30-acre parcel for $12.5 million for a proposed downtown mixed-use developrnem. The city, in collaboration with HCD, designated this parcel as surplus, formulated a detailed development plan incorporating 150,000 sq. ft. of retail space and 400 residential units (25% designated affordable). It subsequently selected a developer via a competitive bidding process.

Itnd Banking
Land banking involves the acquisition and holding of land by public or private entities for future developmeng often prioritized for affordable housing or community revitalization. This shtery may encompass undeveloped, vacant, or blighted properties.

Healdsburs Example: The city is currently exploring the establishment of a Housing Trust Fund to support land banking for future affordable housing initiatives. This fund may evolve into a Housing l2 htp:/tu'wT v. hcd.ca gov/ptatrdng-ed-community -development/public-lods -affordab le-hous ing-developmeat l3 httss://burbankhou sing org/
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ra hnp:/A,rr,r,r,v. congres s.gov/crs-product/RS2 2 3 t9#:-:texr-TheTrolowincomeTrohousingoz20t,,<o/o20credigo20(LlHTC)%20Itrogatno/A0is,fromo/o2050yo25o/Ahoo/o2025o/45; Who C-an Live h Sarcrna C.ounty? Page 8 of l7
Land Trust, with the primary objective of securing land for long-term affordability, operating independently but in alignment with city housing goals.

Rohnert Park Examole: The aforementioned acquisition of the 30-acre downtown parcel for $ 12.5 million, using city funds, also exemplifies land banking for future mixed-use development.

2. The Entitlement Process
A sigrrificant portion of Sonoma County's undeveloped land requires regulatory entitlements prior to residential or other forms ofdevelopment. This process entails adherenc€ to zoning regulations, land use policies, environmental review (Califomia Environmental Quality Act), and public inpul culminating in the issuance of necessary permis and approvals.

Both Healdsburg and Rohnert Park have implemented mea$rresto streamline their entitlement processes to meet sixth Cycle Housing Element objectives. These include offering early developer feedback and utilizing Development Agreements @As) for large-scale projects. DAs are negotiated contracts specifyingterms for land use, public benefits, project timelines, and vesting rights, providing developers with regulatory certainty.

Healdsburg Examole: The city provides no-cost pre-application meetings, offers fast-track processing for ADUs and affordable housing projects, and has established formal written pre-application procedures. Furthermore, Heald$urg prepares Program Environmental Impact Reports (EIRs) to reduce environmental review costs andtimelines for projects covered under these programmatic assessments.

The city actively applies state housing laws.

Rohnert Park Examole: The city offers optional pre-4plication meetings with multidisciplinary staff to provide early project feedback. Upon formal application submission, projects undergo a structured review process, typically involving three-week cycles for staff feedback. Larger multifamily projects generally necessitate Site Plan and Architectural Review, a process taking approximately 90 days from application completeness to approval. While most projects receive administrative approval, Planning Commission review may be required under specific circumstances.

3. Financing Affordable Housing
Financing constitutes a critical, albeit complex, component of new housing development. A comprehensive delineation ofthe intricate and innovative financing strategies that influence the scope and viability of affordable housingprojects is beyond the purview ofthis report. This section, therefore, offers only a foundational overview. Affordable housing finance typically necessitates a confluence of public funding, private investment, and strategic partnerships.

The Low-[ncome Housins Tax Credit (LIHTC).il program serves as the principal federal instrument supporting affordable rental housing, incentivizing developers through Federal tax credits.

Municipalities augrnent these efforts by offering local incentives such as land donations, impact fee waivers. and density bonuses.
"lnclusionary housing" has emerged as a significant mechanism for affordable housing production in Sonoma County. As housing valuations increase, cities incentivize developers and landowners by allowing higher-value property development contingent upon the inclusion of affordable units. A typical inclusionary housing program might mandae that 10-3002 of new residential units be sold or rented to Item 6.g
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Iower-income households. Califomia state policy empowers municipalities to implement such local inclusionary policies.

Most municipalities require deed restrictions for a minimum of 45 years for for-sale projects and 55 years for rental projects on units approved under inclusionary housing programs that receive ciry financial assistance or state housing density bonuses. These restrictions ensure long-term affordability for targeted income goups and dictate terms conceming sale, rent controls, and property aesthetics.

Cities also employ other financing tools, including fee waivers, density bonuses, public-private partnerships, and state funding allocations.

3.1 City-SpecificFinancingExamples
Healdsbwg: A Muhi-Tiered Approach
Healdsburg has advanced its affordable housing initiatives through a combination of inclusionary housing mandates, state funding, and targeted special taxes.

Inclusionary llousing: Healdsburg requies 20%o of residential units to be affordable. Through negotiated Developmort Agreements @A), the city has secured affordable housing units in significant developments such as the Mill Disrict, North Village, Montage, and Hotel Trio. A notable provision in Healdsburg's DAs requires developers to obtain "certificates ofoccupancy" for affordable housing unis prior to constructing market-rate units.

Project & Unit Allocation:
o Mill Disrict: 42 units (The Randalt), 30 Middle Income Units o Hotel Trio: 37 Unit Citrine Apartnents (Low-to-Moderate Income) o North Village: 53 Very Low-Low Income, 27 Middle Income . Montage: 110 Affordable Units
State Funding: In August 2024, Healdsburg secured $21 .l million in state funding via the Affordable Housingand Sustainable Communities (AHSC) program for Phase I of the Saggio Hills development This phase, targeting households eaming between 16-60% of area median income (AMI), will deliver 48 affordable rental units within a larger 1 l8-unit project. The funds will support the constuction of these 48 units, a 3,00o-square-foot commrmity building and essential infrastructure and transportation improvements with broader community benefits. Notably, Saggio Hills achieved the highest score in the Rural Innovation Pro ect Area zuPA rsreflecting strong alignment with state objectives for greenhouse gas emission reduction. The development is projected to reduce 3,880 metric tons of COu equivalent over its lifespan.

Funding Allocation:
. $15.3 million: Housing development (48 affordable rental units, associated infrastructure). o $5.2 million: Public works and transportation (Healdsburg Shuttle expansion with ZEV multiuse trails, sidewalk enhancements, new bus shelters, CalVans vanpools). o $605,750: Community programs (transit passes, legal aid, workforce developmen! improved intemet access).

I5 hnps://sgc.ca.gov/grant-programVahsc/docs/20250325-AHSC R9 _Program_Overview_PDF_ADA.pdf Who Can LiYe h Scncma County? Page 9 of 17
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Special Taxes: The Transient Occupancy Tax (TOT), levied on lodging establishments, was increased by Healdsburg voters via Measure Sll in 2016. This authorized a 2% increase, raisingthe maximum rate from l2o/o to l4%, generating approximately $ 1.5 million annually, with all additional revenue restricted to supporting affordable housing services and programs.

Rohnen Park: Diverse Financial Instrumenls
Rohnert Park has employed inclusionary housing, state funding, density bonuses, and essential housing bond financing to bolster its affordable housing efforts.

Inclusionary llousing: Rohnert Park is undergoing significant residential growth. During the sixth housing cycle, the city anticipates the construction of 2,834 new housing units, of which 587 are projected for very low- and low-income households, and 128 for modaate-income households. Rohnert Park's inclusionary housing policies require that all new developmots of 50 unie or more include I 5olo affordable housingunits. Generally, the city requires market-rate develop€rs to donate land to non-profit housing developers, who then secure financing (e.g., LIHTCs) for affordable unit conskuction. These completed projects are typically owned and managed by the non-profit entities. Development agreements may stipulate various arrangements for land dedication and financing sometimes requiring certificates of occrpancy for affordable units before market-rate construction can proceed. For instance, in the Willow Glen subdivision, the developer partnered with Burbank Housing for the construction of 38 low-income rental units, sharing construction and financing responsibilities, and also built affordable duet units sold via the Sonoma [,and Trust.

State Funding: In August 2024, Rohnert Park secured $670,000 through the state's Prohousing Incentive Program (PIP). These funds are designated for predevelopment activities for affordable housing units in downtown Rohnert Park.

Density Bonus: Density bonus programs, mandated by Califomia law, incentivize developers to include affordable units by permitting increased project density beyond standard zoning regulations. While Rohnert Park currently has a density bonus program, the city is conducting a feasibility study for a Supplemental Density Bonus Program. This study will examine provisions such as deeper affordability levels, a higher proportion of affordable units, units for indMduals exiting homelessness, and universal design standards. The study is slated for completion by luly 2026, with recommendations to be presented to the Planning Commission and City Council by year-end 2026, potentially leading to municipal code adoption within six months thereafter.

Essential Housing Bond Financing: Rohnert Park is a member of the Califomia Statewide Communities Development Authority (CSCDA), a Joint Powers Authority (JPA). CSCDA administers the Workforce Housing Program, issuing tax-exempt govemmental purpose bonds to acquire existing market-rate apartrnent buildings and convert them to rent-restricted housing for lower- and moderateincome households. The city has authorizedthe JPA to issue approximately $191,264,100 in bonds. This entails foregoing an estimated $337,346 in annual property tax revenue and committing staff resources (200 hours for program establishment and 200 hours per acquisition project). This initiative is projected to deliver at least222 affordable housing unis (99 veryJow-income, 57 low-income, 66 moderateincome). The city is also committed to a 2027 evaluation of housing production, with provisions for designating additional sites if RHNA obligations are not met. l6 https://ba.[oQedia-org/Healdsburg_C.a.lifomia.-Horel-Tax-AdjusElen! Measure S-(November_2016) Who Can Live h Smoma Co.rnty? Page 10 of l7
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4. Leadership and Community Involvement
Leadership Dynamics: For the purposes of this analysis, leadership encompasses the city councils and dedicated housing staff. A salient finding is the recognition by leadership in both municipalities that sustainable community development is untenable if it displaces the working-class populationsincluding farmworkers, caregivers, teachers, and service workers-who form the socio-economic bedrock of the region. City councils in both Healdsburg and Rohnert Park have demonstrated a consistent alignment on the concept of affordable housing as a core. nonpartisan community priority. thus creating a political foundation conducive to pursuing ambitious initiatives. This commitment is manifested through strategic planning, funding allocations, and policy reforms, supported by knowledgeable and empowered staff.

The collaboration between housing staffand city councils is instrumental to the success ofthe affordable housing effort. Their efforts are focused on strategic planning, developing regulatory frameworks, r€source allocation, and community engagement.

Healdsb urg : Slr uctured Collab o ralio n
Recently, the Healdsburg City Council approved the establishment ofa forrnal Housing Departrnent and authorized a new position dedicated to implementing ie housing saates/. Key collaborative activities include:

Strategic Planning: Housin g staffand the City Council collaboratively develop affordable housing targets, considering market conditions, infrastructure capacity, community service needs, and resource availability.

Policv Develooment and lmplementation: The City Council enacts ordinances such as inclusionary zoning policies, while housing staff ensure effective implementation and monitor ongoing compliance.

Resource Allocation: The City Council actively engages in generating fmancial resources and supports viable affordable housing in itiatives.
alignment, referring meritorious projects to the City Council for review, amendmenq or approval ensuring conformity with community priorities.
lncentive hosrams: Housing staffdesign, implement, and manage incentive programs (e.g., reduced fees, infrastructure support), which, upon Council approval, encourage development.

Regular Reporting and Assessment: Housing staffmonitor projects and provide ongoing updates to the City Council on successes and failures, ensuring policies remain current.

Public-Private PartnershiDs: Housing staffengage with developers and non-profit organizations to leverage resources and expertise, with City Council support in negotiating agreements aligned with affordable housing objectives.

Rohnert Park: Integruted Polic!-Making
Rohnert Park's collaborative approach involves:
o Collaborative Policy-Makins: The City Council and housing staffjointly create and refine policies, such as density bonuses and streamlined approval processes, to facilitate affordable housing development, and continually review policies to reflect evolving needs.

Proiect Evaluation and Approval: Housing staffevaluate housing proposals for viability and goal Who Can Live ir Sonona County? PagelloflT
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Public Engagement Initiatives: Both entities prioritize public involvement through transparent communication and public hearings, fostering a collaborative environment.

This close parurership between municipal staff and elected ofhcials is essential for crafting and implementing effective, integrated, and well-supported affordable housing strategies.

5. Community Involvement and the "Communit5r Will"
While legally mandated communiry review is a component of every proposed housing project, the successful realization of affordable housing objectives usually hinges on a proactive "community will." This implies a recognized and enthtsiastically embraced need for housing by community stakeholders, driven by motivations ranging from expanding the tax base to providing housing for essential service workers. The Spanish term "chispa," or "spark," aptly describes a driving force observed in both Healdsburg and Rohnert Park, crucial for fostering a proactivg "yes in my backyard" (YIMBY) stance.

Healdsbttrg: Catalyzing Engagement
Healdsburg's increasing affluence has exacerbated the problem of housing affordability for long-term residents, families, and service industy workers, a situation compounded by state-mandated housing goals. The "spark" in Healdsburg was significantly fanned by the Housing Element Working Group (HEWG), a diverse nine-person body including representatives from the business community, individuals with lived experience of homelessnes, non-profits, renters, the planning commission, faithbased organizations, and the community at large. The [{EWG, in conjunction with housing staff, developed the roadmap for the 6th cycle Housing Element. Through their analysis and community surveys, the Growth Management Ordinance (GMO) was identified as the primary govemmental constaint on development, while high construction costs (land, materials, labor) were noted as the principal non-govemmental constraints.

The following from Healdsburg's "Housing Element" and from the Grand Jury's interviews illustrate the city's outreach, philosophy, and culture:
o A community outreach interview captured the sentiment: "Aqui en Healdsburg la renta es muy caro... Tres o m6s personas tienen que vivirjuntos para cubrir la renta." @nglish: "Here in Healdsburg, the rent is very expensive... Three or more people need to live together to cover the rent. ")
. A comment by an HEWG member highlighted the city's partnership with Reach for Home, a non-profrt addressing homelessness, emphasizing a personalized approach: "In Healdsburg, they know those experiencing homelessness by name, not numbers..." o Another IIEWG committee member underscored the necessity of aust between the community, local legislature, and developers, alongside a clear, transparent plan for housing development.

This holistic, community-centric approach has yielded significant outcomes:
o Increasing deed-restricted affordable housing to over l0oZ oftotal housing stock in eight years. o Passage of Measure S, allocating 2oZ ofTOT revenue (approx. $1.5M annually) to affordable housing.
. Passage of Measures P and H, allowing middle-income deed-restricted housing outside GMO constraints, allowing middle-income deed-restricted housing outside GMO constraints. o Negotiating workforce housing inclusion in hotel developments.

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. Preserving 39 units of older, lower rent housing (often referred to as naturally occurring) affordable housing and establishing I 0 units for Permanent Supportive Housing (PSH), a term used to combine long-term affordable housing with supportiye services to help individuals, particularly those experiencing chronic homelessness, achieve housing stability. o Planning 168 affordable units on two city-owned sites. r Developing a Navigation Center providing homes for I I formerly homeless families/individuals. r Securing over $7 million in Proiect Homeker.Ll funding for an interim housing program. o Establishing a formal Housing Departsnent and new staffpositions.

Healdsburg's coordinared efforts have exceeded fifth Cycle Housing Element goals and established a foundation for the sixth Cycle, driven by this "spark" of community will.

Rohnert Park: hoacttve Odreach and Planning
Rohnert Park has emerged as a rcgional leader, surpassing its fifth Cycle Housing Element goal (1,794 units) and positioning itself to exceed the sixth cycle requirement (1,580 units, 2023-2031). This achievement reflects a strong commurity commitnent. Rohnert Park's demographic-younger and less affluent than the county average-faces significant rental cost burdens. In response, City leadership, including a supportive mayor and city council, empowered housing saff to conduct broad public engagement and community-based planning.

Key outreach elements included:
o A Housin Element .!! webpage attracting over 1,200 email subscribers. o A bilingual housing needs survey (Dec 2021) with 1,344 responses. o Five public workshops engagingover30 stakeholders, includingthe Federated Indians ofGraton Rancheria-
. Citywide newsletter distribution and targeted social media campaigns. o Door-to-door outeach in Spanish-speaking communities, distributing over 1,000 door hangers with multilingual QR-coded survey access.
. Repeated outreach in 2023 for feedback on the draft Housing Element. o A community-wide survey offering incentives generated over 1 ,500 comments, indicating strong public interest in addressing affordability, homelessness, and infrastructure related to new housing.

This consisten! multilingual, and inclusive approach fostered an informed and supportive resident base, reflecting a proactive "community will" instrumental in advancing Rohnert Park's affordable housing objectives.

CONCLUSION
The experiences of Healdsburg and Rohnert Park demonstrate that addressing affordable housing challenges requies a synergistic combination of adaptive growth management, strategic land acquisition, steamlined entitlement processes, diverse financing mechanisms, and robust leadership, I 7 \\I*wt /.hcd.cagov\gratrts-ed-fu trditrglhomekey
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along with deep community involvenrent. While specific instrumants and approaches may vary based on local contexts, the underlfng commitrnent to proactive planning and collaborative engagement appears to be a crucial determinant of success in expanding affordable housing opportunities. The Grand Jury concluded that the key ingredient of this collaborative engagement is community will, which exists within Healdsburg and Rohnert Park and should be fostered throughout the county.

The Grand Jury believes that cities, unincorporatod municipalities and the County can leam from each other by meeting periodically, sharing experiences and identifying best practices. Rohnert Park and Healdsburg housing staff, community members and city leadership generously shared their successes and challenges with the Civil Cnand Jury, and we strongly encourage the Sonoma County Board of Supervisors, housing staff, city mayors, city council members, grassroots representatives, and housing advocates throughout Sonoma County to meet with and leam from each other.

FIl\DINGS
The Sonoma County Civil Grand Jury determined that:

Fl. Adaptive growth management is crucial but faces limits: Both Healdsburg (Measures P & H) and Rohnert Park (exemptions for affordable housing within its GMO) have actively adapted their growth management ordinances to facilitate affordable housing. However, community concems regarding local character and a perceived lack of safeguards can limit further expansions, as evidenced by the failure of Healdsburg's Measure O.

F2. Strategic use of public land is a key lever: Both municipalities used land banking (e.g., Healdsburg's 155 Dry Creek Road, Rohnert Park's 30-acre downtown parcel) and then went through the surplus property process to make sites available for affordable housing development.

F3. A diverse portfolio of financing mechanisms is employed: Cities do not rely on a single funding source. Healdsburg utilizes inclusionary housing, significant state grants (e.9., $21.1 million AHSC for Saggio Hills), and dedicated local revenue from special taxes (Measure S TOQ.

Rohnert Park also uses inclusionary housin& state pro-housing incentives, density bonuses, and innovative bond financing through the CSCDA Workforce Housing hogram.

F4. Streamlined entitlement processes expedite development: Both Healdsburg (no-cost preapplication meetings, fast-tracking) and Rohnert Park (optional pre-application meetings, structured review cycles) have implemented measures to streamline their entitlement processes, offering early feedback and utilizing Development Agreements (DAs) to provide certainty for developers of affordable housing.

F5. Aligned political leadership and empowered staff are foundational: The success in both cities is partly attibuted to city councils that view affordable housing as a nonpartisan, moral imperative, coupled with knowledgeable and empowered housing staff who can effectively implement strategic plans, policy reforms, and resource allocation. Healdsburg even established a dedicated Housing Departsnent.

F6. Proactive and inclusive community engagement cultivates "community will": Both cities demonstrated that extensive, tailored community involvement-such as Healdsburg's diverse HousingElement Working Group (HEWG) and Rohnert Park's broad, multilingual outreach and surveys-is essential for building public understanding and the "community will" (or "chispa") needed to support and overcome opposition to affordable housing projects.

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RECOMMENDATIONS
The Sonoma County Civil Grand Jury recommends that:

Rl. By January 30, 2026, Healdsburg and Rohnert Park will each create an ongoing community engagement plan, which includes multilingual community outreach and education, surveys, public workshops, and dedicated working groups.

R2. By January 30,2026, the Sonoma County Board of Supervisors @OS) and each of the nine city councils will agree to create an ongoing Affordable Housing Collaboraive, which includes jurisdiction leaders, community members, grass roots organizations and housing advocates, who will share both positive and negative experiences and identify "best practices."

REQUIRED RESPONSES
Pursuant to Penal Code $$ 933 and 933.05, the Grand Jury requires responses as follows:
o Fl -6. City Councils ofHealdsburg and Rohnert Park.
. Rl. Crty Councils of Healdsburg and Rohnert Park.
o R2. Sonoma County Board of Supervisors

IITVITED RESPONSES
o R2: Mayor, Cloverdale; Mayor, Cotati; Mayor, Petaluma; Mayor, Santa Rosa; Mayor, Sebastopol; Mayor, Sonoma.

The governing bodies indicated above should be aware that their comments and rcsponses must be conducted subject to the notice, agenda and open meeting rcquircments of the Bruwn Act.

BIBLIOGRAPHY
City of Healdsburg. (c. 2023). City of Healdsburg [6th Cycle] Housing Element. Healdsburg, CA: City of Healdsburg, Planning Department.

City of Healdsburg. (Various Years). Growth Management Ordinance (GMO) (Healdsburg Municipal Code Title 18, Appendix A" as amended by Measure M (2000), Measure P (2018), Measure H (2020). Healdsburg, CA: City of Healdsburg.

City ofHealdsburg. (2018). Measure S: Transient Occupancy Tax Increase for Affordable Housing. Healdsburg, CA: City of Healdsburg.

City ofRohnert Park (c. ZO23). City of Rohnert Park [6th Cycte] Housing Elemort. Rohnert Parlq CA: City of Rohnert Park, Development Services Department.

City of Rohnert Park. (2000). Measure N: Urban Growth Boundaries Act. Rohnert Park, CA: City of Rohnert Park.

City ofRohnert Park. (2001). Growth Management Ordinance (#667). Rohnert Park, CA: City of Rohnert Park.

Califomia Department of Housing and Community Development (HCD). (Various Years). Affordable Housing and Sustainable Communities (AHSC) Program Guidelines. Sacramento, CA: HCD.

California Departrnent ofHousing and Community Development (HCD). (Various Years). Prohousing Incentive Program (PIP) Guidelines. Sacramento, CA: HCD.

California Department of Housing and Community Development (HCD). (Vadous Years). Surplus t and Act (Government Code sections 54220-54234) - Guidelines and Notices. Sacramento, CA: HCD.

Who Can Live h Scnorna County? Fage 15 of 17
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Califomia Statewide Communities Development Authority (CSCDA). (Various Years). WorKorce Housing Program InformationA,Iaterials. Walnut Creeh CA: CSCDA.

Generation Housing Q024). "State of Housing in Sonoma County" Interviews conducted by Sonoma County Grand Jury. @. 2023-2024). With Healdsburg City officialq housing staff, HEWG members, and other community stakeholders.

State of California- Califomia Government Code. Sections relevant to Housing Elernents (e.g., Article 10.6, $ 65580 et seq.), Density Bonus law (e.g., $ 65915 * seq.), ard other housing legislation mentioned (SB 9, SB 35, SB 330, AB 2162, Government Code Section 65583.1(c)).

Sonoma County Civic Grand Jury QU2-2023). "Affordable Housing: Pasl, Present, and Future" Reports issued by the Civil Grand Jury do not identfy individuak interviewed. Penal Code Section 929 requires that reports of the Grand Jury not contain the name of any person orfacts leading to the identity of any person who provides information to the Civil Grand Jury.

APPENDD(
Income Limits for Affordable Housing in Sonoma County (2025 )re There are multiple definitions of low-income limits for affordable housing. The above link provides charts for state prograrns and for federal programs for Sonoma County. All limits are based on the percentage of Area Median Income and Household size. The charts below provide income limits and rent limis for both slate and federal programs.

State and Local Programs IncoDe Limits*
The income limits below apply to the following programs: Sonoma County Density Bonus, Sonoma County Second Dwelling Unit, County Fund for Housing Califomia Redevelopment Law These Income Limits apply only to Sonoma County Community Development Commission assisted units. They are not to be used as a guide for programs regulated by any agency other tlan the Sonoma County Community Development Commission. Please contact staff with any questions or concerns.

These lncome Limits do not apply to CDBG, HOME or NSP restricted units. Please refer to separate schedule for these units which are regulated by federal income limits set annually by the U.S. Department of Housing and Urban Development. Efeaive June 1, 2025
*The Califcrnia Department ofHousiDgandccxnmunity Develognent (IICD) has made its flmal decbion to implement a new State Income Limit Hold Harmless (HH) Policy beginning20l3. l9 htps ://sonomacouoty.ca.gov/incooelimits#tocal
1 $13,8s0 $31,750 $52,850 $63,420 $84,6s0 $92,400 $110,900 2 15,850 36,250 60,400 72,44O 96,750 105,600 126,700
3 17,800 40,800 67,950 81,540 108,850 118,800 '142,550
4 19,800 45,300 75,500 90,600 120,900 132,000 158,400
5 21,400 48,950 81,550 97,860 130,600 142,550 171,050
6 22,950 52,550 87,600 105,120 140,250 153,100 183,750
7 24,550 56,200 93,650 112,380 149,950 163,700 '196,400 8 26,150 59,800 99,700 119,640 159,600 17 4,250 209,100 Who Can Live h Smmra County? Page l6 of l7
\REA
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Studio (1-2) $794 $1,321 $1,s86 $2,116
1 gedroom (1-4) 906 1,510 1,A12 2,419
2 Bedroom (2-6) 1020 1,699 2,039 2,721
3 Bedroom (3-8) 1133 't,888 2,265 3,023
4 Bedroom (4-10) 1224 2,039 2,447 3,265

LOW INCOMI
RENT LIMIT a(P6 Rent Limit
Maximu Rent Linrrlts.' Uses Formula in California Health & Safew Code 50052.5 & 50053 afility Allob'arrce: Subtract from the maximum rent the approved utility allowance for any utilities that the tenant pays in addition to the rent. Confirm the appropriate utility allowance with the Sonoma County Community Development Commission.

Asumption: The rents are computed based on the income limits for an assumed household size equal to the number ofbedrooms in the unit plus one person. For example, the rents for a three-bedroom unit are based upon the income limits for a four-person household
Federul Prugams Income Limils: Tl'te inmme limits below apply to the following programs: Home Investment Partnerships Program (HOME), Community Development Block Grant Program (CDBG), Neighborhood Stabilization Program (NSP) and Enrrgency Solutions Grant (ESG). These income limits apply only to Sonoma County Community Development Commission assisted units. They are NOT to be used as a guide for programs regulated by any agency other than the Sonoma County Community Development Commission.

These Income Limis do not apply to state or locally regulated programs (Density Bonus, Second Dwelling Unit, County Fund for Housing, Califomia Redevelopment taw). These units are regulated by state income limits set annually by the California Department of Housing and Community Development.

Area Median lncome for a erson household: $128 100
Rent Limits: Maximum rent limits for all HOME, CDBG, and NSP Units as set by the U.S. Department of Housing and Urban Development 1 $31,7s0 s52,850 $63,420 $84,650
2 36,250 60,400 72,440 96,750
3 40,800 67,950 81,540 108,850
4 45,300 75,500 90,600 120,900
5 48,950 81,550 97,860 130,600
6 52,550 87,600 105,120 140.250
7 56,200 93,650 1 12,380 149,950
8 59,800 99,700 '119,640 159,600
HOME Low (Very Low-lncom e - 5095) $1,321 61,41s $1,6s8 $1,963 $2,190 HONIE High (Low lncome -65%) S1,699 $1,821 $2,1a7 $2,s19 $2,790 Who Can Live h Smcma County? Page l7 of l7

UNITSIZE PERSONS

IN HOUSEHOLD
(MTNTMUM -

MAXIMUMI

EXTREMELY

LOW INCOME

RENT LIMIT

VE RY LOW

INCOME RENT
LIMIT
:.. ]
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Revised June 2022 Response to GJ Report Form
Response to Grand Jury Report Form
Report Title: Animal Services in Sonoma County: Separate and Not Equal Report Date: June 12, 2025
Response by: Title:

Agency/Department Name:

FINDINGS:
[List numbers: ie. F1, F2]
I (we) agree with the findings numbered: _F6, F7, F9, F10, F11 _________________________ I (we) disagree wholly or partially with the findings numbered: ___F1, F2, F3,_F8__________ _________________________________________________________________________ (Attach a statement specifying any portions of the findings that are disputed with an explanation of the reasons.)
RECOMMENDATIONS:
[List numbers: ie. R2, R3]
• Recommendations numbered: ________________________________ have been implemented.
(Attach a summary describing the implemented actions.)
• Recommendations numbered: ________________________________ have not yet been implemented, but will be implemented in the future.
(Attach a timeframe for the implementation.)
• Recommendations numbered: __R1, R2, R4____________________________ require(s) further analysis.
(Attach an explanation and the scope and parameters of an analysis or study, and a timeframe for the matter to be prepared for discussion by the officer or director of the agency or department being investigated or reviewed, including the governing body of the public agency when applicable. This timeframe shall not exceed six months from the date of publication of the Grand Jury report.)
• Recommendations numbered: _R5, R6, R7____________________________ will not be implemented because they are not warranted or are not reasonable. (Attach an explanation.)
Date: Signed:

Number of pages attached:
(See attached PC Civil Grand Jury Response Requirements) Item 6.g
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Revised June 2022 Response to GJ Report Form

FINDINGS
F1. Failure by the county and its nine cities to adopt recommendations in the 2012 DHS Animal Services Report has left Sonoma County animal service agencies operating without shared standards, communication channels, data sharing or oversight.

Response: The City of Healdsburg participated in the Animal Services Partnership that was formed as a result of the 2012 DHS Animal Services Report. The City of Healdsburg was just one of many members of the partnership and lacked the authority to adopt county-wide standards, communication channels, data sharing or oversight.

F2. Services provided to the four Sonoma County cities by North Bay Animal Services are noncompliant either with state laws or industry standards for the care of shelter animals as specified in its contracts.

Response: The City of Healdsburg clarifies that its contract is with the Humane Society of Sonoma County (HSSC), which subcontracted with NBAS until February 29, 2025.

HSSC elected to end subcontracting with NBAS and transitioned to a direct contract with Sonoma County Animal Services (SCAS) effective March 1, 2025. This move was made in consultation with City of Healdsburg officials.

F3. A lack of coordination between SCAS and NBAS is an obstacle to a fully coordinated implementation of the county-wide disaster response plan for animal evacuations.

Response: No Response.

F8. Based on SCAS data, uniform adoption of online licensing management through DocuPet (or a comparable vendor) would increase county-wide licensing rates and enhance compliance with state law.

Response: The City of Healdsburg has no data that would suggest that an online licensing management system through the identified provider, by itself, would increase county-wide licensing rates.

RECOMMENDATIONS
R1. By November 1, 2025, the Board of Supervisors will direct DHS to establish an Animal Services Task Force comprising county, city, and shelter representatives to revisit the 2012 DHS Animal Services Report and recommend a governance structure for animal services that will: 1) provide county-wide oversight to ensure compliance with State Law; 2) standardize fees and engage a common licensing vendor to enhance public health and safety, licensing rates and revenue, and; 3) achieve economic efficiencies through shared resources. (F1, F3, F4-F6 and F9- F10)
Response: The City of Healdsburg supports the creation of a task force to review animal services. Adoption of this recommendation, though, rests with the Board of Supervisors.

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Revised June 2022 Response to GJ Report Form
R2. By January 1, 2026, each of Sonoma County’s 9 cities will delegate one or more representatives to participate in the county-wide Animal Services Task Force convened by DHS. (F1)
Response: The City of Healdsburg would appoint a representative upon formation of the Task Force by the Board of Supervisors.

R4. By May 1, 2026, the Board of Supervisors will direct DHS to launch a county-wide public information campaign in cooperation with the cities to explain the legal imperative and benefits of licensing pets. The campaign will commence no later than July 1, 2026. (F7-F9) Response: The City of Healdsburg, through its animal care and control contractor (HSSC) and subcontractor (SCAS), would collaborate with DHS on outreach to promote pet licensing and rabies control.

R5. By November 1, 2025, each city contracting with North Bay Animal Services will inspect and evaluate the shelter condition, and evaluate the shelter operation and animal control services, to determine whether NBAS is complying with legal mandates and other terms of its contract. (F2, F11-F12)
Response: Not applicable. Healdsburg’s contract is through HSSC, which has ceased NBAS subcontracting as of March 1, 2025.

R6. By September 30, 2025, each of the cities that contracts with NBAS will require quarterly reports that include data and performance criteria sufficient to evaluate compliance with its contract and all relevant laws. (F2, F11)
Response: Not applicable to the City of Healdsburg, as HSSC no longer uses NBAS for any animal services.

R7. By November 1, 2025, the Petaluma City Council will direct staff to implement a facilities assessment of the city-owned shelter and submit a report of findings related to the adequacy of the HVAC system and any improvements that may be required for the health and safety of animals and humans. (F13)
Response: Not applicable to the City of Healdsburg.

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Revised June 2022 Response to GJ Report Form
Response to Grand Jury Report Form
Report Title: Who Can Afford to Live in Sonoma County “A Tale of Two Cities” Report Date: June 12, 2025
Response by: Evelyn Mitchell Title: Mayor, City of Healdsburg Agency/Department Name: City of Healdsburg
FINDINGS:
[List numbers: ie. F1, F2]
I (we) agree with the findings numbered: _F1, F2, F3, F4, F5, F6_________________________ I (we) disagree wholly or partially with the findings numbered: ____________ _________________________________________________________________________ (Attach a statement specifying any portions of the findings that are disputed with an explanation of the reasons.)
RECOMMENDATIONS:
[List numbers: ie. R2, R3]
• Recommendations numbered: R1____________________________ have been implemented. (Attach a summary describing the implemented actions.)
• Recommendations numbered: ________________________________ have not yet been implemented, but will be implemented in the future.
(Attach a timeframe for the implementation.)
• Recommendations numbered: N/A____________________________ require(s) further analysis.
(Attach an explanation and the scope and parameters of an analysis or study, and a timeframe for the matter to be prepared for discussion by the officer or director of the agency or department being investigated or reviewed, including the governing body of the public agency when applicable. This timeframe shall not exceed six months from the date of publication of the Grand Jury report.)
• Recommendations numbered: _____________________________ will not be implemented because they are not warranted or are not reasonable.
(Attach an explanation.)
Date: Signed:

Number of pages attached: 1
(See attached PC Civil Grand Jury Response Requirements) Item 6.g
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Revised June 2022 Response to GJ Report Form

RECOMMENDATIONS
R1. By January 30, 2026, Healdsburg and Rohnert Park will each create an ongoing community engagement plan, which includes multilingual community outreach and education, surveys, public workshops, and dedicated working groups.

Response: This recommendation has been implemented and will continue to be carried out. The City of Healdsburg’s certified 6th Cycle Housing Element embeds community engagement as a core policy directive (Policy H-2.2) and has been implemented through ongoing multilingual outreach, community surveys, public events, and collaboration with community-based organizations. These activities include the Housing Element Working Group, bilingual surveys, workforce forums, senior needs assessments, resource fairs, and in-field outreach with community partners. The City will continue to advance this work and maintain inclusive engagement practices as housing programs are implemented.

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CITY OF HEALDSBURG
RESOLUTION NO. -2025

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

HEALDSBURG AUTHORIZING A RESPONSE TO THE

SONOMA COUNTY CIVIL GRAND JURY INVESTIGATION
REPORTS ENTITLED, “ANIMAL SERVICES IN SONOMA
COUNTY: SEPARATE AND NOT EQUAL, THE COSTS AND
CONSEQUENCES OF DECENTRALIZATION” AND “WHO
CAN AFFORD TO LIVE IN SONOMA COUNTY: A TALE OF
TWO CITIES”
WHEREAS, THE Sonoma Civil Grand Jury (CGJ) is an independent institution with the principal function of overseeing all aspects of county, special district, and city governments in Sonoma County to ensure that the best interested of its citizens are being served; and WHEREAS, the CGJ has the authority to inspect and audit the financial expenditures of county and city departments and special districts to ensure that public funds are property accounted for and legally spent, inquire into conditions of jails and the treatment of inmates, and inquire into the performance of any county, city, or special district, public official, or employee; and WHEREAS, the CGJ issued the final Report for 2024-2025 on June 17, 2025; and WHEREAS, the CGJ notified the City on June 13, 2025, of its obligation to respond to the “Animal Services in Sonoma County: Separate and Not Equal, The Costs and Consequences of Decentralization” and “Who Can Afford to Live in Sonoma County: A Tale of Two Cities” investigation reports. The City Council has 90 days, or until September 11, 2025, to provide a response; and
WHEREAS, adoption of this Resolution is exempt from the California Environmental Quality Act (CEQA) under the “common sense” exemption in CEQA Guidelines Section 15061(b)(3) as it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Healdsburg hereby authorizes staff to submit all required documentation to the Sonoma County Civil Grand Jury in relation to the CGJ report regarding “Animal Services in Sonoma County: Separate and Not Equal, The Costs and Consequences of Decentralization” and “Who Can Afford to Live in Sonoma County: A Tale of Two Cities.”
PASSED AND ADOPTED by the City Council of the City of Healdsburg, this 18th day of August 2025, by the following vote:

AYES: Councilmembers: ( )
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NOES: Councilmembers: ( )
ABSENT: Councilmembers: ( )
ABSTAINING: Councilmembers: ( )
SO ORDERED: ATTEST:
________________________________ __________________________________ Evelyn L. Mitchell, Mayor Raina Allan, City Clerk
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CITY OF HEALDSBURG

CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: August 18, 2025
SUBJECT: Memorandum of Understanding (“MOU”) between the City of Healdsburg and International Brotherhood of Electrical Workers (“IBEW”) Local 1245 PREPARED BY: Nicole Lopez, Chief Human Resources Officer STRATEGIC INITIATIVE(S):
- Provide Effective Governance
RECOMMENDED ACTION(S):

Adopt a Resolution approving the Memorandum of Understanding between the City of Healdsburg and the International Brotherhood of Electrical Workers Local 1245, for the period ending June 30, 2028, rescinding Resolution No. 60-2025, reestablishing the authorized position list and corresponding salary schedule and amending the adopted fiscal year 2025-26 budget.

COMMUNITY ENGAGEMENT/OUTREACH:

Not applicable.

BACKGROUND:

The existing MOU between the City and the International Brotherhood of Electrical Workers (IBEW) Local 1245 expired on June 30, 2025. The City and IBEW began contract negotiations in April 2025 and reached a tentative agreement on a three-year successor package on August 28, 2025.

On August 6, 2025, IBEW members voted to ratify the new MOU.

DISCUSSION/ANALYSIS:

During the negotiating process the City Council provided direction to the City’s negotiator regarding conditions of employment, such as wages, sick leave, health care, retirement benefits and special compensation. Key points for this MOU are as follows:

Term 3 years
Cost of Living Adjustment Year 1 (effective July 1, 2025) 3% Year 2 (effective July 1, 2026) CPI (2% - 3.5%)
Year 3 (effective July 1, 2027) CPI (2% - 3.5%)
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Salary Equity Adjustments Over three years, the City will implement salary equity adjustments to seven identified classifications
Longevity Pay Increased Merit Pay Rate for 20 and 25 years of service Life Insurance Increased the City paid premium to $100,000 policy Flexible Spending and Dependent Eligibility to participate in voluntary FSA and DCRA Care Reimbursement Accounts program
Deferred Compensation Increased City matching contribution maximum Educational Reimbursement Increased annual amount for education reimbursement to $5,000 with prior approvals
Sick Leave Provisions Increased Sick Leave Bonus to convert 100% of unused annual accrual up to a maximum of 96 hours
ENVIRONMENTAL STEWARDSHIP:

Not applicable.

ALTERNATIVES:

The City’s labor negotiator bargained in good faith with IBEW based on City Council direction.

City Council may choose not to adopt the proposed resolution, however that action is not recommended.

FISCAL IMPACT:

The proposed MOU includes several changes to salaries and key benefits that result in increased costs. For Fiscal Year 2025-26 the adopted budget included the proposed 3% cost of living increase totaling $220,822; however, the proposed equity adjustments totaling $130,881 in the first year were not included. Additional benefits not included in the Fiscal Year 2025-26 adopted budget include increasing the City matching contribution for deferred compensation from $1,500 to $1,600, increasing the life insurance coverage from $75,000 to $100,000, increasing the longevity pay rate for service over 20 years, and increasing the sick leave bonus conversion rate. The estimated total cost increase of the proposed MOU in the first year is $415,655 and staff are proposing to increase the adopted budget by $194,833 to support these costs.

The proposed MOU included several benefits that ramped up through the second and third years of the agreement, including cost of living adjustments, equity adjustments, and deferred compensation employer contributions. The estimated cost increase from the proposed MOU totals an additional $326,483 in Fiscal Year 2026-27 and an additional $352,544 in Fiscal Year 2027-

28. ENVIRONMENTAL ANALYSIS:

Pursuant to Title 14, the California Code of Regulations, Section 15378(b)(5) of the California Environmental Quality Act (“CEQA”) guidelines, the proposed action is an administrative activity of the City that will not result in direct or indirect physical changes to the environment.

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ATTACHMENT(S):

Resolution
IBEW MOU 2025 – 2028
Salary Schedule
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CITY OF HEALDSBURG
RESOLUTION NO. __-2025

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

HEALDSBURG APPROVING THE MEMORANDUM OF

UNDERSTANDING BETWEEN THE CITY OF HEALDSBURG

AND THE INTERNATIONAL BROTHERHOOD OF
ELECTRICAL WORKERS LOCAL 1245, FOR THE PERIOD
ENDING JUNE 30, 2028, RESCINDING RESOLUTION NO-60-
2025, REESTABLISHING THE AUTHORIZED POSITION LIST

AND CORRESPONDING SALARY SCHEDULE AND
AMENDING THE ADOPTED FISCAL YEAR 2025-26 BUDGET
WHEREAS, representatives of the City of Healdsburg have met and conferred with representatives of the International Brotherhood of Electrical Workers, Local 1245 (“IBEW”); and WHEREAS, the City Council considered revisions as proposed by the City of Healdsburg and IBEW to the Memorandum of Understanding (“MOU”) between the City of Healdsburg and the IBEW; and
WHEREAS, agreement regarding the revisions of certain working conditions including conditions of employment such as wages and special compensation has been reached as reflected in the attached Agreement dated August 6, 2025, incorporated herein by reference and titled “Memorandum of Understanding between the City of Healdsburg and the International Brotherhood of Electrical Workers, Local 1245, 2025 – 2028”; and WHEREAS, the current Salary Schedule was adopted on Resolution 60-2025 and must be updated to reflect the cost of living adjustment and equity adjustments in the MOU; and WHEREAS, the Fiscal Year 2025-26 adopted budget does not include sufficient appropriations to support the compensation proposed in the MOU.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Healdsburg does hereby:

1. Approve the above-cited MOU as working conditions and benefits for the members of the International Brotherhood of Electrical Workers, Local 1245 for the period of July 1, 2025 through June 30, 2028 and may not be amended other than by mutual consent or as otherwise stipulated.

2. Rescinds Resolution No. 60-2025, reestablishing the authorized position list and corresponding salary schedule.

3. Approve the Salary Schedule attached as Exhibit A.

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Resolution No. -2025

4. Approve amending the Fiscal Year 2025-26 Adopted Budget as depicted in the attached Exhibit B.

PASSED, APPROVED AND ADOPTED, this 18th day of August 2025 by the following vote:

SO ORDERED: ATTEST:
__________________________________ __________________________________ Evelyn L. Mitchell, Mayor Raina Allan, City Clerk
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Job Classification
EXECUTIVE MANAGEMENT A step B step C step D step E step A step B step C step D step E step Assistant City Manager $ 16,890.04 $ 17,734.13 $ 18,621.96 $ 19,552.14 $ 20,530.31 $ 97.44 $ 102.31 $ 107.43 $ 112.80 $ 118.44 City Manager $ 24,699.16 $ 142.50
Community Development Director $ 15,166.60 $ 15,925.48 $ 16,721.41 $ 17,558.50 $ 18,435.40 $ 87.50 $ 91.88 $ 96.47 $ 101.30 $ 106.36 Community Services Director $ 14,733.22 $ 15,469.04 $ 16,244.05 $ 17,055.67 $ 17,909.08 $ 85.00 $ 89.24 $ 93.72 $ 98.40 $ 103.32 Finance Director $ 14,733.22 $ 15,469.04 $ 16,244.05 $ 17,055.67 $ 17,909.08 $ 85.00 $ 89.24 $ 93.72 $ 98.40 $ 103.32 Fire Chief $ 15,793.15 $ 16,583.86 $ 17,412.45 $ 18,282.88 $ 19,197.74 $ 91.11 $ 95.68 $ 100.46 $ 105.48 $ 110.76 Housing Director $ 13,996.56 $ 14,695.58 $ 15,431.85 $ 16,202.88 $ 17,013.64 $ 80.75 $ 84.78 $ 89.03 $ 93.48 $ 98.16 Police Chief $ 16,433.56 $ 17,255.62 $ 18,118.22 $ 19,023.91 $ 19,975.38 $ 94.81 $ 99.55 $ 104.53 $ 109.75 $ 115.24 Public Works Director $ 15,329.18 $ 16,095.06 $ 16,901.44 $ 17,747.04 $ 18,635.76 $ 88.44 $ 92.86 $ 97.51 $ 102.39 $ 107.51 Utilities Director $ 16,932.81 $ 17,779.72 $ 18,668.43 $ 19,602.89 $ 20,584.41 $ 97.69 $ 102.58 $ 107.70 $ 113.09 $ 118.76 Human Resources Analyst $ 8,693.80 $ 9,136.87 $ 9,602.13 $ 10,092.24 $ 10,607.18 $ 50.16 $ 52.71 $ 55.40 $ 58.22 $ 61.20 Chief Human Resources Officer $ 11,248.70 $ 11,822.31 $ 12,426.13 $ 13,060.13 $ 13,725.69 $ 64.90 $ 68.21 $ 71.69 $ 75.35 $ 79.19 MID-MGT & PROF EMPS ASSOC. A step B step C step D step E step A step B step C step D step E step Accountant $ 8,108.28 $ 8,521.29 $ 8,956.51 $ 9,413.93 $ 9,893.58 $ 46.78 $ 49.16 $ 51.67 $ 54.31 $ 57.08 Administrative Analyst I $ 7,297.46 $ 7,662.34 $ 8,045.45 $ 8,447.73 $ 8,870.11 $ 42.10 $ 44.21 $ 46.42 $ 48.74 $ 51.17 Administrative Analyst II $ 8,108.28 $ 8,521.29 $ 8,956.51 $ 9,413.93 $ 9,893.58 $ 46.78 $ 49.16 $ 51.67 $ 54.31 $ 57.08 Assistant Engineer $ 7,844.09 $ 8,244.02 $ 8,663.94 $ 9,106.08 $ 9,570.44 $ 45.25 $ 47.56 $ 49.98 $ 52.54 $ 55.21 Associate Civil Engineer $ 9,228.36 $ 9,698.85 $ 10,192.88 $ 10,713.05 $ 11,259.34 $ 53.24 $ 55.95 $ 58.81 $ 61.81 $ 64.96 Building Official $ 11,037.39 $ 11,589.25 $ 12,168.72 $ 12,777.15 $ 13,416.01 $ 63.68 $ 66.86 $ 70.20 $ 73.71 $ 77.40 Business Services Manager $ 9,304.76 $ 9,769.99 $ 10,258.49 $ 10,771.42 $ 11,309.99 $ 53.68 $ 56.37 $ 59.18 $ 62.14 $ 65.25 Central Services Manager $ 9,743.50 $ 10,230.66 $ 10,742.22 $ 11,279.31 $ 11,843.28 $ 56.21 $ 59.02 $ 61.97 $ 65.07 $ 68.33 Chief Information and Security Officer $ 12,405.63 $ 13,025.91 $ 13,677.20 $ 14,361.06 $ 15,079.12 $ 71.57 $ 75.15 $ 78.91 $ 82.85 $ 86.99 City Clerk $ 9,939.83 $ 10,436.82 $ 10,958.68 $ 11,506.59 $ 12,081.94 $ 57.35 $ 60.21 $ 63.22 $ 66.38 $ 69.70 City Clerk/Public Information Officer $ 11,430.80 $ 12,002.34 $ 12,602.47 $ 13,232.59 $ 13,894.23 $ 65.95 $ 69.24 $ 72.71 $ 76.34 $ 80.16 Critical Intervention Specialist $ 7,670.79 $ 8,054.34 $ 8,457.05 $ 8,879.90 $ 9,323.89 $ 44.25 $ 46.47 $ 48.79 $ 51.23 $ 53.79 Deputy City Clerk $ 7,333.11 $ 7,704.86 $ 8,099.11 $ 8,511.71 $ 8,946.80 $ 42.31 $ 44.45 $ 46.73 $ 49.11 $ 51.62 Electric Operations Superintendent $ 14,093.12 $ 14,797.64 $ 15,537.53 $ 16,314.41 $ 17,130.13 $ 81.31 $ 85.37 $ 89.64 $ 94.12 $ 98.83 Emergency Response Coordinator $ 8,646.20 $ 9,078.52 $ 9,532.45 $ 10,009.07 $ 10,509.51 $ 49.88 $ 52.38 $ 54.99 $ 57.74 $ 60.63 Finance Manager $ 10,713.05 $ 11,259.35 $ 11,834.40 $ 12,438.22 $ 13,072.09 $ 61.81 $ 64.96 $ 68.28 $ 71.76 $ 75.42 Fire Marshal/Division Chief $ 12,757.88 $ 13,395.77 $ 14,065.56 $ 14,768.84 $ 15,507.28 $ 73.60 $ 77.28 $ 81.15 $ 85.20 $ 89.47 Information Technology Manager $ 11,486.68 $ 12,061.02 $ 12,664.07 $ 13,297.28 $ 13,962.15 $ 66.27 $ 69.58 $ 73.06 $ 76.72 $ 80.55 Lead Critical Intervention Specialist $ 10,667.92 $ 11,229.39 $ 11,820.41 $ 12,411.43 $ 13,032.01 $ 61.55 $ 64.78 $ 68.19 $ 71.60 $ 75.18 Parks and Open Space Superintendent $ 9,890.38 $ 10,384.90 $ 10,904.15 $ 11,449.35 $ 12,021.82 $ 57.06 $ 59.91 $ 62.91 $ 66.05 $ 69.36 Police Lieutenant $ 13,137.76 $ 13,794.65 $ 14,484.37 $ 15,208.60 $ 15,968.66 $ 75.79 $ 79.58 $ 83.56 $ 87.74 $ 92.13 Principal Civil Engineer $ 12,225.17 $ 12,838.13 $ 13,479.86 $ 14,152.92 $ 14,861.29 $ 70.53 $ 74.07 $ 77.77 $ 81.65 $ 85.74 Project Manager $ 8,766.94 $ 9,213.91 $ 9,683.24 $ 10,177.40 $ 10,696.38 $ 50.58 $ 53.16 $ 55.86 $ 58.72 $ 61.71 Public Information and Community Engagement Officer $ 9,166.67 $ 9,625.00 $ 10,106.25 $ 10,611.56 $ 11,142.14 $ 52.88 $ 55.53 $ 58.31 $ 61.22 $ 64.28 Recreation Manager $ 9,503.51 $ 9,978.70 $ 10,477.63 $ 11,001.51 $ 11,551.58 $ 54.83 $ 57.57 $ 60.45 $ 63.47 $ 66.64 Recreation Supervisor $ 7,414.31 $ 7,792.02 $ 8,189.32 $ 8,607.55 $ 9,046.68 $ 42.77 $ 44.95 $ 47.25 $ 49.66 $ 52.19 Senior Civil Engineer $ 10,820.21 $ 11,373.05 $ 11,952.02 $ 12,562.37 $ 13,202.78 $ 62.42 $ 65.61 $ 68.95 $ 72.48 $ 76.17 Senior Planner $ 10,713.05 $ 11,259.34 $ 11,834.40 $ 12,438.22 $ 13,072.09 $ 61.81 $ 64.96 $ 68.28 $ 71.76 $ 75.42 Senior Project Manager $ 10,441.51 $ 10,975.00 $ 11,533.70 $ 12,122.70 $ 12,740.69 $ 60.24 $ 63.32 $ 66.54 $ 69.94 $ 73.50 Utilities Engineering Manager $ 13,474.39 $ 14,148.11 $ 14,855.51 $ 15,598.29 $ 16,378.19 $ 77.74 $ 81.62 $ 85.70 $ 89.99 $ 94.49 Utility Maintenance Superintendent $ 11,259.80 $ 11,822.77 $ 12,413.93 $ 13,035.76 $ 13,686.37 $ 64.96 $ 68.21 $ 71.62 $ 75.21 $ 78.96 Utility Safety Compliance Coordinator $ 8,264.85 $ 8,678.09 $ 9,112.00 $ 9,567.58 $ 10,045.97 $ 47.68 $ 50.07 $ 52.57 $ 55.20 $ 57.96 Water and Wastewater Operations Superintendent $ 11,894.81 $ 12,489.55 $ 13,114.03 $ 13,769.72 $ 14,458.21 $ 68.62 $ 72.06 $ 75.66 $ 79.44 $ 83.41 HBG POLICE OFFICERS ASSOC A step B step C step D step E step A step B step C step D step E step Police Dispatcher I $ 6,045.93 $ 6,354.36 $ 6,677.20 $ 7,018.32 $ 7,369.22 $ 34.88 $ 36.66 $ 38.52 $ 40.49 $ 42.51 Police Dispatcher II $ 6,354.36 $ 6,677.18 $ 7,018.31 $ 7,369.87 $ 7,738.37 $ 36.66 $ 38.52 $ 40.49 $ 42.52 $ 44.64 Police Dispatch Supervisor $ 8,937.82 $ 9,384.71 $ 9,853.95 $ 10,346.64 $ 10,863.97 $ 51.56 $ 54.14 $ 56.85 $ 59.69 $ 62.68 Police Officer $ 8,261.85 $ 8,674.96 $ 9,108.69 $ 9,564.14 $ 10,042.33 $ 47.66 $ 50.05 $ 52.55 $ 55.18 $ 57.94 Police Officer Recruit $ 7,848.75 $ 8,241.21 $ 8,653.26 $ 9,085.93 $ 9,540.22 $ 45.28 $ 47.55 $ 49.92 $ 52.42 $ 55.04 Police Records Technician $ 6,008.86 $ 6,314.15 $ 6,636.92 $ 6,975.81 $ 7,324.60 $ 34.67 $ 36.43 $ 38.29 $ 40.25 $ 42.26 Police Records Supervisor $ 7,432.38 $ 7,804.00 $ 8,194.21 $ 8,603.92 $ 9,034.11 $ 42.88 $ 45.02 $ 47.27 $ 49.64 $ 52.12 Police Sergeant $ 10,340.70 $ 10,857.76 $ 11,400.63 $ 11,970.65 $ 12,569.19 $ 59.66 $ 62.64 $ 65.77 $ 69.06 $ 72.51 Police Technician $ 5,278.60 $ 5,548.91 $ 5,831.34 $ 6,128.56 $ 6,434.96 $ 30.45 $ 32.01 $ 33.64 $ 35.36 $ 37.12 INT'L ASSOC OF FIREFIGHTERS A step B step C step D step E step A step B step C step D step E step Monthly Salary Hourly Equivalents Item 6.h
129 of 503
Fire Captain (56 hr. work week) $ 9,404.25 $ 9,883.14 $ 10,387.58 $ 10,917.57 $ 11,474.50 $ 38.75 $ 40.73 $ 42.81 $ 44.99 $ 47.29 Fire Engineer (56 hr. work week) $ 8,505.79 $ 8,939.42 $ 9,395.64 $ 9,874.47 $ 10,377.30 $ 35.05 $ 36.84 $ 38.72 $ 40.69 $ 42.76 Fire Engineer (40 hr.work week) $ 8,505.79 $ 8,939.42 $ 9,395.64 $ 9,874.47 $ 10,377.30 $ 49.07 $ 51.57 $ 54.21 $ 56.97 $ 59.87 Firefighter (56 hr. work week) $ 7,706.61 $ 8,100.75 $ 8,513.73 $ 8,948.23 $ 9,404.25 $ 31.76 $ 33.38 $ 35.08 $ 36.87 $ 38.75 Firefighter (40 hr. work week) $ 7,706.61 $ 8,100.75 $ 8,513.73 $ 8,948.23 $ 9,404.25 $ 44.46 $ 46.74 $ 49.12 $ 51.62 $ 54.26 Fire Inspector (40 hr. work week) $ 8,939.44 $ 9,395.64 $ 9,874.45 $ 10,377.29 $ 10,906.97 $ 51.57 $ 54.21 $ 56.97 $ 59.87 $ 62.92 INT'L BROTHERHOOD OF ELECTRICAL WORKERS (IBEW) A step B step C step D step E step A step B step C step D step E step Accounting Assistant I $ 4,954.79 $ 5,202.53 $ 5,462.67 $ 5,735.81 $ 6,022.59 $ 28.59 $ 30.01 $ 31.52 $ 33.09 $ 34.75 Accounting Assistant II $ 5,430.13 $ 5,715.00 $ 5,998.30 $ 6,304.55 $ 6,625.11 $ 31.33 $ 32.97 $ 34.61 $ 36.37 $ 38.22 Accounting Technician $ 6,304.55 $ 6,625.11 $ 6,963.92 $ 7,318.36 $ 7,692.38 $ 36.37 $ 38.22 $ 40.18 $ 42.22 $ 44.38 Administrative Technician $ 6,963.92 $ 7,318.38 $ 7,692.37 $ 8,084.60 $ 8,496.40 $ 40.18 $ 42.22 $ 44.38 $ 46.64 $ 49.02 Assistant Planner $ 6,852.03 $ 7,194.64 $ 7,554.38 $ 7,932.10 $ 8,328.69 $ 39.53 $ 41.51 $ 43.58 $ 45.76 $ 48.05 Building Inspector I $ 7,769.26 $ 8,165.40 $ 8,582.40 $ 9,020.25 $ 9,480.27 $ 44.82 $ 47.11 $ 49.51 $ 52.04 $ 54.69 Building Inspector II $ 8,247.50 $ 8,668.41 $ 9,110.18 $ 9,574.09 $ 10,062.76 $ 47.58 $ 50.01 $ 52.56 $ 55.24 $ 58.05 Building Maintenance Technician I $ 5,529.41 $ 5,805.89 $ 6,096.19 $ 6,400.99 $ 6,721.04 $ 31.90 $ 33.50 $ 35.17 $ 36.93 $ 38.78 Building Maintenance Technician II $ 6,058.25 $ 6,367.08 $ 6,691.57 $ 7,032.98 $ 7,392.65 $ 34.95 $ 36.73 $ 38.61 $ 40.57 $ 42.65 Development Services Technician I $ 6,358.12 $ 6,676.02 $ 7,009.83 $ 7,360.32 $ 7,728.33 $ 36.68 $ 38.52 $ 40.44 $ 42.46 $ 44.59 Development Services Technician II $ 6,963.92 $ 7,318.38 $ 7,692.37 $ 8,084.60 $ 8,496.40 $ 40.18 $ 42.22 $ 44.38 $ 46.64 $ 49.02 Electric Engineering Technician I $ 8,205.80 $ 8,616.29 $ 9,047.62 $ 9,499.81 $ 9,975.46 $ 47.34 $ 49.71 $ 52.20 $ 54.81 $ 57.55 Electric Engineering Technician II $ 8,625.41 $ 9,056.74 $ 9,510.24 $ 9,985.88 $ 10,484.97 $ 49.76 $ 52.25 $ 54.87 $ 57.61 $ 60.49 Electric Coordinator/Inspector $ 9,601.95 $ 10,082.05 $ 10,586.16 $ 11,115.46 $ 11,671.23 $ 55.40 $ 58.17 $ 61.07 $ 64.13 $ 67.33 Electric Line Foreman $ 11,801.05 $ 12,391.12 $ 13,010.65 $ 13,661.20 $ 14,344.26 $ 68.08 $ 71.49 $ 75.06 $ 78.81 $ 82.76 Electric Materials Technician $ 7,718.09 $ 8,104.01 $ 8,509.20 $ 8,934.65 $ 9,381.39 $ 44.53 $ 46.75 $ 49.09 $ 51.55 $ 54.12 Electric Meter Technician $ 9,549.09 $ 10,026.75 $ 10,527.73 $ 11,054.82 $ 11,607.96 $ 55.09 $ 57.85 $ 60.74 $ 63.78 $ 66.97 Electric Meter Technician- Apprentice $ 7,202.45 $ 7,562.57 $ 7,940.70 $ 8,337.74 $ 8,754.63 $ 41.55 $ 43.63 $ 45.81 $ 48.10 $ 50.51 Engineering Technician $ 6,963.92 $ 7,318.38 $ 7,692.37 $ 8,084.60 $ 8,496.40 $ 40.18 $ 42.22 $ 44.38 $ 46.64 $ 49.02 Facility Worker $ 4,964.92 $ 5,217.73 $ 5,484.87 $ 5,763.74 $ 6,058.25 $ 28.64 $ 30.10 $ 31.64 $ 33.25 $ 34.95 Fleet Mechanic $ 7,615.49 $ 8,005.12 $ 8,413.00 $ 8,841.72 $ 9,292.62 $ 43.94 $ 46.18 $ 48.54 $ 51.01 $ 53.61 Geographic Information System Technician $ 7,938.74 $ 8,336.21 $ 8,753.55 $ 9,190.76 $ 9,650.49 $ 45.80 $ 48.09 $ 50.50 $ 53.02 $ 55.68 Industrial Electrician $ 9,381.71 $ 9,850.80 $ 10,343.32 $ 10,860.49 $ 11,403.53 $ 54.13 $ 56.83 $ 59.67 $ 62.66 $ 65.79 Industrial Mechanic $ 7,653.27 $ 8,036.40 $ 8,437.76 $ 8,859.98 $ 9,303.03 $ 44.15 $ 46.36 $ 48.68 $ 51.12 $ 53.67 Instrumentation Technician $ 9,381.71 $ 9,850.80 $ 10,343.32 $ 10,860.49 $ 11,403.53 $ 54.13 $ 56.83 $ 59.67 $ 62.66 $ 65.79 Information Technology Engineering Specialist $ 8,065.23 $ 8,468.49 $ 8,891.93 $ 9,336.52 $ 9,803.35 $ 46.53 $ 48.86 $ 51.30 $ 53.86 $ 56.56 Laboratory Analyst $ 7,839.77 $ 8,231.76 $ 8,643.35 $ 9,075.51 $ 9,529.29 $ 45.23 $ 47.49 $ 49.87 $ 52.36 $ 54.98 Lineworker/Troubleshooter $ 11,605.66 $ 12,185.95 $ 12,795.24 $ 13,435.02 $ 14,106.75 $ 66.96 $ 70.30 $ 73.82 $ 77.51 $ 81.39 Lineworker/Troubleshooter Apprentice $ 8,434.17 $ 8,855.89 $ 9,298.67 $ 9,763.59 $ 10,251.78 $ 48.66 $ 51.09 $ 53.65 $ 56.33 $ 59.14 Mechanic - Equipment Service Writer $ 8,754.43 $ 9,201.40 $ 9,670.52 $ 10,163.11 $ 10,681.74 $ 50.51 $ 53.09 $ 55.79 $ 58.63 $ 61.63 Office Assistant I $ 4,808.72 $ 5,049.16 $ 5,301.62 $ 5,566.70 $ 5,845.03 $ 27.74 $ 29.13 $ 30.59 $ 32.12 $ 33.72 Office Assistant II $ 5,269.86 $ 5,539.60 $ 5,822.38 $ 6,118.19 $ 6,432.24 $ 30.40 $ 31.96 $ 33.59 $ 35.30 $ 37.11 Park Maintenance Worker I $ 5,430.13 $ 5,707.71 $ 5,998.30 $ 6,304.55 $ 6,625.11 $ 31.33 $ 32.93 $ 34.61 $ 36.37 $ 38.22 Park Maintenance Worker II $ 5,938.36 $ 6,241.98 $ 6,559.96 $ 6,894.85 $ 7,246.70 $ 34.26 $ 36.01 $ 37.85 $ 39.78 $ 41.81 Park Maintenance Foreman $ 6,691.57 $ 7,032.98 $ 7,392.65 $ 7,769.26 $ 8,165.40 $ 38.61 $ 40.57 $ 42.65 $ 44.82 $ 47.11 Payroll Technician $ 6,963.92 $ 7,318.38 $ 7,692.37 $ 8,084.60 $ 8,496.40 $ 40.18 $ 42.22 $ 44.38 $ 46.64 $ 49.02 Public Works and Utilities Materials Technician $ 6,691.57 $ 7,032.98 $ 7,392.65 $ 7,769.26 $ 8,165.41 $ 38.61 $ 40.57 $ 42.65 $ 44.82 $ 47.11 Public Works Field Technician $ 7,769.26 $ 8,165.40 $ 8,582.40 $ 9,020.25 $ 9,480.27 $ 44.82 $ 47.11 $ 49.51 $ 52.04 $ 54.69 Public Works Inspector $ 7,769.26 $ 8,165.40 $ 8,582.40 $ 9,020.25 $ 9,480.27 $ 44.82 $ 47.11 $ 49.51 $ 52.04 $ 54.69 Recreation Coordinator I $ 4,817.39 $ 5,058.24 $ 5,311.17 $ 5,576.73 $ 5,855.57 $ 27.79 $ 29.18 $ 30.64 $ 32.17 $ 33.78 Recreation Coordinator II $ 5,322.71 $ 5,588.83 $ 5,868.27 $ 6,161.70 $ 6,469.78 $ 30.71 $ 32.24 $ 33.86 $ 35.55 $ 37.33 Senior Accounting Assistant $ 5,998.30 $ 6,304.55 $ 6,625.11 $ 6,963.92 $ 7,318.38 $ 34.61 $ 36.37 $ 38.22 $ 40.18 $ 42.22 Senior Building Inspector $ 9,574.09 $ 10,062.76 $ 10,576.20 $ 11,115.70 $ 11,682.67 $ 55.24 $ 58.05 $ 61.02 $ 64.13 $ 67.40 Senior Electric Engineering Technician $ 10,161.05 $ 10,669.10 $ 11,202.57 $ 11,762.69 $ 12,350.84 $ 58.62 $ 61.55 $ 64.63 $ 67.86 $ 71.25 Senior Laboratory Analyst $ 8,662.14 $ 9,095.25 $ 9,549.99 $ 10,027.51 $ 10,528.88 $ 49.97 $ 52.47 $ 55.10 $ 57.85 $ 60.74 Senior Public Works Inspector $ 9,574.09 $ 10,062.76 $ 10,576.20 $ 11,115.70 $ 11,682.56 $ 55.24 $ 58.05 $ 61.02 $ 64.13 $ 67.40 Utility Conservation Analyst $ 8,576.14 $ 9,004.97 $ 9,455.21 $ 9,927.97 $ 10,424.37 $ 49.48 $ 51.95 $ 54.55 $ 57.28 $ 60.14 Utility Maintenance Foreman $ 7,025.06 $ 7,376.32 $ 7,745.14 $ 8,132.26 $ 8,539.03 $ 40.53 $ 42.56 $ 44.68 $ 46.92 $ 49.26 Utility Operator $ 8,582.40 $ 9,020.25 $ 9,480.27 $ 9,963.73 $ 10,471.95 $ 49.51 $ 52.04 $ 54.69 $ 57.48 $ 60.42 Utility Operator-In-Training $ 7,295.04 $ 7,667.21 $ 8,058.22 $ 8,469.17 $ 8,901.15 $ 42.09 $ 44.23 $ 46.49 $ 48.86 $ 51.35 Utility Worker I $ 5,430.13 $ 5,715.00 $ 5,998.30 $ 6,304.55 $ 6,625.11 $ 31.33 $ 32.97 $ 34.61 $ 36.37 $ 38.22 Utility Worker II $ 6,358.12 $ 6,676.02 $ 7,009.83 $ 7,360.32 $ 7,728.34 $ 36.68 $ 38.52 $ 40.44 $ 42.46 $ 44.59 Wastewater Operations Foreman $ 9,480.27 $ 9,963.73 $ 10,471.95 $ 11,006.24 $ 11,567.87 $ 54.69 $ 57.48 $ 60.42 $ 63.50 $ 66.74 Water Operations Foreman $ 9,480.27 $ 9,963.73 $ 10,471.95 $ 11,006.24 $ 11,567.87 $ 54.69 $ 57.48 $ 60.42 $ 63.50 $ 66.74 Item 6.h
130 of 503
Resolution No.

Exhibit B
Account Number Increase Amount Decrease Amount Description 101-2021-41215-00000 $ 48 Increase Salary and Benefits to Implement IBEW MOU 101-2021-41229-00000 $ 100 Increase Salary and Benefits to Implement IBEW MOU 101-2525-41215-00000 $ 96 Increase Salary and Benefits to Implement IBEW MOU 101-2525-41229-00000 $ 200 Increase Salary and Benefits to Implement IBEW MOU 101-2526-41215-00000 $ 144 Increase Salary and Benefits to Implement IBEW MOU 101-2526-41229-00000 $ 300 Increase Salary and Benefits to Implement IBEW MOU 101-2527-41215-00000 $ 24 Increase Salary and Benefits to Implement IBEW MOU 101-2527-41229-00000 $ 50 Increase Salary and Benefits to Implement IBEW MOU 101-5051-41215-00000 $ 96 Increase Salary and Benefits to Implement IBEW MOU 101-5051-41229-00000 $ 200 Increase Salary and Benefits to Implement IBEW MOU 101-5052-41215-00000 $ 192 Increase Salary and Benefits to Implement IBEW MOU 101-5052-41229-00000 $ 400 Increase Salary and Benefits to Implement IBEW MOU 101-5501-41215-00000 $ 48 Increase Salary and Benefits to Implement IBEW MOU 101-5501-41229-00000 $ 100 Increase Salary and Benefits to Implement IBEW MOU 101-5501-41300-00000 $ 1,544 Increase Salary and Benefits to Implement IBEW MOU 221-3001-41215-00000 $ 5 Increase Salary and Benefits to Implement IBEW MOU 221-3001-41229-00000 $ 10 Increase Salary and Benefits to Implement IBEW MOU 222-3001-41229-00000 $ 1 Increase Salary and Benefits to Implement IBEW MOU 223-3001-41215-00000 $ 2 Increase Salary and Benefits to Implement IBEW MOU 223-3001-41229-00000 $ 5 Increase Salary and Benefits to Implement IBEW MOU 224-3001-41229-00000 $ 1 Increase Salary and Benefits to Implement IBEW MOU 225-3001-41215-00000 $ 1 Increase Salary and Benefits to Implement IBEW MOU 225-3001-41229-00000 $ 1 Increase Salary and Benefits to Implement IBEW MOU 226-3001-41215-00000 $ 1 Increase Salary and Benefits to Implement IBEW MOU 226-3001-41229-00000 $ 1 Increase Salary and Benefits to Implement IBEW MOU 227-3001-41215-00000 $ 1 Increase Salary and Benefits to Implement IBEW MOU 227-3001-41229-00000 $ 1 Increase Salary and Benefits to Implement IBEW MOU 510-6162-41215-00000 $ 118 Increase Salary and Benefits to Implement IBEW MOU 510-6162-41229-00000 $ 245 Increase Salary and Benefits to Implement IBEW MOU 510-6162-41233-00000 $ 157 Increase Salary and Benefits to Implement IBEW MOU 510-6162-41300-00000 $ 205 Increase Salary and Benefits to Implement IBEW MOU 520-6163-41215-00000 $ 322 Increase Salary and Benefits to Implement IBEW MOU 520-6163-41229-00000 $ 670 Increase Salary and Benefits to Implement IBEW MOU 520-6163-41233-00000 $ 2,279 Increase Salary and Benefits to Implement IBEW MOU 520-6163-41300-00000 $ 820 Increase Salary and Benefits to Implement IBEW MOU 520-6367-41215-00000 $ 240 Increase Salary and Benefits to Implement IBEW MOU 520-6367-41229-00000 $ 500 Increase Salary and Benefits to Implement IBEW MOU 520-6367-41233-00000 $ 3,706 Increase Salary and Benefits to Implement IBEW MOU 520-6367-41300-00000 $ 2,819 Increase Salary and Benefits to Implement IBEW MOU 530-6164-41215-00000 $ 247 Increase Salary and Benefits to Implement IBEW MOU 530-6164-41229-00000 $ 515 Increase Salary and Benefits to Implement IBEW MOU 530-6164-41233-00000 $ 548 Increase Salary and Benefits to Implement IBEW MOU 530-6164-41300-00000 $ 820 Increase Salary and Benefits to Implement IBEW MOU 530-6369-41215-00000 $ 336 Increase Salary and Benefits to Implement IBEW MOU 530-6369-41229-00000 $ 700 Increase Salary and Benefits to Implement IBEW MOU 530-6369-41233-00000 $ 6,187 Increase Salary and Benefits to Implement IBEW MOU 530-6369-41300-00000 $ 4,207 Increase Salary and Benefits to Implement IBEW MOU 531-6165-41215-00000 $ 72 Increase Salary and Benefits to Implement IBEW MOU 531-6165-41229-00000 $ 150 Increase Salary and Benefits to Implement IBEW MOU 531-6165-41233-00000 $ 157 Increase Salary and Benefits to Implement IBEW MOU 531-6165-41300-00000 $ 205 Increase Salary and Benefits to Implement IBEW MOU 540-7501-41101-00000 $ 26,069 Increase Salary and Benefits to Implement IBEW MOU 540-7501-41201-00000 $ 4,171 Increase Salary and Benefits to Implement IBEW MOU 540-7501-41215-00000 $ 209 Increase Salary and Benefits to Implement IBEW MOU 540-7501-41229-00000 $ 435 Increase Salary and Benefits to Implement IBEW MOU 540-7501-41300-00000 $ 1,572 Increase Salary and Benefits to Implement IBEW MOU 540-7572-41101-00000 $ 7,049 Increase Salary and Benefits to Implement IBEW MOU 540-7572-41201-00000 $ 1,057 Increase Salary and Benefits to Implement IBEW MOU 540-7572-41215-00000 $ 48 Increase Salary and Benefits to Implement IBEW MOU 540-7572-41229-00000 $ 100 Increase Salary and Benefits to Implement IBEW MOU 540-7572-41233-00000 $ 3,139 Increase Salary and Benefits to Implement IBEW MOU 540-7572-41300-00000 $ 3,466 Increase Salary and Benefits to Implement IBEW MOU 540-7573-41101-00000 $ 66,381 Increase Salary and Benefits to Implement IBEW MOU 540-7573-41201-00000 $ 6,644 Increase Salary and Benefits to Implement IBEW MOU 540-7573-41215-00000 $ 288 Increase Salary and Benefits to Implement IBEW MOU 540-7573-41229-00000 $ 600 Increase Salary and Benefits to Implement IBEW MOU 540-7573-41233-00000 $ 10,585 Increase Salary and Benefits to Implement IBEW MOU 540-7573-41300-00000 $ 8,162 Increase Salary and Benefits to Implement IBEW MOU 546-7501-41215-00000 $ 24 Increase Salary and Benefits to Implement IBEW MOU 546-7501-41229-00000 $ 50 Increase Salary and Benefits to Implement IBEW MOU 546-7501-41300-00000 $ 204 Increase Salary and Benefits to Implement IBEW MOU 547-7501-41215-00000 $ 14 Increase Salary and Benefits to Implement IBEW MOU 547-7501-41229-00000 $ 30 Increase Salary and Benefits to Implement IBEW MOU 570-6101-41215-00000 $ 2 Increase Salary and Benefits to Implement IBEW MOU 570-6101-41229-00000 $ 5 Increase Salary and Benefits to Implement IBEW MOU 585-3001-41101-00000 $ 1,774 Increase Salary and Benefits to Implement IBEW MOU 585-3001-41201-00000 $ 207 Increase Salary and Benefits to Implement IBEW MOU 585-3001-41215-00000 $ 470 Increase Salary and Benefits to Implement IBEW MOU 585-3001-41229-00000 $ 980 Increase Salary and Benefits to Implement IBEW MOU 585-3001-41233-00000 $ 2,726 Increase Salary and Benefits to Implement IBEW MOU 585-3001-41300-00000 $ 27 Increase Salary and Benefits to Implement IBEW MOU 602-8081-41215-00000 $ 108 Increase Salary and Benefits to Implement IBEW MOU 602-8081-41229-00000 $ 225 Increase Salary and Benefits to Implement IBEW MOU 603-2525-41101-00000 $ 12,795 Increase Salary and Benefits to Implement IBEW MOU 603-2525-41201-00000 $ 1,418 Increase Salary and Benefits to Implement IBEW MOU 603-2525-41215-00000 $ 144 Increase Salary and Benefits to Implement IBEW MOU 603-2525-41229-00000 $ 300 Increase Salary and Benefits to Implement IBEW MOU 603-2525-41300-00000 $ 1,602 Increase Salary and Benefits to Implement IBEW MOU 604-8080-41215-00000 $ 60 Increase Salary and Benefits to Implement IBEW MOU 604-8080-41229-00000 $ 125 Increase Salary and Benefits to Implement IBEW MOU 604-8080-41300-00000 $ 1,774 Increase Salary and Benefits to Implement IBEW MOU FY 25-26 Budget Amendment
Item 6.h
131 of 503
Memorandum of Understanding
I.B.E.W. LOCAL 1245
and

CITY OF HEALDSBURG
2025-2028
Item 6.h
132 of 503
IBEW MOU 2025-2028
ii

TABLE OF CONTENTS PAGE NUMBER
PREAMBLE 2
I. EMPLOYEE REPRESENTATION 2
II. HOURS OF WORK, OVERTIME 3
III. SALARY PLAN 7
IV. LONGEVITY 10
V. HEALTH AND WELFARE BENEFITS 10
VI. PUBLIC EMPLOYEES RETIREMENT SYSTEM 11
VII. MEAL 12
VIII. PAYMENT FOR TRAVEL 12
IX. EDUCATIONAL REIMBURSEMENT 13
X. MILEAGE REIMBURSEMENT 13
XI. TOOL REIMBURSEMENT 13
XII. BILINGUAL PAY INCENTIVE 13
XIII. HOLIDAYS 14
XIV. VACATION LEAVE 14
XV. SICK LEAVE PROVISIONS 16
XVI. LEAVE OF ABSENCE 19
XVII. ABANDONMENT OF POSITION 19
XVIII. PARENTAL LEAVE, FMLA, CFRA AND PDL LEAVES 19
XIX. BEREAVEMENT LEAVE 20
XX. JURY DUTY 20
XXI. COMPENSATION FOR ILLNESS OR INJURY INCURRED IN COURSE OF EMPLOYMENT 20 XXII. SAFETY 20
XXIII. DISCIPLINE 22
XXIV. GRIEVANCE PROCEDURE 23
XXV. SENIORITY 24
XXVI. PROBATION PERIODS 24
XXVII. VACANCIES 25
XXVIII. DEMOTION AND LAYOFF 26
XXIX. TEMPORARY AND PART-TIME EMPLOYEES 26
XXX. OUTSIDE EMPLOYMENT 27
XXXI. NO STRIKE 27
XXXII. MANAGEMENT RIGHTS 27
XXXIII. WAIVER AND FINALITY 28
XXXIV. SEPARABILITY 28
XXXV. DURATION 28
XXXVI. RATIFICATION 29
EXHIBIT A 30
Item 6.h
133 of 503
IBEW MOU 2025-2028

PREAMBLE
This agreement is between the City of Healdsburg and Local Union 1245 of the International Brotherhood of Electrical Workers (Local 1245, IBEW).

I. EMPLOYEE REPRESENTATION

1.1 The City of Healdsburg recognizes the employees’ rights of self-organization and to be represented by employee organizations of their own choosing as set forth in Chapter 10, Division 4 of the Government Code of the State of California.

To that end, the City of Healdsburg, through its appointed representatives, agrees to meet and confer with representatives of Local Union 1245, International Brotherhood of Electrical Workers, on all matters of employment conditions and employer-employee relations affecting operations and maintenance employees and clerical employees, excluding management and confidential employees as well as professional employees in the police and fire departments.

1.1.1. Commencing with the ratification of this memorandum of understanding, the City proposes to create a Utility Operator career ladder whereby the current positions (5) of Water Operator and Sewer Plant Operator would have an opportunity on a volunteer basis to receive the training and licensing to become a Utility Operator. The Utility Operator position requires a Grade II in water and a Grade II in wastewater and, within one year of promotion, the acquisition of an AWWA Backflow Prevention Testing Certification.

The City will provide free training and licensing. The City is constrained to providing the necessary training of 2080 hours to one employee at a time. Candidates for participation would be determined on the basis of most qualifications completed. Upon classification as a Utility Operator, the employee would receive a commensurate raise in pay. Even though an employee promoted to the Utility Operator position successfully passes the six (6) month probationary period, should he/she not obtain a Certification within the one year specified, a six month extension could be granted after which, failing once again to obtain the Certification, the employee would be returned to his/her former position pursuant to Section 25.3 of this MOU. (Added 7/1/00)

1.2 Local 1245, IBEW, will be permitted to use bulletin boards on City property for the purpose of posting notices of meeting and other official business of Local 1245, IBEW, with the understanding that material derogatory to the City will not be posted.

1.3 Representatives of Local 1245, IBEW, will be permitted access to work locations to confer with City employees on matters of employer-employee relations, but such representatives shall not interfere with work in progress.

1.4 The City shall deduct from their earnings and pay over to the proper officers of Local 1245, IBEW, the membership dues of members of Local 1245, IBEW, who individually and voluntarily authorize such deductions in writing, using the proper form to make such authorization. The authorization form shall be approved by the City and Local 1245, IBEW.

1.5 The City will advise Local 1245, IBEW, of any contemplated actions affecting employment conditions and employer-employee relations prior to proceeding with action in sufficient time that Local 1245, IBEW, may comment thereon.

Item 6.h
134 of 503

1.6 UNION SECURITY
The following provisions shall apply to all employees represented by Local 1245 of the International Brotherhood of Electrical Workers COVERED BY THIS Memorandum of Understanding.

A. Dues: Any employee of the City in a classification represented by Local 1245 who is not on leave of absence may become a member of the Local 1245 and pay Local 1245 membership dues or may voluntarily pay service fees in an amount not to exceed periodic dues and general assessments of Local 1245 . Such amounts shall be determined by Local 1245 and implemented by the City in the first payroll period after receipt of written notification of employee authorization from Local 1245. To the extent required by the Government Code, or otherwise required by state and federal law, the City will rely on the information provided by Local 1245 in processing dues deductions for Local 1245 members. Local 1245 is responsible for providing the City with timely information regarding changes to members’ dues deductions.

B. New Employees & New Employee Orientation: In accordance with applicable state law and Assembly Bill 119 the City shall provide Local 1245 and its designated representatives mandatory access to all new employee orientations of classifications it represents.

1. The City will work with Local 1245 to provide advanced notice, of not less than 10 days, of the new hire orientation so an exclusive representative of Local 1245 will have access to new employee orientations for up to thirty minutes.

2. Local 1245 agrees to provide the City a list of shop stewards/representative(s) that Local 1245 will use for the new hire orientations throughout the year.

3. Once the City notifies Local 1245 of the new employee orientation, Local 1245 will identify which steward/representative will attend the new employee orientation or, alternatively, schedule to meet with the newly hired employee at a time more acceptable to operational needs, but within ten (10) days of hire.

4. Additionally, the City will provide Local 1245 the following information within 30 days of hiring a Local 1245 represented employee: the name, job title, department, work location, work, home, and personal cellular telephone numbers, personal email addresses on file with the employer, and the home address of the new hire.

5. The City will provide Local 1245 with a list of all information for all employees in the bargaining unit every 120 days.

C. Term: The provisions of this Article shall be effective as provided for in the Government Code, or otherwise required by state and federal law.

D. Local 1245, IBEW shall indemnify and hold harmless the City, its officers, agents and employees, individually and collectively, from and against any and all claims, costs, suits, losses, demands, actions, judgments, damages, fees, liabilities, and proceeding of any nature whatsoever arising of, or related to, its enforcement of this Article. (Amended 2019)

1.7 Local 1245 Leadership and Steward Leave Time: Upon the request of Local 1245, and consistent with state law, the City shall grant employees a leave of absence without loss of compensation or Item 6.h
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other benefits to serve as stewards, officers or delegates of the Local 1245, or of any statewide or national employee organization with which the Local 1245 is affiliated.

Local 1245 request may be for full-time, part-time, periodic, or on an intermittent basis, and shall be specified in the request. Requests shall be made at least two weeks in advance and directed to the Human Resources Director or their designee unless otherwise agreed to between the City and Local 1245.

A regular employee appointed or elected to office in the Union which requires all the employee’s time shall be granted a Union Leave of Absence, upon request of Local 1245, for a period not more than two (2) weeks, unless otherwise agreed to by the parties and reduced to writing on a case by case basis. The City shall not unreasonably deny such requests for more than two (2) weeks, however operational needs and staff will be respected should a denial be warranted.

During the leave, the City shall fund the retirement contributions required of the City as an employer and as specified in the MOU. The employee shall earn full-service credit during the leave of absence and shall pay their contributions as specified in the memorandum of understanding or collective bargaining agreement.

Local 1245 shall reimburse the City for all compensation paid to the employee on leave unless otherwise specified by the collective bargaining agreement or memorandum of understanding.

Reimbursement by Local 1245 shall be made within 30 days after receipt of the City’s certification of payment of compensation to the employee.

The leave provided under this section shall be in addition to any leave to which public employees may be entitled by other laws or by the memorandum of understanding or collective bargaining agreement and shall not serve to invalidate any provision of this memorandum of understanding or collective bargaining agreement.

At the conclusion or termination of the leave, the City shall reinstate the employee to the same position and work location held prior to the leave, or, if not feasible, a substantially similar position without loss of seniority, rank, or classification.

The City shall not be liable for any acts committed or omitted, or injuries suffered by the employee which occur during the course and scope of the employee’s leave under this section. If held liable, the Union shall indemnify and hold harmless the City for any such acts.

The Union has no obligation to use leave under this section for an employee and may terminate that leave at any time, for any reason. (Added 2022)
II. HOURS OF WORK, OVERTIME

2.1 Workweek is defined as seven (7) consecutive days, Sunday through Saturday, and except as otherwise provided herein, a scheduled workweek for full-time employees covered by the agreement shall consist of five (5) consecutive eight-hour shifts, Monday through Friday except in accordance with Articles 2.3 and 2.5 below. The Department Head or their designated authority may waive these provisions in emergency situations as determined by the Department Head. (Amended 2022)

2.2 Workday. Employees shall be scheduled to work on regular work shifts, having regular starting and quitting times, which consists of eight (8), nine (9), or ten (10) consecutive hours of work Item 6.h
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except that the day may be interrupted by a lunch break; and as otherwise provided herein. Each Department and Division within each Department: Current Flex schedules as approved by the department, inclusive work week and start times pursuant Article 2.1 through 2.5 with either a 30 minute or 1 hour lunch period as applicable to each Department and Division’s operational needs. (Amended 2022)

2.3 Flex Time. The work schedule for employees or groups of employees may vary for flexible working hours and days upon approval of Local 1245, IBEW, Department Head and City Manager.

Examples of acceptable alternate work schedules include: 5/8, 9/80 and 4/10 models. Such schedules shall not interfere with the City’s operational needs as determined by the City Manager.

The City will not unreasonably withhold approval of such schedules. (Amended 7/1/97, 7/1/10)

2.4.1 Work Schedules. Work schedules, showing the employee’s shifts, workdays, and hours shall be posted on employee bulletin boards. Except for situations where the City determines an emergency exists, or as provided herein the City may:
a) Change the regularly scheduled workday of an employee; (except for employees working out of the Community Services Department – see (c) below) if the change does not require the employee to work before 6:00 AM or after 6:00 PM; provided 10 days’ notice has been given. b) Change the regularly scheduled workday of an employee; (except for employees working out of the Community Services Department – see (c) below) if the change requires the employee to work before 6:00 AM or after 6:00 PM; or change the regularly scheduled workweek only after meeting and conferring with Local 1245, IBEW.
c) For Community Services Department Employees, the regularly scheduled workweek may include shifts on Saturday and Sunday, compensated pursuant 2.12, as needed to meet operational demands, provided ten (10) days’ notice has been given or the employee volunteers to start within the ten (10) days’ notice. New employees may be hired into a workweek that includes shifts on Saturday and Sunday, as long as such changes do not require the employee to work before 5:00 AM or after 10:00 PM. Any changes to the work schedule outside these parameters are to be made only after meeting and conferring with Local 1245, IBEW. (Amended 2022)
d) Change the regularly scheduled work day of an employee for special events as approved through the special event permit process; provided ten (10) days’ notice is given. e) Change the regularly scheduled work day of an employee due to seasonal operational needs; provide ten (10) days’ notice is given and the schedule is maintained for a minimum of two (2) months.
f) The exceptions citied above are not intended to replace scheduled overtime as required for special repairs and/or maintenance projects.

2.5 Overtime. Authorized work performed by an employee in excess of their scheduled workday or workweek shall constitute overtime except as otherwise provided. Examples: (1) time worked in excess of 40 hours per workweek; (2) time worked in excess of 8 hours per work day; (3) time worked outside of regularly scheduled hours on a workday; (4) time worked on a holiday; and (5) time worked on a non-work day.

2.6 Overtime Rate. Authorized overtime work shall be compensated at the rate of one and one-half (1 ½) times the employee’s base rate of pay.

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