Roseville City Council
December 21, 2022

Chapter 1

THE ROSEVILLE HOUSING AUTHRITY FAMILY SELF-SUFFICIENCY

PROGRAM AND THE FSS ACTION PLAN

INTRODUCTION
This chapter provides an overview of the family self-sufficiency (FSS) program and FSS action plan, including the purpose, organization, and required contents of the FSS action plan.

Part I: The Family Self-Sufficiency (FSS) Program and FSS Action Plan: This part provides an overview of the family self-sufficiency program and the purpose of the FSS action plan.

Part II: Requirements of the FSS Action Plan: This part covers action plan requirements, including development, revision, and contents of the action plan. It also contains information on family demographics, which is part of the required contents of the action plan.

PART I: THE FAMILY SELF-SUFFICIENCY (FSS) PROGRAM

AND FSS ACTION PLAN

1-I.A. OVERVIEW OF THE FAMILY SELF-SUFFICIENCY PROGRAM
The origins of the FSS program are in two pilot projects implemented in 1986 and 1990, Project Self-Sufficiency and Operation Bootstrap, respectively. These projects were set up to test self- sufficiency programs for families with housing subsidies, and both demonstrated that families needed essential services to move toward economic self-sufficiency. These services include child care, transportation, medical care, and long-term education and training.

In the wake of the successful demonstration of these projects, family self-sufficiency became one of the initiatives under the Homeownership and Housing Opportunities for People Everywhere (HOPE) program enacted in 1990, and the FSS program was subsequently created under the National Affordable Housing Act the same year.

FSS built upon and refined both Project Self-Sufficiency and the Bootstrap program. It remained a voluntary program in 1991 and 1992 but became mandatory in 1993 for any new increments of funding issued to PHAs. The 1993 regulations were further modified by the Quality Housing and Work Responsibility Act of 1998 (QHWRA). In 2018, expansive changes were made to the FSS program by the Economic Growth, Regulatory Relief, and Consumer Protection Act known as “the Economic Growth Act” or “the Act.”
The purpose of the FSS program is to coordinate housing assistance with public and private resources to enable assisted families to achieve economic self-sufficiency. The purpose and basic requirements of the FSS program are further elaborated upon in Chapter 2.

This family self-sufficiency program is administered by the Roseville Housing Authority for the jurisdiction of the cities of Roseville and Rocklin.

RHA FSS Action Plan 9/27/22

1-I.B. APPLICABLE REGULATIONS
Applicable regulations for Section 8 and public housing FSS programs include:
• 24 CFR Part 5: General Program Requirements
• 24 CFR Part 8: Nondiscrimination
• 24 CFR Part 902: Public Housing Assessment System
• 24 CFR Part 903: Public Housing Agency Plans
• 24 CFR Part 945: Designated Housing
• 24 CFR Part 960: Public Housing Admission and Occupancy Policies • 24 CFR Part 965: PHA-Owned or Leased Projects—General Provisions • 24 CFR Part 966: Public Housing Lease and Grievance Procedures • 24 CFR Part 982: Section 8 Tenant-Based Assistance: Housing Choice Voucher Program • 24 CFR Part 984: Section 8 and Public Housing Family Self-Sufficiency Program

1-I.C. THE FAMILY SELF-SUFFICIENCY ACTION PLAN
The family self-sufficiency (FSS) action plan is required by HUD. The purpose of the FSS action plan is to establish policies for conducting the family self-sufficiency program in a manner consistent with HUD requirements and local goals and objectives contained in the PHA’s Agency Plan. This FSS action plan is a supporting document to the PHA Agency Plan and is available for public review as required by 24 CFR Part 903.

This family self-sufficiency action plan is set forth to define the PHA’s local policies for operation of the program in the context of federal laws and regulations. All issues related to FSS not addressed in this document are governed by such federal regulations, HUD handbooks and guidebooks, notices, and other applicable laws. The policies in this FSS action plan have been designed to ensure compliance with the consolidated ACC and all HUD-approved applications for program funding.

The PHA is responsible for complying with all changes in HUD regulations pertaining to the FSS program. If such changes conflict with this plan, HUD regulations will take precedence.

Administration of the FSS program and the functions and responsibilities of PHA staff shall comply with the PHA’s personnel policy and HUD’s family self-sufficiency regulations, as well as all Section 8 and public housing regulations, in addition to federal, state, and local fair housing laws and regulations.

RHA FSS Action Plan 9/27/22

PART II: REQUIREMENTS OF THE FSS ACTION PLAN

1-II.A. OVERVIEW
A PHA must have a HUD-approved action plan before implementing an FSS program, regardless of whether the FSS program is a mandatory or voluntary program. Further, this action plan must comply with the requirements specified for the plan in the regulations [24 CFR 984.201(a)].

The regulatory requirements dealing specifically with the FSS action plan itself largely involve the development, revision, and required contents of the action plan. This part covers those requirements.

1-II.B. HUD APPROACH TO POLICY DEVELOPMENT
In developing policy for the FSS action plan, PHAs need to be aware of the distinction HUD makes between mandatory and discretionary policies.
• Mandatory policies are those driven by legislation, regulations, current handbooks, notices, and legal opinions.
• Discretionary policies consist of those developed for areas in which the PHA has regulatory discretion, or regarding optional, nonbinding guidance including guidebooks, notices that have expired, and recommendations from individual HUD staff.

HUD expects PHAs to develop policies and procedures that are consistent with mandatory regulations and to make clear the optional policies the PHA has adopted. The PHA’s FSS action plan is the foundation of those policies and procedures for the FSS program. HUD’s directions require PHAs to make policy choices that provide guidance to staff and consistency to program applicants and participants.

Following HUD guidance, even though it is not mandatory, provides a PHA with a “safe harbor.” HUD has already determined that the recommendations and suggestions it makes are consistent with mandatory policies. If a PHA adopts an alternative strategy, it must make its own determination that the alternative approach is consistent with legislation, regulations, and other mandatory requirements. There may be very good reasons for adopting a policy or procedure that is different than HUD’s safe harbor, but PHAs should carefully consider those decisions.

RHA FSS Action Plan 9/27/22

1-II.C. FSS ACTION PLAN DEVELOPMENT AND REVISION
Development of Action Plan [24 CFR 984.201(b) and (c)]
When developing an FSS action plan, a PHA must do so in consultation with the chief executive officer of the applicable unit of general local government and the program coordinating committee (PCC).

For all voluntary or mandatory FSS programs, the PHA must submit its action plan and obtain HUD approval of the plan before it can implement the FSS program. This includes a voluntary program established because the PHA chose to implement an FSS program that exceeds the minimum size for a mandatory program (see Section 2-II.A. for a discussion of mandatory versus voluntary FSS programs).

Single Action Plan [24 CFR 984.201(f)]
PHAs implementing both a Section 8 FSS program and a public or Indian housing FSS program may submit one action plan. In cases where the PHA decides to submit one plan for more than one program, the policies contained in the action plan would apply to both programs.

RHA Policy
RHA is implementing an HCV FSS program only and will submit one action plan.

Revision to the FSS Action Plan [24 CFR 984.201(c)(2)]
Following HUD’s initial approval of the action plan, no further approval of the action plan is required unless the PHA proposes to make policy changes to the action plan, increase the size of a voluntary program, or revise the FSS action plan as needed to comply with changes in HUD regulations. The PHA must submit any changes to the action plan to HUD for approval.

RHA Policy
RHA will review and update the action plan as needed, to reflect changes in regulations, RHA operations, or when needed to ensure staff consistency in operation.

RHA FSS Action Plan 9/27/22

1-II.D. CONTENTS OF THE PLAN [24CFR 984.201(d)]
HUD regulations state that there are several components that must be included in the FSS action plan. At a minimum, the action plan must cover the policies and procedures of the PHA for operation of a local FSS program as follows:
• Family demographics, including a description of the number, size, characteristics, and other demographics such as racial and ethnic data, in addition to the supportive service needs of the families expected to participate in the program. (Chapter 1) • Estimate of participating families, which means the number of families which can reasonably be expected to receive supportive services under the FSS program. (Chapter 2)
• Eligible families from any other local self-sufficiency program who are expected to agree to executing an FSS contract of participation. (Chapter 2) • A statement of the PHA’s FSS family selection procedures, including a description of how the procedures ensure that families are selected without regard to race, color, religion, disability, sex, familial status, or national origin. (Chapter 4) • A description of the incentives that the PHA intends to offer to families to encourage participation in the FSS program (an incentives plan), including the establishment of the escrow account. (Chapter 4)
• Outreach efforts, which include a description of the PHA’s efforts to recruit eligible families, the actions the PHA will take to ensure that both minority and nonminority groups are informed about the FSS program, and how the PHA will make this information known. (Chapter 4)
• A description of the FSS activities and supportive services to be provided by both public and private resources to FSS families, and identification of these public and private resources. (Chapter 4)
• A description of the PHA’s method for identifying family support needs, including how the PHA will identify the needs and deliver the services. (Chapter 4) • A description of the PHA’s policies regarding program termination or withholding of services based on a family’s failure to comply with the FSS contract, and available grievance procedures. (Chapter 5)
• Assurances of noninterference with rights of non-participating families which state that a family’s election to not participate in the FSS program will not affect the family’s admission to the Section 8 or public housing program, nor will it affect their right to occupancy in accordance with its lease. (Chapter 4)
• A timetable for implementation of the FSS program, including the schedule for filling FSS slots with eligible FSS families. (Chapter 2)
RHA FSS Action Plan 9/27/22

• A certification that development of the services and activities under the FSS program has been coordinated with programs under Title I of the Workforce Innovation and Opportunity Act, other relevant employment, childcare, transportation, training, education, and financial empowerment programs in the area, and will continue to be coordinated to avoid duplication of services and activities.

Optional Additional Information [24 CFR 984.201(d)(13)]. • HUD encourages additional information in the action plan that would help to determine the soundness of the PHAs proposed FSS program.

RHA Policy
The RHA will submit additional optional information in this action plan that will help HUD determine the soundness of the proposed FSS program.

This information includes:

Policies related to the modification of goals in the ITSP. (Chapter 5) Policies on the circumstances in which an extension of the contract of participation may be granted. (Chapter 5)
Policies on the interim disbursement of escrow, including any limitations on the use of the funds. (Chapter 6)
Policies regarding eligible uses of forfeited escrow funds by families in good standing. (Chapter 6)
Policies regarding the re-enrollment of previous FSS participants, including graduates and those who exited the program without graduating. (Chapter 4) Policies on requirements for documentation for goal completion. (Chapter 4) Policies on documentation of the household’s designation of the “head of FSS family.” (Chapter 4)
Policies for providing an FSS selection preference for porting families if the RHA elects to offer such a preference. (Chapter 7)
RHA FSS Action Plan 9/27/22

1-II.E. FAMILY DEMOGRAPHICS [24 CFR 984.201(d)(1)]
As part of the required contents of the FSS action plan, family demographics of the Section 8 and public housing program participants serve to provide a description of the number, size, characteristics, and other descriptive data (including racial and ethnic data of those participants).

These data may later be used to help the housing authority and the program coordinating committee (PCC) to identify supportive service needs of the families expected to participate in the FSS program.

RHA Policy

The FSS program will serve the following housing assistance programs: Housing Choice Vouchers (HCV), Project-Based Vouchers (PBV) and Special purpose vouchers, VASH, EHV, and Mainstream.

Section 8 and Public Housing Total
Families
Percent
of Total
All Families
Single 473 66%
Female HOH 497 70%
Male HOH 235 33%
Race
White 625 88%
Black/African American 81 11%
American Indian/Alaska Native 28 4%
Asian 41 6%
Native Hawaiian/Other Pacific
Islander
9 1%
Ethnicity
Hispanic or Latino 90 13%
Not Hispanic or Latino 659 92%
Income
Extremely Low-Income 613 86%
Very Low-Income 73 9%
Low-Income 63 7%
HOH Income from Wages 149 21%
Other Member Income from Wages 37 5%
HOH Income from TANF 35 5%
Other Member Income from TANF 0 0%
HOH Income from SSI 598 84%
Other Member Income from SSI 149 21%
RHA FSS Action Plan 9/27/22

Number of Children
0 593 82%
1-2 84 12%
3-4 46 6%
5 or more 4 1%
Total Number of Family Members
1-2 607 83%
3-4 79 11%
5 or more 41 6%
Persons with Disabilities
HOH Person w/ Disabilities (HUD) 454 64%
Family Members w/ Disabilities 65 9%
. RHA FSS Action Plan 9/27/22

Chapter 2

PURPOSE, SCOPE, AND APPLICABILITY OF THE

FAMILY SELF-SUFFICIENCY PROGRAM

INTRODUCTION
This chapter contains information about the FSS program’s purpose, size, and measurable objectives as well as information on program operation. This includes potential participant demographics, the program timetable, the number of families to be served, and the size of the PHA’s voluntary FSS program. This chapter also contains definitions of the key terms in this FSS action plan.

Part I: The Purpose and Basic Requirements of the FSS program: This part includes a description of the purpose of the FSS program on a national level—its intent, goal, and major strategies.

Part II: The Scope of the FSS program: This part contains information about housing assistance programs eligible to participate in FSS, the size of the PHA’s FSS program, an estimate of participating families, eligible families from other self-sufficiency programs, and eligibility for combined FSS programs.

Part III: Program Operation: This part specifies the requirements for FSS program operation, including voluntary FSS program implementation.

Part IV: The Definitions of Terms Used in the PHA’s FSS program: This section contains both HUD and PHA definitions for terms used in this policy document.

RHA FSS Action Plan 9/27/22

PART I: PURPOSE AND BASIC REQUIREMENTS OF THE FSS PROGRAM

2-I.A. PURPOSE
The purpose of the family self-sufficiency (FSS) program is to promote the development of local strategies to coordinate the use of Section 8 and public housing assistance programs with public and private resources enabling families eligible to receive assistance under these programs to achieve economic independence and self-sufficiency [984.101(a)(1)].

In addition to this broader national goal of the FSS program, the PHA also establishes a local goal consistent with the PHA’s mission statement to serve as a guide for establishing policy and implementing the FSS program.

RHA Policy
RHA’s goal in operating an FSS program is to match housing-assisted families with existing services so that they may reduce their dependency on housing, welfare, and other government subsidies and complete the contract of participation.

2-I.B. PROGRAM OBJECTIVES [24 CFR 984.102]
In order to reach the FSS national program goal, HUD has defined its FSS program objective as to reduce the dependency of low-income families on welfare assistance and on housing subsidies. Under the FSS program, low-income families are provided opportunities for education, job training, counseling, and other forms of social service assistance while living in assisted housing so that they may obtain the education, employment, business and social skills necessary to achieve self-sufficiency. As with the goals of the program, FSS program objectives are defined on the national level through FSS regulation, and on the local level by PHA policy.

RHA Policy
On the local level, RHA will achieve the national program objective by offering low-income families services, or referring low-income families to services that provide education, training, and other forms of support so that families may achieve self-sufficiency as defined in Section 2-I.A. of this document.

2-I.C. BASIC REQUIREMENTS OF THE FSS PROGRAM [24 CFR 984.104] An FSS program established under 24 CFR Part 984 must operate in conformity with the regulations and this FSS action plan (as required in 24 CFR 984.201, provide comprehensive supportive services as defined in 24 CFR 984.103, and operate in compliance with nondiscrimination and equal opportunity requirements. PART II: SCOPE OF THE FSS

PROGRAM
RHA FSS Action Plan 9/27/22

2-II.A. HOUSING-ASSISTED FAMILIES ELIGIBLE TO PARTICIPATE IN FSS The Section 8 and public housing programs through which families are eligible to participate in the FSS program was expanded by the 2018 Economic Growth Act to allow participants in HCV Homeownership, Moderate Rehabilitation, Moderate Rehabilitation Single Room Occupancy, and Family Unification Program (FUP), including the Foster Youth to Independence (FYI) Initiative.

2-II.B. PHAs REQUIRED TO OPERATE AN FSS PROGRAM
Each PHA that received funding for public housing units under the FY 1991 and FY 1992 FSS incentive award competitions must operate a public housing FSS program. Each PHA that received funding for Section 8 rental certificates or vouchers under the combined FY 1991/1992 FSS incentive award competition also must operate a Section 8 FSS program.

In addition, unless the PHA receives an exemption under 24 CFR 984.105, each PHA for which HUD reserved funding (budget authority) for additional rental certificates or vouchers in FY 1993 through October 20, 1998, must operate a Section 8 FSS program. Each PHA for which HUD reserved funding (budget authority) to acquire or construct additional public housing units in FY 1993 through October 20, 1998, must operate a public housing FSS program as well.

Every PHA that was required to administer an FSS program on May 24, 2018 (the enactment date of the Economic Growth, Regulatory Relief, and Consumer Protection Act) must continue to operate that FSS program for the total number of families determined by HUD on that date unless the PHA receives an exception as described in 24 CFR 984.105(d).

Mandatory Minimum Program Size (MMPS) [24 CFR 984.105]
PHAs that are required to operate an FSS program under 24 CFR 984.101 are subject to a minimum program size requirement.

RHA Minimum Program Size
RHA has no mandatory minimum program size requirement and operates a voluntary FSS program.

Maintaining Mandatory Minimum Program Size
Although the discretion to do so ultimately rests with the PHA, mandatory minimum program size can decrease as FSS participants successfully complete the program. Per the regulation, for each family that completes the program by fulfilling its FSS contract of participation on or after May 24, 2018, the mandatory minimum program size for a PHA’s FSS program is reduced by one slot. However, if an FSS slot is vacated by a family that has not completed its FSS contract of participation obligations, the slot must be filled by a replacement family which has been selected in accordance with the FSS family selection procedures [24 CFR 984.105(b)(2)].

RHA Policy
RHA has no mandatory minimum program size requirement and operates a voluntary FSS program.

RHA FSS Action Plan 9/27/22

Option to Operate Larger FSS Program
A PHA may choose to operate an FSS program of a larger size than the minimum required by HUD [24 CFR 984.105(a)(3)].

RHA Policy
RHA has no mandatory minimum program size and operates a voluntary FSS program of 25 families.

Exception to Program Operation [24 CFR 984.105(c)]
The requirement to establish and carry out an FSS program may be waived with approval from HUD. In order to waive the requirement, the PHA must provide a certification to HUD that the establishment and operation of an FSS program is not feasible because of a lack of accessible supportive services funding, a lack of the availability of programs under the Workforce Innovation and Opportunity Act, a lack of funding for reasonable administrative costs, a lack of cooperation by other units of state or local government, or a lack of interest in participating in the FSS program on the part of eligible families.

An exception will not be granted if HUD determines that local circumstances do not preclude the PHA from effectively operating an FSS program that is smaller than the minimum program size.

Reduction in Program Size
Rather than a full exception to program operation, a PHA may also be permitted to operate an FSS program that is smaller than the minimum program size. As with the full exception, HUD may grant the PHA such a partial exception if the PHA provides to HUD a certification that the operation of an FSS program of the minimum program size is not feasible because of a decrease in or lack of accessible supportive services [24 CFR 984.105(d)].

Expiration of Exception
The approval for a full or partial exception to the FSS minimum program size requirement expires five years from the date of HUD approval of the exception. If a PHA seeks to continue an exception after its expiration, the PHA must submit a new request and a new certification to HUD for consideration [24 CFR 984.105(e)].
2-II.C. COOPERATIVE AGREEMENTS [24 CFR 984.106]
A PHA may enter into a Cooperative Agreement with one or more multifamily-assisted housing owners to voluntarily make the PHA’s FSS program available to the owner’s housing tenants.

The Cooperative Agreement must include all the requirements for such agreements found in 24 CFR 984.106 and 24 CFR 887.107.

RHA Policy
The Family Self-sufficiency Program is available to all Housing Choice Voucher applicants.

RHA FSS Action Plan 9/27/22

2-II.D. ESTIMATE OF PARTICIPATING FAMILIES [24 CFR 984.201(d)(2)] The PHA must state the number of eligible FSS families who can reasonably be expected to receive supportive services under the FSS program based on available and anticipated federal, tribal, state, local, and private resources.

RHA Policy
25 eligible FSS families can reasonably be expected to receive supportive services under the FSS program, based on available and anticipated federal, tribal, state, local, and private resources.

2-II.E. ELIGIBLE FAMILIES FROM OTHER SELF-SUFFICIENCY PROGRAMS [24 CFR 984.201(d)(3)]
If applicable, the PHA must enter the number of families, by program type, who are participating in any other local housing self-sufficiency program who are expected to agree to execute an FSS contract of participation.

RHA Policy
RHA does not operate other s elf-sufficiency programs and therefore no additional families from other programs are expected to execute an FSS contract of participation.
2-II.F. ELIGIBILITY OF A COMBINED PROGRAM [24 CFR 984.201(e)] A PHA that wishes to operate a joint FSS program with other PHAs or owners of multifamily- assisted housing may combine its resources with one or more of these entities to deliver supportive services under a joint action plan that will provide for the establishment and operation of a combined FSS program that meets the requirements of this part.

RHA Policy
RHA will combine its resources with Placer County Housing Authority to deliver supportive services under this action plan. This policy provides for the establishment and operation of a combined FSS program with Placer County Housing Authority.

PART III: Program Operation

2-III.A. OVERVIEW
Federal regulations specify requirements for FSS program operation regarding deadlines for program start-up and when the PHA is expected to have attained full enrollment. A timetable illustrating when the PHA intends to meet these deadlines is included as part of the required contents of the action plan.

2-III.B. PROGRAM IMPLEMENTATION DEADLINE
The deadlines for program implementation differ depending on whether the FSS program is voluntary or mandatory.

RHA FSS Action Plan 9/27/22

Voluntary Program [24 CFR 984.301(a)]
There is no deadline for implementation of a voluntary program. However, a voluntary program may not be implemented before the requirements specified in 24 CFR 984.201 have been satisfied (see Sections 1-II.A.–1-II.D.).
2-III.C. TIMETABLE FOR PROGRAM IMPLEMENTATION [24 CFR 984.201(d)(13)] A timetable for implementation of the FSS program is part of the required contents of the FSS action plan.

RHA Policy
RHA will implement the FSS program within one year from the date of approval of either the FSS action plan by the HUD field office, or the FSS funding application by HUD.

RHA will implement its FSS program according to the following timetable:

Activity Month and Date
Establish PCC October 2021
Conduct Program Needs Assessment October 2021
Resource Identification November 2021
Establish Policies Ongoing
Design Service Delivery Ongoing
Develop Administrative Procedures Ongoing
Begin Service Delivery Ongoing
Conduct Outreach Ongoing
Conduct Orientations Ongoing
Conduct Individual Needs Assessment Ongoing
Begin Contracting Ongoing
Complete Contracting Ongoing
RHA FSS Action Plan 9/27/22

PART IV: DEFINITIONS

2-IV.A. DEFINITIONS [24 CFR 984.103]
The terms 1937 Act, fair market rent, HUD, low-income family, public housing, public housing agency (PHA), secretary, and Section 8, as used in this document are defined in the 24 CFR Part 5.

The term very low-income family is defined in 24 CFR 813.102 and 24 CFR 913.102.

The terms used in this document have the following definitions as defined by 24 CFR 984.103 and this family self-sufficiency action plan.

Baseline annual earned income means the FSS family’s total annual earned income from wages and business income (if any) as of the effective date of the FSS contract. When calculating baseline annual earned income, all applicable exclusions of income must be applied, except for any disregarded earned income or other adjustments associated with self-sufficiency incentives that may apply to the determination of annual income.

Baseline monthly rent means 1) the FSS family’s total tenant payment (TTP), as of the effective date of the FSS contract, for families paying an income-based rent as of the effective date of the FSS contract; or 2) the amount of the flat or ceiling rent (which includes the applicable utility allowance), and including any hardship discounts, as of the effective date of the FSS contract.

For families paying a flat or ceiling rent this is as of the effective date of the FSS contract.

Benefits means a government benefit of money or monetary value given to an individual by a federal, state, or local government agency for purposes of financial assistance, including but not limited to, Medicaid, supplemental nutritional assistance program benefits and Social Security, Temporary Assistance for Needy Families, and unemployment compensation benefits.

Benefits cliff means the sudden and often unexpected decrease in public benefits that can occur with a small increase in earnings. When income increases, families sometimes lose some or all economic supports.

Certain interim goals means the family has met all its obligations under the CoP to date, including completion of the ITSP interim goals and tasks to date.

Certification means a written assertion based on supporting evidence, provided by the FSS family or the PHA or owner, which must be maintained by the PHA or owner in the case of the family’s certification, or by HUD in the case of the PHA’s or owner’s certification. These must be made available for inspection by HUD, the PHA or owner, and the public, when appropriate.

In addition, these will be considered accurate unless the Secretary or the PHA or owner, as applicable, determines otherwise after inspecting the evidence and providing due notice and opportunity for comment.

RHA FSS Action Plan 9/27/22

Chief executive officer (CEO) means the CEO of a unit of general local government who is the elected official or the legally designated official having primary responsibility for the conduct of that entity’s governmental affairs.

Contract of participation (CoP) means a contract in a form approved by HUD, entered into between a participating FSS family and a PHA operating an FSS program that sets forth the terms and conditions governing participation in the FSS program. The contract of participation includes all individual training and services plans entered in between the PHA and all members of the family who will participate in the FSS program, and which plans are attached to the contract of participation as exhibits. For additional detail, see 24 CFR 984.303.

Current annual earned income means the FSS family’s total annual earned income from wages and business income (if any) as of the most recent reexamination of income, which occurs after the effective date of the FSS contract. When calculating current annual earned income, all applicable exclusions of income will apply, including any disregarded earned income and other adjustments associated with self-sufficiency incentives or other alternative rent structures that may be applicable to the determination of annual income.

Current monthly rent means either the FSS family’s TTP as of the most recent reexamination of income, which occurs after the effective date of the FSS contract, for families paying an income- based rent as of the most recent reexamination of income; or the amount of the flat rent, including applicable utility allowance or ceiling rent. This amount must include any hardship discounts, as of the most recent reexamination of income, which occurs after the effective date of the FSS contract, for families paying a flat rent or ceiling rent as of the most recent reexamination of income.

Earned income means income or earnings included in annual income from wages, tips, salaries, other employee compensation, and self-employment. Earned income does not include any pension or annuity, transfer payments, any cash or in-kind benefits, or funds deposited in or accrued interest on the FSS escrow account established by a PHA on behalf of a participating family.

Effective date of contract of participation means the first day of the month following the month in which the FSS family and the PHA entered into the contract of participation.

Eligible families for the FSS program means current participants in Section 8, residents of public housing, or residents in multifamily-assisted housing if a Cooperative Agreement exists.

Enhance the effectiveness of the FSS program means a demonstrable improvement in the quality of an FSS program in which the enrollment ratio, escrow balance average, and graduation rate is at or above the national average as measured in HUD’s Composite Scores in FR Notice 11/15/18.

Enrollment means the date that the FSS family entered the contract of participation with the PHA.

RHA FSS Action Plan 9/27/22

Family self-sufficiency program or FSS program means the program established by a PHA within its jurisdiction to promote self-sufficiency among participating families, including the provision of supportive services to these families, as authorized by section 23 of the 1937 Act.

FSS escrow account means the FSS escrow account authorized by section 23 of the 1937 Act.

FSS escrow credit means the amount credited by the PHA to the participating family’s FSS account.

FSS family means a family that receives Section 8 assistance or resides in public housing (section 9), that elects to participate in the FSS program, and whose designated adult member (head of FSS family) has signed the CoP.

FSS family in good standing means an FSS family that is in compliance with their FSS CoP, has either satisfied or are current on any debts owed the PHA or owner, and is in compliance with the regulations in 24 CFR Part 5 regarding participation in the relevant rental assistance program.

FSS-related service program means any program, publicly or privately sponsored, that offers the kinds of supportive services described in the definition of supportive services.

FSS slots refer to the total number of public housing units or the total number of rental vouchers that comprise the minimum size of a PHA’s respective Section 8 and public housing FSS program.

FSS Program Coordinator means the person(s) who runs the FSS program. This may include (but is not limited to) performing outreach, recruitment, and retention of FSS participants; goal setting and case management/coaching of FSS participants; collaborating with the community and service partners; and tracking program performance.

FY means federal fiscal year (starting with October 1, and ending September 30, and designated by the calendar year in which it ends).

Head of FSS family means the designated adult family member of the FSS family who has signed the CoP. The head of FSS family may, but is not required to be, the head of the household for purposes of determining income eligibility and rent.

Individual Training and Services Plan (ITSP) means a written plan that is prepared by the PHA or owner in consultation with a participating FSS family member (the person with for and whom the ITSP is being developed), and which describes the final and interim goals for the participating FSS family member, the supportive services to be provided to the participating FSS family member, the activities to be completed by that family member, and the agreed upon completion dates for the goals, and activities. Each ITSP must be signed by the PHA or owner and the participating FSS family member and is attached to and incorporated as part of the CoP.

An ITSP must be prepared for each adult family member who elects to participate in the FSS program, including the head of FSS family who has signed the CoP.

JTPA means the Job Training Partnership Act (29 U.S.C. 1579(a)) now known as the Workforce Investment Act or WIA
RHA FSS Action Plan 9/27/22

Knowledgeable professional means a person who is knowledgeable about the situation, has training, education, certification, or licensure provided by recognized professional associations and institutions that legitimizes their professional opinion, is competent to render a professional opinion, and is not able to gain, monetarily or otherwise, from the PHA FSS program decision in the area to which they are certifying.

Multifamily-assisted housing, also known as project-based rental assistance (PBRA), means rental housing assisted by a Section 8 Housing Payments Program, pursuant to 24 CFR Parts 880, 881, 883, 884, and 886.

Other costs related to achieving obligations in the contract of participation means any costs necessary to complete an interim goal, a final goal, or tasks related to such in the ITSP.

Owner means the owner of multifamily-assisted housing.

Participating family is defined as FSS family in this section.

Program coordinating committee (PCC) means the committee described in 24 CFR 984.202.

Public housing means housing assisted under the 1937 Act, excluding housing assisted under Section 8 of the 1937 Act.

Section 8 means assistance provided under Section 8 of the 1937 Act (42 U.S.C. 1437f).

Specifically, multifamily-assisted housing, as defined in this section; tenant-based and project- based rental assistance under section 8(o) of the 1937 Act; the HCV homeownership option under section 8(y) of the 1937 Act; Family Unification Program (FUP) assistance under section 8(x) of the 1937 Act; and the Section 8 Moderate Rehabilitation (Mod Rehab) for low-income families and Moderate Rehabilitation Single Room Occupancy (Mod Rehab SRO) for homeless individuals under 24 CFR part 882.

Self-sufficiency means that an FSS family is no longer receiving Section 8, public housing assistance, or any federal, state, or local rent or homeownership subsidies or welfare assistance.

Achievement of self-sufficiency, although an FSS program objective, is not a condition for receipt of the FSS account funds.

Supports means, but is not limited to, transportation, childcare, training, testing fees, employment preparation costs, other costs related to achieving obligations outlined in the CoP, and training for FSS Program Coordinator.

Supportive services mean those appropriate services that a PHA will coordinate on behalf of an FSS family under a CoP. These may include child care of a type that provides sufficient hours of operation and serves an appropriate range of ages; transportation necessary to enable a participating family to receive available services or to commute to their places of employment; remedial education; education for completion of secondary or post-secondary schooling; job training, preparation, and counseling; job development and placement; follow-up assistance after job placement and completion of the contract of participation; substance/alcohol abuse treatment and counseling; training in homemaking and parenting skills; and personal welfare services that include substance/alcohol abuse treatment and counseling, and health, dental, mental health and health insurance services; household management; money management; counseling regarding homeownership or opportunities available for affordable rental and homeownership in the private housing market (including information on an individual’s rights under the Fair Housing Act) and financial empowerment that may include financial literacy, coaching, asset building, RHA FSS Action Plan 9/27/22

money management; and any other services and resources, including case management and reasonable accommodations for individuals with disabilities, that the PHA may determine to be appropriate in assisting FSS families to achieve economic independence and self-sufficiency.

Unit size or size of unit refers to the number of bedrooms in a dwelling unit.

Very low-income family is defined as set out in 24 CFR 813.102 Welfare assistance means (for purposes of the FSS program only) income assistance from federal or state welfare programs and includes only cash maintenance payments designed to meet a family’s ongoing basic needs. Welfare assistance does not include nonrecurrent, short-term benefits that are designed to deal with a specific crisis situation or episode of need, or are not intended to meet recurrent or ongoing needs and will not extend beyond four months; work subsidies (i.e., payments to employers or third parties to help cover the costs of employee wages, benefits, supervision, and training); supportive services such as child care and transportation provided to families who are employed; refundable earned income tax credits; contributions to, and distributions from, individual development accounts under TANF; services such as counseling, case management, peer support, child care information and referral, transitional services, job retention, job advancement and other employment-related services that do not provide basic income support; transportation benefits provided under a Job Access or Reverse Commute project, pursuant to section 404(k) of the Social Security Act, to an individual who is not otherwise receiving assistance; amounts solely directed to meeting housing expenses; amounts for health care; food stamps and emergency rental and utilities assistance; and SSI, SSDI, or social security.
. RHA FSS Action Plan 9/27/22

INTRODUCTION
Chapter 3

PROGRAM ADMINISTRATION
This chapter discusses administrative policies and practices as they are relevant to the activities covered in this plan. The policies and practices are discussed in two parts:

Part I: Staffing, Fees and Costs, and On-Site Facilities: This part describes identifying appropriate staff and contractors to operate the FSS program and provide the necessary direct services to FSS families. In addition, it describes how administrative fees, costs, and supportive services will be funded, and defines the use of on-site facilities.

Part II: The Program Coordinating Committee: This part covers the establishment of a program coordinating committee (PCC), which is a regulatory requirement in all FSS programs other than multifamily housing assistance. It describes required and recommended PCC membership, in addition to the option for an alternative committee.

PART I: STAFFING, FEES AND COSTS, AND ON-SITE FACILITIES 3-I.A. OVERVIEW
Several functions of program administration are crucial to running an FSS program. A PHA may need to employ a program coordinator or decide to contract with another organization to administer the program. In addition to staffing issues, PHAs should understand how program funding and expenses work to keep the program running smoothly. Finally, PHAs need to sort out whether and how to make common areas or unoccupied units available to provide supportive services.

3-I.B. PROGRAM ADMINISTRATION STAFF AND CONTRACTORS
[24 CFR 984.301(b)]
PHAs have the choice between hiring their own staff and contracting with an outside organization to administer their FSS program. If the PHA should choose to employ its own staff, the staffing levels should be appropriate, and may include one or more FSS coordinators. If the PHA chooses to contract with an outside organization, the organization’s staffing levels must likewise be appropriate to establish and administer the FSS program, and whether the organization’s responsibilities would include managing the FSS account in accordance with federal regulations.

RHA Policy
RHA will employ appropriate staff, including one or more FSS coordinators or program coordinators to administer its FSS program. . RHA FSS Action Plan 9/27/22

3-I.C. FSS PROGRAM COORDINATOR RESPONSIBILTIES
Primary Role of the FSS Program Coordinator
The FSS Program Coordinator is responsible for building partnerships with service providers in the community, working with the Program Coordinating Committee (PCC) and local service providers to ensure that FSS program participants are linked to the supportive services they need to achieve self-sufficiency, preparing an Individual Training and Services Plan (ITSP) for the head of the FSS family and each adult member of the FSS family who elects to participate in the FSS program, making certain that the services included in the participants’ CoP are provided on a regular, ongoing, and satisfactory basis, ensuring FSS participants are fulfilling their responsibilities under the CoPs, monitoring progress of participants, and establishing and properly maintaining FSS escrow accounts for eligible families. FSS coordinators may also provide outreach, recruitment, goal setting, case management and coaching for FSS participants, and tracking of FSS program performance.

FSS Program Coordinators funded under the FSS Coordinator Notice of Funding Opportunity (NOFO) may not perform the routine public housing or Section 8 program functions of housing eligibility, leasing, rent calculation, and portability that are funded through Section 8 administrative fees or public housing operating funds unless doing so would enhance the effectiveness of the program. If conducting these functions would enhance the effectiveness of the FSS program, the PHA must seek prior approval from HUD of those enhancements to the FSS program and certify that doing so will neither interfere with the FSS Coordinator’s ability to fulfill their primary role nor be used to balance or fill in for gaps in traditional staffing.

Performance of routine Section 8 or public housing functions for non-FSS families does not enhance the effectiveness of the FSS program and is therefore an ineligible use of FSS funds [2021 FSS NOFO, p. 36].

3-I.D. ADMINISTRATIVE FEES AND COSTS
The Consolidated Appropriations Act of 2014 combined funding streams for the Section 8 and public housing FSS programs. FSS funding is now awarded through one NOFO. Use of this funding is no longer restricted to the applicable program and funding now may be used to serve both Section 8 and public housing FSS participants. Funding for FSS Coordinators salary, benefits, and training as well as limited administrative costs is awarded through a Grant Agreement and disbursed through HUD’s Line of Credit Control System (LOCCS), rather than as an amendment to the PHA’s Annual Contributions Contract (ACC). These funds are separate from other available funds that may be used.

Section 8 FSS Program
In the Section 8 programs, administrative fees are paid to PHAs for HUD-approved costs associated with the operation of an FSS program. These administrative fees are established by Congress and subject to appropriations [24 CFR 984.302(b)].

In addition, administrative fees for HUD-approved costs not specifically related to the operation of the FSS program may be used to cover these costs associated with the administration of FSS [see Notice PIH 93-24 E-7 and E-8].

See 24 CFR 982.152 and PIH 2022-18 for details on the eligible use of administrative fees. . RHA FSS Action Plan 9/27/22

Public Housing FSS Program
For public housing FSS programs, the performance funding system (PFS), provided under section 9(a) of the 1937 Act, provides for the reasonable and eligible administrative costs that the PHA incurs in carrying out the program only when funds have been appropriated. However, a PHA may use other resources for this purpose [24 CFR 984.302(a)].

In other words, the PHA may fund reasonable and eligible administrative costs in the FSS program from the Operating Fund. However, these expenses will only be reimbursed in the operating subsidy when a current appropriations act allows it. In addition, the PHA may fund reasonable and eligible administrative costs from the Capital Fund. Administrative staffing costs may also be funded through HUD or other grant or foundation sources. This includes FSS Coordinator grants when available.

RHA Policy
The RHA will make $75,600 in FSS Grants funds available to provide administrative costs under the Section 8 or public housing FSS program. 3-I.E. SUPPORTIVE SERVICES FEES AND COSTS
Section 8 FSS Supportive Services
In the Section 8 program, the PHA may fund reasonable and eligible FSS supportive service costs in the FSS program from unrestricted net position [see Notice PIH 93-24, E-3].

The PHA may seek additional funds from HUD through submitting grant applications or seek grants from other sources when available.

In addition to unrestricted net position and other grant sources, the FSS forfeited escrow account can fund FSS supportive services. See Section 6-I.E.for eligible supportive services costs.

Public Housing FSS Supportive Services
In public housing, the PHA may fund reasonable and eligible FSS supportive service costs in the FSS program from the Operating Fund. However, the costs of FSS supportive services are only reimbursed through the operating subsidy when appropriations allow it.

FSS public housing supportive services can also be funded through other HUD grants or related government and foundation grants, when available.

RHA Policy
The RHA will make $75,600 in FSS Grants funds available to provide administrative costs under the Section 8 or public housing FSS program. 3-I.F. USE OF FORFEITED ESCROW ACCOUNTS FUNDS
In addition to Section 8 unrestricted net assets, public housing operating funds, and other grant sources, the FSS forfeited escrow account funds must be used for the benefit of FSS participants, which includes supports and other costs for FSS participants in good standing. HUD does not provide an exhaustive list of these supports. However, the supports include, but are not limited to, transportation, childcare, training, testing fees, employment preparation costs, and other costs related to achieving obligations outlined in the contract of participation as well as training for FSS Program Coordinators.
. RHA FSS Action Plan 9/27/22

3-I.F. USE OF FORFEITED ESCROW ACCOUNTS FUNDS
In addition to Section 8 unrestricted net assets, public housing operating funds, and other grant sources, the FSS forfeited escrow account funds must be used for the benefit of FSS participants, which includes supports and other costs for FSS participants in good standing. HUD does not provide an exhaustive list of these supports. However, the supports include, but are not limited to, transportation, childcare, training, testing fees, employment preparation costs, and other costs related to achieving obligations outlined in the contract of participation as well as training for FSS Program Coordinators.

RHA Policy
The RHA will use forfeited escrow accounts for support and other costs for FSS participants in good standing when funds requested are needed to complete an interim goal or task in the ITSP and are not ongoing expenses or if the family can demonstrate that the need for one-time payment of otherwise ongoing expenses such as rent, utilities, telephone, cell phone, pager, car payments, car maintenance, insurance, or childcare is needed to complete an interim goal, a final goal, or a task related to such goals in the ITSP.

The RHA will use forfeited escrow accounts for training provided to FSS Coordinators.

The RHA will define supports as defined in 24 CFR 984.305(f)(2)(i)(A) as transportation, childcare, training, testing fees, employment preparation costs, other costs related to achieving obligations outlined in the CoP, and training for FSS Program Coordinator(s)
The RHA will define other costs related to achieving obligations in the CoP as any costs necessary to complete an interim goal, a final goal, or tasks related to such in the ITSP as defined in 24 CFR 984.305(f)(2)(i)(A) as transportation, childcare, training, testing fees, employment preparation costs, other costs related to achieving obligations outlined in the CoP, and training for FSS Program Coordinator(s).

The RHA will define necessary to complete as meaning that no other resources are available in the community either because such a resource is non-existent or that resources are utilized above capacity and agencies cannot, for an indetermined period, provide such a resource.

The R HA will provide funds from the forfeited escrow account to FSS participants in good standing before requiring the participant to use an “interim” disbursement from their current escrow account so long as:

The funds requested are needed to complete an interim goal or task within the CoP and are not ongoing expenses; or
If the family has demonstrated that the need for one-time payment of otherwise ongoing expenses such as rent, utilities, telephone, cell phone, pager, car payments, car maintenance, insurance, or childcare is needed to complete an interim goal, a final goal, or a task related to such goals. . RHA FSS Action Plan 9/27/22

The RHA will prioritize requests for funds from forfeited escrow accounts initially on a first come first served basis based on the date and time of the request. After that order is established, while still preserving the first come first served basis, the RHA will apply the following priorities:

RHA’s Priority 1: Funds to meet a goal in the ITSP that is necessary to further education, training, and employment goals in the ITSP including childcare, transportation, and medical costs if the lack of any of these prevents completion of the education, training, and employment.

3-I.G. ON-SITE FACILITIES
Each PHA may, subject to the approval of HUD, make available and utilize common areas or unoccupied dwelling units in public housing projects to provide supportive services under an FSS program. This includes using such areas for participants in a Section 8 FSS program.

RHA Policy
RHA will make the offices of Placer County Employment Services and the Business Network Advantage available to provide supportive services under the housing choice voucher FSS program.

PART II: PROGRAM COORDINATING COMMITTEE

3-II.A. OVERVIEW
As another integral part of FSS program administration, each participating PHA must establish a program coordinating committee (PCC) whose functions will be to assist the PHA in securing commitments of public and private resources for the operation of the FSS program within the PHA's jurisdiction, including assistance in developing the action plan and in implementing the program [24 CFR 984.202(a)].

The PCC must consist of specific members, which are dependent upon whether the PHA is operating Section 8, public housing, or multifamily assisted housing FSS programs. In addition to these required members, the PCC may also include additional members recommended by regulation.

3-II.B. PROGRAM COORDINATING COMMITTEE MEMBERSHIP
Required PCC Membership [24 CFR 984.202(b)(1)]
The PCC required members consist of representatives of the PHA, including at least one FSS Program Coordinator, and one or more participants from each HUD rental assistance program (Section 8, public housing, or multifamily assisted housing) served by the PHA’s FSS program.

RHA Policy
RHA representatives to the program coordinating committee will be the HCV FSS Housing Technician and housing supervisor.
. RHA FSS Action Plan 9/27/22

Assistance in Identifying Potential PCC Members [24 CFR 984.202(b)(1)] The PHA may seek assistance from area-wide, city-wide, or development-based resident councils, the resident management corporation, or the Resident Advisory Board, in identifying potential PCC members.

RHA Policy
The PHA will seek assistance in identifying potential members of the PCC from area-wide, city-wide, and development-based resident councils, the resident management corporation, or the Resident Advisory Board.

Recommended PCC Membership [24 CFR 984.202(b)(2)]
Membership on the PCC also may include representatives of the unit of general local government served by the PHA, local agencies (if any) responsible for carrying out employment training programs or programs funded under the Workforce Innovation and Investment Act, and other organizations, such as other state, local, or tribal welfare and employment agencies, public and private education or training institutions, child care providers, nonprofit service providers, private business, and any other public and private service providers with resources to assist the FSS program.

RHA Policy
RHA’s FSS program coordinating committee membership will include leadership from the following organizations:

RHA Policy
RHA’s FSS program coordinating committee membership will include leadership from the following organizations:

Placer County Employment Services
Placer County Business Advantage
Network Sierra College
Golden Sierra
Roseville Adult School
Placer County
Housing
3-II.C. ALTERNATIVE PCC COMMITTEE [24 CFR 984.202(c)]
It is also possible for the PHA, in consultation with the chief executive officer of the unit of general local government served by the PHA, to use an existing entity as the PCC, if the membership of the existing entity consists or will consist of the individuals required by regulation (See section 3-II.B. above).

RHA Policy
RHA will not utilize an existing entity as its program coordinating committee. . RHA FSS Action Plan 9/27/22

EXHIBIT 3-1: CHART FOR DETERMINING PCC MEMBERSHIP

Support Service
General
Support Service
Specific Source/Partner Local Sources/Partners

Assessment
Vocational
Assessment
Educational
Assessment
Vocational Planning
Educational Planning
Disability
Assessment
Disability Vocational
Assessment/Planning
Disability
Educational
Assessment/Planning
Drug/Alcohol
Assessment
Drug/Alcohol
Planning
Adult Basic
Education-
Career Center
Community
College
Community
Based
Organizations
Career Center
Vocational
Rehabilitation
Health
Department
Career Center
Community-
based
Organizations
Placer School for Adults, Roseville
Adult School
Placer County Employment
Services, Golden Sierra,
Sierra College, Los Rios
Community College District
Department of Rehabilitation, Sierra
College and Los Rios Community
College District
Disability Services and Programs for
Students DSPS), Veteran's
Administration
Vocational Rehabilitation and
Employment (VR&E)
Adult System of Care (ASOC)
Substance Use Services
Education High School
English as a Second
Language GED
Post-secondary
College
High School
Adult Basic
Education
Community
College
University
Placer School for Adults, Roseville
Adult School
Sierra College, Los Rios
Community College District
Sacramento State
Training
Skills Training
Emerging
Technologies
Training
Biomedical Training
On-the-Job Training
Functional Context
Training
Adult Basic
Education
Community
College
University
Community-
based
Organizations
Workforce
Investment
Placer School for Adults, Sierra
College, Los Rios Community
College District
Sacramento State
Sierra College Mechatronics,
Golden Sierra, Placer County
Employment Services
Career Technical Education-Sierra
College, North State Building
Industry
. RHA FSS Action Plan 9/27/22

Job Search
Assistance
Resume Preparation
Interviewing Skills
Dress for Success
Workplace Skills Job
Development Job
Placement
Adult Basic
Education
Community
College
University
Community-
based
Organizations
Workforce
Investment
Placer County Employment
Services, Golden Sierra, Department
of Rehabilitation, EDD, Veteran's
Services, Veteran's Administration,
Roseville Adult School, Placer
School for Adults, Sierra College,
Los Rios Community College
District, Assistance League of
Greater Placer
Renew Boutique, Placer County
Employment Services New World of
Work
Placer County Business Advantage
Network
Transportation

Bus
Train/Trolley

Metropolitan
Transit
Placer County Transit, Roseville
Transit, Auburn Transit, Tahoe Area
Rapid Transit (TART)
Amtrak

Health Care

Alcohol and Drug
Prevention
Alcohol and Drug
Treatment
HMO
Health
Department
Community
Clinic
General Hospital
Adult System of Care-Alcohol and
Drug Services Screening Clinics,
Granite Wellness
Individual Health plans and medical
providers
Mentoring Mentoring Match Adult Basic
Education
Community
College
Workforce
Investment Act
Youth Programs
Community-
based
Organizations
CASA
California Mentor
Big Brothers and Brig sister of the
greater Sacramento Area
Placer ARC
Micro and Small
Business
Development
Training
Planning
Technical Assistance
Mentoring
Microbusiness
Assistance
Program
Small Business
Administration
Business
Incubator
Placer Business Resource Center,
SCORE, Small Business
Administration, SBDC
. RHA FSS Action Plan 9/27/22

Homeownership Training
Planning
Debt Resolution
Public
Housing
Authority
Housing
Counseling
Organization
Community-
based
Organizations
Placer County Community
Development and Resource Agency
Safe Credit Union
Destiny Community Center
Child Care Infant Care
Toddler Care
Preschool Care
Afterschool Care
Homework
Assistance
Child Care
Resource
Parks and
Recreation
Placer County Office of
Education KidzCount
(HeadStart)
Discovery Club, Auburn Recreation
District City of Rocklin, City of
Roseville
Boy and Girls Club

Crisis Services

Crisis Assessment
Crisis Intervention
Crisis
Management
Crisis Resolution
Crisis Team
Senior
Crisis Team
Poison Center
Domestic
Violence Shelter
Placer County Health and Human
Services Community Mobile Crisis
Triage (MCT/PBMCT)
ASOC Adult Crisis and Intake
https://www.calpoison.org
1-800-222-1222, Stand Up Placer,
Tahoe Safe Alliance

Child/Adult
Protective
Services
Needs Assessment
Case Planning
Information Referral
Crisis Management
Senior Services
Adult Services
In-home Support
Services
Adult Abuse
Hotline
Senior Peer Counseling-Beautiful
Minds Wellness-530.883.8466
Adult Protective Services-24 Hour
Confidential Hotline: 916-787-8860
or 1-888-886-5401
In-home Support Services
Child Abuse
Hotline
Foster Care
Adult Abuse Hotline -Adult Crisis &
Intake 24 -Hour Phone Line at 916-
787-8860 or 1- 888-886-5401
Adoption
Services
Child Abuse Hotline -Child Abuse
Hotline- Children's Mental Health
Services 24 -Hour Hotline: 916- 872-
6549, Toll Free: 866-293-1940
Foster Care-Child Welfare Services
Adoption Services
. RHA FSS Action Plan 9/27/22

Legal Services Representation
Document
Review Counsel
or Advice
ACLU
Legal Aid
Legal Services of Northern California
Project Sentinel
Debt Resolution Needs Assessment
Case Planning
Advocacy
Negotiation
Consumer Credit
Counselors
www.consumer.ftc.gov/articles/0153-
choosing-credit-counselor
RHA FSS Action Plan 9/27/22
4-1
Chapter 4

SELECTING AND SERVING FSS FAMILIES
Chapter 4

SELECTING AND SERVING FSS FAMILIES

INTRODUCTION
FSS regulations require that the PHA include in its action plan a statement indicating how it will select families for participation in the FSS program. This includes outreach, waiting list management, and other selection procedures. When followed, the PHA’s selection procedures ensure that families will be selected without regard to race, color, religion, sex, handicap, familial status, or national origin.

Once selected for participation in the FSS program, families are to be provided various activities and supportive services so that they may obtain the education, employment, business, and social skills necessary to achieve self-sufficiency. A description of such activities and supportive services is also a requirement of the FSS action plan.

This chapter contains three parts:

Part I: Incentives, Outreach, and Assurance of Noninterference: This part describes the incentives the PHA will offer and the outreach efforts the PHA will use to encourage participation and recruit eligible families for the FSS program and contains the required assurance of noninterference with the rights of nonparticipating families.

Part II: Family Selection: This part covers whether the PHA will use preferences for family selection and which preferences the PHA will employ if they choose to do so. In addition, this part describes the selection factors the PHA will use in screening families for participation in the FSS program.

Part III: Activities and Support Services: This part lists the activities and supportive services to be provided to families through both public and private resources, describes the method the PHA will use to identify family support needs, and covers the required certification of coordination.

PART I: INCENTIVES, OUTREACH, and Assurance of Noninterference

4-I.A. OVERVIEW
The FSS program offers incentives such as the FSS escrow account, case management, coaching, and other supportive services that not only encourage participation, but also help families achieve self- sufficiency. In addition to encouraging program participation through such incentives, PHAs also conduct outreach to recruit FSS participants from among eligible families. As part of this process, families need to know that their choice as to whether to participate in the FSS program will not affect their admission to the Section 8 or public housing programs, nor will it affect their right to occupancy. This part describes the PHA’s policies regarding these issues, all of which are required aspects of the FSS action plan.

RHA FSS Action Plan 9/27/22
4-2
4-I.B. INCENTIVES FOR PARTICIPATION [24 984.201(d)(5)]
By regulation, the FSS action plan must include a PHA’s incentives plan—a description of the incentives that the PHA intends to offer eligible families to encourage their participation in the FSS program. The incentives plan provides for the establishment of the FSS escrow account and any other incentives designed by the PHA.

RHA Policy
The RHA will offer the following services, as needed to complete obligations in the contract, to its FSS participants as incentives to participate in FSS.

Incentive Provided By Description
FSS escrow account RHA The escrow account is a savings account set up by RHA. The money deposited is a direct result of the
participant’s increased contribution to their rent due
to an increase in earned income after joining FSS.

Case management FSS Coordinator In addition to developing an ITSP in coordination with the participant, the FSS Coordinator will
provide case management, and connect participants
to services, resources and information needed to
achieve their goals.

Information and
referrals to
services
FSS Coordinator The FSS Coordinator will connect participants with information, referrals, and connections to
services such as childcare, transportation,
education, job training and employment
counseling, credit repair and budgeting.

Educational
workshops
Employment
Services/Busines
s Advantage
Network
Job readiness, resume, cover letters, interviewing
skills, job search, job retention, financial Planning,
career change, introductory computer classes
RHA FSS Action Plan 9/27/22
4-3
4-I.C. OUTREACH EFFORTS [24 CFR 984.201(d)(6)(i)(ii)]
In addition to offering incentives for FSS participation, PHAs also conduct outreach to recruit more FSS participants from eligible families. The FSS action plan must include a description of these efforts to recruit FSS participants, including notification and outreach, the actions the PHA will take to assure that both minority and nonminority groups are informed about the FSS program, and how the PHA will make this information known.

RHA Policy
RHA will notify eligible families about the FSS program using the following outreach locations, activities, methods, and languages, where appropriate. These points of contact and methods have been selected to ensure that both minority and nonminority groups are informed about the FSS program.

Location/Activity Staff/Partner Method Language
Briefings/Orientations RHA Staff Flyer
Presentation
English and
Spanish, with
interpreters
available as
needed
Recertifications RHA Staff Flyer
Posters
Presentation
Referral Form
English and
Spanish, with
interpreters
available as
needed
Transfers/Portability RHA Staff Flyer
Posters
Presentation
Referral Form
English and
Spanish, with
interpreters
available as
needed
Lobby RHA Staff Flyer
Posters
Referral Form
English and
Spanish, with
interpreters
available as
needed
Misc. Outreach PHA Staff Flyer
Posters
Cold Calls
English and
Spanish, with
interpreters
available as
needed
RHA FSS Action Plan 9/27/22
4-4
Location/Activity Staff/Partner Method Language
Inspections RHA Staff
Inspector
Flyer
Presentation
English and
Spanish, with
interpreters
available as
needed
PHA Website
Social Media
RHA Staff Video
Presentation
English and
Spanish, with
interpreters
available as
needed
FSS Newsletter RHA Staff Flyers
Facebook Page
English and
Spanish, with
interpreters
available as
needed

4-I.D. ASSURANCE OF NONINTERFERENCE WITH THE RIGHTS OF
NONPARTICIPATING FAMILIES [24 CFR 984.201(d)(10)]
A family’s housing assistance or admission into assisted housing should never depend on whether they choose to participate in the FSS program, and PHAs need to make this known as part of the recruitment process. For this reason, the PHA’s action plan must include an assurance that a family’s decision to not participate in the FSS program will not affect the family’s admission to the Section 8 or public housing programs, nor will it affect the family’s right to occupancy in accordance with the lease.

RHA Policy
Participation in the FSS program is strictly voluntary. Section 8 participants and public housing residents will be notified in all literature and media presentations related to the FSS program that should they decide not to participate in the FSS program, it will not affect their Section 8 or public housing. This material will also specify that the family will retain the right to occupancy according to their lease and family obligations contract.

PART II: FAMILY SELECTION

4-II.A. OVERIVEW
The FSS action plan is required to contain a statement indicating the procedures for selecting families for FSS program participation, including a description of how the PHA will do so without regard to race, color, religion, sex (including actual or perceived gender identity), familial status, or national origin. This part describes these procedures, considering whether the PHA will use preferences for family selection and which preferences the PHA will employ if they choose to do so, in addition to defining the factors the PHA will use in screening families for program participation.

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4-II.B. FSS SELECTION PREFERENCES
As part of the process for selecting families for participation in the FSS program, the PHA may choose whether to employ the use of preferences. If the PHA so chooses, it has the option of giving a selection preference for up to 50 percent of its FSS program slots to eligible families who have one or more family members currently enrolled in an FSS-related service program or who are on the waiting list for such a program. Such a preference may be further limited to participants in and applicants for one or more specific eligible FSS-related service programs.

Should the PHA choose to adopt such a preference, it would need to include the following information in its action plan:
• The percentage of FSS slots, not to exceed 50 percent of the total number of FSS slots for each of its FSS programs, for which it will give a selection preference • The FSS related service programs to which it will give a selection preference to the programs’ participants and applicants
• The method of outreach to and selection of families with one or more members participating in the identified programs [24 CFR 984.203(a)]
A PHA may wish to adopt additional selection preferences as well [Notice PIH 93-24].

RHA Policy
RHA will not adopt the use of preferences when selecting families for participation in the FSS program.

The PHA may use either of the following to select among applicants on the FSS waiting list with the same preference status [24 CFR 984.203(b)]:
• Date and time of application to the FSS program; or
• A drawing or other random choice technique.

RHA Policy
RHA will use the date the family expressed an interest in participating in the FSS program to fill the FSS slots.

4-II.C. SELECTION FACTORS
Many factors contribute to whether a PHA may choose to select a family for participation in the FSS program. These selection factors can help the PHA screen families for admission, and ultimately contribute to the PHA’s decision to either allow or deny a family’s admission into the FSS program.

Motivation Selection Factors [24 CFR 984.203(d)(1)]
A PHA may screen families for interest and motivation to participate in the FSS program provided that the factors utilized by the PHA are those which solely measure the family’s interest and motivation to participate in the FSS program. For this reason, PHAs must only apply motivational screening factors that are permissible under the regulations.

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Permissible Motivation Selection Factors
Permitted motivational factors include requiring attendance at FSS orientation sessions or pre- selection interviews or assigning certain tasks indicating the family’s willingness to undertake the obligations that may be imposed by the FSS contract of participation. However, any tasks assigned should be readily accomplishable by the family based on the family members’ educational level, abilities, or disabilities, if any. Reasonable accommodations must be made for individuals whose disability (mobility, manual, sensory, speech impairments, mental, or developmental disabilities) creates a barrier to accomplishing the tasks [24 CFR 984.203(d)(2)].

RHA Policy
RHA will screen families for interest and motivation to participate in the FSS program by assigning a meeting or workshop which is the same type of meeting or workshop for each family. RHA will only use the fact that the family attended as a screening factor, even if tasks or exercises are not completed in the meeting. In addition, if the family needs either childcare or transportation to be able to attend, or requests an accommodation for a disability, RHA will either refer the family to available services or exempt the family from this screening factor.

Prohibited Motivation Selection Factors
Prohibited motivational screening factors include the family’s educational level, educational or standardized motivational test results, previous job history or job performance, credit rating, marital status, number of children, or other factors, such as sensory or manual skills, and any factors which may result in discriminatory practices or treatment toward individuals with disabilities or minority or nonminority groups [24 CFR 984.203(d)(3)].

Other Selection Factors
In addition to motivational screening, the PHA may also wish to screen families for the following additional factors.

PHA Debt Selection Factor
The PHA may deny FSS participation to a family if the family owes the PHA, or another PHA, money in connection with Section 8 or public housing assistance [Notice PIH 93-24, B-18].

RHA Policy
RHA will deny FSS participation to a family if the family owes RHA, or another PHA, money in connection with HCV or public housing assistance. Families that owe money to a PHA who have entered into a repayment agreement and are current on that repayment agreement will not be denied FSS participation.

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Unavailable Support Services Selection Factor
If the PHA determines, after consulting with the family, that a missing service is essential to the family’s needs, the PHA may skip that family (and other similar families) and offer the FSS slot to the next family for which there are available services [Notice PIH 93-24, B-8].

RHA Policy
RHA may skip a family for which a service is unavailable that is essential to the family’s needs and offer the FSS slot to the next family for which there are available services.

Previous Participation Selection Factor
A PHA may refuse to select a family for participation in the FSS program a second time if that family previously participated unsuccessfully (i.e., the family participated, did not meet its FSS obligations, and was terminated from the FSS program) [Notice PIH 93-24, B-14].

RHA Policy
RHA will not refuse to select a family for participation in the FSS program a second time if that family previously participated and did not complete. RHA will refuse to select a participant/family who previously completed a FSS COP successfully. 4-II.D. SELECTION OF HEAD OF HOUSEHOLD
Each eligible family that is selected to participate in an FSS program must enter a contract of participation with the PHA. There will be no more than one contract at any time for each family.

There may be an ITSP for as many members of the family who wish to participate. The contract shall be signed by a representative of the PHA and the head of FSS family, as designated by the family. This head of FSS family does not have to be the same as the official head of household for rental assistance purposes [24 CFR 984.303(a)].

RHA Policy
The RHA will meet with the family and detail the obligations, rights, and privileges that pertain to the FSS head of household and require each adult family member to certify their agreement as to their designated head of the FSS family. These certifications will be a permanent part of the FSS family’s record and will be updated with each change of head of household.

PART III: ACTIVITIES AND SUPPORT SERVICES

4-III.A. OVERVIEW
Once families are admitted to the FSS program, the PHA becomes responsible for making sure these families are adequately served. The purpose of the family self-sufficiency (FSS) program is to promote the development of local strategies to coordinate the use of Section 8 and public housing assistance programs with public and private resources, to enable families eligible to receive assistance under these programs to achieve economic independence and self-sufficiency.

As such, upon selection, families are matched with the appropriate activities and supportive services so that they may obtain the education, employment, and business and social skills necessary to achieve self-sufficiency. This is a vital element of the FSS program. The PHA must make a good faith effort to replace the obtained services from another agency.

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4-III.B. METHOD OF IDENTIFYING FAMILY SUPPORT NEEDS
[24 CFR 984.201(d)(8)]
Before a PHA can determine the services and activities it will provide to FSS families, it must identify the services and activities appropriate to each family. The action plan must contain a description of how the program will identify the needs of FSS families and deliver the services and activities according to these needs.

RHA Policy
Supportive services needs are identified by completion of a needs assessment with the FSS coordinator or case manager.
4-III.C. FSS ACTIVITIES AND SUPPORT SERVICES DESCRIPTION [24 CFR 984.201(d)(7)]
As part of the required contents of the action plan, PHAs must both describe the activities and supportive services to be provided by public and private resources to FSS families and identify the public and private resources that are expected to provide the supportive services.

Of course, this task assumes that the PHA has first identified the needed activities and supportive services.

RHA Policy
RHA’s FSS program, through its partners on the program coordinating committee, will provide the following activities and support services to FSS families:

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Support Service
General
Support Service
Specific
Source/Partner Local/Sources/Partner

Assessment

Vocational Assessment
Educational
Assessment
Vocational Planning
Educational Planning
Disability Assessment
Disability Vocational
Assessment/Planning
Disability Educational
Assessment/Planning
Drug/Alcohol
Assessment
Drug/Alcohol Planning
Adult Basic
Education-
Career Center
Community College
Community Based
Organizations
Career Center
Vocational
Rehabilitation
Health Department
Career Center
Community- based
Organizations
Placer School for Adults,
Roseville Adult School
Placer County
Employment Services,
Golden Sierra,
Sierra College, Los
Rios Community
College District
Department of
Rehabilitation, Sierra
College and Los Rios
Community College District
Disability Services and
Programs for Students
DSPS), Veteran's
Administration
Vocational Rehabilitation
and Employment (VR&E)
Adult System of Care
(ASOC) Substance Use
Services

Education
High School
English as a Second
Language GED
Post-secondary
College

High School Adult
Basic Education
Community College
University
Placer School for Adults,
Roseville Adult School
Sierra College, Los
Rios Community
College District
Sacramento State

Training

Skills Training
Emerging Technologies
Training
Biomedical Training
On-the-Job Training
Functional Context
Training

Adult Basic Education
Community College
University
Community-based
Organizations
Workforce
Innovation/American Job
Centers
Placer School for
Adults, Sierra College,
Los Rios Community
College District
Sacramento State
Sierra College
Mechatronics,
Golden Sierra, Placer
County Employment
Services
Career Technical
Education-Sierra College,
North State Building
Industry
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Job Search
Assistance

Resume Preparation
Interviewing Skills
Dress for Success
Workplace Skills
Job Development
Job Placement

Adult Basic Education
Community College
University
Community-based
Organizations
Workforce
Innovation/American Job
Centers
Placer County
Employment Services,
Golden Sierra,
Department of
Rehabilitation, EDD,
Veteran's Services,
Veteran's Administration,
Roseville Adult School,
Placer School for Adults,
Sierra College, Los Rios
Community College
District, Assistance
League of Greater Placer
Renew Boutique, Placer
County Employment
Services New World of
Work
Placer County Business
Advantage Network

Transportation

Bus
Train/Trolley

Metropolitan Transit
Placer County Transit,
Roseville Transit, Auburn
Transit, Tahoe Area Rapid
Transit (TART)
Amtrak

Health Care
Alcohol and Drug
Prevention
Alcohol and Drug
Treatment
HMO
Health Department
Community Clinic
General Hospital
Placer County Transit,
Roseville Transit, Auburn
Transit, Tahoe Area
Rapid Transit (TART)
Amtrak

Child Care

Infant Care
Toddler Care
Preschool Care
Afterschool Care
Homework Assistance

Child Care Resource
Parks and Recreation
Placer County
Office of
Education
KidzCount
(HeadStart)
Discovery Club, Auburn
Recreation District City of
Rocklin, City of Roseville
Boy and Girls Club
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Financial
Literacy

Financial Education
Financial Coaching
Debt Resolution
Credit Repair
Adult Basic Education
Community College
University
Community-based
Organizations
Literacy Support
Council/Placer County
Placer County Welfare
Offices

Legal Services
Representation
Document Review
Counsel or Advice
ACLU
Legal Aid
Legal Services of Northern
California
Project Sentinel

Child/Adult
Protective
Services

Needs Assessment
Case Planning
Information Referral
Crisis Management

Senior Services
Adult Services
In-home Support Services
Adult Abuse Hotline
Child Abuse Hotline
Foster Care
Adoption Services
Senior Peer Counseling-
Beautiful Minds
Wellness-530.883.8466
Adult Protective
Services-24 Hour
Confidential Hotline:
916-787-8860 or 1-
888-886-5401
In-home Support Services
Adult Abuse Hotline -
Adult Crisis & Intake 24 -
Hour Phone Line at 916-
787-8860 or 1-888-886-
5401
Child Abuse Hotline -Child
Abuse Hotline - Children's
Mental Health Services 24 -
Hour Hotline: 916-872-
6549, Toll Free: 866-293-
1940
Foster Care-Child Welfare
Services Adoption Services

Crisis Services

Crisis Assessment
Crisis Intervention
Crisis Management
Crisis Resolution

Crisis Team
Senior Crisis Team
Poison Center
Domestic Violence Shelter
Placer County Health and
Human Services
Community Mobile Crisis
Triage (MCT/PBMCT)
ASOC Adult Crisis and
Intake
https://www.calpoison.org
1-800-222-1222,
Stand Up Placer, Tahoe
Safe Alliance
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Mentoring

Mentoring Match
Adult Basic Education
Community College
Workforce Investment Act
Youth Programs
Community-based
Organizations
CASA
California Mentor
Big Brothers and Brig sister
of the greater Sacramento
Area
Placer ARC

Debt Resolution
Needs Assessment
Case Planning
Advocacy
Negotiation

Consumer Credit
Counselors
https://www.consumer.ftc.g
ov/articles/0153-choosing-
credit-counselor

Micro and
Small Business
Development
Training
Planning
Technical Assistance
Mentoring
Microbusiness Assistance
Program
Small Business
Administration
Business Incubator
Placer Business Resource
Center, SCORE, Small
Business Administration,
SBDC

Homeownership

Training
Planning
Debt Resolution
Public Housing Authority
Housing Counseling
Organization
Community-based
Organizations
Placer County
Community
Development and
Resource Agency
Safe Credit Union
Destiny Community Center

Individual
Development
Accounts

Match Savings
Accounts
Distribution of IDA
Funds
Public Housing Authority
TANF
Office of Community
Services in DHHS
Office of Refugee
Resettlement
Beginner Farmers and
Ranchers
Community-based
Organizations
Placer County Welfare
Offices
Safe Credit Union
Placer County Credit
Bureaus
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4-III.D. CERTIFICATION OF COORDINATION [24 CFR 984.201(D)(12)] The FSS action plan is required to contain a certification that the development of the activities and services under the FSS program has been coordinated with the JOBS program (now Welfare to Work under TANF), the programs under title I of the Workforce Innovation and Opportunity Act,, and any other relevant employment, child care, transportation, training, and education programs in the applicable area. The implementation of the FSS program’s activities and services must continue to be coordinated as such to avoid duplication of activities and services.

RHA Policy
The RHA certifies that its FSS program has developed its services and activities in coordination with programs under Title I of the Workforce Innovation and Opportunity Act, Workforce Investment Board and American Job Centers (also known as Workforce Centers or One Stop Career Centers), and any other relevant employment, child care, transportation, training, and education programs in the applicable area. The implementation of these activities and services will continue to be coordinated in this manner to avoid duplication of activities and services.

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Chapter 5

CONTRACT OF PARTICIPATION

INTRODUCTION
Each family that is selected to participate in an FSS program must enter into a contract of participation with the PHA. This contract, which is signed by the head of the FSS family, sets forth the principal terms and conditions governing participation in the FSS program, including the rights and responsibilities of the FSS family and of the PHA, the services to be provided to the head of the FSS family and each adult member of the family who elects to participate in the program, and the activities to be completed by them. The contract also incorporates the individual training and services plan [24 CFR 984.303].

This chapter contains two parts:

Part I: Overview and Family Obligations: This part provides an overview of the form and content of the contract of participation and describes what the contract requires of FSS families.

Part II: Contract Specifications: This part explains the specifications of the contract, including terms and conditions, contract modification, contract terminations, and grievance procedures.

PART I: OVERVIEW AND FAMILY OBLIGATIONS
5-I.A. OVERVIEW
The purpose of the FSS contract of participation is to set forth the principal terms and conditions governing participation in the FSS program, including the incorporation of the individual training and services plan (ITSP) as part of the contract’s required contents. The ITSP is meant to establish goals the FSS family will meet along the family’s way to completing the contract and becoming self-sufficient. In addition to the goals specified in the ITSP, the contract also lists the responsibilities of the family and the PHA. This part covers the ITSP as part of the required contents of the contract of participation, and the family’s obligations under the contract.

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5-I.B. CONTENTS OF THE CONTRACT OF PARTICIPATION
Individual Training and Services Plan
There will only ever be one FSS contract of participation (CoP) at any time for each FSS family.

As part of the required contents of the FSS contract of participation (CoP), the individual training and services plan (ITSP) establishes specific interim and final goals by which the PHA and the family measure the family’s progress toward fulfilling its obligations under the contract of participation and becoming self-sufficient. Interim and final goals will differ depending on the family’s individual needs. Regulations require the establishment of a final goal that includes both employment for the head of the FSS family and independence from welfare assistance for all family members regardless of age.

Interim Goals [24 CFR 984.303(b)(2)]
PHAs must work with each participant to establish realistic and individualized goals and may not include additional mandatory goals or mandatory modifications of the two mandatory goals.

Individual Training and Service Plans for Other than FSS Head [24 CFR 984.103] An individual training and services plan is required for the head of the FSS family and all adults choosing to participate. ITSPs must be prepared for each adult family member participating.

ITSPs are prepared by the PHA, in consultation with the participating family member [Notice PIH 93-24, G-16.
5-I.C. FAMILY OBLIGATIONS
Compliance with Lease Terms [24 CFR 984.303(b)(3)]
One of the obligations of the FSS family according to the contract of participation is to comply with the terms and conditions of the Section 8 or public housing lease.

Inability to comply with the lease represents an inability to comply with the contract, therefore regulations regarding noncompliance with the FSS contract apply [see 24 CFR 984.303(b)(5)]. It is up to the PHA to determine the plan of action for FSS families found in noncompliance with the lease and how the PHA will precisely define the term comply with the lease. All considerations allowed for other assisted residents regarding violations of the lease, must also be allowed for FSS participants.

RHA Policy
Comply with the lease means the FSS family has not been evicted for repeated or serious violations of the lease; or if they have been evicted for serious or repeated violations of the lease, the family has prevailed in either the grievance hearing or the informal hearing process. RHA’s FSS program will not terminate the FSS contract of participation for failure to comply with the terms of the lease.

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Employment Obligation [24 CFR 984.303 (b)(4)]
Another obligation set forth by the contract of participation is for the head of the FSS family to seek and maintain suitable employment during the term of the contract and any extension.

Although other members of the FSS family may seek and maintain suitable employment during the term of the contract, it is only a requirement for the head of the FSS family.

The obligation for the head of the FSS family to seek employment is defined in the regulatory language as meaning that the head of the FSS family has searched for jobs, applied for employment, attended job interviews, and has otherwise followed through on employment opportunities. However, this definition still leaves room for policy decisions on the part of the PHA because it does not define the level of activity involved in “seeking.” There is no regulatory definition of maintain suitable employment. For this reason, it is up to the PHA to define the term. However, there can be no minimum period of time that the head of the FSS family must work.

With the agreement of the FSS family member, the PHA makes a determination of what it means to maintain suitable employment based on the skills, education, and job training of the FSS head of household, receipt of other benefits of the family member, and the available job opportunities within the jurisdiction served by the PHA. This means that the PHA must consult with the family member and agreement must be reached as to what maintain suitable employment is for that family member [24 CFR 984.303 (b)(4), Notice PIH 93-24, G-3].

RHA Policy
For purposes of the RHA’s FSS program, seek employment means the head of household has applied for employment, attended job interviews, and otherwise followed through on employment opportunities as outlined in the individual training and services plan of their contract of participation.

Maintain suitable employment is employment, on the last day of the contract that is outlined in the individual training and service plan and is based on the skills, education, job training, and receipt of other benefits of the head of the FSS family.

The RHA will require verification of this employment or enrollment. 5-I.D. CONSEQUENCES OF NONCOMPLIANCE WITH THE CONTRACT
Consequences apply for families who do not meet the terms and conditions of the contract. The regulations require that the contract of participation specify that if the FSS family fails to comply, without good cause, with the terms and conditions of the contract (including compliance with the Section 8 or public housing lease), the PHA may:
• Withhold supportive services
• Terminate the family's participation in the FSS program PHAs are not permitted to terminate a family’s housing assistance due to the family’s failure to meet its obligations under the contract of participation [24 CFR 984.101(d)].

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RHA Policy
The contract of participation (CoP) will be terminated before the expiration of the contract term if the participant fails to meet, without “good cause,” their obligations as outlined in the CoP. If the participant fails to meet its obligations outlined in the CoP, the FSS coordinator, or their designee, will first meet with the family to reassess the need for supportive services or a change in the individual training and services plan (ITSP).

If a reassessment of supportive services and a change in the ITSP is not successful in bringing the family in to compliance, the FSS coordinator will reassess the need for, and availability of, supportive services and refer the participant to a knowledgeable professional for a formal assessment of the challenges leading to the noncompliance.

The FSS Coordinator will use this formal assessment to identify and refer to resources that remove the challenge so the participant is able to meet their obligations outlined in the CoP.

Finally, if neither of these alternatives is successful, the FSS coordinator will terminate the CoP for failure to complete the tasks, interim goals, or final goals of the ITSP in a timely manner, and thus failure to complete the obligations outlined in the CoP.

The FSS coordinator will make an exception to the actions in terminating the CoP if the participant can, with the assistance of the FSS Coordinator, demonstrate “good cause” for the failure to meet its obligations as outlined in the CoP.

For purposes of the RHA FSS program, good cause includes circumstances beyond the control of the FSS family:

Family circumstances
Death in the family
Serious illness
Medical emergency
Mandatory court appearances
Involuntary loss of employment
Loss of head of household through death, incarceration, or removal from lease
Change in the ITSP improving progress toward economic self- sufficiency
Community circumstances
Significant reduction in workforce (over 20 percent reduction in employment field)
Significant interruption in service delivery (over 3 months interruption)
Provider noncompliance with regulation
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Provider unable or unwilling to provide service
Provider offering inferior service
Active pursuit of a current or additional self-sufficiency goal Resolution of a barrier to employment
Completion of a college degree or technical training
Completion of a work-related certification
Credit repair towards homeownership readiness
Part II: Contract Specifications

5-II.A. OVERIVEW
In addition to making clear the family’s obligations under the program, the contract of participation contains specific terms and conditions, including those governing contract modifications, terminations, and grievance procedures. This part describes those specifications and associated policy.

5-II.B. CONTRACT TERM [24 CFR 984.303(c)]
The initial term of the CoP will run from the effective date through the five-year anniversary of the first reexamination of income that follows the execution date. The CoP will go into effect on the first day of the month following the execution of the CoP.

Contract Extension [24 CFR 984.303(d)]
While the term set forth in the contract of participation is for five years, contract extensions are available. According to regulation, PHAs must for “good cause” extend the term of the contract for a period not to exceed two years for any FSS family that requests an extension of the contract in writing or verbally. The family’s written or verbal (documented by the FSS Coordinator) request for an extension must include a description of the need for the extension. Good cause means circumstances beyond the control of the FSS family, as determined by the PHA, such as a serious illness or involuntary loss of employment (further defined by PHA policy in Section 5-I.D.). Extension of the contract of participation will entitle the FSS family to continue to have amounts credited to the family’s FSS account.
5-II.C. MODIFICATION OF THE CONTRACT
The contract of participation (CoP) may be modified, as long as the PHA and the FSS family mutually agree to modify it. This includes modifications in writing with respect to the individual training and services plans (ITSPs), the contract term (See Section 5-II.B. above), and designation of the head of the family [24 CFR 984.303(f)]. The conditions under which the PHA will modify the contract are set forth in the policy below.

RHA Policy
In the RHA’s FSS program, the CoP will be modified by mutual agreement between the RHA and the FSS head of household:

When modifications to the ITSP improve the participant’s ability to complete their obligations in the CoP or progress toward economic self- sufficiency.

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When the actual end date of the CoP is determined by the effective date of the FSS family’s first reexamination changes the end date of the CoP.

When the designated head of the FSS family ceases to reside with other family members in the assisted unit, and the remaining family members, designate another family member to be the FSS head of household and receive escrow funds.

When an FSS family moves to the jurisdiction of a receiving PHA that does not have an FSS program and the family may not continue participation in the FSS program, and modification of the FSS contract will allow the family to complete the contract and receive an escrow disbursement or terminate the contract with escrow disbursement.
5-II.D. COMPLETION OF THE CONTRACT
By regulation, the contract of participation is considered to be completed when the head of household is employed and the FSS family has fulfilled all of its obligations under the contract of participation, including all family members’ ITSPs, on or before the expiration of the contract term, including any extension thereof.

Policies on verifying completion of the contract of participation can be found in Section 6-I.C. of this action plan.

5-II.E. TRANSITIONAL SUPPORTIVE SERVICE ASSISTANCE
Even after a family has completed the contract of participation, a PHA may continue to offer appropriate FSS supportive services to a former completed FSS family. If the family still resides in Section 8 or public housing, these supportive services would be offered for becoming self- sufficient. If the family no longer resides in Section 8 or public housing, these supportive services would be offered for becoming self-sufficient or remaining self-sufficient. Transitional services for families who no longer reside in Section 8 or public housing, may only be offered using sources that are not HUD funds or HUD restricted funds [24 CFR 984.303(j)].

RHA Policy
RHA will not continue to offer supportive services to a former FSS family who has completed its contract of participation, and whose head of family is employed.
5-II.F. TERMINATION OF THE CONTRACT
Termination of the Contract with Escrow Distribution [24 CFR 984.303(k)] The contract of participation will be terminated with escrow distribution before the expiration of the contract term, during any extension of the contract, or at end of the term of the contract if all obligations under such have not been met, when:
• Services that the PHA and the FSS family have agreed are integral to the FSS family’s advancement towards self-sufficiency are unavailable, as described in Section 5-II.H. of this Action Plan. This type of termination is also referred to as “nullification” in the FSS regulations at 24 CFR 984.

FSS Action Plan 7/1/22 Page 5-7
• The head of the FSS family becomes permanently disabled and unable to work during the period of the contract, unless the PHA and the FSS family determine that it is possible to modify the contract to designate a new head of the FSS family; or • An FSS family in good standing moves outside the jurisdiction of the PHA (in accordance with portability requirements at 24 CFR 982.353) for good cause and continuation of the CoP after the move or completion of the CoP prior to the move is not possible. PHAs must be consistent in their determinations of whether a family has good cause for a termination with FSS escrow disbursement.

Termination of the Contract without Escrow Distribution [24 CFR 984.303(h)] The contract of participation may be terminated before the expiration of the contract term and any extension of the contract by the following:
• Mutual consent of the parties
• Failure of the FSS family to meet its obligations under the contract of participation without good cause, including in a Section 8 FSS program the failure to comply with the contract requirements because the family has moved outside the jurisdiction of the PHA • The family’s withdrawal from the FSS program
• Such other act as is deemed inconsistent with the purpose of the FSS program • Operation of law
RHA Policy
The COP will be terminated before the expiration of the contract term, and any extension thereof, for any of the following reasons:

Mutual consent of the parties
Failure of the FSS family to meet its obligations under the contract of participation without good cause
In an HCV FSS program, failure to comply with the contract requirements because the family has moved outside the
jurisdiction of RHA without continued assistance under
portability
Family’s withdrawal from the FSS program
Such other act as is deemed inconsistent with the
purpose of the FSS program
Operation of law
The head of the FSS family becomes permanently disabled and other family members will not participate in FSS as the head of the FSS family.

In a Section 8 FSS program, failure to comply with the contract requirements because the family has moved outside the jurisdiction of the PHA under portability without continued FSS participation.

FSS Action Plan 7/1/22 Page 5-8

If the FSS family faces termination due to failing to meet, without good cause, its obligations under the CoP, the PHA will follow the relevant policy specified in Section 5-I.D. of this action plan.

Note: If the family is unable to meet the requirements of the contract of participation because essential services are not available, the contract tis nullified, not terminated.

In addition, the` contract of participation is automatically terminated if the family’s Section 8 assistance is terminated in accordance with HUD requirements [24 CFR 984.303(h)]. 5-II.G. OPTION TO WITHHOLD SUPPORTIVE SERVICE [24 CFR 984.303(b)(5)(i)] As touched upon in Section 5-I.D. of this action plan, the PHA has the option to withhold supportive services or the FSS family’s participation in the FSS program if the PHA determines that the FSS family has failed to comply without good cause with the requirements of the contract of participation.

PHAs are not permitted to terminate Section 8 assistance to a family due to the family’s failure to meet its obligations under the contract of participation [24 CFR 984.101(d)].

5-II.H. PHA OBLIGATION TO MAKE GOOD FAITH EFFORT TO REPLACE UNAVAILABLE SUPPORT SERVICES [24 CFR 984.303(e)]
PHA s must make an extensive good faith effort to replace services that community agencies either cannot or will not provide. If all of the steps below are exhausted without the provision of an integral service, the contract of participation can be ended ahead of time as a result. This, however, should only occur as a last resort. The PHAs good faith effort must be demonstrated by taking the following steps:
• If a social service agency fails to deliver the supportive services pledged under an FSS family member’s individual training and services plan (ITSP), the PHA must make a good faith effort to obtain these services from another agency.
• If the PHA is unable to obtain the services from another agency, the PHA must reassess the family member’s needs and determine whether other available services would achieve the same purpose.
• If other available services would not achieve the same purpose, the PHA shall determine whether the unavailable services are integral to the FSS family’s advancement or progress toward self-sufficiency.
• If the unavailable services are not integral to the FSS family’s advancement toward self- sufficiency, the PHA must revise the ITSP, delete these services, and modify the contract of participation to remove any obligation on the part of the FSS family to accept the unavailable services.
• If the unavailable services are determined to be integral to the FSS family’s advancement toward self-sufficiency (which may be the case if the affected family member is the head of the FSS family), the PHA shall terminate the contract of participation and follow the requirements in Section 5-II.F. of this Action Plan.

FSS Action Plan 7/1/22 Page 5-9
Termination of the contract of participation based on unavailability of supportive services shall never be grounds for termination of Section 8 or public housing assistance. 5-II.I. GRIEVANCE PROCEDURES
When adverse action is taken by the PHA against a family, the PHA is required to provide a grievance hearing in the public housing program, or an informal hearing in the Section 8 program [24 CFR 966 subpart B, 24 CFR 982.554].

According to regulatory requirements, the FSS action plan must contain the grievance and hearing procedures available for FSS families against whom the PHA has taken adverse action with regards to FSS [24 CFR 984.201(d)(9)].

RHA Policy
The grievance and informal hearing procedures for the FSS program will be the same as the grievance and hearing procedures adopted for the housing choice voucher program in RHA’s administrative plan (see pages 16-9 to 16-19).

Adverse actions taken within the FSS program include:

Denial of admission into the FSS program
Denial of request for supportive services
Denial of request to change the ITSP
Denial of request to change the head of household
Denial of request for interim disbursement of the escrow account Denial of request to complete the CoP
Denial of a request for extension to the FSS CoP
Denial of request for either interim or final distribution of escrow account Withholding of support services
Termination of the FSS CoP
Termination of the HCV Rental Assistance
Denial of request for termination with escrow
Denial of transitional services
. RHA FSS Action Plan 9/27/22

INTRODUCTION
Chapter 6

ESCROW ACCOUNT
The establishment of an escrow account is offered as a support and financial incentive to families for participation in the FSS program. Generally, under this incentive, the amount of an increase in family rent resulting from an increase in earned income is escrowed. That is, usually a family’s rent or share of the rent goes up when the family experiences an increase in earned income. In the FSS program, this is still the case, and the part of the rent representing the increase is deposited into an account as an escrow credit. The funds from this escrow account then become available to FSS families upon successful completion of their contracts of participation and may become available earlier at the housing authority’s option.

This chapter explains how the FSS escrow account works, including calculating the amount of the escrow credit, disbursing the funds, and the proper way for the PHA to manage and report on the account.

This chapter contains two parts:

Part I: The Escrow Account: This part provides an overview of how the escrow account works, including calculating the escrow credit and disbursing the funds upon completion of the contract of participation.

Part II: Escrow Fund Accounting and Reporting: This part describes the requirements for managing the escrow account, including both accounting and reporting requirements.

PART I: THE ESCROW ACCOUNT

6-I.A. OVERVIEW
As an integral incentive to the FSS program, it is especially important to have clear-cut policy spelling out how the escrow account works. This includes policy regarding the calculation of the FSS credit amount, the disbursement of FSS account funds, the use of account funds for homeownership, and forfeiture of the FSS escrow account.

6-I.B. CALCULATING THE FSS CREDIT AMOUNT
Determination of Baseline Annual Earned Income and Baseline Monthly Rent When determining the family’s baseline annual earned income and the baseline monthly rent amounts for purposes of computing the FSS escrow credit, the PHA must use the amounts on the family’s most recent income reexamination in effect.

For purposes of determining the FSS credit, baseline monthly rent for families paying an income-based rent is the family’s Total Tenant Payment (TTP) as of the most recent reexamination of income, which occurs after the effective date of the FSS contract.

For families in public housing who are paying either flat or ceiling rent, family rent is the amount of the flat rent (including the applicable utility allowance) or ceiling rent (including any hardship . RHA FSS Action Plan 9/27/22

discounts) as of the most recent reexamination of income, which occurs after the effective date of the FSS contract [24 CFR 984.103(b)].

Determination of the Escrow Credit
To calculate the FSS credit, the PHA must accurately determine the family’s baseline earned income and baseline monthly rent and compare those figures with the family’s current earned income and current monthly rent. The FSS credit is the lesser of 30 percent of one-twelfth or 2.5 percent of the amount by which the family’s current annual earned income exceeds the family’s baseline annual earned income; or the increase in the family’s monthly rent. The increase in the family’s monthly rent is the lower of either the amount by which the family’s current monthly rent exceeds the family’s baseline monthly rent, or for Section 8 families, the difference between the baseline monthly rent and the current gross rent (i.e., rent to owner plus any utility allowance) or the payment standard, whichever is lower [24 CFR 984.305(b)(2)].

Determination of Escrow Credit for Families Who Are Not Low Income FSS families who are not low-income families are not entitled to any FSS credit [24 CFR 984.305(b)(2)].

Increases in FSS Family Income [24 CFR 984.304]
As described in the FSS credit calculations above, any increases in family earned income resulting in increases in family rent are deposited in the escrow account. For this reason, and because of the nature of the FSS account, any increase in the earned income of an FSS family during its participation in an FSS program may not be considered as income or an asset for purposes of eligibility of the FSS family for other benefits, or amount of benefits payable to the FSS family, under any other program administered by HUD.

Cessation of FSS Credit [24 CFR 984.305(b)(4)]
The PHA will not make any additional credits to the FSS family’s FSS account when the family has completed the contract of participation, when the contract of participation is terminated, when the family is not low-income, or during the time a Section 8 family is in the process of moving to a new unit.
6-I.C. DISBURSEMENT OF FSS ACCOUNT FUNDS
Disbursement Before Completion of Contract
The PHA may at its sole option disburse FSS account funds before completion of the contract if the family needs a portion of the funds for purposes consistent with the contract of participation and the PHA determines that the FSS family has fulfilled certain interim goals established in the contract of participation. These interim disbursements could include using the funds to assist the family in meeting expenses related to completion of higher education (e.g., college, graduate school) or job training, or to meet start-up expenses involved in creation of a small business [24 984.305(c)(2)(ii)].

RHA Policy
RHA will disburse a portion of the FSS escrow account funds before completion of the COP when the family has met all its obligations under the COP to date, including the completion of all ITSP interim goals and tasks to date, and:
. RHA FSS Action Plan 9/27/22

Requested funds are needed in order to complete an interim goal or task within the COP and are not ongoing expenses.

OR
The family has demonstrated that the need for one-time payment of otherwise ongoing expenses such as rent, utilities, telephone, cell phone, car payments, car maintenance, insurance, or childcare is needed to complete an interim goal, a final goal, or a task related to such goals.

Disbursement at Completion of Contract [24 CFR 984.305(c)(1) and 24 984.305(c)(2)(i)] When the contract has been completed, at or before the expiration date, according to regulation, the amount in the FSS account in excess of any amount the FSS family owes to the PHA will be paid to the head of the FSS family. To receive the disbursement, the head of the FSS family must submit a certification (as defined in 24 CFR 984.103) to the PHA at the time of contract completion that, to the best of his or her knowledge and belief, no member of the FSS family is a recipient of welfare assistance.

Disbursement at Contract Termination [24 CFR 984.305(c)(3)] The PHA must disburse to the family its FSS escrow account funds in excess of any amount owed to the PHA when the contract has been terminated in certain circumstances. These circumstances include services are not available to the family that the PHA and the FSS family have agreed are integral to the FSS family’s advancement towards self-sufficiency, when the head of the FSS family becomes permanently disabled and unable to work during the period of the contract (unless the PHA and the FSS family determine that it is possible to modify the contract to designate a new head of the FSS family), or when an FSS family moves outside the jurisdiction of the PHA and continuation of the CoP after the move is not possible according to the regulations. In circumstances where a family is not able to continue in FSS after the move, it is also possible for the PHA and the family to determine if the contract can be modified to make completion and receipt of the escrow monies, possible. PHAs must be consistent in their determinations of whether a family has good cause for a termination with FSS escrow disbursement.

Verification of Family Certification at Disbursement
The PHA must verify that the family has met the requirements of either interim, final, or termination of contract with escrow. Interim disbursement may only occur after the family has completed certain interim goals and funds are needed to complete other interim goals. Final disbursement can only occur after the family has completed the contract of participation and all members are welfare-free as defined by regulation. Disbursement at contract termination only occurs if the family circumstances involve an integral missing service, the disability of the FSS head of household, or an FSS family porting out of the jurisdiction of the PHA and HUD regulations do not allow continuation of the FSS contract. In each of these circumstances, it follows that the PHA may require verification for the completion of interim goals or the contract of participation.

At interim disbursement and before final disbursement of the FSS account funds to the family, the PHA must verify that the FSS family is no longer a recipient of welfare assistance by requesting copies of any documents which may indicate whether the family is receiving any welfare assistance, and by contacting welfare agencies [24 CFR 984.305(c)(4)]. . RHA FSS Action Plan 9/27/22

HUD provides verification guidance in Notice PIH 2018-18. This guidance is mandatory for the Section 8 and public housing programs. The PHA’s Administrative Plan or ACOP must contain verification policies following the hierarchy in this notice. The policies contained in the PHA’s ACOP and Administrative Plan cover verification policies related to the FSS program in general.

However, determining the need for interim disbursements may require more clarification as to what constitutes an acceptable third-party source.

RHA Policy
The RHA will require verification that the FSS family has completed certain interim goals, has completed the contract of participation, has met the requirements for termination with disbursement of escrow and that the FSS family is no longer a recipient of welfare assistance, as relevant, before making interim and final disbursements.

The RHA will follow HUD’s verification hierarchy set forth in Notice PIH 2018-18 to make these verifications, including the guidance therein regarding documentation. However, the RHA will use a knowledgeable professional as a third- party source to verify the need for interim disbursements.

Succession to FSS Account [24 CFR 984.305(d)]
FSS account funds should be disbursed to the head of the FSS family. However, if the head of the FSS family no longer resides with the other family members in Section 8 or public housing, the remaining members of the FSS family, after consultation with the PHA, have the right to designate another family member to receive the funds.
6-I.D. USE OF FSS ACCOUNT FUNDS FOR HOMEOWNERSHIP
According to regulation, a Section 8 or public housing FSS family may use their the final distribution of FSS account funds for the purchase of a home, including the purchase of a home under one of HUD’s homeownership programs, or other federal, state, or local homeownership programs, unless the use is prohibited by the statute or regulations governing the particular homeownership program [24 CFR 984.305(e)].

Homeownership is just one option for use of the FSS account funds. PHAs may not restrict the use of escrow funds at contract completion [Notice PIH 93-24, C-13].

6-I.E. USE OF FORFEITURE OF FSS ACCOUNT FUNDS
Amounts in the FSS account will be forfeited when the contract of participation is terminated without escrow disbursement, or when the contract of participation is completed by the family (see Section 5-II.D. of this action plan) but the FSS family is receiving welfare assistance at the time of expiration of the term of the contract of participation, including any contract extension [24 CFR 984.305(f)(1)].

Use of forfeited escrow accounts is described in detail in Section 3-I.F. of this FSS Action Plan.

Treatment of Forfeited FSS Account Funds
FSS escrow account funds forfeited by the FSS family must be used by the PHA for the benefit of the FSS participants. These funds may only be used for support for FSS participants in good standing. These supports include transportation, childcare, training, testing fees, employment . RHA FSS Action Plan 9/27/22

preparation costs, and other costs related to achieving obligations outlined in the CoP; or training for FSS Program Coordinator(s). Forfeited FSS escrow accounts may not be used for salary and fringe benefits of FSS Program Coordinators, general administrative costs of the FSS program, for housing assistance payments (HAP) expenses or public housing operating funds.

Part II: Escrow Fund Accounting and Reporting

6-II.A. OVERVIEW
Regulations set forth specific requirements involving the accounting and reporting for the FSS escrow account. This part describes those requirements and the PHA policy necessary for managing the account from the PHA perspective.

6-II.B. ACCOUNTING FOR FSS ACCOUNT FUNDS
When establishing FSS escrow accounts, the PHA must deposit the FSS account funds of all families participating in the PHA’s FSS program into a single depository account for each (Section 8 or public housing) program. These funds are determined at each reexamination after the effective date of the contract and must be deposited each month to each family’s subsidiary line item in the PHAs escrow account. In addition, the funds held in this account must be invested in one or more of the HUD-approved investments [24 CFR 984.305].

RHA Policy
RHA will credit the amount of the FSS credit(s) to each family’s account on a quarterly basis.

Crediting the Escrow Account [24 CFR 984.305(a)(2)(i)]
The total of the combined FSS account funds will be supported in the PHA accounting records by a subsidiary ledger showing the balance applicable to each FSS family. During the term of the contract of participation, the PHA must credit the amount of the FSS credit (see Section 6-I.B.) to each family’s FSS account every month.

Proration of Investment Income [24 CFR 984.305(a)(2)(ii)] Because the FSS account funds are to be invested, the investment income for those funds in the FSS account will also need to be credited to each family’s account subsidiary line item. By regulation, these funds are to be prorated and credited to each family’s FSS account based on the balance in each family’s FSS account at the end of the period for which the investment income is credited.

RHA Policy
Each quarter the full amount of the investment income for funds in the housing choice voucher FSS account will be prorated and credited to each family’s subsidiary line item after the deduction of unpaid rent and other amounts due under the HCV-assisted lease.

Reduction of Amounts Due by FSS Family [24 CFR 984.305(a)(2)(iii)] If the FSS family has not paid the family contribution towards rent, or other amounts, if any, due under the public housing or Section 8 lease, the balance in the family’s FSS account shall be reduced by that amount (as reported by the owner to the PHA in the Section 8 FSS program) at . RHA FSS Action Plan 9/27/22

the time of final disbursement of FSS escrow funds. If the FSS family has underreported income after the baseline annual income is set, the amount credited to the FSS account will be based on the income amounts originally reported by the FSS family.

If the FSS family is found to have under-reported income in the reexamination used to set the baseline, the escrow for the entire period of the CoP will be recalculated using the correct income to set the baseline and then calculate subsequent escrow amounts. 6-II.C. REPORTING ON THE FSS ACCOUNT
Each PHA must make a report, at least once annually, to each FSS family on the status of the family’s FSS account.

At a minimum, the report must include [24 CFR 984.305(a)(3)]:
• The balance at the beginning of the reporting period
• The amount of the family’s rent payment that was credited to the FSS account, during the reporting period
• Any deductions made from the account for amounts due the PHA before interest is distributed
• The amount of interest earned on the account during the year • The total in the account at the end of the reporting period RHA Policy
The RHA will provide FSS participants an annual statement on the status of their FSS escrow account.

RHA FSS Action Plan 9/27/22

INTRODUCTION
Chapter 7

PORTABILITY IN SECTION 8 FSS PROGRAMS
PHAs operating Section 8 FSS programs must be familiar with the rules and regulations regarding portability under the Section 8 program. As with the case of portability in the Section 8 program in general, the FSS family may move outside the initial PHA jurisdiction under portability procedures after the first 12 months of the FSS contract of participation [24 CFR 984.306].

In the event that an FSS family chooses to exercise portability, certain special requirements regarding the FSS program would apply. This chapter describes the obligations of the initial PHA, the receiving PHA, and the FSS family under portability, in addition to any special stipulations regarding portability in the FSS context.

This chapter contains two parts:

Part I: Portability in the FSS Program: This part provides a general overview of portability in the FSS program, including the residency requirements for FSS portability and management of the contract of participation when a family moves into or from another PHA’s jurisdiction.

Part II: The Effects of Portability on FSS Regulations and Policy: This part describes the specific ways in which portability affects different aspects of the FSS program, including the escrow account, program termination, loss of the FSS account, and termination of Section 8 program assistance.

PART I: PORTABILITY IN THE FSS PROGRAM

7-I.A. OVERVIEW
Portability is a statutory feature of the Section 8 program—it is included in the law. As such, PHAs operating an Section 8 FSS program need to understand the effects that portability will have on Section 8 FSS families and program operation. This part provides a general overview of portability in the FSS program, including the residency requirements for FSS portability and management of the contract of participation when a family moves into or from another PHA’s jurisdiction.
. RHA FSS Action Plan 9/27/22

7-I.B. DEFINITIONS
For the purposes of portability with regards to the FSS program, the following definitions will be used [24 CFR 982.4, 24 CFR 984.306].
• Initial PHA means both:

1. A PHA that originally selected a family that later decides to move out of the jurisdiction of the selecting PHA; and

2. A PHA that absorbed a family that later decides to move out of the jurisdiction of the absorbing PHA.
• Receiving PHA means a PHA that receives a family selected for participation in the tenant- based program of another PHA. The receiving PHA either absorbs the family into its program, including issuing a voucher and providing rental assistance to the family, or bills the initial PHA for the family’s housing assistance payments and the fees for administering the family’s voucher.
• Relocating FSS Family refers to an FSS family that moves from the jurisdiction of a PHA at least 12 months after signing its contract of participation.

7-I.C. RESIDENCY REQUIREMENTS
Families participating in a Section 8 FSS program are required to lease an assisted unit within the jurisdiction of the PHA that selected the family for the FSS program for a minimum period of 12 months after the effective date of the contract of participation. However, the initial PHA may approve a family’s request to move outside its jurisdiction under portability during this period if the move is in accordance with the regulations at 24 CFR 982.353 [24 CFR 984.306(a)(1)].

RHA Policy
RHA will approve a family’s request to move outside its jurisdiction under portability during the first 12 months after the effective date of the contract of participation if needed for training, education, employment, support services, or to meet personal family needs.

After the first 12 months of the FSS contract of participation, the FSS family may move outside the initial PHA jurisdiction under portability procedures regardless of PHA approval [24 CFR 984.306(a)(2)].
7-I.D. PORTABILITY REQUIREMENTS FOR FSS PARTICIPANTS
Receiving PHA Administers an FSS Program [24 CFR 984.306(b)] Whether the receiving PHA bills the initial PHA or absorbs the FSS family into its Section 8 program, the receiving PHA must enroll an FSS family in good standing in its FSS program.

However, if the receiving PHA is already serving the number of FSS families identified in its FSS Action Plan and determines that it does not have the resources to manage the FSS contract or the receiving PHA, the initial PHA may agree to the FSS family’s continued participation in the initial PHA’s FSS program. Prior to the PHAs agreeing to the continued participation, the initial PHA must determine that the relocating FSS family has demonstrated that, . RHA FSS Action Plan 9/27/22

notwithstanding the move, it will be able to fulfill its responsibilities under the initial or a modified contract at its new place of residence.

RHA Policy
The RHA, as the initial housing authority, will agree to the participant’s continued participation in their FSS program so long as the relocating family has demonstrated, with the assistance of the FSS Coordinator, that it will be able to fulfill its responsibilities under the initial or a modified contract at its new place of residence.

Where continued FSS participation is not possible, the initial PHA must clearly discuss the options that may be available to the family. Depending on the family’s specific circumstances, these options include modification of the FSS contract, locating a receiving housing authority that has the capacity to enroll the family in its FSS program, termination with FSS escrow disbursement in accordance with 24 CFR 984.303(k)(1)(iii), or termination of the FSS contract and forfeiture of escrow.

RHA Policy
RHA, as the receiving housing authority, will not allow a relocating FSS family to participate in its FSS program if the family owes money to any PHA or needs an essential service that is not available in its community.

Receiving PHA Does Not Administer an FSS Program [24 CFR 984.306(c)] If the receiving PHA does not administer an FSS program, the FSS family may not continue participation in the FSS program. The initial PHA must clearly discuss the options that may be available to the family. These may include, but are not limited to, modification of the FSS contract, locating a receiving PHA that administers an FSS program, termination of the FSS contract with FSS escrow disbursement, or termination of the FSS contract and forfeiture of escrow.

RHA Policy
The RHA will, as stated above, clearly discuss the options that may be available to the family where continued FSS participation is not possible. Depending on the family’s contract specific circumstances, these options include modification of the FSS contract, locating a receiving housing authority that has the capacity to enroll the family in its FSS program, termination with FSS escrow disbursement in accordance with 24 CFR 984.303(k)(1)(iii), or termination of the FSS contract and forfeiture of escrow.

Single Contract of Participation
If the FSS family enrolls in the receiving PHA’s FSS program, the receiving PHA will enter a new contract with the FSS family for the term remaining on the contract with the initial PHA.

The initial PHA will end its contract with the family.

If the FSS family remains in the FSS program of the initial PHA, pursuant to this section, the contract executed by the initial PHA will remain as the contract in place. . RHA FSS Action Plan 9/27/22

Termination of FSS contract and Forfeiture of Escrow Account [984.306(e)] If an FSS family relocates to another jurisdiction and is unable to fulfill its obligations under the contract, including any modifications, the PHA, which is a party to the contract, must terminate the FSS family from the FSS program. The family’s FSS escrow account will be forfeited.

Termination of FSS program participation and forfeiture of FSS escrow must be used only as a last resort after the PHA determines, in consultation with the family, that the family would be unable to fulfill its obligations under the contract after the move, that locating another receiving housing authority with a FSS program is not possible, that the current contract cannot be modified to allow for completion prior to porting, and that the current contract cannot be terminated with FSS escrow disbursement. When termination is the only option, the PHA must clearly notify the family that the move will result in the loss of escrow funds. The PHA must follow its policy for clearly notifying the FSS family of the forfeiture. 7-I.E. NEW FSS ENROLLMENT INTO RECEIVING PHA’S FSS PROGRAM Administering and Billing of the Voucher
If the receiving PHA bills the initial PHA, the receiving PHA may, consistent with the receiving PHA’s FSS enrollment policies, enroll a family that was not an FSS participant at the initial PHA into its FSS program, but only if the initial PHA manages an FSS program and agrees to such enrollment. If the receiving PHA bills the initial PHA, but the initial PHA does not manage an FSS program, the family may not enroll in the receiving PHA’s FSS program.

RHA Policy
The RHA will clearly discuss the options that are available to the family where continued FSS participation is not possible. Depending on the family’s specific circumstances, these options include modification of the FSS contract, locating a receiving housing authority that has the capacity to enroll the family in its FSS program, termination with FSS escrow disbursement, or termination of the FSS contract and forfeiture of escrow.

Absorption of the Voucher
If the receiving PHA absorbs the family into its Section 8 program, the receiving PHA may, consistent with the receiving PHA’s FSS enrollment policies, enroll a family that was not an FSS participant at the initial PHA into its FSS program.

Part II: Reporting

7-II.A. OVERVIEW
Each PHA that carries out an FSS program shall submit to HUD, in the form prescribed by HUD, a report regarding its FSS program.

7-II.B. CONTENTS OF THE FSS REPORT [24 CFR 984.401]
The report submitted to HUD must include a description of the activities carried out in the FSS program; a description of the effectiveness of the program in assisting families to achieve economic independence and self-sufficiency, including the number of families enrolled and graduated and the number of established escrow accounts and positive escrow balances; a description of the effectiveness of the program in coordinating resources of communities to assist families to achieve economic independence and self-sufficiency; and any recommendations by . RHA FSS Action Plan 9/27/22

the PHA or the appropriate local Program Coordinating Committee for legislative or administrative action that would improve the FSS program and ensure the effectiveness of the program.

7-II.C. FAMILY SELF-SUFFICIENCY GRANT PROGRAM REVIEW PHA

SELF-ASSESSMENT
HUD provides a detailed checklist for PHAs to conduct their own self-assessment of their FSS program. The form is administered by the local field office and allows each PHA to gather concrete and comprehensive data covering aspects of the program from FSS Action Plans and Composite Scores through FSS program size, participants, and graduations to reductions in FSS grants and current Memoranda of Agreement with community partners. The detailed example of the FSS Self-Assessment is available at HUD’s FSS Resource page, which can be located by searching “HUD FSS” on any browser.

HQS unit inspections have resumed!
Under federal regulations, all housing units occupied by families receiving assistance must be inspected at least once every two years.

Common items that cause an inspection to fail are:
• Smoke detector(s) and carbon monoxide detectors
not working, missing and/or removed
• Broken locks on doors and/or windows
• Inadequate A/C and/or heating
• Major plumbing leak
• No hot or cold water
HQS Unit Inspection notifications will be sent by mail. If your unit has any issues that may not pass inspection,
please contact your landlord or property manager
immediately to get them corrected before the inspection.

For any questions regarding your unit inspection,
please contact your housing technician.

September 2022
Roseville Housing
Authority Newsletter
The Affordable Connectivity Program (ACP) is a U.S.
government program that helps many low income
households pay for broadband service and internet
connected devices.

You are likely eligible if your household’s income is below 200% of the Federal Poverty Line, or if you or someone
you live with currently receives a government benefit
like SNAP , Medicaid, SSI, WIC, Pell Grant, or Free and Reduced-Price Lunch.

Check to see if your household is eligible
and apply online at affordableconnectivity.gov.

Affordable Connectivity Program: Are you getting your $30/month internet discount? Roseville Housing Authority
316 Vernon St., Ste 150
Roseville, CA 95678
916 774-5270
916 746-1295 (fax)
roseville.ca.us /housing
Check out the Roseville Housing Authority’s
Facebook page for the Family Self-Sufficiency Program!
What is the Family Self Sufficiency (FSS) Program?
The FSS program can help you build a more stable
financial future.

As your Income from work increases, your rent increase
is saved in an escrow account that you’ll receive when
you successfully complete the program. FSS is a
five-year program.

Reporting a change in
Income and/or family
composition
As a reminder, it is the
responsibility of the head
of household to report
changes in income or assets
and changes in the family
composition. All family
composition and income
changes must be reported
within 15 days and MUST
BE IN WRITING.

Your housing technician is
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COUNCIL COMMUNICATION
CC #:
2455
File #:
0800-03
Title:

Electric Utility Wildfire Mitigation Plan
Contact:

Jason Grace 916-774-5643 [email protected]

Meeting Date: 12/21/2022
Item #: 7.17.

RECOMMENDATION TO COUNCIL
Staff recommends the City Council:

1. Accept comments on the Electric Utility Wildfire Mitigation Plan for 2023 (“Plan”) from the public, other local and state agencies, and interested parties, and verify that the Plan complies with all applicable rules, regulations, and standards, as appropriate, by approving the Plan; and

2. A
uthorize staff to submit the approved Plan to the California Wildfire Safety Advisory Board.

BACKGROUND
The Electric Utility Wildfire Mitigation Plan (Plan) aims to reduce the danger of catastrophic wildfires by ensuring the safe operation of Roseville's electricity cables and equipment. The Plan outlines the many steps the utility has taken to reduce the risk of wildfires starting near Roseville's power lines and other equipment. To meet the requirements of Senate Bill 901, the City Council must approve the Plan on an annual basis. The Plan also complies with section 8387 of the Public Utilities Code, which mandates the creation and implementation of a wildfire mitigation plan by publicly held power utilities.

Roseville is located in an urban region of the State with a minimal danger of wildfires. None of the City's electric service territory is within or adjacent to areas where the State has determined that there is a moderate to high risk of wildfire danger.

FISCAL IMPACT
There is no cost associated with the acceptance of the plan and independent evaluator's report.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to activities that will not result in a direct or reasonably foreseeable indirect physical change in the environment, or is otherwise not considered a project as defined by CEQA Statute §21065 and CEQA State Guidelines §15060(c)(3) and§15378. Acceptance of the Electric Utility Wildfire Mitigation Plan meets the above criteria and is not subject to CEQA. No additional environmental review is required.

CITY COUNCIL STRATEGIC PLAN/OVERARCHING GOALS
Goal C - Maintain a safe and healthy community
Goal E - Deliver exceptional city services

Respectfully Submitted,
Jason Grace, Electric Operations Manager
Dan Beans, Electric Utility Director

_____________________________
Dominick Casey, City Manager
ATTACHMENTS:

Description
2023 Wildfire Mitigation Plan
SOP 1.07 City of Roseville Electric Department
Wildfire Mitigation Program

Wildfire Mitigation Plan
2023
Roseville Electric Utility

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

1 Table of Contents

1.  UTILITY INFORMATION ...................................................................................................................................... 4

2.  PUC 8387 REQUIREMENT TABLE ........................................................................................................................ 5

3.  PLAN OVERVIEW ................................................................................................................................................ 7 Plan Statement ................................................................................................................................................................. 7 Purpose of the Wildfire Mitigation Plan .......................................................................................................................... 7 Plan Objectives ................................................................................................................................................................. 8 Minimizing Sources of Ignition ..................................................................................................................................... 8 Resiliency of the Electric Grid ...................................................................................................................................... 8 Minimizing Unnecessary or Ineffective Actions ........................................................................................................... 8

4.  ELECTRIC SYSTEM BACKGROUND ....................................................................................................................... 9 Balancing Authority of Northern California (BANC) ......................................................................................................... 9 Western Area Power Administration (WAPA) ........................................................................................................... 10 The Roseville Electric Utility Grid (REU) ..................................................................................................................... 11

5.  ROLES AND RESPONSIBILITIES .......................................................................................................................... 12 Governance Structure .................................................................................................................................................... 12 Wildfire Prevention ........................................................................................................................................................ 13 Wildfire Response and Recovery ................................................................................................................................... 13 Field Staffing Coverage during Business‐Hours ......................................................................................................... 13 Field Staffing Coverage After‐Hours .......................................................................................................................... 13 Standardized Emergency Management System ............................................................................................................ 14 Emergency Communications – Public Awareness During and Post Incident ............................................................ 17

6.  WILDFIRE RISKS AND DRIVERS ......................................................................................................................... 20 Enterprise‐Wide Safety Risks ......................................................................................................................................... 20 REU Electric System Risks ............................................................................................................................................... 21 Fire Risks and Possible Sources of Ignition ................................................................................................................ 21 Division:  Distribution Operations
Version:  V1
Date Effective:  01‐01‐2023
Date Revised:  11‐28‐2022
Dan Beans
Electric Utility Director
City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

2 Other Risks ..................................................................................................................................................................... 21 Topographic and Climatological Risk Factors ................................................................................................................. 22

7. WILDFIRE MITIGATION ........................................................................................................................................ 27 High Fire Threat District ................................................................................................................................................. 27 City Wildfire Reduction Zone ......................................................................................................................................... 31 Grid Hardening ........................................................................................................................................................... 31 Design and Construction Standards ............................................................................................................................... 32 Vegetation Management ............................................................................................................................................... 32 Tree Pruning ............................................................................................................................................................... 33 Priority for Trimming .................................................................................................................................................. 34 Firebreaks and Weed Abatement .............................................................................................................................. 34 Responsible Parties .................................................................................................................................................... 34 Work Review .............................................................................................................................................................. 35 Record Keeping .......................................................................................................................................................... 36 Property Owner Notification ..................................................................................................................................... 36 Emergency Work ........................................................................................................................................................ 36 Inspections ..................................................................................................................................................................... 36 Reclosing Policy .............................................................................................................................................................. 36 Public Safety Power Shutoff (PSPS) ................................................................................................................................ 37 De‐energization .............................................................................................................................................................. 37

8.  RESTORATION OF SERVICE ............................................................................................................................... 38 Electric Outage Restoration Procedure ......................................................................................................................... 38 Outage Notification Procedure for Electric Dispatch ..................................................................................................... 38

9.  PLAN EVALUATION .......................................................................................................................................... 39 Metrics for measuring plan performance ...................................................................................................................... 39 Metric 1:  Fire Ignitions .............................................................................................................................................. 39 Metric 2:  Wire Down ................................................................................................................................................. 39 Impact of Metrics on the Plan ........................................................................................................................................ 39 Monitoring and Auditing the Plan .................................................................................................................................. 39 Identifying and Correcting Deficiencies to the Plan ....................................................................................................... 39 Monitoring the Effectiveness of Inspections ................................................................................................................. 40

10.  INDEPENDENT AUDITOR .................................................................................................................................. 40

11.  PLAN APPROVAL PROCESS ............................................................................................................................... 40 City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

3 12.  REFERENCES .................................................................................................................................................... 41

13.  DOCUMENT REVISION ..................................................................................................................................... 41

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

4 1. UTILITY INFORMATION
☐
Utility Name ROSEVILLE ELECTRIC UTILITY
Size in Square Miles 43 +/-
Assets ☐ Transmission ☐ Distribution ☐ Generation
Number of Customers Served 67,000 +/- (as of 11-28-22)

Customer Classes
☐ Residential ☐ Government ☐ Agricultural
☐ Small/Medium Business ☐ Commercial/Industrial
Location/Topography
☐ Urban ☐ Wildland Urban Interface
☐ Rural/Forest ☐ Rural/Desert ☐ Rural/Agriculture
Percent Territory in
CPUC High Fire Threat Districts
CAL FIRE FRAP Map Fire Threat Zones
☐ Includes maps 0% in Tier 2 % 0% in Tier 3
☐ Includes maps 0% Extreme 0% Very High 0% High
Existing Grid Hardening Measures ☐ Describes hardened & non-hardened infrastructure Utility Fire Threat Risk Level ☐ High ☐ Low ☐ Mixed
Impacted by another utility’s PSPS? ☐ Yes ☐ No
Mitigates impact of another utility’s PSPS? ☐ Yes ☐ No
Expects to initiate its own PSPS? ☐ Yes ☐ No
Prevailing wind directions&
speeds by season ☐ Includes maps ☐ Includes a description

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

5 2. PUC 8387 REQUIREMENT TABLE
PUC
8387  Requirement  Location in WMP
(A)  An accounting of the responsibilities of persons responsible for executing the plan.

Governance Structure
(Pg. 12)
(B)  The objectives of the wildfire mitigation plan.  Plan Objectives (Pg. 8)
(C)
A description of the preventive strategies and programs to be adopted by the  local  publicly  owned  electric  utility  or  electrical  cooperative  to minimize the risk of its electrical lines and equipment causing catastrophic wildfires, including consideration of dynamic climate change risks.

Wildfire Mitigation
(Pg. 27)
(D)
A  description  of  the  metrics  the  local  publicly  owned  electric  utility  or electrical  cooperative  plans  to  use  to  evaluate  the  wildfire  mitigation plan’s performance and the assumptions that underlie the use of those metrics.

Metrics for Measuring Plan
Performance
(Pg. 39)
(E)
A  discussion  of  how  the  application  of  previously  identified  metrics  to previous wildfire mitigation plan performances has informed the wildfire mitigation plan.

Impact of Metrics on the Plan
(Pg. 39)
(F)
Protocols  for  disabling  reclosers  and  deenergizing  portions  of  the electrical  distribution  system  that  consider  the  associated  impacts  on public safety, as well as protocols related to mitigating the public safety impacts of those protocols, including impacts on critical first responders and on health and communication infrastructure.

Reclosing Policy
(Pg. 36)
(G)
Appropriate and feasible procedures for notifying a customer who may be impacted by the deenergizing of electrical lines. The procedures shall direct  notification  to  all  public  safety  offices,  critical  first  responders, health care facilities, and operators of telecommunications infrastructure with premises within the footprint of potential de‐energization for a given event.

De‐energization
(Pg. 37)
(H)  Plans for vegetation management.  Vegetation Management (Pg. 32)
(I)  Plans  for  inspections  of  the  local  publicly  owned  electric  utility’s  or electrical cooperative’s electrical infrastructure.

Inspections
(PG. 36)
City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

6 (J)(i, ii)
A list that identifies, describes, and prioritizes all wildfire risks, and drivers for  those  risks,  throughout  the  local  publicly  owned  electric  utility’s  or electrical cooperative’s service territory. The list shall include, but not be limited to, both of the following:  (i) Risks and risk drivers associated with design,  construction,  operation,  and  maintenance  of  the  local  publicly owned  electric  utility’s  or  electrical  cooperative’s  equipment  and facilities. (ii) Particular risks and risk drivers associated with topographic and climatological risk factors throughout the different parts of the local publicly  owned  electric  utility’s  or  electrical  cooperative’s  service territory.

Wildfire Risks and Drivers
(Pg. 20)
(K)
Identification of any geographic area in the local publicly owned electric utility’s or electrical cooperative’s service territory that is a higher wildfire threat  than  is  identified  in  a  commission  fire  threat  map,  and identification of where the commission should expand a high fire‐threat district based on new information or changes to the environment.

High Fire Threat District
(Pg. 27)
(L)  A methodology for identifying and presenting enterprise wide safety risk and wildfire‐related risk.

Enterprise‐Wide Safety Risks
(Pg. 20)
(M)  A statement of how the local publicly owned electric utility or electrical cooperative will restore service after a wildfire.

Restoration of Service
(Pg. 38)
(N)(i, ii,
iii)
A description of the processes and procedures the local publicly owned electric utility or electrical cooperative shall use to do all of the following:
(i) Monitor and audit the implementation of the wildfire mitigation plan. (ii)  Identify  any  deficiencies  in  the  wildfire  mitigation  plan  or  its implementation and correct those deficiencies. (iii) Monitor and audit the effectiveness  of  electrical  line  and  equipment  inspections,  including inspections performed by contractors, that are carried out under the plan, other applicable statues, or commission rules.

Plan Evaluation
(Pg. 39)

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

7 3. PLAN OVERVIEW
Plan Statement
The  City  of  Roseville’s  overarching  goal  is  to  provide  safe,  reliable  and  economic  electric  service  to  its  local community.  In order to help meet this goal, Roseville Electric Utility (REU) constructs, maintains, and operates its  electrical  lines  and  equipment  in  a  manner  that  minimizes  the  risk  of  catastrophic  wildfire  posed  by  its electrical lines and equipment.  This Wildfire Mitigation Plan, or “Plan”, is enacted in order to ensure the safety of the public and City employees, and maintain the reliability of the electric sub‐transmission and distribution system.

The  City  has  applied  careful  consideration  in  the  development  of  broad  strategies  to  mitigate  utility‐posed wildfire risks  while remaining  consistent with the intention of Senate Bill 901  (SB 901) and other regulatory requirements. Based on the stated purpose of the Bill, and REU's actual infrastructure, no mitigation measures are necessary or required ‐ however ‐ as good utility practice, REU will maintain the metrics required in the plan and continue to update the plan if necessary.  REU has completed the physical and operational changes needed to address our self‐chosen higher‐risk area within the City with appropriate mitigation measures.

Purpose of the Wildfire Mitigation Plan
This Plan documents the range of activities that Roseville Electric Utility took to mitigate the threat of wildfires ignited  by  power  lines,  including  its  various  plans,  policies  and  procedures.   This  Plan  is  subject  to  direct supervision by the City Council and is implemented by the Electric Department Director and his/her designees.

This Plan complies with the requirements of the Public Utilities Code section 8387 for publicly‐owned electric utilities to prepare a wildfire mitigation plan by January 1, 2020, and annually thereafter.

The City of Roseville is located in a region of the state with a very low wildfire risk.  No part of the City’s electric service territory is located in or near the High Fire Threat District (HFTD) designed in the California Public Utilities Commission’s (CPUC) Fire‐Threat Map.  All of the City’s electric service territory is designated as “non‐fuel” or “moderate”  in  the  California  Department  of  Forestry  and  Fire  Protection’s  (CAL  FIRE)  Fire  and  Resource Assessment Plan (FRAP) Fire Threat Map.

More  than  85%  of  Roseville  Electric  Utility’s  electric  supply  system  is  located  underground.   Historically, undergrounded  electric  lines  have  not  been  associated  with  catastrophic  wildfires.   The  undergrounding  of electric lines serves as an effective mitigation measure to reduce the potential of wildfires ignited by power lines.  Based on a review of local conditions and historical fires, Roseville Electric Utility has determined that its electrical lines and equipment do not pose a significant risk of catastrophic wildfire.

Despite this low risk, Roseville Electric Utility takes appropriate actions to help its region prevent and respond
to the increasing risk of wildfires. In its role as a public agency, REU closely coordinates with other local safety and emergency officials to help protect against fires and respond to emergencies. In its role as a utility, REU follows all applicable design, construction, operation, and maintenance requirements that reduce safety risks associated with its system.  This Wildfire Mitigation Plan describes the safety‐related measures that REU follows to reduce its risk of causing wildfires.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

8 Plan Objectives
Minimizing Sources of Ignition
The  primary  goal  of  this  Wildfire  Mitigation  Plan  is  to  describe  Roseville  Electric  Utility’s  existing  programs, practices, and measures that effectively reduce the probability that REU’s electric supply system could be the origin or contributing source for the ignition of a wildfire.

This  goal  is  primarily  achieved  through  providing  minimum  separation between  wires  and  vegetation  to
eliminate potential electrical shock and reducing potential wildfire hazards from tree/wire conflicts and downed power lines caused by trees.

Roseville Electric Utility utilizes the CPUC statewide Fire‐Threat Map adopted August 19, 2021, in addition to informational  fire  threat  maps  from  other  State  of  California government  agencies  to  inform  and  aid  in  the
development  of  this  plan  and  its  subsequent  updating.   All  portions  of  REU’s  electric  service  territory  are currently  exempt  from  the  High  Fire  Threat  District.   The  CPUC  Map  does  not  designate  any  portion  of  the Roseville Electric Utility service territory in “Tier 2 – Elevated Risk” or “Tier 3‐ Extreme Risk”.

Resiliency of the Electric Grid
The secondary goal of this Plan is to improve the resiliency of the electric grid.  As part of the development of this  Plan,  Roseville  Electric  Utility  assesses  new  industry  practices  and  technologies  that  will  reduce  the likelihood of an interruption (frequency) in service and improve the restoration (duration) of service.

Distinctive inspections of the electric sub‐transmission and distribution power lines/equipment located within designated City Wildfire Reduction Zones shall occur routinely in order to ensure that the probability is as low as practically possible that the Roseville Electric Utility electric supply system could be the origin, or contributing source for, the ignition of a wildfire.  To support this goal, REU regularly evaluates prudent and cost‐effective improvements to its physical assets, operations, and training that can help reduce the risk of equipment‐related fires.

In early 2018, REU met with the Roseville Fire Department (RFD) to determine what areas exist within REU’s electric service territory that could be augmented by additional measures to help mitigate potential wildfire risk.   A designated “open  space” area  was identified as one  that  could benefit from additional fire counter‐ measures due to live and dead vegetation that can accumulate and increase the likelihood of a vegetation fire.

Additionally, it is more difficult to get certain fire apparatus in portions of this area, subsequently labeled the “City Wildfire Reduction Zone”.  As of January 3rd 2022, mitigation measures for this area are concluded.

Minimizing Unnecessary or Ineffective Actions
The  final  goal  of  the  Plan  is  to  evaluate  the  effectiveness  of  specific  mitigation  strategies  as  they  apply  to Roseville Electric Utility.   Where a particular action, program or protocol is determined to be unnecessary or ineffective,  REU will evaluate whether  modification  or replacement is suitable.   This approach will also  help determine if more cost‐effective measures would produce the same or better results.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

9 4. ELECTRIC SYSTEM BACKGROUND
Balancing Authority of Northern California (BANC)
The Balancing Authority of Northern California is a Joint Powers Authority (JPA) consisting of the Sacramento Municipal  Utility  District  (SMUD),  Modesto  Irrigation  District  (MID),  City  of  Roseville  (RSC),  Redding  Electric Utility, City of Shasta Lake, and Trinity Public Utilities District (TPUD).

BANC  assumed  the  Balancing  Authority  (BA)  responsibilities  on  May  1, 2011  from  SMUD  that  include  the
matching of generation to load and coordinating system operations with neighboring BA’s – Bonneville Power Administration (BPA), Turlock Irrigation District (TID), and California Independent System Operator (CAISO). The figure below shows the geographical map of the BANC system.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

10 BANC is the third largest BA in California and the 16th largest BA within the Western Electricity Coordinating Council (WECC) area. The Central Valley Project (CVP) generation, owned by the Bureau of Reclamation, and Western Area Power Administration's (WAPA) transmission facilities, along with the 500 kV California Oregon Transmission Project (COTP), are included among other resources within the BANC footprint. BANC Members contract for about 40% of the CVP hydroelectric resource. The COTP is jointly owned by several parties, including WAPA and BANC members, via the Transmission Agency of Northern California (TANC).

Creation  of  the  BANC  as  a  partnership  between  public and  government  entities  provides  for  an  alternative platform to other BAs like the CAISO. BANC provides reliable grid operation consistent with standards developed and  enforced  by  the  Federal  Energy  Regulatory  Commission  (FERC),  the  North  American  Electric  Reliability Corporation (NERC), and the WECC. BANC contracts with SMUD for operations of the BA.

BANC provides its members an ownership voice in all BA decisions consistent with the principle of maximizing consumer value. It also provides members a unified voice and representation in topics pertaining to Balancing Area matters. The structure provides flexibility to expand, offers potential cost‐saving opportunities by sharing future  facility  costs,  and  clarifies  roles  and  responsibilities  of  the  members  regarding  reliability  standard compliance.

Western Area Power Administration (WAPA)
The  Western  Area  Power  Administration,  a  power  marketing  administration within  the  Department  of  Energy,  markets  and  transmits  more  than  30  billion kilowatt‐hours of wholesale federal hydropower through an integrated 17,000‐ plus circuit mile transmission system across 15 central and western states. Power is  sold  to  more  than  680  preference  power  customers  including  cooperatives, federal and state agencies, municipalities, Native American tribes, public utility and  irrigation  districts  and  other  energy  service  providers.  In  addition,  WAPA provides  for  the  purchase  and  exchange  of  electric  resources,  operations  and maintenance services, transmission system interconnections, shared capacity and use of transmission facilities, and joint construction opportunities.

The  Sierra  Nevada  Region  (SNR)  is  one  of  five  offices  in  the  Western  Area  Power Administration. SNR markets power in northern and central California, and portions of Nevada, to wholesale customers and Federal end‐use customers such as towns, rural electric cooperatives, public utility and irrigation districts, Federal, state, and military agencies, Native American tribes and U.S. Bureau of Reclamation customers.

Roseville Electric Utility is interconnected to the WAPA system on the BANC grid via two REU “receiving” substations.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

11 The Roseville Electric Utility Grid (REU)
REU has been providing electrical power to the City of Roseville’s residents, businesses, and the City’s street lighting system since 1912.  In 1956, the City signed a contract for 69 MW of electric power from the CVP which consists  of  a  system  of  dams,
reservoirs  and  power  plants
within  central  and  northern
California  and  marketed  by
WAPA.  Steady  population
growth  created  a  need  to
obtain  resources  beyond  this
allocation of Federal power.

REU is under the supervision of
the  Roseville  City  Council.  A
five‐member  Roseville  Public
Utilities  Commission  (RPUC)
serves as an advisory board to
the  City  Council  on  matters
relating  to  all  utilities  owned
and operated by the City. The
City  Council  appoints  all  five
members  of  the  RPUC.  The  Roseville  Electric  Utility  Director  manages  REU  and  reports  to  the  RPUC  and  an assistant City Manager.

Roseville’s electric grid is interconnected to WAPA’s Electric Transmission System through two 230kV receiving stations, Fiddyment Substation and Berry Street Substation.

Roseville maintains two permanent generation sites, Roseville Energy Park (REP) and Roseville Power Plant #2 (RPP 2).

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

12 5. ROLES AND RESPONSIBILITIES
Governance Structure
The  City  of  Roseville  is  a  Council‐
Manager  form  of  government  in  which
responsibilities  are  vested  in  the  City
Council  and  the  City  Manager.  In  this
form  of  government,  the  City  Council’s
role is that of a legislative policy‐making
body  which  determines  not  only  the
local laws that regulate community life,
but  also  determines  public  policy  and
gives direction to the City Manager.

The City Manager administers the affairs
of the city government in a businesslike
and  prudent  manner.  The  public  is
invited to attend City Council meetings,
which are typically held on the first and
third  Wednesday  of  the  month  in  the
City  Council  Chambers,  311  Vernon
Street.  Special meetings and workshops
are scheduled as needed.

The  Electric  Utility
Director  has  overall
functional  management  of  the  Electric
Utility and provides oversight of the Electric Utility. The Director utilizes Assistant Electric Utility Directors for division oversight. The Electric Utility Director is responsible for executing the Plan.

The  Electric  Operations  Manager  oversees  the  daily  electric  utility  operations,  including;  construction; maintenance;  energy  control;  vegetation  management;  and  other  ancillary  duties.  The  Electric  Operations Manager maintains functional management of assigned sections within the Electric Utility and reports to an Assistant  Electric  Utility  Director  or  the  Director.   The  Electric  Utility  Director  has  designated  the  Electric Operations Manager with the authority to implement, execute and modify the Plan as necessary.

The Electric Engineering Manager oversees the design/engineering tasks associated with distribution system modification  and  development/maintenance  of  material  specifications.  The  Electric  Engineering  Manager maintains  functional  management  over  the  electric  engineering  related  tasks  within  the  Electric  Utility  and reports directly to an Assistant Electric Utility Director.

The  Electric  Line  Construction  Supervisor/Operations  Supervisor  oversees  the  daily  staff/crew  work  including establishing schedules and methods for assigned staff, implementing policies and procedures, and acting as a technical lead in support of the department’s computer maintenance management system.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

13 Wildfire Prevention
Roseville Electric Utility facility design is performed by the engineering division using criteria that typically meets or exceeds relevant industry standards.   Maintenance activities, inspections and vegetation management are performed by the operations division.

REU staff have the following responsibilities regarding fire prevention, response and investigation:
 Conduct work and operate the
electric supply system in a manner that will minimize potential fire risks
 Take all reasonable and practicable actions to prevent and suppress fires resulting from REU electric facilities
 Coordinate  as  needed  with  Federal,  State,  and  local  fire  management  personnel  to  ensure  that appropriate preventative fire measures are in place
 Take corrective action when observing or having been notified that fire protection measures have not been properly installed or maintained
 Ensure compliance with relevant Federal, State, and industry standard requirements  Maintain adequate fire prevention training programs for all relevant employees  Immediately report fires, pursuant to existing POU practices and the requirements of this Wildfire Mitigation Plan
 Take corrective action when the staff witnesses or is notified that fire protection measures have not been properly installed or maintained
 Comply  with  relevant  Federal,  State,  and  industry  wildfire  standard  requirements,  including  the industry standards established by the CPUC
Wildfire Response and Recovery
Field Staffing Coverage during Business‐Hours
Roseville Electric Utility typically operates an electric dispatch center from 0600 to 1900, Monday through Friday and the following operational personnel from 0600 to 1530, Monday through Friday:
 Line Construction Crews
 Warehousing
 Inspections/USA Locates
 Troubleshooting
 Metering
 Substations

Daily hours are subject to change based on
various conditions such as weather, air quality and business needs.

Field Staffing Coverage After‐Hours
A  structured  standby  and  call  out  procedure  has  been  established  in  order  to  respond  as  part  of  the  City’s statutory  duties,  and  for  Roseville  Electric  Utility  distribution  operations  personnel  to  respond  effectively  in handling the emergencies that arise within the City.

Roseville Electric Utility maintains coverage for after‐hour emergencies, per the Operations Standby Policy [1]:

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

14  For conditions which must be responded to on short notice due to significant and immediate health and safety considerations, including, but not limited to, power outages, damage to electrical equipment or assets and Police/Fire emergency requests, or
 In order to respond to a civil emergency when a City Emergency Plan is implemented which results in the activation of the Emergency Operation Center (EOC) or the Department Operation Center (DOC).

Standardized Emergency Management System
The City of Roseville has an Emergency Management Team (EMT) that meets regularly and has representatives from each City department as part of the team. The EMT works to ensure that the City is prepared to respond to disasters that may occur within the City.

The City  Manager acts as the Emergency Services Director. The  Director works closely with city staff during a disaster; while the day‐to‐day operation of disaster preparedness and  readiness  lies  with  the  Emergency  Preparedness  Manager,  a  Roseville  Fire Department Battalion Chief.

As  a  local  governmental  agency,  the  City  Office  of  Emergency  Services  has  planning, communication,
and  coordination  obligations  pursuant  to  the  California  Office  of Emergency  Services’  (Cal  OES)  Standardized  Emergency  Management  System  (SEMS) Regulations,  adopted  in  accordance  with  Government Code section 8607.  The SEMS Regulations specify roles, responsibilities, and structures of communications at five different  levels:  field  response,  local  government, operational area, regional, and state.    Pursuant to this structure,  the  City  annually  coordinates  and
communicates with the relevant safety agencies as well
as  other  relevant  local  and  state  agencies  and  may activate its’ EOC if necessary.

An  EOC  is  the  central  command  and  control  facility  responsible  for  carrying  out  the principles  of  emergency  preparedness  and  emergency  management,  or  disaster management  functions  at  a  strategic  level  during  an  emergency,  and  ensuring  the continuity of operation of the City. It is a 24‐hour operation.  When a disaster occurs, the Emergency Services Director meets with city staff to prioritize and develop strategies to handle  the  disaster  incident.  The  EOC  becomes  the  center  of  communication  and coordination of resources. The Emergency Preparedness Manager coordinates all of the functions within the EOC.

An  EOC  is  responsible  for  strategic  direction  and  operational  decisions  and  does  not normally  directly  control  field  assets,  instead  leaving  tactical  decisions  to  lower commands. The common functions of EOC’s are to collect, gather and analyze data; make decisions  that  protect  life  and  property,  maintain  continuity  of  the  organization,  and disseminate those decisions to all concerned agencies and individuals.  When activated, the  EOC  can  be  comprised  of  representatives  from  every  department  within  the  City, including Law Enforcement, Fire and Rescue, Public Works, Parks and Recreation (Care & Shelter),  Electric  Utility  and  Environmental  Utilities.  These  operations  can  also  include  representatives  from outside agencies such as Placer County or Cal OES.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

15 Public external communications is handled by Public Information Officers that report to the EOC structure and include the use of electronic billboards, radio and social media (see “Emergency Communications” Section).

The  DOC  is  the  Roseville  Electric
Utility  Department  Command  Post
during  times  of  emergencies.   The
DOC  functions  similarly  to  the  EOC,
but at a department level. The DOC
coordinates  strategic,  operational
and  tactical  decisions  for  field
operations.  If an emergency, such as
a  widespread  fire,  necessitates  the
citywide  activation  of  the  EOC,  the
DOC will likely report directly to the
EOC  command  structure.   An
independent DOC activation may be
authorized  by  specific  electric
management staff.

Pursuant to the SEMS structure, the
City  of  Roseville  participates  in
annual  training  exercises.   The
subject  matter  of  the  exercise  is
chosen by the City of Roseville EMT.

The  subject  could  be  fire  related  in
nature  but  is  variable  and  could  be
changed from exercise to exercise.

The City of Roseville is a member of
the  California  Utility  Emergency
Association (CUEA), which plays a key
role  in  ensuring  communications
between  utilities  during
emergencies.   CUEA  serves  as  a  point‐of‐contact  for  critical  infrastructure  utilities,  Cal  OES  and  other governmental agencies before, during and after an event to:

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

16  Facilitate  communications
and  cooperation  between  member
utilities  and  public  agencies;  and
with  non‐member  utilities  (where
resources and priorities allow).
 Provide  emergency  response
support  wherever  practical  for
electric,  petroleum  pipeline,
telecommunications, gas, water and
wastewater utilities.
 Support  utility  emergency
planning,  mitigation,  training,
exercises and education.

Once  activated,  the  EOC/DOC
utilizes  the  Planning  Cycle  to
establish  a  continuum  for  Incident
Action  Planning  (IAP)  during  both
emergency  and  non‐emergency
operations and is an integral tool for
managing an emergency incident.

Sound,  timely  planning  provides  the  foundation  for  effective  incident  management.  The  planning  process represents a template for strategic, operational, and tactical planning that includes all steps that an Incident Command/Unified Command (IC/UC) and other members of the Command and General Staff should take to develop and disseminate an IAP.

The planning process may begin with the:

1. Scheduling of a planned event

2. Identification of a credible threat

3. Initial  response  to  an  actual  or
impending incident

The process continues with the implementation
of the formalized steps and the staffing required
for  the  development  of  an  IAP.   Decisions  on
preemptive  power  shutoff  will  be  evaluated
based  on  the  current  (or  pending)  situation  by
either EOC/DOC or the Electric Dispatch Center.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

17 Emergency Communications – Public Awareness During and Post Incident Emergency Communication Priority
The  public's  response  to  any  emergency  is  based  on  an  understanding  of  the  nature  of  the  emergency,  the potential hazards, the response of emergency services, and knowledge of what individuals and groups should do to increase their chances of survival and recovery.

The  magnitude  of  an  emergency  or  disaster  will  directly  affect  the  City  of  Roseville’s  emergency  operations communication and recovery efforts and what resources we use to disseminate that to the public.

Emergency Public Information EOC Procedure
Emergency Public Information (EPI) is a priority of utmost importance during emergencies and disasters. The City of Roseville EPI organization and procedures for the dissemination of accurate and timely instructions and information to the public during periods of emergency are as follows: response to media inquiries and calls from the  public;  establishment  of  a  24  hour  EPI  contact  point;  and,  establishment  of  a  Public  Information  Officer function of the EOC.

Emergency Public Information Resources
The following are resources we have at our discretion to use during an emergency:

 City telephone system (Consolidated Communications land‐lines). Designated emergency phone lines for  information  hotline  and  public  information  can  be  established.  Emergency  messages  can  be established on different main city voicemails to give out pertinent information.  A Google number can be established for public information hotline if the need arises.  Everbridge can be used to send alerts out to residents. Neighboring counties have access to this system and assist us in the use of this if needed. Everbridge includes the ability to call out to landlines as well as send messages to cell phones that have registered through Alert Placer. The company was initially focused on providing a way of sending 'Mass Notification' messages via SMS or email with very fast execution to ensure messages were received when there was a threat to life. Through acquisition of industry technologies and ongoing research & development, Everbridge has broadened its capabilities and now provides a Critical Event Management platform.
 Cellular phone network (Verizon), each PIO and City communicator has a City‐issued cell phone.  City website has an emergency page and banner that can be activated. This can be edited and updated throughout the duration of the event.
 Social  Media.  The  City  has  several  online  social  media  accounts  through  several  different  platforms.

Facebook, Twitter, Nextdoor and Instagram can be used to push information out.  Gov delivery email system (if practical and if working) can be used to send notifications to all utility billing customers. This also has a text function that can be used.  Electronic Billboards.
 Local and regional television media.
 AM/FM Radio.
 City Private Radio System.
 EOC SharePoint Site (requires internet connection and VPN access to City IT Servers) will be used for internal communication.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

18 External Communication Resources
The City of Roseville has the ability to work with local and state resources to ensure information is provided in a timely and efficient manner. The following are examples for the resources available:

 Placer Operational Area Office of Emergency Services
 The State of California, Office of Emergency Services (OES)  CAL FIRE
 Sacramento County
 Yolo County

Emergency Public Information Assumptions
The City of Roseville trains and is prepared to handle the follow EPI assumptions of communication issues that will arise during an emergency:

 The general public will demand information about the emergency situation and instructions on proper survival/response actions;
 The media will demand information about the emergency:
 The local media will perform an essential role in providing emergency instructions and periodic updates to the public;
 Depending  on  the  severity  of  the  emergency,  or  the  media's  perception  of  the  severity  of  the emergency, regional and national media may also demand information and may play a role in reassuring (or alarming) distant relatives of disaster victims;
 Depending  on  the  severity  of  the  emergency,  telephone  communications  may  be  sporadic  or impossible;
 Local  and  regional  radio/television  stations  without  emergency  power  may  also  be  off  the  air; telephones may be inoperative; and/or,
 The emergency organization will become overwhelmed by the demand for information if sufficiently trained staff is not available.

Steps for Information Releases

Key Audiences and Stakeholders

•Determine what level of activation is necessary (1 Full, 2 Partial, 3 Monitor) •Consider declaration of emergency
•Initiaite  EOC activation protocol and information release steps •Establish next update meeting for executive team
Yes
•Determine what level of communication is needed and to whom •Continue communciations protocol
•Establish next update meeting for executive team
No
Activate EOC?
City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

19 We  will  consider  the  most  effective  method  of  communicating  with  each  stakeholder  group,  as  it  may  be different based on the group.

Important questions we will consider include:

 Who will be most impacted and how?
 Are there stakeholders who need to keep in the loop? How will we prioritize them?
 How will we effectively reach each stakeholder group if they are busy dealing with the emergency at hand? By categorizing the different interested parties, a strategy can be drafted for how to engage with each of them, in what order and to what extent. Stakeholders who have both influence and are impacted by the event will be the most critical to engage with first.

Those stakeholders include, but are not limited to: Employees, Residents, City Council, Partner agencies/Cities/Placer County, Businesses, Community Organizations.

General Template Response
Each incident/crisis will require specific and more directly relevant responses given the scale, scope, and the type of scenario.

We will incorporate more details as they become available during each incident/crisis but will include a status update, what we are doing to rectify the issue, general impact to customers, what customers should do (in the event a call to action is necessary) and when we will provide updates.

The information will be tailored for each communication channel and could be included as part of:
 The initial statement
 Key message development for customer service
 Common questions development for customer service, website copy, and social media posting  Used for media relations
 Serve as content for social media posting

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

20 6. WILDFIRE RISKS AND DRIVERS
Enterprise‐Wide Safety Risks
Roseville Electric Utility’s approach to risk management includes an Enterprise Risk Profile (ERP) analysis with the goal of providing a unified picture of risks to the Utility, thereby improving the ability to manage the risks effectively.

Each risk analysis includes the following factors:

Likelihood

1. Effectiveness of controls and mitigations in
place

2. Number of processes and systems involved

3. Skills and competencies managing the risk

4. Political/regulatory environment

5. Time horizon
Velocity

1. Early detection opportunities

2. Reaction time available

3. Current mitigation strategies

4. Sudden or gradual impact
Trend – the likelihood or velocity of the risk is predicted to increase, remain constant or decrease over the next reporting period.

Ranking

1. Extremely high – very low level of comfort that
mitigations will reduce level of risk to an acceptable
level within the target timeframe. Immediate
corrective action is necessary.

2. High ‐ relatively low level of comfort that mitigations will reduce level of risk to an acceptable level within the target timeframe. Corrective action within
specific period of time is necessary.

3. Medium ‐ medium level of comfort that mitigations
will reduce level of risk to an acceptable level within the target timeframe. Corrective action is necessary.

4. Low ‐ high level of comfort that mitigations will
reduce level of risk to an acceptable level within the
target timeframe. No corrective but monitoring
action is necessary.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

21 REU Electric System Risks
Fire Risks and Possible Sources of Ignition
 Contact with foreign objects (objects in aerial lines) o Vehicle vs pole
o Mylar balloons
o Vegetation
o Animals
 Equipment failure
o Transformer
o Capacitor
o Fuse
o Switch
o Insulator
o Conductor
 Vandalism
o Object thrown onto lines
 Other
o Workforce

Overhead power lines in Roseville
are non‐insulated bare wire that rests on top of insulated structures.  Keeping the line insulated from any adjacent lines and any object touching the ground is paramount.  In spite of this fact, line contact can occur.  Animals, such as squirrels, and balloons made of mylar are highly conductive and when a conductive object comes into contact with bare (exposed) electrical wires, sparks can occur.  Tree branches can fall during storms and catch in power lines or out‐of‐control vehicles may strike poles causing wires to break and  fall  to  the  ground.   Protective  equipment  (such  as  fuses  or  breakers)  installed  on  the  Roseville  electric system are intended to minimize the impact of these types of incidents by de‐energizing the circuit they protect but do not operate quickly enough to prevent a spark from occurring.

Equipment installed on the electric system can fail due to a variety of issues.   Components of the equipment
can emit sparks as the equipment is breaking down, leading to a fire.  Energized portions of the equipment can emit sparks prior to a fuse or breaker operating to protect the circuit. This same equipment is installed in many public  areas,  which  leaves  the  system  susceptible  to  vandalism.   Depending  on  severity,  equipment  may  be vandalized and damaged to a level which may cause sparks and trigger fires in the vicinity.

Other Risks
Supply Challenges:  Supply chain disruptions, unpredictable lead times and unexpected price spikes of common materials  has  caused  extended  construction  timelines  for  many  projects.   REU  is  extending  the  material forecasting for new construction out two years on projects and is monitoring the situation very closely with suppliers. Industry wide, REU is seeing major shortages and issues in the following areas related to the utility industry:
 Raw  Material Shortages:  (metals  – particularly transformers and  wire; silicone and petroleum‐based products,  including  polyurethane,  paint,  and  PVC;  many  plastic  resins;  fiber  optic  cables  and components)

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

22  Global Semiconductor Chip Shortage: for electronic devices that run our fiber optic network, and for ramping up production to meet demands at the factories.  Transportation Logistics: cargo container ships are stacked up at sea and trucking companies are lacking drivers. The customs process for specialty items is also delayed.  Unexpected Shutdowns at factories, in the delivery industry, and other areas of project pipelines due to COVID‐19 outbreaks.
 Labor issues
 Increased demand due to rapid recovery in consumer spending.

Note:  Roseville is heavily engaged with regional and federal efforts to address supply chain issues including working with the Energy and Commerce Departments to identify these issues and quantify demand needs and constraints.  Roseville Electric Utility has also modified our specifications in order to open them up to more manufactures.

Qualified Labor:  California currently has a strong need for Qualified Electrical Workers (QEW’s).  While Roseville has been fortunate to retain highly‐trained QEW’sin extreme circumstances, staff shortages could occur which may  lead  to  delayed  maintenance  cycles  and  inspections,  resulting  in  increased  equipment  failure  on  the Roseville system over time.

Supply Lines:  Interruption to the power supply (transmission) lines that deliver electricity to the Roseville power grid could be possible in extreme circumstances.  There are several WAPA circuits (via BANC) that interconnect with the REU system, making this a very unlikely event.  Roseville has no control or authority over these supply circuits.   In  an  extreme  circumstance,  REU  would  implement  load  curtailment  plans  if  power  supply  to  REU becomes negatively impacted, and only if necessary.  It should be noted that REU would likely utilize internal generation, if applicable, prior to implementing load curtailment plans.

Topographic and Climatological Risk Factors
Impacts  from  climate  change  are  happening  now.  These  impacts  extend  well  beyond  an  increase  in temperature, affecting ecosystems and communities in the United States and around the world. Things that we depend upon and value —  water, energy, transportation, wildlife, agriculture, ecosystems, and human health —  are experiencing the effects of a changing climate. [2]

Climate change will make forests more susceptible to extreme wildfires. By 2100, if greenhouse gas emissions continue to rise, one study found that the frequency of extreme wildfires burning over approximately 25,000 acres  would  increase  by  nearly  50  percent,  and  that  average  area  burned  statewide  would  increase  by  77 percent by the end of the century. [3]

An  extensive  scientific  review  supported  by  the  Fourth  Assessment  found  that  reducing  tree  density  and restoring beneficial fire can improve long‐term resilience to California’s forests. Simulations of large‐scale fuels treatments in Sierra Nevada forests substantially reduce increases in burned area. Improving forest health by removing fuels can have important impacts to reduce rising wildfire insurance costs. Increasing understanding of megafires remains a critical research need for California. [3]

Roseville Electric Utility does not contain, within its service area, a high hazard for wildfires.   The flatness of Roseville
(as a whole) is a benefit, since steep canyons can make a heavier fuel load.  Within Roseville Electric Utility’s service territory and the surrounding areas, the primary risk drivers for wildfires are the following:

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

23  Extended drought
 Vegetation type
 Vegetation Density
 Weather
 High winds
 Terrain
 Changing Weather Patterns (Climate Change)

Should  climate  change  result  in  sustained  higher  temperatures,  risk  factors  will  include  added  stress  on  the electrical equipment, leading to an increase equipment failures and reduced reliability.

In
an emergency, de‐energization of circuits due to (or in preparation of) a major weather‐related event would typically be directed from the Emergency Operation Center or Department Operation Center (see “Standardized Emergency Management System”, Section 4).

Open space areas are any open piece of land that is undeveloped (has no buildings or other built structures) and
is accessible to the public. Open space can include:

 Green space (land that is partly or completely covered with grass, trees, shrubs, or other vegetation).

Green space includes parks, community gardens, and cemeteries.  Schoolyards
 Playgrounds
 Public seating areas
 Public plazas
 Vacant lots

Open  space  provides  recreational  areas  for  residents  and  helps  to  enhance  the  beauty  and  environmental quality of neighborhoods.

Average Temperatures and Wind Speed/Direction in Roseville for 2021:

*data from:  www.weatherspark.com
City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

24 *data from:  www.weatherspark.com
City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

25 Figure 1‐ Roseville Facilities vs. Open Space Areas

85% Underground +/‐
Circuit Miles = 834

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

26 15% Overhead +/‐
Circuit Miles = 144
City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

27 7. WILDFIRE MITIGATION
High Fire Threat District
The  California  Department  of  Forestry  and  Fire  Protection's  Fire  and  Resource  Assessment  Program (FRAP) assesses  the  amount  and  extent  of  California's  forests  and  rangelands,  analyzes  their  conditions  and identifies alternative management and policy guidelines.  The assessment links together state requirements for natural resource inventories and strategies and the federal government's desire to rely more heavily on these state programs in determining priorities for funding.

The  CPUC  ordered  the  development  of  a  statewide  map  that  is  designed  specifically  for  the  purpose  of identifying areas where there is an increased risk for utility‐associated wildfires.  A multistep process was used to develop the
statewide CPUC Fire‐Threat Map. The first step was to develop Fire Map 1 (FM 1), an agnostic map which depicts areas of California where there is an elevated hazard for the ignition and rapid spread of power line fires due to strong winds, abundant dry vegetation, and other environmental conditions.

FM 1 served as the foundation for the development of the final CPUC Fire‐Threat Map.  The CPUC Fire‐Threat Map delineates, in part, the boundaries of a new HFTD where utility infrastructure and operations will be subject to  stricter  fire-safety  regulations.   Importantly,  the  CPUC  Fire‐Threat  Map  (1)  incorporates  the  fire  hazards associated with historical power line wildfires besides the October 2007 fires in Southern California (e.g., the Butte Fire that burned 71,000 acres in Amador and Calaveras Counties in September 2015), and (2) ranks fire‐ threat areas based on the risks that utility‐associated wildfires pose to people and property.

The  CPUC  adopted  a  work  plan  for  the  development  and  adoption  of  the  CPUC  Fire‐Threat  Map,  which constitutes one part of the HFTD.  Pursuant to these decisions, the HFTD is a composite of two maps:

 Tier 1 High Hazard Zones (HHZs) on the U.S. Forest
Service‐CAL FIRE joint map of Tree Mortality HHZs
("Tree Mortality HHZ Map").
 Tier 2 and Tier 3 fire‐threat areas on the CPUC Fire‐Threat Map

The Tree Mortality HHZ Map is an off‐the‐shelf map.  Tier 1 HHZs are zones in direct proximity to communities, roads, and
utility lines, and are a direct threat to public safety.  Tier 2 fire‐threat areas depict areas where there is an elevated risk (including likelihood and potential impacts on people and property) from utility‐associated wildfires.  Tier 3 fire‐threat areas depict areas where there is an extreme risk (including likelihood and potential impacts on people and property) from utility‐associated wildfires.

It should be noted that (1) Tier 2 and Tier 3 fire‐threat areas on the CPUC Fire‐Threat Map may overlap Tier 1 HHZs on the Tree Mortality HHZ Map, (2) the Tree Mortality HHZ Map is not owned or maintained by the CPUC, and (3) the Tree Mortality HHZ Map is updated much more frequently (approximately annually) than the 10‐ year update cycle adopted by the above‐mentioned decisions for the CPUC Fire‐Threat Map.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

28 Figure 2 ‐ California Fire High Hazard Zones

Note:  The City of Roseville is not currently located within a USFS‐CAL FIRE designated High Hazard Zone.  High Hazard Zones are based on estimated tree mortality rates.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

29 Figure 3 ‐ CPUC Fire Map (Tier 2 & 3)
Note:  The City of Roseville is not currently located within a CPUC designated high fire‐threat area.  The CPUC defines two fire threat tiers:  Tier 2 – Elevated risk for utility‐associated wildfires / Tier 3 – Extreme risk for utility‐ associated wildfires.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

30 Figure 4 – Roseville Electric Utility Service Territory vs. Cal‐Fire High Fire Hazard Zones

Roseville Electric Utility reviewed the boundaries of the HFHZ’s and confirmed that, based on local conditions and historical fire data, all of Roseville Electric Utility’s service territory was properly excluded.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

31 City Wildfire Reduction Zone
The  area  designated  as  the  “City  Wildfire  Reduction  Zone”  (WRZ)  incorporates  a  specific  section  of  Miners Ravine that runs through a portion of the city.  This is a self‐designated area (mostly an open space area) that has increased precautionary measures for electric utility inspections and fire‐prevention maintenance actions.

Figure 5 – City Wildfire Reduction Zone

Grid Hardening
Roseville  recently  completed  installation  of  Cal‐Fire approved expulsion proof fusing for all overhead transformer assets within the WRZ, which are ideal for areas prone to grass fires.

The  S&C  “Fault  Tamer”  type  fusing  helps  to
minimize  equipment  damage  and  improve
service continuity.  No parts are expelled during a
circuit interuption
vs. “blowing” a fuse.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

32 Design and Construction Standards
Roseville Electric Utility’s electric facilities are designed and constructed to meet or exceed the relevant Federal, State, or industry standards.  REU treats CPUC General Order (GO)95 and GO128 as a key industry standard for design and construction standards for overhead and underground electrical facilities.  REU meets or exceeds all standards in GO95 and GO128 and GO165. For example, if a wood‐pole in Roseville passes an intrusive test, Roseville will perform another intrusive test in roughly five years instead of the 20‐year maximum allowed by CPUC  General  Orders’s.   Additionally,  REU  monitors  and  follows,  as  appropriate,  National  and/or  California Electric  Safety  Codes.  In  the  self‐designated  City  Wildfire  Reduction  Zone,  Roseville  has  installed  Cal  Fire approved fault‐tamer equipment, which is intended to result in no sparking on the ground should a fault occur.

Vegetation Management
Roseville Electric Utility meets or exceeds the minimum industry standard vegetation management practices.

For distribution level facilities, Roseville Electric Utility meets: (1) Public Resources Code section 4292; (2) Public Resources Code Section 4293; (3) GO 95 Rule 35; and, (4) the GO 95 Appendix E Guidelines to Rule 35. These standards require significantly increased clearances in the High Fire Threat District (HFTD), which do not apply to Roseville; however, REU’s goal is a more effective separation distance by increasing the trim around primary lines to 10‐feet at the time of the trimming.  Internal staff review has shown that this approach to high‐voltage vegetation management in Roseville  has historically proven beneficial in preventing the  REU electric  system from starting wildfires.

REU utilizes two overhead (aerial) voltage levels: 12kV and 60kV. Per GO95, Rule 35, Table 1, the radial clearance of bare line conductors from vegetation in a HFTD is 48‐inches (18‐inches for 12kV in non‐HFTD). Roseville tree
contractors exceed this separation distance by increasing the trim around primary lines to 10 feet in order to obtain a more‐effective clearance. This safety and reliability effort typically allows the REU tree crews enough time to return to the same location and trim again before the tree branches grow within the minimum allowable clearances.

Vegetation includes trees, bush, weeds, grass and other plants.

Figure 6 – GO95, Rule 35, Table 1

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

33 Figure 7 – Appendix E, Guidelines to Rule 35

Tree Pruning
REU  utilizes  industry‐standard  vegetation  management  practices  recommended  by  the  American  National Standards  Institute  (ANSI)  A300  for  Tree  Care  Operations ‐   Standard  Practices  for  Tree  Pruning,  California Occupational Safety and Health Administration (OSHA) and the California Public Utility Commission (CPUC).  All personnel, equipment and tools meet regulations as written in the American National Standard Institute Z.133.1 requirement for pruning, trimming, repairing, maintaining and removing trees and for cutting brush.

Directional  pruning  methods  are  used  to  encourage  trees  to  grow  away  from  electric  lines.   Sometimes  the situation requires pruning only one side of the tree, pruning one side more than the other, or pruning just the
middle of the tree. These variations are known as side pruning, slope pruning or “V pruning.” Trees may appear unbalanced at first, but a healthy tree will cope with the changes, and its appearance will soften over time.

The  primary  pruning  of  deciduous  trees  is
typically  during  the  dormant  season.   Damaged
trees,  or  those  that  constitute  health  or  safety hazards,  are  pruned  at  any  time  of  the  year  as required.   All  pruning  cuts  are  usually  made  to
lateral  branches.   Clearing  of  vegetation  around
poles and equipment is also performed.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

34 Priority for Trimming
Routine  tree‐trimming  priorities  are  based  on  the  total  number  of  customers  potentially  impacted  due  to  a tree/vegetation event:

1. 60KV sub‐transmission facilities,

2. 12KV distribution facilities,

3. 12KV distribution taps (down‐stream of fuses).

Other priorities include:

1. Trees/Vegetation in contact with primary wire (Burners),

2. Trees/Vegetation within 18
inches of contact with primary conductor,

3. Trees/Vegetation within 10 feet of primary conductors and based on the growth rate of species,

4. Trees/Vegetation in contact with secondary conductors.

Firebreaks and Weed Abatement
REU firebreak clearances are utilized in open‐space areas for structural protection of power poles.   Firebreak clearances are applicable within an imaginary cylindroid space surrounding each pole on which a switch, fuse, transformer or lightning arrester is attached and surrounding each dead end or corner pole unless such pole is exempt from minimum clearance requirements by provisions of California Code of Regulations Title 14 CCR 1255 or PRC 4296. The radius of the cylindroid is 3.1 m (10 feet) measured horizontally from the outer circumference of the specified pole. Flammable vegetation and materials located wholly or partially within the firebreak space is treated as follows:

a) At ground level ‐remove flammable materials, including but not limited to, ground litter, duff and dead or desiccated vegetation that will allow fire to spread, and; b) From 0‐2.4 m (0‐8 feet) above ground level ‐remove flammable trash, debris or other materials, grass, herbaceous and brush vegetation. All limbs and foliage of living trees are removed up to a height of 2.4 m (8 feet).
c) From  2.4  m  (8  feet)  to  horizontal  plane  of  highest  point  of  conductor  attachment ‐ remove  dead, diseased or dying limbs and foliage from living sound trees and any dead, diseased or dying trees in their entirety.

In  order  to  maintain  firebreaks,  chemical  vegetation  management  is  used  in  open‐space  areas  (as  needed).

Treatment  around  the  base  of  poles  in  these  areas  include  pre‐emergence  or  post‐emergence  herbicides  in order to control young emerging and existing vegetation.  Chemical treatments are completed every other year
for  each  location  with  the  use  of  alternative  methods,  such  as  weed‐eaters,  for  the  gap  treatment  year.

Treatment records are submitted to REU after application.

Responsible Parties
REU relies on Subject Matter Experts (SME’s) in order to utilize their expertise to assist in Plan review and/or individual recommendations for specific Plan items.  This includes consulting with the following City positions as needed:

 Roseville Fire Department, Fire Division Chief – position requires eight years of increasingly responsible experience in municipal fire suppression duties, including five years of supervisory responsibility at the Fire Captain level or higher.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

35  Roseville Urban Forester – requires three years of professional experience performing assessment and maintenance of trees in an urban environment, including one year of lead responsibility and training from an accredited college or university in urban forestry, biology, environmental science, ornamental horticulture or a related field.
 Park Planning and Development Superintendent – position requires training from an accredited college or  university  with  major  course  work  in  landscape  architecture,  park  planning,  construction management.

REU personnel that manage and execute the electric utility Vegetation Program:

 Electric Utility Director ‐   the Utility Director plans, organizes, directs and reviews the broad activities and  operations  of  the  Electric  Department  including  distribution,  generation,  planning,  retail  and administrative  services.   This  position  coordinates  assigned  activities  with  other  departments  and outside agencies and provides highly responsible and complex administrative support to an Assistant City Manager.
 Electric Operations Manager – the Operations Manager plans, organizes, directs, and coordinates the activities of electric distribution operations within the Electric Utility Department including installation, construction,  operation  and  maintenance  of  the  electric  utility  distribution  system  to  include substations, warehousing, and metering; coordinates operation and maintenance activities with other sections,  divisions,  departments  or  outside  agencies  and  utilities;  and  provides  highly  responsible technical support to the Assistant Electric Utility Director. Position requires five years of increasingly responsible experience in electrical systems construction, maintenance and repair work, including two years of supervisory responsibility.
 Electric  Operations  Supervisor  –  the  Operations  Supervisor  plans,  organizes,  directs  and  supervises electric operations within the Electric Utility Department. The position may be assigned to one or more of the following electric utility operational areas: line construction and maintenance, troubleshooting, metering, dispatch, warehouse, vegetation management, or street lighting. This position requires three years  of  increasingly  responsible  experience  in  electric  utility  systems  operations,  construction, maintenance and repair work; including one year providing technical and functional supervision over assigned personnel.
 Tree‐Trimming  Contractors ‐   most  Electric  Utility  tree  pruning/vegetation  management  work  are performed by an outside tree‐trimming contractor, but may be performed by REU crews as needed.

The contractor work consists of furnishing all labor, supervision, training, methods, tools, fuel, disposal of  brush/chips  and  equipment  necessary  to  accomplish  the  vegetation  management  work.  The contractor crew must be qualified and able to perform all high‐voltage energized line clearance tree trimming work utilizing an aerial device, such as a bucket truck, or by climbing.  In addition to certified tree workers, the contractor must also employ a certified arborist.

The REU contractor patrols all City owned overhead power lines annually. Tree‐trimming schedules are prioritized based on the level of corrective maintenance action needed.  The contractor will also respond to service order requests and other maintenance work requiring tree/vegetation trimming or removal at the direction of REU management.

Work Review
Contractor trimming work includes the use of hand saws, pruners, pole saws, hand pruners, wood chippers, axes  and  wedges,  and  chain‐saws.   Most  work  is  performed  by  a  crew  utilizing  a  variety  of  vehicles  and equipment including bucket trucks,   wood chippers, .   REU regularly reviews and inspects the equipment the City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

36 contractor intends to use.   A supervisor provided by the contractor is required to perform safety inspections and  perform  training  as  needed  to  assure  the  safety  of  contractor’s  personnel.   All  contractor  trimming  or pruning work near high voltage distribution and transmission lines are performed by a certified and qualified line clearance tree trimmer.

Record Keeping
A complete record of all tree work is maintained by the contractor and REU.  Line clearance tree trimming records include the type of tree work performed, date, species, and location.

Property Owner Notification
Property  owners  are  typically  notified  a  minimum  of  24  hours  prior  to  trimming  on  private  property.   Door hangers are left at each location or with the occupant of the property.   A “Letter of Understanding” must be signed  by  the  property  owner  prior  to  removal  of  any  tree  (unless  an  emergency  condition  exists).   Public notification may not be required for emergency call‐out work.

Emergency Work
Emergency vegetation trimming/removal work is performed for the safety of the public, REU employees and the safety/reliability of the REU electric system.  Standard notifications may not be issued for emergency work depending on the severity of the issue.

Inspections
Roseville Electric Utility meets or exceeds the minimum inspection requirements provided in CPUC GO 165 and CPUC GO 95, Rule 18.   Pursuant to these rules, utilities inspect electric facilities in the HFTD more frequently than the other areas of its service territory.  As described above, Roseville Electric Utility currently does not have any  overhead  power  lines  located  within  or  near  the  HFTD  within  the  CPUC’s  Fire‐Threat  Map.   However, Roseville  Electric  Utility  performs  a  detailed‐type  inspections  within  the  City  Wildfire  Reduction  Zone  on  an annual basis, as stated in the Wildfire Reduction Zone Inspection and Maintenance Program [5].

The  inspection
target  is  to  be  completed  annually,  before  the  start  of  fire  season  each  year.   Intrusive‐type inspections will be performed approximately every five‐years as per the standard Distribution Inspection and Maintenance Program.  The inspection process is unchanged during high‐risk and red flag days.

Note:  if Roseville Electric Utility employees
find a facility that is in need of repair but is not owned by the Utility, REU will send the facility owner a notice to repair (Safety Hazard Notification) so that the required repairs can be made by the correct party.

Reclosing Policy
Roseville Electric Utility’s electric system is predominantly underground.   The system does not currently have any distribution recloser equipment installed on electric supply circuits and thus no policy is currently needed:

REU  does  not  have  12kV  reclosers  located  along  distribution  feeders.  Reclosing  operations  are performed by feeder breakers located in REU’s substations. In most instances, the reclose function is set  to  operate  once  for  underground  feeders  and  twice  for  overhead  feeders.  In  most  cases,  60kV substation line breakers are set to reclose one time.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

37 Engineering  and  operations  management  have  reviewed  the  current  system  protection  (reclose)  philosophy and,  considering  our  annual  summer  preparedness  work,  have  determined  there  is  no  immediate  apparent advantage to changing our approach to protection reclosing.

Note: Substation breakers are placed in “no‐test” during maintenance procedures that necessitate that action.

Public Safety Power Shutoff (PSPS)
Protocols for de‐energizing portions of the electrical system defer to one of several methods that depend upon the  severity  and  type  of  situation.  Roseville’s  customers  are  not  directly  connected  (or  interconnected)  to investor owned utilities (IOU’s) and therefore should not experience an IOU PSPS event.  Roseville has not had, or expects to have, the need to implement a PSPS event within the REU service territory however, a plan is in place should the need arise to curtail load for any reason.  In the unlikely event of a load curtailment event, REU will  follow  the  established  emergency  protocols  in  the  REU  Summer  Preparedness  Plan.   These  protocols include:  City  Emergency  Operations  Center  activation,  Electric  Department  Emergency  Operation  Center activation,  emergency  communications,  emergency  public  information  priorities,  mutual  assistance  options, and critical and at‐risk customer considerations. Working with City Police and Fire Departments, REU developed the following restoration list that will be used in reverse to prioritize load curtailment:

 Priority 1 – Restores power to communication facilities and the most at risk population.  Priority 2 – Restores power to the critical at risk population  Priority  3  –  Restores  power  to  potable  water.   This  priority  was  determined  based  on  available generation at the City of Roseville’s water treatment facility and that the generator does not fail.  Priority 4 – Restores power to larger capacity fueling facilities.  Priority 5 – Solid waste and wastewater.  The city is capable of handling much of this without supplied power because of onsite generation
 Priority 6 ‐ Jail/Detention and Court house.
 Priority  7  –  Key  Accounts,  Eating/Dining/Mall.  These  include  restaurants,  grocery  stores,  and warehouses.   All  at‐risk  personnel  and  sanitation  is  complete.   Power  to  grocery  stores,  food  ware houses  and  restaurants  (fast  food  and  sit  down)  becomes  a  need  so  that  people  can  be  fed  and potentially prevent the discarding of food that has not been refrigerated properly.  Priority  8  –  Assembly  areas  –  these  include  schools,  theater  and  churches.   The  intent  is  to  provide locations for cooling centers to be available.  These are large gathering sites and if logistical support is needed for residents, they are in central areas to make aid support easier.

De‐energization
Roseville Electric Utility has the authority to preemptively shut off power due to fire‐threat conditions, however, this option will only be used in extraordinary circumstances.   Upon confirmation of a planned fire‐threat de‐ energization event, advance notice (as much as possible and/or practical) will be given to all Roseville customers, such as residences and businesses, through the communication tactics as previously stated.

Critical facilities and some key electric customers, such as Fire Departments, Law Enforcement and Hospitals, may be contacted directly to give as much notice as possible as to the planned de‐energization of their electric service due to a fire‐threat condition.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

38 Typical  methods  used  for  internal  city  communication  of  a  major  de‐energization  event  may  be  through Dispatch (for example, Electric Dispatch to Police Dispatch), radio or cellular equipment.   Should a major de‐ energization event occur due to a fire‐threat, it is likely that the EOC will be activated and the Electric, Police and Fire Departments will be directly involved in the emergency process.

8. RESTORATION OF SERVICE
Electric Outage Restoration Procedure
REU has procedures for electric outage restoration [6].  The purpose of the these procedures are to provide a consistent set of procedures for Electric System Dispatchers and field personnel to communicate, safely assess, isolate and restore power to areas affected by an unscheduled power outage.  The same procedures apply after an electric outage event due to a wildfire.

This procedure classifies unscheduled outages in the following categories:

 12kV Feeder – Laterals
 12kV Feeder – Mainline
 60/12kV Distribution Substation
 230/60kV Receiving Station
 Complete System Blackout

Steps  are  outlined  for  each  outage  category  restoration  effort.   All  overhead circuits  will  be  inspected  and
cleared prior to re‐energization per applicable regulations.

Outage Notification Procedure for Electric Dispatch
REU establishes broad power outage notification procedures [7] that is adhered to by all REU Electric System Dispatchers  involved  in  the  notification  process  for  scheduled  and  unscheduled  power  outages.  Notification procedures  for  REU  Dispatchers  and  describes  their  role  in  the  notification  process  for  scheduled  and unscheduled power outages during and after normal working hours are divided into the following categories:

 Scheduled Power Outages
 Unscheduled Power Outages – Non‐Circuit/Normal Hours
 Unscheduled Power Outages – Non‐Circuit/After Hours
 Unscheduled Power Outages – Circuit/VIP Normal Hours
 Unscheduled Power Outages – Circuit/VIP After Hours

Priorities:

1. Physical safety of employees and the public

2. Integrity and reliability of the power system

3. Protection of equipment

4. Service to the customer

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

39 9. PLAN EVALUATION
Metrics for measuring plan performance
Roseville Electric Utility will track two metrics to measure the performance of this Wildfire Mitigation Plan: (1) number of fire ignitions; and (2) wires down within the service territory.

Metric 1:  Fire Ignitions
For purposes of this metric, a wildfire ignition is defined as follows:

 A Roseville Electric Utility distribution asset was associated with the fire;  The fire was self‐propagating and of a material other than electrical and/or communication facilities;  The resulting fire traveled greater than one linear meter from the ignition point; and,  Roseville Electric Utility has knowledge that the fire occurred.

Metric 2:  Wire Down
The second metric is the number of distribution wires downed within REU’s service territory.  For purposes of this metric, a wires down event includes any instance where an electric primary distribution conductor falls to the ground or on to a foreign object.

Roseville  Electric  Utility  will  not  normalize  this  metric  by excluding  unusual  events,  such  as  severe  storms.

Instead, Roseville Electric Utility will supplement this metric with a qualitative description of any such unusual events.

Impact of Metrics on the Plan
In the initial years, Roseville Electric Utility anticipates that there will be relatively limited data gathered through these metrics.   However, as the data collection history becomes more robust, Roseville Electric Utility will be able  to identify areas of  its operations  and service  territory that  are disproportionately impacted.   Roseville Electric Utility will then evaluate potential improvements to the plan.

Monitoring and Auditing the Plan
Review of the Wildfire Mitigation Plan will occur by REU staff annually, or as needed throughout the year.  The annual review will include an assessment of this Plan’s associated programs and performance.  This Plan will be presented publicly to City Council on an annual basis or consistent with State mandates.  Additionally, a qualified independent evaluator may present a report on this Plan to the City Council.

Identifying and Correcting Deficiencies to the Plan
During any review of the Plan, the Electric Director, or his/her designee, has the authority to, and is responsible for, correcting the deficiencies.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

40 Monitoring the Effectiveness of Inspections
Roseville Electric Utility uses General Orders 95 (GO95), 128 (GO128) and 165 (GO165), respectively as it’s guide to inspect its electric supply system.  Field staff routinely inspect assets (typically based on an interval process) within the electric service territory and identify and perform corrective action as deficiencies are encountered.

For reactive maintenance that cannot be repaired upon discovery, a priority level is assigned and a subsequent work order is created.  Work orders require personnel to input information, which establishes accountability, for those charged with completing the order, along the order processing continuum. REU tracks inspections and reactive  maintenance  in  its  Computerized  Maintenance  Management  System  and,  per  GO165,  reports information to the CPUC annually.

REU  staff  meets  regularly  (typically  monthly)  to  review  electric  outages.   Several  metrics,  such  as  outage response times, fire ignition, wires down, and reliability indices undergo review.  Below are the metrics that will be used to measure the performance of
this Plan:

Specific metric  Indicator  Measure of effectiveness
Fire ignition   Count of events  Reduction in general trends Wires down   Count of events  Reduction in general trends

10. INDEPENDENT AUDITOR
Public Utilities Code section 8387(c) required Roseville Electric Utility to contract with a qualified independent evaluator with experience in assessing the safe operation of electrical infrastructure to review and assess the comprehensiveness of the initial Wildfire Mitigation Plan.  The independent evaluator issued a report that was posted to the City’s website and presented to City Council at a public meeting to ensure best practices were implemented based on the risk assessment of the electric utility system.

11. PLAN APPROVAL PROCESS

1. The Plan undergoes an annual internal review that includes associated policies, procedures and tasks associated  with  wildfire  mitigation  efforts,  plans  and  procedures.   The  review  may  include  senior operations personnel, administrative, compliance and government relations staff.  Training needs are included in the review to ensure employees understand their role in maintaining compliance.

2. During the review process, new or additional wildfire mitigation items may be assessed and added or deleted to an electric operations budget or engineering rehabilitation budgets.  These items are typically budgeted for the next fiscal year.  Funding undergoes several approval processes, both internally in the Electric department –
which requires Director approval ‐ and then at the City level, which requires City Management approvals. When complete, the budget then moves to a public process at City Council, which reviews and authorizes the final approval.  The financial budgeting process is publically available to  all  Roseville  customers.   Should  an  unexpected  and/or  unbudgeted  mitigation  expense  become necessary,  the  expense  will  typically  be  funded  from  the  existing  approved  operations  maintenance budget.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

41 3. Once staff has reviewed the Plan, an independent auditor may be chosen to make an impartial review of the Plan, policies and procedures as well as compliance with current regulations.  Adjustments are made to the next version of the Plan during this process until the auditor and the City are satisfied that all statutes have been met.  When ready, the Plan is posted on the City website and available in print for public review and comment. The final part of the process includes City Council approval for use.

12. REFERENCES

[1]   REU, EOP 2.0, REU, EOP 2.0 Operations Standby Policy. [2]   "National Oceanic and Atmospheric Admistration," [Online]. [3]   "Californias  Fourth  Climate  Change  Assessment,"  [Online].  Available:
https://www.energy.ca.gov/sites/default/files/2019‐07/Statewide%20Reports‐%20SUM‐ CCCA4‐2018‐013%20Statewide%20Summary%20Report.pdf.
[4]   "California  Public  Utilites  Commission,"  [Online].  Available:
https://www.cpuc.ca.gov/firethreatmaps/.
[5]   REU, EOP 1.07, REU, EOP 1.07 Wildfire Inspection and Maintenance Plan. [6]   REU, SOP 6.01, REU, SOP 6.01 Electric Outage Restoration Procedures. [7]   REU, SOP 6.02, REU, SOP 6.02 Outage Notification Procedures. [8]   REU, SOP 6.02A, REU, SOP 6.02A External and Internal Outage Notification Procedures. [9]   E. 1. D. I. a. M. P. REU.
[10]  BANC,  "Balancing  Authority  of  Northern  California,"  [Online].  Available:
http://www.thebanc.org/.
[11]  WAPA. [Online]. Available: https://www.wapa.gov/About/Pages/about.aspx.

13. DOCUMENT REVISION
2022 Revisions:

Document Section  Change Description
All  Modified document to include additional/clarifying language (various locations.

All  Updated data to current numbers (circuit miles, customers, etc.) Section 3  Updated plan objectives to include concluded mitigation measures in the WRZ.

Section 4  Updated pictures of REP and RPP2.

Section 6  Added supply challenges to the list of risks; added overhead/underground charts; added weather data.

Section 7  Renamed section header; removed some older background information for document clarity; updated CPUC Fire‐Threat Map; updated Grid Hardening Project status to complete.

Section 9  Updated language to show the Plan presented to City Council to ensure best practices implemented.

Section 10  Updated process language.

City of Roseville
Electric Utility Department
Wildfire Mitigation Plan

42 ‐‐‐‐ END OF DOCUMENT ‐‐‐‐

COUNCIL COMMUNICATION
CC #:
2456
File #:
0704
Title:

Park Name Recommendation Approval
Contact:

Tara Gee 916-774-5253 [email protected]

Meeting Date: 12/21/2022
Item #: 8.1.

RECOMMENDATION TO COUNCIL
Per recommendation of the Parks & Recreation Commission, staff recommends that the City Council approve by motion park names for several parks targeted for construction in the coming year.

•

NC-57 dog park off of Antelope Creek – Apollo Dog Park; •

The park site at Gibson Drive – Gibson Courts or The Courts at Gibson Drive; • The ten-field long field complex – Roseville Soccer Complex or West Roseville Soccer Complex; and,
•

Rename the current Roseville Sports Center - Mahany Fitness Center.

BACKGROUND
NC-57 - The Parks & Recreation Commission recommends this park to be named Apollo Dog Park. This was also the recommendation of the Park Naming Subcommittee, and the park name is consistent with the precedent of naming our dog parks after police K-9s. K-9 Apollo served for ten years, retired, and has since passed away.

The park site at Gibson Drive - The Parks & Recreation Commission recommends this park to be named Gibson Courts or The Courts at Gibson Drive. The Park Naming Subcommittee recommended the name Gibson Sports Courts. The facility at Gibson will be a hard court complex featuring lighted pickleball, tennis, and basketball courts. The Subcommittee and Parks & Recreation Commission felt it appropriate to select a name that is descriptive of the facility as it is not a typical park.

The ten-field long field complex - The Parks & Recreation Commission recommends this complex to be named Roseville Soccer Complex or West Roseville Soccer Complex. The Park Naming Subcommittee recommended the name Roseville Sports Complex. This complex will be a regional draw, and also used by residents from throughout the city. The Parks & Recreation Commission felt that Roseville Sports Complex was too generic, lacking identification of what type of complex it is. They felt the name Soccer Complex provides an image of the facility, recognizing that other sports utilizing a rectangular field can be played here as well.

Lastly, to avoid confusion with the new complex, the Parks & Recreation Commission recommends that the current Roseville Sports Center (which is a fitness and community center at Mahany Park) be renamed the Mahany Fitness Center. This was also the recommendation of the Park Naming Subcommittee. This new name better aligns with the activities that occur at this facility.

Parks & Recreation Commission
The Parks & Recreation Commission reviewed the Subcommittee suggestions at its November 7, 2022 meeting.

Park Naming Process
The Park Naming policy was updated and approved in June 2021. Changes included a new make-up of participants as the Park Naming Subcommittee. This Subcommittee consists of:
•

Parks, Recreation & Libraries Director
•

Park Planning and Development Superintendent
•

Park Development Project Manager (one representative serving a two-year term, to be rotated among Park Development Project Managers)
•

PRL Superintendent from the Parks Division (one representative serving a two-year term, to be rotated among PRL Superintendents from the Parks Division) •

PRL staff member chosen “at-large”, who shall serve a two-year term •Staff member from the Development Services Department (one representative serving a two- year term, to be rotated among Development Services staff) With the exception of the Director and Park Planning & Development Superintendent, committee members will serve a two year term.

The Name Selection Process is as follows:

The Subcommittee shall review all names and recommend up to three names for each new park or facility to the Parks & Recreation Commission.

1. The recommended names, along with the full list of submissions (including the “active” names from the previous year), shall be reviewed by the Parks and Recreation Commission for consideration at a formal meeting. The Parks and Recreation Commission shall recommend up to three names for each new park or facility to the City Council.

2. The recommended names, along with the full list of submissions (including the “active” names from the previous year), shall be reviewed by the City Council for approval at a formal meeting.

3. Family members of any potential namesakes shall be contacted by PRL staff prior to final approval by City Council, to ensure their support of the recommendation.

4. The Annual Park Naming Process shall conclude upon City Council’s final approval of the park or facility name.

Advertisement for names for the above parks occurred in July through August 2022. The advertisement period was four (4) weeks. The Park Naming Subcommittee, consisting of Jill Geller, Parks Recreation & Libraries Director; Mike Isom, Development Services Director; Tara Gee, Park Planning & Development Superintendent; Eric Dexter, Parks, Recreation & Libraries Superintendent; Joel De Jong, Park Planning Project Manager; and Patrick Daly, Parks Supervisor, met on August 29, 2022 to review the name submissions along with names on the “active” list from last year. “Active” are those names received the year prior and not selected.

Names from the 2022 submission period and not selected for recommendation will remain on the “active” list for one year. Please see the attachments for a summary of active names from 2021 and the submissions received during this latest advertisement.

FISCAL IMPACT
Park identification signs for new parks will be included in the construction budgets of each park.

There will be no General Fund impact.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to activities that will not result in a direct or reasonably foreseeable indirect physical change in the environment, or is otherwise not considered a project as defined by CEQA Statute §21065 and CEQA State Guidelines §15060(c)(3) and §15378.

The park naming recommendations meet the above criteria and are not subject to CEQA. No additional environmental review is required.

CITY COUNCIL STRATEGIC PLAN/OVERARCHING GOALS
Goal D - Enhance economic vitality
Goal E - Deliver exceptional city services
Goal F - Invest in well-planned infrastructure and growth

Respectfully Submitted,
Tara Gee, Park Planning & Development Superintendent
Jill Geller, Parks Recreation & Libraries Director

_____________________________
Dominick Casey, City Manager
ATTACHMENTS:

Description
Vicinity Maps
Names Submitted in 2022
Names Available from 2021
Vicinity Maps
Park Naming 2022
NC-57 – North Central

Gibson Drive

Soccer Complex

Mahany Park

Park Naming
Active Names from 2021 (Available for consideration in 2022) WAG the Park (Wendy A. Gerig) (Retired Chamber CEO)
Michael Ziegler (Pride Industries CEO)
Dave Martinez (Foor Bank CEO)
Bob Seawell (Coach)
Dr. Kelvin Lee (Retires Dry Creek Superintendent)
Dr. Tim Herman (Former Councilmember)
Harry Potter Park
Mount Evans Playfield
Zumi Park
Sebastian Creek
Ramona Square
Sierra Viewpoint
Cokeva Fields
Kat Maudru (Communications – Radio/Community foundations/events) Super Happy Funtime
Jasmine
Phil Ozenick Memorial (Former Mayor and Council member) Lois Donovan (Tiny Tots School Teacher)
F.C. “Rocky” Rockholm (Former Mayor and City Council member) Harold T. “Bizz” Johnson (Former City Council member/State Legislator) Fire Truck
Edward P. Gibson (Volunteer for numerous Roseville organizations/events) Lakshminarasimhan (Non-resident/visited Roseville)
Historic Sierra Vista

COUNCIL COMMUNICATION
CC #:
2462
File #:
0102
Title:

Council Discretionary Funds - Downtown Roseville Partnership Contact:

Cary Camilleri 916-746-1350 [email protected] Carmen Avalos 916-774-5269 [email protected]

Meeting Date: 12/21/2022
Item #: 8.2.

RECOMMENDATION TO COUNCIL
Recommend City Council consider a request for $2,000 from Council Discretionary Funds for Downtown Roseville Partnership for the 61st Annual Sylvia Besana Holiday Parade event on Saturday November 19th, 2022.

BACKGROUND
The Citizens’ Benefit Fund was established in 1993 with the net proceeds from the sale of the Roseville Hospital. The City Council may, after receiving the recommendation of the Roseville Grants Advisory Commission, annually appropriate up to 90 percent of the annual earnings of the Citizens’ Benefit Fund for the purpose of improving the quality of life for the citizens of the City of Roseville. The City Council, without the recommendation of the Roseville Grants Advisory Commission, may annually appropriate a minor amount up to $15,000 of the annual earnings for the purpose of improving the quality of life in Roseville.

FISCAL IMPACT
There is no fiscal impact to the City’s General Fund. Annually, the Assistant City Manager/Chief Financial Officer allocates $15,000 of the annual earnings on the Citizens’ Benefit Fund per section 4.06.040 in the Municipal Code and includes it in the annual budget along with the Citizens’ Benefit Fund resources available for appropriation each year. These earnings are restricted for the purpose of improving the quality of life for Roseville residents and appropriated by the City Council. The balance remaining in the Council’s Discretionary Funds for FY2022-23 is $16,321.83.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to activities that will not result in a direct or reasonably foreseeable indirect physical change in the environment, or is otherwise not considered a project as defined by CEQA Statute §21065 and CEQA State Guidelines §15060(c)(3) and §15378. The award of funds meets the above criteria and is not subject to CEQA. No additional environmental review is required.

CITY COUNCIL STRATEGIC PLAN/OVERARCHING GOALS
Goal B - Support community engagement and advocacy

Respectfully Submitted,
Cary Camilleri, Management Assistant
Carmen Avalos, City Clerk

_____________________________
Dominick Casey, City Manager
ATTACHMENTS:

Description
Downtown Roseville Partnership Discretionary Funds request

October 10, 2022

Krista Bernasconi, Mayor
City of Roseville
311 Vernon Street
Roseville, CA 95678

Dear Mayor Bernasconi and City Council:

The Downtown Roseville Partnership is proud to host the 61st Annual Sylvia Besana Holiday Parade. This family-friendly holiday event will be held on Saturday, November 19th with the vendor booths opening at 9:00 AM and the parade beginning at 10:30 AM. There will be fun events for all ages both before and after the parade, including Santa, food and craft booths and some new surprises this year!
The event in 2021 drew over 4,000 parade watchers, 60 parade units, and dozens of volunteers! This year we expect even more than that to come to spend time with their family and friends, watch the parade, and then spend time in the Downtown Roseville area.

The parade presents an opportunity to drive business and interest in our Downtown area as well as create additional revenue for our City through sales and increased business. The Downtown Roseville Partnership requests a $2000 sponsorship for the 61st Annual Sylvia Besana Holiday Parade from the City Council discretionary funds.

The Downtown Roseville Partnership is a non-profit with a 501(c)6 status, and, as such, is not eligible for grant applications through the City of Roseville. The Council has generously allotted funds to the Parade for the last few years through the Discretionary Funds program.

The goal of the Partnership is to keep the participation costs for parade applicants as low as possible so they rely on sponsors from outside to assist with costs. The parade sponsorship program has grown during the last few years and the hope is to eventually rely entirely on community and business sponsorships to fund the parade to allow maximum participation.

These funds will go to the general operations of the Holiday Parade. This includes, but is not limited to, the expense to close the streets, the staffing it takes to organize the parade, additional restrooms for our attendees, insurance policies to cover the event and the attendees, and other parade expenses. The total cost for the Parade, dependent on number of participants, may reach $12,000.

These funds will be used to off-set those costs.

We are proud to say that since the event has been taken over by the Downtown Roseville Partnership in 2017, Parade float/unit numbers have risen 20%, vendor booth numbers have risen almost 200%, and sponsorships from outside businesses have doubled!

We would greatly appreciate the Council’s granting this sponsorship request. If you have additional questions please feel free to contact me at [email protected] or by phone at 916-910- 5769.

Respectfully,

Stephanie Hill, Parade Director

COUNCIL COMMUNICATION
CC #:
2463
File #:
0102
Title:

Council Discretionary Funds - Placer Food Bank
Contact:

Cary Camilleri 916-746-1350 [email protected] Carmen Avalos 916-774-5269 [email protected]

Meeting Date: 12/21/2022
Item #: 8.3.

RECOMMENDATION TO COUNCIL
Recommend City Council consider a request for $2,500 from Council Discretionary Funds to help cover costs for the Pantry to Go drive-through free food distributions held at Denio's Farmers Markets, first Friday of each month. There is no fiscal impact to the City’s General Fund.

BACKGROUND
The Citizens’ Benefit Fund was established in 1993 with the net proceeds from the sale of the Roseville Hospital. The City Council may, after receiving the recommendation of the Roseville Grants Advisory Commission, annually appropriate up to 90 percent of the annual earnings of the Citizens’ Benefit Fund for the purpose of improving the quality of life for the citizens of the City of Roseville. The City Council, without the recommendation of the Roseville Grants Advisory Commission, may annually appropriate a minor amount up to $15,000 of the annual earnings for the purpose of improving the quality of life in Roseville

FISCAL IMPACT
There is no fiscal impact to the City’s General Fund. Annually, the Assistant City Manager/Chief Financial Officer allocates $15,000 of the annual earnings on the Citizens’ Benefit Fund per section 4.06.040 in the Municipal Code and includes it in the annual budget along with the Citizens’ Benefit Fund resources available for appropriation each year. These earnings are restricted for the purpose of improving the quality of life for Roseville residents and appropriated by the City Council. The balance remaining in the Council’s Discretionary Funds for FY2022-23 is $16,321.83
.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to activities that will not result in a direct or reasonably foreseeable indirect physical change in the environment, or is otherwise not considered a project as defined by CEQA Statute §21065 and CEQA State Guidelines §15060(c)(3) and §15378. The award of funds meets the above criteria and is not subject to CEQA. No additional environmental review is required.

CITY COUNCIL STRATEGIC PLAN/OVERARCHING GOALS
Goal B - Support community engagement and advocacy

Respectfully Submitted,
Cary Camilleri, Management Assistant
Carmen Avalos, City Clerk

_____________________________
Dominick Casey, City Manager
ATTACHMENTS:

Description
Placer Food Bank request for Discretionary Funds

COUNCIL COMMUNICATION
CC #:
2445
File #:
0103 & 0103-04 & 0103-05 & 0103-06 & 0103-12 & 0103-13 & 0103-41 Title:

Board and Commissions Bi-Annual Vacancies
Contact:

Katrina Six 916-774-5267 [email protected]

Meeting Date: 12/21/2022
Item #: 9.1.

RECOMMENDATION TO COUNCIL
Recommend Council
appoint Maria Fisk, Eileen Speaker, and Kim Ryan Unidad to the Library Board to terms expiring December 31, 2026.

Appoint David Jacques and Thomas Lamb to the Personnel Board to a term expiring December 31, 2026.

Appoint Derek Pell, Doyle Radford Jr., and Philip Roberts to the Transportation Commission to terms expiring December 31, 2026.

Appoint Joseph Bales, Ivann Greene, Steve Miller, Arthur Pauly, Jr., and Tom Rutherford to the Board of Appeals to terms expiring December 31, 2026.

Appoint three (3) individuals to the Parks and Recreation Commission to terms expiring December 31, 2026 from the applications received from: Renee Borowiak, Brandon Clark, Regina Souchek, and Jeff Short.

Appoint two (2) individuals to the Senior Commission to terms expiring December 31, 2026 from the applications received from: Eugene Cheng, Barbara Harmon, Shyan Lee, Steve Miller, and Nicole Zamora.

BACKGROUND
Appointments to the Board of Appeals, Library Board, Parks & Recreation Commission, Personnel Board, Senior Commission, and Transportation Commission are due to be made as part of the bi-annual recruitment process. Recruitment for all vacancies occurred in October 2022, video interviews of the applicants were conducted by the City Clerk Department, and the City Attorney’s Office reviewed the Statements of Economic Interest (Form 700) for potential conflicts of interest. The application, video interviews, and confidential attorney review are compiled and provided to the City Council for consideration. No extra applications were received for the Board of Appeals, Library Board, Personnel Board, and Transportation Commission and as such, the appointment of the candidates is recommended.

FISCAL IMPACT
Not applicable.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to activities that will not result in a direct or reasonably foreseeable indirect physical change in the environment, or is otherwise not considered a project as defined by CEQA Statute §21065 and CEQA State Guidelines §15060(c)(3) and §15378. The appointment of members to boards or commissions meets the above criteria and is not subject to CEQA. No additional environmental review is required.

CITY COUNCIL STRATEGIC PLAN/OVERARCHING GOALS
Goal B - Support community engagement and advocacy

Respectfully Submitted,
Katrina Six, City Clerk Technician
Carmen Avalos, City Clerk

_____________________________
Dominick Casey, City Manager

COUNCIL COMMUNICATION
CC #:
2461
File #:
0800-06
Title:

Commercial Corridor Specific Plans
Contact:

Jessica Lynch 916-774-5352 [email protected]

Meeting Date: 12/21/2022
Item #: 10.1.

RECOMMENDATION TO COUNCIL
At the October 13, 2022 Planning Commission hearing, the Planning Commission recommended that the City Council take the following actions:

1. Consider the Addendum to the 2035 General Plan Environmental Impact Report (SCH #2019080418, certified on August 5, 2020) and 2021 Housing Element Addendum. (Exhibit A)

2. Adopt a resolution for a General Plan Amendment to amend General Plan Land Use Element text to reflect the adoption of three new Specific Plans; amend Land Use Element Figure II-1 (Planning Areas) to add the boundaries of the three new Specific Plans; and amend Figure III-3 (Pedestrian Districts) and Figure VIII-3 (Land Use Designations with City’s Regulatory Floodplain) because these figures include the boundaries of the City’s Specific Plans or land use map as background information on the figure; and amend the General Plan Land Use Map (Land Use Element Figure II-2) consistent with the three new Specific Plans, to correct land use from Low Density Residential to Open Space over the Dry Creek open space area, to remove the land use designations over arterial roadways within and adjacent to the three new Specific Plans, and other minor changes. (Exhibit B.1 – B.9)

3. Adopt one (1) finding of fact and adopt a resolution to approve the Atlantic Street Corridor Specific Plan. (Exhibit C)

4. Adopt two (2) findings of fact and approve a Rezone to change the underlying zone districts as shown in Exhibit D and apply the Special Area (/SA-AT) overlay zone to property within the Atlantic Street Corridor Specific Plan. (Exhibit D)

5. Adopt one (1) finding of fact and adopt a resolution to approve the Douglas-Harding Corridor Specific Plan. (Exhibit E)

6. Adopt two (2) findings of fact and approve a Rezone to change the underlying zone districts as shown in Exhibit F and apply the Special Area (/SA-DH) overlay zone to property within the Douglas-Harding Corridor Specific Plan. (Exhibit F)

7. Adopt one (1) finding of fact and adopt a resolution to approve the Douglas-Sunrise Corridor Specific Plan. (Exhibit G)

8. Adopt two (2) findings of fact and approve a Rezone to change the underlying zone districts as shown in Exhibit H and apply the Special Area (/SA-DS) overlay zone to property within the Douglas-Sunrise Corridor Specific Plan. (Exhibit H)

9. Adopt two (2) findings of fact and approve a Rezone to change the underlying zone districts on specified properties in the Infill Planning Area as shown in Exhibit I.

10. Adopt two (2) findings of fact and approve an Ordinance Amendment to Title 19 of the Municipal Code (Zoning Ordinance), Chapter 19.18.030 Special Area (SA) District for the purpose of adding the three new Specific Plans to the list of Special Area Districts; adding new Chapter 19.33 Commercial Corridor Plans to establish the permitted uses (including non- conforming uses), development standards, parking standards, and entitlement and approval procedures for the three Specific Plans; amending Chapter 19.24.020 (Nonconforming Uses and Structures) to refer to the new Chapter 19.33 standards; amending Chapter 19.26.030 (Parking space requirements by use type) to refer to the parking reduction processes of the new Chapter

19.33; and amending Chapter 19.78.020 (Required public hearings, authorized Approving Authority and public notice) acknowledging the new approval procedures within the new Chapter

19.33. (Exhibit J)

BACKGROUND
This Council Communication provides a summary evaluation of the project and a summary of the October 13, 2022 Planning Commission hearing. A more detailed background and evaluation is provided in the Planning Commission staff report, incl
uded as Attachment 3.

Background
The City adopted a revitalization strategy in 1999 to support improvements to the Historic Old Town, Vernon Street, and other aging areas of the city. This effort resulted in the adoption of the Riverside Gateway Specific Plan in 2006 and the Downtown Specific Plan in 2009. The intent of this investment was to return these areas, which to this day still serve as the center and core of the fabric of the City, to their former prominence. These efforts stimulated reinvestment in these areas, with improved streetscapes, as well as the development of new businesses and housing.

City Council identified further corridor planning and reinvestment as a Council priority, and in 2019 authorized staff to submit a grant application pursuant to Senate Bill 2 for this work. Senate Bill 2 established a permanent source of funding for planning activities that can demonstrate a connection to housing production. In the grant application brought to City Council, staff identified Atlantic Street, Douglas and Harding Boulevards, and Douglas and Sunrise Boulevards as key areas which are connected to each other, to the City’s downtown, to the Downtown and Riverside Gateway plans, and to vital transportation hubs. Staff proposed to develop separate but related Specific Plans for each of the corridor areas, with the purpose of streamlining and incentivizing redevelopment.

City Council’s decision to consider planning activities in these areas was also influenced by several controversial infill projects, including the proposed Dutch Bros coffee kiosk at 1017 Douglas Boulevard and the Old Town Lofts at 241 Nevada Avenue. The Dutch Bros project was denied and the Old Town Lofts project was approved, but a message heard from the community was a concern about sites developing one by one without a cohesive plan for the overall area.

The proposed Commercial Corridor Plans project is an opportunity to develop these cohesive policies, design guidelines, and plans for each area.

Summary Evaluation
The Planning Commission staff report (Attachment 3) provides detailed descriptions of the proposed project, evaluations of the requested entitlements, and how each component of the proposed Specific Plans meet the required findings. Below are summaries of those evaluations.

Refer to Attachment 3 for detailed descriptions and evaluations.

General Plan Amendment
The proposed General Plan Amendment would:

Amend the actual text of the General Plan document to add references to the new plans in the Land Use Element;
Amend Figure 2-2, the General Plan Land Use Map, to reflect the land use designation changes in the plans, correct the land use from Low Density Residential to Open Space in the Dry Creek open space area, and to remove the land use designations over the arterial roadways within and adjacent to the plan area consistent with current City practice; Amend Figure 2-1 to add the boundaries of the new specific plans; and Amend Figure and 3-1 and 8-3, because the specific plan boundaries and City land use map are included as background information on these figures Further, a
s the
planning process for the project got underway, staff determined that many of the parcels located within and near the corridors had General Plan land use inconsistencies that could potentially result in future issues if developed or improved, including incompatibility between land use and zoning designations. In several instances, these inconsistencies precluded any improvements to certain properties without a time consuming and costly entitlement process.

In addition to bringing the General Plan land use map into consistency with the under lying zoning
a
nd actual use of each property, the General Plan Amendment would also make the map consistent with the City’s typical land use practices, such as removing land use designations from arterial roadways located within the Plan Areas and replacing the Low Density Residential land use designation within the designated floodplain along Dry Creek to Open Space, consistent with it's zoning designation. The project “cleans up” and makes clear a logical and internally consistent land use hierarchy from the General Plan down to the Zoning Ordinance level.

Specific Plan Amendment
The Cit
y’s overall growth strategy in the General Plan is based largely on the implementation of Specific Plans to ensure balanced growth, appropriate infrastructure and public services, and provide community and neighborhood character. The project includes a water and sewer technical
study to ensure there is capacity for up to 850 multifamily residential units in all three plan areas, which includes up to 50 units assumed within the Atlantic Street plan, up to 200 units in the Douglas-Harding plan, and up to 600 units in the Douglas-Sunrise plan. The project also provides Design Guidelines and
conceptual streetscape improvement options to promote community character, provide for community gateways, and ensure any new development is an integrated part of existing development.

Adoption of the Corridor Plans creates a clear and internally consistent hierarchy, by applying the City’s current practice of planning for logical and efficient development through the use of specific plans in three areas of the City where development pre-dates the practice. Recognizing the demand for revitalization of the City’s older commercial corridors and the need for housing to support existing commercial areas, the Corridor Plans allow for the City to encourage development using a consistent, planned approach to improve neighborhood identity and avoid piecemeal and spotty development without adversely affecting infrastructure capacity. This is consistent with the City’s overall approach to growth management.

Rezone
Approval and adoption of the Specific Plans would result in the correction of several existing land use and zoning inconsistencies, including spot zoning, inconsistencies between land use and the zone district, and outdated Planned Development zones. The correction of these issues will further the public interest, health, safety, and welfare of the City. Incompatibilities between land use designations and zoning can create a costly and time-consuming administrative issue for property owners wishing to improve their properties, which disincentivizes property improvements and leads over time to properties and businesses which suffer from disinvestment. Furthermore, t
he use of property-specific Planned Development ordinances reduces clarity for the public, property owners, and tenants.

Removing these barriers reduces costs and processing time while providing streamlined processes for property owners, creating assurances and an incentive for property improvements.

Zoning Ordinance Amendment
The Project adds each Specific Plan to Roseville Municipal Code (Zoning Ordinance) Section

19.18.030, Special Area (SA) District. This section lists the Specific Plans in the City which have adopted area-specific development standards; each of the proposed three Specific Plans will be added to this list. The Project also establishes Chapter 19.33 (Commercial Corridor Plans) of the Zoning Ordinance, which includes the new permitted use tables, development standards, and approval processes all in one location. Placing these regulations within the Zoning Ordinance, rather than in a stand-alone ordinance, makes them easier to access and more user-friendly. The Corridor Plans include user-friendly summaries of how the regulatory processes work, with references provided to the detailed regulatory standards of Chapter 19.33 of the Zoning Ordinance. Once adopted, the Specific Plans will include hyperlinks to the relevant sections of the Zoning Ordinance, making cross-referencing as easy as possible.

Planning Commission Hearing
The Public Review Draft Commercial Corridor Specific Plans were considered by the Planning Commission on October 13, 2022. Several members of the public spoke on the project and expressed: general opposition to the project; objections to multifamily and high density housing; concerns about various issues such as water supply, lighting, groundwater, and utility capacity (including schools); general concerns they felt could be exacerbated by the project, including public safety, parking, issues with unsheltered individuals, concerns regarding the influence of State legislation on the City’s planning process and the project, and concerns with the public outreach process. Other members of the community expressed support for the project, though one commenter felt that it does not go far enough to move the City in the direction of creating more multi-modal corridors, which would require major transportation engineering efforts.

Staff provided more information about the role of long-range planning in the City and provided some clarity about what the project would and would not do, since many public concerns have been based on misunderstandings about the project. Staff further clarified that housing and commercial development were already allowed uses in these areas, and that the project provides streamlining and would remove administrative barriers, which would be more likely to result in higher quality projects and have a benefit to the community. Staff also clarified that any development of housing or other uses would be private sector projects, not City projects, and that approval of the project does not result in approval of any particular site for development. Property owners seeking to make improvements will continue to be required to submit an application to the City.

The Planning Commission did not recommend any changes to the Public Review Draft Commercial Corridor Specific Plans, and unanimously recommended approval of the project (6-0- 0). Minor, non-substantive administrative changes have been made to the Specific Plans, including adding the right-of-way acreage to the "Land Use, Zoning, and Acreage by Parcel" table of each Specific Plan (Table 3.1 in all three plans). A redline version of this table change is included as Attachment 4.

FISCAL IMPACT
Preparation of the Commercial Corridor Plans was funded through two sources, including $310,000 from the Senate Bill 2 (SB 2) Planning Program Grant from the California Housing and Community Development Department (HCD) and a $1.2 million City General Fund allocation.

ENVIRONMENTAL REVIEW
An Addendum to a previously certified environmental impact report may be prepared for a project if only minor technical changes or additions are necessary or none of the conditions calling for the preparation of a subsequent EIR have occurred (California Environmental Quality Act Guidelines [CEQA] Section 15164). Consistent with CEQA Guidelines Section 15164, an Addendum to the 2035 General Plan Environmental Impact Report (SCH #2019080418, certified on August 5, 2020)
, inclusive of the 2021 Housing Element Addendum, has been prepared in order to demonstrate that none of the conditions described in Section 15162 of the CEQA Guidelines calling for preparation of a subsequent EIR have occurred and that only minor technical changes or additions are necessary in order to deem the adopted or certified prior environmental document adequate to describe the impacts of the proposed project.

CITY COUNCIL STRATEGIC PLAN/OVERARCHING GOALS
Goal F - Invest in well-planned infrastructure and growth

The purpose of the Commercial Corridor Plans project is to ensure well-planned infrastructure and growth, by establishing cohesive design standards, correcting land use discrepancies, and establishing long-term vision, goals, and policies for the planning areas.

Respectfully Submitted,
Jessica Lynch, Associate Planner
Mike Isom, Development Services Director

_____________________________
Dominick Casey, City Manager
ATTACHMENTS:

Description
Attachment 1 Changes Between Preliminary Draft and Hearing Draft Attachment 2 Consistency Analysis
Attachment 3 PC Staff Report
Attachment 4 Hearing Draft Redlined Tables
Exhibit A Addendum
Resolution 22-465
Exhibit B.1 General Plan Land Use Element Redlines
Exhibit B.2 General Plan Figure II-1 Planning Areas
Exhibit B.3 General Plan Figure II-2 Land Use Map
Exhibit B.4 General Plan Figure III-3 Pedestrian Districts Exhibit B.5 General Plan Figure VIII-3 Floodplain Map
Exhibit B.6 Atlantic Existing and Proposed Land Use
Exhibit B.7 Douglas-Harding Existing and Proposed Land Use Resolution 22-466
Exhibit C Atlantic Street Corridor Specific Plan
Exhibit B.8 Douglas-Sunrise Existing and Proposed Land Use Exhibit B.9 Infill Existing and Proposed Land Use
Rezone Ordinance Atlantic draft
Exhibit D Atlantic Existing and Proposed Zoning
Resolution 22-467
Exhibit E Douglas-Harding Corridor Specific Plan
Rezone Ordinance Douglas-Harding draft
Exhibit F Douglas-Harding Existing and Proposed Zoning
Resolution 22-468
Exhibit G Douglas-Sunrise Corridor Specific Plan
Rezone Ordinance Douglas-Sunrise draft
Exhibit H Douglas-Sunrise Existing and Proposed Zoning
Rezone Ordinance Infill draft
Exhibit I Infill Existing and Proposed Zoning
Exhibit J RMC Amendments
Attachment 1
Key Revisions Between the Preliminary Draft and Hearing Draft of the Specific Plans The Preliminary Draft Specific Plans were published in July 2022, after which two workshops were held to discuss the drafts. Below is a description of the key changes and revisions made as part of the Public Hearing Draft Specific Plans published in September 2022.

Atlantic Street Corridor
• The boundaries of the Atlantic Street Corridor Specific Plan have been modified, and are no longer proposed to include any of the single-family residential properties south of Shearer Street. • In the Atlantic Street Corridor Specific Plan, properties north of Shearer Street which are currently zoned for single-family or two-family uses (these are the properties east of East Street) remain unchanged; previously we had proposed to change this to multifamily residential zoning. • In the Atlantic Street Corridor Specific Plan, the permitted uses in the General Commercial zone are proposed to be changed to ensure the existing businesses on Wills Road may continue without becoming inconsistent with the zone. As revised, auto body uses would only require a Conditional Use Permit if the business is within 300 feet of a residential property, instead of a Conditional Use Permit always being required. The result of this proposal is that auto body uses along Atlantic Street will continue to require a Conditional Use Permit, but auto body uses on Wills Road will not.

Douglas-Sunrise Corridor
• In the Douglas -Sunrise Corridor Specific Plan, properties north of Cardinal Way which are currently zoned for single-family or two-family uses are proposed to remain unchanged; previously we had proposed to change this to multifamily residential zoning. • In the Douglas-Sunrise Corridor Specific Plan, the commercial area between Lead Hill Boulevard and Sierra Gardens drive was proposed to be rezoned, with a portion Community Comm ercial and a portion General Commercial. This proposal has been changed to rezone the entire area Community Commercial . In further review of the businesses located on the property, the Community Commercial zone is most consistent with the existing uses.

New General Policies and Policy Modifications
• Accessibility was added as a key consideration when determining pavement treatments , in response to a comment that some treatments make the ground uneven and difficult to traverse. • A new policy on preservation and reuse was added to the Atlantic Street and Douglas -Harding Corridor Specific Plans, offering the incentive of streamlined processes to projects, which propose to retain the key features of buildings constructed in the 1940s or earlier . This was in r esponse to comments that preservation and reuse should be a consideration in the plans. • The affordable housing policy was revised to include a trigger, which is that the required 10% affordability goal must be achieved prior to the occupancy of the 400th unit in the Plan Areas. • In the Design Guidelines, the Multifamily residential step back rule was revised to provide a quantified definition for “no more than one story taller.” The revised language reads “no more than one story (not to exceed 15 feet) taller.”
• In the Design Guidelines, the step back rule was added to the Commercial and Mixed Use Guidelines.
• In the Design Guidelines, the Frontage Improvement Guidelines and Standards FI -2 has been revised to provide a definition of “large canopy trees.” The standard has also been modified to indicate that porches, stairs, and building entry features may be located within a landscape area.

The purpose of this modification was to clarify that building entries connected to the sidewalk would be permitted. Finally, the standard was modified to indicate that landscape materials should be water-conserving, and should harmonize with adjacent, updated frontage designs.

New Plan Features
• A glossary has been added to each Corridor Plan.
• The Land Use chapters have been updated to include more explanation and description of land use designations and zoning designations.
• The Public Hearing drafts have been formatted to include additional imagery, color, and visual interest, in order to make the finished versions of each plan more engaging. The Preliminary Draft plans were largely focused on text, and imagery was limited to the necessary figures (streetscape plans, land use plans, etc).

• The revised proposal is to place all development standards and processes within the City’s Zoning Ordinance (Roseville Municipal Code Chapter 19), in a new Special Area chapter (rather than a stand-alone Special Area Ordinance) titled Chapter 19.33 Commerc ial Corridor Plans . The Preliminary Draft plans included all development standards and processes within the Corridor Plan (Design Guidelines and Implementation chapters). This was included to ensure all elements of the plans could be found in a single pl ace. However, these development standards and processes must be adopted through a Special Area Ordinance, which would be a separate document. This duplication of standards, in an Ordinance and in each plan, could lead to confusion and version- control issues in future. Also, stand -alone Ordinances are difficult for members of the public to find or access. The revised proposal to include all of the standards and processes in the Zoning Ordinance will ensure the Ordinance is easy to access and is in the same place as the citywide development standards and processes. To avoid duplication, all of the regulatory standards and processes have been removed from the Corridor Plans; references and links to the location of the standards in the Zoning Ordinance are provided instead. We then remade the process descriptions in the Corridor Plans into user -friendly summaries of how the regulatory processes work , including flow charts . This approach means that vital information remains within the Corridor Plans, written in a more accessible way. For the more legalistic, regulatory language, the Corridor Plans direct readers to the Zoning Ordinance.

Attachment 2: Consistency Analysis
Government Code 65863 prohibits a jurisdiction from reducing the residential density of any parcel unless the reduction is consistent with the adopted General Plan (including the Housing Element) and it does not negatively impact the jurisdiction’s ability to maintain its identified Regional Housing Needs Allocation. In addition, Government Code 66300 prohibits a jurisdiction from changing the land use designation or zoning of any parcel to a less intensive land use unless the jurisdiction concurrently changes the land use or zoning elsewhere to ensure there is no cumulative reduction in residential development capacity. The relevant text of these codes is included at the end of this analysis, with key portions emphasized in bold, italics.

Although the Project does include reducing the land use density or intensity of parcels, the Project is consistent with the General Plan, implements a strategy of the Housing Element Rezone Program, and does not result in net loss of residential capacity, as described in the analyses below.

The Project changes
the land use designation of approximately 49 acres from Low Density Residential to Open Space. These are all irregularly-shaped parcels located within the Dry Creek open space and floodplain area, which is designated as open s pace within the City’s Open Space Preserve Overarching Management Plan (approved by the City, the United States Army Corps of Engineers, and the United States Fish and Wildlife Service), and is owned by the City of Roseville. The area is also described as passive open space within the City’s General Plan Open Space and Conservation element and Parks and Recreation element, and is within either the Floodway or Floodway Fringe zone district. None of these parcels are identified within the City’s Housing Element or General Plan as having residential development capacity , so the change in land use designation will have no effect on the City’s adequate sites and regional housing needs analysis. The properties have zero residential development potential or capacity, and therefore, changing the land use designation will have no effect on res idential density, intensity, or capacity.

The land use designation of these parcels on the City’s General Plan Land Use Map (General Plan Land Use element Figure II-2 ) is Low Density Residential because this is the oldest area of the City and the land use designation was applied at a time when it was standard practice to use the Low Density Residential designation over open space areas. This land use has never been updated to the City’s modern Open Space designation. In revising the land us e designation to Open Space, the City is not reducing the residential density or intens ity of the underlying parcels, it is correcting a land use irregularity.

In addition to the above, the Project also changes the land us e designation of approximately 29 acres of land from Low Density Residential, Medium Density Residential, or commercial land use designations to the High Density Residential land use designation. In general, this land use change brings the affected properties into consistency with the underlying zone dis trict, which is already Multifamily Residential. The land use change reduces procedural and financial barriers to multifamily res idential development by correcting a land use inconsistency.

City Council first identified the framework of the Project as a priority in 2020, and the Project was subsequently included as a strategy of the 2021 Housing Element Rezone Program, which anticipated ensuring capacity for up to 400 multifamily units in the Project area by providing streamlining and reducing barriers to multifamily development. The Project exceeds this target, providing streamlining for up to 850 units within the Plan Areas by correcting land use discrepancies, removing the requirement for a Conditional Use Permit for multifamily development within the Community
Commercial and Neighborhood Commercial zone districts in the Plan Area, and by providing supporting technical studies to ensure there is utility capacity for up to 850 multifamily units within the Plan Areas.

Based upon the foregoing, the Project is consistent with the General Plan (including the Housing Element), does not remove or reduce the intensity of any sit e listed in the Housing Element adequate sites inventory, and facilitates the production of up to 850 units of High Density Residential capacity. The regional housing needs quantification included within the Housing Element therefore remains unchanged, and can be found at www.roseville.ca.us/housingelement .

Government Code 86563 (portion)
(b) (1) No city, county, or city and county shall, by administrative, quasi-judicial, legislative, or other action, reduce, or require or permit the reduction of, the residential density for any parcel to, or allow development of any parcel at, a lower residential density, as defined in paragraphs (1) and (2) of subdivision (g), unless the city, county, or city and county makes written findings supported by substantial evidence of both of the following:
(A) The reduction is consistent with the adopted general plan, including the housing element.
(B) The remaining sites identified in the housing element are adequa te to meet the requirements of Section 65583.2 and to accommodate the jurisdiction’s share of the regional housing need pursuant to Section 65584. The finding shall include a quantification of the remaining unmet need for the jurisdiction’s share of the re gional housing need at each income level and the remaining capacity of sites identified in the housing element to accommodate that need by income level.

Government Code 66300 (portion)
(b) (1) Notwithstanding any other law except as provided in subdivision (i), with respect to land where housing is an allowable use, an affected county or an affected city shall not enact a development policy, standard, or condition that would have any of the following effects:
(A) Changing the general plan land use designati on, specific plan land use designation, or zoning of a parcel or parcels of property to a less intensive use or reducing the intensity of land use within an existing general plan land use designation, specific plan land use designation, or zoning district in effect at the time of the proposed change, below what was allowed under the land use designation or zoning ordinances of the affected county or affected city, as applicable, as in effect on January 1, 2018, except as otherwise provided in clause (ii) of subparagraph (B) or subdivision (i). [ ] (i) (1) This section does not prohibit an affected county or an affected city, including the local electorate acting through the initiative process, from changing a land use designation or zoning ordinance to a less intensive use, or reducing the intensity of land use, if the city or county concurrently changes the development standards, policies, and conditions applicable to other parcels within the jurisdiction to ensure that there is no net loss in residential capacity.

Planning Division Staff Report
Planning Commission Meeting October 13, 2022
Prepared by: Lauren Hocker, Senior Planner and Jessica Lynch, Associate Planner
ITEM 6.2: GENERAL PLAN AMENDMENT, SPECIFIC PLAN, REZONE, AND ORDINANCE AMENDMENT – 311 VERNON STREET – COMMERCIAL CORRIDOR PLANS – PL21- 0383

REQUEST
Staff requests consideration of three related and connected Specific Plans, also referred to as Corridor Plans, centered along older commercial corridors in developed areas of the City. The three Specific Plans are the Atlantic Street Corridor Specific Plan, the Douglas-Harding Corridor Specific Plan, and the Douglas-Sunrise Corridor Specific Plan. The purpose of these three Specific Plans is to encourage and facilitate the revitalization and redevelopment of the areas consistent with the vision for each plan. The project includes land use and zone district amendments to correct inconsistencies, replace outdated zone districts with the City’s current zone districts, and create logical land use and zoning patterns; water and sewer infrastructure studies to ensure there is sufficient available capacity to support up to 850 units of multifamily residential development across all three Plan Areas (up to 50 units in the Atlantic Street Corridor, up to 200 units in the Douglas -Harding Corridor and up to 600 units in the Douglas -Sunrise Corridor); conceptual streetscape plans; design guidelines and development standards f or multifamily and nonresidential development; frontage improvement guidelines and standards; permitted use tables; and entitlement process streamlining. The project also includes land use corrections over areas adjacent to the three Specific Plans. These include correcting the land use designation over the Dry Creek open space area from the existing Low Density Residential designation to the Open Space designation and removing the land use designation over arterial roadways, because land use designations are generally not applied to arterial roadways elsewhere in the City.

The project includes a General Plan Amendment to amend General Plan text and exhibits to reflect the adoption of three new Specific Plans and amend the Land Use Diagram consistent with the three new Specific Plans, which includes changing land use designations to be consistent with the existing zoning or underlying use of the land and surrounding properties, correcting land use from Low Density Residential to Open Space over the Dry Creek open space area, and removing the land use designations over arterial roadways within and adjacent to the three new Specific Plans. The project also includes a Rezone to replace outdated Planned Development zone districts within the Specific Plans with one of the City’s current zone districts, to change the zone district of specified properties to be consistent with the existing use of the land and surrounding properties, and to establish Special Area (SA) zone district overlay in each of the Specific Plan areas. The project includes an Ordinance Amendment to Title 19 of the Roseville Municipal Code (Zoning Ordinance), Chapter 19.18.030 Special Area District for the purpose of adding the three new Specific Plans to the list of Special Area Districts, adding new Chapter

19.33 Commercial Corridor Plans to establish the permitted uses (including non- conforming uses), development standards, parking standards, and entitlement and approval procedures for the three Specific Plans; amending Chapter 19.24.020 (Nonconforming Uses and Structures) to refer to the new Chapter 19.33 standards; amending Chapter 19.26.030 (Parking space requirements by use type) to refer to the parking reduction processes of the new Chapter 19.33; and amending Chapter 19.78.020 (Required public hearings, authorized Approving Authority and public notice) acknowledging the new approval procedures within the new Chapter 19.33.

Applicant/Owner – City of Roseville

SUMMARY RECOMMENDATION
The Planning Division recommends that the Planning Commission take the following actions:

CC Attachment 3
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1. Consider the Addendum to the 2035 General Plan Environmental Impact Report (SCH #2019080418, certified on August 5, 2020) and 2021 Housing Element Addendum. (Exhibit A)

2. Recommend City Council adopt a resolution for a General Plan Amendment to amend General Plan Land Use Element text to reflect the adoption of three new Specific Plans; amend Land Use Element Figure II-1 (Planning Areas) to add the boundaries of the three new Specific Plans; and amend Figure III-3 (Pedestrian Districts) and Figure VIII-3 (Land Use Designations with City’s Regulatory Floodplain) because these figures include the boundaries of the City’s Specific Plans or land use map as background information on the figure; and amend the General Plan Land Use Map (Land Use Element Figure II-2) consistent with the three new Specific Plans, to correct land use from Low Density Residential to Open Space over the Dry Creek open space area, to remove the land use designations over arterial roadways within and adjacent to the three new Specific Plans, and other minor changes. (Exhibit B.1 – B.7)

3. Recommend City Council adopt one finding of fact and adopt a resolution to approve the Atlantic Street Corridor Specific Plan. (Exhibit C)

4. Recommend City Council adopt two (2) findings of fact and approve a Rezone to change the underlying zone districts as shown in Exhibit D and apply the Special Area (/SA-AT) overlay zone to property within the Atlantic Street Corridor Specific Plan. (Exhibit D)

5. Recommend City Council adopt one finding of fact and adopt a resolution to approve the Douglas - Harding Corridor Specific Plan. (Exhibit E)

6. Recommend City Council adopt two (2) findings of fact and approve a Rezone to change the underlying zone districts as shown in Exhibit F and apply the Special Area (/SA-DH) overlay zone to property within the Douglas-Harding Corridor Specific Plan. (Exhibit F)

7. Recommend City Council adopt one finding of fact and adopt a resolution to approve the Douglas - Sunrise Corridor Specific Plan. (Exhibit G)

8. Recommend City Council adopt two (2) findings of fact and approve a Rezone to change the underlying zone districts as shown in Exhibit H and apply the Special Area (/SA-DS) overlay zone to property within the Douglas-Sunrise Corridor Specific Plan. (Exhibit H)

9. Recommend City Council adopt two (2) findings of fact and approve a Rezone to change the underlying zone districts on specified properties in the Infill Planning Area as shown in Exhibit I.

10. Recommend City Council adopt two (2) findings of fact and approve an Ordinance Amendment to Title 19 of the Municipal Code (Zoning Ordinance), Chapter 19.18.030 Special Area (SA) District for the purpose of adding the three new Specific Plans to the list of Special Area Districts; adding new Chapter

19.33 Commercial Corridor Plans to establish the permitted uses (including non- conforming uses), development standards, parking standards, and entitlement and approval procedures for the three Specific Plans; amending Chapter 19.24.020 (Nonconforming Uses and Structures) to refer to the new Chapter 19.33 standards; amending Chapter 19.26.030 (Parking space requirements by use type) to refer to the parking reduction processes of the new Chapter 19.33; and amending Chapter 19.78.020 (Required public hearings, authorized Approving Authority and public notice) acknowledging the new approval procedures within the new Chapter 19.33. (Exhibit J)

SUMMARY OF OUTSTANDING ISSUES
The Project is intended to spur commercial reinvestment and redevelopment, improve streetscapes, and facilitate housing, especially in commercial areas. To date, outreach on the Project has resulted in mostly positive feedback related to streetscapes and commercial reinvestment or redevelopment. Feedback on COMMERCIAL CORRIDOR PLANS, 311 VERNON STREET; PL21-0383 Planning Commission – October 13, 2022 – Page 3 of 19

the facilitation of housing has been mixed, with some in support, some neutral or unconcerned, and some deeply concerned about high density housing. Those who are concerned include both individuals and a community group, Support Our Local Area – Roseville (SOLA-R). Some commenters are concerned about the potential for multifamily, high density, or low incom e housing on particular sites while others are concerned more generally about this type of housing, regardless of the site. Broad issues raised with staff include concerns about utility capacity, water supply, traffic, noise, and other similar concerns. SOLA-R has specifically expressed concerns about recent state housing legislation such as Senate Bill 9 (allowing two units on each single-family lot), and has requested the City pursue additional means of opposing the legislation.

Most feedback has been received from residents of the Enwood neighborhood located in the Atlantic Street corridor, with concerns about adding more housing as the primary concern. Most have expressed that they prefer not to see multifamily housing added to their neighborhood. Several other residents have commented regarding their concerns over existing parking issues that could be exacerbated by the development of more housing.

Many people have been under the impression that development of housing within the Plan Area has already been approved and that it would be City-sponsored. Many have mistakenly been under the impression that their homes would be redeveloped without their consent to make way for the development of multifamily housing considered in the plan. Many commenters have expressed concerns over the potential for the development of income-restricted multifamily housing. Staff has attempted to correct these misconceptions and provide accurate information about what the project would and would not do through person-to-person calls and meetings, speaking at community meetings, providing information on the Project website, and discussing these issues in detail during the staff presentations at the Planning Commission and City Council workshops on July 28, 2022 and August 3, 2022, respectively.

Discussions with concerned residents, business owners, and property owners have resulted in changes to the Project since the Preliminary Draft Specific Plans were published, which are described in detail in Attachment 1 (Key Revisions Between Preliminary Draft and Hearing Draft). However, the most significant changes included shifting the boundary of the A tlantic Corridor Plan to exclude all of the Enwood neighborhood south of Shearer Street, and eliminating the proposal to rezone any Single-Family (R1) or Two Family Residential (R2) properties in the Enwood neighborhood.

BACKGROUND
The City adopted a revitalization strategy in 1999 to support improvements to the Historic Old Town, Vernon Street, and other aging areas of the city. This effort resulted in the adoption of the Riverside Gateway Specific Plan in 2006 and the Downtown Specific Plan in 2009. The intent of this investment was to return these areas, which to this day still serve as the center and core of the fabric of the City, to their former prominence. These efforts stimulated reinvestment in these areas, with improved streetscapes, as well as the development of new businesses and housing.

Having witnessed the success of these planning and revitalization efforts, City Council designated the creation of commercial corridor plans (for Atlantic Street, Douglas -Harding, and Douglas-Sunrise) as a Council priority, and in 2019 authorized staff to submit a grant application pursuant to Senate Bill 2 for this work. Senate Bill 2 established a permanent source of funding for planning activities that can demonstrate a connection to housing production. In the grant application brought to City Council, staff identified Atlantic Street, Douglas and Harding Boulevards, and Douglas and Sunrise Boulevards as key areas which are connected to each other, to the City’s downtown, to the Downtown and Riverside Gateway plans, and to vital transportation hubs. Staff proposed to develop separate but related Specific Plans for each of the corridor areas, with the purpose of streamlining and incentivizing redevelopment.

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The intent was to establish goals, policies, des ign standards, and processes which would identify the potential of these developed areas for commercial reinvestment and multifamily housing (particularly within existing commercial areas), as well reconciling old, potentially outdated land uses with the current environment in these long-established areas of the city.

City Council’s decision to consider planning activities in these areas was also influenced by several controversial infill projects, including the proposed Dutch Bros coffee kiosk at 1017 Doug las Boulevard and the Old Town Lofts at 241 Nevada Avenue. The Dutch Bros project was denied and the Old Town Lofts project was approved, but a message heard from the community was a concern about sites developing one by one without a cohesive plan for the overall area. The proposed Commercial Corridor Plans project (Project) is an opportunity to develop these cohesive policies, design guidelines, and plans for each area.

PROJECT DESCRIPTION
The Project is three related and connected Specific Plans centered along older commercial corridors in developed areas of the City. The three Specific Plans, also referred to as Corridor Plans, are the Atlantic Street Corridor Specific Plan, the Douglas -Harding Corridor Specific Plan, and the Douglas -Sunrise Corridor Specific Plan, each of which are described in more detail below . The purpose of these three Specific Plans is to encourage and facilitate the revitalization and redevelopment of the areas consistent with the vision for each plan. The Project includes land use and zone district amendments to correct inconsistencies, replace outdated zone districts with the City’s current zone districts, and create logical land use and zoning patterns; water and sewer infrastructure studies to ensure there is sufficient available capacity to support up to 850 units of multifamily residential development distributed across the three Plan Areas; conceptual streetscape plans; design guidelines and development standards for multifamily and nonresidential development; frontage improvement guidelines and standards; permitted use tables; and entitlement process streamlining. The Project also includes land use corrections over areas adjacent to the three Specific Plans. These include correcting the land use designation over the Dry Creek open space area from the existing Low Density Residential designation to the Open Space designation and removing the land use designation over arterial roadways, because land use designations are generally not applied to arterial roadways elsewhere in the City.

Atlantic Street Corridor Specific Plan: The 73-acre Plan Area is located south of Atlantic Street between Interstate 80 Road and Folsom Road, in the City’s Infill subarea. The boundaries of the Specific Plan include all of the proper ty on the block adjacent to Atlantic Street , all property between Atlantic Street and the Dry Creek open space zoned for nonresidential or multifamily uses , and properties north of Shearer Street.

Douglas-Harding Corridor Specific Plan: The 152-acre Plan Area is located west of Interstate 80 and is centered on Douglas Boulevard and Harding/South Harding Boulevard, in the City’s Infill subarea. The boundaries of the Specific Plan are generally defined by Park Drive to the west, Interstate 80 to the east, Lead Hill Boulevard to the north, and the terminus of South Harding Boulevard to the south. The Plan Area generally includes all of the commercial property and property with a multifamily zoning designation alongside the two defining roadways in the plan.

Douglas-Sunrise Corridor Specific Plan: The 251-acre Plan Area is located east of Interstate 80 and is centered on Douglas Boulevard and Sunrise/North Sunrise Avenue, in the City’s Infill subarea. The boundaries of the Specific Plan are generally defined by Lead Hill Boulevard to the north, Coloma Way to the south, Rocky Ridge Drive to the east, and Interstate 80 to the west. The plan area excludes all of the predominantly residential areas within these general boundaries . The plan area including mostly commercial property alongside the two defining roadways in the plan area, Douglas Boulevard and Sunrise/North Sunrise Avenue.

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Entitlements and Actions
The Project includes a General Plan Amendment, Rezone, Ordinance Amendment, and the adoption (by Resolution) of the Specific Plans. The purpose of these actions is described in detail below.

General Plan Amendments – Text and Figures
The General Plan Land Use Element includes a Planning Area section listing all of the City’s specific plans and a citywide map (Figure II-1, Planning Areas) showing all of the planning area boundaries. The General Plan requires a text amendment to add the three new Specific Plans to the list, along with a description of each new plan, and the amendment of Figure II -1 to display the three new Specific Plan boundaries. Land Use Element Figure II -2 (Land Use Map) also requires amendment, as described in the next section of this staff report (General Plan Amendments – Land Use Map). The text amendments are included as Exhibit B.1, amended Figure II-1 (Planning Areas) as Exhibit B.2, and amended Figure II-2 (Land Use Map) as Exhibit B.3.

In addition, Circulation Element Figure III -3 (Pedestrian Districts) uses the specific plan boundaries as background information to the exhibit, and requires updating to include the new specific plan boundaries.

Similarly, Safety Element Figure VIII-3 (Land Use Designations with City’s Regulatory Floodplain) uses the City’s land use designations as background information, so it too requires updating to reflect the updated Land Use Map. Figure III-3 and VIII-3 are not attached as exhibits, because the Planning Area boundaries and land use map changes are already displayed in Exhibits B.2 and B.3, and merely need to be repeated.

General Plan Amendments – Land Use Map
The General Plan Land Use Map (Land Use Element Figure II-2) is proposed to be amended consistent with the three new Specific Plans, to correct land use from Low Density Residential to Open Space over the Dry Creek open space area, to remove the land use designations over arterial roadways within and adjacent to the three new Specific Plans, and other minor corrections, as described in further detail below. Exhibit B.3, the General Plan Land Use Map, displays all of these changes, but exhibits specific to each area are also included. The land use amendments within the Atlantic Street Corridor Specific Plan area included as Exhibit B.4, within the Douglas-Harding Corridor Specific Plan are included as Exhibit B.5, and within the Douglas-Sunrise Corridor Specific Plan are included as Exhibit B.6. The proposed Specific Plans are all currently within the City’s Infill Plan Area, which consists of all areas in the City which are not within a Specific Plan or other master plan. Proposed land use amendments within the Infill Plan Area are included as Exhibit B.7, and include amendments to the open space and areas adjacent to the Corridor Plans, as well as the removal of the three proposed Specific Plans from the Infill Plan Area map.

Many of the proposed land use amendments described below are in response to inconsistencies between the existing land use designation and the existing zone district. General Plan Land Use Element Table II- 10 defines which zone districts are consistent with each land use designation. Land use and zoning are inconsistent when the zone district is not listed as an implementing zone of the land use designation.

The zone district determines the allowable use of property, so where such discrepanci es between land use and zoning designations occur, the land use designation should generally be corrected. • Within each Specific Plan, many properties are located within a land use designation that is inconsistent with the underlying zone district. Many of the corrections are necessary because the properties are currently zoned R3 (Multifamily Housing) but are designated L ow Density Residential or a non-residential land use designation. Within the Atlantic Street Corridor Plan, there are also a few properties on Atlantic Street which are within the Medium Density Residential land use designation but are zoned General Commercial, and these are proposed for amendment to the Community Commercial land use designation. There are also many properties in the Douglas-Sunrise Corridor Plan which are within the Business Professional land use designation COMMERCIAL CORRIDOR PLANS, 311 VERNON STREET; PL21-0383 Planning Commission – October 13, 2022 – Page 6 of 19

but are within a commercial zone or Planned Development zone district (not office) , and these are proposed for amendment to the Community Commercial land use designation. • Separate from the land use changes within the Plan Areas , the Project includes correcting the General Plan land use designation over the Dry Creek open space (between Folsom Road and Interstate 80) from Low Density Residential to Open Space. The zone district in the affected area is a mix of Open Space (OS), Floodway (FW), and Flood Fringe (FF); the existing Low Density Residential land use designation is inconsistent with the existing zoning and use of the area as passive open space.
• The Project includes removing the land use designation applied to the right -of-way over arterial roadways adjacent to the Specific Plans. This is a technical mapping correction which has no impact on the actual permitted use of the property. These areas are desi gnated within the General Plan Circulation Element as arterial roadways and the roadways are fully developed and owned by the City. In all but the oldest part of the City, it is standard practice for land use to follow the property boundary along arterial roadways, rather than to be extended across the roadway right-of-way. This practice allows major roadways to be clearly visible on the City’s General Plan Land Use Diagram.
• For a handful of specific properties both the land use and zone district are proposed to be amended. See the Rezones section, below.

Attachment 2 of this staff report is a legally -required consistency analysis, demonstrating that changing the land use in the open space from Low Density Residential to Open Space does not reduce the City’s residential capacity.

Rezones
Exhibit D includes the proposed rezones within the Atlantic Street Corridor Specific Plan, Exhibit F includes the proposed rezones within the Douglas-Harding Corridor Specific Plan, Exhibit H includes the proposed rezones within the Douglas-Sunrise Corridor Specific Plan, and Exhibit I includes the proposed rezones within the Infill Plan Area.

For a handful of properties, the Project includes both a rezone and a General Plan amendment to address spot zoning or consistency with surrounding properties or existing uses. Spot zoning occurs when a small area has a zone district that is inconsistent with the zone district of surrounding, similar properties. These consistency and spot zoning changes include:
• 208 South Lincoln Street (APN 013- 182-010): This property is fully developed with three units.

The City’s Multifamily Housing zone district (R3) is defined as a minimum of three units on one property. The property is also adjacent to other properties within the Multifamily Housing zone district. The property is within the Single-Family zone district (R1) and Low Density Residential (LDR) land use designation, and is proposed to be changed to R3 and High Density Residential (HDR), to match the use of the land. (Douglas-Harding Corridor) • 212 and 214 South Lincoln Street (APN 013-182-037 and -051): These small parcels are located between 208 South Lincoln Street and Douglas Boulevard. One parcel is developed with a single-family home and the other (on the corner) is vacant. Property to the north (208 Sout h Lincoln) is in multifamily use, property to the west is an office complex, and property across South Lincoln to the east is within the Multifamily Housing zone district. To avoid creating a spot zone condition, the Project includes changing the zone dis trict and land use designation of these parcels from R1/LDR to R3/HDR. (Douglas-Harding Corridor) • 111 Keehner Avenue (APN 014-120-044): This property is developed with nine apartment units and parking, but is within the R1 zone district and LDR land use designation. The Project COMMERCIAL CORRIDOR PLANS, 311 VERNON STREET; PL21-0383 Planning Commission – October 13, 2022 – Page 7 of 19

includes amending these consistent with the existing use of the property, to R3/HDR. (Douglas- Harding Corridor)
• 275 Folsom Road (APN 013-211-006): This property is developed with a senior living community, and a small part of the parcel extends over Folsom Road. This small area over the road has a different land use designation and zone district than the remainder of the parcel; this is called a “split zoning” condition, where one property has more than one land use or zone. To correct the split zoning, the Project includes changing the zone district and land use designation of the small area over the road from R1/LDR to R3/HDR, consistent with the majority of the parcel. (Douglas- Harding Corridor)
• 1123 Wayne Drive (APN 014-130-008): This property is undeveloped and is used as part of the commercial property for a seasonal business (Bambi’s Christmas Tree Farm), and for storage; although separate parcels, the two parcels appear to be one property based on their use and improvement. The property is within the R1/LDR zone district and land use designation, but is not in single-family use. The Project includes changing the zone district and land use designation to R3/HDR, as a buffer between the single -family and the commerc ial property designations. (Douglas-Harding Corridor)
• 303, 305, 307, and 309 Loretto Drive, and 1601 Santa Clara Drive (APNs 014- 333-008, -009, - 010, and 014-411-001, -002): These four properties are all adjacent single-family parcels which back up to an apartment complex. The Project includes changing the zone district and land use designation to R3/HDR. (Douglas-Sunrise Corridor)
• 301 Marian Way (APN 014-183-011): This property includes two parcels with the same address.

The 0.20-acre, larger parcel has frontage on Marian Way and contains a single- family home, while the second parcel is only 0.04 acres and is a narrow strip of land at the rear of the property that includes landscaping and a pool for the home. The smaller parcel has a Community Commercial land use designation and is within the Planned Development 192 (low -traffic- generating commercial) zone district. This smaller parcel is clearly part of the single- family property, and the Project includes changing the zone district and land use designa tion to R1/LDR. (Infill)
Planned Developments
In addition, several rezones of properties currently within a Planned Development zone district are proposed. Most of these are older commercial properties with outdated or unclear Planned Development ordinances. The use of these property-specific ordinances reduces clarity for the public, property owners, and tenants, because they refer to the specific Planned Development ordinance for the site to determine the allowed uses of the land. Some of these ordinances are also unclear, broadly stating that “office and shopping uses” are permitted, or stating that “low-traffic-generating uses” are allowed, but no definitions of those uses are provided. The Project will replace these ordinances with the standard zone district which is most similar to the Planned Development Ordinance. In one case, the Planned Development ordinance (PD 426) is residential, allowin g three units on the property. This Planned Development ordinance will be replaced with the City’s Multifamily Housing zone district, which also allows a minimum of three units.

The other Planned Development ordinances being replaced are listed below:
• PD 7 – Located in the Douglas -Sunrise Plan Area. This PD zone is primarily for the TJ Maxx Plaza on Douglas Boulevard. Ordinance 972 which established PD 7 simply states that the land was changed to the C -3 zone, which is an obsolete commercial zone is no longer in use . The Project would rezone this area to Community Commercial. • PD 16 – This PD zone is located on several parcels fronting Douglas Boulevard from Interstate 80 to Sierra Gardens Drive in the Douglas -Sunrise Plan Area and contains several shopping COMMERCIAL CORRIDOR PLANS, 311 VERNON STREET; PL21-0383 Planning Commission – October 13, 2022 – Page 8 of 19

centers, including stores like Office Depot, 99 Cents Only, and Hobby Lobby, as well as casual restaurants like IHOP, Carl’s Jr, and TOGO’s. PD 16 also includes the former Hampton Inn & Suites and Orchid Suites, as well as the 199 North Sunrise Avenue building and US Post Office north of Sierra Gardens Drive. PD 16 was established in 1967 by Ordinance 1044, which allows “office, industrial, and commercial” uses, but provides no further information. The Project would rezone all of PD 16 to Community Commercial/Special Area, which would provide detailed guidance and allow for residential.
• PD 60 – Located in the Douglas-Harding Plan Area, PD-60 is located on a single parcel near the northeastern corner of Douglas Boulevard and Park Drive. PD 60 allows for multifamily residential or professional office uses. Most of the parcels which were originally within PD-60 have since been rezoned to Business Professional, and are developed with office buildings. Only one parcel remains within PD 60, and is in residential use. Therefore, the Project would rezone the parcel to R3 and change the land use designation to High Density Housing (HDR). • PD 156 – Located in the Douglas-Sunrise Plan Area on the rear half of the block between North Sunrise Avenue and Santa Clara Drive, this PD zone contains a business park with some professional offices, some retail stores, a nail salon, a daycare, and Outback Steakhouse, among other uses. PD 156 allows for “Low -Traffic Generating Retail Shopping Center,” with no further information provided. The Project would rezone this location to Community Commercial. • PD 161 – Located in the Douglas-Sunrise Plan Area between Interstate 80 to the west, Lead Hill Boulevard to the north, and North Sunrise Avenue to the east, this Planned Development is made up of two parcels; one containing a gas station and the other containing a car dealership.

Ordinance 1955 says that PD 161 allows for “Commercial for Automobile Sales and Service,” with no further details provided. The Project would rezone the parcels to General Commercial. • PD 192 – Located in the Douglas-Harding Plan Area at the end of South Harding Boulevard, this property is used as a Christmas tree lot seasonally. P D 192 allows “ low-traffic generating commercial u ses,” with no further detail provided. The Project would rezone this property to Community Commercial.
• PD 246 – Located in the Douglas -Harding Plan Area at the southeast ern corner of Harding Boulevard and Lead Hill Boulevard, this PD zone contains the Extended Stay America hotel, Claim Jumpers restaurant, and a professional office building. PD 246 allows for lodging services, general medical offices, professional offices, and eating and drinking establishments , and included design standards intended to permit the exact uses and building configurations currently developed on the site. The Project would rezone PD 246 to Community Commercial.

Zoning Ordinance Amendments (Zoning Ordinance)
To enact the modified permitted use tables, development standards, and approval processes of the Specific Plans, properties within the Specific Plans will include the Special Area (/SA) overlay zone district. Consistent with other Special Area overlays, each Specific Plan will be denoted by a code, as follows: Atlantic Street Corridor (/SA -AT), Douglas -Harding Corridor (/SA -DH), and Douglas -Sunrise Corridor (/SA -DS) This will require several amendments to Title 19 of the Municipal Code (Zoning Ordinance), as follows:
• Chapter 19.18.030 Special Area (SA) District for the purpose of adding the three new Specific Plans to the list of Special Area Districts;
• Adding new Chapter 19.33 Commercial Corridor Plans to establish the permitted uses (including non-conforming uses), development standards, parking standards, and entitlement and approval procedures for the three Specific Plans;
• Amending Chapter 19.24.020 (Nonconforming Uses and Structures) to refer to the new Chapter

19.33 standards;
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• Amending Chapter 19.26.030 (Parking space requirements by use type) to refer to the parking reduction processes of the new Chapter 19.33; and
• Amending Chapter 19.78.020 (Required public hearings, authorized Approving Authority and public notice) acknowledging the new approval procedures within the new Chapter 19.33.

The proposed ordinance amendments are included in redlined text as Exhibit J.

Adoption of Corridor Specific Plans
Each of the three Specific Plans will be adopted via Resolution, by City Council , and are included as Exhibit C (Altantic Street), Exhibit E (Douglas-Harding), and Exhibit G (Douglas-Sunrise). A description of the Specific Plans and their contents is provided below.

The Public Hearing Draft plans include the following chapters and content:

Chapter 2, Setting and Context – This chapter describes the history of the Specific Plan area, major factors that have influenced the design of the Specific Plan, the existing land uses and development patterns, and the existing design and character of the Specific Plan area.

Chapter 3, Land Use – This chapter focuses on the existing and proposed land use plan for the area, with an emphasis on the land use goals and overall vision for the area, and a description of the land use designations being used in the Specific Plan. The chapter includes land use maps and a permitted use table.

Chapter 4, Circulation – This chapter describes the pedestrian, bicycle, and vehicular pathways within the Specific Plan area, defines the vision and goals to support circulation and connectivity in the Specific Plan area, and identifies the broader circulation plan and more specific frontage and roadway characteristics for the Specific Plan area. The chapter includes existing conditions, constraints, and opportunities maps, and streetscape options.

Chapter 5, Utilities and Infrastructure – This chapter describes the existing utilities and infrastructure which support the Specific Plan area, describes the goals to support the existing and proposed systems, and describes the plan to enhance and improve utilities and infrastructure to support the Specific Plan.

Chapter 6, Design Guidelines – This chapter describes the development regulations and guidelines which will apply to residential and non-residential projects and frontage development standards.

Chapter 7 , Implementation – This chapter describes how the Specific Plan will be applied to future development and uses within the Specific Plan area, including descriptions of the types of entitlements needed for development proposals, and the processes and procedures for revising or amending the Specific Plan.

Key Project Features
The proposed Specific Plans facilitate commercial redevelopment/reinvestment and multifamily development. These are infill areas which have been fully developed, but because many of the roadways and businesses were developed more than fifty years ago, the area would benefit from revitalization. The coequal goals of the Specific Plans are to improve aesthetics and comfort on the streetscapes, facilitate commercial reinvestment and redevelopment, and facilitate high density housing (particularly in commercial areas). The Project includes the following key features in order to achieve these coequal goals:

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• Land use and zoning changes as previously described.
• A Special Area (/SA) overlay zone applied district to all properties within each Specific Plan. The overlay zone allows the application of the area-specific standards proposed within each Specific Plan, to supplement or instead of the Zoning Ordinance and Community Design Guidelines. • Streamlined approval processes for minor parking reductions, commercial improvements, and multifamily residential projects. Multifamily uses are permitted in Community Commercial and Neighborhood Commercial zone districts, instead of requiring a Conditional Use Permit. In addition, the proposed Design Review Permit process for multifamily projects does not require a public hearing, but notices will be mailed to properties within 300 feet of the project, and a public hearing will be held if requested.
• Water and sewer infrastruc ture studies to assess the existing system improvements needed to address the aging system, and to support reinvestment and redevelopment, including the addition of up to 850 multifamily housing units (up to 50 units in the Atlantic Street Corridor, up to 200 units in the Douglas -Harding Corridor and up to 600 units in the Douglas -Sunrise Corridor) on properties within an existing multifamily zoning designation or on commercial property. This is discussed further below, under the subheading “Housing.” Completing these studies as part of the Project provides a cumulative capacity assessment, and streamlines future development by avoiding the need for project-by-project studies.
• Conceptual streetscape enhancement options to consider as part of any future public improvement projects. Improvements are not preselected or defined, nor are future projects identified or known at this time. The Circulation chapter of the Specific Plans includes exhibits identifying important opportunity areas and constraints, foll owed by a list of potential improvements including landscaping updates, medians, crosswalk enhancements, street furniture, and other options.
• Conceptual plans to underground existing above-ground electrical utilities on Douglas Boulevard. • Frontage design guidelines to apply to development and redevelopment, requiring improvements to sidewalks, landscaping, etc on the roadway frontage. • Design guidelines for commercial development and multifamily developments, based on feedback from the community, which will help create a cohesive identity in the corridors. • A slight reduction of parking standards for multifamily uses in predominantly commercial areas (areas east of Folsom Road in the Douglas -Harding Corridor Plan and all areas in the Douglas - Sunrise Corridor Plan), from 1.5 spaces per studio/1 bedroom unit and 2 spaces per 2+ bedroom unit, to 1 space per studio/1 bedroom unit, 1.5 spaces per 2– 3 bedroom unit, and 2 spaces per 4+ bedroom unit.

Housing
Along with streetscape improvements and commercial reinvestment and redevelopment, the facilitation of housing – particularly in commercial areas – is a goal of the project. The areas where the City is anticipating housing are underused commercial parking lots, long-vacant commercial buildings, and the few vacant or underused properties. Infrastructure studies for the Specific Plans have assumed a total of 50 units could be developed in the Atlantic Street corridor, 200 units could be developed in the Douglas-Harding corridor, and 600 units could be developed in the Douglas-Sunrise corridor. In the original grant application the City anticipated up to 400 units, with up to 50 in the Atlantic Street corridor, 250 in the Douglas-Harding corridor, and 100 in the Douglas -Sunrise corridor. However, the property owner o f 199 North Sunrise Avenue approached the City interested in the potential to develop a large, market-rate, multifamily project so the COMMERCIAL CORRIDOR PLANS, 311 VERNON STREET; PL21-0383 Planning Commission – October 13, 2022 – Page 11 of 19

anticipated units in the Douglas-Harding corridor were decreased to 200 and the anticipated units were increased to 600 in the Douglas-Sunrise corridor.

Supporting technical studies for the Specific Plans (appended to each plan) have assumed these units would be located on vacant or commercial properties in the Atlantic Street Plan area, located on South Harding or Harding Boulevard in the Douglas -Harding Plan Area, and on North Sunrise Avenue north of Douglas Boulevard in the Douglas-Sunrise Plan Area. General areas had to be selected for the purpose of pipe system evaluations, but the Specific Plans do not identify any specific sites as the sites where these housing units will or must be built. For commercial property where multifamily housing would be a permitted use, whether housing, commercial uses, or m ixed uses are developed would be determined by the property owner and by market conditions.

Staff has also proposed the City’s policy requiring 10% of all new units be affordable not apply on a project- by-project basis. This is similar to the approach taken in the Downtown Specific Plan. The Specific Plans identify the total number of affordable units needed for all three Specific Plans (up to 85 units, based on up to 850 units of capacity), which would allow the City’s policy to be satisfied by one affordable project, instead of requiring every project to include a few affordable housing units, which can be an inefficient and costly approach.

EVALUATION: GENERAL PLAN AMENDMENT
Proposed amendments to the General Plan are analyzed for consistency with the goals and policies of the General Plan. As discussed in the Project Description, as the planning process got underway, staff determined that many of the parcels located within and near the corridors had General Plan land use inconsistencies that could pot entially result in future issues if developed or improved, including incompatibility between land use and zoning designations. Overall, this represented a lack of internal consistency between General Plan designations and zoning designation that needed to be rectified.

One of the primary components of the project has been to bring the land use map into consistency with the underlying zoning and actual use of each property, as well as to make the map consistent with the City’s general typical land use practices. For example, the City is not currently in the practice of applying land use designations to arterial roadways, so the Project removes those designations. Another example is the replacement of the Low Density Residential land use designation with Open Space within the designated floodplain along Dry Creek to make it clear that this land is not available for development of housing. The project “cleans up” and makes clear a logical and internally consistent land use hierarchy from the General Plan down to the Zoning Ordinance level.

EVALUATION: SPECIFIC PLAN
The General Plan requires the finding listed below in italicized, bold text be made in order to approve a Specific Plan:

1. The proposed Specific Plan is consistent with the objectives, policies, general land uses, and programs of the General Plan.

The City’s General Plan Land Use Element includes multiple goals and policies related to comprehensive planning and Specific Plans. These policies address new growth or greenfield development areas, rather than infill areas, but the underlying intent of these policies can be applied to infill specific plans. Key policy considerations include ensuring : growth is balanced between employment and housing (Policy LU8.1), an appropriate level of infrastructure and public services are available (Policy LU8.4), growth is designed to preserve significant open space areas ( Policy LU8.7), planned growth will enhance Roseville’s community character (Policy LU8.8). General Plan P olicy LU8.10 indicates that Specific COMMERCIAL CORRIDOR PLANS, 311 VERNON STREET; PL21-0383 Planning Commission – October 13, 2022 – Page 12 of 19

Plans should preserve open space, provide a focal point or theme that enhances and promotes community character, provide for gateways at entrances to the City, be planned as an integral part of the City, and include design guidelines.

The Project is consistent with all of the above relevant policies, as it is designed to facilitate both non- residential and residential development; includes infrastructure studies to assure capacity is available in a timely manner; includes the correction of the land use designations over the Dry Creek open space area to make it clear this is not a developable area; and includes design guidelines and conceptual streetscape improvement options to promote community character, provide for community gateways, and ensure any new development is an integrated part of existing development. Key design guidelines intended to address these policy considerations include the following standards and guidelines:
• Increase sidewalk widths to five feet, with separation, if feasible • Provide an 8-foot landscape planter along the sidewalk with large canopy trees • Provide a defined pathway from the sidewalk to the building entrance • Buildings on prominent corners must be located at the back of the landscape corridor and drive- thru lanes or similar utilitarian features must be farther from the street than the building. • Step back rule – Any portion of building within 30 feet of property with a single-family home cannot be more than one story taller than the home.
• Multifamily setbacks – minimum of 8 feet when adjacent to single-family residence. • Multifamily projects west of Folsom Road in the Douglas -Harding Corridor and in the Atlantic Corridor must use traditional façade components and design styles.

Adoption of the Corridor Plans creates a clear and internally consistent hierarchy, by applying the City’s current practice of planning for logical and efficient development through the use of specific plans in three areas of the City where development pre- dates the practice. Since the City began using Specific Plans in the 1980’s, the City has become an example to other cities and counties throughout the state on how Specific Plans can facilitate comprehensively planned, efficient, and streamlined development.

Recognizing the demand for revitalization of the City’s older commercial corridors and the need for housing to support existing commercial areas , the Corridor Plans allow for the City to encourage development using a consistent, planned approach to improve neighborhood identity and avoid piecemeal and spotty development without adversely affecting infrastructure capacity. This is consistent with the City’s overall approach to growth management.

EVALUATION: REZONE
Section 19.86.050 of the City of Roseville Zoning Ordi nance requires two findings be made in order to approve a rezone. The two findings are listed below in italicized, bold text and are followed by an evaluation of the Project in relation to each finding. A project must be consistent with:

1. The public interest, health, safety or welfare of the City, and

2. The General Plan and any applicable specific plan of the City of Roseville.

As mentioned above, approval and adoption of the Specific Plans would result in the correction of several existing land use and zoning inconsistencies, including spot zoning, inconsistencies between land use and the zone district, and outdated zoning. The correction of these issues will further the public interest, health, safety, and welfare of the City. Incompatibilities between land use designations and zoning can create a costly and time- consuming administrative issue for property owners wishing to improve their COMMERCIAL CORRIDOR PLANS, 311 VERNON STREET; PL21-0383 Planning Commission – October 13, 2022 – Page 13 of 19

properties, which disincentivize s property improvements and leads over time to properties and businesses which suffer from disinvestment. Removing this barrier reduces costs and processing time while providing streamlined processes for property owners, creating assurances and an incentive for property improvements.

Well-maintained and improved commercial properties attract more new businesses and activity, which in turn has beneficial effects on public safety and on the surrounding neighborhoods. Staff anticipates that the proposed rezones will res ult in reinvestment which will activate the corridors and further the public interest, health, safety, and welfare. The proposed rezones are designed to result in consistency with the General Plan and proposed Specific Plans.

EVALUATION: ZONING ORDINANCE AMENDMENT
Section 19.86.050 of the City of Roseville Zoning Ordinance requires two findings be made in order to approve a Zoning Ordinance Amendment. The two findings are listed below in italicized, bold text and are followed by an evaluation of the Project in relation to each finding. A project must be consistent with:

1. The public interest, health, safety or welfare of the City, and

2. The General Plan and any applicable specific plan of the City of Roseville.

As discussed in the Project Description, the Project adds each Specific Plan to Roseville Municipal Code (Zoning Ordinance) Chapter 19.18.030, Special Area (SA) District. This chapter lists the Specific Plans in the City which have adopted area-specific development standards; each of the proposed three Specific Plans will be added to this list. The Project also establishes Chapter 19.33 (Commercial Corridor Plans) of the Zoning Ordinance, which includes the new permitted use tables, development standards, and approval processes all in one location. Placing these regulations within the Zoning Ordinance , rather than in a stand-alone ordinance, makes them easier to access and more user-friendly. The Corridor Plans include user-friendly summaries of how the regulatory processes work, with references provided to the detailed regulatory standards of C hapter 19.33 of the Zoning Ordinance. Once adopted, the Specific Plans will include hyperlinks to the relevant sections of the Zoning Ordinance, making cross-referencing as easy as possible.

Key changes and their rationale include:
• Nonconforming uses and buildings: The Zoning Ordinance requires a Conditional Use Permit to expand uses or buildings on properties where the use is not consistent w ith the zone district, or simply prohibits such changes. All three Plan Areas, but especially Douglas -Harding, include properties which have been in commercial use but have residential zoning. For example, 234 Donner Avenue is zoned R3 (multifamily) but contains a small office building and parking lot, making it a nonconforming use. Existing code prohibits expanding the use and requires a Conditional Use Permit to use it for anything other than an office building. State law regarding rezoning residential property makes it infeasible to rezone this property to commercial uses. Our nonconforming regulations increase challenges with building vacancy and disincentivize or prohibit improvement of the commercial development on the property. Since there are many properties like this, the Special Area regulations will allow commercial improvements, provided it does not increase impacts to neighboring residential properties. • Multifamily uses in commercial zones : As described in the Project Description, the Project removes the requirement for a Conditional Use Permit for multifamily residential uses within the Community Commercial or Neighborhood Commercial zones. This change is intended to COMMERCIAL CORRIDOR PLANS, 311 VERNON STREET; PL21-0383 Planning Commission – October 13, 2022 – Page 14 of 19

facilitate high density housing within commercial areas . Housing will help support and activate commercial areas and businesses, and keep eyes on the street to deter illegal activities. • Prohibited commercial uses: In certain areas, personal storage, commercial parking, and building material stores are generally prohibited (hardware stores remain permitted) by the permitted use tables of new Chapter 19.33. These prohibitions do not affect properties where these uses are already present. The reason these uses are prohibited elsewhere is because they occupy a large land area, are not neighborhood- focused, and do not support plan goals to provide more retail, restaurant, or other neighborhood-serving uses.
• Parking standards for multifamily uses: As described in the Project Description, the Project slightly reduces parking standards within the Douglas -Sunrise Corridor and east of Folsom Road in the Douglas-Harding Corridor, for projects with residential uses at densities equal to or greater than 25 units per acre. Projects at these higher densities within locations where many uses, jobs, and transit are within walking distance are appropriate for a reduced standard. Parking takes up significant land area and structured or podium parking options are costly. Reducing the parking standard can therefore incentivize or facilitate multifamily housing projects on commercial properties in infill areas. The parking reduction does not apply in the Atlantic Street Corridor or in areas west of Folsom Road in the Douglas -Harding Corridor, because these are older neighborhoods with narrow streets, some of which are one -way, where parking is known to be problematic.
• Parking reductions: A commercial applicant may currently apply for an Administrative Permit for a parking reduction if they believe their operation needs fewer parking spaces than the Zoning Ordinance requires, or if there is a shared parking arrangement where a center as a whole has enough parking for each tenant. This Administrative Permit entitlement is in addition to other entitlements (such as Design Review). The Project would allow a parking reduction to be processed as part of a Design Review Permit, instead of requiring a separate permit. • Entitlement streamlining: Minor modifications to commercial sites and/or buildings will require a Minor Design Review Permit, instead of a Design Review Permit (or Modification). A minor addition is no greater than 15% of the existing building footprint. Minor site improvements include landscaping, lighting, and other improvements that don’t require supporting technical studies (e.g. traffic study). New multifamily residential projects with minimum densities of 25 units per acre will continue to require a Design Review Permit, but no public hearing is required (the public may request a hearing; notice will be provided to properties within 300 feet). Streamlining provisions for commercial properties are intended to shorten entitlement processing timeframes and costs, which can incentivize or lower the barriers for building and site improvements. The housing streamlining incentivizes multifamily housing at the densities which are most beneficial and efficient in a mixed use environment.

The Corridor Plans are intended to encourage redevelopment and revitalization of properties within the older commercial corridors of the city by streamlining the development process for property owners.

Following a consistent, streamlined process with a clear vision and standards allows a property owner to save time and costs by having clear expectations for des ign, needed improvements, and the process .

This in turn incentivizes reinvestment. The proposed Special Area standards are designed to further the public interest, health, safety, and welfare by supporting redevelopment and reinvestment, because well- maintained and improved properties attract more thriving businesses and activity, which in turn has beneficial effects on public safety and on the surrounding neighborhoods. Staff anticipates that the proposed Ordinance Amendment will result in reinvestment w hich will activate the corridors and further the public interest, health, safety, and welfare. The Zoning Ordinance Amendment is consistent with the General Plan and proposed Specific Plans.

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PUBLIC OUTREACH
The community outreach effort for this project was carefully developed and began in earnest in May 2021, when the City distributed notice of the first open house for the project via mail, e-mail, the City's website, the Sacramento Business Journal, and the City's social media. Over 9,000 postcards with bright designs and graphics were mailed to everyone within the proposed project boundaries and to those within a half- mile walking distance. E-mail notices were sent to over 47,000 recipients on the City's existing e-mail lists. In the first week over 800 people visited the project website, and hundreds signed up on the project e-mail list.

The open house was well-attended and intended to outline the City’s objectives for the project and seek early stakeholder input to further refine the scope of the project. The open house included live polling, a question and answer session, and a community values exercise to help develop a draft vision statement for each Plan Area. A recording of the open house is available for viewing. Following the initial open house, a walking tour was launched to engage residents and community members about what they would like to see improved or added to revitalize the three targeted corridors. The tour was open from June 10 – 25, and could be taken virtually using images from key spots in the corridors, or by physically going to the key locations. Staff posted lawn signs and flyers at the locations with a QR code, which could be scanned by your phone to access the survey. The survey yielded a total of 648 community responses. A summary of the virtual tour can be found here.

Based on feedback from the community, the next several months were spent developing materials for the project. On December 14, 2021 draft land use maps, zoning maps, and permitted use tables w ere posted to the project website for public review, with responses requested by January 12, 2022. Notice of these materials was sent to the project e-mail list and was posted to the project website.

A virtual workshop was held on February 10, 2022. The workshop was advertised through an e-mail to the project mailing list two weeks before and one week before the workshop, was posted to the project website, was advertised on the City's social media (Twitter, Facebook, and NextDoor), and was published in the Roseville Press Tribune. Flyers were also handed out at businesses within the corridors. The first half of the workshop focused on the proposed land use plan, and included a question and answer session that focused heavily on housing. The second half of the workshop focused on streetscapes, and included live polling to get feedback on improvement priorities and public art programs, as well as a question and answer session. The workshop was well attended and included robust community discussion. A recording of the virtual workshop is available for viewing here .

A community design guidelines survey was launched on April 25, 2022 and was open through May 8, 2022. The survey included design imagery and asked respondents what general building design styles were appropriate for each corridor. The survey also included a streetscape improvements question asking respondents to prioritize improvements based on cost. The survey had about 300 respondents and was advertised through the project e-mail list and project website.

A letter was then sent to property owners in April informing them of proposed changes to land use and zoning. The letters were specific to individual property owners, with the Assessor's Parcel N umber identified and an explanation of the proposed changes provided. The letter also encouraged property owners to call, e -mail, or write us with any comments or questions, and emphasized that we were still early in the process, and nothing was finalized. A second copy of the letter was sent in May to all property owners who had not responded to the first letter. The purpose of these letters was to ensure the owners of every property affected by zoning or land use changes received property -specific noti ce of the proposal, and multiple copies help ensure the letter is not simply overlooked or missed.

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In June a letter was sent out to every property owner and resident in the Plan Areas describing the proposal to use the Special Area overlay zone for the Specific Plans. We were contacted by some residents indicating that their neighbors had received the letter but they had not. We investigated these concerns and found an area where the parcel data led to some mailing address errors. These errors were corrected.

City staff subsequently attended two community -led meetings to discuss the project and answer questions. The first meeting was held on June 30, 2022 by Support Our Local Area – Roseville (SOLA- R) from 7 p.m. to 9:30 p.m., and the second was held on July 7, 2022 as part of the Historic Sierra Vista Neighborhood Association regular meeting. Planning staff also staffed a booth at Downtown Tuesday Nights on June 28, 2022 and advertised materials about the project as well as general planning issues. Over 30 people spoke with staff over the course of the evening.

Notice of the release of the preliminary draft Specific Plans, of the Planning Commission workshop on July 28, 2022 and the City Council workshop on August 6th was provided in a postcard to every property owner and resident in the Plan Areas. The postcard notice was mailed on July 12, 2022 and the preliminary draft Specific Plans were published on July 14, 2022, with a request to provide feedback by August 11, 2022. Notice was also publicized on the project website, through the project e-mail list, and on the City's social media (Twitter, Facebook, and NextDoor).

Over the next two months staff developed the Public Hearing Draft of each Specific Plan, with the final design and supporting imagery developed and provided by Ascent Environmental. As a result of the substantial public feedback, staff made several key change s to the Specific Plans, which have been incorporated into the Public Hearing Draft Corridor Specific Plans and are described in de tail in Attachment 1. Some of the proposed changes included modifications to proposed land use and zoning designations, and the boundary of the Atlantic Street Corridor was modified to exclude a large area south of Shearer Street. Property owners affected by these changes were mailed letters the week of September 12 th, 2022, to ensure they received specific notice of the proposed modifications. The Project website was also updated with a descriptions of proposed Project modifications, and an e -mail was sent to the project e- mail list notifying interested persons about the updated information. This notification also included tentative hearing dates of October 13, 2022 for Planning Commission and November 16, 2022 for City Council.

The Public Hearin g Draft of each plan was published on September 29, 2022. Notification of the publication and of this Planning Commission hearing was provided through a website update, and through the project e- mail list, on the City's social media (Twitter, Facebook, and NextDoor) . Formal public hearing notices were mailed to all people within 300 feet of the Project, which consisted of more than 3,500 individual letters, and was published within the Roseville Press Tribune.

In addition to all of the broad public outreach, through website updates, public meetings, open houses, and other group events and contexts, the project team has emphasized person- to-person communication. The staff team provides detailed and specific responses to the e- mails received in the project inbox at www.roseville.ca.us/corridorplans
. Where an individual provided a phone number, our
staff responded to the e-mail with a phone call. The letters staff mailed also generated many phone calls from residents, property owners, property manager, and business owners wanting to better understand how the project might affect their property or their neighborhood. Engaging in conversation, not just communication, has been an ongoing goal of the project team.

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PROCESS AND NEXT STEPS
Following the Planning Commission hearing, staff will consider whether any feedback results in the need for revisions to the Public Hearing Draft Specific Plans prior to the City Council hearing tentatively scheduled for November 16, 2022.

ENVIRONMENTAL DETERMINATION
An Addendum to a previously certified environmental impact report may be prepared for a project if only minor technical changes or additions are necessary or none of the conditions calling for the preparation of a subsequent EIR have occurred (California Environmental Quality Act Guidelines [CEQA] Section 15164). Consistent with CEQA Guidelines Section 15164, an Addendum to the 2035 General Plan Environmental Impact Report (SCH #2019080418, certified on August 5, 2020) , inclusive of the 2021 Housing Element Addendum, has been prepared in order to demonstrate that none of the conditions described in Section 15162 of the CEQA Guidelines calling for preparation of a subsequent EIR have occurred and that only minor technical changes or additions are necessary in order to deem the adopted or certified prior environmental document adequate to describe the impacts of the proposed project.

RECOMMENDATION
The Planning Division recommends the Planning Commission take the following actions:

1. Consider the Addendum to the 2035 General Plan Environmental Impact Report (SCH #2019080418, certified on August 5, 2020) and 2021 Housing Element Addendum. (Exhibit A)

2. Recommend City Council adopt a resolution for a GENERAL PLAN AMENDMENT – 311 VERNON STREET – COMMERCIAL CORRIDOR PLANS – PL21-0383 to amend General Plan Land Use Element text to reflect the adoption of three new Specific Plans; amend Land Use Element Figure II- 1 (Planning Areas) to add the boundaries of the three new Specific Plans; and amend Figure III-3 (Pedestrian Districts) and Figure VIII-3 (Land Use Designations with City’s Regulatory Floodplain) because these figures include the boundaries of the City’s Specific Pl ans or land use map as background information on the figure; and amend the General Plan Land Use Map (Land Use Element Figure II-2) consistent with the three new Specific Plans, to correct land use from Low Density Residential to Open Space over the Dry Creek open space area, to remove the land use designations over arterial roadways within and adjacent to the three new Specific Plans, and other minor changes. (Exhibit B.1 – B.7)

3. Recommend City Council adopt one finding of fact and adopt a resolution to approve the ATLANTIC STREET CORRIDOR SPECIFIC PLAN – 311 VERNON STREET – COMMERCIAL CORRIDOR PLANS – PL21-0383. (Exhibit C)

4. Recommend City Council adopt two (2) findings of fact and approve the REZONE – 311 VERNON STREET – COMMERCIAL CORRIDOR PLANS – PL21-0383 to change the underlying zone districts as shown in Exhibit D and apply the Special Area (/SA-AT) overlay zone to property within the Atlantic Street Corridor Specific Plan. (Exhibit D)

5. Recommend City Council adopt one finding of fact and adopt a resolution to approve the DOUGLAS-HARDING CORRIDOR SPECIFIC PLAN – 311 VERNON STREET – COMMERCIAL CORRIDOR PLANS – PL21-0383. (Exhibit E)

6. Recommend City Council adopt two (2) findings of fact and approve the REZONE – 311 VERNON STREET – COMMERCIAL CORRIDOR PLANS – PL21-0383 to change the underlying zone districts as shown in Exhibit F and apply the Special Area (/SA-AT) overlay zone to property within the Douglas-Harding Corridor Specific Plan. (Exhibit F) COMMERCIAL CORRIDOR PLANS, 311 VERNON STREET; PL21-0383 Planning Commission – October 13, 2022 – Page 18 of 19

7. Recommend City Council adopt one finding of fact and adopt a resolution to approve the DOUGLAS-SUNRISE CORRIDOR SPECIFIC PLAN – 311 VERNON STREET – COMMERCIAL CORRIDOR PLANS – PL21-0383. (Exhibit G)

8. Recommend City Council adopt two (2) findings of fact and approve the REZONE – 311 VERNON STREET – COMMERCIAL CORRIDOR PLANS – PL21-0383 to change the underlying zone districts as shown in Exhibit H and apply the Special Area (/SA-AT) overlay zone to property within the Douglas-Sunrise Corridor Specific Plan. (Exhibit H)

9. Recommend City Council adopt two (2) findings of fact and approve the REZONE – 311 VERNON STREET – COMMERCIAL CORRIDOR PLANS – PL21-0383 to change the underlying zone districts on specified properties in the Infill Planning Area as shown in Exhibit I.

10. Recommend City Council adopt two (2) findings of fact and approve the ORDINANCE AMENDMENT – 311 VERNON STREET – COMMERCIAL CORRIDOR PLANS – PL21-0383 to Title 19 of the Municipal Code (Zoning Ordinance), Chapter 19.18.030 Special Area (SA) District for the purpose of adding the three new Specific Plans to the list of Special Area Districts; adding new Chapter 19.33 Commercial Corridor Plans to establish the permitted uses (including non-conforming uses), development standards, parking standards, and entitlement and approval procedures for the three Specific Plans; amending Chapter 19.24.020 (Nonconforming Uses and Structures) to refer to the new Chapter 19.33 standards; amending Chapter 19.26.030 (Parking space requirements by use type) to refer to the parking reduction processes of the new Chapter 19.33; and amending Chapter 19.78.020 (Required public hearings, authorized Approving Authority and public notice) acknowledging the new approval procedures within the new Chapter 19.33. (Exhibit J) COMMERCIAL CORRIDOR PLANS, 311 VERNON STREET; PL21-0383 Planning Commission – October 13, 2022 – Page 19 of 19
B:\D
evelopment Services\Citywide\Planning\Commercial Corridors 2021\Public Hearings\Planning Commission\Corridors PC Staff Report.docx
Exhibits
A. Commercial Corridor Plans Addendum to the 2035 General Plan Environmental Impact Report B. General Plan Amendments
B.1 General Plan Text Amendments (redline)
B.2 General Plan Figure II-1 (Planning Areas)
B.3 General Plan Figure II-2 (Land Use Map)
B.4 Atlantic Street Corridor Specific Plan Existing and Proposed Land Use B.5 Douglas-Harding Corridor Specific Plan Existing and Proposed Land Use B.6 Douglas-Sunrise Corridor Specific Plan Existing and Proposed Land Use B.7 Infill Plan Area Existing and Proposed Land Use
C. Atlantic Street Corridor Specific Plan
D. Atlantic Street Corridor Specific Plan Existing and Proposed Zoning E. Douglas-Harding Corridor Specific Plan
F. Douglas -Harding Corridor Specific Plan Existing and Proposed Zoning G. Douglas-Sunrise Corridor Specific Plan
H. Douglas-Sunrise Corridor Specific Plan Existing and Proposed Zoning I. Infill Plan Area Existing and Proposed Zoning
J. Roseville Municipal Code Amendments (redline)
Attachments

1. Changes Between Preliminary Draft and Hearing Draft Specific Plans

2. Consistency Analysis
NOTE: The exhibits and attachments to
the PC Staff report are not included as part
of this attachment, because they are
included as exhibits and attachments to
the Council Communication.

Attachment 4: Redlined Table Changes
Table 3.1 | Atlantic Corridor Plan Area Land Use, Zoning, and Acreage by Parcel Parcel General Plan Land Use
(Specific Plan Land Use)
Zoning Acres Original
Units
Allocated
Units
Density
(du/ac)
AT-10 LDR (Residential) R1/SA-AT 2.0 12 12 6.0
AT-20 MDR (Residential) R2/SA-AT 0.7 6 6 8.6
AT-30 HDR (Residential) R3/SA-AT 4.4 20 *
AT-31 HDR (Residential) R3/SA-AT, FF, FW 8.2 42 *
AT-32 HDR (Residential) R3/SA-AT, FW 4.5 25 *
AT-40 CC (Commercial) GC/SA-AT, FW 6.8
AT-41 CC (Commercial) GC/SA-AT 6.6 1
AT-42 CC (Commercial) GC/SA 3.3
AT-43 CC (Commercial) GC/SA-AT 1.2 1
AT-44 CC (Commercial) GC/SA-AT 0.7
AT-45 CC (Commercial) CC/SA-AT 2.5 7 *
AT-46 CC (Commercial) CC/SA-AT 0.3 *
AT-50 IND (Industrial) M2/SA-AT 2.0
AT-51 IND (Industrial) M2/SA-AT 0.1
AT-52 IND (Industrial) M2/SA-AT 0.6
AT-70 P/QP (Public/Quasi Public) M2/SA-AT, FW 1.5
AT-71 P/QP (School) P/QP, R3/SA-AT 4.0
AT-72 P/QP/FP (Public/Quasi
Public/Floodplain)
P/QP/FF 4.2
AT-80 OS (Open Space) FW 0.1
AT-81 OS (Open Space) FW, OS 6.6
AT-100* (additional development
capacity)
50 ROW Right of Way 13.2
TOTAL 60.3

73.5 114 68
Notes: Acres: Gross acreage (includes right-of-way)
Original Units: Number of pre-existing, built residential dwelling units prior to the Specific Plan adoption Density: Allocated Units / Acres
Allocated Units: Number of residential dwelling units approved/adopted by City Council *In lieu of allocating a defined number of units for each High Density Residential parcel, Parcel AT-100 represents the additional development capacity available to High Density Residential and Commercial parcels within the Plan Area. In this case, this allocation is not the maximum allowable number of units; this is the number of units covered by the utility capacity studies included as Appendices to the Specific Plan. Any project exceeding the allocated capacity may be required to prepare additional technical studies and/or provide other environmental documentation to demonstr ate sufficient capacity to support the development.

Table 3.1 | Douglas-Harding Corridor Land Use, Zoning, and Acreage by Parcel Parcel General Plan Land
Use (Specific Plan
Land Use)
Zoning Acres Original
Units
Allocated
Units
Density
(du/ac)
DH-10 LDR (Residential) R1/SA-DH 0.5 0 2 4.0
DH-30 HDR (Residential) R3/SA-DH, FW 9.4 126 *
DH-31 HDR (Residential) R3/SA-DH, FW,
PR/FF

17.1 232 *
DH-32 HDR (Residential) R3/SA-DH 7.2 76 *
DH-33 HDR (Residential) R3/SA-DH 2.2 108 *
DH-34 HDR (Residential) R3/SA-DH, FW 4.8 16 *
DH-35 HDR (Residential) R3/SA-DH 5.1 79 *
DH-36 HDR (Residential) R3/SA-DH 0.6 0 *
DH-40 CC (Commercial) CC/SA-DH 7.3 *
DH-41 CC (Commercial) HC/SA-DH 4.3 *
DH-42 CC (Commercial) NC/SA-DH 3.5 *
DH-43 CC (Commercial) CC/SA-DH 64.0 1 *
DH-44 CC (Commercial) NC/SA-DH 1.3 *
DH-45 CC (Commercial) NC/SA-DH 2.6 3 *
DH-46 CC (Commercial) CC/SA-DH 6.1 *
DH-47 CC (Commercial) GC/SA-DH 7.1 *
DH-48 CC (Commercial) CC/SA-DH 3.0 *
DH-60 BP (Business
Professional)
BP/SA-DH 0.2
DH-61 BP (Business
Professional)
BP/SA-DH 0.6 1
DH-62 BP (Business
Professional)
BP/SA-DH 0.8
DH-100* (additional
development
capacity)
200
ROW Right of Way 4.5
TOTAL 147.7
152.2
642 202
Notes: Acres: Gross acreage (includes right-of-way)
Original Units: Number of pre-existing, built residential dwelling units prior to the Specific Plan adoption Density: Allocated Units / Acres
Allocated Units: Number of residential dwelling units approved/adopted by City Council *In lieu of allocating a defined number of units for each High Density Residential parcel, Parcel DH-100 represents the additional development capacity available to High Density Residential and Commercial parcels within the Plan Area. In this case, this allocation is not the maximum allowable number of units; this is the number of units covered by the utility capacity studies included as Appendices to the Specific Plan. Any project exceeding the allocated capacity may be required to prepare additional technical studies and/or provide other environmental documentation to demonstrate sufficient capacity to support the development.

Table 3.1 | Douglas-Sunrise Corridor Land Use, Zoning, and Acreage by Parcel Parcel General Plan Land
Use (Specific Plan
Land Use)
Zoning Acres Original
Units
Allocated
Units
Density
DS-10 LDR (Residential) R1/SA-DS 3.0 16 16 5.3
DS-11 LDR (Residential) R1/SA-DS 0.3 2 2 6.7
DS-20 MDR (Residential) R2/SA-DS 1.5 18 18 12.0
DS-30 HDR (Residential) R3/SA-DS 6.5 138 *
DS-31 HDR (Residential) R3/SA-DS 4.1 72 *
DS-32 HDR (Residential) R3/SA-DS 0.8 5 *
DS-33 HDR (Residential) R3/SA-DS 12.0 181 *
DS-40 CC (Commercial) GC/SA-DS 6.9
DS-41 CC (Commercial) CC/SA-DS 29.0 *
DS-42 CC (Commercial) CC/SA-DS 35.2 *
DS-43 CC (Commercial) CC/SA-DS 29.6 *
DS-44 CC (Commercial) CC/SA-DS 16.8 *
DS-45 CC (Commercial) CC/SA-DS 3.2 *
DS-46 CC (Commercial) CC/SA-DS 18.0 *
DS-47 CC (Commercial) CC/SA-DS 2.2 *
DS-48 CC (Commercial) GC/SA 0.9
DS-49 CC (Commercial) GC/SA-DS 3.0
DS-50 CC (Commercial) CC/SA-DS 0.6 *
DS-51 CC (Commercial) GC/SA-DS 3.8
DS-52 CC (Commercial) CC/SA-DS 1.8 *
DS-53 CC (Commercial) CC/SA-DS 0.7 *
DS-54 CC (Commercial) NC/SA-DS 8.5 *
DS-55 CC (Commercial) CMU/SA 10.4 *
DS-56 CC (Commercial) CC/SA 2.8 *
DS-57 CC (Commercial) NC/SA-DS 2.2 *
DS-58 CC (Commercial) CC/SA 0.3 *
DS-59 CC (Commercial) CC/SA-DS 1.3 *
DS-60 CC (Commercial) NC/SA-DS 2.5 *
DS-70 BP (Business
Professional)
BP/SA-DS 4.1
DS-71 BP (Business
Professional)
BP/SA-DS 1.5
DS-72 BP (Business
Professional)
BP/SA-DS 3.5
DS-80 P/QP (Substation) P/QP/SA-
DS

2.0 DS-90 OS (Open Space) OS/SA-DS 4.0
DS-91 OS/FP (Open
Space/Floodplain)
FW 0.7
Parcel General Plan Land
Use (Specific Plan
Land Use)
Zoning Acres Original
Units
Allocated
Units
Density
DS-100* (additional
development capacity)
600
ROW Right of Way 27.4
TOTAL 223.7
251.1
432 636
Notes: Acres: Gross acreage (includes right-of-way)
Original Units: Number of pre-existing, built residential dwelling units prior to the Specific Plan adoption Density: Allocated Units / Acres
Allocated Units: Number of residential dwelling units approved/adopted by City Council *In lieu of allocating a defined number of units for each High Density Residential parcel, Parcel DS-100 represents the additional development capacity available to High Density Residential and Commercial parcels within the Plan Area. In this case, this allocation is not the maximum allowable number of units; this is the number of units covered by the utility capacity studies included as Appendices to the Specific Plan. Any project exceeding the allocated capacity may be required to prepare additional technical studies and/or provide other environmental documentation to demonstrate sufficient capacity to support the development.

DEVELOPMENT SERVICES DEPARTMENT–PLANNING DIVISION

311 Vernon St, Roseville, CA 95678 (916) 774-5276
ADDENDUM TO THE 2035 GENERAL PLAN ENVIRONMENTAL IMPACT
REPORT (SCH #2019080418, CERTIFIED ON AUGUST 5, 2020)
Project Title/File Number: Commercial Corridor Specific Plans, PL21-0383 Project Location: The project includes three general areas, generally described as the Atlantic Street Corridor, which includes properties on the southern side of Atlantic Street from Interstate 80 to Folsom Road; the Douglas-Harding Corridor, which includes properties on either side of Douglas Boulevard from Park Drive to Interstate 80 and on either side of Harding Boulevard from Lead Hill Road to the terminus of South Harding Boulevard; and the Douglas-Sunrise Corridor, which includes properties along one or both sides of Sunrise Avenue from Coloma Way to Lead Hill Boulevard and along one or both sides of Douglas Boulevard from Interstate 80 to Rocky Ridge Drive. The project also includes the Dry Creek open space area between Folsom Road and Interstate 80.

Project Description: The project is three related and co nnected Specific Plans centered along older commercial corridors in developed areas of the City . The three Specific Plans are the Atlantic Street Corridor Specific Plan, the Douglas -Harding Corridor Specific Plan, and the Douglas -Sunrise Corridor Specific Plan. The purpose of these three Specific Plans is to encourage and facilitate the revitalization and redevelopment of the areas consistent with the vision for each plan. The project includes land use and zone district amendments to correct
inconsistencies, replace outdated zone districts with the City’s current zone districts, and create logical land use and zoning patterns; water and sewer infrastructure studies to ensure there is sufficient available capacity to support up to 850 units of multifamily residential development; conceptual streetscape plans; design guidelines and development standards for
multifamily and nonresidential development; frontage
improvement guidelines and standards; permitted use tables; and entitlement process streamlining. The project also includes land use corrections over areas adjacent to the three Specific Plans. These include correcting the land use designation over the Dry Creek open space area from the existing Low Density Residential designation to the Open Space des ignation and removing the land use designation over arterial roadways adjacent to the plans
, because land use designations are
generally not applied to arterial roadways elsewhere in the City.

Project Applicant: City of Roseville
CC Exhibit A

ADDENDUM
October 5, 2022
Commercial Corridor Specific Plans; File #PL21-0383