Roseville City Council
May 21, 2025

FY24-25 Rate FY25-26 Rate FY26-27 Rate
$36.05 $37.85 $39.74
$24.65 $25.88 $27.17
$13.10 $13.76 $14.45
$23.56 $24.74 $25.98
$17.32 $18.19 $19.10
$35.24 $37.00 $38.85
$35.24 $37.00 $38.85
$168.27 $176.68 $185.51
$105.26 $110.52 $116.05
$35.24 $37.00 $38.85
$127.39 $133.76 $140.45
$176.65 $185.48 $194.75
$123.98 $130.18 $136.69
FY24-25 Rate FY25-26 Rate FY26-27 Rate
$36.05 $37.85 $39.74
$50.53 $53.06 $55.71
$40.42 $42.44 $44.56
$11.90 $12.50 $13.13
$63.67 $66.85 $70.19
$21.15 $22.21 $23.32
$14.10 $14.81 $15.55
$23.56 $24.74 $25.98
$23.56 $24.74 $25.98
$35.24 $37.00 $38.85
$227.53 $238.91 $250.86
$42.28 $44.39 $46.61
$84.56 $88.79 $93.23
$594.96 $624.71 $655.95
$70.47 $73.99 $77.69
$35.24 $37.00 $38.85
$21.15 $22.21 $23.32
$105.70 $110.99 $116.54
$38.22 $40.13 $42.14

AT COST AT COST AT COST
FY24-25 Rate FY25-26 Rate FY26-27 Rate
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
65 gallon 1 $48.30 $96.60 $144.90 $193.20 $241.50 65 gallon 1 $50.72 $101.44 $152.16 $202.88 $253.60 65 gallon 1 $53.26 $106.52 $159.78 $213.04 $266.30 65 gallon 2 $72.68 $145.36 $218.04 $290.72 $363.40 65 gallon 2 $76.31 $152.62 $228.93 $305.24 $381.55 65 gallon 2 $80.13 $160.26 $240.39 $320.52 $400.65 65 gallon 3 $97.06 $194.12 $291.18 $388.24 $485.30 65 gallon 3 $101.91 $203.82 $305.73 $407.64 $509.55 65 gallon 3 $107.01 $214.02 $321.03 $428.04 $535.05 65 gallon 4 $121.44 $242.88 $364.32 $485.76 $607.20 65 gallon 4 $127.51 $255.02 $382.53 $510.04 $637.55 65 gallon 4 $133.89 $267.78 $401.67 $535.56 $669.45 65 gallon 5 $145.82 $291.64 $437.46 $583.28 $729.10 65 gallon 5 $153.11 $306.22 $459.33 $612.44 $765.55 65 gallon 5 $160.77 $321.54 $482.31 $643.08 $803.85 65 gallon 6 $170.20 $340.40 $510.60 $680.80 $851.00 65 gallon 6 $178.71 $357.42 $536.13 $714.84 $893.55 65 gallon 6 $187.65 $375.30 $562.95 $750.60 $938.25 2 YD 1 $114.73 $229.46 $344.19 $458.92 $573.65 2 YD 1 $120.47 $240.94 $361.41 $481.88 $602.35 2 YD 1 $126.49 $252.98 $379.47 $505.96 $632.45 2 YD 2 $205.55 $411.10 $616.65 $822.20 $1,027.75 2 YD 2 $215.83 $431.66 $647.49 $863.32 $1,079.15 2 YD 2 $226.62 $453.24 $679.86 $906.48 $1,133.10 FY24-25 Rate FY25-26 Rate FY26-27 Rate
$86.60 $90.93 $95.48
$115.47 $121.24 $127.30
FY24-25 Rate FY25-26 Rate FY26-27 Rate
$8.45 $8.87 $9.31
$40.42 $42.44 $44.56
$34.05 $35.75 $37.54
$71.93 $75.53 $79.31
$115.47 $49.75 $52.24
$230.85 $118.17 $124.08
$151.96 $159.56 $167.54
FY24-25 Rate FY25-26 Rate FY26-27 Rate
$440.28 $462.29 $485.40
$440.28 $462.29 $485.40
$440.28 $462.29 $485.40
$440.28 $462.29 $485.40
$440.28 $462.29 $485.40
$440.28 $462.29 $485.40
2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2 YARD 128.18$ 256.36$ 384.54$ 512.72$ 640.90$ 769.08$ $ 897.26 67.29$ 2 YARD 134.59$ 269.18$ 403.77$ $ 538.36 672.95$ 807.54$ $ 942.13 70.65$ 2 YARD 141.32$ 282.64$ 423.96$ 565.28$ 706.60$ 847.92$ $ 989.24 74.18$ 3 YARD** 192.27$ 384.54$ 576.81$ 769.08$ 961.35$ 1,153.62$ $ 1,345.89 83.31$ 3 YARD** 201.88$ 403.76$ 605.64$ $ 1,009.40$ 807.52 1,211.28$ $ 1,413.16 87.48$ 3 YARD** 211.97$ 423.94$ 635.91$ 847.88$ 1,059.85$ 1,271.82$ $ 1,483.79 91.85$ 4 YARD 256.36$ 512.72$ 769.08$ 1,025.44$ 1,281.80$ 1,538.16$ $ 1,794.52 99.33$ 4 YARD 269.18$ 538.36$ 807.54$ $ 1,076.72 1,345.90$ 1,615.08$ $ 1,884.26 104.30$ 4 YARD 282.64$ 565.28$ 847.92$ 1,130.56$ 1,413.20$ 1,695.84$ $ 1,978.48 109.52$ 5 YARD** 320.45$ 640.90$ 961.35$ 1,281.80$ 1,602.25$ 1,922.70$ $ 2,243.15 115.36$ 5 YARD** 336.47$ 672.94$ 1,009.41$ $ 1,345.88 1,682.35$ 2,018.82$ $ 2,355.29 121.13$ 5 YARD** 353.29$ 706.58$ 1,059.87$ 1,413.16$ 1,766.45$ 2,119.74$ $ 2,473.03 127.19$ 6 YARD 384.54$ 769.08$ 1,153.62$ 1,538.16$ 1,922.70$ 2,307.24$ $ 2,691.78 131.38$ 6 YARD 403.77$ 807.54$ 1,211.31$ $ 1,615.08 2,018.85$ 2,422.62$ $ 2,826.39 137.95$ 6 YARD 423.96$ 847.92$ 1,271.88$ 1,695.84$ 2,119.80$ 2,543.76$ $ 2,967.72 144.85$ 8 YARD $ 512.72 $ 1,025.44 $ 1,538.16 $ 2,050.88 $ 2,563.60 $ 3,076.32 $ 3,589.04 $ 163.42 8 YARD $ 538.36 $ 1,076.72 $ 1,615.08 $ 2,153.44 $ 2,691.80 $ 3,230.16 $ 3,768.52 $ 171.59 8 YARD $ 565.28 $ 1,130.56 $ 1,695.84 $ 2,261.12 $ 2,826.40 $ 3,391.68 $ 3,956.96 $ 180.17 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra

1.5 YARD** 120.17$ 240.34$ 360.51$ 480.68$ 600.85$ 721.02$ $ 841.19 65.29$ 1.5 YARD** 126.18$ 252.36$ 378.54$ $ 504.72 630.90$ 757.08$ $ 883.26 68.55$ 1.5 YARD** 132.49$ 264.98$ 397.47$ 529.96$ 662.45$ 794.94$ $ 927.43 71.98$ 2 YARD 160.23$ 320.46$ 480.69$ 640.92$ 801.15$ 961.38$ $ 1,121.61 75.30$ 2 YARD 168.24$ 336.48$ 504.72$ $ 672.96 841.20$ 1,009.44$ $ 1,177.68 79.07$ 2 YARD 176.65$ 353.30$ 529.95$ 706.60$ 883.25$ 1,059.90$ $ 1,236.55 83.02$ 3 YARD $ 240.34 $ 480.68 $ 721.02 $ 961.36 $ 1,201.70 $ 1,442.04 $ 1,682.38 $ 95.33 3 YARD $ 252.36 $ 504.72 $ 757.08 $ 1,009.44 $ 1,261.80 $ 1,514.16 $ 1,766.52 $ 100.10 3 YARD $ 264.98 $ 529.96 $ 794.94 $ 1,059.92 $ 1,324.90 $ 1,589.88 $ 1,854.86 $ 105.11 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2 YARD 230.97$ 461.94$ 692.91$ 923.88$ 1,154.85$ 1,385.82$ $ 1,616.79 92.99$ 2 YARD 242.52$ 485.04$ 727.56$ $ 1,212.60$ 970.08 1,455.12$ $ 1,697.64 97.64$ 2 YARD 254.65$ 509.30$ 763.95$ 1,018.60$ 1,273.25$ 1,527.90$ $ 1,782.55 102.52$ 3 YARD 346.45$ 692.90$ 1,039.35$ 1,385.80$ 1,732.25$ 2,078.70$ $ 2,425.15 121.86$ 3 YARD 363.77$ 727.54$ 1,091.31$ $ 1,455.08 1,818.85$ 2,182.62$ $ 2,546.39 127.95$ 3 YARD 381.96$ 763.92$ 1,145.88$ 1,527.84$ 1,909.80$ 2,291.76$ $ 2,673.72 134.35$ 4 YARD 461.94$ 923.88$ 1,385.82$ 1,847.76$ 2,309.70$ 2,771.64$ $ 3,233.58 150.73$ 4 YARD 485.04$ 970.08$ 1,455.12$ $ 1,940.16 2,425.20$ 2,910.24$ $ 3,395.28 158.27$ 4 YARD 509.29$ 1,018.58$ 1,527.87$ 2,037.16$ 2,546.45$ 3,055.74$ $ 3,565.03 166.18$ 6 YARD 692.90$ 1,385.80$ 2,078.70$ 2,771.60$ 3,464.50$ 4,157.40$ $ 4,850.30 208.47$ 6 YARD 727.55$ 1,455.10$ 2,182.65$ $ 2,910.20 3,637.75$ 4,365.30$ $ 5,092.85 218.89$ 6 YARD 763.93$ 1,527.86$ 2,291.79$ 3,055.72$ 3,819.65$ 4,583.58$ $ 5,347.51 229.83$ 8 YARD $ 923.87 $ 1,847.74 $ 2,771.61 $ 3,695.48 $ 4,619.35 $ 5,543.22 $ 6,467.09 $ 266.21 8 YARD $ 970.06 $ 1,940.12 $ 2,910.18 $ 3,880.24 $ 4,850.30 $ 5,820.36 $ 6,790.42 $ 279.52 8 YARD $ 1,018.56 $ 2,037.12 $ 3,055.68 $ 4,074.24 $ 5,092.80 $ 6,111.36 $ 7,129.92 $ 293.50 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2 YARD $ 288.71 $ 577.42 $ 866.13 $ 1,154.84 $ 1,443.55 $ 1,732.26 $ 2,020.97 $ 107.42 2 YARD $ 303.15 $ 606.30 $ 909.45 $ 1,212.60 $ 1,515.75 $ 1,818.90 $ 2,122.05 $ 112.79 2 YARD $ 318.31 $ 636.62 $ 954.93 $ 1,273.24 $ 1,591.55 $ 1,909.86 $ 2,228.17 $ 118.43 3 YARD $ 433.07 $ 866.14 $ 1,299.21 $ 1,732.28 $ 2,165.35 $ 2,598.42 $ 3,031.49 $ 143.51 3 YARD $ 454.72 $ 909.44 $ 1,364.16 $ 1,818.88 $ 2,273.60 $ 2,728.32 $ 3,183.04 $ 150.69 3 YARD $ 477.46 $ 954.92 $ 1,432.38 $ 1,909.84 $ 2,387.30 $ 2,864.76 $ 3,342.22 $ 158.22 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2 YARD** $ 39.35 $ 78.70 $ 118.05 $ 157.40 $ 196.75 $ 236.10 $ 275.45 $ 45.08 2 YARD** $ 41.32 $ 82.64 $ 123.96 $ 165.28 $ 206.60 $ 247.92 $ 289.24 $ 47.33 2 YARD** $ 43.39 $ 86.78 $ 130.17 $ 173.56 $ 216.95 $ 260.34 $ 303.73 $ 49.70 3 YARD** 59.02$ 118.04$ 177.06$ 236.08$ 295.10$ 354.12$ $ 413.14 50.00$ 3 YARD** 61.97$ 123.94$ 185.91$ $ 247.88 309.85$ 371.82$ $ 433.79 52.50$ 3 YARD** 65.07$ 130.14$ 195.21$ 260.28$ 325.35$ 390.42$ $ 455.49 55.13$ 4 YARD 78.70$ 157.40$ 236.10$ 314.80$ 393.50$ 472.20$ $ 550.90 54.92$ 4 YARD 82.64$ 165.28$ 247.92$ $ 330.56 413.20$ 495.84$ $ 578.48 57.67$ 4 YARD 86.77$ 173.54$ 260.31$ 347.08$ 433.85$ 520.62$ $ 607.39 60.55$ 5 YARD** $ 98.37 $ 196.74 $ 295.11 $ 393.48 $ 491.85 $ 590.22 $ 688.59 $ 59.84 5 YARD** $ 103.29 $ 206.58 $ 309.87 $ 413.16 $ 516.45 $ 619.74 $ 723.03 $ 62.83 5 YARD** $ 108.45 $ 216.90 $ 325.35 $ 433.80 $ 542.25 $ 650.70 $ 759.15 $ 65.97 6 YARD 118.04$ 236.08$ 354.12$ 472.16$ 590.20$ 708.24$ $ 826.28 64.75$ 6 YARD 123.94$ 247.88$ 371.82$ $ 495.76 619.70$ 743.64$ $ 867.58 67.99$ 6 YARD 130.14$ 260.28$ 390.42$ 520.56$ 650.70$ 780.84$ $ 910.98 71.39$ 8 YARD 157.39$ 314.78$ 472.17$ 629.56$ 786.95$ 944.34$ $ 1,101.73 74.59$ 8 YARD 165.26$ 330.52$ 495.78$ $ 661.04 826.30$ 991.56$ $ 1,156.82 78.32$ 8 YARD 173.52$ 347.04$ 520.56$ 694.08$ 867.60$ 1,041.12$ $ 1,214.64 82.24$ Fee Extra PU Fee Extra PU Fee Extra PU
$176.65 $123.98 $185.48 $130.18 $194.75 $136.69
$147.07 $94.40 $154.42 $99.12 $162.14 $104.08
$206.23 $153.56 $216.54 $161.24 $227.37 $169.30
FY24-25 Rate FY25-26 Rate FY26-27 Rate
$106.50 At Cost At Cost
$106.50 At Cost At Cost
$60.50 At Cost At Cost
$60.50 At Cost At Cost
$82.75 At Cost At Cost
$82.75 At Cost At Cost
$58.25 At Cost At Cost
$63.50 At Cost At Cost
$222.00 At Cost At Cost
*FEE CHARGED FOR RETURNING BUT UNABLE TO SERVICE CAN *FEE CHARGED FOR RETURNING BUT UNABLE TO SERVICE CAN *FEE CHARGED FOR RETURNING BUT UNABLE TO SERVICE CAN **FEE CHARGED AFTER RESIDENT HAS BEEN NOTIFIED 3 TIMES PER 12 MONTH PERIOD FOR TRASH IN THE GW CAN **FEE CHARGED AFTER RESIDENT HAS BEEN NOTIFIED 3 TIMES PER 12 MONTH PERIOD FOR TRASH IN THE GW CAN **FEE CHARGED AFTER RESIDENT HAS BEEN NOTIFIED 3 TIMES PER 12 MONTH PERIOD FOR TRASH IN THE GW CAN ***CONTAINER REPLACEMENT DUE UNRELATED TO FAILURE IN EXCESS OF 1 X PER 12 MONTHS ***CONTAINER REPLACEMENT DUE UNRELATED TO FAILURE IN EXCESS OF 1 X PER 12 MONTHS ***CONTAINER REPLACEMENT DUE UNRELATED TO FAILURE IN EXCESS OF 1 X PER 12 MONTHS Current Rates: Effective July 1, 2024 Scenario 2: Effective July 1, 2025 Scenario 2: Effective July 1, 2026 Subscription Item Subscription Item Subscription Item
Residential Collection rates Residential Collection rates Residential Collection rates Additional 65 Gal (Gray) Curbside Additional 65 Gal (Gray) Curbside Additional 65 Gal (Gray) Curbside 65 Gal (Gray) Curbside 65 Gal (Gray) Curbside 65 Gal (Gray) Curbside Extra/Out Late Pick Up - Trash Extra/Out Late Pick Up - Trash Extra/Out Late Pick Up - Trash Additional Green Waste (Green) Container Additional Green Waste (Green) Container Additional Green Waste (Green) Container Residential Return Trip - No Access Fee* (Trash & GW) Residential Return Trip - No Access Fee* (Trash & GW) Residential Return Trip - No Access Fee* (Trash & GW) Extra/Out Late Pick Up - Green Waste Extra/Out Late Pick Up - Green Waste Extra/Out Late Pick Up - Green Waste Return of Previously Confiscated Green Waste Container Return of Previously Confiscated Green Waste Container Return of Previously Confiscated Green Waste Container Contaminated GW Fee** (per 3 notices mailed) Contaminated GW Fee** (per 3 notices mailed) Contaminated GW Fee** (per 3 notices mailed) Can Replacement*** (per request unrelated to damage) Can Replacement*** (per request unrelated to damage) Can Replacement*** (per request unrelated to damage) Can Replacement (damaged by misuse) Can Replacement (damaged by misuse) Can Replacement (damaged by misuse) 6 Yard Temp Bin Deliver & Remove (per week) 6 Yard Temp Bin Deliver & Remove (per week) 6 Yard Temp Bin Deliver & Remove (per week) Move-In Box Pup Move-In Box Pup Move-In Box Pup
Commercial and Industrial Collection Rates Commercial and Industrial Collection Rates Commercial and Industrial Collection Rates 6 Yard Temp Bin Extra Pick Up 6 Yard Temp Bin Extra Pick Up 6 Yard Temp Bin Extra Pick Up Subscription Item Subscription Item Subscription Item
Solid Waste Collection Rates Solid Waste Collection Rates Solid Waste Collection Rates Commercial Hand Pick Up (up to 3 30-gal cans or 6 bags) Commercial Hand Pick Up (up to 3 30-gal cans or 6 bags) Commercial Hand Pick Up (up to 3 30-gal cans or 6 bags) Autocan Flat Rate - Monthly Per Can Autocan Flat Rate - Monthly Per Can Autocan Flat Rate - Monthly Per Can Streetscape/LLD Cans Streetscape/LLD Cans Streetscape/LLD Cans Waste service minimum monthly charge Waste service minimum monthly charge Waste service minimum monthly charge Push/Pull Service (optional monthly) Push/Pull Service (optional monthly) Push/Pull Service (optional monthly) Commercial Bin Assistance (per pickup) Commercial Bin Assistance (per pickup) Commercial Bin Assistance (per pickup) Autocan Extra Pickup Autocan Extra Pickup Autocan Extra Pickup Lock Service (optional monthly) Lock Service (optional monthly) Lock Service (optional monthly) Return Trip - No Access Fee Return Trip - No Access Fee Return Trip - No Access Fee Autocan Out Late Pickup Autocan Out Late Pickup Autocan Out Late Pickup Roll Off Return - Not Ready (per pickup) Roll Off Return - Not Ready (per pickup) Roll Off Return - Not Ready (per pickup) Emergency After Hours (per occurrence) Emergency After Hours (per occurrence) Emergency After Hours (per occurrence) Compactor Cleaning Fee Compactor Cleaning Fee Compactor Cleaning Fee Standby Charge (per 15 min) Standby Charge (per 15 min) Standby Charge (per 15 min) Contaminated CB Fee (per occurrence) Contaminated CB Fee (per occurrence) Contaminated CB Fee (per occurrence) Roll Off Relocation Fee (no haul) Roll Off Relocation Fee (no haul) Roll Off Relocation Fee (no haul) Bin Replacement (due to unrelated failure in excess of 1/yr) Bin Replacement (due to unrelated failure in excess of 1/yr) Bin Replacement (due to unrelated failure in excess of 1/yr) Lock for Bin (deliver or replace) Lock for Bin (deliver or replace) Lock for Bin (deliver or replace) Equipment Replacement/Repair (outside normal wear & tear) Equipment Replacement/Repair (outside normal wear & tear) Equipment Replacement/Repair (outside normal wear & tear) Streetscape/LLD Can Extra Pickup Streetscape/LLD Can Extra Pickup Streetscape/LLD Can Extra Pickup Organics Collection Rates Organics Collection Rates Organics Collection Rates Bin Size # of Bins
Frequency of Weekly Pickup
Bin Size # of Bins
Frequency of Weekly Pickup
Subscription Item Subscription Item Subscription Item
Bin Size # of Bins
Frequency of Weekly Pickup
Special Fees Special Fees Special Fees
Contaminated Pickup Contaminated Pickup Contaminated Pickup Extra Pickup Extra Pickup Extra Pickup
Subscription Item Subscription Item Subscription Item
Designated Collection Service Rates Designated Collection Service Rates Designated Collection Service Rates Tier 1 (minimum) Tier 1 (minimum) Tier 1 (minimum)
Tier 1 (per 1,000 SF of business or per unit of residential dwelling) Tier 1 (per 1,000 SF of business or per unit of residential dwelling) Tier 1 (per 1,000 SF of business or per unit of residential dwelling) Tier 3 Tier 3 Tier 3
Tier 2 Tier 2 Tier 2
Tier 3 Shared Organics Equivalent Tier 3 Shared Organics Equivalent Tier 3 Shared Organics Equivalent Tier 2 Shared Organics Equivalent Tier 2 Shared Organics Equivalent Tier 2 Shared Organics Equivalent Temp Rental Fee per week (without haul) Temp Rental Fee per week (without haul) Temp Rental Fee per week (without haul) Roll Off Open Top Haul Fee (tonnage separate) Roll Off Open Top Haul Fee (tonnage separate) Roll Off Open Top Haul Fee (tonnage separate) 10 Yard 10 Yard 10 Yard
Subscription Item Subscription Item Subscription Item
25 Yard 25 Yard 25 Yard
20 Yard 20 Yard 20 Yard
40 Yard 40 Yard 40 Yard
30 Yard 30 Yard 30 Yard
FRONTLOADER SERVICE 2022/23 EFF 07/01/22 - RATE FOR MUNICIPAL CODE FRONTLOADER SERVICE FRONTLOADER SERVICE R/O Compactors, all sizes R/O Compactors, all sizes R/O Compactors, all sizes

REARLOADER SERVICE REARLOADER SERVICE REARLOADER SERVICE BASE RATE = 1x week BASE RATE = 1x week BASE RATE = 1x week

FRONTLOADER COMPACTOR SERVICE FRONTLOADER COMPACTOR SERVICE FRONTLOADER COMPACTOR SERVICE BASE RATE = 1x week BASE RATE = 1x week BASE RATE = 1x week

REARLOADER COMPACTOR SERVICE REARLOADER COMPACTOR SERVICE REARLOADER COMPACTOR SERVICE BASE RATE = 1x week BASE RATE = 1x week BASE RATE = 1x week FRONTLOADER CARDBOARD SERVICE (Both Standard & Compactor CB) FRONTLOADER CARDBOARD SERVICE (Both Standard & Compactor CB) FRONTLOADER CARDBOARD SERVICE (Both Standard & Compactor CB) BASE RATE = 1x week BASE RATE = 1x week BASE RATE = 1x week **SIZES NO LONGER OFFERED (available for repair or replace depending on inventory) **SIZES NO LONGER OFFERED (available for repair or replace depending on inventory) **SIZES NO LONGER OFFERED (available for repair or replace depending on inventory) BASE RATE = 1x week BASE RATE = 1x week BASE RATE = 1x week Subscription Item Subscription Item Subscription Item
Commercial Frontloader Temp Bins Commercial Frontloader Temp Bins Commercial Frontloader Temp Bins 4 Yard (not offered anymore) 4 Yard (not offered anymore) 4 Yard (not offered anymore) 6 Yard - Weekly Rental Fee 6 Yard - Weekly Rental Fee 6 Yard - Weekly Rental Fee Tonnage Rates Based on WPWMA (addititional to base hauling fee) Tonnage Rates Based on WPWMA (addititional to base hauling fee) Tonnage Rates Based on WPWMA (addititional to base hauling fee) 8 Yard (not offered anymore) 8 Yard (not offered anymore) 8 Yard (not offered anymore)

MSW MSW MSW
Subscription Item Subscription Item Subscription Item
Sludge Sludge Sludge

C&D C&D C&D
Food Waste Food Waste Food Waste
Mixed Inert Mixed Inert Mixed Inert
Wood Waste Wood Waste Wood Waste
Green Waste Green Waste Green Waste
Treated Wood Waste Treated Wood Waste Treated Wood Waste Inert (clean dirt, rock, asphalt, concrete) Inert (clean dirt, rock, asphalt, concrete) Inert (clean dirt, rock, asphalt, concrete)

FY27-28 Rate FY28-29 Rate FY29-30 Rate

41.73 $43.82 $46.01
$28.53 $29.96 $31.46
$15.17 $15.93 $16.73
$27.28 $28.64 $30.07
$20.06 $21.06 $22.11
$40.79 $42.83 $44.97
$40.79 $42.83 $44.97
$194.79 $204.53 $214.76
$121.85 $127.94 $134.34
$40.79 $42.83 $44.97
$147.47 $154.84 $162.58
$204.49 $214.71 $225.45
$143.52 $150.70 $158.24
FY27-28 Rate FY28-29 Rate FY29-30 Rate
$41.73 $43.82 $46.01
$58.50 $61.43 $64.50
$46.79 $49.13 $51.59
$13.79 $14.48 $15.20
$73.70 $77.39 $81.26
$24.49 $25.71 $27.00
$16.33 $17.15 $18.01
$27.28 $28.64 $30.07
$27.28 $28.64 $30.07
$40.79 $42.83 $44.97
$263.40 $276.57 $290.40
$48.94 $51.39 $53.96
$97.89 $102.78 $107.92
$688.75 $723.19 $759.35
$81.57 $85.65 $89.93
$40.79 $42.83 $44.97
$24.49 $25.71 $27.00
$122.37 $128.49 $134.91
$44.25 $46.46 $48.78

AT COST AT COST AT COST
FY27-28 Rate FY28-29 Rate FY29-30 Rate
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
65 gallon 1 $55.92 $111.85 $167.77 $223.69 $279.62 65 gallon 1 $58.72 $117.44 $176.16 $234.87 $293.60 65 gallon 1 $61.66 $123.31 $184.97 $246.61 $308.28 65 gallon 2 $84.14 $168.27 $252.41 $336.55 $420.68 65 gallon 2 $88.35 $176.68 $265.03 $353.38 $441.71 65 gallon 2 $92.77 $185.51 $278.28 $371.05 $463.80 65 gallon 3 $112.36 $224.72 $337.08 $449.44 $561.80 65 gallon 3 $117.98 $235.96 $353.93 $471.91 $589.89 65 gallon 3 $123.88 $247.76 $371.63 $495.51 $619.38 65 gallon 4 $140.58 $281.17 $421.75 $562.34 $702.92 65 gallon 4 $147.61 $295.23 $442.84 $590.46 $738.07 65 gallon 4 $154.99 $309.99 $464.98 $619.98 $774.97 65 gallon 5 $168.81 $337.62 $506.43 $675.23 $844.04 65 gallon 5 $177.25 $354.50 $531.75 $708.99 $886.24 65 gallon 5 $186.11 $372.23 $558.34 $744.44 $930.55 65 gallon 6 $197.03 $394.07 $591.10 $788.13 $985.16 65 gallon 6 $206.88 $413.77 $620.66 $827.54 $1,034.42 65 gallon 6 $217.22 $434.46 $651.69 $868.92 $1,086.14 2 YD 1 $132.81 $265.63 $398.44 $531.26 $664.07 2 YD 1 $139.45 $278.91 $418.36 $557.82 $697.27 2 YD 1 $146.42 $292.86 $439.28 $585.71 $732.13 2 YD 2 $237.95 $475.90 $713.85 $951.80 $1,189.76 2 YD 2 $249.85 $499.70 $749.54 $999.39 $1,249.25 2 YD 2 $262.34 $524.69 $787.02 $1,049.36 $1,311.71 FY27-28 Rate FY28-29 Rate FY29-30 Rate
$100.25 $105.26 $110.52
$133.67 $140.35 $147.37
FY27-28 Rate FY28-29 Rate FY29-30 Rate
$9.78 $10.27 $10.78
$46.79 $49.13 $51.59
$39.42 $41.39 $43.46
$83.28 $87.44 $91.81
$54.85 $57.59 $60.47
$130.28 $136.79 $143.63
$175.92 $184.72 $193.96
FY27-28 Rate FY28-29 Rate FY29-30 Rate
$509.67 $535.15 $561.91
$509.67 $535.15 $561.91
$509.67 $535.15 $561.91
$509.67 $535.15 $561.91
$509.67 $535.15 $561.91
$509.67 $535.15 $561.91
2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2 YARD 148.39$ 296.77$ 445.16$ 593.54$ 741.93$ 890.32$ $ 1,038.70 77.89$ 2 YARD 155.81$ 311.61$ 467.42$ 623.22$ 779.03$ 934.84$ $ 1,090.64 81.78$ 2 YARD 163.60$ 327.19$ 490.79$ 654.38$ 817.98$ 981.58$ $ 1,145.17 85.87$ 3 YARD** 222.57$ 445.14$ 667.71$ 890.27$ 1,112.84$ 1,335.41$ $ 1,557.98 96.44$ 3 YARD** 233.70$ 467.40$ 701.10$ 934.78$ 1,168.48$ 1,402.18$ $ 1,635.88 101.26$ 3 YARD** 245.39$ 490.77$ 736.16$ 981.52$ 1,226.90$ 1,472.29$ $ 1,717.67 106.32$ 4 YARD 296.77$ 593.54$ 890.32$ 1,187.09$ 1,483.86$ 1,780.63$ $ 2,077.40 115.00$ 4 YARD 311.61$ 623.22$ 934.84$ 1,246.44$ 1,558.05$ 1,869.66$ $ 2,181.27 120.75$ 4 YARD 327.19$ 654.38$ 981.58$ 1,308.76$ 1,635.95$ 1,963.14$ $ 2,290.33 126.79$ 5 YARD** 370.95$ 741.91$ 1,112.86$ 1,483.82$ 1,854.77$ 2,225.73$ $ 2,596.68 133.55$ 5 YARD** 389.50$ 779.01$ 1,168.50$ 1,558.01$ 1,947.51$ 2,337.02$ $ 2,726.51 140.23$ 5 YARD** 408.98$ 817.96$ 1,226.93$ 1,635.91$ 2,044.89$ 2,453.87$ $ 2,862.84 147.24$ 6 YARD 445.16$ 890.32$ 1,335.47$ 1,780.63$ 2,225.79$ 2,670.95$ $ 3,116.11 152.09$ 6 YARD 467.42$ 934.84$ 1,402.24$ 1,869.66$ 2,337.08$ 2,804.50$ $ 3,271.92 159.69$ 6 YARD 490.79$ 981.58$ 1,472.35$ 1,963.14$ 2,453.93$ 2,944.73$ $ 3,435.52 167.67$ 8 YARD $ 593.54 $ 1,187.09 $ 1,780.63 $ 2,374.18 $ 2,967.72 $ 3,561.26 $ 4,154.81 $ 189.18 8 YARD $ 623.22 $ 1,246.44 $ 1,869.66 $ 2,492.89 $ 3,116.11 $ 3,739.32 $ 4,362.55 $ 198.64 8 YARD $ 654.38 $ 1,308.76 $ 1,963.14 $ 2,617.53 $ 3,271.92 $ 3,926.29 $ 4,580.68 $ 208.57 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra

1.5 YARD** 139.11$ 278.23$ 417.34$ 556.46$ 695.57$ 834.69$ $ 973.80 75.58$ 1.5 YARD** 146.07$ 292.14$ 438.21$ 584.28$ 730.35$ 876.42$ $ 1,022.49 79.36$ 1.5 YARD** 153.37$ 306.75$ 460.12$ 613.49$ 766.87$ 920.24$ $ 1,073.61 83.33$ 2 YARD 185.48$ 370.97$ 556.45$ 741.93$ 927.41$ 1,112.90$ $ 1,298.38 87.17$ 2 YARD 194.75$ 389.52$ 584.27$ 779.03$ 973.78$ 1,168.55$ $ 1,363.30 91.53$ 2 YARD 204.49$ 409.00$ 613.48$ 817.98$ 1,022.47$ 1,226.98$ $ 1,431.47 96.11$ 3 YARD $ 278.23 $ 556.46 $ 834.69 $ 1,112.92 $ 1,391.15 $ 1,669.37 $ 1,947.60 $ 110.37 3 YARD $ 292.14 $ 584.28 $ 876.42 $ 1,168.57 $ 1,460.71 $ 1,752.84 $ 2,044.98 $ 115.89 3 YARD $ 306.75 $ 613.49 $ 920.24 $ 1,227.00 $ 1,533.75 $ 1,840.48 $ 2,147.23 $ 121.68 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2 YARD 267.38$ 534.77$ 802.15$ 1,069.53$ 1,336.91$ 1,604.30$ $ 1,871.68 107.65$ 2 YARD 280.75$ 561.51$ 842.26$ 1,123.01$ 1,403.76$ 1,684.52$ $ 1,965.26 113.03$ 2 YARD 294.79$ 589.59$ 884.37$ 1,179.16$ 1,473.95$ 1,768.75$ $ 2,063.52 118.68$ 3 YARD 401.06$ 802.12$ 1,203.17$ 1,604.23$ 2,005.29$ 2,406.35$ $ 2,807.41 141.07$ 3 YARD 421.11$ 842.23$ 1,263.33$ 1,684.44$ 2,105.55$ 2,526.67$ $ 2,947.78 148.12$ 3 YARD 442.17$ 884.34$ 1,326.50$ 1,768.66$ 2,210.83$ 2,653.00$ $ 3,095.17 155.53$ 4 YARD 534.75$ 1,069.51$ 1,604.26$ 2,139.02$ 2,673.77$ 3,208.53$ $ 3,743.28 174.49$ 4 YARD 561.49$ 1,122.99$ 1,684.47$ 2,245.97$ 2,807.46$ 3,368.96$ $ 3,930.44 183.21$ 4 YARD 589.56$ 1,179.14$ 1,768.69$ 2,358.27$ 2,947.83$ 3,537.41$ $ 4,126.96 192.37$ 6 YARD 802.13$ 1,604.25$ 2,406.38$ 3,208.51$ 4,010.63$ 4,812.76$ $ 5,614.89 241.32$ 6 YARD 842.24$ 1,684.46$ 2,526.70$ 3,368.94$ 4,211.16$ 5,053.40$ $ 5,895.63 253.39$ 6 YARD 884.35$ 1,768.68$ 2,653.04$ 3,537.39$ 4,421.72$ 5,306.07$ $ 6,190.41 266.06$ 8 YARD $ 1,069.49 $ 2,138.98 $ 3,208.46 $ 4,277.95 $ 5,347.44 $ 6,416.93 $ 7,486.42 $ 308.18 8 YARD $ 1,122.96 $ 2,245.93 $ 3,368.88 $ 4,491.85 $ 5,614.81 $ 6,737.78 $ 7,860.74 $ 323.59 8 YARD $ 1,179.11 $ 2,358.23 $ 3,537.32 $ 4,716.44 $ 5,895.55 $ 7,074.67 $ 8,253.78 $ 339.77 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2 YARD $ 334.23 $ 668.45 $ 1,002.68 $ 1,336.90 $ 1,671.13 $ 2,005.35 $ 2,339.58 $ 124.35 2 YARD $ 350.94 $ 701.87 $ 1,052.81 $ 1,403.75 $ 1,754.69 $ 2,105.62 $ 2,456.56 $ 130.57 2 YARD $ 368.49 $ 736.96 $ 1,105.45 $ 1,473.94 $ 1,842.42 $ 2,210.90 $ 2,579.39 $ 137.10 3 YARD $ 501.33 $ 1,002.67 $ 1,504.00 $ 2,005.33 $ 2,506.67 $ 3,008.00 $ 3,509.33 $ 166.13 3 YARD $ 526.40 $ 1,052.80 $ 1,579.20 $ 2,105.60 $ 2,632.00 $ 3,158.40 $ 3,684.80 $ 174.44 3 YARD $ 552.72 $ 1,105.44 $ 1,658.16 $ 2,210.88 $ 2,763.60 $ 3,316.32 $ 3,869.04 $ 183.16 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2x week 3x week 4x week 5x week 6x week 7x week Extra 2 YARD** 45.56$ 91.12$ 136.68$ 182.24$ 227.80$ 273.36$ $ 318.92 52.19$ 2 YARD** 47.84$ 95.68$ 143.51$ 191.35$ 239.19$ 287.03$ $ 334.87 54.80$ 2 YARD** 50.23$ 100.46$ 150.69$ 200.92$ 251.15$ 301.38$ $ 351.61 57.54$ 3 YARD** 68.32$ 136.65$ 204.97$ 273.29$ 341.62$ 409.94$ $ 478.26 57.89$ 3 YARD** 71.74$ 143.48$ 215.22$ 286.95$ 358.70$ 430.44$ $ 502.17 60.78$ 3 YARD** 75.33$ 150.65$ 225.98$ 301.30$ 376.64$ 451.96$ $ 527.28 63.82$ 4 YARD 91.11$ 182.22$ 273.33$ 364.43$ 455.54$ 546.65$ $ 637.76 63.58$ 4 YARD 95.67$ 191.33$ 287.00$ 382.65$ 478.32$ 573.98$ $ 669.65 66.76$ 4 YARD 100.45$ 200.90$ 301.35$ 401.78$ 502.24$ 602.68$ $ 703.13 70.10$ 5 YARD** 113.87$ 227.75$ 341.62$ 455.49$ 569.36$ 683.24$ $ 797.11 69.27$ 5 YARD** 119.56$ 239.14$ 358.70$ 478.26$ 597.83$ 717.40$ $ 836.97 72.73$ 5 YARD** 125.54$ 251.10$ 376.64$ 502.17$ 627.72$ 753.27$ $ 878.82 76.37$ 6 YARD 136.65$ 273.29$ 409.94$ 546.59$ 683.24$ 819.88$ $ 956.53 74.96$ 6 YARD 143.48$ 286.95$ 430.44$ 573.92$ 717.40$ 860.87$ $ 1,004.36 78.71$ 6 YARD 150.65$ 301.30$ 451.96$ 602.62$ 753.27$ 903.91$ $ 1,054.58 82.65$ 8 YARD 182.20$ 364.39$ 546.59$ 728.78$ 910.98$ 1,093.18$ $ 1,275.37 86.35$ 8 YARD 191.31$ 382.61$ 573.92$ 765.22$ 956.53$ 1,147.84$ $ 1,339.14 90.67$ 8 YARD 200.88$ 401.74$ 602.62$ 803.48$ 1,004.36$ 1,205.23$ $ 1,406.10 95.20$ Fee Extra PU Fee Extra PU Fee Extra PU
$204.49 $143.52 $214.71 $150.70 $225.45 $158.24
$170.25 $109.28 $178.76 $114.74 $187.70 $120.48
$238.74 $177.77 $250.68 $186.66 $263.21 $195.99
FY27-28 Rate FY28-29 Rate FY29-30 Rate
At Cost At Cost At Cost
At Cost At Cost At Cost
At Cost At Cost At Cost
At Cost At Cost At Cost
At Cost At Cost At Cost
At Cost At Cost At Cost
At Cost At Cost At Cost
At Cost At Cost At Cost
At Cost At Cost At Cost
*FEE CHARGED FOR RETURNING BUT UNABLE TO SERVICE CAN *FEE CHARGED FOR RETURNING BUT UNABLE TO SERVICE CAN *FEE CHARGED FOR RETURNING BUT UNABLE TO SERVICE CAN **FEE CHARGED AFTER RESIDENT HAS BEEN NOTIFIED 3 TIMES PER 12 MONTH PERIOD FOR TRASH IN THE GW CAN **FEE CHARGED AFTER RESIDENT HAS BEEN NOTIFIED 3 TIMES PER 12 MONTH PERIOD FOR TRASH IN THE GW CAN **FEE CHARGED AFTER RESIDENT HAS BEEN NOTIFIED 3 TIMES PER 12 MONTH PERIOD FOR TRASH IN THE GW CAN ***CONTAINER REPLACEMENT DUE UNRELATED TO FAILURE IN EXCESS OF 1 X PER 12 MONTHS ***CONTAINER REPLACEMENT DUE UNRELATED TO FAILURE IN EXCESS OF 1 X PER 12 MONTHS ***CONTAINER REPLACEMENT DUE UNRELATED TO FAILURE IN EXCESS OF 1 X PER 12 MONTHS Treated Wood Waste Treated Wood Waste Treated Wood Waste Inert (clean dirt, rock, asphalt, concrete) Inert (clean dirt, rock, asphalt, concrete) Inert (clean dirt, rock, asphalt, concrete) Wood Waste Wood Waste Wood Waste
Green Waste Green Waste Green Waste
Food Waste Food Waste Food Waste
Mixed Inert Mixed Inert Mixed Inert
Sludge Sludge Sludge

C&D C&D C&D

MSW MSW MSW
Subscription Item Subscription Item Subscription Item
Tonnage Rates Based on WPWMA (addititional to base hauling fee) Tonnage Rates Based on WPWMA (addititional to base hauling fee) Tonnage Rates Based on WPWMA (addititional to base hauling fee) 8 Yard (not offered anymore) 8 Yard (not offered anymore) 8 Yard (not offered anymore) 4 Yard (not offered anymore) 4 Yard (not offered anymore) 4 Yard (not offered anymore) 6 Yard - Weekly Rental Fee 6 Yard - Weekly Rental Fee 6 Yard - Weekly Rental Fee Subscription Item Subscription Item Subscription Item
Commercial Frontloader Temp Bins Commercial Frontloader Temp Bins Commercial Frontloader Temp Bins **SIZES NO LONGER OFFERED (available for repair or replace depending on inventory) **SIZES NO LONGER OFFERED (available for repair or replace depending on inventory) **SIZES NO LONGER OFFERED (available for repair or replace depending on inventory) BASE RATE = 1x week BASE RATE = 1x week BASE RATE = 1x week FRONTLOADER CARDBOARD SERVICE (Both Standard & Compactor CB) FRONTLOADER CARDBOARD SERVICE (Both Standard & Compactor CB) FRONTLOADER CARDBOARD SERVICE (Both Standard & Compactor CB) BASE RATE = 1x week BASE RATE = 1x week BASE RATE = 1x week

REARLOADER COMPACTOR SERVICE REARLOADER COMPACTOR SERVICE REARLOADER COMPACTOR SERVICE BASE RATE = 1x week BASE RATE = 1x week BASE RATE = 1x week

FRONTLOADER COMPACTOR SERVICE FRONTLOADER COMPACTOR SERVICE FRONTLOADER COMPACTOR SERVICE BASE RATE = 1x week BASE RATE = 1x week BASE RATE = 1x week

REARLOADER SERVICE REARLOADER SERVICE REARLOADER SERVICE BASE RATE = 1x week BASE RATE = 1x week BASE RATE = 1x week

FRONTLOADER SERVICE FRONTLOADER SERVICE FRONTLOADER SERVICE R/O Compactors, all sizes R/O Compactors, all sizes R/O Compactors, all sizes 40 Yard 40 Yard 40 Yard
30 Yard 30 Yard 30 Yard
25 Yard 25 Yard 25 Yard
20 Yard 20 Yard 20 Yard
10 Yard 10 Yard 10 Yard
Subscription Item Subscription Item Subscription Item
Temp Rental Fee per week (without haul) Temp Rental Fee per week (without haul) Temp Rental Fee per week (without haul) Roll Off Open Top Haul Fee (tonnage separate) Roll Off Open Top Haul Fee (tonnage separate) Roll Off Open Top Haul Fee (tonnage separate) Tier 3 Shared Organics Equivalent Tier 3 Shared Organics Equivalent Tier 3 Shared Organics Equivalent Tier 2 Shared Organics Equivalent Tier 2 Shared Organics Equivalent Tier 2 Shared Organics Equivalent Tier 3 Tier 3 Tier 3
Tier 2 Tier 2 Tier 2
Tier 1 (minimum) Tier 1 (minimum) Tier 1 (minimum)
Tier 1 (per 1,000 SF of business or per unit of residential dwelling) Tier 1 (per 1,000 SF of business or per unit of residential dwelling) Tier 1 (per 1,000 SF of business or per unit of residential dwelling) Subscription Item Subscription Item Subscription Item
Designated Collection Service Rates Designated Collection Service Rates Designated Collection Service Rates Contaminated Pickup Contaminated Pickup Contaminated Pickup Extra Pickup Extra Pickup Extra Pickup
Special Fees Special Fees Special Fees
Bin Size # of Bins
Frequency of Weekly Pickup
Bin Size # of Bins
Frequency of Weekly Pickup
Bin Size # of Bins
Frequency of Weekly Pickup
Subscription Item Subscription Item Subscription Item
Organics Collection Rates Organics Collection Rates Organics Collection Rates Equipment Replacement/Repair (outside normal wear & tear) Equipment Replacement/Repair (outside normal wear & tear) Equipment Replacement/Repair (outside normal wear & tear) Streetscape/LLD Can Extra Pickup Streetscape/LLD Can Extra Pickup Streetscape/LLD Can Extra Pickup Bin Replacement (due to unrelated failure in excess of 1/yr) Bin Replacement (due to unrelated failure in excess of 1/yr) Bin Replacement (due to unrelated failure in excess of 1/yr) Lock for Bin (deliver or replace) Lock for Bin (deliver or replace) Lock for Bin (deliver or replace) Contaminated CB Fee (per occurrence) Contaminated CB Fee (per occurrence) Contaminated CB Fee (per occurrence) Roll Off Relocation Fee (no haul) Roll Off Relocation Fee (no haul) Roll Off Relocation Fee (no haul) Compactor Cleaning Fee Compactor Cleaning Fee Compactor Cleaning Fee Standby Charge (per 15 min) Standby Charge (per 15 min) Standby Charge (per 15 min) Roll Off Return - Not Ready (per pickup) Roll Off Return - Not Ready (per pickup) Roll Off Return - Not Ready (per pickup) Emergency After Hours (per occurrence) Emergency After Hours (per occurrence) Emergency After Hours (per occurrence) Return Trip - No Access Fee Return Trip - No Access Fee Return Trip - No Access Fee Autocan Out Late Pickup Autocan Out Late Pickup Autocan Out Late Pickup Autocan Extra Pickup Autocan Extra Pickup Autocan Extra Pickup Lock Service (optional monthly) Lock Service (optional monthly) Lock Service (optional monthly) Push/Pull Service (optional monthly) Push/Pull Service (optional monthly) Push/Pull Service (optional monthly) Commercial Bin Assistance (per pickup) Commercial Bin Assistance (per pickup) Commercial Bin Assistance (per pickup) Streetscape/LLD Cans Streetscape/LLD Cans Streetscape/LLD Cans Waste service minimum monthly charge Waste service minimum monthly charge Waste service minimum monthly charge Commercial Hand Pick Up (up to 3 30-gal cans or 6 bags) Commercial Hand Pick Up (up to 3 30-gal cans or 6 bags) Commercial Hand Pick Up (up to 3 30-gal cans or 6 bags) Autocan Flat Rate - Monthly Per Can Autocan Flat Rate - Monthly Per Can Autocan Flat Rate - Monthly Per Can Subscription Item Subscription Item Subscription Item
Solid Waste Collection Rates Solid Waste Collection Rates Solid Waste Collection Rates Commercial and Industrial Collection Rates Commercial and Industrial Collection Rates Commercial and Industrial Collection Rates 6 Yard Temp Bin Extra Pick Up 6 Yard Temp Bin Extra Pick Up 6 Yard Temp Bin Extra Pick Up 6 Yard Temp Bin Deliver & Remove (per week) 6 Yard Temp Bin Deliver & Remove (per week) 6 Yard Temp Bin Deliver & Remove (per week) Move-In Box Pup Move-In Box Pup Move-In Box Pup
Can Replacement*** (per request unrelated to damage) Can Replacement*** (per request unrelated to damage) Can Replacement*** (per request unrelated to damage) Can Replacement (damaged by misuse) Can Replacement (damaged by misuse) Can Replacement (damaged by misuse) Return of Previously Confiscated Green Waste Container Return of Previously Confiscated Green Waste Container Return of Previously Confiscated Green Waste Container Contaminated GW Fee** (per 3 notices mailed) Contaminated GW Fee** (per 3 notices mailed) Contaminated GW Fee** (per 3 notices mailed) Residential Return Trip - No Access Fee* (Trash & GW) Residential Return Trip - No Access Fee* (Trash & GW) Residential Return Trip - No Access Fee* (Trash & GW) Extra/Out Late Pick Up - Green Waste Extra/Out Late Pick Up - Green Waste Extra/Out Late Pick Up - Green Waste Extra/Out Late Pick Up - Trash Extra/Out Late Pick Up - Trash Extra/Out Late Pick Up - Trash Additional Green Waste (Green) Container Additional Green Waste (Green) Container Additional Green Waste (Green) Container Additional 65 Gal (Gray) Curbside Additional 65 Gal (Gray) Curbside Additional 65 Gal (Gray) Curbside 65 Gal (Gray) Curbside 65 Gal (Gray) Curbside 65 Gal (Gray) Curbside Subscription Item Subscription Item Subscription Item
Residential Collection rates Residential Collection rates Residential Collection rates Scenario 2: Effective July 1, 2027 Scenario 2: Effective July 1, 2028 Scenario 2: Effective July 1, 2029

Environmental Utilities
Rates Adjustment for FY 2025 and 2026
Summary public outreach efforts
Spring 2025
Goal: To inform, educate and engage Environmental Utilities customers on the proposed rate adjustment.

What Who When
Internal briefings with staff and elected
official 2x2s
City Manager’s Office, City
Council, and Public Utilities
Commission
March
Information distribution to build awareness
of rate adjustment proposal, community
meeting, and ways to participate
- Social media (primarily Facebook and
NextDoor)
- Website page on rate proposal
- News stories on front web page
- City of Roseville e-newsletter
distribution
Roseville customers Late March
through late
April
Proposition 218 direct mail notice
articulating the rate adjustment proposal in
detail
All utility customers for water,
wastewater, and waste
services utilities: 48,500
accounts
Late March
Virtual and in-person listening sessions to
share details of proposal and answer
questions
Roseville customers April 15 and 24
Meeting with largest residential customer
stakeholder groups presenting proposal
Sun City April 8
Meeting with largest residential customer
stakeholder groups presenting proposal
RCONA April 17
Meeting with largest residential customer
stakeholder groups presenting proposal
Creekview Neighborhood
Association
May 1
Meeting with largest commercial customer
stakeholder groups presenting proposal
Chamber of Commerce April 25
May 15
Public noticing in The Press Tribune Interested parties April 18 Rate proposal presentation Public Utilities Commission April 22 Public hearing City Council, Roseville
customers
May 21

Proposition 218 and Public Hearing
In 1996, California voters approved Proposition 218, which amended the state constitution relating to the passage of property-related fees. Proposition 218 requires the City to: (1) inform property owners and ratepayers that rate adjustments are being considered; (2) clearly demonstrate the basis on which the rates are calculated; and (3) hold a public hearing at least 45 days after public notification. Utility rate adjustments are subject to majority protest. Any protests must: (1) be in writing; (2) state which utility service rate adjustment(s) the identified property owner or tenant is protesting; (3) provide the location of the identified parcel (by street address or assessor’s parcel number); and (4) include the name and signature of the property owner or tenant submitting the written protest. Only one written protest will be counted per identified parcel.

Written protests may be hand-delivered or mailed to the City of Roseville City Clerk, 311 Vernon Street, Roseville, CA 95678, on or before the public hearing date or in person at the public hearing (specified above). To be counted, all written protests must be received before the conclusion of the public comment portion of the public hearing. Any protests submitted via e-mail or other electronic means will not be accepted as a qualified formal protest unless it is a scanned copy of a protest letter containing the signature of the author of such letter.

Please identify on the front of the envelope, whether you mail or submit in person, Attn: City Clerk – Public Hearing on Proposed Utility Rate Adjustments. Pursuant to California Government Code section 53759, there is a 120-day statute of limitations for challenging any new, increased, or extended fee or charge.

The City Council will hear public comments and consider the written protests regarding the rate adjustments to the City’s water, wastewater, and waste services rates at the public hearing. Oral comments at the public hearing will not qualify as formal protests unless accompanied by a proper, written protest. Upon the conclusion of the public hearing, the City Council will consider adoption of the adjustments in utility rates as described in this notice. If a majority of the affected property owners and tenants file written protests, the proposed adjustments will not be imposed.

What do water, wastewater, and waste services rates fund? The City provides water, wastewater (sewer), and waste services (garbage, recycling, and green waste) utilities to more than 50,000 customers (residential and commercial). The City Charter requires all the City’s utilities to be financially self-sufficient. Therefore, utility revenue from the rates paid by customers does not fund general government expenses. It solely funds the operational costs of the utilities such as purchasing raw water, energy, and chemicals; rehabilitation and replacement of infrastructure; maintenance; regulatory compliance; and labor.

Proposed changes to water, wastewater, and waste services rates Utility rates are calculated based on the cost of providing services. The City hired Raftelis and R3, independent rate consultants, to update the City’s utility rates. Based on the findings and recommendations of the study, a rate increase is necessary to recover sufficient revenues to operate and maintain the water, wastewater, and waste services utilities due to the increasing costs of operations, necessary rehabilitation, and to maintain prudent financial reserves.

For additional details on the cost of service and rate structuring, please call (916) 774-5300. If approved, rate adjustments would become effective on July 1, 2025, and subsequently, July 1, 2026, unless otherwise noted. The proposed rates are the maximum that may be implemented without the City providing additional notification to property owners and customers.

An example of the impact to utility bills for a typical single-family home is shown in Table 1: Proposed Rate Increases - Impact on Typical Residential Customer.

NOTICE IS HEREBY GIVEN that the City of Roseville will hold a public hearing on Wednesday, May 21, 2025, at 6:00 p.m. in the City Council Chambers at 311 Vernon Street, Roseville, California, to consider adoption of proposed adjustments to rates for the water, wastewater, and waste services utilities. Reasons for the proposed rate adjustments and instructions for protesting the rate adjustments are described in more detail below.

Customer notification of
two-year rate adjustments
PROPOSITION 218 NOTIFICATION TO PROPERTY OWNERS OF PUBLIC HEARING ON PROPOSED WATER, WASTEWATER, AND WASTE SERVICES RATE INCREASES.

Long-range utility planning helps Roseville both now and into the future When you turn the tap for water, flush your toilet, or put the garbage can out for pick-up, these essential utility services started with a thoughtful plan years ago to identify system requirements and funding needs to keep those services going. A key component of maintaining service reliability is Environmental Utilities’ long-range planning.

This effort ensures that the current infrastructure remains well-kept, even as we grow the system to handle future demands.

Environmental Utilities runs a major multi-million-dollar capital improvement program – a combination of infrastructure and significant maintenance projects designed to enhance, expand, and preserve the infrastructure so that you receive reliable utility services daily.

Environmental Utilities manages dozens of projects annually, including condition assessments and engineering design. Staff also constructs new facilities and rehabilitates or replaces infrastructure across all three utility services.

Staff prioritizes these projects on meeting public safety objectives, preventing extensive and costly maintenance, replacing infrastructure beyond its useful life, and refurbishing or improving utility systems to maintain reliability.

This proactive approach keeps the integrity of Roseville’s utility systems high and your utility rates low.

Our rate setting process
Environmental Utilities’ rate adjustment planning is based on a 10-year horizon, looking at historical and future trends and the revenue needed to operate. We take the rate-setting process seriously, and our goal is to reduce customer impacts while also having the required capital to maintain high-quality services.

The cost of delivering utility services continues to rise, and to keep pace with these increased costs, Environmental Utilities is considering a necessary rate adjustment. We adopted a biennial schedule for rates review to account for minor adjustments under real-world conditions versus adjusting them every four or five years like other agencies, which could amount to more significant adjustments. This allows us to plan for needed revenue to ensure we are running a reliable utility service, which includes daily operations, keeping pace with changing regulations, rehabilitation of infrastructure, and other capital improvements.

Fiscal policies help reduce rate adjustment impacts
One of the ways we are reducing customer impacts is based on a reserve policy implemented by Roseville City Council in 2015. These prudent policy decisions were part of a long-term planning approach that includes both a rate stabilization fund and an economic reserve.

These funds provide a level of fiscal stewardship where a small portion of your monthly bill is collected and set aside to offset unforeseen circumstances – and protect against unanticipated shortfalls that could otherwise affect your reliable utility service. In the event of savings at the end of each fiscal year, we will place those savings back into rate stabilization funds for the future.

For more information
about water, wastewater, and waste services
utility rates, visit roseville.ca.us/eu
or call (916) 774-5300.

Impact on residential customer bills
Water – In July 2025, the approximate monthly water bill for a single-family home with typical water usage will increase by $1.93 (from $54.06 to $55.99). In July 2026, there will be an additional increase of $2.25 (from $55.99 to $58.24). These rate adjustments reflect inflationary pressures on costs for chemicals, electricity, equipment, support services, insurance, construction, and labor. Additionally, these proposed water rate adjustments reflect the need to fund required water reliability infrastructure projects to create access and delivery of existing water supplies beyond Folsom Reservoir.

Wastewater – In July 2025, a single-family home can expect its monthly wastewater bill to increase by $1.68 (from $53.45 to $55.13).

The proposed July 2026 rate would increase the bill by $2.21 to $57.34. These rate adjustments reflect inflationary pressures on costs for chemicals, electricity, equipment, support services, insurance, construction, and labor. Additionally, the adjustments account for maintaining appropriate reserves for rehabilitation and replacement of aging treatment plant and collection system infrastructure.

Waste services – In July 2025, the approximate monthly waste services bill for a single-family home will increase by $1.08 (from $36.05 to $37.13). In July 2026, there will be an additional increase of $1.11 (from $37.13 to $38.24). These rate adjustments reflect inflationary pressures on costs for vehicle maintenance and replacement, labor, support services, and insurance.

Impact on commercial customer bills – Commercial water, wastewater, and waste services rates vary by type of customer and usage levels.

TABLE 1: Proposed rate adjustments – impact on a typical residential customer* Current
FY2024-25 bill
Estimated increase
(effective 7/1/2025)
FY2025-26
estimated bill
FY2026-27
estimated increase
(effective 7/1/2026)
FY2026-27
estimated bill
Water** $54.06 $1.93 $55.99 $2.25 $58.24
Wastewater $53.45 $1.68 $55.13 $2.21 $57.34
Waste Services $36.05 $1.08 $37.13 $1.11 $38.24
Total*** $143.56 $4.69 $148.25 $5.57 $153.82
*A typical residential customer uses 1,400 cubic feet of water per month, has a flat wastewater rate, a single 95-gallon garbage container, and a single 95-gallon green waste container. **These rates do not apply to customers receiving water utility bills from the Placer County Water Agency or the San Juan Water District. ***Rate adjustments are approximate. Actual charges may vary due to rounding.

TABLE 2: Current and proposed water rates
Quantity Rate (Residential and Commercial)  Current  Effective 7/1/2025  Effective 7/1/2026 Potable water use (per cubic foot) $0.0166 $0.0174 $0.0181 Non-Metered or Flat Service Charge ($/month) Current Effective 7/1/2025 Effective 7/1/2026 Single family lots up to 4,900 square feet $50.93 $52.95 $55.07 Single family lots 4,901 to 8,900 square feet $55.19 $56.79 $59.06 Single family lots 8,901 to 12,000 square feet $62.73 $66.39 $69.05 Single family lots 12,001 to 15,000 square feet $69.22 $73.59 $76.53 Meter Service Charge ($/month) Current Effective 7/1/2025 Effective 7/1/2026 3/4” meter $30.82 $31.63 $32.90
1” meter $47.57 $49.47 $51.45
1 1/2” meter $89.44 $94.07 $97.83
2” meter $139.70 $147.59 $153.49
3” meter $298.82 $317.07 $329.75
4” meter $533.31 $566.83 $589.50
6” meter $1,094.41 $1,164.47 $1,211.05
8” meter $2,350.61 $2,502.47 $2,602.57
10” meter $3,523.07 $3,751.27 $3,901.32
Maintaining
financial resiliency
We have a financial reserve
policy to maintain a good
credit rating and respond
readily to unexpected and
costly situations.

Keeping sound
and stable utilities
Providing reliable utility
services and fostering
customer satisfaction
requires appropriate staffing,
quality programs, and wellmaintained infrastructure to meet service delivery.

Complying with changing
regulatory climate
We often respond to state and federal
legislation and regulations that result
in unfunded mandates. This requires
vigilance, proactive thinking, longterm planning, and an informed and highly trained staff of utility
professionals.

Where your money goes

TABLE 4: Current and proposed residential waste services rates** Current Effective 7/1/2025 Effective 7/1/2026
Fixed residential refuse charge (per month)* $36.05 $37.13 $38.24 Each additional garbage container (per month) $24.65 $25.39 $26.15 Each additional green waste container (per month) $13.10 $13.49 $13.89 * Fixed residential refuse charges includes service for one mixed waste container (once per week) and one source separated organics waste (every other week) container as identified in Chapter 9.12.090(A)(2) of the Municipal Code.
** The fees shown on the table represent the rates that are applicable to most customers. Please use the link/QR code below to see a comprehensive rates list.

TABLE 3: Current and proposed wastewater rates****
Wastewater Services  Current  Effective 7/1/2025  Effective 7/1/2026 Residential (per month) $53.45 $55.13 57.34
Commercial accounts per sewer unit* $53.45 $55.13 57.34 Commodity rate (per cubic foot)** $0.04978 $0.05288 $0.05500 Recycled Water Services Current Effective 7/1/2025 Effective 7/1/2026 Recycled Water (Per cubic foot)*** $0.0107 $0.0112 $0.0117 3/4” meter $27.74 $28.47 $29.61
1” meter $42.82 $44.52 $46.31
1 1/2” meter $80.50 $84.66 $88.05
2” meter $125.73 $132.83 $138.14
3” meter $268.94 $285.36 $296.78
4” meter $479.98 $510.15 $530.55
6” meter $984.97 $1,048.02 $1,089.95
8” meter $2,115.55 $2,252.22 $2,342.31
10” meter $3,170.77 $3,376.14 $3,511.19
*The number of sewer units for each account is determined as specified in Chapter 14.16 of the Municipal Code. **Applies to water use in excess of 560 cubic feet per month for metered commercial customers. ***Recycled water customers will pay a rate charge equal to sum of 90% of the monthly service charge and 64.5% of potable water quantity rates. This is determined by Chapter

14.17.080 of the Municipal Code and may be amended from time to time as established by resolution by the City Council. **** The fees shown on the table represent the rates that are applicable to most customers. Please use the link/QR code below to see a comprehensive rates list.

For additional details about the 2025-2027 rate proposal, visit roseville.ca.us/EURates or scan the QR code.

You’ll find rate tables, the rate studies, and additional ways to participate in the process.

Financial Management Policy
April 2015

1 Table of Contents

1. Executive Summary .................................................................................................................2

2. Introduction ..............................................................................................................................3

3. Purpose......................................................................................................................................4

4. Defining Financial Strength and Credit Considerations........................................................5 Anticipated and Unanticipated Financial Considerations.................................................5 Ratings as Indicators of Financial Strength .......................................................................5

5. Enterprise Fund Rates and Fees ..............................................................................................6 Policy ...................................................................................................................................6

6. Rehabilitation Funds................................................................................................................7 Policy ...................................................................................................................................7

7. Recommended Debt Service Coverage and Operating Ratio Policies ...............................10 Policy .................................................................................................................................10

8. Recommended Reserve Policy..............................................................................................11 Policy .................................................................................................................................11

9. Interaction Between Coverage and Ratios, Reserves, and Rates ........................................14

10. Conclusion ..............................................................................................................................15 Appendix I – Peer Water Utility Financial Management Results ...................................................16 Appendix II – Peer Wastewater Utility Financial Management Results ........................................17

2 1. Executive Summary
The Roseville Environmental Utilities Department (the “EUD” or the “Department”) manages the city’s water, wastewater and solid waste utilities (the “Utilities”). The Utilities are separately managed financial entities and as such, each faces different constraints and environments and must manage its finances accordingly. With this notion in mind, the Utilities developed this Financial Management Policy (the “Policy”) with the intent of giving each Utility a set of guidelines with which it can successfully and prudently manage its finances.

The Policy affirms the currently used Rehabilitation and Enterprise Fund guidelines, clarifies and adjusts targets for cash flows available for debt service and operating costs, and establishes targets for sizing Reserves (previously 10% of Operating Expenses).

Specifically, the Policy sets cash flow management guidelines for both the debt holding and non-debt holding enterprises and recommends reserve levels based on each Utility’s respective risk profile. To the extent that a Utility holds public debt, the Policy establishes Debt Service Coverage (“DSC”) targets to ensure the Utility’s ability to meet both its operating and debt service obligations; otherwise, the Policy recommends managing cash flow by targeting an Operating Ratio (Operating Income divided by Operating Expenses). The Policy then sets recommends reserve levels in order to help the Utilities manage exposure to operating risks, critical failures, and rate volatility. The Policy also provides recommended conditions for rate actions when cash flows and/or Reserves deviate from their prescribed targets.

3 2. Introduction
The Utilities are publicly-owned community assets for the City of Roseville (“Roseville” or the “City”) that provide safe, reliable, competitively-priced water, wastewater, solid waste, and recycled water services to all of their customers. The Utilities prepared the Policy with the intent of establishing guidelines for managing the financial profiles of each Utility.
1 The Policy is divided into six sections: Purpose, Defining Financial Strength, Enterprise Fund Fees and Rates, Rehabilitation Funds, Recommended Debt Service Coverage and Operating Ratio Policies, Recommended Reserve Policies, and Interaction between Coverage and Reserves.

It is intended that to maintain relevance, the Utilities will revisit the Policy periodically if there is a material change in risk exposures or conditions.

1The Policy focuses on the Water, Wastewater, and Solid Waste Utilities as the Recycled Water Utility does not keep independent financial records but is currently part of the Wastewater Utility.

4 3. Purpose
The purpose of this Financial Management Policy is to provide a set of guidelines for prudently managing the financial profiles of the Utilities. In practice, this Policy will discipline the budgeting and rate setting practices, establish guidelines to improve the financial health of each Utility over the long term, and seek to balance the need for capacity growth while maintaining competitively low rates.

Like all enterprises, the Utilities manage cash flow to cover expenditures and hold reserves to address anticipated and unanticipated funding requirements.

The Policy is based upon the understanding that the following factors are important and should serve as the relevant goals of the Policy. These goals establish that each Utility should:

1. Manage rates to avoid significant year-over-year rate adjustments.

2. Strive to maintain and invest in its respective system.

3. Maintain reserves for financial exposures.

4. Cost-effectively obtain funds to maintain and invest in its respective system.

The Policy is further intended to offer the Roseville City Council (the “City Council”) guiding directives to staff for decisions and recommendations related to the financial profile of each Utility.

The Policy is not prescriptive in terms of how the Utilities set rates; however, there is a nexus between the rates that each Utility charges and its respective financial profile.

While the Policy attempts to recognize the balance between each enterprise’s risk management, financial risk management and rate setting, the Policy cannot resolve conflicts between competing objectives and so it instead provides guidelines for the financial management of each Utility to be considered by the City Council and staff in coordination with other considerations.

5 4. Defining Financial Strength and Credit Considerations The Utilities’ businesses are subject to a number of significant environmental, market, and regulatory considerations on national, state, and local levels. The determination of financial strength is subjective, but it ultimately relates to the expectation that the Utilities can continue to meet their primary financial goals in the context of the macro considerations that each Utility faces.

Anticipated and Unanticipated Financial Considerations
One characteristic of financial strength is the ability to prepare for anticipated events and obligations including, but not limited to:
 Operation and maintenance expenses (O&M).
 Debt service payments.
 Exposure to weather related events such as droughts.
 Response to existing or impending regulations.

Another characteristic of financial strength is the ability to address unanticipated considerations including, but not limited to:
 Unanticipated general reduction in customer demand.
 One or more operational events (natural disaster or other events including force majeure, etc.) that could dramatically increase costs or reduce resource options, the loss of one or more large customers.
 Market disruption that increases the cost of borrowed funds.  Counterparty’s inability to perform on a contract.
 Change in regulatory or environmental regulations.
 Unanticipated increase in compensation costs.

While such considerations are by nature, unanticipated, the Policy recognizes that the financial strength of each Utility is at least partially related to the ability to address such considerations should they arise.

Ratings as Indicators of Financial Strength
While credit ratings are important yardstick indicators of financial strength, the Policy is not focused on maintaining credit ratings but rather the overall financial strength of the Utilities as only some of the Utilities have or will have ratings. It is expected, however, that by following the guidelines of the Policy, the Utilities will maintain strong credit ratings. Specifically, it is expected that the Water Utility will be able to maintain A+ category ratings and will be able to make a strong case for AA- category ratings while the Wastewater Utility will be able to support the South Placer Wastewater Authority (“SPWA”) in maintaining AA-, or higher, category ratings. SPWA issues debt on behalf of the City of Roseville, Placer County and South Placer Municipal Utility District for regional wastewater treatment facilities to be used by these agencies.

6 5. Enterprise Fund Rates and Fees
Environmental Utilities are 100% self-sufficient. The primary revenue streams for the Utilities are rates and fees established by the City Council. This Policy identifies the manner in which rates and fees are set and the extent to which they cover the cost of services provided. A revenue system that requires the identification of both the cost of the programs and the portions of the cost that will be recovered through those revenues allow the Department and its utility customers to develop a better understanding of the cost of services and to consider the appropriateness of established rates and fees.

Policy
The City will set rates and fees at levels related to cover the reasonable cost of providing services which includes direct and indirect costs such as operating and maintenance, overhead, infrastructure rehabilitation, and debt service. The Department will review these rates and fees annually in the budget process and will recommend rates that are expected to produce revenues sufficient to fully fund the reasonable costs of providing services. Further,
 All rates and fees shall be adopted in accordance with the provisions of Prop 218 and AB1600.
 The City will examine utility rates through the cost of service process every two years or as otherwise determined in an effort to avoid the rate shock that occurs when rates are evaluated less frequently.
 Revenue and expenses will be projected using conservatism.  Revenue requirements will be based on long-term planning objectives.

During the rate and fee setting process, the City will consider the rates and fees of other agencies as comparing the City’s rates and fees to other agencies’ provides useful background information because:
 Other agencies’ rates and fees reflect in some ways the current “market’s” rates for similar services provided by the Utilities and can assist the City is assessing the reasonableness of proposed rate and fee changes.
 They can serve as a benchmark for how cost-effectively the Utilities are providing their services.

Rates and fee comparisons, however, should never be the sole or primary criteria used in the City’s rate and fee setting process. The City should also place under consideration:
 What level of cost recovery is the rate and/or fee intended to achieve?  What costs are considered in the computation of rates and fees?

7  Timing: When was the last time the other agencies’ fees were comprehensively evaluated?
 What level of service do the other agencies provide compared to the City’s?  Are other agencies’ rate structures significantly different than the City’s and what is each entities’ rate structure intended to achieve?

6. Rehabilitation Funds
The Utilities have established Water, Wastewater and Solid Waste Rehabilitation Funds (the “Rehabilitation Funds”. The Water and Wastewater Rehabilitation Funds administer the capital rehabilitation and replacement of existing infrastructure assets. Solid Waste Rehabilitation Funds are used for the rehabilitation and replacement of bins and cans.

Policy
Sources of Revenue
The primary source of revenue for the Rehabilitation Funds is Utility rates. City Council adopted Utility rate schedules include an amount for the rehabilitation or replacement of infrastructure assets or capital assets for each utility. The rates are collected in the Operations Funds and transferred to the Rehabilitation Funds.

The Wastewater Rehabilitation Fund also includes local wastewater connection fees.

These fees are collected for the specific purpose of purchasing and/or replacing capital equipment required for the maintenance of wastewater facilities. Other sources of revenue for the Wastewater Rehabilitation Fund include:
 Interest earned on unexpended funds or reserves that will remain in the Rehabilitation Funds and be available for approved expenditures.  Any grant, loan, or other source of revenue obtained for the purpose of capital rehabilitation or replacement or infrastructure assets will be included in the Rehabilitation Fund, made available for approved expenditures, and accounted for as required by the grant, loan, or other source.

Expenditures
Rehabilitation Funds may only be used for Water and Wastewater infrastructure asset or Solid Waste capital asset capital rehabilitation or replacement expenditures. These expenditures:
 Must serve the purpose of benefiting the existing Water, Wastewater, or Solid Waste Utility customers.
 Must be approved by City Council.

8  Must be included in the Rehabilitation Plan unless needed for unanticipated utility emergency purposes.
 May include updates necessary to comply with changes to regulatory requirements.
 Must be necessary to maintain the existing level of service which may include technological advancements.
 Must not increase capacity or conduct improvements beyond the scope described above.
 May be approved to pay for the respective utilities’ debt service.  If incurred in conjunction with an outside source of revenue (i.e. grant), must be accounted for as required by the outside revenue source.

Investments
Investments must be made in accordance with City investment policies.

Fund Balances
The Rehabilitation Funds will be administered independent of each other and of any other funds within the Utilities or the City. Lending of funds to or from the Rehabilitation Funds must be approved by City Council, must be considered only for the benefit of the respective water, wastewater, and solid waste systems and utility funds, and only for the benefit of the respective water, wastewater, and solid waste customers. Interest will be paid at the then prevailing interest rate for city-pooled investments. Further, the majority of each Utility’s Rehabilitation Fund balances should be invested or held in “liquid” assets (e.g. cash, money market accounts, treasuries, etc.) in order to ensure that immediate rehabilitation expenses can be met in a timely manner. Lending from the Rehabilitation funds will only be considered if they do not conflict with planned capital plan needs over the horizon of the repayment period.

Assessment of Capital Plan
The water and wastewater capital rehabilitation and replacement needs will be reevaluated periodically. Items to be considered include, but are not limited to:
 Asset lifetimes by class of asset
 Inflation rates for both operating and capital costs
 Unit costs for asset replacement
 Fund interest yield rates
 Condition, criticality, and operational usefulness of assets  Desired levels of service
 Consequences when desired levels are not met
 Risk of asset failure and level of acceptable risk of failure  Measurements of various asset attributes that indicate how well an asset performs

9 The amounts transferred from Operation Funds to Rehabilitation Funds will be adjusted as necessary to reflect changes in the rehabilitation and replacement funding requirements. The impact of such adjustments on utility rates will also be analyzed to determine if an adjustment to water, wastewater, or solid waste utility rates is necessary.

Roseville Public Utilities Commission
The Roseville Public Utilities Commission will provide recommendations on the implementation of these policies, as appropriate, consistent with their role as an advisory body to the Roseville City Council.

Rehabilitation Fund Policy Review
The Rehabilitation Fund Policies designate a reassessment of the policies from time to time to determine if any changes are necessary. Any changes must be approved by the City Council.

10 7. Recommended Debt Service Coverage and Operating Ratio Policies
This Policy recommends managing funds primarily to Debt Service Coverage (“DSC”) or Operating Ratios while maintaining a focus on reserves as well in order to meet each Utility’s management goals.

Policy
A practical minimum DSC is 1.00x without reserves because at 1.00x, the Utilities are paying operating costs and debt service on a cash flow basis. There are, however, below the line cash outflows that should also be considered.

Direct Debt Service Coverage and Operating Ratio Policy This Policy recommends the Water and Wastewater Utilities maintain DSC of 1.80x.

This level maintains a cushion above the bond covenant requirement of 1.10x for the Wastewater Utility and 1.20x for the Water Utility. At 1.80x DSC, the Water and Wastewater Utilities can reliably use cash flow to pay for their operations including related depreciation expenses. The 1.80x DSC would leave adequate cash funding available to invest in general system improvements; however, significant capital improvements or additions would probably have to be financed with debt. This strikes a balance between funding capital through higher rates paid by current customers and funding capital through bond financing paid by future customers.

The Solid Waste Utility has historically enjoyed stable Net Operating Revenues. Due to the lack of volatility and overall lack of depreciable assets, it is recommended that the Solid Waste Utility maintain an Operating Ratio of 1.30x. The 1.30x Operating Ratio would leave sufficient cash funding available to invest in any necessary capital improvements on a pay-go basis.

Using Reserves to Meet Coverage
The Policy recommends that the Utilities calculate DSC and Operating Ratios without Reserves and without accounting for Rate Stabilization Fund draws. The use of rolling coverage in calculating DSC is very useful for legal compliance purposes but it is not recommended for operating and financial management purposes as it may give an inaccurate depiction of financial health.

11 8. Recommended Reserve Policy
Reserves are important to the Utilities because they help to:
 Ensure cash exists for the timely payment of bills.
 Maintain the short-term and long-term financial health of each Utility.  Maintain stable rates for customers.
 Fund unanticipated cost contingencies.
 Ensure funds exist for system improvements.
 Act as a significant factor in bond ratings.
 Identify when financing should be procured.
 Identify the need for rate actions.

Policy
The most common approach to sizing Reserves is by number of days of expenses. Water and wastewater utilities of about equivalent size to the City of Roseville Water and Wastewater Utilities typically have reserves of at least 250 days. Reserves of approximately 365 Days’ Cash would be more typical for AA-/A+ category rated utilities and would be more appropriate to match the risks that the Water and Wastewater Utilities manage. It is recommended that the Solid Waste Utility maintain Days’ Cash of approximately 90 days for the reasons described below.

Operating Risk Management
The Utilities use reserves to handle fluctuations and adjustments in every day expenses.

It is recommended that each Utility maintains approximately 90 days’ worth of Operating Expenses as one subcomponent of the Reserves. Such reserves would, amongst other things, be intended to cover timing issues with regard to payments, fluctuations in purchased water costs, and other operational issues. In consideration of these fluctuations in cost and cash requirement, 90 Days’ Cash for regular operation management is a modest first component of the recommended Reserves.

System Critical Failure
Each Utility should consider maintaining a portion of the Reserves that is for a single emergency event (e.g. treatment facility closure, conveyance disruption, etc.). In total, it is recommended that the Reserves set aside for system critical failure be equivalent to approximately 1.0 - 2.0% of the Capital Assets belonging to each respective Utility. Due to the lack of Capital Assets possessed by the Solid Waste Utility, it is not recommended that the Solid Waste Utility keep any reserves for the event of a system critical failure.

This component of the Reserves may be forgone if it is determined that each Utility’s exposure to critical failures is adequately covered through insurance.

12 Rate Stabilization
In addition to addressing operating and maintenance issues, Reserves serve two other important purposes:

1. Reserves act as a shock absorber for ratepayers.

2. Reserves offer security to each Utility’s debt holders. If an unusual financial or operating event leaves a Utility short of cash, Reserves can be used to avoid an immediate increase in rates to cover the shortfall.

Keeping some Reserves for rate stabilization would allow the Utilities to ensure that under virtually no circumstance would an Event of Default situation occur within a single year, and that the City Council would have the year to contemplate ways to prevent investors from enforcing rate actions on the Utilities’ customers.

For such reasons, it is advisable that the Water and Wastewater Utilities target Reserves sized for rate stabilization at approximately 50% of annual operating expenses or roughly 180 Days’ Cash. Because the Solid Waste Utility does not hold any debt and has historically experienced very stable net revenues, it is recommended that the Solid Waste Utility not hold any reserves for the purpose of rate stabilization.

Other Uses for Reserves
The aforementioned categories are those that most clearly merit the allocation of Reserves but are by no means the only categories of financial exposure that the Utilities could manage with Reserves. For instance, the Utilities have significant Pension and Other Post-Employment Benefit liabilities that could generate a cash requirement.

Further, to the extent that the Solid Waste Utility faces fees for the closure of a landfill or similar occurrence, it may be prudent to hold additional reserves for such an event. Other risk categories such as interest rate exposure are relatively small and do not need to be reserved for separately, but are real risks that could potentially be managed with Reserves.

Reserve Policy Summary
These recommendations would suggest that the following would be the appropriate Reserve levels for each Utility:
 Operating Risk Management: 90 Days’ Cash
 System Critical Failure (Water and Wastewater Only): 1.0 - 2.0% of Capital Assets
 Rate Stabilization (Water and Wastewater only): ~180 Days’ Cash  Total Reserves: ~270 Days’ Cash plus 1.0 - 2.0% of Capital Assets (Water and Wastewater); 90 Days’ Cash (Solid Waste)

13 While these areas of consideration were evaluated in order to conceptualize the appropriate size of the Reserves, each Utility intends to maintain a single Reserve without separate buckets. These Reserve allocations are neither abnormally high nor low for industry standards. Each component of the Reserves is sized at less than the maximum possible exposure for each component because there is a recognition that it is unlikely several of the risks each Utility faces would materialize simultaneously.

Building and Drawing Upon Reserves
The Water and Wastewater Utilities are targeting Reserves of about 270 Days’ Cash plus

1.0 - 2.0% of Capital Assets while the Solid Waste Utility is targeting 90 Days’ Cash, however, there is no intention of setting rates to maintain Reserves equal to the levels prescribed above. The purpose of Reserves is to address the financial impacts of revenue and expense fluctuations and unanticipated events. Excess reserves can be used for several financial imperatives including but not limited to: financing capital improvements on a pay-go basis, paying down existing debt, or lowering rates. The general philosophy of the proposed range is that the Water and Wastewater Utilities should target 270 Days’ Cash plus 1.0 - 2.0% of Capital Assets and the Solid Waste Utility should target reserves of 90 Days’ Cash. Each of the Utilities should limit reserves to 130% of the respective reserve targets.

Each Utility’s Reserves would increase or decrease depending upon many factors for a given year; however, to the extent that each Utility achieves its DSC or Operating Ratio Policy targets, Reserves would remain fairly stable. Reserves would increase or decrease under the following conditions:
 Net Revenues Available for Debt Service are higher or lower than budgeted/projected as a result of higher or lower Revenues and Expenses  Debt Service is higher or lower than budgeted/projected  Capital investment in the system from Net Revenues is higher or lower than budgeted/projected
 Debt issued for capital investment is greater or less than budgeted/projected

14 9. Interaction Between Coverage and Ratios, Reserves, and Rates For reasons described in the sections above, the Policy prescribed specific targets for DSC and Operating Ratios and Reserves. However, the Policy anticipates that in practice there is a range of acceptable results and a balance between cash flow and reserve levels is warranted.

A rate increase should be considered by the City Council if any of the following conditions (the “Rate Increase Conditions”) are projected in the five-year forecast:
 DSC without Reserves will be less than 1.80x
 Operating Ratios (Solid Waste Only) without Reserves will be less than 1.30x  Any rate increase would be greater than six percent
 A major expenditure is expected
Rate increases indicated by the above conditions that would exceed six percent in any one year can be spread over multiple years.

No rate increase for the purpose of increasing reserves or DSC should be considered if DSC or Operating Ratios without Reserves are above their respective targeted levels and Reserves are projected to be greater than the targeted levels of 270 Days’ Cash plus 1.0 –

2.0% of Capital Assets for the Water and Wastewater Utilities and 90 Days’ Cash for the Solid Waste Utility.

Lastly, it is important to note that recommendations in the Policy are associated with projected financial conditions for the Fiscal Year End of future years. Actual results will vary based on weather, market conditions, etc. In addition, Reserves and cash flow may be more or less robust within a Fiscal Year, relative to the Fiscal Year End but considering such fluctuations within a year would overly complicate monitoring with only marginal benefit.

15 10. Conclusion
The Policy was drafted with the intent of providing guiding directives to the Utilities’ management and staff for decisions and recommendations related to each Utility’s financial profile.

The Policy is a fairly incremental change from existing policies. Specifically, the Policy affirms the currently used Rehabilitation and Enterprise Fund guidelines, clarifies and adjusts targets for cash flows available for debt service and operating costs, and adjusts targets for sizing Reserves (previously 40% of Operating Expenses).

In its most abbreviated form, the Policy targets 1.80x DSC without Reserves for the Water and Wastewater Utilities and an Operating Ratio of 1.30x for the Solid Waste Utility. It targets Unrestricted Reserves sized at 270 Days’ Cash plus 1.0 – 2.0% of Capital Assets for the Water and Wastewater Utilities and 90 Days’ Cash for the Solid Waste Utility and establishes tolerable maximums. The Policy also provides recommended conditions for rate actions when cash flows and/or Reserves deviate from the targets. The table below summarizes the policy targets described above.

Summary of Policy Targets
Utility Water Wastewater Solid Waste
Debt Service Coverage or
Operating Ratio (x) 1.80 DSC 1.80 DSC 1.30
Reserves (Days’ Cash)
Operating Risk Management 90 90 90
System Critical Failure (% of
Capital Assets) 1-2% 1-2% 0%
Rate Stabilization 180 180 0
Total 270 + 1-2% of
Capital Assets
270 + 1-2% of
Capital Assets 90
The Policy is intended to be revisited and updated periodically if there are material changes in the risk exposures or conditions each Utility faces.

Finally, and perhaps most importantly, the Policy is ultimately intended to serve as a guide and it in no way restricts the ability of the City Council to review proposed rate actions, debt issuances, or other actions of substance to each Utility.

16 Appendix I – Peer Water Utility Financial Management Results Peer Water Utility Financial Results (FY2014)
Utility City of Redding 1 City of Sacramento2 Yuba City Ratings (M/S/F) -/AA/- -/AA-/AA- -/A+/AARevenues/Expenses Operating Revenues $18,423,339 $94,382,000 $11,794,764
Operating Expenses (Excluding
Depreciation) $13,245,963 $43,215,000 $4,815,664
Net Operating Revenue $5,177,376 $51,167,000 $6,979,100 Non-Operating Revenue
(Expenses) $1,074,049 ($4,373,000) $2,468,918
Net Revenue Available for Debt
Service3 $6,515,804 $46,794,000 $5,204,350
Depreciation & Amortization $3,457,758 $16,951,000 $4,718,299 Net Revenue after Depreciation
& Amortization $2,793,667 $29,843,000 $4,729,719
Cash
Unrestricted4 $23,402,105 $71,087,000 $14,543,831
Days' Cash on Hand 645 600 1,102
Debt
Total Debt Outstanding $5,925,956 $399,134,612 $50,214,569 Annual Debt Service $1,091,335 $11,279,000 $2,915,149
Debt Service Coverage
(Operating) 5.97x 4.15x 1.79x
Debt Service Coverage 4.74x 4.54x 2.39x
1 Issues debt through the Redding Joint Powers Financing Authority 2City of Sacramento reports data rounded to the nearest thousand 3 If not specified, assumed to be Net Operating Revenue (Excluding Depreciation) plus Non-Operating Income 4Unrestricted Cash defined as: "Unrestricted Net Assets" Data from City of Redding, City of Sacramento, and Yuba City comprehensive annual financial reports

17 Appendix II – Peer Wastewater Utility Financial Management Results
Peer Wastewater Utility Financial Results (FY2014)
Utility City of Redding 1 City of Stockton City of Vacaville Ratings (M/S/F) -/AA/- Ba1/-/A- -/-/-
Revenues/Expenses
Operating Revenues $22,720,092 $59,953,318 $32,219,462
Operating Expenses (Excluding
Depreciation) $12,527,074 $40,172,822 $18,603,458
Net Operating Revenue $10,193,018 $19,780,496 $13,616,004 Non-Operating Revenue
(Expenses) ($175,350) ($3,662,856) ($662,109)
Net Revenue Available for Debt
Service2 $11,645,032 $21,057,331 $12,953,895
Depreciation & Amortization $5,924,400 $11,161,304 $5,367,829 Net Revenue after Depreciation
& Amortization $4,093,268 $4,956,336 $7,586,066
Cash
Unrestricted3 $20,151,993 $38,576,321 $61,918,880
Days' Cash on Hand 587 350 1,215
Debt
Total Debt Outstanding $91,119,042 $81,270,000 $168,768,665 Annual Debt Service $8,117,463 $7,373,138 $8,557,860
Debt Service Coverage
(Operating) 1.26x 2.68x 1.59x
Debt Service Coverage 1.43x 2.86x 1.51x
1 Issues debt through the Redding Joint Powers Financing Authority 2 If not specified, assumed to be Net Operating Revenue (Excluding Depreciation) plus Non-Operating Income 3Unrestricted Cash defined as: "Unrestricted Net Assets" Data from City of Redding, City of Stockton, and City of Vacaville comprehensive annual financial reports

ORDINANCE NO.

ORDINANCE OF THE COUNCIL OF THE CITY OF ROSEVILLE AMENDING SECTIONS 9.12.030, 9.12.070, 9.12.090, 9.12.130 OF CHAPTER 9.12 OF TITLE 9, SECTIONS 14.08.090 AND 14.08.100 OF CHAPTER 14.08, SECTION 14.16.200 OF CHAPTER 14.16 AND SECTION 14.17.080 OF CHAPTER 14.17 OF TITLE 14 OF THE

ROSEVILLE MUNICIPAL CODE REGARDING WASTE, WASTEWATER, AND WASTE

SERVICES RATES
THE CITY OF ROSEVILLE ORDAINS:

SECTION 1. The section of the Roseville Municipal Code listed above is hereby amended to read as shown on Attachment “A”.

SECTION 2. This ordinance shall be effective at the expiration of thirty (30) days from the date of adoption.

SECTION 3. The City Clerk is hereby directed to cause this ordinance to be published in full at least once within fourteen (14) days after it is adopted in a newspaper of general circulation in the City, or shall within fourteen (14) days after its adoption cause this ordinance to be posted in full in at least three (3) public places in the City and enter in the Ordinance Book a certificate stating the time and place of said publication by posting.

PASSED AND ADOPTED by the Council of the City of Roseville this day of , 20 , by the following vote on roll call:

AYES COUNCILMEMBERS:

NOES COUNCILMEMBERS:

ABSENT COUNCILMEMBERS:

MAYOR
ATTEST:

City Clerk

ATTACHMENT "A"

§ 9.12.030. Organic waste generator requirements.

A. Single-family organic waste generators shall comply with the following requirements:

1. Subscribe to and maintain organic waste collection services for all organic waste. The city shall have the right to review the number and size of a generator’s containers to evaluate adequacy of capacity provided for each type of collection service for proper separation of materials and containment of materials. Single-family organic waste generators shall adjust service level for their collection services as requested by the city.

Generators may additionally manage their organic waste by preventing or reducing their organic waste, managing organic waste on site, and/or using a community composting site pursuant to 14 CCR Section 18984.9(c).

2. Participate in the city’s organic waste collection service(s) by placing source separated organic waste in the container identified and designated for source separated organic waste and placing all other materials in the container identified and designated for such materials.

3. Place containers as follows:
a. Residences Having Street Frontage Only. Containers must be placed for collection at curbside in front of residence. The wheels of the container will be placed in the gutter with the handle facing the residence. Containers will be at least six three feet from any obstruction such as automobiles, trailers, motor homes, fences, lampposts, portable basketball hoops, mailboxes, or other automated containers.

Containers are not to block pedestrian access.
b. Residences with Alley Access. Containers must be placed for collection on private property adjacent to the alley property line, with direct access from the alley. The base of the container will be placed on a stable, level surface with the handle facing the residence. Containers will be at least six three feet from any obstructions such as automobiles, trailers, motor homes, fences, portable basketball hoops, lampposts, mailboxes, or other automated containers.
c. All containers must be at curbside by 6:00 a.m. on scheduled collection days, holidays included. Collection trucks will come back for containers that are put out after truck has passed a residence upon payment of an extra pick-up service chargeCollection trucks may return for containers that are put out after the truck has passed, upon request for an extra pick-up. Additional charges will apply. .

B. Generators that are commercial businesses, including multifamily residential dwellings shall comply with the following requirements:

1. Subscribe to and maintain organic waste collection services for all organic waste. The city shall have the right to review the number and size of a generator’s containers to evaluate adequacy of capacity provided for each type of collection service for proper separation of materials and containment of materials. Commercial business organic waste generators shall adjust service level for their collection services as requested by the city. Generators may additionally manage their organic waste by preventing or reducing their organic waste, managing organic waste on site, and/or using a community composting site pursuant to 14 CCR Section 18984.9(c).

2. Participate in the city’s organic waste collection service(s) by placing source separated organic waste in the container identified and designated for source separated organic waste and placing all other materials in the container identified and designated for such materials.

2.3. Multifamily residential dwellings will not be required to recycle food waste, but will need to provide proof to the city that other source separated organic waste, such as green waste, are being recycled or diverted from the landfill in an appropriate manner under State law. The city can also provide green waste services, if necessary.

3.4. Supply and allow access to adequate number, size and location of collection containers with labels or colors sufficient for employees, contractors, tenants, and customers, in compliance with the city’s collection service requirements.

4.5. Excluding multifamily residential dwellings, commercial businesses shall provide containers for the collection of source separated organic waste and garbage in all indoor and outdoor areas where disposal containers are provided for customers, for materials generated by that business. Furthermore, the commercial businesses shall place containers in such place as shall be convenient to the city for removal of organic waste and garbage. Storage of other equipment or material will not be allowed.

5.6. Excluding multifamily residential dwellings, containers provided by commercial businesses shall have either:
a. A body or lid that conforms with the container colors provided through the collection service provided by the city, with either lids conforming to the color requirements or bodies conforming to the color requirements or both lids and bodies conforming to color requirements. A commercial business is not required to replace functional containers, including containers purchased prior to January 1, 2022, that do not comply with the requirements of this subsection prior to the end of the useful life of those containers, or prior to January 1, 2036, whichever comes first.
b. Container labels that include language or graphic images, or both, indicating the primary material accepted and the primary materials prohibited in that container, or containers with imprinted text or graphic images that indicate the primary materials accepted and primary materials prohibited in the container.

C. Generators that are commercial businesses, excluding multifamily residential dwellings shall:

1. To the extent practical through education, training, inspection, and/or other measures, prohibit employees from placing materials in a container not designated for those materials per the city’s collection service.

2. Periodically inspect all containers for contamination and inform employees if containers are contaminated and of the requirements to keep prohibited container contaminants out of those containers pursuant to the Act.

3. Annually provide information to employees, contractors, tenants, and customers about organic waste proper sorting and recovery requirements.

4. Nothing in this section prohibits a generator subject to these provisions from preventing

or reducing waste generation or managing organic waste on site.

5. Commercial businesses that are tier one or tier two commercial edible food generators shall comply with food recovery requirements, pursuant to Section 9.12.110 of this chapter.
§ 9.12.070. Container requirements.

A. Residential. Place containers as follows:

1. Residences Having Street Frontage Only. Containers must be placed for collection at curbside in front of residence. The wheels of the container will be placed in the gutter with the handle facing the residence. Containers will be at least six three feet from any obstruction such as automobiles, trailers, motor homes, fences, lampposts, portable basketball hoops, mailboxes, or other automated containers. Containers are not to block pedestrian access.

2. Residences with Alley Access. Containers must be placed for collection on private property adjacent to the alley property line, with direct access from the alley. The base of the container will be placed on a stable, level surface with the handle facing the residence. Containers will be at least six three feet from any obstructions such as automobiles, trailers, motor homes, fences, portable basketball hoops, lampposts, mailboxes, or other automated containers.

3. All containers must be at curbside by 6:00 a.m. on scheduled collection days, holidays included. Collection trucks may return for containers that are put out after the truck has passed, upon request for an extra pick-up. Additional charges will apply.Collection trucks will come back for containers that are put out after truck has passed a residence upon payment of an extra pick up service charge.

B. Commercial Placement. Garbage receptacles at places of business shall be located in such place as shall be convenient to the city for removal of garbage. City-approved trash enclosures are to be used for refuse removal equipment only. Storage of other equipment or material will not be allowed.

C. Container Type. The environmental utilities director or designee shall determine the size and specifications of all containers used for the purposes of collection under this chapter. § 9.12.090. Charges for collection.

A. Residential.

1. Each and every householder or tenant occupying any dwelling, house, or residence, shall pay to the city, or its authorized agent, a fixed minimum charge as set forth in this section as a refuse rate. Such fixed minimum is based upon service of one call per week, irrespective of whether there is any refuse to remove from any premises.

2. Automated Container Service. Each premises shall be assigned city-owned containers.

Containers will be serviced by automated collection. All garbage and source separated organic waste for collection must be contained within the container(s) designated for

such materials with the lid closed and must fall freely from container when dumped.

Each such premises shall be provided collection regularly, as determined by the environmental utilities director or designee.

3. The City will provide residents with 95-gallon containers for both mixed waste and green waste. A smaller container is available upon request for mixed waste only, but it is priced at the same rate as the 95-gallon container.

For collection of additional containers beyond those covered by the fixed minimum rates established in this chapter, the collection charge shall be that identified in this section.

2.4. Return Trip Services.
a. Extra Pick Up. An additional or “extra” pick up may be requested beyond the minimum service required by this chapter. Each such additional or extra pick up shall be subject to a fixed fee.
b. Out Late. Return service for containers placed out late may be requested. Each “out late” pick up shall be subject to a fixed fee.
c. Missed Pick Up. A “missed” container must be reported within 48 hours of collection day or an “out late” charge shall be applied to the account.

3.5. Rates for Residential Collection. Effective July 41, 20215, and July 1, 20226, the residential rates on billings shall be as follows:

Residential Refuse Service
Effective
7/1/2021
Effective
7/1/2022
Fixed refuse monthly charge (one trash container and one source separated organics waste (green waste) container as identified in Section 9.12.090(A)(2)) $31.06 $36.05
Each additional mixed waste container $21.24 $24.65
Each additional source separated organic waste (green waste) container $11.28 $13.10 Additional pick up of a mixed waste container (also “out late” fee) (also source separated organic waste (green waste) container emptied as trash due to contamination)
$20.30 $23.56
Additional pick up of a source separated organic waste (green waste) container (also “out late” fee)
$14.92 $17.32
Move in box pick up $109.77 $127.39
Temporary dumpster delivery and removal (6 yards only) $152.19 $176.65 Source separated organic waste contamination fee $30.36 $35.24 Residential return trip fee (applied when service is requested but container is inaccessible)
$30.36 $35.24
Container exchange (customer requested in excess of 1x per 12 months) $30.36 $35.24 Container exchange (due to misuse—melted or damaged beyond reuse) $90.70 $105.26

Waste Services (Residential) Effective
7/4/2025
Effective
7/1/2026
Fixed residential refuse charge (per month)* $37.13 $38.24 Each additional Mixed Waste container (per month) $25.39 $26.15 Each additional Green Waste (Organic) container (per month) $13.49 $13.89 Additional pick up of a Mixed Waste container** $24.27 $25.00 Additional pick up of a Green Waste (Organic) container $17.84 $18.38 Residential return trip fee*** $36.30 $37.39
Container exchange (due to misuse) $108.42 $111.67
Container exchange (customer requested) $36.30 $37.39
Move in box pick up $131.21 $135.15
Temporary dumpster delivery and pickup (6 yards only) (per week) $181.95 $187.41 Temporary dumpster extra pickup (6 yards only) $127.70 $131.53 *Fixed residential refuse charge includes service for one mixed waste container (once per week) and one source separated organics waste (every other week) container as identified in 9.12.090(A)(2). **This fee is also applicable to source separated organic waste (green waste) container emptied as trash due to contamination. ***This fee is applied when service is requested but container is inaccessible.

B. Commercial.

1. A landlord, property owner, property manager or management company of a commercial business that has a commercial dumpster shall pay to the city, or its authorized agent, a fixed charge as set forth by the city council as a refuse rate. Monthly charges will be applied to a single account per service. Such rates and fees are based upon a minimum service of one call per week, irrespective of whether there is any refuse to remove from any premises.

A landlord, property owner, property manager or management company with multiple tenants who must share a commercial dumpster shall be responsible for the refuse utility bill of the tenants.

The City will not split service costs by two or more landlords, property managers or management companies.The environmental utilities director may at his or her discretion consolidate billing accounts where service costs are being split by two or more landlords, property owners, property managers or management companies.

2. Commercial frontloader, rearloader, roll-off, and automated container services are provided by the city.

All rearloader rates displayed below include an additional premium of 25%.

An additional or extra pick up may be requested beyond the minimum service required by this chapter. Each such additional or extra pick up shall be subject to a fixed fee.

Temporary commercial collection must be charged to a City of Roseville customer utility account. A “garbage only” account may be requested for temporary services. See Chapter 14.04 “Utility Customer Billing, Accounting and Collections” for information about establishing a new account.

Timeframe for Temporary Customer Service. Temporary dumpsters for commercial business use must be serviced weekly and removed within a 90-day period. It is the customer’s responsibility to schedule services. If a temporary dumpster is not emptied within seven consecutive days of its delivery or last collection, the account shall be assessed a weekly rental fee per subsection (B)(5), Rates for Commercial Collection.

3. Multifamily residential dwellings will not be required to recycle food waste, but will need to provide proof to the city that other source separated organic waste such as green waste are being recycled or diverted from the landfill in an appropriate manner. The city can also provide green waste services, if necessary.

4.3. The city will collect all source separated organic waste, unless a commercial business had collection services in place before September 28, 2014, the date AB 1826 was approved. Any commercial business with a collection contract in effect before this date can continue with providers until the contract expires. Once the contract expires the commercial business will default to city collection service as provided for in this chapter.

5.4. An additional or special pick up may be requested beyond the minimum service required by this chapter. Each such additional or special pick up shall be subject to a fixed fee.

5. Rates for Commercial Collection. Effective July 41, 20215, and July 1, 20226, the commercial rates on billings shall be as follows:

Frontloader and Rearloader Commercial Services*
Effective
7/1/2021
Effective
7/1/2022
Waste service minimum monthly charge $34.83 $40.42
Automated container commercial service (per container, where available; organic waste service—see Organics Rate Section 9.12.090.E)
$31.06 $36.05
Streetscape and LLD containers* $10.25 $11.90
Hand pick up service* (up to three 30-gallon cans or six bags per week, where available)
$34.83 $40.42
Frontloader and rearloader* trash dumpster per yard charge $12.74 $14.79 Frontloader and rearloader* trash compactor per yard charge $22.96 $26.65

Frontloader and Rearloader Commercial Services*
Effective
7/1/2021
Effective
7/1/2022
Frontloader cardboard dumpster and compactor per yard charge $3.91 $4.54 Commercial bin assistance (per occurrence) $54.86 $63.67 Recyclable material contamination fee (applied after third notification) $30.36 $35.24 Lock delivery or replacement (per occurrence) $18.22 $21.15 Lock service (per container, per month) $12.15 $14.10
Push/pull charges (per container, per month) $18.22 $21.15 Extra pick up charge (percentage of monthly base rate plus return trip charge) 25% 25% Exchange bin (for dirty bin in excess of 1x per 12 months) $91.08 $105.70 Commercial return trip fee (applied when service is requested but container is inaccessible; also used to calculate commercial extra pick ups) $30.36 $35.24
Emergency after-hours service fee (per service) $196.06 $227.53 Commercial standby fee (per 15 minutes when asked by on-site customer to wait) $72.86 $84.56 * A premium of 25% will be added to all rearloader services.

Roll-Off Commercial Open Top and Compactor Services
Effective
7/1/2021
Effective
7/1/2022
Minimum charge per haul (base rate) without tonnage* (all sizes and material) $379.39 $440.28 Pleasant Grove Wastewater Treatment Plant sludge-hauling fee (per bin) $267.12 $309.99 Roll-off tonnage fees (tipping fees) Pass-through rates apply*
Compactor cleaning service (hauling charges also apply) $512.68 $594.96 Return trip fee (scheduled bin not ready for haul, customer requests return later on same day—per occurrence)
$36.43 $42.28
Roll-off relocation fee (no haul—per occurrence) $60.72 $70.47 * Tonnage charges (tipping fees) vary by material type, and are determined by the Western Placer Waste Management Authority. With city department head approval, some entities may pay tonnage charges directly to Western Placer Waste Management Authority.

Temporary Frontloader and Roll-Off Fees
Effective
7/1/2021
Effective
7/1/2022
Frontloader and rearloader temporary dumpster delivery and removal fee $75.75 $87.91 Frontloader and rearloader temporary dumpster per yard fee (plus trip fee for extra pick ups)
$12.74 $14.79
Frontloader and rearloader temporary dumpster rental fee per week $72.11 $83.69 Roll-off temporary dumpster hauling fee* $379.39 $440.28 Roll-off temporary dumpster rental fee per week $130.94 $151.96 * Tonnage charges (tipping fees) vary by material type, and are determined by the Western Placer Waste Management Authority. With city department head approval, some entities may pay tonnage charges directly to Western Placer Waste Management Authority.

Waste Services Commercial Miscellaneous Services and Fees Effective 7/4/2025
Effective
7/1/2026
Automated container commercial service $37.13 $38.24
Waste service minimum monthly charge $41.63 $42.88
Streetscape and LLD containers $12.26 $12.63
Hand pick up service $52.04 $53.60
Commercial Bin Assistance (per pickup) $65.58 $67.55
Push/Pull Service (optional monthly) $21.78 $22.43
Lock Service (optional monthly) $14.52 $14.96
Autocan Extra Pickup $24.27 $25.00
Autocan Out Late Pickup $24.27 $25.00
Return Trip - No Access Fee $36.30 $37.39
Lock for Bin (deliver or replace) $21.78 $22.43
Streetscape/LLD Can Extra Pickup $39.37 $40.55
Equipment Replacement/Repair (outside normal wear & tear) AT COST AT COST Frontloader and Rearloader Rates
(Multiply by number of weekly pick ups)
Effective
7/4/2025
Effective
7/1/2026
Mixed Waste Frontload 2-yard bin $132.03 $135.99
Mixed Waste Frontload 3-yard bin $198.04 $203.98
Mixed Waste Frontload 4-yard bin $264.05 $271.97
Mixed Waste Frontload 5-yard bin $330.06 $339.96
Mixed Waste Frontload 6-yard bin $396.08 $407.96
Mixed Waste Frontload 8-yard bin $528.10 $543.94
Mixed Waste Frontload 2-yard bin Extra Pick Up (per occurrence) $69.31 $71.39 Mixed Waste Frontload 3-yard bin Extra Pick Up (per occurrence) $85.81 $88.38 Mixed Waste Frontload 4-yard bin Extra Pick Up (per occurrence) $102.31 $105.38 Mixed Waste Frontload 5-yard bin Extra Pick Up (per occurrence) $118.82 $122.38 Mixed Waste Frontload 6-yard bin Extra Pick Up (per occurrence) $135.32 $139.38 Mixed Waste Frontload 8-yard bin Extra Pick Up (per occurrence) $168.32 $173.37 Mixed Waste Frontload Compactor 2-yard bin $237.90 $245.04 Mixed Waste Frontload Compactor 3-yard bin $356.84 $367.55 Mixed Waste Frontload Compactor 4-yard bin $475.80 $490.07 Mixed Waste Frontload Compactor 6-yard bin $713.69 $735.10 Mixed Waste Frontload Compactor 8-yard bin $951.59 $980.14 Mixed Waste Frontload Compactor 2-yard bin Extra Pick Up (per occurrence) $95.78 $98.65 Mixed Waste Frontload Compactor 3-yard bin Extra Pick Up (per occurrence) $125.52 $129.29 Mixed Waste Frontload Compactor 4-yard bin Extra Pick Up (per occurrence) $155.25 $159.91 Mixed Waste Frontload Compactor 6-yard bin Extra Pick Up (per occurrence) $214.72 $221.16 Mixed Waste Frontload Compactor 8-yard bin Extra Pick Up (per occurrence) $274.20 $282.43

Cardboard Frontload 2-yard bin $40.53 $41.75
Cardboard Frontload 3-yard bin $60.79 $62.61
Cardboard Frontload 4-yard bin $81.06 $83.49
Cardboard Frontload 5-yard bin $101.32 $104.36
Cardboard Frontload 6-yard bin $121.58 $125.23
Cardboard Frontload 8-yard bin $162.11 $166.97
Cardboard Frontload 2-yard bin Extra Pick Up (per occurrence) $46.43 $47.82 Cardboard Frontload 3-yard bin Extra Pick Up (per occurrence) $51.50 $53.05 Cardboard Frontload 4-yard bin Extra Pick Up (per occurrence) $56.57 $58.27 Cardboard Frontload 5-yard bin Extra Pick Up (per occurrence) $61.64 $63.49 Cardboard Frontload 6-yard bin Extra Pick Up (per occurrence) $66.69 $68.69 Cardboard Frontload 8-yard bin Extra Pick Up (per occurrence) $76.83 $79.13 Temporary Frontload 6-yard bin $181.95 $187.41
Temporary Frontload 6-yard bin Extra Pick Up (per occurrence) $127.70 $131.53 Mixed Waste Rearload 1.5-yard bin $123.78 $127.49
Mixed Waste Rearload 2-yard bin $165.04 $169.99
Mixed Waste Rearload 3-yard bin $247.55 $254.98
Mixed Waste Rearload 1.5-yard bin Extra Pick Up (per occurrence) $67.25 $69.27 Mixed Waste Rearload 2-yard bin Extra Pick Up (per occurrence) $77.56 $79.89 Mixed Waste Rearload 3-yard bin Extra Pick Up (per occurrence) $98.19 $101.14 Mixed Waste Rearload Compactor 2-yard bin $297.36 $306.29 Mixed Waste Rearload Compactor 3-yard bin $446.05 $459.43 Mixed Waste Rearload Compactor 2-yard bin Extra Pick Up (per occurrence) $110.64 $113.96 Mixed Waste Rearload Compactor 3-yard bin Extra Pick Up (per occurrence) $147.82 $152.25 Roll Off Open Top and Compactor Rates and Fees Effective 7/4/2025
Effective
7/1/2026
Temporary Roll Off Weekly Rental Fee $156.52 $161.22
Roll Off Haul (tonnage separate) $453.49 $467.09
Tonnage Rates Based on WPWMA (MSW)* At cost At cost
Tonnage Rates Based on WPWMA (C&D)* At cost At cost
Tonnage Rates Based on WPWMA (Sludge)* At cost At cost
Tonnage Rates Based on WPWMA (Mixed Inert)* At cost At cost Tonnage Rates Based on WPWMA (Food Waste)* At cost At cost Tonnage Rates Based on WPWMA (Green Waste)* At cost At cost Tonnage Rates Based on WPWMA (Wood Waste)* At cost At cost Tonnage Rates Based on WPWMA (Inert)* At cost At cost
Tonnage Rates Based on WPWMA (Treated Wood Waste)* At cost At cost Emergency After Hours (per occurrence) $234.36 $241.39
Roll Off Return - Not Ready (per pickup) $43.55 $44.86
Standby Charge (per 15 min) $87.10 $89.71

Compactor Cleaning Fee $612.81 $631.19
Roll Off Relocation Fee (no haul) $72.58 $74.76
* Tonnage charges (tipping fees) vary by material type, and are determined by the Western Placer Waste Management Authority. With city department head approval, some entities may pay tonnage charges directly to Western Placer Waste Management Authority.

C. Shared Compactor RatesCity Designated Shared Service Rates. City Designated Shared Services are solid waste services established solely at the discretion of the City when individual collection service is impractical due to physical space limitations or access constraints. Shared containers or collection points may be provided by the City to service multiple units collectively; however, such service is not available by request and may only be implemented where expressly designated by the City. compactor Rrates are applicable to the City of Roseville downtown specific plan area. Exact rates are determined on a sitespecific basis based on the following criteria:

Cost per 1,000
square feet of
building area or per
dwelling unit
Cost per 1,000
square feet of
building area or per
dwelling unit
Effective 7/41/20251 Effective 7/1/20262
Below are the square footage rates for City Designated Shared Servicesshared compactors. If a customer’s site-specific charge does not exceed the fixed minimum charge, they will be subject to the monthly fixed minimum charge.

Monthly Minimum (Fixed) $34.83$41.63 $40.42$42.88
Tier 1: Cost per 1,000 square
feet of building area or per
dwelling unit
$7.28$8.70 $8.45$8.96 Tier 1 includes business types that are determined low use by the environmental
utilities director.

Typical examples of low use are retail and
office establishments and small apartment
units.

Tier 2: Cost per 1,000 square
feet of building area
$29.34$35.07 $34.05$36.12 Tier 2 includes business types that are determined medium use by the environmental
utilities director.

Typical examples of medium use are
relatively smaller establishments such as bars
and grills, coffee shops and delis; selling or
serving food but not considered a full-service
restaurant.

Tier 3: Cost per 1,000 square
feet of building area
$61.98$74.09 $71.93$76.31 Tier 3 includes business types that are determined high use by the environmental
utilities director. A typical example of high
use is full-service restaurants, restaurant/
bakeries, and similar establishments. Fullservice restaurants are defined as primarily dine-in establishments with established
menus, and a minimum of two meals per day
(e.g., lunch and dinner).

D. Shared Compactor City Service Organics Tiers. Shared City Service Organics Ttiers shall be assigned based on building area, dwelling units and use characteristics aligned with the tier structure and use classifications defined in Chapter 9.12.090(C). are applicable to some shared compactor units depending on compactor tier and usage type. Exact rates are Rates are determined on a site- specific basis based on the following criteria:

Commercial Shared City Service Compactor
Organics Tiers
Effective 7/1/20215 Effective 7/1/20226
Tier 1 $0.00 $0.00
Tier 2 $99.50$49.75 $115.47$51.24
Tier 3 $198.92$118.17 $230.85$121.72
Rates for Commercial Organic Waste Collection. Effective July 1, 2021 and July 1, 2022, the commercial organic waste collection rates on billings shall be as follows:

E.

Effective October 1, 2023July 4, 2025 and July 1, 2026, the commercial organic waste collection rates on billings shall be as follows:

Monthly Organics Cost Effective October 1, 2023
On-Site Containers Service 1x Weekly Service 2x Weekly Service 3x Weekly Service 4x Weekly Service 5x Weekly 1st 65-gallon can $48.30 $96.60 $144.90 $193.20 $241.50 Each additional 65-gallon
can
$24.38 $48.76 $73.14 $97.52 $121.90
Commercial Organics
Multiply by number of weekly pick ups
Effective 7/4/2025 Effective 7/1/2026
Organic Waste Collection 1 65-gallon can $49.75 $51.24
Organic Waste Collection 2 65-gallon cans $74.86 $77.10 Organic Waste Collection 3 65-gallon cans $99.97 $102.96 Organic Waste Collection 4 65-gallon cans $125.08 $128.82 Shared City Service Organics Tiers Effective 7/4/2025 Effective 7/1/2026 Tier 2 $49.75 $51.24
Tier 3 $118.17 $121.72
Organic Waste Collection Rates
Minimum Monthly Charge
(Effective 7/1/2021)
Minimum Monthly Charge
(Effective 7/1/2022)
0-2 yards $99.50 $115.47
0-4 yards $198.92 $230.85
5 yards $248.66 $288.57
6 yards $298.34 $346.22
7 yards $348.22 $404.10
8 yards $397.83 $461.68
9 yards $447.52 $519.34
10 yards $497.24 $577.04
11 yards $547.12 $634.92
12 yards $596.68 $692.44
Additional empty of organics container $74.62 $86.60
Empty of contaminated organics
container
$99.50 $115.47

Organic Waste Collection 5 65-gallon cans $150.19 $154.68 Organic Waste Collection 6 65-gallon cans $175.30 $180.54 Organic Waste Collection 1 2-yard bin $118.17 $121.72
Organic Waste Collection 2 2-yard bins $211.72 $218.07
Additional Commercial Organics Pick Up $89.20 $91.88
Contaminated Commercial Organics Pick Up $118.93 $122.50 § 9.12.130. Container collection.

A. Each container subject to this chapter shall be placed on the curb or parkway or in the alley for collection, not earlier than the evening preceding and not later than 67:00 a.m. on the day of regular collection. Those containers shall be removed from the curbs, parkways or alleys within 12 hours after the refuse has been collected therefrom.

B. The collection services provided under this chapter are rendered to all properties within the limits of the city, and no service shall be rendered outside the corporate limits of the city. § 14.08.090. Service charges for metered service.

There shall be due and payable the following monthly charges, upon submission of the bill by the city to the owner of the property supplied with service, for all treated water measured by meters for residential, commercial, industrial and manufacturing or other purposes:

A. Monthly Quantity Rates. Effective July 41, 20235 and July 1, 20246, the monthly quantity rates on billings shall be as follows:

B.A.

Effective 7/41/20235 Effective 7/1/20246
Potable water usage (per cubic foot) $0.0159$0.0174 $0.0166$0.0181 Recycled water usage (per cubic foot) $0.0105$0.0112 $0.0107$0.0117 C.B. Monthly Service Charges. Effective July 41, 20235 and July 1, 20246, the monthly service charges on billings shall be as follows:

Meter Size
(inches)
Peak Flow Rate (gallons
per minute) Effective 7/41/20235 Effective 7/1/20246
Up to 3/4 30 $29.63$31.63 $30.82$32.90
1 50 $45.74$49.47 $47.57$51.45
1-1/2 100 $86.00$94.07 $89.44$97.83
2 160 $134.32$147.59 $139.70$153.49
3 350 $287.32$317.07 $298.82329.75
4 630 $512.79$566.83 $533.31$589.50

6 1300 $1,052.31$1,164.47 $1,094.41$1,211.05
8 2800 $2,260.20$2,502.47 $2,350.61$2,602.57
10 4200 $3,387.56$3,751.27 $3,523.07$3,901.32
D.C.The total amount due and payable shall be the sum of the monthly service charge plus the quantity rate. The monthly service charge is due and payable regardless of whether water has been consumed. The service charge shall be the greater of the charge based on the meter size or flow rate, with the following exceptions:

1. No service charge shall be made for fire service that has backflow prevention with detector check devices approved by the environmental utilities director.

E.D. No service charge shall be made for recycled water utility back-up systems that are required for reliability only and have backflow prevention and metering approved by the environmental utilities director. This exclusion does not extend to systems that are regularly required as part of normal operation. The recycled water operation shall be responsible for water volumetric charges for these services and any costs associated with meter maintenance. For purposes of charging for treated water measured by meters:

1. A residential account is defined as a single metered water service which serves three or less dwelling units.

2. A nonresidential account is defined as a single metered water service which serves more than three dwelling units, or serves commercial, industrial, manufacturing, irrigation or other nonresidential land uses.

F.E. For single-family residential services that require automatic fire protection systems pursuant to Section 16.16.110, the increased meter size will not be assessed an additional charge associated with the fire protection system requirement. Service charges shall be based on the required service size as determined by the Uniform Plumbing Code without consideration for any fire protection system required by Section 16.16.110. § 14.08.100. Flat water rates.

The following service charges shall apply to flat rate consumers that the environmental utilities director determines are not cost effective to assign metered rates. The environmental utilities director shall conduct a water use study for consumers whom he or she determines may not be reasonably metered, and the director shall assign such consumers to an appropriate service rate level as set forth in this section. Water service rates for flat rate residential consumers shall be due and payable on a monthly basis according to the appropriate grouping set out in this section.

Effective July 41, 20235, and July 1, 20246, the flat rates on billings shall be as follows:

Nonmetered or Flat Service Charges
Effective
7/41/20235
Effective
7/1/20246
Single-family lots under 4,900 square feet; each mobile home unit not within a park maintaining its own distribution system and service; each dwelling unit of duplexes, triplexes, fourplexes, unmetered apartments and other multiple living units; other detached living units; and offices and stores with less than peak use of 250 gallons per day
$48.97$52.95 $50.93$55.07

Single-family lots 4,901 to 8,900 square feet $53.06$56.79 $55.19$59.06 Single-family lots 8,901 to 12,000 square feet $60.31$66.39 $62.73$69.05 Single-family lots 12,001 to 15,000 square feet $66.55$73.59 $69.22$76.53 § 14.16.200. Monthly unit sewer service charge established.

Except as otherwise provided in this chapter, a monthly unit sewer service charge shall be paid by each user connected to the city-owned public sewer. The monthly unit sewer service charge on billings shall be:

A. The monthly sewer charge shall be $50.42$55.13 per sewer unit, effective on billings as of July 41, 20235, and $53.45$57.34 per sewer unit, effective on billings as of July 1, 20246.

B. Commercial customers without a sewer meter that are not subject to a flat rate per Section

14.16.220 and are associated to their potable water usage (metered consumption) shall have a monthly per sewer unit charge (the same as in subsection A) and a quantity rate as follows:

Effective 7/41/20235 Effective 7/1/20246
Monthly per sewer unit charge $50.42$55.13 $53.45$57.34 Associated sewer consumption charge above 560
cubic feet of potable water usage
$0.04696 $0.05288 per cubic
foot
$0.04978 $0.05500 per
cubic foot
C. Commercial customers with a cubic-foot sewer meter shall have a monthly per sewer unit charge (the same as in subsection A) and a quantity rate as follows:

Effective 7/41/20235 Effective 7/1/20246
Monthly per sewer unit charge $50.42$55.13 $53.45$57.34 Sewer consumption charge above 560 cubic feet $0.04696 $0.05288 per cubic foot $0.04978 $0.05500 per cubic foot
D. For commercial customers with a gallon sewer meter, the consumption rate will be based on the per cubic foot rate in subsection B and converted to a per gallon rate as follows:

Effective 7/41/20235: $0.04696$0.05288 / 7.48 = $0.00628$0.0070695 per gallon.

Effective 7/1/20246: $0.04978 $0.05500/ 7.48 = $0.00665$0.0073529 per gallon.

Some commercial and industrial customers may require an additional surcharge per Section 14.16.220.
§ 14.17.080. Fees and charges—Delinquency—Disconnection or termination.

A. All fees, charges, deposits or penalties provided for in this chapter, including recycled water charges, shall be in the amount set forth in Chapter 14.08 or as established by resolution adopted by the city council, as amended from time to time.

B. Payment by a customer for recycled water service shall be due and payable as specified in

Chapter 14.04 for water service. If payment is not received in accordance with Chapter 14.04, then the recycled water service may be disconnected or terminated. In the event the city disconnects or terminates recycled water service pursuant to this section, then in addition to the payment due for recycled water, the customer shall pay any and all delinquent and reconnection charges for recycled water service as specified in Chapter 14.04 for water service.

C. Price of Recycled Water. Effective July 41, 20235, the price for recycled water sold, supplied, distributed or transported to customers of the city shall be at a rate or charge equal to the sum of 8090 percent of the monthly service charge and 6664.5 percent of the rate or charge which the city council may establish from time to time as set forth in Chapter 14.08 for potable water and which is in effect on the date of delivery of recycled water by the city to such customer. Effective July 1, 2024, the price for recycled water will increase to the sum of 90 percent of the monthly service charge and 64.5 percent of the rate or charge for potable water.

City Council
Communication
Meeting Date: 5/21/2025
Item #: IX.52
File #: 0709-01
Item ID: 2025-209
Title: Community Development Block Grant - 2025-2029 Consolidated Plan, 2025 Annual Action Plan, Analysis of Impediments and Citizen Participation Plan Contact: Kristine Faelz 916-774-5451 [email protected]

SUMMARY
Staff recommends approval of the City's 2025-2029 Consolidated Plan, 2025 Annual Action Plan, Update to the Analysis of Impediments and Citizen Participation Plan for the federal Community Development Block Grant Program and authorization for the City Manager to execute necessary documents and certifications on behalf of the City. This item does not result in any impact to the City's General Fund.

RECOMMENDATION
Staff recommends that the City Council:

1. Hold a Public Hearing and receive public comment on the City of Roseville 2025–29 Consolidated Plan, the 2025 Annual Action Plan, and the proposed updates to the Analysis of Impediments to Fair Housing Choice (AI) and Citizen Participation Plan (CPP); and

2. Adopt a resolution approving the 2025–29 Consolidated Plan, the 2025 Annual Action Plan, and the proposed updates to the AI and CPP, and authorize the City Manager to execute necessary documents and certifications on behalf of the City of Roseville for submittal to the U.S. Department of Housing & Urban Development.

BACKGROUND
The City of Roseville became a Community Development Block Grant (CDBG) entitlement jurisdiction in 1986, and has traditionally funded housing activities, public facilities and improvements, and removal of architectural barriers. CDBG funds are also used for planning, program administration, and public service activities. As an entitlement jurisdiction, the City of Roseville receives an annual allocation of CDBG funds from the Department of Housing and Urban Development (HUD) to promote affordable housing and community development programs for lowincome residents. The City is obligated to develop a five-year Consolidated Plan that analyzes the needs of low-income residents and neighborhoods; identifies available resources; outlines strategies to address concerns; and sets goals for the plan period. The City’s previous 2020–2024 Consolidated Plan expires June 30, 2025. The proposed 2025–29 Consolidated Plan will guide the use of CDBG and other housing related funding sources for the next five years (July 1, 2025 through June 30, 2030). As a recipient of HUD funding, the City of Roseville will affirmatively further fair housing for residents, and in conjunction with the consolidated planning process, has also developed an update to the Analysis of Impediments (AI).

HUD has not yet announced the City’s award for program year 2025 (July 1, 2025 through June 30, 2026), therefore staff is using an estimated award amount of $700,000 for the purpose of completing the draft Consolidated Plan and Annual Action Plan. Along with the estimated award, the City has $392,360 in prior year carryover funds available to commit. Additionally, it is anticipated that the City will receive at least $50,000 of CDBG program income during program year 2025, of which 20% may be used for program administration activities. Once notified of the award amount by

HUD, any increase or decrease relative to the estimated allocation will be applied in the following manner:
• Public Services: any funding for this category shall comply with the federal CDBG 15% Public Service funding cap. The City has limited Public Service awards to no more than $25,000 per application. The actual award amount is subject to being increased or decreased proportionally based on the final HUD allocation. Awarded applications will receive no greater than their originally requested amount with an exception for Fair Housing Services. Funding allocated to Fair Housing Services will remain at $16,000. • Single-family Owner-Occupied Housing Rehabilitation program and development of Affordable Housing project: planned allocations for these activities is subject to being adjusted by a proportional amount to match the actual award from HUD. • Administration: any funding for this category shall comply with the federal CDBG 20% funding cap.
2025–29 Consolidated Plan
The consolidated planning effort followed the process outlined in the Citizen Participation Plan. An extensive network of affordable housing, homeless services and community development organizations serving Roseville residents were involved in the development of the Consolidated Plan and Annual Action Plan. Nonprofit service providers to the City’s low-income and special needs populations also contributed to the plans. The plan document is produced using a template in HUD’s Integrated Disbursement and Information System (IDIS). The template is a series of questions asking for information required under the HUD regulation cited in the title of each section.

Much of the census and other data provided in charts is embedded in the HUD template.

Outreach efforts began with a community needs survey in fall 2024 with 429 responses received from residents and service providers. Two Community Needs Workshops were held in November 2024 to solicit public comment regarding the needs of low-income, homeless, elderly and disabled residents. Attendees heard a presentation outlining the CDBG program, the consolidated planning process, and past utilization of previous funding. Additional outreach and follow-up consultations with governmental agencies and service providers were conducted as noted in the Consultation section of the Consolidated Plan. The valuable insight provided by community engagement, analysis of census data provided by HUD, and review of relevant studies including the City’s Economic Development Strategy and Housing Element were used to determine priority needs and develop the goals of the Consolidated Plan and Annual Action Plan.

Throughout the planning process, two high-priority needs were heard repeatedly from the community and local service providers. The Consolidated Plan identifies the highest priority needs as:
• Emergency shelter, housing, and services to address homelessness • Development and/or acquisition and rehabilitation of affordable rental housing In addition, concerns were heard regarding other community needs, which are noted as lower priority in the plan:
• Services for seniors and persons with disabilities
• Services for low- and moderate-income youth
• Fair housing services
• Maintenance of existing homeownership housing stock through housing rehabilitation

• Services for survivors of sexual assault, domestic violence, dating violence or stalking • Appropriate housing for persons with disabilities
• Development or rehabilitation of infrastructure and/or public facilities serving low- and moderate-income neighborhoods or persons
• Food and nutrition services for low- and moderate-income persons 2025 Annual Action Plan
The Annual Action Plan provides an overview of the City’s use of CDBG funds to address community needs in the first year of the five-year Consolidated Plan. Federal regulations require that at least 70% of CDBG funds be used for projects that primarily benefit persons under the lowincome limit defined as persons from households at or below 80% of Area Median Income (AMI) adjusted by family size. For example, the current low-income limit for a family of four in Placer County is $102,900. However, most of the activities proposed for funding address families at or below the very low-income limit (50% AMI) which is $64,300 for a family of four.

Rating and Ranking
The City’s CDBG program receives annual applications which must be reviewed, rated, and ranked in order to determine which programs receive funding. The Rating and Ranking Guidelines are in place to ensure an unbiased review process. In March of 2023, Council approved an update to the guidelines originally adopted in 2009, which increased the minimum public service application request from $5,000 to $10,000, and increased the maximum amount of funding requests from $15,000 to $25,000. The public services funding category is limited to 15% of the City’s annual CDBG grant allocation. While the increased cap allows for more significant impact, it also means fewer agencies may receive funding than in previous years. The current funding cycle marks the second program year since the implementation of these changes.

Public Service Applications
In response to a Notice of Funding Availability (NOFA) published in the Press Tribune, the City received 14 applications requesting a total of $327,500 in assistance. All applications received were for public service programs which are limited to the 15% CDBG public services cap. Of the 14 public service applications received, nine were for ongoing programs under the City’s current and past funding cycles. Staff enlisted the assistance of CDBG program staff from surrounding jurisdictions and individuals with similar experience and knowledge of the CDBG program and the needs of lowincome individuals in the review and ranking of the CDBG applications. The funding recommendations reflect objective scoring using a standardized 100-point scale.

In accordance with the scoring scale and based on competitive and limited public service funding of 15% of the CDBG grant allocation, only the top five ranked applications are recommended to receive funding. Staff analyzed the estimated amount of CDBG funding and determined that the highest ranked applications would receive 100% of their request. The last two applications are recommended for funding on a sliding scale as follows: the fourth ranked application is recommended to receive 75% of their request, the fifth ranked is recommended to receive 50% of their request. More detail regarding each of the applications and the funding recommendations can be found below and in Attachment 2.

Fair Housing
Providing fair housing counseling and education to both tenants and landlords remains a priority

within the City’s five-year planning cycle. In October 2024, Council approved a contract with Project Sentinel, a fair housing services organization, to provide these services for the City for up to five years. Pending City Council approval, and the adoption of the Annual Action Plan by HUD, staff will request City Manager approval to execute the first amendment to the contract in the amount of $16,000 and extend services into the first of the four optional renewal years. This extension will enable Project Sentinel to continue delivering fair housing education, support, and resources to Roseville residents, ensuring ongoing compliance with federal and state fair housing laws.

Housing projects
Funds totaling $197,610 are proposed to be allocated to the City’s Owner-Occupied Housing Rehabilitation Program. The program currently has approximately $500,000 in State of California HOME program income funds available. However, specific items such as emergency repairs and grants are not eligible with HOME funds but are allowable with CDBG funds. Lastly, $700,000 is proposed to be allocated towards support of affordable rental and transitional housing development.

Once the proposed Action Plan is reviewed and approved by HUD, the City will release a Notification of Funding Availability to use these funds for acquisition of a site designated for affordable housing development in order to benefit low-income households and individuals.

Project Unobligated Funds &
Estimated PI 2025 CDBG Allocation Total
Administration and
Planning
$140,000.00 $140,000.00
Roseville Fair Housing
Services
$16,000.00 $16,000.00
AMI Housing Homeless
Housing Assistance
$25,000.00 $25,000.00
Seniors First Meals on
Wheels
$15,000.00 $15,000.00
St. Vincent de Paul
Society BAGS Home
Delivery Program
$17,500.00 $17,500.00
St. Vincent de Paul
Society Food Locker
Staffing Support
$12,500.00 $12,500.00
Stand Up Placer
Roseville Victims
Services Project
$18,750.00 $18,750.00
Roseville OwnerOccupied Housing
Rehabilitation Program
$50,000.00 $147,610.00 $197,610.00
Affordable Rental
Housing Development
$392,360.00 $307,640.00 $700,000.00

Total $1,142,360.00
Analysis of Impediments to Fair Housing Choice
In 2020, the City of Roseville participated in the Sacramento Regional Analysis of Impediments to Fair Housing, a planning process for local governments and public housing agencies to take meaningful actions to overcome historic patterns of segregation, promote fair housing choice, and foster inclusive communities that are free from discrimination.

The 2020 Sacramento Valley AI found the following concerns in the region:
• The need for more affordable housing and rental subsidies. • The need to address mortgage credit and loan origination disparities among varying ethnicities and neighborhoods.
• A lack of knowledge and education regarding fair housing rights and housing discrimination. • The need for formal policies and procedures surrounding exceptions and variances requested by persons with disabilities.

The 2025-2029 consolidated planning process includes an update to the 2020 Analysis of Impediments. Updates to the AI include a summary of revised data findings related to the City of Roseville and its efforts to address fair housing concerns following the initial adoption of the 2020 AI. As noted in the Annual Action Plan, the City will provide CDBG funds for affordable housing and fair housing counseling and education as recommended in the updated AI study.

Citizen Participation Plan
The City of Roseville is required by federal regulation (Section 24 of the Code of Federal Regulations, Part 91) to have a detailed Citizen Participation Plan (CPP), which contains the City's policies and procedures for public involvement in the Consolidated Plan process and the use of CDBG funds. The CPP must both provide for and encourage public participation, emphasizing involvement by low-income persons, especially those living in low-income neighborhoods. HUD expects the City to take whatever actions are appropriate to encourage the participation of lowincome populations, persons of racial or ethnic minorities, persons with limited English proficiency, senior citizens, persons experiencing homelessness and persons with disabilities. Revisions to the previously adopted CPP include minor updates to public noticing and comment procedures, as well as the City’s emergency response procedures. All updates to the CPP align with the requirements set forth by HUD.

The draft Consolidated Plan documents, including the Annual Action Plan and update to the AI, as well as the Citizen Participation Plan were made available for public review and comment from April 5 through May 6, 2025. The City plans to submit the Consolidated Plan to HUD after Council action but no later than August 15, 2025, pending HUD notification of the City’s 2025 CDBG award.

FISCAL IMPACT
The Community Development Block Grant program is funded with federal dollars. The program has reduced costs to the community over the last 38 years. The adoption of the 2025 CDBG Consolidated Plan will not have any fiscal impact to the General Fund.

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 2025–29 Consolidated Plan, the 2025 Annual Action Plan, and the proposed updates to the AI and CPP meet the above criteria and is not subject to CEQA. No additional environmental review is required.

CDBG funds are subject to the National Environmental Protection Act (NEPA) as implemented by HUD at 24 CFR 58. NEPA reviews will be completed for each program and project funded prior to any expenditures for these activities.

CITY COUNCIL STRATEGIC PLAN/OVERARCHING GOALS

1. Ensure a safe and healthy community
Respectfully Submitted,
Kristine Faelz, Housing Analyst
Melissa Anguiano, Economic Development Director
ATTACHMENTS:

1. Attachment 1 - Proof of Publication (English and Spanish) 4.4.25

2. Attachment 2 - 2025 CDBG Funding Recommendations

3. Attachment 3 - Draft 2025 Roseville Consolidated Plan

4. Attachment 4 - Certifications and Assurances (1)

5. Resolution 25-142
REVIEWERS:

Kristine Faelz, Economic Development Department - Housing Created/Initiated - 4/30/2025 Trisha Isom, Economic Development Department - Housing Approved - 5/1/2025 Melissa Anguiano, Economic Development Department Approved - 5/1/2025 Gretchen Hakala, City Attorney Department Approved - 5/6/2025 Katrina Six, City Clerk Department Approved - 5/6/2025
Ryan DeVore, City Clerk Department Approved - 5/6/2025
Dennis Kauffman, City Manager Department - Assistant City Manager Approved - 5/7/2025 Michelle Sheidenberger, City Attorney Department Approved - 5/8/2025 Dominick Casey, City Manager Department - City Manager Approved - 5/12/2025 Katrina Six, City Clerk Department Final Approval - 5/12/2025

Organization Application FY 2025-26
Request
Recommended
Public Services
AMI Housing, Inc. Homeless Housing Assistance 25,000 25,000 California Storm of
Sacramento Youth Clinics and Women In Sports Careers 25,000 - Child Advocates of Placer
County CASA for Roseville Foster Children 25,000 -
KidsFirst Child Abuse Preventio Family Mental Wellness 20,000 - KidsFirst Child Abuse Preventio Utility Assistance Program 25,000 - Placer Veterans Stand Down Placer Veterans Stand Down 25,000 - Seniors First Meals on Wheels 15,000 15,000
St Vincent de Paul Society BAGS Home Delivery Program 17,500 17,500 St Vincent de Paul Society FOOD LOCKER STAFFING SUPPORT 25,000 12,500 Stand Up Placer Mental Health and Safety Services for Roseville Victims 25,000 18,750 The Gathering Inn TGI Behavioral Health Program 25,000 - The Gathering Inn The Gathering Inn Emergency Shelter 25,000 - The Salvation Army Roseville Corps Homeless Prevention and Rapid Rehousing 25,000 - Volunteers of America-NCNN VOA Home Start Shelter 25,000 - Fair Housing Services n/a n/a 16,000
Total public services 327,500 104,750
15% cap 2025 estimated award 105,000.00
Affordable Housing
City of Roseville Affordable Rental Housing Project n/a 700,000 City of Roseville Housing Rehabilitation Grants/Staff costs n/a 197,610 Total affordable housing 897,610
Administration 140,000 140,000
20% cap 2024 award
Total allocations 1,142,360
Calculations
FY 2025-26 estimated award 700,000
Program income 50,000
750,000
2025-26 CDBG APPLICATIONS

REVIEW PANEL AND STAFF FUNDING RECOMMENDATIONS

CDBG PROGRAM

Draft 2025–29 Consolidated
Plan& 2025–26AnnualAction
Plan
Community Development BlockGrant
Housing Division

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 1
City of Roseville
Draft
2025-2029 Consolidated Plan
(July 1, 2025 - June 30, 2030)
2025-2026 Annual Action Plan
(July 1, 2025 - June 30, 2026)
and Update to the
Analysis of Impediments to Fair Housing Choice

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 2

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 3
Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The City of Roseville (City) receives an annual allocation of Community Development Block Grant (CDBG) Entitlement funds from the U.S. Department of Housing and Urban Development (HUD) to promote affordable housing and community development programs for lower-income residents. As a recipient of CDBG funding, the City is obligated to develop a five-year Consolidated Plan that analyzes the needs of lower-income residents and neighborhoods; identifies available resources; outlines strategies to address identified concerns; and sets goals for the plan period. This Consolidated Plan will guide the use of CDBG and other funding sources during program years 2025 - 2029 (July 1, 2025 through June 30, 2030).

The City’s Housing Division is the lead agency for the development and implementation of the 2025 - 2029 Consolidated Plan (Plan). The Plan was prepared using the HUD Integrated Disbursement and Information System (IDIS) web-based system and the HUD prescribed format. Most data tables are populated with default data from the U.S. Census Bureau, mainly from HUD’s Comprehensive Housing Affordability Strategy (CHAS) and the 2016-2020 American Community Survey (ACS). Other sources are noted throughout the Plan.

In 2020, the City of Roseville participated in a regional effort to improve fair housing practices known as the Sacramento Regional Analysis of Impediments to Fair Housing. The 2025-2029 consolidated planning process includes an update to the 2020 Analysis of Impediments.

Federal regulations require that at least 70% of CDBG funds be used for projects that primarily benefit persons under the HUD Low- and Moderate-Income limit defined as persons from households at or below 80% of Area Median Income (AMI). For most jurisdictions, projects serving a residential area with 51% or more low- and moderate-income residents may be eligible for CDBG funding on a Low- and Moderate-Income Area Benefit basis using census data. An exception is allowed for communities with few or no qualifying areas. The City of Roseville was determined to be an Exception Grantee for program year 2024 (July 1, 2024 through June 30 2025). Projects serving census tracts and block groups with

40.10% or more low-income residents may qualify for Area Benefit.

Exception Grantee status may change each year, depending on HUD income estimate calculations. In program year 2024-2025, the following were eligible for Low- and Moderate-Income Area Benefit:

Eligible Census Tracts:

Census Tract Low/Mod %
207.12 56.24%
208.05 40.39%
209.01 40.55%
210.03 40.93%
210.46 43.47%

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 4
Eligible Census Block Groups:
226 3 51.00%
Census Tract Block Group Low/Mod % 207.13 1 50.20%
209.01 2 72.90% 211.29 2 50.00%
209.08 3 66.10% 210.03 1 49.80%
210.45 1 65.90% 211.08 2 45.80%
207.12 1 64.90% 208.06 1 45.40%
210.03 6 61.30% 210.38 3 44.20%
209.01 1 59.60% 207.13 2 43.90%
213.28 5 59.00% 207.11 2 43.10%
208.05 3 57.20% 207.12 2 42.90%
207.12 3 55.00% 209.08 4 40.10%
210.46 2 54.50%
209.08 2 51.20%
Census Tract Block Group Low/Mod %
As a recipient of HUD funding, the City of Roseville will affirmatively further fair housing for residents.

An update to the City’s Analysis of Impediments to Fair Housing Choice is included as Appendix C.

2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
The City conducted a thorough citizen participation process during the development of the Consolidated Plan. Two areas of need were heard repeatedly from the community and local service providers, and from respondents of the Community Needs Survey. Highest priority needs for low- and moderate-income persons and special populations in Roseville are affordable housing; and more services and shelter/housing options for persons experiencing or at risk of homelessness. Residents and stakeholders participating in the community meetings noted needs for services for youth, persons with developmental and other disabilities, seniors, nutrition and fair housing. In addition, respondents to the Community Needs Survey noted a need for infrastructure improvements and public facilities.

In response to the Needs Assessment and Housing Market Analysis contained in the Plan, CDBG funding will target the following Priority Needs during the 2025-2029 consolidated planning period:

Highest Priority Needs
● Emergency shelter, housing, and services to address homelessness ● Acquisition, rehabilitation and/or development of affordable rental housing Priority Needs
● Services for seniors and persons with disabilities
● Services for low- and moderate-income youth
● Fair housing services
● Maintenance of existing homeownership housing stock through housingrehabilitation

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 5
● Services for survivors of sexual assault, domestic violence, dating violence orstalking ● Appropriate housing for persons with disabilities
● Development or rehabilitation of infrastructure and/or public facilitiesserving low- and moderate-income neighborhoods or persons

3. Evaluation of past performance
The City of Roseville 2020-2024 Consolidated Plan sets the following goals for the use of CDBG and other housing funds in Roseville, based on citizen participation comments and analysis of data in the Plan:

1. Addressing Homelessness

2. Development of affordable rental housing

3. Rehabilitation of affordable rental housing

4. Provision of services for low-income persons

5. Provide fair housing services

6. Rehabilitation of owner-occupied housing

7. Prevent, prepare for, and respond to the COVID-19 virus

8. Food and nutrition services for low- and moderate-income persons The City completed the fourth year of the five-year 2020-2024 Consolidated Plan on June 30, 2024. The following is a summary of key accomplishments achieved during the first four years of the 2020–2024 Consolidated Plan period.

Entitlement CDBG and Program Income Funded Activities
As a CDBG Entitlement grantee, the City receives annual allocations of CDBG funding and program income from previous CDBG activities. Total funds available for the first four years of the 2020 Consolidated Plan period was $4,005,775. The City started with $741,059 in unallocated previous years funds available. During the first four years of the plan (2020, 2021, 2022 and 2023), annual allocations totaled $2,862,987 and the City received $402,729 in program income. For the final year of the five-year plan (2024), which is currently underway, the City received an allocation of $707,089 and estimates receipt of another $50,000 in program income for a total available funding amount for the 2020 Consolidated Plan period of $4,762,864.

Public Service Activities – HUD limits the City’s expenditure of CDBG funds to no more than 15% ech annual allocation. During fiscal years 2020 – 2023, the City expended $445,481 to fund public services including senior programs, youth programs, food distribution, veterans services, services for persons experiencing homelessness and fair housing services.

Rehabilitation of Public Facilities – The City expended $503,598 for improvements and rehabilitation of three housing facilities serving persons experiencing homelessness and/or persons with mental illness. A total of $208,420 was allocated to the rehabilitation of the Johnson Pool. This project is in development and these funds have not yet been expended.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 6
Housing Rehabilitation – The City’s Owner-Occupied Housing Rehabilitation program provided $666,750 in low-interest deferred loans to low- and moderate-income homeowners to rehabilitate their homes. A loan of $179,424 was provided for the rehabilitation of permanent supportive housing for persons with mental illness.

Acquisition – CDBG funds in the amount of $586,433 allocated to the acquisition of vacant land for the development of affordable multifamily housing. Acquisition is pending and this funding has not yet been expended.

CARES Act CDBG-CV Funded Activities
In addition to annual allocations of Entitlement CDBG funds, the City received $1,213,133 in CDBG-Cand CDBG-CV3 funding authorized by the Coronavirus Aid, Relief and Economic Security Act (CARES Act) to prevent, prepare for and respond to the effects of COVID-19 on individuals, families and businesses. To determine the best use of funds, the City consulted with the Placer County Department of Health and Human Services regarding unmet needs due to COVID-19. Funded activities included:
● Provided non-congregantshelter to persons experiencing homelessnessin Roseville during the pandemic.
● Emergency Rental Assistance Program paid rent, back rent and mortgage assistance to stave off evictions for households impacted by COVID.
● Provided safe, free, and consistent childcare following COVID prevention precautionsto children in fostercare and children in families experiencing homelessness. The program also provided support to families impacted by COVID as with navigation of social services and assistance with accessing permanent housing.
● Paid for motel rooms for persons experiencing homelessness to provide a safe and isolated environment to reduce the spread of the virus.
● Provided fair housing services to reduce and prevent evictions. ● Provided loans to locally owned businesses impacted by COVID related closures and virus prevention coststo create and/orretain jobsfor employeesfrom low- and moderate-income households.

The City of Roseville draws on other Federal, State and local resources to address the needs of lower-income residents and neighborhoods as identified in the Consolidated Plan. The Roseville Housing Authority operates the Housing Choice Voucher Program providing rental assistance to well over 700 households each year. Vouchers include regular, Non-Elderly Disabled (NED), Veterans Affairs Supportive Housing (VASH), Mainstream Vouchers for non-elderly persons with disabilities, Emergency Housing and Project-Based vouchers. When available, the City uses it’s Low and Moderate Income Housing Asset Fund; and accesses State-administered HOME funds, State Permanent Local Housing Allocation (PLHA), and local developer contributions to support the development of affordable housing, provide homeless prevention services and rapid re-housing for persons experiencing recent homelessness.

4. Summary of citizen participation process and consultation process Documentation of Citizen Participation efforts and comments are included as Appendix A. The City initiated outreach for the Consolidated Plan process by conducting a Community Needs Survey seeking public comment on housing and services needs of low-income Roseville residents. The needs survey was advertised in the Roseville Press Tribune in both English and Spanish. A link to the survey website was emailed to over 250 interested parties including recent CDBG recipient agencies and organizations

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 7
representing youth, homeless persons, seniors, the Hispanic community, persons with mental illness, public health, persons with disabilities, veterans and victims of child abuse. The survey was available on the City’s Housing webpage in both English and Spanish. The City received 429 responses. Over 90% of respondents stated they lived in Roseville. Seven were affordable housing providers and 32 were social service providers. Results of the Community Needs Survey are noted in the following section.

The City held two Community Needs Workshops on November 19, 2024 at 3:00 p.m. and 6:00 p.m. to accommodate the schedules of residents, service providers and other stakeholders. The workshops were available in person and remotely. A presentation was provided outlining the CDBG program, the consolidated planning process and how the City has utilized funding in the past. Participants provided comments on local priority needs that informed preparation of the Plan. Comments received from participants are noted in the following section.

Service provider questionnairesrequesting information regarding special needs populations were sent to agencies and organizations serving these individuals. Responses were received from the Roseville Housing Authority; The Gathering Inn, a provider of homeless services and emergency shelter; Volunteers of America-Northern California/Northern Nevada, a provider of affordable housing and emergency shelter for families in need in Placer County; Stand Up Placer, an organization working with survivors and providing community education to stand up to domestic violence, sexual assault, and human trafficking; and KidsFirst, dedicated to preventing and treating child abuse and neglect through education, advocacy, and counseling.

A public notice was published in the Press Tribune in English and Spanish on April 4, 2025 notifying residents of the availability of the draft Consolidated Plan for public review for 30 days from April 5, 2025 to May 6, 2025 and the public hearing will be conducted on May 21, 2025 priorto adoption of the Consolidated Plan.

5. Summary of public comments
A total of 18 residents and stakeholders attended the two Community Meetings. A poll held during the meetings found that attendees considered the most significant needs for low- and moderate-income residents to be:
● Affordable housing for families with children
● Programs and housing for persons experiencing homelessness ● Food and nutrition programs
● Affordable housing for seniors
During the meetings, parents of adult individuals with Intellectual and Developmental Disabilities (IDD) expressed concern regarding the lack of housing options for IDD adults. As the population ages, parents may no longer be able to care for their adult IDD children at home, but cannot find or afford appropriate housing outside the home.

The City received 429 responses to the Community Needs Survey. Over 90% of respondents stated they lived in Roseville. Seven were affordable housing providers and 32 were social service providers. The top four main categories of needs noted were:
● Infrastructure Projects

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 8
● Housing Services (including affordable housing and homelessservices) ● Business and Job assistance
● Community Services (food and nutrition services were rated as highest priority services, followed closely by childcare services).

Accessibility improvements for seniors and persons with disabilities was also noted by a significant number of respondents. A summary of the Community Needs Survey is included as Appendix B.

Consultations with providers of services targeted to low- and moderate-income individuals and families, and those with special needs noted one of the largest barriers to housing stability is the discrepancy between income and housing costs. They identified the following as significant needs for vulnerable Roseville residents: homeless prevention services, emergency shelter, housing navigation services, more affordable permanent housing or rental assistance, case management, more Permanent Supportive Housing, social services and mental health services to maintain housing stability.

Comments received during the 30 day public comment period.

6. Summary of comments or views not accepted and the reasons for not accepting them The City accepted all public comments and views expressed during the planning process.

7. Summary
The 2025-2029 Consolidated Plan is the outcome of an extensive public outreach and participation process, consultations with local service providers serving vulnerable and special needs populations, local planning documents and available demographic data. Data analysis and community comments both emphasize a strong need for more affordable housing, more services targeted to persons experiencing homelessness or at risk of homelessness and more housing targeted to seniors and persons with disabilities.

The planning process has resulted in the development of a Strategic Plan that focuses on the highest priority community needs, affordable housing and addressing homelessness, while also providing direction for supporting public service and facility needs for low- and moderate-income persons and special populations.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 9
The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)

1. Describe agency/entity responsible for preparing the Consolidated Plan andthose responsible for administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
Lead Agency Roseville, CA
CDBG Administrator ROSEVILLE, CA Economic Development Department - Housing Division
Table 1 – Responsible Agencies
Narrative
The City of Roseville’s Housing Division is the lead agency responsible for the development of the Consolidated Plan. The Housing Division is responsible for administration of the Community Development Block Grant (CDBG) program, HOME funding, the Roseville Housing Authority and City housing programs such as the Owner-Occupied Housing Rehabilitation Program; in addition to programs and projects supporting affordable homeownership, housing stability and maintenance of affordable housing stock.

The mission of the Roseville Housing Division is to serve the citizens of Roseville by:
• Providing affordable housing opportunities in a safe environment; • Revitalizing and maintaining neighborhoods; and
• Forming effective partnerships to maximize social and economic opportunities.

Roseville is located in Northern California, north of Sacramento, in southwestern Placer County. The City’s geography is primarily rolling hills and grasslands. The City was originally a “railroad town” and in the early 1900’s was a major railroad service center. The railroad played a role in the development of early Roseville. Other factors that have impacted the City’s development have been the construction of Folsom Dam and completion of Interstate 80 in the 1950’s. These projects impacted Roseville’s growth by shifting the development of business, commercial, and residential development to “East Roseville”. The City has continued to grow outward in all directions. In addition to the city’s core, Roseville currently has ten specific plan areas and growth has provided a wide variety of residential, business, commercial and industrial development.

The majority of the City’s older, low-income housing stock and business/commercial areas are located in the City’s core, near the rail lines. Based on the 2016-2020 American Community Survey, HUD estimates that 16,384 Roseville households (35.2%) are at or below 80% of the Family Area Median Income (AMI) for Placer County. The Consolidated Plan refers to persons at or below 80% AMI as “low-income”. This Plan focuses on developing strategies to address the needs of low-income Roseville residents.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 10
Consolidated Plan Public Contact Information
Kristine Faelz, Housing Analyst
City of Roseville Housing Division
316 Vernon Street Ste. 150
Roseville, CA 95678
Tel: (916) 774-5469
Fax: (916) 746-1295
[email protected]
Trisha Isom, Housing Manager
City of Roseville Housing Division
316 Vernon Street Ste. 150
Roseville, CA 95678
Tel: (916) 746-1239
Fax: (916) 746-1295
[email protected]

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 11
PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and

91.315(I)

1. Introduction
The consolidated planning process requires jurisdictions to contact and consult with other public and private agencies when developing the five year Consolidated Plan. The plan itself must include a summary of the consultation process and identify agencies that participated in the process. The City of Roseville planning process focuses on enhancing coordination between public and private agencies and included a Community Needs Survey, service provider questionnaires, public meetings and individual consultations with service provider agencies
In addition to the community organizations noted below, City of Roseville staff members representing a number of disciplines contributed to the development of the Consolidated Plan, including employees from the Housing Division, Public Works Department, Economic Development Department, and the Development Services Department.

City Council of the City of Roseville conducts public hearings to receive public comment on the draft Consolidated Plan and Annual Action Plan. The City Council is responsible for approval of the Consolidated Plan and Annual Action Plan, and authorizes submission to HUD.

Provide a concise summary of the jurisdiction’s activities to enhance coordinationbetween public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).

The City coordinates with the following organizations serving the needs of low-income persons. All of the following organizations were provided information regarding the consolidated planning process, dates and times of community meetings and access to the Community Needs Survey.

City of Roseville:
● Economic Development Department. Provides assistance to residents and the business community with information and support for business needs such as starting or expanding a business, finding a site or connecting with other City services. ● Economic Development Department - Housing Division. Responsible for administration of the CDBG program, HOME funding from the State of California, the City's homebuyer assistance and owner-occupied housing rehabilitation programs, and the rapid re-housing program. The division administers the Roseville Housing Authority and participates in the Continuum of Care and the Placer Collaborative Network.
● Development Services Department - Planning Division. Reviews CDBG and HOME funded development projects to determine whether proposed development activities comply with the General Plan and Zoning Code; is responsible for drafting the Roseville General Plan 2035, adopted August 5, 2020. The General Plan includes the Housing Element, which outlines the City's goals encouraging the maintenance and development of housing for all income levels and family types. The 2021-2029 Housing Element was adopted August 18,2021.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 12
● Parks and Recreation Department. Overseesthe development and administration of City parks recreational activities and libraries.
● Public Works Department. Responsible for transportation improvements for vehicles, bicycles and pedestrians; infrastructure; and floodplain management. ● Roseville Housing Authority. Addresses the housing needs of extremely low- and low-income residents in the City through a variety of programs including the Housing Choice Voucher Program and the Family Self Sufficiency Program.
● Homeless Resource Council of the Sierras(HRCS). HRCS is a nonprofit organization serving asthe "collaborative applicant" and “administrative entity” for two Continuums of Care (CoCs), the Roseville/Rocklin/Placer County CoC (CA-515) and the Nevada County CoC (CA-531). HRCS is governed by a seven member board with representation from each of the continuums of care. ● Placer County Department of Health and Human Services (HHS). The City participates in the Continuum of Care alongside County staff, and also participate in various working groups.:
● Behavioral Health Division. Providesinformation regarding the needs of Placer County residents with mental disabilities.
● Adult System of Care. Provides adults with disabilities and seniors with mental health services, substance abuse treatment, in-home supportive services, advocacy, case management, and the conservatorship process as necessary.
● Public Health Division. Providesinformation to the City and other organizations regarding the potential of lead-based paint hazards in the county.
● Placer Collaborative Network (PCN). The City participates in this network of 40 social service agencies working in Roseville striving to improve the lives of children, adults and families through leadership development, collaboration, and building resources to address the most pressing community issues.
● Roseville/Rocklin/Placer County Continuum of Care (CoC) CA 515. The CoC oversees homeless funding received from HUD. The Roseville/Rocklin/Placer County CoC is a standing advisory committee to the Homeless Resource Council of the Sierras (HRCS). The City coordinates with the Continuum of Care and provides CDBG funding to a number of CoC member agencies.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness The consolidated planning process included consultations with member organizations of the Roseville/Rocklin/Placer County CoC, the Homeless Resource Council of the Sierras and the Placer Collaborative Network. The City is an active member of the Roseville/Rocklin/Placer County CoC, providing support to participating organizations serving homeless individuals and families.

The Roseville Housing Authority administers 100 HUD Veterans Affairs Supportive Housing (VASH) vouchers. VASH vouchers provide housing assistance to homeless veterans and veteran families, coupled with supportive services provided by the Veterans Administration. Volunteers of American also assists veterans and veteran families through the Veterans Families Program and Homeless Reintegration Program. In addition. The housing authority administers 20 Foster Youth Initiative (FYI) vouchers are for youth ages 18-24 who have exited or are exiting foster care and are homeless or at risk of homelessness.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 13
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS The Continuum of Care (CoC) Program is designed to promote community wide commitment to the goal of ending homelessness; provide funding for efforts by nonprofit providers, and State and local governments to quickly rehouse homeless individuals and families. The City of Roseville does not receive Emergency Solutions Grant (ESG) or CoC funding from HUD. The Roseville/Rocklin/Placer County CoC (CA-515) receives HUD ESG funds from the State of California Department of Housing and Community Development.

The City is a member agency of the Homeless Resource Council of the Sierras (HRCS). The HRCS acts as the "collaborative applicant" and “administrative entity” for the Roseville/Rocklin/Placer County CoC and the Nevada County CoC. HRCS also administers the Homeless Management Information System (HMIS) for the to CoCs. The City of Roseville is one of 31 agencies participating in the HRCS HMIS. The ultimate goal of HRCS is to prevent and eradicate homelessness in Nevada and Placer counties. Efforts are aimed at permanent solutions, and the range of services is designed to meet the unique and complex needs of individuals who are currently experiencing homelessness or are at risk of becoming homeless. HRCS responds to and implements HUD’s Policy and Program Priorities, oversees all planning processes, the regional planning groups, the CoC Program and ESG application processes.

The Roseville/Rocklin/Placer County CoC has developed a Local Government Advisory Committee to support ongoing cross-jurisdictional conversation around homelessness, and to better connect local leadership to funding discussions. The committee provides senior staff and law enforcement from local jurisdictions with a dedicated space to discuss and propose regional responses to homelessness and to offer input on CoC planning.

Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities
Table 2 – Agencies, groups, organizations who participated 1 Agency/Group/Organization Feeding the Foothills
Agency/Group/Organization Type Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-homeless
What section of the Plan was
addressed by Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Anti-poverty Strategy

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 14
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Feeding the Foothills is the local partner agency of
Feeding America. Feeding the Foothills provides
emergency food responss and food distribution in
Placer, El Dorado and Nevada Counties. Feeding the
Foothills participated in the community meetings.
2 Agency/Group/Organization Unity Care
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was
addressed by Consultation?
Homelessness Needs - Unaccompanied youth
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Unity Care works with young people in and emerging
from foster care by providing stable housing, caring
connections, and life skills that build a foundation to achieve their potential. Unity Care participated in the community meeting and provided information
regarding the needs of their clients.
3 Agency/Group/Organization Advocates for Mentally Ill Housing (AMIH) Agency/Group/Organization Type Housing
Services - Housing
Services-Persons withDisabilities
Services-homeless
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
AMI Housing participated in Community Meetings
and provided data regarding the needs of persons
with mental illness and persons experiencing or at risk of homelessness.
4 Agency/Group/Organization SENIORS FIRST
Agency/Group/Organization Type Housing
Services-Elderly Persons
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Consultation with Seniors First provided data on the
needs of lower-income seniors throughout Placer
County.
5 Agency/Group/Organization Roseville Public Housing Authority

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 15
Agency/Group/Organization Type Housing
PHA
Services - Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Public Housing Needs
Homelessness Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
The Roseville Housing Authoirty provided data
regarding the waiting list for housing voucher
assistance, demographics of households receiving
rental housing assistance and information regarding
the needs of their clients.
6 Agency/Group/Organization Latino Leadership Council
Agency/Group/Organization Type Housing
Service-Fair Housing
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Members of the Latino Leadership Council
participated in community meetings.
7 Agency/Group/Organization THE GATHERING INN
Agency/Group/Organization Type Housing
Services-homeless
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
The Gathering Inn attended community meetings and
provided an overview and data regarding the needs of
persons experiencing or at risk of homelessness in
Roseville.
8 Agency/Group/Organization Homeless Resource Council of the Sierras Agency/Group/Organization Type Housing
Services-homeless

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 16
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
The Homeless Resource Council of the Sierras (HRCS)
is a nonprofit organization serving as the
"collaborative applicant" and administrative entity for the Roseville/Rocklin/Placer County Continuum of
Care (CoC) (CA-515). HRCS is responsible for
conducting the homeless Point-in-Time (PIT) Count
and Homeless Inventory Count (HIC). HRCS provided
PIT and HIC data, and also participated in public
meetings providing information on the needs of
persons experiencing homelessness in the City of
Roseville.
9 Agency/Group/Organization Agency on Aging
Agency/Group/Organization Type Services-Elderly Persons Services-Persons with Disabilities
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Agency on Aging Area 4 (AAA4) serves aging adults
(60+), adults with disabilities, and the people who
care for them in seven counties, including Placer
County. AAA4 participated in community meetings
and completed the Community Survey to provide
information on the needs of seniors in the City of
Roseville.
1 0
Agency/Group/Organization ST VINCENT DE PAUL SOCIETY, ROSEVILLE AREA

CONFERENCE
Agency/Group/Organization Type Housing
Services - Housing
Services-Children
Services-Elderly Persons
Services-homeless
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families withchildren
Homelessness Needs - Veterans
Anti-poverty Strategy

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 17
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
St Vincent de Paul participated in Community
Meetings and provided comments regarding the
lower-income clients they serve.
1 1
Agency/Group/Organization STAND UP PLACER INC
Agency/Group/Organization Type Services-Victims of Domestic Violence Services - Victims
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Homeless Needs - Families with children
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Stand Up Placer participated in Community Meetings
and provided data regarding the needs of victims of
domestic violence and sexual assault.
1 2
Agency/Group/Organization THE SALVATION ARMY ROSEVILLE CORPS Agency/Group/Organization Type Housing
Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Salvation Army provided data regarding the needs of
individuals and families they are assisting. They work
with all family types. Most are very low- to extremely
low-income and many of their clients are at risk or
experiencing homelessness
1 3
Agency/Group/Organization City of Roseville

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 18
Agency/Group/Organization Type Housing
Services - Housing
Services-homeless
Service-Fair Housing
Other government - Local
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Lead-based Paint Strategy
Non-Homeless Special Needs
Economic Development
Market Analysis
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
City of Roseville staff provided information an data for inclusion in the Needs Assesment and Market
Analysis, including City contributions towards
affordable housing and homeless programs, public
infrastructure needs in low-income neighborhoods
and public facilities needs in low-income
neighborhoods.
1 4
Agency/Group/Organization SACRAMENTO AREA COUNCIL OF GOVERNMENTS Agency/Group/Organization Type Regional organization
Planning organization
What section of the Plan was
addressed by Consultation?
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
The Sacramento Area Council of Governments
(SACOG) provided information on the need for
housing affordable to differing income levels in the
City of Roseville.
1 5
Agency/Group/Organization Volunteers of America Northern California and Northern Nevada
Agency/Group/Organization Type Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-homeless
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 19
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Volunteers of America provided information regarding
the needs of individuals and families at risk or
experiencing homelessness, elderly, disabled and
veterans
1 6
Agency/Group/Organization KidsFirst
Agency/Group/Organization Type Housing
Services-Children
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Homeless Needs - Families with children
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
KidsFirst provided information regarding the needs of
lower-income families with children, and families with
children at risk or experiencing homelessness.
1 7
Agency/Group/Organization PLACER COUNTY
Agency/Group/Organization Type Housing
Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-homeless
Services-Health
Other government - County
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Placer County Department of Health and Human
Services provided information on the needs of
low-income adults, seniors, persons with disabilities
and families with children.

Table 2 – Agencies, groups, organizations who participated

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 20
All organizations serving low-income residents and special populations in Roseville were provided with an opportunity to provide input through the Community Needs Survey, Community Meetings, individual consultations, the Public Hearing and/or the 30 day public review period. Service providers serving special populations also participated in a service provider questionnaire.

A total of 429 persons responded to the Community Needs Survey including 390 Roseville residents, 7 affordable housing providers and 32 social services providers.

Identify any Agency Types not consulted and provide rationale for not consulting All agencies and serving low-and moderate-income residents and special populations in Roseville were provided with an opportunity to provide input through the Community Survey, Community Meetings and/or individual consultations. Agencies were contacted by email, public notices, notices posted on the City website, notices on social media and distribution email lists. Questionnaires were sent to providers of services for special populations.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 21
Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals ofeach
plan?
Placer Regional
Homelessness Response
Emerging Strategies
Placer County The report includes research of
homeless issues and stakeholder
engagement activities to help identify
gaps, issues and opportunities within
the homeless services arena and to
create a set of potential strategies to
address these issues.

Roseville General Plan -
Housing Element
City of Roseville,
Development Services
Department
The Housing Element of the City's
General Plan outlines the City's efforts
to maintain existing affordable housing
stock and to create new housing
opportunities for all segments of the
community.

Envision Roseville:

Advancing our Economy
City of Roseville The plan identifies key strengths,
challenges and opportunities facing the
City’s business community and sets
forth the City’s economic development
goals and initiatives.

Envision Roseville:

Entrepreneurship Strategy
City of Roseville The plan provides a roadmap for
growing Roseville’s entrepreneurial
ecosystem, small business community
and venture backable sectors with
targeted programs, community
partnerships and events.
2025 Blueprint Sacramento Area Council of
Governments (SACOG)
SACOG members’ plan to build a
connected region that includes
transportation options for residents,
affordable housing for the region’s
growing population, and equitable
investments that give all community
members access to a safe and healthy
region.

City of Roseville
Multi-Hazard Mitigation
Plan: 2023 Update
City of Roseville Public Works
Department
Roseville’s hazard mitigation plan to
reduce risks from disasters to the
people, property, economy, and
environment within the city.

Table 3 – Other local / regional / federal planning efforts Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))

Demo
OMB Control No: 2506-0117 (exp. 09/30/2021)
The City provided notice to all adjacent jurisdictions of the consolidated planning process and offered an opportunity to make comments.

The planning process included consultations with the Roseville/Rocklin/Placer County Continuum of Care (CoC) and its administrative organization, the Homeless Resource Council of the Sierras. These agencies are comprised of public and private nonprofit and for-profit entities, including Placer County and the adjacent cities of Rocklin and Lincoln. Homeless persons and interested citizens also participate in the CoC.

Narrative (optional):

The City initiated outreach for the Consolidated Plan process by conducting a survey of the housing and services needs of low-income Roseville residents. The Community Needs Survey was advertised in the Roseville Press Tribune in both English and Spanish. A link to the survey website was emailed to a wide variety of interested parties including recent CDBG recipient agencies and organizations representing youth, homeless persons, seniors, the Hispanic community, persons with mental illness, public health, persons with disabilities, veterans and victims of child abuse. The survey was available on the City’s Housing webpage in both English and Spanish. A summary of the Community Needs Survey results is included in Appendix B. In addition, local service providers serving special populations were asked to complete a questionnaire.

The City hosted two public meetings on November 19, 2024 to provide information on the consolidated planning process, as well as to receive community and stakeholder input regarding the needs of low-income residents and neighborhoods. The public meetings included a discussion of the Consolidated Plan and an overview of the CDBG Program including National Objectives and eligible activities. City staff requested attendees to continue to provide any additional comments in writing during the development process. Information regarding how to apply for CDBG funds for the 2025-2026 Program Year was provided. Persons attended from organizations serving the homeless, families at risk of homelessness, youth, seniors and victims of domestic violence and sexual assault. Highest priority needs were noted to be: services for persons experiencing homelessness; affordable housing for vulnerable and special needs populations. The cost of increasing rental rates were noted as significant concerns. Following the meetings, individual service providers were contacted and requested specific information relative to the needs of various special populations.

A third public meeting was held on December 4, 2024 to announce the availability of 2025-2026 CDBG funding, describe the application process and provide technical assistance to potential funding applicants.

The draft Consolidated Plan was made available for public review and comment during a 30-day period, April 5, 2025 through May 6, 2025. A public hearing will be conducted before the Roseville City Council on May 21, 2025 prior to adoption of the 2025-2029 Consolidated Plan and the 2025 Annual Action Plan.

Consolidated Plan ROSEVILLE 22

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 23
PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting The City of Roseville is recognized nationally for excellence in its community engagement and public information programs. The City’s 2025-2028 Strategic Plan focuses on ensuring that those in positions of influence to determine public policy have the necessary context to make informed, collaborative decisions. The strategy includes the City’s commitment to:
● Remain focused on community engagement and education about City services, planning and thebudget. ● Explore opportunities to engage all community members in relevant ways. ● Inform county, state and federal policymakers on key City issues and the importance of local decision-making.

The consolidated planning process included an extensive network of affordable housing, homeless services and community development organizations serving the City of Roseville were involved in the development of the Consolidated Plan. Nonprofit service providers to the City’s low-income and special needs populations also contributed to the plan.

The City's outreach efforts began with a Community Needs Survey in October-November 2024 with 429 responses received from residents and service providers. A summary of the survey results is included in Appendix B.

The City held two Community Needs Workshops on November 19, 2024 at 3:00 p.m. and 6:00 p.m. to solicit public comments on local priority needs that informed preparation of the plan. A presentation was provided outlining the CDBG program, the consolidated planning process and how the City has utilized funding in the past. Service providers serving special populations were asked to complete a questionnaire providing additional information on the needs of vulnerable populations.

Additional outreach and follow up consultations with governmental agencies and service providers were conducted as noted in the Consultation section above. The valuable insight provided by community engagement was used to develop the goals of the five year Strategic Plan and the 2025 Annual Action Plan.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 24
Citizen Participation Outreach
Sort
Orde
r
Mode of
Outreach
Target of Outreach Summary of
response/
attendance
Summar
y of
comme
nts
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
1 Newspaper Ad Non-English Speaking
- Specify other
language: Spanish
Non-targeted/broad
community
Notice published in
the Press Tribune
on 10/18/24
announcing the
consolidated
planning process,
dates of community
meetings and
information
regarding how to
access the
community needs
survey.

Public
commen
ts are
noted in
ES-05
sections
4 and 5
above.

All comments
were
accepted.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 25
Sort
Orde
r
Mode of
Outreach
Target of Outreach Summary of
response/
attendance
Summar
y of
comme
nts
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
2 Internet
Outreach
Minorities
Non-English Speaking
- Specify other
language: Spanish
Persons with
disabilities
Notice posted on
City webpage
announcing the
consolidated
planning process,
dates of community
meetings and
information
regarding how to
access the
community needs
survey.

Public
commen
ts are
noted in
ES-05
sections
4 and 5
above..

All comments
were
accepted.
https://www.r
oseville.ca.us/
cms/One.aspx
?portalId=796
4922&pageId
=8921509
Non-targeted/broad
community
Residents of Public
and Assisted Housing
3 Public Meeting Minorities
Non-English Speaking
- Specify other
language: Spanish
Persons with
disabilities
Public meeting held
11/19/24 at 3:00
pm. Meeting was
held in person and
was accessible
remotely. 5 people
attended in person
and 14 online.

Public
commen
ts are
noted in
ES-05
sections
4 and 5
above.

All comments
were
accepted.

Non-targeted/broad
community
Residents of Public
and Assisted Housing

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 26
Sort
Orde
r
Mode of
Outreach
Target of Outreach Summary of
response/
attendance
Summar
y of
comme
nts
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
4 Public Meeting Minorities
Non-English Speaking
- Specify other
language: Spanish
Persons with
disabilities
Non-targeted/broad
community
Residents of Public
and Assisted Housing
Public meeting held
11/19/24 at 6:00
pm. Meeting was
held in person and
was accessible
remotely. 4 people
attended in person
and 6 online.

Public
commen
ts are
noted in
ES-05
sections
4 and 5
above.

All comments
were
accepted.
5 Email Minorities
Non-English Speaking
- Specify other
language: Spanish
Persons with
disabilities
Non-targeted/broad
community
Residents of Public
and Assisted Housing
Email sent
10/21/24 to list of
interested persons
and stakeholders
announcing the
consolidated
planning process,
dates of community
meetings and
information
regarding how to
access the
community needs
survey.

Public
commen
ts are
noted in
ES-05
sections
4 and 5
above..

All comments
were
accepted.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 27
Sort
Orde
r
Mode of
Outreach
Target of Outreach Summary of
response/
attendance
Summar
y of
comme
nts
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
6 Email Minorities
Non-English Speaking
- Specify other
language: Spanish
Persons with
disabilities
Email sent
10/23/24 to the
Homeless Resource
Council of the
Sierras (HRCS)
announcing the
consolidated
planning process,
dates of community
meetings and
information
regarding how to
access the
community needs
survey.

Public
commen
ts are
noted in
ES-05
sections
4 and 5
above..

All comments
were
accepted.

Non-targeted/broad
community
Residents of Public
and Assisted Housing
Persons experiencing
homelessness

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 28
Sort
Orde
r
Mode of
Outreach
Target of Outreach Summary of
response/
attendance
Summar
y of
comme
nts
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
7 Email Minorities
Non-English Speaking
- Specify other
language: Spanish
Persons with
disabilities
Email sent
10/17/24 to
members of the
Placer Collaborative
Network
announcing the
consolidated
planning process,
dates of community
meetings and
information
regarding how to
access the
community needs
survey.

Public
commen
ts are
noted in
ES-05
sections
4 and 5
above.

All comments
were
accepted.

Non-targeted/broad
community
Residents of Public
and Assisted Housing
Persons experiencing
homelessness

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 29
Sort
Orde
r
Mode of
Outreach
Target of Outreach Summary of
response/
attendance
Summar
y of
comme
nts
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
8 Internet
Outreach
Minorities
Non-English Speaking
- Specify other
language: Spanish
Persons with
disabilities
Non-targeted/broad
community
Residents of Public
and Assisted Housing
Notice posted to
the We Are
Roseville website
announcing the
consolidated
planning process,
dates of community
meetings and
information
regarding how to
access the
community needs
survey.

Public
commen
ts are
noted in
ES-05
sections
4 and 5
above.

All comments
were
accepted.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 30
Sort
Orde
r
Mode of
Outreach
Target of Outreach Summary of
response/
attendance
Summar
y of
comme
nts
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
9 Public Meeting Minorities
Non-English Speaking
- Specify other
language: Spanish
Persons with
disabilities
Public meeting held
on 12/4/24
announcing the
availability of CDBG
funding for
2025-2026, the
application process
and providing
technical assistance
to potential
applicants.

Public
commen
ts are
noted in
ES-05
sections
4 and 5
above.

All comments
were
accepted.

Non-targeted/broad
community
Residents of Public
and Assisted Housing
Persons experiencing
homelessness

Demo
OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort
Orde
r
Mode of
Outreach
Target of Outreach Summary of
response/
attendance
Summar
y of
comme
nts
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
10 Email Minorities
Non-English Speaking
- Specify other
language: Spanish
Persons with
disabilities
The online
community needs
survey generated
429 responses, of
which over 90%
were Roseville
residents. A
summary of the
responses to the
survey is included
in Appendix B.

Public
commen
ts are
noted in
ES-05
sections
4 and 5
above..

All comments
were
accepted.

Non-targeted/broad
community
Residents of Public
and Assisted Housing
Persons experiencing
homelessness
Table 4 – Citizen Participation Outreach
Consolidated Plan ROSEVILLE 31

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 32
Needs Assessment
NA-05 Overview
Needs Assessment Overview
This section of the Plan provides a summary of the needs of low- and moderate-income residents related to services, affordable housing, special needs housing, community development and homelessness.

Affordable housing and persons experiencing homelessness in Roseville were noted as primary concerns of most persons participating in the Community Meetings, service providers that completed questionnaires and those that provided consultation, and persons responding to the Community Needs Survey.

The Needs Assessment identifies provides data to inform development of the Strategic Plan and Projects to be administered. Most of the data tables in this section are populated with default data received from HUD, known as the Comprehensive Housing Affordability Strategy (CHAS) data. The HUD CHAS data set is a special tabulation of 2016-2020 American Community Survey (ACS) from the U.S. Census Bureau.

This special tabulation data provides counts of the numbers of households with housing problems that fit certain combinations of HUD-specified criteria based on HUD-defined income limits. Since the CHAS requires the Census Bureau to calculate estimated housing problems at a micro level, CHAS data often lags behind more recent ACS data. Responses to the questions below will focus on Low- and Moderate-Income households, which HUD defines as households that are at or below 80% of the HUD Area Median Family Income (HAMFI).

When available, the City has supplemented the CHAS data through the use of more current data to gain a better understanding of recent housing and economic hardships experienced by City residents. The 2021-2029 City of Roseville Housing Element also provides data for the Needs Assessment. Qualitative data was gained from a consultation process that involved an online Community Needs Survey, public workshops, individual stakeholder conversations and a service provider questionnaire. Other data sources are noted throughout the plan.

The Placer County Point-In-Time Homeless Count (PIT Count) provides a “point-in-time snapshot” of the number of persons experiencing homelessness on one night in January using a HUD-required process.

The 2024 PIT Count reports that there were 273 individuals experiencing homelessness in Roseville on the night of January 23, 2024. Many people move in and out of homelessness over time and the total number of persons experiencing homelessness in Roseville over the course of a year is much higher than the number identified in a one night PIT Count.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 33
NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
The City of Roseville 2021-2029 Housing Element to the General Plan includes goals to provide decent, safe, inclusive and affordable housing in sufficient quantities for all economic segments of the community; and to preserve affordability, maintain and improve Roseville's supply of affordable housing stock.

Tables 5 through 21 below reflect HUD Comprehensive Housing Affordability Strategy (CHAS) data. The CHAS estimates the number of low-income households with housing problems. The CHAS is based on custom tabulations from the U.S. Census American Community Survey (ACS), combined with the HUD Area Median Family Income (HAMFI). Due to the additional calculations the Census Bureau must conduct, CHAS data often lags behind more recent ACS data.

The CHAS data strongly indicates that Housing Cost Burden is the most significant housing need for low-income Roseville residents of all household types. Paying more than an affordable percentage of a family’s income toward housing costs significantly affects housing stability. Concerns regarding affordability were reflected in all citizen participation efforts including the Community Needs Survey, Community Meetings, consultations with service providers and service provider questionnaires.

Demographics Base Year: 2009 Most Recent Year: 2020 % Change Population 126,325 138,860 10%
Households 46,550 51,800 11%
Median Income $75,867.00 $95,519.00 26%
Table 5 - Housing Needs Assessment Demographics
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 4,950 4,645 6,780 4,925 30,495
Small Family Households 1,410 1,355 2,305 1,850 16,985
Large Family Households 150 245 540 360 3,015
Household contains at least one
person 62-74 years of age 1,280 1,285 1,540 1,340 6,545 Household contains at least one
person age 75 or older 1,300 1,225 1,320 815 2,455
Households with one or more
children 6 years old or younger 619 459 825 703 4,754
Data
Source:
2016-2020 CHAS
Table 6 - Total Households Table

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 34
Housing Needs Summary Tables

1. Housing Problems (Households with one of the listed needs) Renter Owner
0-30%
AMI
>30-5
0%
AMI
>50-8
0%
AMI
>80-1
00%
AMI
Total 0-30%
AMI
>30-5
0%
AMI
>50-8
0%
AMI
>80-1
00%
AMI
Total

NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen
facilities 150 70 75 105 400 0 0 4 15 19
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and
plumbing) 59 50 80 55 244 0 0 0 0 0
Overcrowded -
With 1.01-1.5
people per
room (and
none of the
above
problems) 70 70 110 50 300 4 0 50 40 94
Housing cost
burden greater
than 50% of
income (and
none of the
above
problems) 1,880 1,260 365 20 3,525 1,275 805 1,014 80 3,174 Housing cost
burden greater
than 30% of
income (and
none of the
above
problems) 105 645 1,870 810 3,430 295 590 1,095 1,115 3,095

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 35
Renter Owner
0-30%
AMI
>30-5
0%
AMI
>50-8
0%
AMI
>80-1
00%
AMI
Total 0-30%
AMI
>30-5
0%
AMI
>50-8
0%
AMI
>80-1
00%
AMI
Total
Zero/negative
Income (and
none of the
above
problems) 470 0 0 0 470 295 0 0 0 295
Data
Source:
2016-2020 CHAS
Table 7 – Housing Problems Table

2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) Renter Owner
0-30
%
AMI
>30-5
0%
AMI
>50-8
0%
AMI
>80-1
00%
AMI
Total 0-30
%
AMI
>30-5
0%
AMI
>50-8
0%
AMI
>80-1
00%
AMI
Total

NUMBER OF HOUSEHOLDS
Having 1 or more
of four housing
problems 2,160 1,455 630 230 4,475 1,280 805 1,069 135 3,289 Having none of
four housing
problems 785 815 2,585 1,790 5,975 725 1,570 2,495 2,770 7,560 Household has
negative income,
but none of the
other housing
problems 0 0 0 0 0 0 0 0 0 0
Data
Source:
2016-2020 CHAS
Table 8 – Housing Problems 2

3. Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-50
% AMI
>50-80
% AMI
Total 0-30%
AMI
>30-50
% AMI
>50-80
% AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 750 765 715 2,230 430 320 944 1,694
Large Related 140 110 235 485 4 80 215 299
Elderly 690 755 420 1,865 1,050 884 770 2,704
Other 570 450 1,005 2,025 95 100 215 410
Total need by
income
2,150 2,080 2,375 6,605 1,579 1,384 2,144 5,107

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 36
Data
Source:
2016-2020 CHAS
Table 9 – Cost Burden > 30%

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 37

4. Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-50
% AMI
>50-80
% AMI
Total 0-30%
AMI
>30-50
% AMI
>50-80
% AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 0 0 495 495 365 265 0 630
Large Related 0 0 35 35 4 70 35 109
Elderly 640 385 80 1,105 820 359 275 1,454
Other 0 530 370 900 95 0 0 95
Total need by
income
640 915 980 2,535 1,284 694 310 2,288
Data
Source:
2016-2020 CHAS
Table 10 – Cost Burden > 50%

5. Crowding (More than one person per room)
Renter Owner
0-30
%
AMI
>30-5
0%
AMI
>50-8
0%
AMI
>80-1
00%
AMI
Total 0-30
%
AMI
>30-5
0%
AMI
>50-8
0%
AMI
>80-1
00%
AMI
Total

NUMBER OF HOUSEHOLDS
Single family
households 175 120 185 105 585 4 0 50 40 94
Multiple,
unrelated family
households 0 0 10 0 10 0 0 0 0 0
Other, non-family
households 4 0 0 0 4 0 0 0 0 0
Total need by
income
179 120 195 105 599 4 0 50 40 94
Data
Source:
2016-2020 CHAS
Table 11 – Crowding Information – 1/2
Renter Owner
0-30 >30-5 >50-8 Total 0-30 >30-5 >50-8 Total
% 0% 0% % 0% 0%

AMI AMI AMI AMI AMI AMI
Households
with Children
Present
Table 12 – Crowding Information – 2/2
Describe the number and type of single person households in need of housing assistance.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 38
The U.S. Census 2023 ACS estimates that there are a total of 61,142 households in the City of Roseville, of which 14,382 (24%) are single-person households (householder living alone). The majority of

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 39
single-person householders are female (63%) and 53% are age 65 or older. Single person households are evenly distributed at 50% living in owner-occupied units and 50% in rental units.

Using the data in Tables 7 and 8 above, it is estimated that a minimum of 3,611 single-person households are living with a Housing Problem and 5,112 have a Severe Housing Problem. The data in Table 7 demonstrates that the most significant housing problem for LMI households (at or below 80% AMI) is Housing Cost Burden. Renters are more likely to be affected than homeowners. Cost burden is the most significant housing problem affecting lower-income homeowners as well. Table 6 indicates that households with at least one elderly member comprise over half of households living at or below the Very Low-Income (VLI) limit (at or below 50% AMI).

There are 72 single person households on the Roseville Housing Authority voucher waiting list (41% of households on the list). The Roseville Housing Authority reports that the majority of voucher holders are single member households or households that qualify for a 1 bedroom voucher. They note that while more affordable housing is needed for all types of households, there is a significant need for small affordable units.

The data indicates that there is a significant need for additional affordable housing and/or rental assistance for single-person renter households and that elderly single-person households are at highest risk of housing instability due to Housing Cost Burden. The City of Roseville 2021-2029 Housing Element indicates a need for more one-bedroom housing options as a means of providing more housing for seniors and people with extremely low income. The Housing Element notes that the Regional Housing Needs Assessment for the City of Roseville indicates a need to develop 6,178 units for households at the Low- and Very Low-Income limits (at or below 80% AMI and 50% AMI). Using the 24% ratio of single-person householders noted above, this would equate to a need for 1,483 one-bedroom or efficiency units affordable to low- and moderate-income households. As most single person households are elderly, units that are accessible and adaptable for persons with disabilities are needed.

Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.

Disabled Households
The 2023 ACS identifies 6.7% of Roseville residents under age 65 to be living with a disability, which is approximately 10,662 individuals. Not all require assistance, but HUD presumes that at least 51% or more of disabled adults to be under the Low- and Moderate-Income level (at or below 80% of AMI) which means that most will struggle afford suitable housing without some form of housing assistance.

Placer Independent Resource Services (PIRS) is a primary resource for disabled persons in Placer County, including in the City of Roseville. PIRS advocates for the rights of people with disabilities, educates the community about disability issues, and provides services to persons with disabilities to live independent, productive lives. PIRS identified a need for programs that provide assistance with accessibility improvements that create more accessible and safer home living environments for the disabled and senior populations. Persons with mental health disabilities range from those that can live and work within the community to those with severe mental illness that require special housing accommodations, constant medical attention, and supportive services.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 40
Placer County Adult System of Care (ASOC) provides a variety of services to the mentally ill. ASOC identifies housing as a constant struggle for the severely mentally ill. Mental health clients are typically low income; in addition, their illnesses have resulted in rental histories or credit histories that do not meet typical rent requirements and limit their housing options.

The Salvation Army estimates 15-20% of clients have a physical or mental disability, prohibiting them from living independently or securing housing on their own. AMI Housing is an affordable housing provider working primarily with persons with a mental health diagnosis. However, they also work with low-income families with children, persons with disabilities; elderly households; victims/survivors of domestic violence, dating violence, sexual assault and/or stalking; and youth transitioning out of fostercare. AMI Housing estimates 1,936 households in Placer County include a person with a disability and are in need of assistance to remain stably housed. Assistance may be case management, resource brokerage, locating appropriate housing, application fees, holding deposits, security deposits, rental assistance, utility deposits, household furnishings, or services to maintain housing long term. The Salvation Army estimates 15-20% of clients have a physical or mental disability, prohibiting them from living independently or securing housing on their own.

Survivors of Domestic Violence, Dating Violence, Sexual Assault and Stalking Domestic violence is a primary cause of homelessnessfor women and families. Financial stress and a lack of affordable housing can make it more difficult for victims to leave violent situations. The shortage of affordable housing in Roseville and across the Sacramento region creates a difficult barrier for persons who are trying to leave a violent home. Persons fleeing domestic violence, dating violence or stalking and persons that have been sexually assaulted typically need assistance with emergency shelter, locating appropriate permanent housing, application fees and security deposits. To establish and restart their lives in a safe environment, families may also need ongoing rental assistance, household furnishings, case management, and social services to maintain housing long term.

Stand Up Placer is a non-profit community-based organization dedicated to empowering Placer County survivors of domestic violence, sexual assault, and human trafficking to heal from the trauma and create new lives of strength and self-sufficiency. The organization serves nearly 4,000 victims of domestic violence, dating violence, sexual assault, stalking and sex trafficking and their children annually, with a household estimate of approximately 2,000. Families range from individuals, including transition-aged youth and seniors, to families with one or many children, and a few with both children and dependent adults, including disabled adult children and grandparents. While every family does not need housing, approximately 75% of families fleeing are either already homeless or have been made so by their choice to flee the violence. Stand Up Placer estimates that there are 600 families of survivors in Roseville, of which approximately 450 are in need of housing assistance.

Placer County housing providers working with persons who identify as victims of domestic and/or dating violence, sexual assault, human trafficking, and/or stalking estimate approximately 1,355 Placer County households in need of services countywide. This number is a rough approximation as many do not self-report victim status. Roseville comprises 38% of the Placer County population so we can extrapolate that approximately 515 Roseville households are victims in need assistance. According to the 2023 ACS, 24% of Roseville households are one-person households, we estimate that as many as 124 single person households are victims of domestic violence, dating violence, sexual assault and/or stalking and may be in need of housing assistance.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 41
Persons of Hispanic Ethnicity
The Latino Leadership Council served 252 new clients living in Roseville and Rocklin last year. An estimated 30 families per year need housing who are also victims of violence or are a person with a disability.

What are the most common housing problems?
Housing cost burden is the most prevalent concern, especially for households in the lower-income categories and renter households. However, housing cost burden also affects some homeowners and upper income households. HUD defines an affordable housing cost to be no more than 30% of household income. According to the ACS data above, there are 11,717 Roseville low- and moderate-income households paying more than 30 % of income towards housing costs. There are 4,823 Roseville households paying more than 50% of their income towards housing costs. HUD considers households paying more than 50% of income towards housing costs to be unsustainable and at risk of losing their housing. Renters face housing instability due to housing cost burden at nearly twice the rate of homeowners. Households at the extremely low- and very low-income levels make up 18% of total households in Roseville, yet they account for 78% of households paying more than 50% of income towards housing costs.

Housing cost burden significantly affects a family’s housing stability and can lead to an increased risk of homelessness. The impact of housing cost burden in Roseville is corroborated by responses to the Community Needs Survey and anecdotal information received during community meetings and stakeholder outreach, and service provider questionnaires.

Service providers indicate that insufficient income to qualify with property managers, coupled with poor credit/rental history makesit very difficult to move from homelessness or shelter into a more permanent housing situation.

Volunteers of America (VOA), one of the nation’s oldest and largest developers of affordable housing, provides safe shelter for nearly 20,000 seniors, veterans, and families in need each year. VOA of Northern California and Northern Nevada is dedicated to helping those in need rebuild their lives and reach their full potential. They are very active in Placer County offering emergency shelter, transitional housing, affordable housing, senior services, veterans services and employment services. They often work with persons exiting homelessness, persons with disabilities, veterans, the elderly and survivors of domestic violence. VOA staff note that the disparity between income and rent, along with rental credit requirements, severely impacts clients’ ability to secure housing.

The Salvation Army reports that Roseville clients are struggling with increasing costs of living, such as rent and utility bills. Some households continue to struggle with the aftermath of the COVID-19 pandemic, trying to keep up with their bills. Many families lost their employment during the pandemic and have yet to return to work. They are surviving off government assistance programs such as CalFresh and cash aid. These fixed-income families applying for affordable housing encounter waitlists that surpass a one year wait. The high costs of living coupled with lack of affordable options leave low-income families struggling to provide for their children while also keeping up with their bills.

KidsFirst is an organization devoted to the prevention and treatment of child abuse and neglect. They note that housing costs often are a significant source of stress for families with children.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 42
The Latino Leadership Council emphasizes that In the last few years, they have seen a greater need for basic needs due to the rising costs of housing, food, and transportation which have greatly impacted so many. Families are to the point where they are focused on doing all they can to stay housed. They understand the need to be involved in higher education programs, but are doing all they can just to stay afloat. The Latino Leadership Council states that their undocumented clients have the most difficulty locating housing. Many of these clients are unable to find landlords willing to lease or rent housing to them. Many of these families find short-term housing by doubling up with other familial or community members. These families often find themselves in unsanitary or unsafe environments by renting out a living room or bedroom for the whole family.

Stand Up Placer also identifies the high cost of rent and lack of affordable housing as impacting survivors of domestic violence, sexual assault, and human trafficking. They note that the limited number of housing vouchers and the extremely long waiting list is a problem. Some clients do not have sufficient income to afford market rate housing, but have an income that is too high for assistance programs.

Common barriers are evictions and poor credit resulting from their abuse, income less than three times the rent, and sometimes soft discrimination due to racial or ethnic status.

Are any populations/household types more affected than others by these problems? Very low-income and extremely low-income households (those between 31%-50% of AMI and those below 30% of AMI) experience a cost burden greater than 50% of income to a significantly greater degree than households in the low- or moderate-income categories (51% of AMI or greater). Very lowand extremely low-income households have little, if any, disposable income available to handle unexpected expenses or income disruption which places them at an increased risk of becoming homeless. A loss of income due to illness or job loss; or expenses such as car repairs or medical bills may leave them unable to make rent or mortgage payments.

Tables 9 and 10 above demonstrate the housing challenges facing low- and moderate-income households. Housing cost burden is a significant problem for renter households at all income levels.

Extremely low-income elderly homeowners are disproportionately affected by cost burden. Most elderly households are also reflected in the data as small household owners, which also are significantly affected by cost burden. Renters are more likely to be living in substandard housing or to experience overcrowding than homeowners.

Service providers note that single parent households are particularly impacted by housing cost burden.

The Latino Leadership Council notes that 100% of their clients are low-income. They find that the Black, Indigenous and People of Color (BIPOC) populations, larger households, and undocumented families have a higher chance of having a more difficult time finding affordable, accessible, and safe housing within Sacramento and Placer County. LLC works mainly with families at risk of homelessness, food insecure, and often needing monetary help to pay for basic needs such as clothing, shoes, utilities, rent, and food. Families and individuals who struggle to find stable housing will commonly live in garages or other like structures, creating more safety concerns.

Stand Up Placer notes that single person households, especially individuals whose children or grown but are too young to qualify for elderly housing assistance tend to fall into gaps in services or are

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 43
de-prioritized. Large families with five or six children often cannot find apartments or homes large enough for their families that are affordable. Large apartments (3-4 bedrooms) are scarce.

Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance.

Service providers indicate that insufficient income to qualify with property managers, coupled with poor credit/rental history makes it very difficult to move from homelessness or shelter into a more permanent housing situation. Formerly homeless families and individuals often need continued long term case management support, rental assistance and other homeless prevention services to remain successfully housed as rapid-re-housing or other temporary measures are terminated.

The Latino Leadership Council notes that many BIPOC families struggle to maintain stable housing and are living in homes with over 5-10 people at one time, creating an increase in unsafe conditions, where youth are more likely to be in some form of abusive environment, whether it be mental or physical.

Formerly homeless families that are currently or have been recently unhoused have a more challenging time finding stable employment. Without stable employment, many landlords refuse to lease to these clients as they see them at higher risk, and many of these clients lose their homes or have their utilities cut off. They note that clients often have to choose between one basic need or another; a roof over their heads, food on their plates, clean clothes or a safe environment to sleep.

If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates:

HUD considers households paying more than 50% of income towards housing costs to be unsustainable and at risk of losing their housing. Also, information received from service providers working with persons experiencing homelessness and other vulnerable populations is noted in the section above.

Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness
Service providers working with persons experiencing homelessness and other vulnerable populations have noted the following issues affecting housing stability for their clients. ● Lack of consistent income source that is adequate to cover housing costs and other necessities. ● Generational homelessness(experienced homelessness with parents) results in a higher risk of homelessness.
● Untreated mental health, substance use disorders, and developmental disabilities may cause individualsto struggle with employment,self-care, navigating services, and getting along with neighbors/roommates.
● Chronic health conditions and disabilities.
● Victims of domestic violence may be financially abused and often do not have access to household funds/assetsto help them secure housing, may not have recent work experience.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 44
● Sex trafficking victims may have criminal histories.
● Victims of domestic violence, sexual assault and sex trafficking frequently have serious mental health or substance use disorders, often direct results of victimization.

Discussion
Housing cost burden is the most prevalent housing concern in the City of Roseville. This is especially true for households in the extremely low- and very low-income categories and renter households. Special populations including persons that have previously experienced homelessness; persons with mental health, substance use, development or physical disabilities; and survivors of domestic violence, sexual assault and sex trafficking are at a significantly higher risk of becoming homeless. Housing stability for lower-income households and special populations often requires an affordable housing situation, long-term rental assistance. For some individuals, case management and supportive services also are key to a sustainable housing situation.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 45
NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
According to HUD, a disproportionately greater need exists when the members of a racial or ethnic group at a given income level experience housing problems at a disproportionately higher rate than the general population at that same income level. In general, HUD considers a 10% or more disparity to indicate disproportionate need.

HUD looks at four factors as indicators of “Housing Problems”: lacking a complete kitchen lacking complete plumbing facilities; more than one person per room living in a unit (Overcrowding); or a “Housing Cost Burden” greater than 30% of household income. The HUD Housing Cost Burden calculation includes utilities, rent, mortgage payments and other housing needs.

The 2023 U.S. Census ACS data indicates that Roseville householders identify their Race as:
● 69.8% White
● 1.8% Black/African American
● 1.0% American Indian/Alaskan Native,
● 10.5% Asian
● 0.3% Native Hawaiian/Other Pacific Islander
● 2.5% “Some other race”
● 14.2% are of two or more races.

According to the 2023 ACS, 14.9% of Roseville householders indicate they are of Hispanic Ethnicity. 0%-30% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 3,710 355 530
White 2,365 220 455
Black / African American 150 0 20
Asian 170 100 30
American Indian, Alaska Native 55 4 0
Pacific Islander 0 0 0
Hispanic 910 4 20
Data
Source:
2016-2020 CHAS
Table 13 - Disproportionally Greater Need 0 - 30% AMI
*The four housing problems are:

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 46

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
30%-50% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 3,170 805 0
White 2,410 650 0
Black / African American 50 0 0
Asian 180 35 0
American Indian, Alaska Native 8 0 0
Pacific Islander 0 0 0
Hispanic 495 115 0
Data
Source:

Table 14 - Disproportionally Greater Need 30 - 50% AMI
2016-2020 CHAS
*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
50%-80% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 4,280 1,730 0
White 3,035 1,305 0
Black / African American 60 0 0
Asian 215 115 0
American Indian, Alaska Native 0 0 0
Pacific Islander 50 0 0
Hispanic 755 275 0
Data
Source:

Table 15 - Disproportionally Greater Need 50 - 80% AMI
2016-2020 CHAS
*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 47
80%-100% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,040 2,505 0
White 1,635 2,015 0
Black / African American 10 30 0
Asian 165 75 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 15 0
Hispanic 180 335 0
Data
Source:

Table 16 - Disproportionally Greater Need 80 - 100% AMI 2016-2020 CHAS
*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
Discussion
The data above indicates that all races in Roseville experience one or more Housing Problems at roughly the same rate as the general population within their income levels. However, the data shows a disparate impact for lower-income households of Hispanic Ethnicity. Extremely Low-income (0%-30% AMI) Hispanic households report a higher rate of Housing Problems. The ACS identifies 14.9% of the population as being of Hispanic Ethnicity yet 24.5% of Extremely Low-income persons reporting one or more Housing Problems were Hispanic and 22.3% reported a severe housing cost burden. Hispanic households above the 30% AMI levels report Housing Problems at approximately the same rate as non-Hispanics within their income range.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 48
NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
HUD identifies a disproportionately greater need when the members of a racial or ethnic group at a given income level experience housing problems at a greater rate than the general population at that same income level. In general, HUD considers a 10% or more disparity to indicate disproportionate need.

HUD looks at four factors as indicators of “Housing Problems”. HUD considers four conditions to indicate “Severe Housing Problems”: lack of complete kitchen facilities, lack of complete plumbing facilities, more than 1.5 persons per room living in a unit (Severe Overcrowding), or a Severe Housing Cost Burden of greater than 50% of household income. Severe Housing Cost Burden calculation includes utilities, rent, mortgage payments and other housing needs.

The 2023 ACS data indicates that Roseville householders identify their Race as:
● 69.8% White
● 1.8% Black/African American
● 1.0% American Indian/Alaskan Native,
● 10.5% Asian
● 0.3% Native Hawaiian/Other Pacific Islander
● 2.5% “Some other race”
● 14.2% are of two or more races.

According to the 2023 ACS, 14.9% of Roseville householders indicate they are of Hispanic Ethnicity. 0%-30% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 3,410 650 530
White 2,110 475 455
Black / African American 140 10 20
Asian 150 125 30
American Indian, Alaska Native 55 4 0
Pacific Islander 0 0 0
Hispanic 905 10 20
Table 17 – Severe Housing Problems 0 - 30% AMI

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 49
Data
Source:
2016-2020 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
30%-50% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,050 1,930 0
White 1,580 1,480 0
Black / African American 40 10 0
Asian 120 95 0
American Indian, Alaska Native 4 4 0
Pacific Islander 0 0 0
Hispanic 275 335 0
Data
Source:
2016-2020 CHAS
Table 18 – Severe Housing Problems 30 - 50% AMI
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
50%-80% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,520 4,475 0
White 1,055 3,285 0
Black / African American 14 45 0
Asian 95 230 0
American Indian, Alaska Native 0 0 0
Pacific Islander 50 0 0
Hispanic 240 790 0
Data
Source:
2016-2020 CHAS
Table 19 – Severe Housing Problems 50 - 80% AMI

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 50
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 51
80%-100% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 300 4,245 0
White 200 3,460 0
Black / African American 0 40 0
Asian 50 185 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 15 0
Hispanic 45 475 0
Data
Source:
2016-2020 CHAS
Table 20 – Severe Housing Problems 80 - 100% AMI
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
Discussion
Similar to the data reported in the section above regarding Housing Problems, there is a disparate impact of Severe Housing Problems for lower-income households of Hispanic ethnicity. The ACS identifies 14.9% of the population as being of Hispanic Ethnicity yet 26.5% of Extremely Low-Income households reporting Severe Housing Problems were of Hispanic Ethnicity. Hispanic households above the 30% AMI levels report Severe Housing Problems at approximately the same rate as non-Hispanics within their income range.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 52
NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) Assess the need of any racial or ethnic group that has a disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction:

The table below displays Housing Cost Burden information by Race and Ethnic group. HUD Housing Cost Burden determination includes the cost of utilities, rent, mortgage payments and other housing needs, compared to household income level. Housing Cost Burden is the most significant housing issue affecting Roseville residents, based on ACS data, the Community Needs Survey, comments received during public meetings and comments received from consultation with local service providers.

Table 21 includes households reporting “No significant Housing Cost Burden” (paying less than 30% of income towards housing costs), those with a “Housing Cost Burden” (paying 30-50% of income towards housing), and households experiencing “Severe Housing Cost Burden” (paying more than 50% of income towards housing).

Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 31,350 9,090 6,780 630
White 24,195 6,964 4,790 550
Black / African
American 430 105 220 25
Asian 2,785 620 360 30
American Indian,
Alaska Native 90 4 55 0
Pacific Islander 30 54 0 0
Hispanic 2,980 1,145 1,190 20
Data
Source:
2016-2020 CHAS
Table 21 – Greater Need: Housing Cost Burdens AMI
Discussion:

The cost burden data above reveals that 66% of Roseville households report paying less than 30% of their incomes toward housing costs which HUD considers an affordable housing cost. There are 19% of households that report paying 30-50% of income towards housing costs, which is considered a Housing Cost Burden; and 14% have a Severe Housing Cost Burden as they are paying 50% or more of household income towards housing costs.

Housing Cost Burden by Race is mixed. The categories with more than a 10% disparity are:

White, Asian and American Indian/Alaska Native residents are more likely to be living in affordable

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 53
housing situations than other Races (66%, 73% and 60% of households, respectively) and are less likely

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 54
to be affected by Housing Cost Burden (19%, 16% and 3% respectively). However, some American Indian/Alaskan Native also more likely to be living with a Severe Housing Cost Burden (37% of households).

Pacific Islanders are less likely to have affordable housing (36%) and more likely to be Housing Cost Burdened at 30-50% of income towards housing (64%). No Pacific Islander households reported a Severe Housing Cost Burden.

Hispanic households reported having an affordable housing cost at less than the overall population (56%), however Housing Cost Burden (21%) and Severe Housing Cost Burden (22%) were within the expected range for the jurisdiction.

The Severely Cost Burdened across all Race and Ethnicity categories ranged between 0% and 37% of families, compared to 14% jurisdiction wide. The category with the highest percentage of Severely Cost Burdened families are Black/African American (28%) and American Indian/Alaskan Native (37%).

Demo
OMB Control No: 2506-0117 (exp. 09/30/2021)
NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? There are racial and ethnic groups that encounter Housing Problems at a higher rate than the Roseville population as a whole. Although all groups are affected by Housing Cost Burden, Black/African American and American Indian/Alaskan Natives experience a Severe Housing Cost Burden at a significantly higher rate than other groups. Extremely Low-Income Households of Hispanic ethnicity report a much higher incidence of Housing Problems and Severe Housing Cost Burden than non-Hispanic households.

If they have needs not identified above, what are those needs? The greatest housing problem across racial and ethnic groups in the City of Roseville has been and continues to be Housing Cost Burden. Both for-sale housing costs and rental rates continue to climb throughout the Sacramento region and were exacerbated during the COVID-19 pandemic due to a reduction in construction and income loss for many households. The stock of affordable housing in Roseville is not sufficient to meet the needs of lower-income households.

Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?
Per the HUD CPD Mapping Tool, American Indian/Alaskan Native residents are evenly disbursed throughout the City of Roseville. Black/African American residents reside at a higher rate in Census Tract 210.45. Persons of Hispanic ethnicity are most highly concentrated in the following Census Tracts:
209.01, 209.08, 210.03 and 210.46.

Consolidated Plan ROSEVILLE 51

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 52
NA-35 Public Housing – 91.205(b)
Introduction
The mission of the Roseville Housing Authority (RHA) is to ensure adequate, decent, safe, and sanitary housing for qualified people in Roseville consistent with federal,state, and local law. The RHA administersthe Housing Choice Voucher Program which provides rental assistance for both the City of Roseville and the City of Rocklin. The RHA administers 845 Roseville Housing Choice Vouchers, 100 Veterans Affairs Supportive Housing (VASH) Vouchers, 43 Mainstream Vouchers, 75 Non-Elderly Disabled (NED) Vouchers, 37 Emergency Housing Vouchers (EHV) and 20 Foster Youth Initiative (FYI) vouchers. The RHA is contracted to administer housing choice vouchers for the City of Rocklin. RHA currently administers 132 Rocklin vouchers.

VASH Vouchers provide housing assistance to homeless veterans coupled with services provided by the Veterans Administration. Mainstream Vouchers are reserved for households with a disabled family member between the ages of 18 and 62. NED Vouchers are limited to families with a disabled head of household or spouse that is under age 63. Emergency Housing Vouchers are for households who were homeless or at risk of homelessness during the COVID pandemic. Foster Youth Initiative Vouchers are for youths ages 18-24 who have exited or are exiting foster care and are homeless or at risk of homelessness.

The need for affordable housing in Roseville is demonstrated by the length of time families must wait to obtain assistance. The Housing Choice Voucher waiting list was last opened in June 2020 and there are still 175 households on the list that are waiting for rental assistance. This indicates a significant need for additional sources of rental assistance for Roseville residents.

The data regarding housing vouchers and voucher holder households in the tables below is supplied by the Roseville Housing Authority. The Roseville Housing Authority does not own or operate public housing units.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 53
Totals in Use
Program Type
Certific
ate
Mod-R
ehab
Public
Housin
g
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veteran
s Affairs
Supporti
ve
Housing
Family
Unificati
on
Program
Disable
d
*
# of units vouchers in
use 0 0 0 693 29 572 49 0 43
Table 22 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data Source: Roseville Housing Authority
Characteristics of Residents
Program Type
Certific
ate
ModRehabPublic
Housin
g
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 0 0 14,111 0 14,037 0 0
Average length of stay 0 0 0 6 0 6 0 0
Average Household size 0 0 0 1 0 1 0 0
# Homeless at admission 0 0 0 1 0 0 0 0
# of Elderly Program
Participants (>62) 0 0 0 252 0 251 0 0
# of Disabled Families 0 0 0 214 0 205 0 0
# of Families requesting
accessibility features 0 0 0 606 0 596 0 0

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 54
Program Type
Certific
ate
ModRehabPublic
Housin
g
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
# of HIV/AIDS program
participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Table 24 – Characteristics of Public Housing Residents by Program Type Data Source: Roseville Housing Authority
Race of Residents
Program Type
Race Certific
ate
Mod-R
ehab
Public
Housin
g
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veteran
s Affairs
Supporti
ve
Housing
Family
Unificati
on
Program
Disable
d
*
White 0 0 0 514 0 505 0 0 9
Black/African American 0 0 0 67 0 66 0 0 1
Asian 0 0 0 13 0 13 0 0 0
American Indian/Alaska
Native 0 0 0 10 0 10 0 0 0
Pacific Islander 0 0 0 2 0 2 0 0 0
Other 0 0 0 0 0 0 0 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 25 – Race of Public Housing Residents by Program Type Data Source: Roseville Housing Authority

Demo
OMB Control No: 2506-0117 (exp. 09/30/2021)
Ethnicity of Residents
Program Type
Ethnicity Certific
ate
Mod-R
ehab
Public
Housin
g
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veteran
s Affairs
Supporti
ve
Housing
Family
Unificati
on
Program
Disable
d
*
Hispanic 0 0 0 59 0 59 0 0 0
Not Hispanic 0 0 0 547 0 537 0 0 10
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 26 – Ethnicity of Public Housing Residents by Program Type Data Source: Roseville Housing Authority
Consolidated Plan ROSEVILLE 55

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 56
Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:

The RHA does not own or operate any public housing units and therefore does not keep a waiting list for accessible units. In the Housing Choice Voucher (HCV) program, the housing authority acts in accordance with federal regulations as they relate to persons with disabilities, up to and including a fair, thorough, and accessible reasonable accommodations request process. Private owners participating in the voucher program are expected to understand and comply with all federal, state, and local laws as they relate to nondiscrimination and accessibility for persons withdisabilities What are the number and type of families on the waiting lists for public housing and section 8 tenant-based rental assistance? Based on the information above, and any other information available to the jurisdiction, what are the most immediate needs of residents of public housing and Housing Choice voucher holders?
To qualify for the Housing Choice Voucher program, applicants must be under the HUD very low-income limit (at or below 50% of AMI). However, the majority of new admissions are under the extremely low-income limit (at or below 30% of AMI). Families at this income level have difficulty meeting basic needs even with the assistance of the voucher program. The RHA staff are well versed in available resources and frequently refer voucher holders to community organizations and service providers for assistance. In addition, the RHA offers the Family Self-Sufficiency (FSS) program to help voucher holders augment their education, find employment, build assets and achieve economic independence.

The RHA serves the housing needs of a particularly disadvantaged segment of the population. This is clearly identified in the PIC data above which indicates that 35% of voucher holder families have a disabled head of household or spouse and 42% are elderly households, compared to the ACS data that identifies 7% of the adult population in Roseville to be persons with disabilities.

The data in the tables above indicates that 32% of Roseville households are classified as low-income (at or below 80% of AMI). In the population at large, 9% are extremely low-income (at or below 30% AMI).

In comparison, the average income of all RHA voucher holders is less than 30% ofAMI.

How do these needs compare to the housing needs of the population atlarge The RHA serves the housing needs of a particularly disadvantaged segment of the population. Over 53% of voucher holder families have a disabled head of household or spouse and 59% are elderly households.

The 2016-2020 CHAS data indicates that 32% of Roseville households are classified as low-and moderate-income (at or below 80% of AMI) and 10% are extremely low-income (at or below 30% AMI).

In comparison, the average income of all RHA voucher holders is $14,037 which is 13% of AMI for the City of Roseville.

The 2016-2020 ACS racial data indicates that RHA voucher holder families generally reflect the racial and ethnic segments of the total population with less than a 10% disparity across demographics. However, over all, persons of color are voucher holders at a higher rate that white households. The ACS reports that 78% of all City residents are White, compared to 85% of voucher holders. Black/African Americans compose 2% of the population compared to 11% of voucher holders. American Indian/Alaskan Native

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 57
are 1% compared to 2% of voucher holders. Asian are 10% compared to 2% of voucher holders. Native

Demo
OMB Control No: 2506-0117 (exp. 09/30/2021)
Hawaiian/Other Pacific Islander are 0.4% compared to 0.3% of voucher holders. The ACS identifies 15% of the population as being of Hispanic ethnicity compared to 10% of voucher holders.

Discussion
More housing vouchers are needed to address the Housing Problems experienced by vulnerable populations and Extremely Low-Income Roseville residents. The RHA issues Housing Choice Vouchers to new households from the waiting list as soon as vouchers become available. However, a voucher only becomes available when another household moves away or loses their voucher for some reason. Most households on the waiting list will continue to pay an unaffordable portion of their income towards housing costs (Housing Cost Burden) or “double up” with other households (Overcrowding) for years while waiting for voucher assistance.

A comparison of 2023 ACS racial data and data from the Roseville Housing Authority indicates that voucher holder families generally reflect the racial and ethnic segments of the total population with no more than a 10% disparity across demographics. The exception is voucher households that consider themselves as being of two or more races (mixed race). Households of two or more races make up

14.2% of the population but only 3.5% of voucher holders. The percentage of White and Black voucher households is slightly higher than the Roseville population but does not meet the 10% disparity threshold. The ACS reports that 69.8% of residents are White, compared to 75.4% of voucher holders.

Black/African Americans compose 1.8% of the population compared to 9.7% of voucher holders.

American Indian/Alaskan Native are 1.0% of the population compared to 1.5% of voucher holders. Asian are 10.5% compared to 8.0% of voucher holders. Native Hawaiian/Other Pacific Islander are 0.3% compared to 1.1% of voucher holders. The ACS identifies 14.9% of the population as being of Hispanic ethnicity compared to 12.2% of voucher holders.

Consolidated Plan ROSEVILLE 57

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 58
NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:

The data in the table below comes from the Homeless Management Information System (HMIS) maintained by the Homeless Resource Council of the Sierras (HRCS). HRCS is a nonprofit organization serving as the "collaborative applicant" and “administrative entity” for the Roseville/Rocklin/Placer County Continuum of Care (CoC) and the Nevada County CoC. As a recipient of federal homeless funding, agencies serving persons in need in Roseville are required to collect client-level data in HMIS. The agencies must report on the provision of housing and services to individuals and families at risk of and experiencing homelessness; and the outcomes of those programs.

In addition to information collected throughout the year by various agencies, HUD requires that the CoC conduct a Homeless Point-In-Time (PIT) Count at least every two years. The most recent Placer County PIT Count was a community wide effort conducted on January 24, 2024 to determine where people stayed the night before and continued by street outreach through February 1, 2024. A survey was administered to 702 unsheltered and sheltered individuals experiencing homelessness to profile their experiences and characteristics. It should be noted that many people move in and out of homelessness and the total number of persons experiencing homelessness in Roseville over the course of a year is much higher than the number reflected in the one-night PIT Count. There were 273 persons identified as experiencing homelessness in Roseville during the 2024 PIT Count and 42% were Chronically Homeless.

HUD defines “Chronically Homeless” as:

A homeless individual with a disability who:
● Lives in a place not meant for human habitation, a safe haven, or in an emergency shelter,and ● Has been homeless and living as described for at least 12 months or on at least 4 separate occasions in the last 3 years, as long as the combined occasions equal at least 12 months.

Or
● An individual who has been residing in an institutional care facility for less, including jail, substance abuse or mental health treatment facility, hospital, or other similar facility, for fewer than 90 days and met all of the criteria of this definition before entering that facility.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 59
Homeless Needs Assessment
Population Estimate the # of
persons experiencing
homelessness on a
given night
Estimate
the #
experiencin
g
homelessne
ss each
year
Estimate
the #
becoming
homeless
each year
Estimate
the #
exiting
homelessne
ss each
year
Estimate
the # of
days
persons
experience
homelessne
ss
Sheltere
d
Unshelter
ed
Persons in Households with
Adult(s) and Child(ren) 209 125 69 29 37 254
Persons in Households with Only
Children 0 0 0 0 0 0
Persons in Households with Only
Adults 150 84 224 94 121 263
Chronically Homeless Individuals 35 47 132 55 71 263
Chronically Homeless Families 23 2 74 31 40 254
Veterans 6 17 25 11 14 262
Unaccompanied Child 0 0 0 0 0 0
Persons with HIV 2 3 3 1 2 262
Alternate Data Source Name:

Roseville/Rocklin/Placer County HMIS
Indicate if the homeless
population is:

Table 27 - Homeless Needs Assessment
City of Roseville has no Rural Homeless

Demo
OMB Control No: 2506-0117 (exp. 09/30/2021)
If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):

Not applicable.

Consolidated Plan ROSEVILLE 60

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 61
Nature and Extent of Homelessness: (Optional)
Race: Sheltered: Unsheltered (optional)
White 99 73
Black/African American 14 8
Asian 1 5
American Indian/Alaska
Native
1 5
Pacific Islander 1 4
Ethnicity: Sheltered: Unsheltered (optional)
Hispanic 12 17
Non-Hispanic 123 121
Alternate Data Source Name:

Roseville/Rocklin/Placer County CoC 2024 PIT Count
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.
2023 ACS data indicates that there are 18,988 households with children under age 18 living in Roseville.

Based on the percentage of Extremely low- and Very- low-income households in Roseville, we estimate that at least 3,550 households with children experience a cost burden in excess of 30% of household income, and most with a cost burden greater than 50% of income. These households are in need of housing assistance to maintain housing stability and reduce the risk of experiencing homelessness.

According to the 2023 ACS, there are 123,744 Veterans living in the City of Roseville. Of these, 6,607 are living below the federal poverty level which places them at highest risk of homelessness. The 2023 federal poverty level was $14,580 for an individual; $19,720 for a family of two; $24,860 for a family of three; and $30,000 for a family of four. Individuals and families at these income levels require a significant amount of assistance to secure affordable housing. There are 15,420 Veterans with a disability in Roseville and it can be estimated that at least one-half are under the Low- and Moderate-Income level, which places them in need of housing assistance to maintain affordability.

Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.

The race and ethnicity data in the chart above includes information collected from homeless persons during the 2024 PIT Count. The PIT Count questionnaire allows individuals to indicate more than one

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 62
race (multiracial) or “Other”. The racial demographic information above does not reflect the 21 homeless individuals that identified as more than one race, the three that indicated Other or the 31 that chose not to identify race. Of those that did not identify a race, 23 indicated Hispanic ethnicity.

As the sample size of some races is quite small, it can be difficult to draw strong conclusions from this data. However, it appears that in Roseville, Black/African American residents experience both Sheltered and Unsheltered Homelessness at a significantly higher rate than persons of other races and persons of Asian race at a lower rate than the population. Hispanic individuals experience homelessness at roughly the same rate as non-Hispanic persons.

Race
Percent of
Roseville
Population
Percent of Persons
Experiencing
Homelessness
White 69.8% 72.6%
Black/African American 1.8% 9.3%
American Indian/Alaskan Native 1.0% 2.5%
Asian 10.5% 2.5%
Native Hawaiian/Other Pacific
Islander

0.3% 2.1%
Some other race 2.5% 2.1%
Two or more races 14.2% 8.9%
Ethnicity
Hispanic 14.9% 10.6%
Non-Hispanic 85.1% 89.4%
Source: 2023 ACS and the 2024 Roseville/Rocklin/Placer County PIT Count Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.

Data in the Homeless Needs Assessment chart is from the 2024 PIT Count and the Roseville/Rocklin/Placer CoC Homeless Management Information System (HMIS) and Stella system for the period of 10/1/2023 to 9/30/2024. The 2024 PIT Count identified 273 homeless persons in Roseville on a single night. Of those identified, 43% had lived in Placer County for at least 5 years prior to their first experience of homelessness.

In Roseville, the PIT notes that 139 were sheltered (51%) and 135 were unsheltered (49%). Households with children were more likely to reside in shelter than households with adults only. The PIT notes that 64% of persons experiencing homelessness were male, 33% were female, .01% were binary and .01%

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 63
were transgender. There were no households with children only (unaccompanied children) noted during the night of the PIT Count. Of those counted, 50% reported a mental health disorder, 39% a substance use disorder, 36% a physical disability, 21% were currently fleeing a domestic violence situation, 10% were Veterans, 13% had lived in foster care at one time, and 42% met the HUD definition of Chronically Homeless.

According to HMIS data, 47% of persons experiencing homelessness in Placer County meet the HUD definition of Chronically Homeless. Persons reported their last living situation as 33% homeless on the street, 18% in emergency shelter, 4% in temporary shelter, 25% came from institutional situations (usually incarceration or hospitalization), and 19% from a permanent housing situation. In Placer County 39% of adults experiencing homelessness report that they are survivors of domestic violence.

HMIS data reports that 29% of adult only households and 72% of households with both adults and children exited homelessness to either a temporary or permanent housing solution. Five unaccompanied children were identified as experiencing homelessness in Placer County, none of whom exited homelessness during the reporting period.

Discussion:

Homelessness has been a concern in the City of Roseville for many years. Despite the efforts of the City, Placer County and a number of dedicated service providers, the numbers continue to climb. The last PIT Count prior to the COVID-19 pandemic was held in January 2019 and found 258 persons experiencing homelessness in Roseville. The most recent Count in January 2024 found 273 homeless individuals.

The COVID-19 pandemic changed the way services are provided to persons experiencing homelessness.

HUD has been moving away from the congregate homeless shelter for years, but during the pandemic, this became a priority. Many agencies initiated development of non-congregate shelter models such as placing individuals in motels to reduce contact with transferable diseases.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 64
NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction:

HUD generally defines special needs populations as: seniors; frail elderly; persons with mental, physical and/or developmental disabilities; persons with substance abuse addictions; and victims of domestic violence, dating violence, sexual assault and stalking. Special needs populations may find it more difficult to locate suitable and sustainable housing within the community. The following is a brief analysis of the needs of these subpopulations. The facilities and services available to these subpopulations are discussed in greater detail in the Housing Market Analysis section of this Plan.

Information regarding the housing and service needs of the following special populations was collected through analysis of U.S. Census data, studies and reports, consultations with services providers, Community Meetings and the Community Needs Survey.

Describe the characteristics of special needs populations in your community:

Elderly and Frail Elderly. The 2023 ACS identifies 29,596 persons over the age of 65 living in Roseville (18% of the population) and of these, 13,758 were age 75 or older (8.7% of the population).

The City of Roseville 2021-2029 Housing Element explains that approximately 28% of homeowners are seniors while approximately 16% of renters are seniors. Seniors are more likely to have lower incomes than the general population and many seniors face financial challenges due to limited incomes and need affordable housing. Seniors face housing challenges related to physical disabilities. Many of the disabilities are age related, including declining mobility and self-care issues that interfere with their ability to remain independent.

Persons with Disabilities
The 2023 ACS estimates that 16,866 Roseville residents (10.7% of the population) are living with a disability. In the 18-64 age group, there are 6,553 disabled individuals (4.1%). Not all require assistance, but HUD presumes that at least 51% or more of disabled adults to be under the Low- and ModerateIncome level (at or below 80% of AMI) which means that most will struggle to afford suitable housing without some form of housing assistance. Placer County Department of Health and Human Services estimates that 14.6% of adults with a disability are living at or below the federal poverty level which places them at extreme risk of food insecurity and housing instability.

Mental Illness. Persons with mental health disabilities range from those that can live and work within the community to those with severe mental illness that require special housing accommodations, constant medical attention, and supportive services.

Youth. The U.S. Department of Agriculture (USDA) defines food insecurity as limited or uncertain availability of nutritionally adequate foods or uncertain ability to acquire these foods in socially acceptable ways. Placer County Department of Health and Human Services estimates that 10.2% of children in the county are food insecure and 54% of those children are from households that do not qualify for food assistance such as CalFresh (food stamps).

Survivors of Domestic Violence, Sexual Assault or Trafficking. Stand Up Placer reports that they serve nearly 4,000 victims of domestic violence, dating violence, sexual assault, stalking and sex trafficking and their children annually, with a household estimate of approximately 2,000. Families range from individuals, including transition-aged youth and seniors, to families with one or many children, and a few with both

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 65
children and dependent adults, including disabled adult children and grandparents. Approximately 75% of families fleeing are either already homeless or have been made so by their choice to flee the violence.

Farmworkers. The residency of agricultural workers can be difficult to ascertain, as most move throughout the season to follow crop harvests. The U.S. Department of Agriculture (USDA) estimates that there are 2,180 farmworkers residing in Placer County.

What are the housing and supportive service needs of these populations and how are these needs determined?
Elderly and Frail Elderly. Many elderly persons affected by housing cost burden in the City of Roseville. The 2016-2000 ACS reports that there are 1,865 low- and moderate-income elderly households paying in excess of 30% of household income towards housing costs and 1,105 paying in excess of 50% of income. As they age, seniors may have special needs related to accessibility and self-care. The 2023 ACS finds 21,146 Roseville residents age 62-74 and 14,091 aged 75 and older.

Persons with Disabilities
Individuals with a disability may need assistance to live independently or remain stably housed.

Assistance may be case management, resource brokerage, locating appropriate housing, application fees, holding deposits, security deposits, rental assistance, utility deposits, household furnishings, or services to maintain housing long term.

Placer Independent Resource Services identifies a need for programs that provide assistance with accessibility improvements that create more accessible and safer home living environments for the disabled and senior populations.

The Roseville Housing Authority administers 100 Veterans Affairs Supportive Housing (VASH) Vouchers, 42 Mainstream Vouchers and 75 Non-Elderly Disabled (NED) Vouchers that are targeted to persons with disabilities. The housing authority reports that there are 46 disabled households currently on the waiting list for housing assistance. Due to the number of applications received when the waiting list was last opened, the housing authority has not taken any new applications since June 2020. This means that persons still on the waiting list have been waiting for assistance for over four years, indicating a dire need for additional sources of rental assistance.

Mental Illness. Placer County Adult System of Care (ASOC) provides a variety of services to the mentally ill. ASOC identifies housing as a constant struggle for the severely mentally ill. Mental health clients are typically low income; in addition, their illnesses have resulted in rental histories or credit histories that do not meet typical rent requirements and limit their housing options.

Youth. Food insecurity can have long ranging effects on a child’s health and development. Children who are food insecure are more likely to be hospitalized and may be at higher risk for developing chronic diseases such as obesity as a result in lower quality diet, anemia and asthma. In addition, food-insecure children may also be at higher risk for behavioral and social issues including fighting, hyperactivity, anxiety and bullying.

Children placed in foster care or group homes are at increased risk for emotional, physical, behavioral, and academic problems. Among older youth exiting foster care, more than half (51% nationwide and 65% in California) age out of the system without being reunited with their families or connected with another family.

Youth exiting foster care often lack strong and supportive relationships. While extending foster care until age

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 66
21 and health coverage until age 26 (through the Affordable Care Act), studies show that many still foster care youth exit care without the support and guidance needed to successfully transition to independence. In California, the statewide average high school graduation rate by youth is 83% but for students in foster care, only 53% will graduate on time. Aging out of the system creates challenges for many youth—a high percentage experience inadequate housing, low educational and career attainment, early parenthood, substance abuse, physical and mental health problems, and involvement with the criminal justice system.

Survivors of Domestic Violence, Sexual Assault or Trafficking. Domestic violence is emotionally, physically, and financially devastating for victims and their families. Placer County’s shortage of affordable housing and the increase in the cost of basic needs create a problematic barrier for persons trying to leave a violent home. Stand Up Placer is a non-profit community-based organization dedicated to empowering Placer County survivors of domestic violence, sexual assault, and human trafficking to heal from the trauma and create new lives of strength and self-sufficiency. . Stand Up Placer estimates that there are 600 families of survivors in Roseville, of which approximately 450 are in need of housing assistance.

Farmworkers. Many farm workers are not able to secure full time employment throughout the year, which limits earning potential. A March 2024 study by California University, Merced finds that the average earnings of a farmworker in California is $24,871. This is well below the 2024 Placer County extremely lowincome limit for a family of 4 of $35,350. Farmworkers seeking housing in Roseville need highly subsidized units affordable to extremely low-income households.

Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:

Persons living with HIV/AIDS often are at risk of losing their housing due to increased medical costs, possible loss of income or reduced ability to keep working due to illness. Stable housing allows persons living with HIV/AIDS treatment to access comprehensive healthcare and adhere to complex HIV/AIDS drug therapies.

According to the California Department of Health Office of AIDS, there were 429 persons living with AIDS in Placer County in 2022, of whom 333 were currently in care and 297 were considered to be virally suppressed. There were 9 new cases of HIV infection diagnosed in Placer. Throughout California, both the annual number and rate of new HIV diagnoses remained relatively the same from 2018 to 2022. The number of new diagnoses increased by 0.4% from 4,863 in 2018 to 4,882 in 2022, while the rate of new diagnoses per 100,000 population declined by 0.8%, from 12.3 to 12.2 during the same time period.

If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for housing and services needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii)) The City of Roseville is not a HOME Participating Jurisdiction (PJ).

Discussion:

There are many Roseville residents in need of supportive housing, accessibility improvements or services to enable them to live in dependently and avoid homelessness or institutionalization. These include elderly; persons with physical, mental, or developmental disabilities; persons with HIV/AIDS; victims of

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 67
domestic violence; children leaving group homes or aging out of foster care; farmworkers; and persons under the influence of substance abuse.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 68
NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities:

The City of Roseville 2035 General Plan, adopted August 5, 2020, provides an outline of the City’s public facility needs. The City owns and operates civic facilities comprised of buildings and properties for community-based activities.

CDBG regulations allow funding for community facility projects serving an area with 51% or more lowand moderate-income residents, based on census data. An exception is allowed for communities with few or no qualifying areas. The City of Roseville was determined to be an Exception Grantee for program year 2024. Projects serving census tracts and block groups with 40.10% or more low-income residents may qualify for Area Benefit. Exception Grantee status may change each year, depending on HUD income estimate calculations. A list of Census Tracts and Census Block Groups eligible that meet the Exception status is contained in the Executive Summary at the beginning of this document.

How were these needs determined?
Information regarding the need for Public Facilities serving low- and moderate-income Roseville residents was collected through a review of the City’s General Plan, consultations with services providers, Community Meetings and the Community Needs Survey.

Describe the jurisdiction’s need for Public Improvements:

The City of Roseville Public Works Department has identified a need for sidewalk “curb ramps” in lower-income neighborhoods to provide accessibility for persons with mobility impairments.

Improvements would bring the sidewalks into compliance with current Americans with Disabilities Act (ADA) standards.

How were these needs determined?
Information regarding the need for Public Improvements in low- and moderate-income areas of the City was collected through consultation with City of Roseville Public Work staff, Community Meetings and the Community Needs Survey.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 69
Describe the jurisdiction’s need for Public Services:

Need
Information regarding the service needs of low- and moderate-income persons was collected through analysis of U.S. Census data, studies and reports, consultations with services providers, Community Meetings and the Community Needs Survey.

How were these needs determined?
Information regarding the service needs of low- and moderate-income persons was collected through analysis of U.S. Census data, studies and reports, consultations with services providers, Community Meetings and the Community Needs Survey.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 70
Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:

The Housing Market Analysis section of the CitMA-05y’s Consolidated Plan is crafted to deliver a comprehensive understanding of the housing and community development environment that will inform the administration of the Community Development Block Grant (CDBG) program over the term of the Plan. This analysis is vital in shaping the Strategic Plan and guiding the programs and projects to be undertaken.

The analysis provides an in-depth examination of key elements, beginning with a detailed inventory of the existing housing units, which includes assessing both the cost and condition of the available housing stock. These insights are crucial for identifying gaps and potential areas for development or improvement in order to meet the housing needs of the community effectively.

Moreover, the analysis delves into the state of homeless facilities and services, ensuring that the needs of one of the most vulnerable groups are adequately addressed. It also evaluates facilities and services available for special needs populations, recognizing the diverse requirements of these groups and the necessity for tailored solutions.

Recognizing that housing affordability is a critical issue, the Market Analysis identifies barriers to affordable housing, scrutinizing factors such as zoning regulations, land use policies, and economic challenges that may hinder access to affordable options.

Beyond housing, the Market Analysis expands to evaluate community resources available to low-income residents, emphasizing workforce development and access to essential services like broadband internet.

This holistic approach acknowledges the importance of integrating economic opportunities and technological connectivity to enhance the overall quality of life for these residents.

Furthermore, in preparing for future challenges, the analysis considers the potential hazards posed by climate change. It highlights the need to develop strategies that not only address current housing needs but also ensure long-term sustainability and resilience in the face of environmental changes over the five-year period of the Consolidated Plan.

The Market Analysis is supported by data tables predominantly populated with default data from the U.S. Census Bureau for the Department of Housing and Urban Development (HUD), derived from the 2016-2020 American Community Survey (ACS). Additional sources are referenced throughout the section, providing a comprehensive foundation of data to support the findings and recommendations.

In conjunction with the Needs Assessment, the insights gained from the Housing Market Analysis are instrumental in forming a robust framework for strategic planning, ensuring that the City’s initiatives are data-driven and aligned with the community’s needs and aspirations.

Demo
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ROSEVILLE 71
MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
In Roseville, housing dynamics reveal a complex landscape characterized by a significant shortfall in available residential unitsrelative to the number of households. With 61,142 households but only 54,115 residential units, the city faces an existing deficit of 7,027 units. This gap is anticipated to widen to 11,742 units within three years, given the area's average annual population growth rate of 2.51% over the past five years.

Roseville's housing stock predominantly consists of 1-unit detached structures, making up 75% of all housing types, while smaller proportions of attached and multi-unit dwellings exist. This distribution, coupled with 31.87% of households being low-to-moderate income, underscores a critical demand for more affordable and higher-density living options, such as multifamily apartments. Addressing these needs, the city is actively pursuing strategies to enhance the supply of both affordable and diverse housing types.

Through a proactive combination of federal, state, and local programs, Roseville has facilitated the creation of over 3,000 affordable units. Moreover, preservation efforts focus on at-risk affordable housing through ownership transfers and rent subsidies, optimizing resources to maintain the current housing supply. As Roseville embarks on planning for future demands, expanding both the quantity and diversity of housing solutions remains essential to adequately support its growing population while ensuring economic inclusivity and sustainability.

All residential properties by number of units
Property Type Number %
1-unit detached structure 40,420 75%
1-unit, attached structure 1,625 3%
2-4 units 2,330 4%
5-19 units 4,680 9%
20 or more units 4,350 8%
Mobile Home, boat, RV, van, etc 710 1%
Total 54,115 100%
Data
Source:
2016-2020 ACS
Table 1 – Residential Properties by Unit Number
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 40 0% 920 5%
1 bedroom 390 1% 4,335 26%
2 bedrooms 4,140 12% 5,810 35%
3 or more bedrooms 30,420 87% 5,740 34%