Sonoma City Council
August 3, 2022

City Council:

Jack Ding, Mayor
Kelso Barnett, Vice Mayor
Madolyn Agrimonti
Robert Felder
Sandra Lowe
This meeting of the City Council will be conducted in person, and telephonically through Zoom. The City Council will attend the meeting in person. The public is encouraged to attend either in person or remotely through Zoom.

The meetings will continue to be live streamed on the City’s CivicWeb Portal (sonomacity.civicweb.net) and YouTube Channel. Please see the agenda below for information on public participation.

REGULAR MEETING OF THE SONOMA CITY COUNCIL
City Council Chambers, 177 First Street West
Wednesday, August 3, 2022
https://us06web.zoom.us/j/83552502390
6:00 p.m. Regular Meeting
****
AGENDA
Be Courteous - TURN OFF your cell phones and pagers while the meeting is in session.

The City Council may discuss and/or take action on any or all of the items listed on the agenda irrespective of how the items are described.

No new items will begin after 9:00pm unless a majority of the members present vote to allow the items to be heard.

Page
6:00 P.M. – REGULAR MEETING

CONVENE, CALL TO ORDER & PLEDGE OF ALLEGIANCE
ROLL CALL (Barnett, Agrimonti, Felder, Lowe, Ding)

PUBLIC PARTICIPATION USING ZOOM
Public Comment Process for ZOOM Attendance at Meetings

REPORT ON CLOSED SESSION

APPROVAL OF AGENDA

1. COMMENTS FROM THE PUBLIC
At this time, members of the public may comment on any item not appearing on the agenda. It is recommended that you keep your comments to three minutes or less. Under State Law, unless otherwise permitted under the Ralph M. Brown Act, the merits of the matters presented under this item cannot be discussed or acted upon by the City Council at this time. For items appearing on the agenda, the public will be invited to make comments at the time the item comes up for Council consideration. Upon being acknowledged by the Mayor, please step to the podium and speak into the microphone. Begin by stating and spelling your name.

2. MEETING DEDICATIONS

3. PRESENTATIONS

3.1: Proclamation Honoring Julie Morrison for her Contributions and Dedication to the History of Sonoma Valley

3.2: Proclamation Honoring Robert Parmalee for his Contributions and Dedication to the History of Sonoma Valley

3.3: Presentation of the Downtown Parking Management Plan (Planning & Community Services Director)

4. CONSENT CALENDAR – CITY COUNCIL
All items listed on the Consent Calendar are considered to be routine and will be acted upon by a single motion. There will be no separate discussion of these items unless members of the Council or staff request specific items to be removed for separate action.

4.1: Waive further reading and Authorize Introduction and/or Adoption of Ordinances by Title Only. (Standard procedural action - no backup information provided)

4.2: Adopt a Resolution Amending the City of Sonoma Conflict of Interest Code (City Clerk)
RECOMMENDATION: Adopt the resolution.

Agenda Report - Conflict of Interest Code - Pdf
4 - 10

4.3: Designate Mayor Jack Ding as the City of Sonoma Voting Delegate for the 2022 Cal Cities Annual Conference (City Clerk)
RECOMMENDATION: Appoint Mayor Ding.

Agenda Report - Pdf
11 - 16

4.4: Adopt a Resolution Making Changes to the Council Commission and Committee Appointment Policy to Remove the Community Service & Environment Commission, Add the Parks, Recreation, & Open Space Commission, and Add the Climate Action Commission (City Clerk) RECOMMENDATION: Adopt the resolution.

Agenda Report - Commission/Committee Appointment Policy Update - Pdf 17 - 25

4.5: Accept the Expenditure Report for the Month of June 2022 (Deputy Finance Director)
RECOMMENDATION: Accept report.

Agenda Report - Expenditures - June 2022 - Pdf
26 - 35

5. PUBLIC HEARING

6. REGULAR CALENDAR – CITY COUNCIL
(Matters requiring discussion and/or action by the City Council)

6.1: Update on the Sonoma Valley Field of Dreams Deferred Maintenance Contract (Public Works Director/City Engineer)
RECOMMENDATION: Informational item.

Agenda Report - FOD Update - Pdf
36 - 37

6.2: Discussion, Consideration, and Possible Action to Adopt a Resolution Amending the Recreation and Community Services Program Funding and Policy Guidelines (Senior Management Analyst)
RECOMMENDATION: Adopt the resolution.

Agenda Report - Updates to the Recreation and Community Services Program - Pdf
38 - 61

6.3: Discussion, Consideration and Possible Action on the Selection Process of an Executive Recruiting Firm for the City Manager Recruitment Including Contract Authorization (Interim City Manager)
RECOMMENDATION: Discussion and direction.

Agenda Report - Selection Process of Recruiting Firm for City Manager Recruitment - Pdf
62 - 122

7. COUNCILMEMBERS’ REPORTS AND COMMENTS

7.1: Committee Reports - Council Members are appointed to various boards and committees - local, county-wide and regional. Any updates from a council member will shared at this time. A list of all appointments is available on our City Website for easy reference.

8. CITY MANAGER COMMENTS AND ANNOUNCEMENTS

9. CITY ATTORNEY COMMENTS

10. ADJOURNMENT
I do hereby certify that a copy of the foregoing agenda was posted as legally required. Rebekah Barr, MMC, City Clerk/Executive Assistant.
*********************************************************************************************************************************** Copies of all staff reports and documents subject to disclosure that relate to any item of business referred to on the agenda are normally available for public inspection the Wednesday before each regularly scheduled meeting at City Hall, located at No. 1 The Plaza, Sonoma CA. Any documents subject to disclosure that are provided to all, or a majority of all, of the members of the City Council regarding any item on this agenda after the agenda has been distributed will be made available for inspection at the City Clerk’s office, No. 1 The Plaza, Sonoma CA during regular business hours.

If you challenge the action of the City Council in court, you may be limited to raising only those issues you or someone else raised at the public hearing described on the agenda, or in written correspondence delivered to the City Clerk, at or prior to the public hearing.

The City Council may discuss and/or take action on any or all of the items listed on the agenda irrespective of how the items are described.

APPOINTMENTS TO COMMITTEES: The Council may establish and make appointments to a Council committee (made up of two Council Members) with respect to any item appearing on this agenda.

CLOSED SESSION: If action is taken during a Closed Session meeting which is required to be reported out at this meeting, the Council will return to Open Session and report out immediately. However, if the Council is unable to do so due to time constraints, it will report out at the immediately following Regular Council Meeting under "REPORT ON CLOSED SESSION".

MOTION FOR RECONSIDERATION: A Council Member voting with the majority on any item appearing on this agenda may move for reconsideration of that vote provided the motion is in conformance with the rules adopted by the Council governing such motions.

In accordance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk (707) 933-2216. Notification 48-hours before the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.

City of Sonoma
Agenda Item Summary
Meeting: City Council - Aug 03 2022
Department
Administration
Staff Contact
Rebekah Barr, MMC, City Clerk
Agenda Item Title
Adopt a Resolution Amending the City of Sonoma Conflict of Interest Code Summary
The Political Reform Act of 1974 requires local government agencies to review its Conflict of Interest Code biennially. Staff has conducted this review and determined that the Conflict of Interest Code, adopted in 2020, was in need of an amendment to the list of designated positions (Exhibit “A”).

The proposed changes to the list of designated positions include:
• Adding Assistant to the City Manager, Climate Action Commission, and Parks, Recreation, and Open Space Commission
• Changing Administrative Services Manager to Human Resource Manager, and City Clerk/Executive Assistant to City Clerk
• Eliminating Building Inspector, and Community Services and Environment Commission
Recommended Council Action
Adopt the resolution.

Alternative Actions
Council discretion.

Financial Impact
None
Environmental Review Status
Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Attachments
Conflict of Interest Code 2022
Executed Biennial Notice
Agenda Item #4.2:

City of Sonoma
RESOLUTION # ____ - 2022

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SONOMA ADOPTING

A CONFLICT OF INTEREST CODE AND RESCINDING PREVIOUS RESOLUTIONS WHEREAS, the Political Reform Act of 1974 (Government Code Section 81000, et. seq.) requires state and local government agencies to adopt and promulgate conflict of interest codes; and
WHEREAS, the Fair Political Practices Commission has adopted a regulation (2 California Code of Regulations Section 18730) which contains the terms of a standard conflict of interest code and which may be amended by the Fair Political Practices Commission after public notice and hearings to conform to amendments to the Political Reform Act; and WHEREAS, designated officials and employees shall file their statements of economic interests with the City Clerk of the City of Sonoma and such statements shall be open for public inspection and reproduction pursuant to Government Code section 81008. Statements for all designated officials and employees will be retained by the City of Sonoma.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Sonoma as follows:

SECTION 1. Incorporation of State Regulations by Reference With the additions noted below, the terms of Title 2 California Code of Regulations Section 18730 and any amendments to it duly adopted by the Fair Political Practices Commission is hereby incorporated by reference and together with the List of Designated Positions and Disclosure Categories, as adopted by the City Council, shall constitute the Conflict of Interest Code of the City of Sonoma.

SECTION 2. Designated Positions with Reporting Requirements Members of boards and commissions appointed by the City Council, consultants, and city employees holding designated positions as shown on Exhibit A shall be considered designated positions subject to reporting requirements under the Conflict of Interest Code, and shall disclose financial interests as set forth on Exhibit B which lists the individual disclosure categories. Said Exhibit A and Exhibit B are attached hereto and made a part hereof.

SECTION 3. Filing of Statements
Persons holding designated positions shall file Statements of Economic Interests with the City of Sonoma on Fair Political Practices Forms, in conformance with the individual disclosure categories and State guidelines.

SECTION 4. Late Filings and Failure to File Statements
Any violation of any provision of this Code is subject to the administrative, criminal and civil sanctions provided in the Political Reform Act, Government Code Sections 81000 et seq. ******
Agenda Item #4.2:

BE IT FURTHER RESOLVED, all previous resolutions adopting and/or amending the City of Sonoma Conflict of Interest Code are hereby rescinded in their entirety.

PASSED AND ADOPTED this 3rd day of August 2022 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Jack Ding, Mayor
ATTEST:
______________________________
Rebekah Barr, MMC
City Clerk
Agenda Item #4.2:

EXHIBIT “A”

LIST OF DESIGNATED POSITIONS

AND DISCLOSURE CATEGORIES
***see note below

POSITION DISCLOSURE CATEGORY
Accountant A
Accounting Manager A
Administrative Services Manager A
Administrative & Project Manager (Public Works) A
Assistant City Manager/Admin Services Director A
Assistant to City Manager A
Associate Planner C
Building Inspector C
Chief of Police A
City Clerk/Executive Assistant A
City Prosecutor A
Contractual Consultants** A
Assistant City Attorney A
Deputy City Manager A
Deputy Finance Director A
Development Services Director/Building Official A
Finance Director A
Fire Chief A
Management Analyst A
Planning & Community Services Director A
Plans Examiner C
Public Works Director/City Engineer A
Public Works Operations Manager A
Senior Management Analyst A
Senior Planner C
Successor Agency Attorney A
Sustainability Coordinator A

COMMITTEES/COMMISSIONS DISCLOSURE CATEGORY
Climate Action Commission C
Community Housing Corp. Board of Directors C
Community Services and Environment Commission A
Design Review Commission C
Parks, Recreation, and Open Space Commission C
** Contractual Consultant means an individual who, pursuant to a contract with the City, makes or participates in making governmental decisions. The City Manager may determine in writing that a particular consultant is hired to perform a range of duties that are limited in scope and thus is not required to fully comply with the disclosure requirements described in this section. Such written determination shall include a description of the consultant’s duties and, based upon that description, a statement of the extent of disclosure requirements. The City Manager’s determination is a public record and shall be retained for public inspection in the same manner and location as this conflict of interest code.

Agenda Item #4.2:

*** City Council Members, Planning Commissioners, City Manager, City Attorney, and the City Treasurer are required to file statements of economic interests pursuant to Government Code Section 87200, and are therefore, not included in the list of Designated Positions required to file pursuant to the City’s conflict of interest code.

Agenda Item #4.2:

EXHIBIT “B”

DISCLOSURE CATEGORIES

CATEGORY REPORTABLE INTERESTS
A Investments, business positions, income (including gifts, loans and travel payments) from sources located in or doing
business in the City, interests in real property located in the City, including property located within a two-mile radius of any property owned or used by the City.

B Investments, business positions, and sources of income (including gifts, loans and travel payments) from or in any business entity that engages in the type of services, supplies, materials, machinery, or equipment that is purchased or acquired by the employee’s department. If the employee is involved in purchasing decisions that affect more than one department, then the employee shall disclose all income (including gifts, loans and travel payments) and investment interests and business positions in any business that engages in the type of services, supplies, materials, machinery or equipment that the City might reasonably be expected to purchase or acquire.

C Investments in real property or interests in business positions in any business entity which owns property within the City or within a two-mile radius of any property owned or used by the City.

Agenda Item #4.2:

2022 Local Agency Biennial Notice
Name of Agency: __ C _it_y_o_f _S_o_n_o_m_a _______________ _ Mailing Address: __ 1_T_he__P_la_z_a_,_S_o_n_o_m_aC__A_9_5_4_7_6 ______ _ Contact Person: Rebekah Barr Phone No. 707.933.2216
Email: __ rb_a_r_r@_s_o_n _o_m_a_c_it_y _.o_r_g __ Alternate Email: __ c_ity_h_a_l_l@ _so_n_o_m_a _c_ity_._o_rg __ Accurate disclosure is essential to monitor whether officials have conflicts of interest and to help ensure public trust in government. The biennial review examines current programs to ensure that the agency's code includes disclosure by those agency officials who make or participate in making governmental decisions.

This agency has reviewed its conflict of interest code and has determined that (check one BOX):

El An amendment is required. The following amendments are necessary:
(Check all that apply.)
[!] Include new positions
D Revise disclosure categories
D Revise the titles of existing positions
[!] Delete titles of positions that have been abolished and/or positions that no longer make or participate in making governmental decisions
[!] Other (describe)
D The code is currently under review by the code reviewing body.

D No amendment is required. (If your code is over five years old, amendments may be necessary.)
Verification (to be completed if no amendment is required) This agency's code accurately designates all positions that make or participate in the making of governmental decisions. The disclosure assigned to those positions accurately requires that all investments, business positions, interests in real property, and sources of income that may foreseeably be affected materially by the decisions made by those holding designated positions are reported. The code includes all other provisions required by Government Code Section 87302.
oatJ
All agencies must complete and return this notice regardless of how recently your code was approved or amended. Please return this notice no later than October 3, 2022, or by the date specified by your agency, if earlier, to:
(PLACE RETURN ADDRESS OF CODE REVIEWING BODY HERE)
PLEASE DO NOT RETURN THIS FORM TO THE FPPC.
www.fppc.ca.gov
FPPC Advice: [email protected] (866.275.3772)

Add two new Commissions- PROS and CAC
Agenda Item #4.2:

City of Sonoma
Agenda Item Summary
Meeting: City Council - Aug 03 2022
Department
Administration
Staff Contact
Rebekah Barr, MMC, City Clerk
Agenda Item Title
Designate Mayor Jack Ding as the City of Sonoma Voting Delegate for the 2022 Cal Cities Annual Conference
Summary
The City of Sonoma is a member of Cal Cities. Founded in 1898, the League is an association of California city officials who work together so that they may influence policy decisions that affect cities. They provides legislative and ballot measure advocacy, legal advocacy, education, and advocates to defend and expand local control in the Legislature, at the ballot box and in the courts and through strategic outreach to the public, policymakers and opinion leaders
Each year, Cal Cities holds a conference at which delegates from across the State come together to enhance their knowledge and skills, exchange information, and combine resources.

The 2022 League of California Cities Annual Conference will be held on September 7-9 in Long Beach.

An important part of the conference is the annual business meeting typically scheduled for the last day of the conference. At that meeting, representatives (delegates) from each city consider and take action on resolutions that establish policy.

In order for the City of Sonoma to cast a vote at the business meeting, the City Council must designate a Voting Delegate and up to two alternates if desired. In the past, the designee has been both the Mayor and Council Members.

Mayor Ding is the only member of the Council attending the conference.

Recommended Council Action
Designate Mayor Ding as the City of Sonoma Voting Delegate.

Alternative Actions
Council discretion.

Financial Impact
N/A
Environmental Review Status
Environmental Impact Report
Negative Declaration
Approved/Certified
No Action Required
Agenda Item #4.3:

Exempt
Not Applicable
Action Requested
Attachments
2022-Voting-Delegate-Packet
Agenda Item #4.3:

1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org DATE: June 1, 2022
TO: City Managers and City Clerks
RE: DESIGNATION OF VOTING DELEGATES AND ALTERNATES
League of California Cities Annual Conference & Expo – September 7-9, 2022 Cal Cities 2022 Annual Conference & Expo is scheduled for September 7-9, 2022 in Long Beach. An important part of the Annual Conference is the Annual Business Meeting (during General Assembly) on Friday, September 9. At this meeting, Cal Cities membership considers and acts on resolutions that establish Cal Cities policy.

In order to vote at the Annual Business Meeting, your city council must designate a voting delegate. Your city may also appoint up to two alternate voting delegates, one of whom may vote if the designated voting delegate is unable to serve in that capacity.

Please complete the attached Voting Delegate form and return it to Cal Cities office no later than Friday, September 2. This will allow us time to establish voting delegate/alternate records prior to the conference.

Please view Cal Cities’ event and meeting policy in advance of the conference. • Action by Council Required. Consistent with Cal Cities bylaws, a city’s voting delegate and up to two alternates must be designated by the city council.

When completing the attached Voting Delegate form, please attach either a copy of the council resolution that reflects the council action taken, or have your city clerk or mayor sign the form affirming that the names provided are those selected by the city council. Please note that designating the voting delegate and alternates must be done by city council action and cannot be accomplished by individual action of the mayor or city manager alone. • Conference Registration Required. The voting delegate and alternates must be registered to attend the conference. They need not register for the entire conference; they may register for Friday only. Conference registration will open by June 1 on the Cal Cities website. In order to cast a vote, at least one voter must be present at the Business Meeting and in possession of the voting delegate card. Voting delegates and alternates need to pick up their conference badges before signing in and picking up the voting delegate card at the Voting Delegate Desk. This will enable them to receive the special sticker on their name badges that will admit them into the voting area during the Business Meeting.

Council Action Advised by August 31, 2022
Agenda Item #4.3:

• Transferring Voting Card to Non-Designated Individuals Not Allowed. The voting delegate card may be transferred freely between the voting delegate and alternates, but only between the voting delegate and alternates. If the voting delegate and alternates find themselves unable to attend the Business Meeting, they may not transfer the voting card to another city official. • Seating Protocol during General Assembly. At the Business Meeting, individuals with the voting card will sit in a separate area. Admission to this area will be limited to those individuals with a special sticker on their name badge identifying them as a voting delegate or alternate. If the voting delegate and alternates wish to sit together, they must sign in at the Voting Delegate Desk and obtain the special sticker on their badges.

The Voting Delegate Desk, located in the conference registration area of the Long Beach Convention Center, will be open at the following times: Wednesday, September 7, 8:00 a.m. – 6:00 p.m.; Thursday, September 8, 7:00 a.m. – 4:00 p.m.; and Friday, September 9, 7:30 a.m.–12:30 p.m. The Voting Delegate Desk will also be open at the Business Meeting on Friday, but will be closed during roll calls and voting.

The voting procedures that will be used at the conference are attached to this memo.

Please share these procedures and this memo with your council and especially with the individuals that your council designates as your city’s voting delegate and alternates.

Once again, thank you for completing the voting delegate and alternate form and returning it to Cal Cities office by Friday, September 2. If you have questions, please call Darla Yacub at (916) 658-8254.

Attachments:
• Annual Conference Voting Procedures
• Voting Delegate/Alternate Form
Agenda Item #4.3:

1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org Annual Conference Voting Procedures

1. One City One Vote. Each member city has a right to cast one vote on matters pertaining to Cal Cities policy.

2. Designating a City Voting Representative. Prior to the Annual Conference, each city council may designate a voting delegate and up to two alternates; these individuals are identified on the Voting Delegate Form provided to the Cal Cities Credentials Committee.

3. Registering with the Credentials Committee. The voting delegate, or alternates, may pick up the city's voting card at the Voting Delegate Desk in the conference registration area. Voting delegates and alternates must sign in at the Voting Delegate Desk. Here they will receive a special sticker on their name badge and thus be admitted to the voting area at the Business Meeting.

4. Signing Initiated Resolution Petitions. Only those individuals who are voting delegates (or alternates), and who have picked up their city’s voting card by providing a signature to the Credentials Committee at the Voting Delegate Desk, may sign petitions to initiate a resolution.

5. Voting. To cast the city's vote, a city official must have in their possession the city's voting card and be registered with the Credentials Committee. The voting card may be transferred freely between the voting delegate and alternates, but may not be transferred to another city official who is neither a voting delegate or alternate.

6. Voting Area at Business Meeting. At the Business Meeting, individuals with a voting card will sit in a designated area. Admission will be limited to those individuals with a special sticker on their name badge identifying them as a voting delegate or alternate.

7. Resolving Disputes. In case of dispute, the Credentials Committee will determine the validity of signatures on petitioned resolutions and the right of a city official to vote at the Business Meeting.

Agenda Item #4.3:

CITY:________________________________________
2022 ANNUAL CONFERENCE

VOTING DELEGATE/ALTERNATE FORM
Please complete this form and return it to Cal Cities office by Friday, September 2, 2022. Forms not sent by this deadline may be submitted to the Voting Delegate Desk located in the Annual Conference Registration Area. Your city council may designate one voting delegate and up to two alternates.

To vote at the Annual Business Meeting (General Assembly), voting delegates and alternates must be designated by your city council. Please attach the council resolution as proof of designation. As an alternative, the Mayor or City Clerk may sign this form, affirming that the designation reflects the action taken by the council.

Please note: Voting delegates and alternates will be seated in a separate area at the Annual Business Meeting. Admission to this designated area will be limited to individuals (voting delegates and alternates) who are identified with a special sticker on their conference badge. This sticker can be obtained only at the Voting Delegate Desk.

1. VOTING DELEGATE
Name:

Title:

2. VOTING DELEGATE - ALTERNATE 3. VOTING DELEGATE - ALTERNATE Name: Name:

Title: Title:

ATTACH COUNCIL RESOLUTION DESIGNATING VOTING DELEGATE AND ALTERNATES OR ATTEST: I affirm that the information provided reflects action by the city council to designate the voting delegate and alternate(s).

Name: ____________________________________ Email_________________________________ Mayor or City Clerk_________________________ Date____________ Phone________________ (circle one) (signature) Please complete and return by Friday, September 2, 2022 to:

Darla Yacub, Assistant to the Administrative Services Director E-mail: [email protected]; Phone: (916) 658-8254
Agenda Item #4.3:

City of Sonoma
Agenda Item Summary
Meeting: City Council - Aug 03 2022
Department
Administration
Staff Contact
Rebekah Barr, MMC, City Clerk
Agenda Item Title
Adopt a Resolution Making Changes to the Council Commission and Committee Appointment Policy to Remove the Community Service & Environment Commission, Add the Parks, Recreation, & Open Space Commission, and Add the Climate Action Commission Summary
On June 1, 2022, the City Council adopted Ordinance 05-2022, dissolving the Community Services and Environment Commission (CSEC) and creating the Parks, Recreation, & Open Space (PROS) Commission and the Climate Action Commission (CAC). In order to establish and staff the new commissions immediately and in conjunction with the implementation of the ordinance, the CSEC needs to be removed from the Council Commission & Committee Appointment Policy (Policy), and the PROS and CAC need to be added to the Group A commissions.

These are the only changes being proposed with the adoption of the attached resolution. The Policy will be brought back at a future date for further review of the entire Policy.

Recommended Council Action
Adopt the Resolution.

Alternative Actions
Council discretion.

Financial Impact
N/A
Environmental Review Status
Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Attachments
Resolution Policy Changes
Redline Version - Appointment Policy
Agenda Item #4.4:

City of Sonoma
RESOLUTION #____- 2022

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SONOMA APPROVING

REVISIONS TO THE COUNCIL COMMISSION AND COMMITTEE APPOINTMENT POLICY WHEREAS, at the meeting of November 6, 2017, the City Council adopted a new Commission and Committee Appointment Policy; and
WHEREAS, this policy is followed in the appointment of new Commissioners; and WHEREAS, the Council adopted Ordinance 05-2022 on June 1, 2022, dissolving the Community Services & Environment Commission (CSEC) and creating the Parks, Recreation, & Open Space (PROS) Commission and the Climate Action Commission (CAC); and WHEREAS, the policy needs to be updated to reflect these changes.

NOW THEREFORE IT IS HEREBY RESOLVED by the City Council that the following changes will be made to the Council Commissions and Committees Appointment Policy:

1. Remove the Community Services & Environment Commission

2. Add the Parks, Recreation, & Open Space Commission

3. Add the Climate Action Commission
PASSED AND ADOPTED at a Regular Meeting of the City Council on August 3, 2022.

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________________
Jack Ding, Mayor
ATTEST:
______________________________________
Rebekah Barr, MMC, City Clerk
Agenda Item #4.4:

Adopted February 5, 2018 / Revised: September 5, 2018 / April 19, 2021 1 COUNCIL COMMISSION AND COMMITTEE APPOINTMENT POLICY
Purpose:

Public involvement is crucial to the City’s decision-making process, and appointed advisory bodies are an important and valued part of City government. There are particular areas of decision-making which benefit from the advice and counsel of qualified residents. Advisory bodies assist the City Council in making the most informed decisions. The Sonoma Municipal Code provides for the establishment of advisory bodies including commissions and committees to advise the City Council and provide ongoing citizen input into policies and issues affecting the Sonoma Community.

The purpose of this Policy is to outline those Council policies pertaining to the City’s Commissions and Committees and set forth a structure that encourages meaningful involvement by the community in decision-making.

I. Definition - Types of Commissions and Committees
A. Group A – Regional/Valley Committees and Commissions Regional/Valley Committees and Commissions refer to those commissions, boards, and committees which are governmental entities separate and apart from the City of Sonoma, and/or boards whose jurisdiction extends beyond the City of Sonoma. The City Council is authorized to make an appointment or appointments to these boards, commissions and/or committees. These commissions, boards and committees shall be referred to as the “Group A Commissions” and identified in Exhibit A.

B. Group B – City Commissions and Committees
City commissions and committees are those bodies formed by the City Council which are assigned duties and responsibilities particular to the City of Sonoma and whose jurisdiction is limited to the matters and affairs of the City of Sonoma. These commissions and committees shall be referred to as the “Group B Commissions” and identified in Exhibit B.

II. Applications for City Committees and Commissions or Regional/Valley Committees and Commissions
A. Application Process

1. Anyone interested in being considered for service on a Group A or Group B Commission shall submit an application for appointment or for reappointment indicating an interest in serving. The application can be filled out online or filled out in hard copy format and submitted to the City Clerk’s office within the time prescribed by the City Clerk.

2. Whenever a vacancy occurs on a Group A or Group B Commission, the City Clerk shall post a notice of vacancy notifying the public of the vacancy to be filled in compliance with the Maddy Act. Notwithstanding the noticing provisions of the Maddy Act, the City Manager may prescribe a different period of time than specified in the Maddy Act within which applications for said vacancy must be submitted to the City Clerk. The Maddy Act (Cal. Gov. Code 54974) outlines certain processes that must be followed in the instance of a vacancy on a commission.

Agenda Item #4.4:

Adopted February 5, 2018 / Revised: September 5, 2018 / April 19, 2021 2 3. Other than as otherwise specified in these policies, applicants may be selected to a Group B Commission without being informally or formally interviewed.

II. Appointment Process for Group A Commissions.

A. Utilize the Mayoral Appointment Process

1. Vacancies on Group A Commissions shall be filled by nomination of the Mayor and ratification by the City Council. Upon learning that a vacancy has occurred or will occur on one or more of the Group A Commissions, the City Clerk shall solicit applications. When the application period is complete, the City Clerk will then compile a list of all qualified applicants and email that list as well as their applications to the Mayor. As soon as is reasonably practicable, the Mayor shall select another councilmember (“co-councilmember”) to serve as a Council committee to interview the qualified applicants whose names appear on the list. These interviews may occur without compliance with the Ralph M. Brown Act and shall be based on questions that the Mayor and the co-councilmember, collaborating with Staff, deem appropriate.

Every reasonable effort should be made to pose the same or substantially similar questions to each interviewed candidate. After consultation with his/her cocouncilmember, the Mayor will determine the person he/she wishes to appoint to the vacant position. The Mayor shall notify the City Clerk and City Manager of the name of the final candidate for release in final agenda packet.

2. With respect to the Council meeting at which the Mayor’s nomination shall be considered by the Council, the staff report shall include a list of all the interviewed candidates and links to the applications submitted by each. The name of the Mayor’s nominee shall be identified in the staff report

3. At the Council meeting at which the Mayor’s nominee shall be considered for ratification by the Council, the Mayor shall announce his/her nominee and articulate the reasons for the nomination. In the event the Mayor’s nominee is not ratified by the Council, the Mayor shall be entitled to nominate a different person from the list of candidates included with the staff report. If the Mayor’s second nominee fails to be ratified, the Mayor shall be entitled to nominate a third person from the list of candidates, and so on until the Mayor’s nominee is ratified, the list is exhausted, or the Mayor declines to continue making nominations, whichever comes first.

III. Appointment Process for Group B Commissions.

A. Individual Council Member Appointments

1. Each Council Member shall be entitled to appoint one member of each of the Group B Commissions. No formal interview process by the Council is required. It shall be left to the sole discretion of each Council Member as to the nature and scope of any interview or investigation into the qualifications and/or background of the candidates.

However, only persons whose names appear on said list and who have timely submitted applications may be considered for appointment. Upon the vacancy or likely vacancy of a position on a Group B Commission, and generally at least 15 days, but no less than 7 days, the Council meeting at which a candidate is to be selected to fill the vacancy, the City Clerk shall email a list of all of the qualified applicants for that position, along with their applications, to each Council Member.

2. The order in which individual Council Members shall be entitled to select persons to fill vacant positions on Group B Commissions will be determined by a random draw.

The random draw shall determine the order (“rotation order”) in which each Council Agenda Item #4.4:

Adopted February 5, 2018 / Revised: September 5, 2018 / April 19, 2021 3 Member is entitled to pick his/her candidate for each of the Group B Commissions.

In short, there will be a separate appointment order for each of the Group B Commissions, which shall remain in place until changed by vote of the members of the Council. In the event that a single Council Member resigns, fails to be re-elected, or whose position is otherwise vacated, his/her successor Council Member shall take the place in the rotation order enjoyed by his/her predecessor Council Member. In the event that more than one Council Member position becomes vacant for any reason at the same time, the successors to those positions shall step into the rotation order based upon a flip of the coin, drawing of straws, or some other random procedure that is governed by luck.

3. The City Clerk shall keep a record of the appointments and the Council Member’s (and his/her successor’s)1 rotation order.

4. Whenever a member of a Group B Commission who is appointed by an individual Council Member vacates his/her office for any reason, the Council Member who made the appointment shall be entitled to make the appointment to fill that vacancy.

B. At-Large and Non-Voting Youth Members Selected by Majority Vote of Council

1. Excluding alternates, each member of a Group B Commission who is not selected by the individual Council Member appointment process described in section III A above, (“At-Large” positions or members and non-voting Youth member), shall be selected by a majority vote of the City Council. These positions shall be filled at a noticed public meeting of the City Council. The staff report submitted for these appointment(s) shall include the list of all candidates as well copies or links to each of their applications.

IV. Alternates.

A. Alternates on Group B Commissions

1. The City Council, by majority vote, shall appoint one alternate member to each Group B Commission. The alternate member shall be in addition to the other, regular number of members (“regular members”). These alternate positions shall be filled at a noticed public meeting of the City Council. The staff report submitted for these appointment(s) shall include the list of all candidates as well copies or links to each of their applications.

2. Like regular members, the alternate shall attend the regular meetings and special meetings of the Commission to which he/she is appointed. The alternate shall review staff reports and documents and otherwise prepare in preparation for the meetings.

The alternate will be identified for the record and will publicly announce any items on the agenda that he/she is disqualified from participating in because of a conflict of interest. If, as a result of absences, one or more regular members cannot participate at a regular or special meeting, the alternate shall move to any vacant seat and shall participate as a regular member until the completion of the agenda item for which the regular member was absent. If the alternate participates due to a conflict of interest of a regular member, the alternate shall participate as a regular member only until the affected item is completed. In the event an absent member arrives after the commencement of an agenda item, the alternate shall participate as a regular member until the completion of that item, at which time the alternate shall move back 1 Hereinafter, whenever reference is made to a councilmember, it shall also refer to that councilmember’s successors – as determined in accordance with these policies.

Agenda Item #4.4:

Adopted February 5, 2018 / Revised: September 5, 2018 / April 19, 2021 4 to the alternate’s seat and shall stop participating as a regular member. In the event an item on which the alternate member has participated as a regular member is continued to a subsequent meeting, the alternate shall continue to participate as a regular member on the item at any and all subsequent meetings.

3. The qualifications, appointment, term of office, attendance, removal and other requirements applicable to the alternate shall be the same as those for At-Large members of the Group B Commission, except that the alternate position may be filled only by a qualified elector of the City. The alternate shall also be subject to the requirements of and shall abide by the Ralph M. Brown Act, the Political Reform Act of 1974 and other law applicable to the regular members of the Group B Commission.

4. The alternate to a Group B Commission, if willing to accept the position, shall automatically fill a vacancy of an At-Large position on the commission when the vacancy is created by the resignation, removal or expiration of the term of office of the At-Large commissioner, whether or not that At-Large commissioner is a qualified elector of the City. The alternate shall serve out the remaining term of office of the At-Large commissioner whose position the alternate fills. Said ascension to the vacant position shall be temporary and once the person appointed by the Council or a councilmember to fill that position is sworn in, the alternate shall step down and resume his/her office as an alternate. If an alternate who is otherwise qualified to fill such a vacancy declines to do so, then that temporarily vacant position shall be filled pursuant to the procedures applicable to the position.

5. The alternate to a Group B Commission, if willing to accept the position, shall automatically fill a vacancy on the commission when said vacancy is created by the resignation, removal or expiration of the term of office of a commissioner appointed by a single councilmember, whether or not that commissioner is a qualified elector of the City. Ascension to the vacant position shall be temporary and once the person appointed by the councilmember is sworn in, the alternate shall step down and resume his/her office as an alternate. If an alternate who is otherwise qualified to fill such a temporary vacancy declines to do so, then that temporarily vacant position shall be filled pursuant to the procedures applicable to the position.

6. An alternate who declines to fill a vacancy shall continue serving as an alternate to the Group B Commission on which he/she sits under the same terms and conditions upon which he/she began his/her service.

V. Terms of Office for Commissioners Selected by Council A. No Term Limit for Commissioners

1. There shall be no limit on the number of years or time a person selected by the Council may serve as a commissioner or alternate on a Group B Commission.

2. Unless the Group A Commission has preset term limits, there shall be no limit on the number of years or time a person nominated by the Mayor and ratified by the Council may serve as a commissioner or alternate on a Group A Commission.

3. For persons appointed to serve as commissioners on Group A or Group B Commissions through the mayoral process or by majority vote of the members of the Council their terms of office shall begin on February 1 of the year nearest to the date on which they were sworn into office. For example, a person who is appointed to a Agenda Item #4.4:

Adopted February 5, 2018 / Revised: September 5, 2018 / April 19, 2021 5 Group A Commission and who is sworn in on May 1, 2018, shall begin serving upon being sworn, but be deemed to have commenced office on February 1, 2018. A person who is appointed to a Group A Commission and is sworn in on November 1, 2017, shall begin to serve on that commission immediately upon being sworn in, but his/her term of office shall, as stated above, be deemed to commence on February 1, 2018.

4. With the exception of the Community Services and Environment Commission (CSEC) Youth member, tThe terms of office of persons appointed to serve as commissioners on Group A or Group B Commissions through the mayoral process or by majority vote of the members of the Council shall be two years, to coincide with city council elections, or as set by the commission/committee in the case of a Group A appointment.

5. The CSEC Youth members shall be appointed to serve a term of one year, beginning August 1 through July 31.

VI. Terms of Office of Persons Appointed by Individual Councilmembers A. Terms of Office of Persons appointed by Individual Council members shall be as follows:

1. Assuming a Council member serves a full four-year term, their appointees are entitled to serve a four-year term coterminous with the Council member’s term.

Should a Council member be re-elected for a subsequent term, the Council member may choose to re-appoint the same appointee or may choose to appoint a different person as the Council member’s second term starts. Any advertising of the appointment shall note that there is an incumbent who may be re-appointed.

2. If a Council member leaves office before their term concludes, the departing Council members’ appointee can remain on the Group B commission until such time as the appointee is re-appointed or replaced by the Council member newly-elected to the departing Council member’s seat. Following the seating of a new Council member to the departing Council member’s seat, the new Council member can make a new appointment to the Group B Commission that is coterminous with the new Council member’s term of office.

VII. Commission Serves Until Replacement Has Been Sworn In A. Commissioners Serve Until Replaced
Notwithstanding the fact that a commissioner’s term of office may have otherwise expired pursuant to the policies adopted herein (including pursuant to section VI.A.1. above), that commissioner shall still be entitled to attend the meetings of the commission on which he/she serves, participate as a regular member of that commission, vote on all items brought before the commission, and otherwise discharge the duties and perform the obligations of regular members until the person selected to replace the commissioner has been sworn in and assumes the full duties of a regular member of the commission.

VIII. Non-Resident Appointees
As to those commission positions which may be filled by appointees who are not qualified electors of the City, they must be filled by appointees who reside and are qualified electors in Agenda Item #4.4:

Adopted February 5, 2018 / Revised: September 5, 2018 / April 19, 2021 6 the Sonoma Valley. For purposes of this policy, “Sonoma Valley” means the area within the Sonoma Valley Unified School District (Exhibit C).

EXHIBIT A
GROUP A COMMISSIONS – REGIONAL/VALLEY

1. Sonoma Valley Citizen’s Advisory Commission - 3 Commissioners/1 Alternate and Nonvoting Members: 1 Emeritus member who must be a former Commissioner or alternate, and 1 Ex-Officio and 1 Ex-Officio Alternate who must be a Councilmember, Planning Commissioner or Planning Staff member.

2. Oversight Board of the Successor Agency of the Former Redevelopment Agency of the City of Sonoma – 1 Member/1 Alternate and 1 Employee Representative/1 Alternate

3. Sonoma Community Housing Corporation Board

4. Sonoma County Library Commission – 1 Commissioner

5. Marin/Sonoma Mosquito and Vector Control District Board – 1 Member

6. County-Wide Bicycle and Pedestrian Advisory Commission – 1 Member

7. Sonoma County Sustainable Groundwater Management Advisory Committee – 1 Member Agenda Item #4.4:

Adopted February 5, 2018 / Revised: September 5, 2018 / April 19, 2021 7 EXHIBIT B
GROUP B COMMISSIONS – CITY

1. Planning Commission – 7 Commissioners/1 Alternate

2. Climate Action Commission – 5 Commissioners/1 Non-Voting Youth

3. Community Services and Environment Commission – 7 Commissioners/1 Alternate/1 Non-Voting Youth between the ages of 14-18.

4. Cultural and Fine Arts Commission – 7 Commissioners/1 Alternate

5. Design Review and Historic Preservation Commission – 5 Commissioners/1 Alternate

6. Parks, Recreation, & Open Space Commission – 5 Commissioners/1 Non-Voting Certified Arborist/1 Non-Voting Youth Member

7. Traffic Safety Committee – 5 Members/1 Alternate
Agenda Item #4.4:

City of Sonoma
Agenda Item Summary
Meeting: City Council - Aug 03 2022
Department
Administration
Staff Contact
Sue Casey, Assistant City Manager
Agenda Item Title
Accept the Expenditure Report for the Month of June 2022 Summary
The attached report shows disbursements for the month of June 2022.

Recommended Council Action
Accept report.

Alternative Actions
Council discretion.

Financial Impact
Monthly Payables Report, June 2022
Environmental Review Status
Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Attachments
Monthly Payables Report June 2022
Alignment with Council Goals:

Compliance with Climate Action 2020 Target Goals:

CC:
n/a
Agenda Item #4.5:

CITY OF SONOMA

MONTHLY PAYABLES REPORT
June 2022
Vendor No Vendor Name Check Date Check Amount
Check No Invoice No Description Reference
00000063 VOYA/ING Financial Services
Electronic Payment Deferred Comp VOYA/ING Emplyer 06/16/2022 46.24 Deferred Comp VOYA/ING 06/16/2022 15.00
Deferred Comp VOYA/ING 06/16/2022 160.00
Deferred Comp VOYA/ING Emplyer 06/16/2022 3.76
Electronic Payment Deferred Comp VOYA/ING 06/01/2022 160.00 Deferred Comp VOYA/ING Emplyer 06/01/2022 3.75
Deferred Comp VOYA/ING Emplyer 06/01/2022 46.25
Deferred Comp VOYA/ING 06/01/2022 15.00
450.00
00000066 AFLAC
98842 333071 Short Term Disability Premiums, May 2022 06/07/2022 472.50 472.50
00000068 American International Group (AIG)
Electronic Payment Deferred Comp AIG/VALIC % 06/16/2022 50.13 Deferred Comp AIG/VALIC Flat 06/16/2022 255.00
Deferred Comp AIG/VALIC Flat 06/16/2022 45.00
Deferred Comp AIG/VALIC % 06/16/2022 200.50
Deferred Comp AIG/VAL Employer 06/16/2022 9.98
Deferred Comp AIG/VAL Employer 06/16/2022 378.52
Deferred Comp AIG/VALIC Flat 06/16/2022 25.00
Electronic Payment Deferred Comp AIG/VALIC Flat 06/01/2022 255.00 Deferred Comp AIG/VALIC Flat 06/01/2022 45.00
Deferred Comp AIG/VAL Employer 06/01/2022 378.50
Deferred Comp AIG/VALIC % 06/01/2022 200.51
Deferred Comp AIG/VAL Employer 06/01/2022 10.00
Deferred Comp AIG/VALIC Flat 06/01/2022 25.00
Deferred Comp AIG/VALIC % 06/01/2022 50.12
1,928.26
00000248 Bubbling Well Pet Memorial Park
98884 13164BW Cremation Services 06/16/2022 160.00
160.00
00000262 B.W.S. Distributors Inc
98807 274121 Supplies 06/01/2022 423.18
423.18
00000292 Caltest Laboratories Inc
98810 632860 Well testing/Sampling 06/01/2022 1,152.00
1,152.00
00000374 Code Publishing Inc
98886 71572 Municipal Code Updates 06/16/2022 672.00
GC0006732 Municipal Code Website Updates 06/16/2022 783.75 1,455.75
00000446 KLH Consulting Inc
98854 145136 3 Year Host Server Warranty 06/07/2022 7,488.00 145288 Billable Services 06/07/2022 190.00
MSP-145212 DataWatch Services, July 2022 06/07/2022 9,053.25 145290 Billable Time 06/16/2022 438.75
17,170.00
00000477 Dewitt's Tire Recycle and Auto Repair
98924 0067686 Sweeper Maintenance 06/24/2022 287.13
287.13
00000487 Division Of The State Architect
98814 DSA Q1 2022 DSA Q1 2022 06/01/2022 655.80
655.80
00000522 Embassy Flag
98815 220520-DS Ukraine Flag 06/01/2022 41.69

41.69 00000527 State of California Employment Development Dept.

Electronic Payment State Income Tax 06/16/2022 4,299.21 State Income Tax 06/16/2022 585.99
State Income Tax 06/16/2022 128.43
Electronic Payment State Income Tax 06/01/2022 124.31
State Income Tax 06/01/2022 7,091.91
State Income Tax 06/01/2022 592.87
12,822.72
Total for Vendor 00000446 (KLH Consulting Inc):

Total for Vendor 00000477 (Dewitt's Tire Recycle and Auto Repair):

Total for Vendor 00000487 (Division Of The State Architect):

Total for Vendor 00000522 (Embassy Flag):

Total for Vendor 00000527 (State of California Employment Development Dept.):

Total for Vendor 00000063 (VOYA/ING Financial Services):

Total for Vendor 00000066 (AFLAC):

Total for Vendor 00000068 (American International Group (AIG)):

Total for Vendor 00000248 (Bubbling Well Pet Memorial Park):

Total for Vendor 00000262 (B.W.S. Distributors Inc):

Total for Vendor 00000292 (Caltest Laboratories Inc):

Total for Vendor 00000374 (Code Publishing Inc):
1 of 9
Agenda Item #4.5:

00000554 Faustino Enterprises Inc
98816 23059 Vehicle Maintenance, 2016 Ford F250 06/01/2022 448.58 448.58
00000589 Corelogic Solutions, Llc
98888 82135655 Assessor Parcel Data Subscription, May 2022 06/16/2022 165.00 165.00
00000597 Fishman Supply Co
98925 1355864 Janitorial Supplies 06/24/2022 530.46
530.46
00000642 Friedman's Home Improvement - PW
98818 INV14935321 Parts & Supplies 06/01/2022 74.31
98848 INV14354318 Parts & Supplies 06/07/2022 69.71
INV14976741 Parts & Supplies 06/07/2022 38.72
INV14978813 Parts & Supplies 06/07/2022 61.96
INV14979791 Parts & Supplies 06/07/2022 126.90
INV14980686 Parts & Supplies 06/07/2022 67.12
INV15007910 Parts & Supplies 06/07/2022 44.78
INV15011257 Parts & Supplies 06/07/2022 25.59
INV15014643 Parts & Supplies 06/07/2022 82.95
98849 INV14980757 Parts & Supplies 06/07/2022 43.10
INV15002329 Parts & Supplies 06/07/2022 16.96
INV15008854 Parts & Supplies 06/07/2022 3.90
656.00
00000829 ICMA RC
Electronic Payment Deferred Comp ICMA % 06/16/2022 5.94 Deferred Comp ICMA Employer 06/16/2022 25.00
Deferred Comp ICMA 06/16/2022 36.24
Deferred Comp ICMA % 06/16/2022 859.01
Deferred Comp ICMA 06/16/2022 2,685.69
Deferred Comp ICMA 06/16/2022 163.75
Deferred Comp ICMA Employer 06/16/2022 313.75
Deferred Comp ICMA Employer 06/16/2022 31.25
Deferred Comp ICMA 06/16/2022 20,500.00
Deferred Comp ICMA Employer 06/16/2022 105.00
Electronic Payment Deferred Comp ICMA 06/01/2022 163.76 Deferred Comp ICMA % 06/01/2022 859.00
Deferred Comp ICMA 06/01/2022 2,985.67
Deferred Comp ICMA Employer 06/01/2022 602.24
Deferred Comp ICMA % 06/01/2022 5.95
Deferred Comp ICMA Employer 06/01/2022 31.25
Deferred Comp ICMA Employer 06/01/2022 25.00
Deferred Comp ICMA Employer 06/01/2022 105.01
Deferred Comp ICMA 06/01/2022 36.25
29,539.76
00000833 Ricoh Usa, Inc
98902 106202941 Copier Lease/Maintenance 06/16/2022 241.80 106202941 Copier Lease/Maintenance 06/16/2022 1,450.76
106202941 Copier Lease/Maintenance 06/16/2022 725.38
106229264 Copier Lease/Maintenance 06/16/2022 283.55
2,701.49
00000838 Infosend Inc.
98821 211996 Data Processing/Mail Prep Services 06/01/2022 487.01 211996 Data Processing/Mail Prep Services 06/01/2022 1,903.38 212404 Maintenance Fee 06/01/2022 898.40
98928 214114 Maintenance Fee 06/24/2022 898.83
4,187.62
00000901 Kaiser Foundation Health Plan
98897 July 2022 Health Benefits, July 2022 06/16/2022 9,041.54 July 2022 Health Benefits, July 2022 06/16/2022 35,560.13 July 2022 Health Benefits, July 2022 06/16/2022 2,119.59 46,721.26
00000971 Larsengines
98824 275144 Parts & Supplies 06/01/2022 852.87
275145 Parts & Supplies 214.08
1,066.95
00001004 Liebert,Cassidy,Whitmore
98855 218333 Legal Services 06/07/2022 819.00
819.00
00001044 Lynx Technologies
98899 9651 GIS Website Maintenance, May 2022 06/16/2022 500.00 9652 GIS Services, May 2022 06/16/2022 2,080.00
2,580.00
Total for Vendor 00001004 (Liebert,Cassidy,Whitmore):

Total for Vendor 00000971 (Larsengines):

Total for Vendor 00000901 (Kaiser Foundation Health Plan):

Total for Vendor 00000838 (Infosend Inc.):

Total for Vendor 00000833 (Ricoh Usa, Inc):

Total for Vendor 00000829 (ICMA RC):

Total for Vendor 00000642 (Friedman's Home Improvement - PW):

Total for Vendor 00000597 (Fishman Supply Co):

Total for Vendor 00000589 (Corelogic Solutions, Llc):

Total for Vendor 00001044 (Lynx Technologies):

Total for Vendor 00000554 (Faustino Enterprises Inc):

Monthly Payables Report, June 2022 2 of 9
Agenda Item #4.5:

00001262 Quadient Leasing USA, Inc.
98831 N9402941 Lease/Maintenance Services 06/01/2022 300.26 300.26
00001278 North Bay Monument Inc
98827 16060 Lettering/Engraving Services 06/01/2022 6,810.00 16117 Lettering/Engraving Services 06/01/2022 1,935.00
8,745.00
00001306 Nyberg Landscaping
98828 981 Landscaping Services 06/01/2022 525.00
98931 875 Landscaping Services 06/24/2022 525.00
1,050.00
00001315 Office Depot - City
98829 240948270001 Office Supplies 06/01/2022 69.48
98857 242995090001 Office Supplies 06/07/2022 50.72
243200630001 Office Supplies 06/07/2022 6.35
243332478001 Office Supplies 06/07/2022 -6.35
243350488001 Office Supplies 06/07/2022 2.01
245540826001 Office Supplies 06/07/2022 35.66
245540991001 Office Supplies 06/07/2022 33.08
190.95
00001323 O'Reilly Auto Parts
98830 2599-287591 Supplies 06/01/2022 76.81
2599-287603 Supplies, Credit 06/01/2022 -65.39
2599-289188 Supplies 06/01/2022 91.52
2599-309450 Supplies 06/01/2022 49.01
151.95
00001330 AT&T
98806 000018139752 Acct#9391034743, Communications 06/01/2022 321.13 000018141620 Acct#9391062287, Communications 06/01/2022 329.81 000018141620 Acct#9391062287, Communications 06/01/2022 371.91 000018200841 Acct#9391034745, Communications 06/01/2022 430.86 000018200841 Acct#9391034745, Communications 06/01/2022 382.08 98882 000018286281 Acct#9391034743, Communications 06/16/2022 320.49 000018288149 Acct#9391062287, Communications 06/16/2022 371.91 000018288149 Acct#9391062287, Communications 06/16/2022 329.81 2,858.00
00001370 CalPERS
Electronic Payment CalPERS 06/16/2022 1,368.12
CalPERS City Contribution 06/16/2022 8,853.73
CalPERS City Contribution 06/16/2022 1,338.68
PERS Survivor Benefit 06/16/2022 29.00
CalPERS 06/16/2022 8,171.19
CalPERS cost sharing 06/16/2022 1,713.75
CalPERS cost sharing 06/16/2022 285.16
CalPERS cost sharing 06/16/2022 50.45
CalPERS 06/16/2022 241.21
PERS Survivor Benefit 06/16/2022 5.65
CalPERS City Contribution 06/16/2022 248.28
PERS Survivor Benefit 06/16/2022 1.62
Electronic Payment CalPERS City Contribution 06/01/2022 1,335.33 CalPERS 06/01/2022 238.04
CalPERS cost sharing 06/01/2022 1,759.21
PERS Survivor Benefit 06/01/2022 5.63
CalPERS cost sharing 06/01/2022 49.79
PERS Survivor Benefit 06/01/2022 30.88
PERS Survivor Benefit 06/01/2022 1.62
CalPERS cost sharing 06/01/2022 284.36
CalPERS City Contribution 06/01/2022 245.59
CalPERS City Contribution 06/01/2022 9,291.86
CalPERS 06/01/2022 1,364.40
CalPERS 06/01/2022 8,503.31
45,416.86
00001449 Public Agency Retirement Services
98901 50802 Defined Benefit, April 2022 06/16/2022 300.00 300.00
00001493 REMIF
98833 June 2022 Dental Premiums, June 2022 06/01/2022 4,323.86 June 2022 Vision Premiums, June 2022 06/01/2022 28.21
June 2022 Medical Premiums, June 2022 06/01/2022 2,622.45 June 2022 Dental Premiums, June 2022 06/01/2022 626.85
June 2022 Medical Premiums, June 2022 06/01/2022 20,439.60 June 2022 Medical Premiums, June 2022 06/01/2022 1,022.95 June 2022 Dental Premiums, June 2022 06/01/2022 191.41
June 2022 Vision Premiums, June 2022 06/01/2022 121.94
June 2022 Vision Premiums, June 2022 06/01/2022 814.45
30,191.72
Total for Vendor 00001370 (CalPERS):

Total for Vendor 00001449 (Public Agency Retirement Services):

Total for Vendor 00001330 (AT&T):

Total for Vendor 00001323 (O'Reilly Auto Parts):

Total for Vendor 00001315 (Office Depot - City):

Total for Vendor 00001306 (Nyberg Landscaping):

Total for Vendor 00001278 (North Bay Monument Inc):

Total for Vendor 00001262 (Quadient Leasing USA, Inc.):

Total for Vendor 00001493 (REMIF):

Monthly Payables Report, June 2022 3 of 9
Agenda Item #4.5:

00001514 Ross Recreation Equip Co
98835 I20484 Playground Equipment 06/01/2022 2,395.17
I20872 Playground Equipment 06/01/2022 885.88
3,281.05
00001564 Sebastiani Building Investors
98859 July 2022 Monthly lease payment 06/07/2022 5,990.00 5,990.00
00001568 SEIU Local 1021
98780 Union Dues 06/01/2022 4.15
Union Dues 06/01/2022 442.99
Union Dues 06/01/2022 86.24
98879 Union Dues 06/16/2022 86.15
Union Dues 06/16/2022 4.15
Union Dues 06/16/2022 442.13
1,065.81
00001612 Robert A. Smith
98935 22-3-5 Prosecuting Attorney Services, April 2022 06/24/2022 833.00 22-3-6 Prosecuting Attorney Services, April 2022 1,260.00 22-3-7 Code Enforcement Services, April 2022 5,200.00
22-3-8 Youth & Family Services, April 2022 5,416.67
12,709.67
00001627 Sonoma Auto Parts
98861 785452 Parts & Supplies 06/07/2022 201.92
201.92
00001636 Sonoma County Sheriff's Office
98906 9466 Law Enforcement Services, April 2022 06/16/2022 365,323.58 98936 9494 Law Enforcement Services, May 2022 06/24/2022 373,790.34 739,113.92
00001665 Sonoma Community Center
98862 July 2022 FY22-23 City Sponsorship/Service Contract 06/07/2022 3,333.33 3,333.33
00001673 Sonoma Valley Chamber of Commerce
98866 July 2022 Business & Economic Vitality Svcs, FY22-23 06/07/2022 10,416.66 10,416.66
00001679 Sonoma Materials Inc
98865 131539 Materials & Supplies 06/07/2022 1,196.21
131541 Materials & Supplies 06/07/2022 2,368.56
131808 Materials & Supplies 06/07/2022 195.30
131898 Materials & Supplies 06/07/2022 792.92
132175 Materials & Supplies 06/07/2022 10,095.38
14,648.37
00001685 Sonoma Valley Visitors Bureau
98867 July 2022 FY22-23, Monthly Payment Per Contract 06/07/2022 8,333.33 8,333.33
00001705 Sonoma Ecology Center
98863 July 2022 FY22-23 City Sponsorship/Service Contract 06/07/2022 2,083.33 2,083.33
00001706 Sonoma Tourism Improvement Dist.
98908 May 2022 TID Receipts, May 2022 06/16/2022 94,954.55 98937 April 2019 Replacement for Ck#93180 April 2019 Receipts 06/24/2022 43,689.45 138,644.00
00001721 County of Sonoma, General Services
98889 FL-1802 Fleet Charges, April 2022 06/16/2022 6,438.93 FL-1802 Fleet Charges, April 2022 06/16/2022 1,573.73
FL-1802 Fleet Charges, April 2022 06/16/2022 13,344.01
21,356.67
00001758 Soiland Co, Inc
98860 169826 Environmental Recycling Services 06/07/2022 547.84 169826 Environmental Recycling Services 06/07/2022 547.84 1,095.68
00001782 Syar Industries Inc
98838 879698 Supplies 06/01/2022 356.00
98869 880615 Supplies 06/07/2022 208.35
564.35
00001812 The Rental Place
98870 469886-4 Supplies 06/07/2022 50.21

50.21 Total for Vendor 00001758 (Soiland Co, Inc):

Total for Vendor 00001721 (County of Sonoma, General Services):

Total for Vendor 00001706 (Sonoma Tourism Improvement Dist.):

Total for Vendor 00001705 (Sonoma Ecology Center):

Total for Vendor 00001685 (Sonoma Valley Visitors Bureau):

Total for Vendor 00001679 (Sonoma Materials Inc):

Total for Vendor 00001673 (Sonoma Valley Chamber of Commerce):

Total for Vendor 00001514 (Ross Recreation Equip Co):

Total for Vendor 00001782 (Syar Industries Inc):

Total for Vendor 00001812 (The Rental Place):

Total for Vendor 00001564 (Sebastiani Building Investors):

Total for Vendor 00001568 (SEIU Local 1021):

Total for Vendor 00001612 (Robert A. Smith):

Total for Vendor 00001627 (Sonoma Auto Parts):

Total for Vendor 00001636 (Sonoma County Sheriff's Office):

Total for Vendor 00001665 (Sonoma Community Center):

Monthly Payables Report, June 2022 4 of 9
Agenda Item #4.5:

00001829 Thunderbird Communications Inc
98871 3191 Engineering Support 06/07/2022 1,500.00
1,500.00
00001893 U.S. Bank Corp Pmt System
98911 5.10.22 Stmnt Monthly Credit Card Purchases 06/16/2022 17,849.98 17,849.98
00001895 U.S. Bank PARS Acct #6746022400
98781 PARS 06/01/2022 31.14
98880 PARS 06/16/2022 31.14

62.28 00001912 Verizon Wireless
98872 9902182528 Wireless Communications 06/07/2022 225.85 9902182528 Wireless Communications 06/07/2022 1,583.52
9902182528 Wireless Communications 06/07/2022 154.10
9902182528 Wireless Communications 06/07/2022 69.04
9902182528 Wireless Communications 06/07/2022 664.08
9902182528 Wireless Communications 06/07/2022 244.39
9902182528 Wireless Communications 06/07/2022 49.76
9902182528 Wireless Communications 06/07/2022 30.81
98913 9906481032 Wireless Communications 06/16/2022 475.14 3,496.69
00001920 Vintage House
98873 July 2022 FY22-23 City Sponsorship/Service Contract 06/07/2022 3,333.33 98914 Rental Services, Treasure Artist Event 06/16/2022 700.00 4,033.33
00001928 Boys and Girls Clubs of Sonoma Valley
98845 July 2022 FY22-23, City Sponsorship/Service Contract 06/07/2022 4,583.33 4,583.33
00001944 Watersavers Irrigation
98874 FC Finance Charges 06/07/2022 16.58

16.58 00001975 Wilson's Locksmith
98943 42158 Mobile Services 06/24/2022 90.00

90.00 00001989 GHD
98891 380-0012612 Engineering Services, Fryer Creek Bridge Proj. 06/16/2022 3,256.75 380-0014011 Engineering Services, Fryer Creek Bridge Proj. 06/16/2022 4,529.50 7,786.25
2332 U.S. Department of the Treasury
Electronic Payment Medicare Employer Portion 06/16/2022 1,559.16 Medicare Employer Portion 06/16/2022 44.98
Medicare Employee Portion 06/16/2022 44.98
Federal Income Tax 06/16/2022 11,728.93
Medicare Employer Portion 06/16/2022 521.76
Medicare Employee Portion 06/16/2022 521.76
Medicare Employee Portion 06/16/2022 1,559.16
Medicare Employee Portion 06/16/2022 272.21
Federal Income Tax 06/16/2022 1,874.02
Federal Income Tax 06/16/2022 368.40
Medicare Employer Portion 06/16/2022 272.21
Electronic Payment Medicare Employee Portion 06/01/2022 44.33 Medicare Employee Portion 06/01/2022 2,039.41
Federal Income Tax 06/01/2022 358.83
Medicare Employer Portion 06/01/2022 2,039.41
Federal Income Tax 06/01/2022 19,855.67
Medicare Employer Portion 06/01/2022 44.33
Medicare Employer Portion 06/01/2022 275.13
Federal Income Tax 06/01/2022 1,900.04
Medicare Employee Portion 06/01/2022 275.13
45,599.85
2348 Bolt
98808 46376 Acct#103852, Temporary Staffing, W/E 5.20.22 06/01/2022 694.45 46376 Acct#103852, Temporary Staffing, W/E 5.20.22 06/01/2022 694.45 46376 Acct#103852, Temporary Staffing, W/E 5.20.22 06/01/2022 73.10 46377 Acct#103852, Temporary Staffing, W/E 5.22.22 06/01/2022 694.45 46377 Acct#103852, Temporary Staffing, W/E 5.22.22 06/01/2022 73.10 46377 Acct#103852, Temporary Staffing, W/E 5.22.22 06/01/2022 694.45 2,924.00
2378 Sonoma Media Investments
98907 35635 Advertising 06/16/2022 608.00
608.00
Total for Vendor 00001989 (GHD):

Total for Vendor 00001975 (Wilson's Locksmith):

Total for Vendor 00001920 (Vintage House):

Total for Vendor 00001928 (Boys and Girls Clubs of Sonoma Valley):

Total for Vendor 00001944 (Watersavers Irrigation):

Total for Vendor 00001912 (Verizon Wireless):

Total for Vendor 00001895 (U.S. Bank PARS Acct #6746022400):

Total for Vendor 00001893 (U.S. Bank Corp Pmt System):

Total for Vendor 00001829 (Thunderbird Communications Inc):

Total for Vendor 2378 (Sonoma Media Investments):

Total for Vendor 2348 (Bolt):

Total for Vendor 2332 (U.S. Department of the Treasury):

Monthly Payables Report, June 2022 5 of 9
Agenda Item #4.5:

2453 Waste Management
98839 0105142-1507-7 Waste/Recycling Services 06/01/2022 167.08 167.08
2484 Dadco Construction
98922 1076 Septic System Monitoring & Purge Services, March 2022 06/24/2022 430.00 430.00
2562 HRdirect
98894 INV11255360 CA Labor Posters 06/16/2022 150.06
INV11255361 CA Labor Posters 06/16/2022 150.06
300.12
2575 Hepburn Superior
98927 IN124274 Cemetery Maintenance Supplies 06/24/2022 836.38 836.38
2622 US Bank Voyager Fleet Sys
98912 8693802532222 Fuel 06/16/2022 1,048.92
1,048.92
2637 American Water Works Association
98805 0002354621 Parts & Supplies 06/01/2022 4,855.66
4,855.66
2774 Staples Advantage
98909 3507529451 Office Supplies 06/16/2022 32.71
3508084082 Office Supplies 06/16/2022 70.50
3508677227 Office Supplies 06/16/2022 63.98
3509017037 Office Supplies 06/16/2022 53.40
220.59
2791 California Building Officials
98917 14887 State Laws Book 06/24/2022 176.13
176.13
2867 Ferguson Enterprises LLC #3325
98817 1702611 Meters 06/01/2022 4,501.70
4,501.70
2883 Republic Services of Sonoma County
98834 3871-000026063 Waste/Recycling Services 06/01/2022 269.73 3871-000026063 Waste/Recycling Services 06/01/2022 269.72 539.45
2995 Ready Refresh
98832 02E0032628596 Water Delivery/Cooler Rental 06/01/2022 34.90 12E0028300440 Water Delivery/Cooler Rental 06/01/2022 224.91 98858 02E0032628554 Water Delivery/Cooler Rental 06/07/2022 242.15 501.96
3003 County of Sonoma Information Systems
98812 ISD-0000028874 Telephone Usage/Line Charges 06/01/2022 638.38 ISD-0000028902 Record Box Retrieval Charges 06/01/2022 57.00 695.38
3042 Sonoma Embroidery
98864 3779 Embroidery Services 06/07/2022 50.00

50.00 3197 Rebekah Barr
98883 Reimbursement Mileage 06/16/2022 71.96
Reimbursement Mileage 103.65
Reimbursement Mileage 57.10
232.71
3201 Mr. Clean Green
98930 05-312022 Waste & Recycling Services, Farmers Market 06/24/2022 3,750.00 3,750.00
3291 Sonoma Valley Community Communications
98837 6878 PEG Access Channel Ops/Videotaping Services 06/01/2022 1,666.66 98938 6929 PEG Access Channel Ops/Videotaping Services 06/24/2022 1,666.66 3,333.32
3304 Colantuono, Highsmith & Whatley PC
98887 April 2022 Legal Services, April 2022 06/16/2022 730.80 April 2022 Legal Services, April 2022 06/16/2022 359.30 April 2022 Legal Services, April 2022 06/16/2022 1,035.30 April 2022 Legal Services, April 2022 06/16/2022 231.42 April 2022 Legal Services, April 2022 06/16/2022 86.28
April 2022 Legal Services, April 2022 06/16/2022 301.95 April 2022 Legal Services, April 2022 06/16/2022 517.65 April 2022 Legal Services, April 2022 06/16/2022 43.14
Total for Vendor 2637 (American Water Works Association):

Total for Vendor 2622 (US Bank Voyager Fleet Sys):

Total for Vendor 2575 (Hepburn Superior):

Total for Vendor 2562 (HRdirect):

Total for Vendor 2484 (Dadco Construction):

Total for Vendor 2453 (Waste Management):

Total for Vendor 3291 (Sonoma Valley Community Communications):

Total for Vendor 3201 (Mr. Clean Green):

Total for Vendor 3197 (Rebekah Barr):

Total for Vendor 2995 (Ready Refresh):

Total for Vendor 3003 (County of Sonoma Information Systems):

Total for Vendor 3042 (Sonoma Embroidery):

Total for Vendor 2883 (Republic Services of Sonoma County):

Total for Vendor 2867 (Ferguson Enterprises LLC #3325):

Total for Vendor 2791 (California Building Officials):

Total for Vendor 2774 (Staples Advantage):

Monthly Payables Report, June 2022 6 of 9
Agenda Item #4.5:

April 2022 Legal Services, April 2022 06/16/2022 389.76 April 2022 Legal Services, April 2022 06/16/2022 3,637.76 April 2022 Legal Services, April 2022 06/16/2022 9,362.07 April 2022 Legal Services, April 2022 06/16/2022 6,407.19 98921 52191 Legal Services, May 2022 06/24/2022 140.00
May 2022 Legal Services, May 2022 06/24/2022 1,423.54
May 2022 Legal Services, May 2022 06/24/2022 129.40
May 2022 Legal Services, May 2022 06/24/2022 776.48
May 2022 Legal Services, May 2022 06/24/2022 12,133.76
May 2022 Legal Services, May 2022 06/24/2022 215.69
May 2022 Legal Services, May 2022 06/24/2022 21,781.90
59,703.39
3435 Kingsley Bogard LLP
98929 26971 Professional Services, April 2022 06/24/2022 2,455.20 2,455.20
3542 American Conservation Experience
98915 22CR2202301 Temporary Staffing, Sonoma Overlook Trail Proj. 06/24/2022 32,068.00 32,068.00
3564 Hinderliter, de Llamas & Associates
98820 SIN017881 Q4/2021, Audit and Contract Services 06/01/2022 761.29 98852 SIN018118 Audit and Contract Services, Q4, 2021 06/07/2022 1,128.88 1,890.17
3582 Municipal Maintenance Equipment, Inc.
98826 0164891-IN Vehicle/Equipment Maintenance 06/01/2022 1,766.37 0165121-IN Vehicle/Equipment Maintenance 06/01/2022 236.05 0169126-IN Vehicle/Equipment Maintenance 06/01/2022 1,788.23 0169762-IN Vehicle/Equipment Maintenance 06/01/2022 2,318.70 6,109.35
3589 Silveira Chevrolet
98836 6090682 Vehicle Maintenance, 2016 Chevrolet Silverado 150 06/01/2022 74.56 98934 2022 Chevrolet Silverado 2500 06/24/2022 64,731.34 2022 Chevrolet Silverado 2500 06/24/2022 66,493.87
131,299.77
3597 Jeffries Public Safety Consulting
98853 SON-21-03 Emergency Management Consulting, Feb & March 2022 06/07/2022 950.00 950.00
3632 Kristina Tierney
98941 Reimbursement Office Supplies 06/24/2022 481.05
Reimbursement APA Conference, Wellander 785.00
Reimbursement APA Conference 2,213.06
3,479.11
3643 Aecom Technical Services, Inc.
98841 2000593171 Professional Services, PN140000 06/07/2022 620.25 620.25
3644 Interiors Incorporated
98822 94541 Deposit, Project#099-000976, Office Furniture 06/01/2022 5,300.00 5,300.00
3652 Department of Health Care Services
98923 GEM0122EBN5 GEMT Quality Assurance Fee Q3 2021 06/24/2022 20,854.08 GEM042222L6 GEMT Quality Assurance Fee Q4 2021 06/24/2022 20,854.08 GEM1021YA84 GEMT Quality Assurance Fee Q1 2021 06/24/2022 20,720.40 GEM1121A231 GEMT Quality Assurance Fee Q2 2021 06/24/2022 22,892.70 85,321.26
3665 Moe Engineering, Inc.
98900 2022174 Engineering Services, 1211 Broadway 06/16/2022 143.00 2022175 Engineering Services, 369 W Napa Street 06/16/2022 2,948.25 2022176 Engineering Services, 19241 5th St W 06/16/2022 406.75 2022177 Engineering Services, May 2022 06/16/2022 5,188.75 8,686.75
3670 Ron Wellander
98942 Reimbursement APA Conference 06/24/2022 1,603.21
1,603.21
3682 Broderick General Engineering, Inc.
98809 6613-01 Engineering Services, Task Order 02-2022 06/01/2022 17,079.92 17,079.92
3689 Tritech Software Systems
98910 289054 Annual Software Subscription 06/16/2022 6,861.17 327108 Annual Software Subscription 06/16/2022 6,309.12 13,170.29
Total for Vendor 3542 (American Conservation Experience):

Total for Vendor 3564 (Hinderliter, de Llamas & Associates):

Total for Vendor 3582 (Municipal Maintenance Equipment, Inc.):

Total for Vendor 3589 (Silveira Chevrolet):

Total for Vendor 3597 (Jeffries Public Safety Consulting):

Total for Vendor 3632 (Kristina Tierney):

Total for Vendor 3304 (Colantuono, Highsmith & Whatley PC):

Total for Vendor 3435 (Kingsley Bogard LLP):

Total for Vendor 3643 (Aecom Technical Services, Inc.):

Total for Vendor 3644 (Interiors Incorporated):

Total for Vendor 3652 (Department of Health Care Services):

Total for Vendor 3665 (Moe Engineering, Inc.):

Total for Vendor 3670 (Ron Wellander):

Total for Vendor 3682 (Broderick General Engineering, Inc.):

Total for Vendor 3689 (Tritech Software Systems):

Monthly Payables Report, June 2022 7 of 9
Agenda Item #4.5:

3717 HdL Software LLC
98851 SIN017532 Payment Services, March 2022 06/07/2022 456.04 98893 SIN017941 Payment Services, April 2022 06/16/2022 591.42 1,047.46
3728 Shred-It USA
98904 8001287381 Shredding Services 06/16/2022 61.67
8001696188 Shredding Services 06/16/2022 65.69
127.36
3775 Katy's Delights
98823 Professional Services 06/01/2022 3,500.00
3,500.00
3792 Sonoma Valley Music
98939 FM22-003 Contract Services, 2nd installment 06/24/2022 2,280.00 2,280.00
4017 Statewide Traffic Safety & Signs Inc.
98940 06013443 Parts & Supplies 06/24/2022 536.39
06013544 Parts & Supplies 06/24/2022 251.43
787.82
4040 Alterity Broker Solutions, Inc.
98843 June 2022 Life Insurance/LTD Premiums, June 2022 06/07/2022 88.02 June 2022 Life Insurance/LTD Premiums, June 2022 06/07/2022 2,246.65 June 2022 Life Insurance/LTD Premiums, June 2022 06/07/2022 383.91 2,718.58
4042 waterTALENT, LLC
98840 3259 Temporary Staffing, W/E 5.22.22 06/01/2022 5,419.88 3267 Temporary Staffing, W/E 5.29.22 06/01/2022 5,960.00 11,379.88
4055 Carmela Mondello Hobaugh
98878 PR Batch 06/16/2022 500.00
500.00
4083 Rush Services, LLC
98903 7195715 Professional Services 06/16/2022 250.00
250.00
4089 Cellhire USA LLC
98811 3002921 Satellite Rental Phone 06/01/2022 50.00
98920 3006533 Satellite Rental Phone 06/24/2022 50.00
100.00
4109 Jerry Ruth Wheeler
98875 July 2022 Contract Services 06/07/2022 3,100.00
3,100.00
4122 California Intergovernmental Risk Authority
98885 INV-1392 Pollution Premium, FY23 06/16/2022 127.06 INV-1392 Pollution Premium, FY23 06/16/2022 30.44
INV-1392 Pollution Premium, FY23 06/16/2022 595.50
98919 INV-1341 FY22-23, Annual Workers Comp Contribution 06/24/2022 7,724.49 INV-1341 FY22-23, Annual Workers Comp Contribution 06/24/2022 32,247.83 INV-1341 FY22-23, Annual Workers Comp Contribution 06/24/2022 151,133.68 191,859.00
4139 Bonnie Durrance Photography
98844 SCC00 Photography Services 06/07/2022 3,631.00
3,631.00
4153 D & D Pipelines, Inc.
98813 2020 Fire Flow Improvement Project 06/01/2022 28,745.80 28,745.80
4170 Fred O'Donnell
98932 Refund Plan Check Deposit Refund 06/24/2022 -44.00 Refund Plan Check Deposit Refund 06/24/2022 -336.00
Refund Plan Check Deposit Refund 06/24/2022 -40.50
Refund Plan Check Deposit Refund 06/24/2022 3,000.00
Refund Plan Check Deposit Refund 06/24/2022 -54.00
2,525.50
4199 California Consulting, Inc.
98918 4952 Grant Writing Services 06/24/2022 4,166.66
5065 Grant Writing Services 06/24/2022 3,750.00
Total for Vendor 4199 (California Consulting, Inc.): 7,916.66 Total for Vendor 4170 (Fred O'Donnell):

Total for Vendor 4122 (California Intergovernmental Risk Authority):

Total for Vendor 4139 (Bonnie Durrance Photography):

Total for Vendor 4153 (D & D Pipelines, Inc.):

Total for Vendor 4089 (Cellhire USA LLC):

Total for Vendor 4109 (Jerry Ruth Wheeler):

Total for Vendor 4083 (Rush Services, LLC):

Total for Vendor 3775 (Katy's Delights):

Total for Vendor 3792 (Sonoma Valley Music):

Total for Vendor 4017 (Statewide Traffic Safety & Signs Inc.):

Total for Vendor 4040 (Alterity Broker Solutions, Inc.):

Total for Vendor 4042 (waterTALENT, LLC):

Total for Vendor 4055 (Carmela Mondello Hobaugh):

Total for Vendor 3717 (HdL Software LLC):

Total for Vendor 3728 (Shred-It USA):

Monthly Payables Report, June 2022 8 of 9
Agenda Item #4.5:

4220 Interwest Consulting Group, Inc.
98895 Professional Services, April 2022 06/16/2022 2,337.00 Professional Services, April 2022 06/16/2022 1,558.00
Professional Services, April 2022 06/16/2022 1,558.00
Professional Services, April 2022 06/16/2022 2,337.00
7,790.00
4237 Frank P Loduca
98825 2 Fryer Creek & Bike Bridge Project 06/01/2022 68,988.77 68,988.77
4243 Dynamic Dyzne Associates, Inc.
98847 2022-5114-03 Design & Construction Management Services, April 2022 06/07/2022 8,226.99 8,226.99
4246 Andrew Hening Consulting LLC
98881 SOM-2 Professional Services, May 2022 06/16/2022 8,575.00 8,575.00
4251 Laine Glende
98819 Rebate Turf Removal Rebate 06/01/2022 437.00
437.00
4252 Cathryn Martindale
98856 Reimbursement Mileage 06/07/2022 45.68

45.68 4253 Martin Graff
98850 Refund Post Event Refund 06/07/2022 100.00
100.00
4254 St. Andrews Presbyterian Church
98868 Refund Post Event Refund 06/07/2022 200.00
200.00
4255 Robert Clair
98846 Rebate Turf Removal Rebate 06/07/2022 270.00
270.00
4256 Rue Chiara Gobbee
98892 2022 Creative Student Artist Award 06/16/2022 2,000.00 2,000.00
4257 Delicious Dish
98890 Catering Services 06/16/2022 763.00
763.00
4258 James Sickles
98905 Rebate Turf Removal Rebate 06/16/2022 435.00
435.00
4259 J D Fulwiler & Company Insurance, Inc.
98896 Farmers Market Insurance 06/16/2022 9,839.60
9,839.60
4260 American Society of Composers, Authors & Publisher 98916 200010259061 License Fee 06/24/2022 597.96
597.96
4261 Sarah Robson
98933 Rebate Clothes Washer Rebate 06/24/2022 50.00

50.00 4263 Maria Monserrat Gutierrez
98926 Water Deposit Refund 06/24/2022 150.00
150.00
Employee Payroll:
6/9/2022 $111,322.71
6/23/2022 $129,922.54
Total for Employee Payroll: $241,245.25
Grand Total: $2,268,637.86
Total for Vendor 4220 (Interwest Consulting Group, Inc.):

Total for Vendor 4263 (Maria Monserrat Gutierrez):

Total for Vendor 4254 (St. Andrews Presbyterian Church):

Total for Vendor 4255 (Robert Clair):

Total for Vendor 4256 (Rue Chiara Gobbee):

Total for Vendor 4257 (Delicious Dish):

Total for Vendor 4258 (James Sickles):

Total for Vendor 4259 (J D Fulwiler & Company Insurance, Inc.):

Total for Vendor 4237 (Frank P Loduca):

Total for Vendor 4243 (Dynamic Dyzne Associates, Inc.):

Total for Vendor 4246 (Andrew Hening Consulting LLC):

Total for Vendor 4251 (Laine Glende):

Total for Vendor 4252 (Cathryn Martindale):

Total for Vendor 4253 (Martin Graff):

Total for Vendor 4261 (Sarah Robson):

Total for Vendor 4260 (American Society of Composers, Authors & Publisher):

Monthly Payables Report, June 2022 9 of 9
Agenda Item #4.5:

City of Sonoma
Agenda Item Summary
Meeting: City Council - Aug 03 2022
Department
Public Works
Staff Contact
Michael Berger
Public Works Director/City Engineer
Agenda Item Title
Update on the Sonoma Valley Field of Dreams Deferred Maintenance Contract Summary
Sonoma Valley Field of Dreams is a community partner providing access to athletic facilities for baseball, softball, soccer, football, and lacrosse. In addition, the open space is used for outdoor events, fitness groups, sports camp. Under the current one-year agreement with the City of Sonoma, the Sonoma Valley Field of Dreams organization will receive $15,000 in funding for operations and routine maintenance of the fields and facilities located at 151 1st St West. In recent years there has been an accumulation of large dollar projects that exceeded the maintenance funding provided by the City of Sonoma for everyday expenses incurred while leasing the Field of Dreams grounds.

As the Sonoma Valley Field of Dreams is a non-profit organization and does not have the mechanisms in place to contract with larger contractors who hold the necessary licensures and insurance to conduct work for the City of Sonoma, the City will coordinate with Field of Dreams volunteers to secure competitive bids from licensed contractors to complete deferred maintenance items. The City will contract independently with the selected contractors in an amount not to exceed $35,000 during the FY 22/23. Deferred maintenance projects identified by the Sonoma Valley Field of Dreams organization include but are not limited to tree maintenance work and irrigation work. The City and selected contractors will coordinate activities under the above-mentioned contracts with volunteers from the Sonoma Valley Field of Dreams organization.

This has been discussed with representatives from the Sonoma Valley Field of Dreams and they are in agreement this is the best way to handle these large dollar, deferred maintenance projects.

Recommended Council Action
Informational item.

Alternative Actions
N/A
Financial Impact
Any contracts for the Field of Dreams deferred maintenance will be brought to Council to approve at that time.

Environmental Review Status
Agenda Item #6.1:

Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Agenda Item #6.1:

City of Sonoma
Agenda Item Summary
Meeting: City Council - Aug 03 2022
Department
Administration
Staff Contact
Lisa Janson, Senior Management Analyst
Agenda Item Title
Discussion, Consideration, and Possible Action to Adopt a Resolution Amending the Recreation and Community Services Program Funding and Policy Guidelines Summary
The Sonoma City Council has contributed grant funding to non-profits through the years. As Sonoma is a small town, with a very limited budget, the City of Sonoma has opted not to operate its own Parks, Recreation and Community Services Department. Instead, these traditional "Recreational and Community Service Programs" have been provided by outside non-profit organizations that fill the community's need for these important programs. By utilizing local non-profit agencies, residents of both the City and surrounding valley have experienced cost savings as the City has avoided the high cost of ongoing salary and benefits, staffing and management of an internal department devoted to recreational and community service programs. Utilizing the talents, skills, networks, and resources already available in the community, the City has supported recreational and community services programs through a level of direct funding for the past 20 plus years. This approach has proven to be a cost effective, efficient, and flexible way to meet the changing needs of the community. Non-profit organizations which provide these Recreational and Community Programs are experts at delivering similar services provided by local governments elsewhere.

Historically, the focus of the City's grant funding program was to support three, and then four non-profits that provide core recreational and community services, as the City does not operate an in-house recreation and community services department. Funding for these organizations was part of the annual budget process. Specifically, the City Council adopted a "Recreational and Community Programs Funding Policy" on February 4, 2009, and it was amended on May 19, 2010.

In FY 2016-17, new Community Funding competitive grant guidelines were adopted with a different approach allowing broader funding access to all non-profit agencies in Sonoma. It was the Council's intention to distribute the designated funds available to a wider span of agencies to benefit the greater good. While it was understood that there would not be sufficient dollars to fund all agencies and requests, the format of this grant program would allow reconsideration each year for funding of local organizations and give greater opportunity to all non-profit applicants.

As part of the process in 2016, the City Council expressed a desire to have a new policy before initiating the community funding process for the FY 17/18 budget. On March 20, 2017, the City Council held a study session to review the City's Community Fund Grant program. At the end of the study session, Council directed staff come back with a hybrid approach that would provide multi-year contracts to the key non-profits delivering core recreation and environment services to the community, support for heritage/legacy community events and a further discussion of any competitive grant program based on overall funding and refined focus.

Agenda Item #6.2:

On March 5, 2018, the City Council approved new funding and policy guidelines for the City's "Recreation and Community Services Program”. The City entered into three-year contracts with four core recreation providers (Sonoma Community Center, Sonoma Ecology Center, Sonoma Valley Boys and Girls Club and Vintage House). In the FY 18/19 budget, the City also approved a one-year contract with the Sonoma Valley Field of Dreams in recognition of their recreation contributions in the operations and maintenance of these community play fields. The levels of funding for these organizations have been mostly consistent and the “core” organizations have not changed.

During the June 21, 2022, Special City Council meeting, Council directed staff to bring a revised Recreation and Community Services Program Funding and Policy back with changes which would include criteria for other Community Recreation and Community Service Providers to be added as Core Recreation and Community Service Providers. Exhibit A is a redlined version of the Recreation and Community Services Program Funding and Policy Guidelines adopted on 3/5/2018 which includes staff's recommended revisions. Exhibit B is a clean version of the proposed policy. Staff has also updated the policy to reflect changes that were recently made to the Special Events Policy as well as changes to a few of the heritage and community event organizations.

The following outlines the criteria to qualify as a Core Recreational and Community Services Provider:
a) Must be an established 501c (3) organization in good standing. b) Provides recreation and community services programming that serves a minimum of 5% of the total population of the City of Sonoma.
c) The hours of operations and programming exceed 30 + hours a week. d) Must maintain a community facility and ensure it is accessible to the public year-round.

Based on the above criteria, during the annual fiscal year budget process, the City Council can consider adding additional key non-profits for their delivery of core recreation and community services on behalf of the City. If additional Core Recreation and Community Service Partners are added, the funding mechanism outlined in the FUNDING CALCULATION section below remains the same. (It should be noted that adding additional Core Recreation and Community Service Partners could potentially reduce the overall funding available for each partner, special and heritage events, and/or the Council’s Discretionary Funding.)

FUNDING CALCULATION
The Sonoma City Council will fund the Community Recreation and Community Services Program through a calculation equal to 1.5% of designated General Fund Tax Revenue sources which includes: Property Tax-Secured, Property Tax-Unsecured, Property TaxSupplemental, Property Tax-HOPTR, Property Tax-County Collection, ERAF (State Transfer), Sales/Use Tax, VLF Swap, Measure J-Local Sales Tax, TOT, Franchise Tax, Business License Tax and Property Transfer Tax.

The total amount of funding may vary from year-to-year based on budget calculations and will be set annually through the adoption of the budget. There will be two categories of funding under the Community Fund. Each component is treated separately.

Agenda Item #6.2:

CORE RECREATION AND COMMUNITY SERVICES FUND (90%)
Of the total Community Fund calculation (1.5%), a total sum of 90% shall be available to fund contracted recreation and community services, heritage events and community events.

However, any unprogrammed funding will be categorized as Council Discretionary Use. - The FY 22/23 unallocated funding balance is $48,667.

COUNCIL DISCRETIONARY USE (10%)
The remaining 10% of funding will remain as a set-aside for distribution by Council as general-purpose funding which may be used to support special events or smaller special purpose initiatives that become apparent throughout the fiscal year. Requests for Council Discretionary funding shall be brought forward individually to the City Council. The City Council may decide to create more formal policy or parameters about this discretionary funding in the future. Any non-programming funding from the Core Recreation and Community Service funding that isn’t programmed shall roll to Council Discretionary use. - The FY 22/23 Council Discretionary funding balance is $27,185.

If City Council decides to add an additional core provider to the Recreation and Community Services program for FY 22/23, a FY 22/23 budget adjustment would be needed to provide the additional funding. Any additional funding to a potential new core provider would come from the FY unallocated balance of $48,667.

Recommended Council Action
Adopt the resolution approving the revised Recreation and Community Services Program Funding and Policy Guidelines.

Alternative Actions
Review the Policy and make recommended changes for staff to bring back to a future meeting.

Financial Impact
If City Council decides to add an additional core provider to the Recreation and Community Services program for FY 22/23, a FY 22/23 budget adjustment would be needed to provide the extra funding. Additional funding to a new core provider would come from the current FY 22/23 unallocated balance of $48,667. As the total amount of funding that is available for recreation and community service partners, heritage, and special events, varies from year-toyear because it is based on tax revenue, adding additional Core Recreation and Community Service Partners could potentially reduce the overall funding available for each partner, heritage, and special event, as well as the Council’s Discretionary Funding.

Environmental Review Status
Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Attachments
Agenda Item #6.2:

EXHIBIT A Redlined Version Recreation Community Services Policy and Procedures EXHIBIT B Clean Version Recreation Community Services Policy and Procedures Resolution Adopt Revised Recreation Community Services Program Funding and Policy Guidelines
Agenda Item #6.2:

CITY OF SONOMA
Approved by City Council on 3/5/2018

RECREATION AND COMMUNITY SERVICES PROGRAM
Funding and Policy Guidelines

PURPOSE
Recognizing the significant, if not crucial, role that recreational and community services programs play in enhancing the overall health and well-being of its citizens, the City has regularly provided funding and financial support to nonprofits providing these services in Sonoma. While a long termlong-term investment, the City’s funding of recreation and community services has not been organized in a centralized manner to allow them to be visible to the community especially since many of these investments have occurred through the years.

The purpose of the Recreation and Community Services Program is to centralize and bring together the many investments that the City provides. This updated Program has the following five components:

1. Multi-year contracts with key non-profit organizations which provide core recreation and community service programs where there has been a long City partnership;

2. Fee waivers and financial support for events that celebrate our community’s heritage and history;

3. Fee waivers for community events that celebrate seasonal events and bring our community together; and,

4. Discretionary funding to support unique projects that are impactful to the community/City that may arise during the year without tapping into the City’s reserves; and

5. Enhancement of a “Recreation and Community Services” webpage on the City’s website to provide information and links regarding this program, our partners and the City’s investments.

BACKGROUND
The City of Sonoma has a long history of providing funding to various recreation and community service initiatives through annual grant funding, one-time investments in facilities, financial support for leases, and/or low annual lease rates for property or buildings. In addition, the City has traditionally supported many community events and activities by waiving or reducing city fees and at times, providing direct financial support. The City also has supported non-profits through the years for one-time initiatives or opportunities. The City’s support for a variety of recreation and community services is an important component in ensuring a high quality of life for its residents.

In many cities, there are city employees and a dedicated Recreation and Community Service Department that deliver youth programs, athletic programs, senior services, arts and theater, and the facilities that operate these programs.

In Sonoma, these core recreational programs are provided by non-profits; the City has not provided these programs directly. For many decades, the City has provided annual grant funding to key non-profits which overtime became known as the “Tier 1” non-profits. Through Due to these long-term partnerships, the City and its residents have Agenda Item #6.2:

experienced cost savings through the avoidance of creating a City department with appropriate staffing devoted to Recreational and Community Programs. Through By leveraging the talents, skills, networks, and resources already available in the community, the City has invested in recreation and community programs for decades. This approach has been proven to be a cost effective, efficient, and flexible method to meet the changing needs of the community.

Non-profit organizations which provide these Recreational and Community Programs are expert at delivering some traditional services provided by city governments elsewhere. The chart below illustrates typical municipal recreation services and who/how those services are delivered in Sonoma.

COMPONENTS OF THE POLICY

1. Core Recreation and Community Service Partnership Contracts – Based on historical funding and criteria tThe City Council has selected four the key non-profits listed below to contract with for their delivery of core recreation and community services on behalf of the City. a. Sonoma Valley Boys and Girls Club
b. Sonoma Community Center
c. Vintage House
d. Sonoma Ecology Center
Rather than an annual grant process, the City will enter into agreements directly with each non-profit for multi-year contracts. This creates certainty for the non-profit and acknowledges that this is an ongoing service relationship.

To be considered a Core Recreation and Community Service Partner the organization needs to meet the following criteria:
a) Must be an established 501c (3) organization in good standing.

Vintage House
Sonoma Community
Center
Sonoma Ecology Center
Sonoma ValleySV Field of
Dreams
Boys and Girls Club
Sonoma Ecology Center
Sonoma Community
Center
SV Field of Dreams
Sebastiani Theater
Vintage House Sonoma Community
Center
Sonoma Ecology
Center
SV Field of Dreams
Sonoma Community Center
SV Museum of Art
Sebastiani Theater
Agenda Item #6.2:

b) Provides recreation and community services programming that serves a minimum of 5% of the total population of the City of Sonoma
c) The hours of operations and programming exceed 30 + hours a week. d) Must maintain a community facility and ensure it is accessible to the public year-round.

Based on the above criteria, during the annual fiscal year budget process, the City Council can consider adding additional key non-profits for their delivery of core recreation and community services on behalf of the City. If additional Core Recreation and Community Service Partners are added, the funding mechanism outlined in the FUNDING CALCULATION section below remains the same. (It should be noted that adding additional Core Recreation and Community Service Partners could potentially reduce the overall funding available for each partner and/or the Council’s Discretionary Funding.)
Attachment A outlines the history of the is the recommended contribution for the next three years. Attachment B outlines the history of the City’s financial sponsorship of these recreation/community service non-profits.

Other Recreation and Community Services Partnerships: The City has other recreation and community service partnerships that will be included on the City’s Recreation and Community Services web page.

Sebastiani Theatre – In 2016, the City entered a separate agreement with the Sebastiani Theatre Foundation to support the renovation and programming of the Sebastiani Theater. The City has a 25-year lease with the property owners of the Theatre and a sub-lease with the Sebastiani Theatre Foundation. The City pays 50% of the lease (approximately $32,550 annually) with the remaining 50% paid for by the Foundation. In addition, the City is contributing $300,000 to helping with the ADA assessment / improvements needed to the Theatre. These funds are not part of the Community Fund Program, but this partnership relationship is another commitment by the City to recreation and community services.

Sonoma Valley Health and Recreation Association & Swimming Pool – In 2014, the City entered an agreement with Sonoma Valley Health and Recreation Association to support the construction of a swimming pool within the Sonoma Valley. The City’s financial commitment is for a total $250,000 to be paid in 10 annual installments of $25,000 for the value of free and reduced-fee services to be provided to Sonoma Valley residents. This funding begins in FY22/23 .after construction of the pool is complete.

Sonoma Valley Field of Dreams – Since 1992, the City has had a long-term agreement with the Sonoma Valley Field of Dreams for the operation and maintenance of turf areas and playfields.

Sonoma Overnight Support Homeless Shelter – The City has had a contract since 2005 with Sonoma Overnight Support (SOS). In 2008, through the City’s prior redevelopment agency, the homeless facility was purchased and completed. Since 2009, SOS has operated The Haven homeless shelter in a building owned by the City of Sonoma. Currently, the City’s Successor Agency for the Community Development Agency has a multi-year contract with SOS to provide management services for an emergency homeless shelter through 2030 for $30,000 annually. This is funded by Redevelopment Property Tax Trust Fund (RPPTF).

2. City Sponsored “Heritage Events” – The City is fortunate to have several community events hosted by nonprofits that celebrate the heritage of the City or country that have been in existence for over 25 years. The City has been a financial sponsor of these events by waiving fees/staff costs and/or providing direct financial sponsorship funding.

The City Council designates the following events as “Heritage Events”:
a. 4th of July Celebration and Fireworks hosted by VOM Firefighters; Agenda Item #6.2:

b. Valley of the Moon Vintage Festival hosted by Valley of the Moon Vintage FestivalSonoma Valley Vintners and Growers ;Alliance;
c. Bear Flag Celebration hosted by Native Sons; and,
d. Mexican Independence Day hosted by Nuestra VozVIDA.

By designating the events above as the City’s Heritage Events, the City provides the following funding: following would occur:
a. Fee Waiver / City Sponsorship - City agrees to waive fees and staff time associated with these events and provide sponsorship funding at times. These fee waivers would be included as part of the annual budget process for Council consideration and no longer require a separate action in front of the City Council.

These fee waivers are absorbed by the City’s budget or represent revenue that will not be received. The City will not backfill these fee waivers.
a.
b. Each of the Heritage events must comply with the following:
b. Special Event Policy -- These events will continue to need to comply with the City’s Special Event Policy. including oversight by the Community Services and Environment Commissions as required.
c. City Recognition -- The non-profit organization hosting the Heritage Event will recognize that the City is a financial supporter through this relationship and will provide the City with public recognition through sponsorship identification and other means. The City will provide the nonprofits with a copy of its logo for promotional purposes. i. Annual Report -- On an annual basis, the non-profits will provide City would come to Council to with a report on their event.
d.

3. City Sponsored “Community Events” – The City also has historically helped support several events for the community to come together to celebrate seasonal special times. Traditionally, each of these events is was required to request a fee waiver annually on the City Council’s agenda in addition to going through the City’s Special Event procedure.

The City Council designates the following events as “City Sponsored Community Events”:
a. Sonoma City Party hosted by the City of Sonoma;
a.b. Sonoma’s Tuesday Night Market hosted by the City of Sonoma; b.c. Cinco de Mayo hosted by La Luz;
c.d. Plaza Lighting Celebration hosted by Sonoma Valley Visitors’ Bureau, Tourism Improvement District and the City of Sonoma;
d.e.Spring Egg Hunt hosted by Soroptimist;
e.f. Hot Chocolate with Santa hosted by Soroptimist and Sonoma Valley Fire District; and, f.g. SVHS Homecoming Rally and Parade hosted by Sonoma Valley High School.

By designating the events above as the City’s Community Events, the following would occur is established:
a. Fee Waiver / City Sponsorship - City agrees to waive fees and staff time associated with these events and provide sponsorship funding at times. These fee waivers would will be included as part of the annual budget process for Council consideration and no longer require a separate action in front of the City Council. These fee waivers are absorbed by the City’s budget or represent revenue that will not be received. The City will not backfill these fee waivers. b. Special Event Policy -- These events will continue to need to comply with the City’s Special Event Policy. including oversight by the Community Services and Environment Commissions as required. c. City Recognition -- The non-profit organization hosting the Community Event will recognize that the City is a financial supporter through this relationship and will provide the City with public recognition through sponsorship identification and other means. The City will provide the non-profits with a copy of its logo for promotional purposes.

Agenda Item #6.2:

d. Annual Report -- On an annual basis, the non-profits would come towill provide City Council ato report on their event.

Other Contracted Community Events:

The City also has a multi-year contract with the Valley of the Moon Certified Farmers’ Market (VOMCFM) to organize the City’s seasonal Farmers’ Market which is held weekly May through September. This event is also sponsored and underwritten by the City. Since the Farmers’ Market is a series of events instead of one event, the City has a separate contract with the VOMCFM.

FUNDING CALCULATION
The Sonoma City Council directs creation ofwill fund the a Community Recreation and Community Services Fund Program through a calculation equal to 1.5% of designated General Fund Tax Revenue sources to provide these services. The specific General Fund Tax Revenue sources used in calculation of the amount of grant funding available include: Property Tax-Secured, Property Tax-Unsecured, Property Tax-Supplemental, Property Tax-HOPTR, Property Tax-County Collection, ERAF (State Transfer), Sales/Use Tax, VLF Swap, Measure J-Local Sales Tax, TOT, Franchise Tax, Business License Tax and Property Transfer Tax.

The total amount of funding may vary from year-to-year based on budget calculations and will be set annually through the adoption of the budget. There will be two categories of funding under the Community Fund. Each component is treated separately.

CORE RECREATION AND COMMUNITY SERVICES FUND (90%)
Of the total Community Fund calculation (1.5%), a total sum of 90% shall be available to fund contracted recreation and community services, heritage events and community events. However, any unprogrammed funding will flow to thebe categorized as Council Discretionary Fund Use.

COUNCIL DISCRETIONARY FUND USE (10%)
The remaining 10% of funding will remain as a set-aside for distribution by Council as gGeneral pPurpose fFunding throughout the year which may be used to support special events or smaller special purpose initiatives that become apparent throughout the fiscal year. Requests for the Council Discretionary fFunding shall be brought forward individually to the City Council. The City Council may decide to create a more formal policy or parameters about this discretionary fundindg in the future. Any non-programming funding from the Core Recreation and Community Service funding that isn’t programmed shall roll to the Council Discretionary Funduse.

CONTRACTUAL PARAMETERS
The following information pertains to the multi-year contracts for Recreation and Community Service providers.

These components will be included in each contract.

ACCESS AND AFFORDABILITY -- The NON-PROFIT shall maintain affordable membership fees and offer financial aid when necessary.

ANNUAL REPORT -- The NON-PROFIT shall provide an annual written and oral report to City Council to provide sufficient information to track the accomplishment of the core services provided. The annual report should include financial statements, how the City funds were spent, a re-cap on policies/programs to ensure equitable access to address local disparities, and basic demographics of population served. The CITY may provide a more specific deadline during the term of the contract if needed.

Agenda Item #6.2:

CITY USE OF SPACE – The NON-PROFIT will provide the City with use of their facilities at no charge for special events, town hall meetings, workshops, or other activities. The CITY will work with the NON-PROFIT to find dates/times that do not significantly impact the non-profit.

EMERGENCY SUPPORT – The NON-PROFIT acknowledges the City’s role as emergency operations lead for the city and its provision of mutual aid support to Sonoma Valley. The CITY reserves the right to request the NON-PROFIT for assistance (shelter management, use of space, volunteers, etc.) if a declaration of emergency is called by the CITY.

The City may enter into a separate more specific emergency support contract if deemed necessary.

SPONSORSHIP -- NON-PROFIT recognizes that the CITY is a major financial supporter through this contract and will provide the CITY with public recognition through sponsorship identification and other means. The CITY will provide the NON-PROFIT with a copy of its logo for promotional purposes.

WEBSITE / COMMUNICATION – The CITY will maintain a “Recreation and Community Services” page on its website to promote and recognize the partnership outlined in this contract. The CITY will link to the NON-PROFIT to assist in information dissemination to the public. The NON-PROFIT agrees to help the CITY promote and spread the word about key CITY news or opportunities. The CITY also agrees to help communicate about key recreation and service opportunities provided by the NON-PROFIT to the public on an occasional basis.

COORDINATION MEETINGS – The NON-PROFIT agrees to participate in regular meetings with the CITY and other key recreational non-profits as requested to help coordinate and further enhance recreation and community services within the community.

FUNDING REDUCTIONS DUE TO CITY ECONOMIC CONDITIONS -- If the financial condition of the City necessitates funding decreases in City programs, the City Council shall consider the needs of all City department programs, in light of the City Council’s priority setting guidelines, and the Recreational and Community Programs budget will be considered as one of these department programs. This means that the annual amount of a contribution within a multi-year contract may be reduced based on City budget reductions. The City will provide the non-profit with notice should this occur.

CONTRACT PAYMENTS -- The CITY reserves the right to pay the NON-PROFIT in a single installment or in “draws” at its sole discretion.

PROGRAM HISTORY
The Sonoma City Council has contributed grant funding to non-profits through the years. Traditionally, the focus of the City’s grant funding program was to support three, and then four non-profits that provide core recreational and community services since the City does not operate an in-house recreation and community services department.

Historically, funding for these organizations had been considered as part of the annual budget process and each year the “Tier 1” non-profits were required to file an annual grant submission with a project/program to be funded.

The Sonoma City Council, through its adoption of the 2015-16 Council Goals, directed the creation of a Sonoma Community Fund equal to 1.5% of General Fund Tax Revenue sources to provide grants for nonprofit community service organizations. In the FY 2015-16 Budget, the total funding for the Community Fund totaled $188,000 which was allocated to fund the Tier 1 programs in their final year of guaranteed funding under the former Recreation Funding Policy.

Agenda Item #6.2:

In FY 2016-17, new Community Funding competitive grant guidelines were adopted with a different approach allowing broader funding access to all non-profit agencies in Sonoma. It was the Council’s intention to distribute the designated funds available to a wider span of agencies to benefit more organizations and services. While it was understood that there would not be sufficient dollars to fund all agencies and requests, the format of this grant program would allow reconsideration each year for funding of local organizations and give greater opportunity to all non-profit applicants. In the FY 2016-17 Budget, the total available funding for the Community Fund amounted to $194,385. Per the Community Fund Grant Guidelines, 90% ($174,900) was awarded as competitive grants and 10% ($19,485) was set aside as “Council discretionary funds” which may be was awarded by Council for general purposes (such as Plaza fee waivers, mini-grants, etc.) The FY 2016/20176 competitive grant application period opened on March 16, 2016 and closed on April 29, 2016. The City received 23 grant applications requesting a total dollar amount of $450,955 ($276,055 above the funds available). City staff reviewed the 23 applications and 17 non-profits were recommended for funding.

As part of the discussions in 2016, the City Council expressed a desire to have a new policy before initiating the community funding process review the newly adopted policy before initiating a new process for the FY 17/18 budget. On March 20, 2017, the City Council held a study session to review the City’s Community Fund Grant program. At the end of the study session, Council directed staff come back with a hybrid approach that would provide multi-year contracts to non-profits delivering core recreation and environment services to the community, support for heritage/legacy community events and a further discussion of any competitive grant program based on overall funding and a refined focus. A number of Council Members expressed concern about the City functioning as a foundation based on the City’s resources and lack of expertise in this arena.

In June of 2022, City Council requested an update to the current Community Funding Policy to allow City Council the ability to add additional Core Recreation and Community Service partner. The policy has been updated to include that option.
###############################################
Agenda Item #6.2:

ATTACHMENT A – RECOMMENDATIONS

1. Core Recreation Contracts -- Funding Recommendations for Non-Profit Recreation Providers with 3-year contract Event / Organizer FY 17/18
City Sponsorship / Service Contract
FY 18/19 & 19/20
City Sponsorship / Service Contract
Boys & Girls Club $50,000 $55,000
Sonoma Community Center $35,000 $40,000
Vintage House $35,000 $40,000
Sonoma Ecology Center $20,000 $25,000

2. Heritage Events – Sponsorship Recommendations for 1-year – Look forward; Review with Budget Event / Organizer 2017/18
Fee Waiver
2017/18
Financial
Sponsorship
18/19
Fee Waiver
Note 1
18/19
Financial
Sponsorship
4 th of July Celebration and
Fireworks
-By VOM Firefighters
$28,633 $31,000 $28,633 $15,000
estimate
Valley of the Moon Vintage
Festival
-By Valley of the Moon Vintage
Festival
$8,484 $0 $8,484 $0
Bear Flag Celebration
-By Native Sons
$1,851 $0 $1,851 $0
Mexican Independence Day
-By Nuestra Voz
$1,551 $0 $1,551 $0
Note – The fees for FY 18/19 and 19/20 may change as the City updates its fees annually.

3. Community Events – Sponsorship Recommendations for 1-year – Look forward; Review with Budget Event / Organizer 2017/18
Fee Waiver
2017/18
Financial
Sponsorship
18/19
Fee Waiver
Note 1
18/19
Financial
Sponsorship
Sonoma City Party
-By City of Sonoma
$1,851 n/a $1,851 See Note 2
Cinco de Mayo
-La Luz
$1,751 $0 $1,751 $0
Plaza Lighting Celebration
-Sonoma Valley Visitors Bureau
$1,251 $0 $1,251 $0
Spring Egg Hunt
-By Sonoma Soroptimist
$1,651 $0 $1,651 $0
Hot Chocolate with Santa
-By Sonoma Soroptimist
$437 $0 $437 $0
SVHS Homecoming Rally and Parade
-By Sonoma Valley High School
$1,224 $0 $1,224 $0
Note 1– The fees for FY 18/19 may change as the City updates its fees annually.

Note 2 – City of Sonoma organizes and pays for the City Party through a different funding source.

Agenda Item #6.2:

ATTACHMENT AB -- HISTORY
Year Boys and
Girls Club
Community
Center
Vintage
House
Sonoma
Ecology
Center
Total
Sustained
Funding
Community
Grants
(All Other)
Total
1985-86 - 11,700 11,700
1986-87 - 13,500 13,500
1987-88 - 14,475 14,475
1988-89 33,525 20,000
53,525
12,000 65,525
1989-90 22,000 22,000
44,000
15,000 59,000
1990-91 22,000 22,000
44,000
15,000 59,000
1991-92 22,000 20,000
42,000
5,325 47,325
1992-93 - - - - -
1993-94 20,000 24,000
44,000
- 44,000
1994-95 20,000 5,000
25,000
- 25,000
1995-96 20,000 12,500
32,500
1,000 33,500
1996-97 20,000 12,500
32,500
- 32,500
1997-98 20,000 12,500
32,500
- 32,500
1998-99 54,000 15,000
69,000
5,000 74,000
1999-00 54,000 15,000
69,000
- 69,000
2000-01 61,000 43,000 7,500
111,500
- 111,500
2001-02 68,000 64,000 30,000
162,000
20,000 182,000
2002-03 68,000 69,000 30,000
167,000

133,000
300,000
2003-04 67,000 54,000 30,000
151,000
49,000 200,000
2004-05 67,000 54,000 30,000
151,000
49,000 200,000
2005-06 70,000 55,000 31,000
156,000
35,500 191,500
2006-07 71,500 58,370 31,130
161,000
35,550 196,550
Agenda Item #6.2:

2007-08 74,905 - 39,795 25,000
139,700

100,300
240,000
2008-09 59,400 - 30,800 19,800
110,000
- 110,000
2009-10 59,400 - 30,800 19,800
110,000
- 110,000
2010-11 58,000 36,000 30,000 22,000
146,000
- 146,000
2011-12 51,040 26,400 26,400 19,360
123,200
- 123,200
2012-13 51,040 26,400 26,400 19,360
123,200
- 123,200
2013-14 58,000 26,400 30,000 22,000
136,400
- 136,400
2014-15 69,600 31,680 36,000 26,400
163,680
- 163,680
2015-16 70,725 43,000 36,900 27,675
178,300
- 178,300
2016-17 20,000 25,000 25,000 20,000
90,000
84,900 174,900
Proposed
2017-18
$50,000 $35,000 $35,000 $2042,8000 $140162,,8
000
0 $140,000204,8
85 2018-19 $55,000 $40,000 $40,000 $47,800 $182,800 $59,106 $241,906 2019-20 $62,740 $40,000 $40,000 $25,000 $167,740 $74,166 $241,906 2020-21 $46,750 $34,000 $34,000 $21,250 $136,000 $49,874 $185,874 2021-22 $55,000 $40,000 $40,000 $25,000 $160,000 $47,097 $207,097 2022-23 $55,000 $40,000 $40,000 $25,000 $160,000 $111,852 $271,852 TOTAL
1985-
2017

1,352,135676,
625

1,021,750792,
750

501,725730,
725

221,395477,
245

2,868,005
3,906,345

600,250984,
430

3,468,2554,890
,775
*Based on a review of published City Budgets. Actuals may vary somewhat.

Agenda Item #6.2:

CITY OF SONOMA

RECREATION AND COMMUNITY SERVICES PROGRAM
Funding and Policy Guidelines

PURPOSE
Recognizing the significant, if not crucial, role that recreational and community services programs play in enhancing the overall health and well-being of its citizens, the City has regularly provided funding and financial support to nonprofits providing these services in Sonoma. While a long-term investment, the City’s funding of recreation and community services has not been organized in a centralized manner to allow them to be visible to the community especially since many of these investments have occurred through the years.

The purpose of the Recreation and Community Services Program is to centralize and bring together the many investments that the City provides. This updated Program has the following five components:

1. Multi-year contracts with key non-profit organizations which provide core recreation and community service programs where there has been a long City partnership;

2. Fee waivers and financial support for events that celebrate our community’s heritage and history;

3. Fee waivers for community events that celebrate seasonal events and bring our community together; and,

4. Discretionary funding to support unique projects that are impactful to the community/City that may arise during the year without tapping into the City’s reserves; and

5. Enhancement of a “Recreation and Community Services” webpage on the City’s website to provide information and links regarding this program, our partners and the City’s investments.

BACKGROUND
The City of Sonoma has a long history of providing funding to various recreation and community service initiatives through annual grant funding, one-time investments in facilities, financial support for leases, and/or low annual lease rates for property or buildings. In addition, the City has traditionally supported many community events and activities by waiving or reducing city fees and at times, providing direct financial support. The City also has supported non-profits through the years for one-time initiatives or opportunities. The City’s support for a variety of recreation and community services is an important component in ensuring a high quality of life for its residents.

In many cities, there are city employees and a dedicated Recreation and Community Service Department that deliver youth programs, athletic programs, senior services, arts and theater, and the facilities that operate these programs.

In Sonoma, these core recreational programs are provided by non-profits; the City has not provided these programs directly. For many decades, the City has provided annual grant funding to key non-profits which overtime became Agenda Item #6.2:

known as the “Tier 1” non-profits. Due to these long-term partnerships, the City and its residents have experienced cost savings through the avoidance of creating a City department with appropriate staffing devoted to Recreational and Community Programs. By leveraging the talents, skills, networks, and resources already available in the community, the City has invested in recreation and community programs for decades. This approach has proven to be a cost effective, efficient, and flexible method to meet the changing needs of the community. Non-profit organizations which provide these Recreational and Community Programs are expert at delivering some traditional services provided by city governments elsewhere. The chart below illustrates typical municipal recreation services and who/how those services are delivered in Sonoma.

COMPONENTS OF THE POLICY
Core Recreation and Community Service Partnership Contracts – Based on historical funding and criteria the City Council selected the key non-profits listed below to contract with for their delivery of core recreation and community services on behalf of the City.
a. Sonoma Valley Boys and Girls Club
b. Sonoma Community Center
c. Vintage House
d. Sonoma Ecology Center
Rather than an annual grant process, the City will enter into agreements directly with each non-profit for multi-year contracts. This creates certainty for the non-profit and acknowledges that this is an ongoing service relationship.

To be considered a Core Recreation and Community Service Partner the organization needs to meet the following criteria:
a) Must be an established 501c (3) organization in good standing.

Vintage House
Sonoma Community
Center
Sonoma Ecology Center
SV Field of Dreams
Boys and Girls Club
Sonoma Ecology Center
Sonoma Community
Center
SV Field of Dreams
Sebastiani Theater
Vintage House Sonoma Community
Center
Sonoma Ecology
Center
SV Field of Dreams
Sonoma Community Center
SV Museum of Art
Sebastiani Theater
Agenda Item #6.2:

b) Provides recreation and community services programming that serves a minimum of 5% of the total population of the City of Sonoma
c) The hours of operations and programming exceed 30 + hours a week. d) Must maintain a community facility and ensure it is accessible to the public year-round.

Based on the above criteria, during the annual fiscal year budget process, the City Council can consider adding additional key non-profits for their delivery of core recreation and community services on behalf of the City. If additional Core Recreation and Community Service Partners are added, the funding mechanism outlined in the FUNDING CALCULATION section below remains the same. (It should be noted that adding additional Core Recreation and Community Service Partners could potentially reduce the overall funding available for each partner and/or the Council’s Discretionary Funding.)
Attachment A outlines the history of the City’s financial sponsorship of these recreation/community service nonprofits Other Recreation and Community Services Partnerships: The City has other recreation and community service partnerships that will be included on the City’s Recreation and Community Services web page.

Sebastiani Theatre – In 2016, the City entered a separate agreement with the Sebastiani Theatre Foundation to support the renovation and programming of the Sebastiani Theater. The City has a 25-year lease with the property owners of the Theatre and a sub-lease with the Sebastiani Theatre Foundation. The City pays 50% of the lease (approximately $32,550 annually) with the remaining 50% paid for by the Foundation. In addition, the City is contributing $300,000 to helping with the ADA assessment / improvements needed to the Theatre. These funds are not part of the Community Fund Program, but this partnership relationship is another commitment by the City to recreation and community services.

Sonoma Valley Health and Recreation Association & Swimming Pool – In 2014, the City entered an agreement with Sonoma Valley Health and Recreation Association to support the construction of a swimming pool within the Sonoma Valley. The City’s financial commitment is for a total $250,000 to be paid in 10 annual installments of $25,000 for the value of free and reduced-fee services to be provided to Sonoma Valley residents. This funding begins in FY22/23.

Sonoma Overnight Support Homeless Shelter – The City has had a contract since 2005 with Sonoma Overnight Support (SOS). In 2008, through the City’s prior redevelopment agency, the homeless facility was purchased and completed. Since 2009, SOS has operated The Haven homeless shelter in a building owned by the City of Sonoma. Currently, the City’s Successor Agency for the Community Development Agency has a multi-year contract with SOS to provide management services for an emergency homeless shelter through 2030 for $30,000 annually. This is funded by Redevelopment Property Tax Trust Fund (RPPTF).

2. City Sponsored “Heritage Events” – The City is fortunate to have several community events hosted by nonprofits that celebrate the heritage of the City or country that have been in existence for over 25 years. The City has been a financial sponsor of these events by waiving fees/staff costs and/or providing direct financial sponsorship funding.

The City Council designates the following events as “Heritage Events”:
a. 4th of July Celebration and Fireworks hosted by VOM Firefighters; b. Valley of the Moon Vintage Festival hosted by Sonoma Valley Vintners and Growers Alliance; c. Bear Flag Celebration hosted by Native Sons; and,
d. Mexican Independence Day hosted by VIDA.

Agenda Item #6.2:

a.

By designating the events above as the City’s Heritage Events, the City provides the following funding:

Fee Waiver / City Sponsorship - City agrees to waive fees and staff time associated with these events and provide sponsorship funding at times. These fee waivers would be included as part of the annual budget process for Council consideration and no longer require a separate action in front of the City Council.

These fee waivers are absorbed by the City’s budget or represent revenue that will not be received. The City will not backfill these fee waivers.
b. Each of the Heritage events must comply with the following:
i. Special Event Policy -- These events will continue to need to comply with the City’s Special Event Policy. City Recognition -- The non-profit organization hosting the Heritage Event will recognize that the City is a financial supporter through this relationship and will provide the City with public recognition through sponsorship identification and other means. The City will provide the non-profits with a copy of its logo for promotional purposes. Annual Report -- On an annual basis, the non-profits will provide City Council with a report on their event.

3. City Sponsored “Community Events” – The City also has historically helped support several events for the community to come together to celebrate seasonal special times. Traditionally, each of these events was required to request a fee waiver annually on the City Council’s agenda in addition to going through the City’s Special Event procedure.

The City Council designates the following events as “City Sponsored Community Events”:
a. Sonoma City Party hosted by the City of Sonoma;
b. Sonoma’s Tuesday Night Market hosted by the City of Sonoma; c. Cinco de Mayo hosted by La Luz;
d. Plaza Lighting Celebration hosted by Sonoma Valley Visitors’ Bureau, Tourism Improvement District and the City of Sonoma;
e. Spring Egg Hunt hosted by Soroptimist;
f. Hot Chocolate with Santa hosted by Soroptimist and Sonoma Valley Fire District; and, g. SVHS Homecoming Rally and Parade hosted by Sonoma Valley High School.

By designating the events above as the City’s Community Events, the following is established:
a. Fee Waiver / City Sponsorship - City agrees to waive fees and staff time associated with these events and provide sponsorship funding at times. These fee waivers will be included as part of the annual budget process for Council consideration and no longer require a separate action in front of the City Council.

These fee waivers are absorbed by the City’s budget or represent revenue that will not be received. The City will not backfill these fee waivers.
b. Special Event Policy -- These events will continue to need to comply with the City’s Special Event Policy. c. City Recognition -- The non-profit organization hosting the Community Event will recognize that the City is a financial supporter through this relationship and will provide the City with public recognition through sponsorship identification and other means. The City will provide the non-profits with a copy of its logo for promotional purposes.
d. Annual Report -- On an annual basis, the non-profits will provide City Council a report on their event.

FUNDING CALCULATION
The Sonoma City Council will fund the Community Recreation and Community Services Program through a calculation equal to 1.5% of designated General Fund Tax Revenue sources. The specific General Fund Tax Revenue sources used in calculation of the amount of grant funding available include: Property Tax-Secured, Property TaxUnsecured, Property Tax-Supplemental, Property Tax-HOPTR, Property Tax-County Collection, ERAF (State Transfer), Agenda Item #6.2:

Sales/Use Tax, VLF Swap, Measure J-Local Sales Tax, TOT, Franchise Tax, Business License Tax and Property Transfer Tax.

The total amount of funding may vary from year-to-year based on budget calculations and will be set annually through the adoption of the budget. There will be two categories of funding under the Community Fund. Each component is treated separately.

CORE RECREATION AND COMMUNITY SERVICES FUND (90%)
Of the total Community Fund calculation (1.5%), a total sum of 90% shall be available to fund contracted recreation and community services, heritage events and community events. However, any unprogrammed funding will be categorized as Council Discretionary Use.

COUNCIL DISCRETIONARY USE (10%)
The remaining 10% of funding will remain as a set-aside for distribution by Council as general-purpose funding which may be used to support special events or smaller special purpose initiatives that become apparent throughout the fiscal year. Requests Council Discretionary funding shall be brought forward individually to the City Council. The City Council may decide to create a more formal policy or parameters about this discretionary funding in the future. Any non-programming funding from the Core Recreation and Community Service funding that isn’t programmed shall roll to Council Discretionary use.

CONTRACTUAL PARAMETERS
The following information pertains to the multi-year contracts for Recreation and Community Service providers.

These components will be included in each contract.

ACCESS AND AFFORDABILITY -- The NON-PROFIT shall maintain affordable membership fees and offer financial aid when necessary.

ANNUAL REPORT -- The NON-PROFIT shall provide an annual written and oral report to City Council to provide sufficient information to track the accomplishment of the core services provided. The annual report should include financial statements, how the City funds were spent, a re-cap on policies/programs to ensure equitable access to address local disparities, and basic demographics of population served. The CITY may provide a more specific deadline during the term of the contract if needed.

CITY USE OF SPACE – The NON-PROFIT will provide the City with use of their facilities at no charge for special events, town hall meetings, workshops, or other activities. The CITY will work with the NON-PROFIT to find dates/times that do not significantly impact the non-profit.

EMERGENCY SUPPORT – The NON-PROFIT acknowledges the City’s role as emergency operations lead for the city and its provision of mutual aid support to Sonoma Valley. The CITY reserves the right to request the NON-PROFIT for assistance (shelter management, use of space, volunteers, etc.) if a declaration of emergency is called by the CITY.

The City may enter into a separate more specific emergency support contract if deemed necessary.

SPONSORSHIP -- NON-PROFIT recognizes that the CITY is a major financial supporter through this contract and will provide the CITY with public recognition through sponsorship identification and other means. The CITY will provide the NON-PROFIT with a copy of its logo for promotional purposes.

WEBSITE / COMMUNICATION – The CITY will maintain a “Recreation and Community Services” page on its website to promote and recognize the partnership outlined in this contract. The CITY will link to the NON-PROFIT to assist in information dissemination to the public. The NON-PROFIT agrees to help the CITY promote and spread the word Agenda Item #6.2:

about key CITY news or opportunities. The CITY also agrees to help communicate about key recreation and service opportunities provided by the NON-PROFIT to the public on an occasional basis.

COORDINATION MEETINGS – The NON-PROFIT agrees to participate in regular meetings with the CITY and other key recreational non-profits as requested to help coordinate and further enhance recreation and community services within the community.

FUNDING REDUCTIONS DUE TO CITY ECONOMIC CONDITIONS -- If the financial condition of the City necessitates funding decreases in City programs, the City Council shall consider the needs of all City department programs, in light of the City Council’s priority setting guidelines, and the Recreational and Community Programs budget will be considered as one of these department programs. This means that the annual amount of a contribution within a multi-year contract may be reduced based on City budget reductions. The City will provide the non-profit with notice should this occur.

CONTRACT PAYMENTS -- The CITY reserves the right to pay the NON-PROFIT in a single installment or in “draws” at its sole discretion.

PROGRAM HISTORY
The Sonoma City Council has contributed grant funding to non-profits through the years. Traditionally, the focus of the City’s grant funding program was to support three, and then four non-profits that provide core recreational and community services since the City does not operate an in-house recreation and community services department.

Historically, funding for these organizations had been considered as part of the annual budget process and each year the “Tier 1” non-profits were required to file an annual grant submission with a project/program to be funded.

The Sonoma City Council, through its adoption of the 2015-16 Council Goals, directed the creation of a Sonoma Community Fund equal to 1.5% of General Fund Tax Revenue sources to provide grants for nonprofit community service organizations. In the FY 2015-16 Budget, the total funding for the Community Fund totaled $188,000 which was allocated to fund the Tier 1 programs in their final year of guaranteed funding under the former Recreation Funding Policy.

In FY 2016-17, new Community Funding competitive grant guidelines were adopted with a different approach allowing broader funding access to all non-profit agencies in Sonoma. It was the Council’s intention to distribute the designated funds available to a wider span of agencies to benefit more organizations and services. While it was understood that there would not be sufficient dollars to fund all agencies and requests, the format of this grant program would allow reconsideration each year for funding of local organizations and give greater opportunity to all non-profit applicants. In the FY 2016-17 Budget, the total available funding for the Community Fund amounted to $194,385. Per the Community Fund Grant Guidelines, 90% ($174,900) was awarded as competitive grants and 10% ($19,485) was set aside as “Council discretionary funds” which was awarded by Council for general purposes (such as Plaza fee waivers, mini-grants, etc.) The FY 2016/2017 competitive grant application period opened on March 16, 2016 and closed on April 29, 2016. The City received 23 grant applications requesting a total dollar amount of $450,955 ($276,055 above the funds available). City staff reviewed the 23 applications and 17 non-profits were recommended for funding.

As part of the discussions in 2016, the City Council expressed a desire to have a new policy before initiating the community funding process for the FY 17/18 budget. On March 20, 2017, the City Council held a study session to review the City’s Community Fund Grant program. At the end of the study session, Council directed staff come back with a hybrid approach that would provide multi-year contracts to non-profits delivering core recreation and environment services to the community, support for heritage/legacy community events and a further discussion of any competitive grant program based on overall funding and a refined focus Agenda Item #6.2:

In June of 2022, City Council requested an update to the current Community Funding Policy to allow City Council the ability to add additional Core Recreation and Community Service partner. The policy has been updated to include that option.
###############################################
Agenda Item #6.2:

ATTACHMENT A -- HISTORY
Year Boys and
Girls Club
Community
Center
Vintage
House
Sonoma
Ecology
Center
Total
Sustained
Funding
Community
Grants
(All Other)
Total
1985-86 - 11,700 11,700
1986-87 - 13,500 13,500
1987-88 - 14,475 14,475
1988-89 33,525 20,000 53,525 12,000 65,525
1989-90 22,000 22,000 44,000 15,000 59,000
1990-91 22,000 22,000 44,000 15,000 59,000
1991-92 22,000 20,000 42,000 5,325 47,325
1992-93 - - - - -
1993-94 20,000 24,000 44,000 - 44,000
1994-95 20,000 5,000 25,000 - 25,000
1995-96 20,000 12,500 32,500 1,000 33,500
1996-97 20,000 12,500 32,500 - 32,500
1997-98 20,000 12,500 32,500 - 32,500
1998-99 54,000 15,000 69,000 5,000 74,000
1999-00 54,000 15,000 69,000 - 69,000
2000-01 61,000 43,000 7,500 111,500 - 111,500
2001-02 68,000 64,000 30,000 162,000 20,000 182,000
2002-03 68,000 69,000 30,000 167,000 133,000 300,000
2003-04 67,000 54,000 30,000 151,000 49,000 200,000
2004-05 67,000 54,000 30,000 151,000 49,000 200,000
2005-06 70,000 55,000 31,000 156,000 35,500 191,500
2006-07 71,500 58,370 31,130 161,000 35,550 196,550
2007-08 74,905 - 39,795 25,000 139,700 100,300 240,000
2008-09 59,400 - 30,800 19,800 110,000 - 110,000
2009-10 59,400 - 30,800 19,800 110,000 - 110,000
2010-11 58,000 36,000 30,000 22,000 146,000 - 146,000
2011-12 51,040 26,400 26,400 19,360 123,200 - 123,200
2012-13 51,040 26,400 26,400 19,360 123,200 - 123,200
2013-14 58,000 26,400 30,000 22,000 136,400 - 136,400
2014-15 69,600 31,680 36,000 26,400 163,680 - 163,680
2015-16 70,725 43,000 36,900 27,675 178,300 - 178,300
2016-17 20,000 25,000 25,000 20,000 90,000 84,900 174,900 2017-18 $50,000 $35,000 $35,000 $42,800 $162,800 0 $204,885 2018-19 $55,000 $40,000 $40,000 $47,800 $182,800 $59,106 $241,906 2019-20 $62,740 $40,000 $40,000 $25,000 $167,740 $74,166 $241,906 2020-21 $46,750 $34,000 $34,000 $21,250 $136,000 $49,874 $185,874 2021-22 $55,000 $40,000 $40,000 $25,000 $160,000 $47,097 $207,097 2022-23 $55,000 $40,000 $40,000 $25,000 $160,000 $111,852 $271,852 Agenda Item #6.2:

TOTAL
1985-2017
1,676,625 1,021,750 730,725 477,245 3,906,345 984,430 4,890,775 *Based on a review of published City Budgets. Actuals may vary somewhat.

Agenda Item #6.2:

RESOLUTION NO. ___- 2022

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SONOMA

ADOPTING REVISED RECREATION AND COMMUNITY SERVICES

PROGRAM FUNDING AND POLICY GUIDELINES
WHEREAS, the City of Sonoma has opted not to operate its own Parks, Recreation and Community Services Department as the City is a small town with a very limited budget; and
WHEREAS, traditional "Recreational and Community Service Programs" for the City of Sonoma have been provided by outside non-profit organizations that fill the community's need for these important programs; and
WHEREAS, utilizing the talents, skills, networks, and resources already available in the community, the City has supported recreational and community services programs through grant funding for the past 20 plus years; and
WHEREAS, this approach has proven to be a cost effective, efficient, and flexible way to meet the changing needs of the community; and
WHEREAS, historically, the focus of the City's grant funding program was to support three, and then four non-profits that provide core recreational and community services; and
WHEREAS, on March 5, 2018, the City Council approved new funding and policy guidelines for the City's "Recreation and Community Services Program” and entered into three-year contracts with four core recreation providers (Sonoma Community Center, Sonoma Ecology Center, Sonoma Valley Boys and Girls Club and Vintage House); and WHEREAS, during the June 21, 2022 Special City Council meeting, Council directed staff to bring a revised Recreation and Community Services Program Funding and Policy Guidelines back with changes which would include criteria for other Community Recreation and Community Service Providers to be added as Core Recreation and Community Services Provider.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Sonoma hereby adopts the revised Recreation And Community Services Program Funding and Policy Guidelines attached to the resolution as Exhibit B.

ADOPTED this 3rd day of August, 2022 by the following vote:

AYES:

NOES:

ABSENT:
________________________________
Jack Ding, Mayor
ATTEST:
________________________________
Rebekah Barr, City Clerk
Agenda Item #6.2:

City of Sonoma
Agenda Item Summary
Meeting: City Council - Aug 03 2022
Department
Administration
Staff Contact
Sue Casey, Interim City Manager
Agenda Item Title
Discussion, Consideration and Possible Action on the Selection Process of an Executive Recruiting Firm for the City Manager Recruitment Including Contract Authorization Summary
The City Manager is hired by and serves at the pleasure of the elected City Council. The City Council is the policy body, and the City Manager is the implementing manager of that direction.

In a private sector model, the City Council would be the Board of Directors and the City Manager the Chief Executive Officer. The City Manager oversees the City on a daily basis, is responsible for hiring staff, monitors the annual budget, and drives forward the City Council’s goals, projects, and initiatives. The selection of a City Manager is an extremely important decision for a City Council.

On February 16, 2022, with the departure of the then City Manager, the City Council appointed Sue Casey as the Acting City Manager. Ms. Casey was appointed as the Interim City Manager on May 18, 2022, to perform the duties outlined above until a new City Manager is selected. The City is in the process of recruiting for a permanent, full-time City Manager.

On May 17, 2022, staff sent a Request for Proposal (RFP), (Attachment A), for the City Manager recruitment to the following executive recruitment firms with a June 15, 2022 deadline for responses:

RECRUITMENT FIRMS KEY CONTACT
Avery & Associates William Avery
Peckham & McKenney Bobbi Peckham
Ralph Anderson & Associates Heather Renschler
Teri Black & Company Teri Black
WBPC Wendy Brown
The City received three responses to the RFP: (Responses attached as Attachment B):

RECRUITMENT FIRMS COSTS
Avery & Associates
$19,400 fixed fee plus $8,400 in not to exceed
expenses
Ralph Anderson & Associates $32,500 fixed fee
WBPC
$28,900 fixed fee plus $7,900 in not to exceed
expenses
Although cost is a factor, the selection of a firm should not be cost based, rather it should be determined on the overall competency and talents of the firm. I completed reference checks on the respondent firms, and all are highly qualified.

Agenda Item #6.3:

As City Council is anxious to get the recruitment process under way, I am recommending that the Council choose WBPC for the City Manager Recruitment based on the following:

1. WCBP recently, very successfully, recruited the City’s Public Works Director, Mike Berger. a. Staff and stakeholders were extremely impressed with their professional and thorough recruitment process for the Public Works Director.

2. Excellent comprehensive reviews from other agencies.

3. 62% of WCBP applicants and 56% of candidates placed in leadership positions came from diverse backgrounds.

4. Recent successful City Manager recruitments and placements for the City of Santa Rosa, Town of Truckee, City of Petaluma, City of Pasadena, and City of Ceres.

5. If a candidate selected and appointed by the Client terminates employment for any reason before the completion of the first 24 months of service, WBCP will provide the Client with the necessary consulting services required to secure a replacement.

If Council is in agreement with this selection, staff is requesting authorization for the City Manager to enter into a contract with this firm. The recruitment process can begin as soon as the fully executed contract is received.

If the Council wishes to interview each of the firms identified above, that can be arranged for the next regular City Council meeting on August 17, 2022.

Recommended Council Action
Discuss, consider, and provide direction on the following three options for the selection of an executive recruiting firm for the City Manager:

1. If in agreement with the City Manager’s recommendation, provide authorization for the City Manager to enter a contract with WCBP for the City Manager recruitment process.

2. Discuss and consider merits of the three RFP responses and choose an executive recruiting firm based on Council’s majority. Provide direction to the City Manager to enter a contract with the chosen firm.

3. Direct staff to arrange an interview with each the executive recruiting firms who responded to the City’s RFP at the next regular City Council meeting on August 17, 2022.

Alternative Actions
Council discretion.

Financial Impact
The RFP respondents provided a not to exceed amount of $27,800 - $36,800 for the recruitment process. The cost for the recruitment will depend on the final scope to be undertaken by the recruiter as directed by the City Council. For FY 22/23 the City budgeted $30,000 for the City Manager recruitment. If needed, the final amount of the contract can be approved via a budget amendment as part of the mid-year process.

Agenda Item #6.3:

Environmental Review Status
Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Attachments
Attachment A Sonoma City Manger Recruiter Request for Proposal 051722 Attachment B City Manager RFP Responses
Agenda Item #6.3:

1 CITY OF SONOMA

REQUEST FOR PROPOSALS FOR CITY MANAGER RECRUITMENT SERVICES RELEASE DATE: Tuesday, May 17, 2022
CLOSING DATE/TIME: Wednesday, June 15, 2022
Submit one electronic copy to [email protected]
• All Proposals must be received by the closing date to be considered.

CONTACT PERSONS:

Sue Casey, Interim City Manager: [email protected] 707-933-2215 Jennifer Yankovich, Senior Management Analyst: [email protected] 707-933-2205 Sonoma City Hall, No. 1 The Plaza, Sonoma, California 95476

1. INTRODUCTION
The City of Sonoma is seeking proposals for services from a qualified executive search firm to assist the City Council in the selection of a new City Manager.

2. THE COMMUNITY OF SONOMA
Located in the heart of one of the world’s premier wine-producing regions, the beautiful community of Sonoma offers its residents a vibrant lifestyle and rich, cultural heritage. Just 45 minutes north of the Golden Gate Bridge, Sonoma spans roughly 2.7 square miles with a population of approximately 11,000.

The adjacent scenic hills and agricultural valley provide a setting of unparalleled natural beauty. The Mission San Francisco de Solano and other historic buildings that surround the central town plaza complement the area’s viticulture prominence and visual beauty contributing to Sonoma’s authentic small town feel that is embraced by residents and tourists alike. In the middle of the Plaza sits Sonoma’s early 20th century City hall as a National Historic Landmark. The Plaza is the City’s focal point hosting many community events and festivals year round.

Sonoma serves as the social and economic hub for the rural Sonoma Valley, which has a population of approximately 45,000. While a small city, the City is active in the Valley and Sonoma County. Residents and numerous visitors enjoy shopping in the historic square, wine tasting, golfing, spas, and hiking. The agricultural bounty of the area has resulted in dining choices ranging from casual cafes to elegant restaurants.

3. THE ORGANIZATION
Incorporated in 1883 as a general law city, Sonoma has a Council/Manager form of government with a five-member City Council. The City has a staff of 35 full-time and five part-time employees. The organization provides general government services (City Manager, City Clerk, Finance, Human Resources, and Risk Management), Planning, Building, Code Enforcement, and Public Works operations (Administration, Streets, Parks, Water, and Cemetery). Sonoma contracts its police services with the Sonoma County Sheriff’s Department and its fire services with the Sonoma Valley Fire Rescue Authority.

Attachment A
Agenda Item #6.3:

2 4. PROPOSAL REQUIREMENTS
The response to proposal should include the following :

General information about the firm and qualifications of the individual(s) who are proposed to conduct the search.

1. A description of searches you and/or your firm have conducted during the last 2 years for the position of City Manager, identifying: (a) the name of the City, (b) the time period during which the search took place, (c) the number of applicants, (d) the number of persons interviewed by the council, (e) the procedures utilized in interviewing, vetting, negotiating the contract with and hiring the city manager, (f) the name of the person selected, (g) the beginning salary agreed to be paid to the successful candidate, and (h) whether that person still occupies the position. Please provide the names, positions and contact information of persons working at these cities who we could contact to obtain information about the results of your recruitment efforts on their behalves.

2. The time frame you would propose for the recruitment/selection/retention process. (Note that the Sonoma City Council meets on the 1st and 3rd Wednesday of the month.)

3. A proposed process to assist the Council in identifying the qualities that the Council and the community believe are important in a City Manager.

4. Strategies proposed for the recruitment process, including a discussion of the geographic scope of the recruitment process, and strategies for recruiting candidates.

5. Recommendations as to methods of interviewing and vetting the candidates and which your firm have found to be most successful.

6. The scope and nature of the background search: who should conduct it and who should be contacted?

7. Whether or not your services would include drafting and negotiating the employment agreement on behalf of the Council.

8. The fees and costs you will charge for performing these services, including the hourly rate at which the City would be billed for any services that the City might request outside the scope of the items in your proposal.

9. A list containing at least three references and links or examples of several recruitment brochures and marketing materials

5. SELECTION PROCESS
The City Council will select the firms or individuals to be interviewed based on a process that it determines and may consider, at minimum, the following criteria:
• Prior successful recruitments, especially for the position of City Manager; • Responsiveness to this Request for Proposal;
• Qualifications and experience of the individuals assigned to the project; • Experience with candidates from within and outside California; • Schedule and availability;
• Cost of services; and,
• Reference contact results.

Attachment A
Agenda Item #6.3:

Los Gatos
William Avery & Associates, Inc.

Consultants to Management
16 Lyndon Ave., Suite 200
Los Gatos, CA 95030
408.399.4424
Fax: 408.399.4423
www.averyassoc.net
June 12, 2022
Sue Casey, Interim City Manager
City of Sonoma
#1 The Plaza
Sonoma, CA 95476
Dear Ms. Casey:

Thank you for the opportunity to submit our recruitment proposal for the position of City Manager for the City of Sonoma. We take great pride in providing our clients exceptional service and excellent results. These successful client partnerships result from an active and comprehensive level of Principal involvement leading to positive business relationships and highly satisfied clients.

We feel well suited to support your city on this search. Currently, we are conducting a City Manager recruitment for the City of Chico, and during the past year completed City Manager searches for the cities of Pleasanton, Sand City, Cupertino, Yreka, Tulare, Ross, Paso Robles, Sausalito, and Fowler. Additionally, in the past 30 months we’ve completed City Manager searches for the cities of Stockton, Simi Valley, Hawthorne, Whittier, Port Hueneme, and Pinole.

Overall, during the past four years our firm has completed 29 city manager assignments including recruitments for the cities of Anaheim, Fremont, Vallejo, Hermosa Beach, Martinez, Half Moon Bay, Visalia, Fullerton, Redding, South El Monte, Monte Sereno, Benicia, and Beaumont. We feel the contacts made from these assignments would be highly beneficial to this search and your overall recruitment needs.

Our extensive database of executives in municipal and county government provides an excellent foundation for the outreach efforts we describe in our proposal. We’ve also had extensive interaction with City Councils, City Managers and Assistant City Managers based on our labor relations practice. All of these contacts would be an excellent resource in support of this recruitment.

Following review of our proposal, it is our hope that our history of successful recruitments, our professionalism and positive results we have delivered for our clients will provide the basis for selection of our firm. This proposal of recruitment services contains the following information:
• Company Overview
• Firm Qualifications/Experience
• Recruitment Team
• Recruitment Approach/Methodology
Attachment B
Agenda Item #6.3:

• References
• Consulting Fee
• Timeline
• Guarantees & Ethics
• Principal Profiles
• Sample Materials
Thank you for the opportunity to be considered for this recruitment. If you have any questions, please do not hesitate to call me at 408.399.4424 or 408.472.7873 (cell).

Sincerely,
William H. Avery
WHA:jmc
Attachment B
Agenda Item #6.3:

1 PROPOSAL FOR THE CITY OF SONOMA

RECRUITMENT FOR CITY MANAGER
William Avery & Associates, Inc. – Overview
William Avery & Associates, Inc. (Avery Associates) is a successful and service focused Management Consulting firm based in Los Gatos, California. Incorporated in 1982, the firm specializes in Executive Search, Labor Relations and Human Resources/Management Consulting.

The firm currently includes two Principals and several key consultants. Bill Avery, the founder of Avery Associates, heads and manages the firm. He oversees the Labor Relations practice and is heavily involved in the search business including leading key searches. Paul Kimura focuses on and manages the Executive Search and Recruitment practice. Key staff members include Bill Lopez and Kristi Ward, who support the search practice and the firm’s administrative staff includes Tomi Ewing and Jackie Collins. Temporary staff as needed augments the team.

Mr. Avery, having served in the past as a City Manager, provides the firm with direct experience and knowledge of city administration. Mr. Kimura’s expertise in executive, technical and business recruitment, which he gained during his nineteen years of high technology experience, provides the basis for many of the recruitment strategies and tactics utilized by the firm. (Their profiles are attached.) Collectively and combined, the firms Principals offer exceptional expertise in the area of public sector recruitment and consulting.

Below is the location and phone numbers of the office which will coordinate this activity along with the contacts and authorized representatives of Avery Associates:

Bill Avery Paul Kimura, Principal
3 ½ N. Santa Cruz Ave. #A 3 ½ N. Santa Cruz Ave. #A
Los Gatos, CA 95030 Los Gatos, CA 95030
(office) 408 399-4424 (office) 408 399-4424
(cell) 408 472-7873 (cell) 408 472-7936
(email) [email protected] (email) [email protected] Firm Qualifications/Experience – What Differentiates Avery Associates Exceptional service delivery and a very high-quality work product provide excellent results for our clients. This begins with the initial client meetings, which lead to detailed timelines for deliverables followed by weekly recruitment status updates following initiation of the search.

Our candidate outreach efforts are professionally and confidentially conducted. The evaluation materials we provide clients are routinely characterized as accurate, comprehensive and of very high quality. We believe more so than any other public sector recruitment firm. This is largely based on our interview system utilizing behavioral interview techniques, which we describe in our recruitment plan. This leads to a quality product with excellent end results for our clients.

Attachment B
Agenda Item #6.3:

2 The service element is based on two factors: The first is the collective service philosophy from all of our organizational team members. They are each dedicated to providing service and support to clients. The second factor is based on the high level of engagement and participation from the firm Principals in every search assignment. This hands-on involvement includes client interface, identifying and developing the ideal candidate profile and position specification, development of the search strategy, candidate outreach, interviewing and assessment, completion of reference interviews, candidate presentation, final interview facilitation and when desired, negotiation of employment terms with the successful candidate.

Recruitment Team for the City of Sonoma
Bill Avery will serve as the Project Lead for this assignment and will be assisted by Bill Lopez.

Mr. Avery will be personally involved in the initial client meetings, development of the ideal candidate profile and search strategy, interviewing and assessment of candidates, the presentation of candidates, attendance at final interviews and will be available throughout the search process to provide other related consulting services.

Recruitment Approach/Methodology
I. Position Profile and Organizational Assessment
The initial assessment phase is a critical component of the search process. Mr. Avery will individually meet with City Council members, and with other city staff (as deemed appropriate by the policy makers) to discuss the organizational needs and position requirements and to formalize the job description.

We understand that some communities are committed to engaging their residents in determining the ideal profile for the new City Manager. As this is a priority for the City, we can utilize various approaches in reaching out to the community in soliciting their insights/inputs regarding the ideal City Manager. The ideal approach towards reaching the greatest number of residents is through an online community survey linked through your city’s website. Alternative options include: A town hall meeting (in today’s environment, this would be conducted via video conferencing); conducting a “targeted” outreach effort to key community members as identified by the City Council (i.e., Service club/Chamber of Commerce/Downtown Association leaders; educational executives; homeowners association leaders; executives of community-based organizations). Any or all of these community outreach efforts can be incorporated into our recruitment model. We would include the Council’s preferred approach as part of our Scope of Services at no additional charge.

Our goals in securing the collective insights from our meetings are to:
• Understand the City priorities for this position.
• Develop a clear understanding and consensus on the expertise, experience, education, performance attributes and operational style of the ideal candidate.

Attachment B
Agenda Item #6.3:

3 • Discuss the goals, objectives, deliverables, and challenges related to this position. • Gain insight of the various organizational dynamics and departmental issues that exist within the organization.
• Identify the compelling aspects to this opportunity.

The formal recruitment announcement that includes the ideal candidate profile would be developed from the above discussions and incorporated into the formal position announcement. The candidate profile is also utilized in various other means as a marketing tool, for advertising copy, postings, and for other announcements.

II. Development of the Search Strategy
Our search strategy will be developed in conjunction with the organizational assessment.

The final approach is based on your input and considerations during the assessment activity. We would incorporate the following elements into this search:
• Original research, which consists of identification and contact of current incumbents or other candidates who meet the profile but are not actively seeking other employment. • Development of a targeted candidate list based on our extensive database of key executive contacts, referrals and recommendations from key sources, and other current and former City Management personnel who have extensive contacts and networks in this area. We also make extensive use of Linked-In Recruiter and email/phone contact in our proactive outreach efforts to solicit interest from potential candidates.
• Public information sources that include various membership listings such as the League of California Cities, ICMA and the various municipal organizations within the U.S. • An extensive mailing campaign to current city managers and select assistant managers throughout the U.S.
• Print advertising in ICMA Newsletter, Jobs Available and any other print publications deemed appropriate by the City.
• Internet job postings on national public sector employment bulletin boards, City Management and Municipal association-based web sites, and our company website.

III. Candidate Assessment
Our assessment process involves several “tiers” of evaluation. All candidates responding to this position will initially be evaluated based on their resume and if appropriate, an extensive phone “screening” by a member of the project team. Candidates who pass the initial “qualifying” criteria are then scheduled for a formal interview with Mr. Avery. These Attachment B
Agenda Item #6.3:

4 extended personal interviews typically take one hour and a thorough discussion of their experience, accomplishments, management philosophy and interpersonal style takes place.

In interviewing candidates, we utilize a methodology based on “behavioral” interview techniques. Fundamentally, this approach explores a candidate’s past accomplishments and experiences that relate to the position being considered. The philosophy here is that the best indicator of future performance is to evaluate past behavior. This methodology allows the firm to “project” how a candidate would approach and address the key challenges in the new position.

Those individuals who best fit the position requirements will have a Candidate Assessment Report developed by the Principal who conducted the interview.

Additionally, two initial reference interviews are performed on these candidates. The reference interviews provide our clients with additional insights on the candidate’s “behavior” and style.

IV. Candidate Presentation
Based on a predetermined date to meet and present candidate recommendations to the City Council, Mr. Avery will provide an overview of the recruitment and present our recommendations. We feel our extensive qualification, interview, and reference interviewing process and the knowledge gained during our initial assessment period; enable our client to proceed with fewer rather than more finalists. However, we will not restrict or limit the number of candidates recommended as this decision is related to the overall strength and depth of the candidate pool.

The final candidates are presented in our extensive candidate presentation “book”. Each finalist will have a file consisting of a candidate summary sheet, the submitted cover letter and resume, the Candidate Assessment Report (based on the “behavioral” interview), and two candidate reference interviews. This extensive profile on each recommended candidate continually generates positive feedback from our clients as it provides extensive detail beyond just a resume.

The Candidate book also identifies other candidates who were given secondary consideration, which provides the client insight on others who were interviewed. Candidate summary sheets are created for everyone who submitted a resume would also be included.

This provides the client an insight to the level and nature of response for their position.

V. Selection Process
At the conclusion of the candidate presentation, it is anticipated the final candidate interview group will be determined by the Council. At that time, Mr. Avery will also help finalize the Council’s desired interview process. Thereafter, we will coordinate the final interview logistics with city staff.

Attachment B
Agenda Item #6.3:

5 Our firm will develop interview schedules, notify candidates of status and provide travel guidance if required, related to the interview process. We will also develop potential interview questions and be in attendance during final interviews to help facilitate the process and to lead an end of day debrief and evaluation process. The City will provide the facility. Based on the desired consideration process, our firm will coordinate all necessary logistics with city staff for each phase of the process.

VI. Position Closure and Follow-Up
Based on the firm’s experience in human resource management and executive search, we are able to assist our clients in formulating appropriate compensation and other employment arrangements. We will be available throughout our retention to assist in this process.

As a matter of policy, Avery Associates monitors the transition and progress of any executive we place with a client. Within the first three to six months following the hired individual joining the City, we will speak with that individual to ensure the transition has effectively occurred. During the same period, we will also review the individual’s status with your office.

Recruitment Timeline
We have the capacity to be available within a one-to-two week window to initiate new recruitments.

Task Scheduled Dates
Search Initiation, Marketing & Advertising Development:
 Initial meetings with city manager and city staff to define the ideal candidate profile
 Develop draft of recruitment brochure for approval by client  Recruitment strategy finalized
 Determination of advertising scope and placement deadlines  Brochure designed and printed
Weeks 1 - 4
Marketing, Advertisement and Outreach Period:

Advertise in:
 Mailing of brochures
 Jobs Available
 ICMA newsletter and website
Preliminary candidate screening
Weeks 4 - 10
Candidate Review - Screening and Finalists Selection Weeks 9-12 Development and finalization of Interview process and interview questions Weeks 13-14 Interviews with City Week 15
Final interviews and reference checks Week 16
Appointment Offer/Acceptance Week >17
Report to Work Date Week >17
Attachment B
Agenda Item #6.3:

6 Client References
I. City of Paso Robles
Chris Huot, Assistant City Manager; 805. 237.3888; email: [email protected] II. City of Sausalito
Chris Zapata, City Manager (placed candidate); 415.289.4166; email: [email protected] III. City of Oxnard, CA
Steve Naveau, HR Director; 805.385.7590; email: [email protected] IV. City of Port Hueneme
Rod Butler, former City Manager; 909.730.5153
(currently City Manager, City of Jurupa Valley)
Consulting Fee
Based on the services described in our proposal, the professional services consulting fee for this recruitment will be $19,400. We would provide our first consulting invoice in the amount of $8,400 at the outset of the search. A second invoice of $5,500 would be billed with the presentation of candidate recommendations and the final invoice of $5,500 for the retainer will be submitted at the completion of the search. The consulting fee will be inclusive of all services defined within this proposal unless otherwise stated.

In addition to the Professional Services Fee, normal and direct out-of-pocket expenses associated with the search are charged back to the client. Expenses for this assignment would not exceed $7,500 without the express consent of the City. These expenses include advertising, clerical time, supplies, printing, telephone, postage, background checks and consultant travel for client discussions, meetings, local and out-of-area candidate interviews. All expense items are reimbursed “at cost” and will be detailed and billed on a monthly basis.

Guarantees and Ethics
Whenever William Avery & Associates, Inc. is retained; we make several guarantees and commitments to a client. Due to our experience, knowledge and success within the management-consulting field, we assure a client that we will only present candidates who meet a substantial majority of the ideal qualifications that you have outlined. We are also committed to continue our search efforts until a successful candidate is employed.

During our placement efforts, we openly share any relationships, previous experience and knowledge for any candidate we present for consideration. Our commitment and responsibility are to our clients and their best interests.

It is also our practice to replace a candidate who may voluntarily resign during the first year of his/her employment. This same commitment applies if the client finds it necessary to terminate Attachment B
Agenda Item #6.3:

7 or to request the resignation of the selected individual in the first year for any reason. In either case, we invoice a client only for out-of-pocket expenses incurred in identifying a replacement.

Attachment B
Agenda Item #6.3:

8 Avery Profile
William Avery
William Avery founded his successful management consulting firm in 1981. He has directed William Avery & Associates in service as a Labor Relations and Executive Search consultancy, serving personally as a chief negotiator, trainer, and representative in grievance and disciplinary matters.

A specialist and widely recognized expert in employer-employee relations, he has served as a City Manager (Los Gatos) and Assistant City Manager. While City Manager, he was President of the Santa Clara County City Manager’s Association and Chair of the County Employee Relations Service.

Bill has lectured at De Anza College, San Jose State University, and Stanford University, and regularly makes presentations for the League of California Cities, CALPELRA, and other public sector organizations.

Building on his personal track record of success, he expanded the firm’s focus to include increased emphasis on public and private sector search. He added proven industry professionals with expertise in these areas. The result has been to create an exceptionally strong management consulting firm, now known as Avery Associates, with the expertise to provide the full range of services required for successful public or private sector executive search.

A key measure of the firm’s success has been the many long-term relationships that he and his staff have established with clients.

Bill holds B.A. in Political Science and an MPA from San Jose State University, where he was graduated with highest honors.

Attachment B
Agenda Item #6.3:

9 Avery Profile
Paul Kimura
Paul Kimura brings a unique combination of recruitment and business experience to Avery clients.

Paul is involved in leading Avery’s public sector professional searches. He has been both a corporate recruitment director and HR director for a number of high technology companies, ranging from Fortune 500 firms such as Novell and National Semiconductor to a Silicon Valley start-up. His proven recruitment and HR generalist skills help him bring forward the best available candidates and properly assess their skills and “fit” with client organizations.

Indeed, many of the recruitment strategies and tactics incorporated into the Avery search process are a direct result of Paul’s extensive recruitment experience in the high technology industry.

Paul has been a successful HR consultant, guiding clients through all aspects of Human Resources functions — compensation & benefits, employee and management training, performance management, and termination issues.

He is skilled in areas such as strategic planning, executive coaching, separation negotiation, and organizational assessment and design. It’s another service that Avery Associates is able to offer its clients because of the unique background of its principals — and Paul’s extended skill set in Human Resources underscores the fact that Avery professionals “have been there” and understand your needs from a personal perspective.

Paul holds a B.S. degree in Business Administration from San Jose State University. He is active in professional HR organizations and in the community, where he has worked with a number of education, youth service, civic, business, and cultural organizations. “Just as Avery looks to form long-lasting relationships with its clients, I believe in making the same commitments within my community.”
Attachment B
Agenda Item #6.3:

10 Sample Materials
We have attached several examples of our work product. Contained are a candidate assessment, a reference interview and an ad sample. Also included with our proposal are sample recruitment brochures.

CANDIDATE ASSESSMENT
FOR
_______________
_________ has over 20 years of professional experience including investment management, finance management, and budgets. During the past ten years, she’s had two different tenures with ______, and in between served as the Treasury and Investment Director for the ______ based in ______. Her ____ experience includes serving as a portfolio manager for a global real estate fund and also for an equity portfolio. _____ educational background includes an M.B.A. and a B.S. in Business Administration, both from Cal State University in Sacramento.
_______ rejoined ________ in October of 2013, following two years in the Washington assignment. During this time she has reported to the portfolio manager of the real estate investment fund, and administers a portfolio of up to $3.5 billion in various partnerships and funds. In her assignment with ___________, she had oversight for the entire portfolio, which consisted of both defined benefit funds and corporate funds. She felt her greatest accomplishment there was in evolving the investment direction towards a focused and structured asset allocation strategy. She left the _______ assignment to return to _____ for personal and family reasons. ______ began her career at _________ in 2005 where she served as an accounting services manager with responsibility for a new investment accounting system implementation. Subsequent to that, she moved into a portfolio management position for a two-year period.
______ offers a nice broad range of experiences, although her investment experience is limited to the asset classes for which she had oversight in her last two ________ assignments. Her knowledge of the defined pension environment is a real plus, and _______ also focused on investment and finance areas in her pursuit of her M.B.A. Her management experience at _________ is a bit limited, although she has headed up project teams and has actively worked across the organization, especially in the implementation of a new finance IT system earlier in her career. With ______________, she reported to the CFO, had one direct report, and worked closely with the controller’s staff. _____ especially strong in the interpersonal area, as she has a very pleasant and positive manner and seems to be quite effective in developing and maintaining strong work relationships.

She’s quite enthused at the prospect of taking a senior level position, and appears to have great interest in the position in __________.

Attachment B
Agenda Item #6.3:

11 REFERENCE INTERVIEW
Candidate’s Name: _______ Date:

Reference: Name
Title
Agency
Phone
Position Applying For: Title
City of ________

1. How long have you known this individual? What is the nature of your work relationship?
She moved up to ________ to work for us as our System Treasurer. She was here for about two years between 2010-2012. We are a $1.2 billion hospital business with about $1 billion in the retirement funds. She did a real nice job helping us reformat our Asset Allocation investment policy.

2. What has impressed you most about his/her leadership, management, and administrative style? Is he/she effective at providing direction and motivation to staff?
She is a knowledgeable person and an expert in treasury management. She would always be up front about what she knew and what she didn’t. Her response to questions was always great. She would research the sticky problems and close the loop, particularly with external auditors. She had one direct report and relationships with the accounting folks and external people.

She relates very well at all levels. She presented before the Board and some pretty sophisticated people.

3. Describe the candidate’s strengths in the area of investing, specifically in terms of managing funds and investment portfolios.

It’s not about market timing, it’s about having a sound strategy and policy that has to be vetted and agreed upon. That’s where she stands. She holds people accountable and tries to understand the managers’ particular strategies. To her, its getting beneath the numbers and really understanding what’s going on.

4. Tell me about this individual’s communication and operational style. How well do they interact with department heads, staff, City Council and external agencies?
Attachment B
Agenda Item #6.3:

12 She likes to make it fun, which is a good thing! We had a relationship with external managers where she really got to know them. You can pick up the phone anytime and ask her things. She is a very good networking person.

She is really good at working with the accounting folks, also.

5. Can you tell me about his/her commitment to customer service? She would do excellent research and provide excellent information. If you asked a question, she would do more. She got her work done on time.

6. Is there anything else you would like me to know about this person to help us evaluate him/her as a candidate for this position?
I trusted her. She was very honest. She was always good with me and would tell me what happened when it happened, as opposed to just sitting on the information. She has managed teams before. The other thing I liked about her is her sophistication that she brought from ________. She kept the relationships open with them, and they were really happy to get her back. She is capable of doing a lot more.

Attachment B
Agenda Item #6.3:

13 Attachment B
Agenda Item #6.3:

5800 Stanford Ranch Road
Suite 410
Rocklin, California 95765
916.630.4900
www.ralphandersen.com
June 15, 2022
Mayor Jack Ding
and Members of the City Council
City of Sonoma
No. 1 The Plaza
Sonoma, California 95476
Via Email: [email protected]
Dear Mayor Ding and Members of the City Council:

Ralph Andersen & Associates is pleased to submit our Proposal to conduct a search for the position of City Manager for the City of Sonoma.

If selected to conduct this search, I will personally undertake this engagement as the Project Director and main point of contact throughout all steps of this recruitment project.

The executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than 50 years. With the reputation of Ralph Andersen & Associates you will have the opportunity to consider candidates located throughout California.

Ensuring that the City has a diverse selection of qualified candidates to select from could not be more important than now. Ralph Andersen & Associates has long recognized the value added by diversity and has tracked every woman and minority placement since our firm’s incorporation in 1972. A copy of our Women and Minority Placement Listing is available upon request.

We are proud of how we market and represent our clients; all of the design and graphics of our marketing material is done in-house so we can control the quality and production timing. Samples of our digital brochures can be viewed at www.ralphandersen.com.

Should you need any clarification, please feel free to contact me at (916) 630-4900 or more directly on my cell at (916) 804-2885. Thank you very much for your consideration of this proposal.

Respectfully Submitted,
Heather Renschler
President / CEO
Attachment B
Agenda Item #6.3:

General Information
Executive Summary
Attracting top talent has never been more complex and Ralph Andersen & Associates is highly qualified to assist the City of Sonoma with recruiting its new City Manager. We have conducted more successful executive recruitments than any other firm in California since 1972. From helping the City to create a competency-based interviewing framework for the new City Manager to assessing candidates and attracting top human capital, our search professionals offer an unparalleled depth of experience, national reach, and knowledge.

The City has requested our proposal to assist in the identification and recruitment of a highly qualified group of candidates for the new City Manager. In particular, the City of Sonoma is seeking a firm with a strong national presence and the professional experience to clearly assess the City’s needs and formulate a strategy to deliver results.

At Ralph Andersen & Associates, we believe that gaining a complete understanding of our client’s specific objectives and priorities is essential prior to launching any search assignment. This process includes the identification and incorporation of a variety of important details such as the candidate’s desired skills and experience as well as the critical “soft skills” related to temperament, personality, management philosophy, and other factors that will ultimately determine the candidate’s “fit” with the organization.

We begin each search by working closely with the City’s leadership, stakeholders, staff, and, if desired, the community to ensure a complete picture of the desired candidate pool is developed. Our team-oriented approach, matched with this 360-degree perspective, means we ensure that a complete understanding of the organization’s mission and culture translates into those specific traits and characteristics necessary to ensure the selected candidate is successful in the position.

We understand that the City Council expects aggressive, personalized outreach to identify a highly qualified applicant pool and a selection process that includes comprehensive candidate reports based on thorough reference and background checks. We will begin with the desired characteristics and build a recruitment strategy that is tailored to meet the City of Sonoma’s specific needs. The resulting outreach and advertising campaign will incorporate the extensive use of personal outreach to recruit a highly qualified group of candidates.

Ralph Andersen & Associates serves a nationwide clientele through its Corporate Office in the Sacramento area. The Corporate Office is located at 5800 Stanford Ranch Road, Suite 410, Rocklin, California 95765; phone number (916) 630-4900.

Our national staff of professionals and support staff include acknowledged leaders in their respective fields.

Supplementing their extensive consulting backgrounds, all senior staff have personal, hands-on executive experience in the operation of public agencies and private businesses.

The principals of the firm are Heather Renschler, President/CEO, and Robert Burg, Executive Vice President.

Both Ms. Renschler and Mr. Burg are legally able to bind the firm.

Range of Services Offered
Ralph Andersen & Associates specializes in the following primary service areas: executive search, management consulting, and human resources consulting.
• Executive Search – At Ralph Andersen & Associates, there’s always an entire team behind every recruitment assignment that we undertake. Our multi-disciplinary approach takes the best ideas in executive recruiting and creates innovative ways to get the right candidates for clients. When you Attachment B
Agenda Item #6.3:

Page A-2
retain Ralph Andersen & Associates, you actually get an entire team’s worth of support and expertise working together to achieve your organization’s objectives. The firm has conducted executive searches for large and small organizations throughout the nation. In addition to conducting searches for city manager and other chief executive officer positions, Ralph Andersen & Associates has successfully completed searches in every area of municipal service. Ralph Andersen & Associates believes the most important element of a successful executive search is to listen carefully to what our clients are looking for in terms of candidate experience and qualifications. Using these clientfocused guidelines, candidate identification is undertaken through marketing and personal outreach. • Management Consulting – Ralph Andersen & Associates helps organizations improve their performance potential with a range of management consulting services. The types of services provided by the firm include management and performance audits, organizational analyses, productivity improvement analyses, agency and service consolidation assessment, specialized financial management including debt restructuring and organizational problem solving. In addition to providing these services to entire organizations, the firm often conducts management consulting engagements that are focused in a specific service area such as public safety, city management, finance, public works, community development and other major service areas. Ralph Andersen & Associates treats every management consulting engagement as unique. This approach means we will assemble a consulting team comprised of consultants with the specific talents and experiences needed to successfully achieve the client’s objectives. Our team of experienced consultants perform complex analyses and recommend solutions that are practical and most importantly, are capable of being implemented by our clients.
• Human Resources Consulting – The firm provides a full range of contemporary human resources consulting including classification studies, compensation studies, benefits analysis, pay plan development, executive pay, and pay for performance. Key staff have proven success in working with labor groups and elected officials in identifying solutions and solving challenging problems.

Services also include expert witness services for mediation and arbitration hearings. Our approach to consulting services is characterized by proven methods, extensive data collection, accurate analysis, and effective communication and messaging.

Why Choose Ralph Andersen & Associates?
Ralph Andersen & Associates, a California Corporation, has been providing executive search and management consulting services since 1972. As such, the executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than 50 years . The Corporate Office of Ralph Andersen & Associates is located in the Sacramento Area (Rocklin).

With Ralph Andersen & Associates, there is an entire team behind every recruitment. Our firm takes a multi-disciplined, team approach to executive search. Successful outreach relies heavily on person-to-person contact to identify outstanding potential candidates and, in the evaluation phase, to gain a complete understanding of the background, experience, and management style of the top candidates. By drawing on the combined expertise of our associates and our network of professional contacts, we address outreach from a wide variety of perspectives and find unique ways to identify and recruit the best and brightest.

Attachment B
Agenda Item #6.3:

Page A-3
Experience
Relevant Search Experience
The extensive set of information requested in the City’s RFP is kept confidential between the client and Ralph Andersen & Associates. This is our long-standing policy, and we will not deviate from this on the release of information. We will not consider releasing this information outside of our past client engagement. Should Ralph Andersen & Associates be shortlisted or selected for this recruitment, we may consider discussing selective general information in a closed session, yet we intend to be mindful of releasing any of the details for confidentiality reasons to uphold the integrity of our past search engagements as well as the terms of our contractual agreements.

Below is a listing of city manager recruitments conducted, or currently underway, in the last two years (2020 – Present), presented within California followed by our national reach.

California Recruitments:
• Artesia, CA – City Manager (Current Search)
• Barstow, CA – City Administrator (2021)
• Bishop, CA – City Administrator (2020)
• Calabasas, CA – City Manager (2021)
• California City, CA – City Manager (2022)
• Citrus Heights, CA – City Manager (2022)
• Compton, CA – City Manager (2022)
• Coronado, CA – City Manager (2021)
• Encinitas, CA – City Manager (2020)
• Fairfax, CA – Town Manager (2021)
• Foster City, CA – City Manager (Current Search)
• Fullerton, CA – Deputy City Manager (Current Search)
• Grand Terrace, CA – City Manager (2021)
• Huntington Beach, CA – City Manager (Current Search)
• Indio, CA – City Manager (2021)
• La Palma, CA – City Manager (2020)
• Lincoln, CA – City Manager (2022)
• Los Altos, CA – City Manager (2021)
• Mill Valley, CA – City Manager (Current Search)
• Nevada City, CA – City Manager (2022)
• Norco, CA – City Manager (Current Search)
• Oakland, CA – City Administrator (2020)
• Orange, CA – City Manager (2022)
Attachment B
Agenda Item #6.3:

Page A-4
• Palm Desert, CA – City Manager (2021)
• Palos Verdes Estates, CA – City Manager (2022)
• Santa Monica, CA – City Manager (2021)
• Sierra Madre, CA – City Manager (2021)
• Upland, CA – City Manager (2021)
National Recruitments:
• Avondale, AZ – City Manager (Current Search)
• Burleson, TX – Deputy City Manager (2021)
• Green Valley Recreation, Inc. – Chief Executive Officer (2020) • Lewisville, TX – City Manager (2021)
• Miami Beach, FL – City Manager (2021)
• Naples, FL – City Manager (2022)
• Powell, OH – City Manager (2020)
• The Woodlands Township, TX – President and General Manager (2020) References
At Ralph Andersen & Associates, we feel strongly that our past client relationships will attest to the professionalism of our services. We would be pleased to provide references upon the City’s request once Ralph Andersen & Associates is determined to be either the selected vendor or short-listed and that our proposed staffing and pricing is satisfactory
Contact Ms. Renschler directly for recent and current references.

Attachment B
Agenda Item #6.3:

Page A-5
Project Staffing
The reputation of the search firm and personal commitment of the recruiters define the difference between the success and failure of any given recruitment. Ralph Andersen & Associates’ search professionals are acknowledged leaders in the field and possess a broad range of skills and experience in the areas of local government management, executive search, and related disciplines. Only senior members of Ralph Andersen & Associates are assigned to lead search assignments, ensuring that their broad experience and knowledge of the industry is brought to bear on our clients’ behalf.

The City of Sonoma will have Ms. Heather Renschler, President/CEO of Ralph Andersen & Associates, as Project Director on this engagement. Ms. Renschler will have all the resources and full support of our firm fully dedicated to ensuring the highest quality outcome during this important recruitment process.

Ms. Heather Renschler, Project Director
Ms. Renschler has been with Ralph Andersen & Associates for more than 36 years and is the firm’s President/CEO. Ms. Renschler has overseen the recruitment practice of Ralph Andersen & Associates for the last 25 years and, as a result, is often involved with recruitments on a national scale and those of a highly sensitive and critical nature. She is experienced at working with City Councils, governing boards, District councils, staff members, and selection committees in the recruitment and selection process.

Ms. Renschler has extensive experience working with elected officials and clients to finding the right candidate based on the opportunities and challenges facing the organization and the community. Her network of potential candidates is broad-based and extends throughout California and nationally.

Ms. Renschler attended the University of Toledo and majored in Accounting and Journalism and obtained a Bachelor’s degree in Public Administration from the University of San Francisco.

Ms. Renschler is located in the firm’s corporate office in Sacramento (Rocklin), California and may be reached at (916) 630-4900 or directly on her cell at (916) 804-2885 or via email at [email protected].

Paraprofessional and Support Staff
Paraprofessional, graphics, and support staff will provide administrative support to the consultant team on recruitment assignments. These may include Ms. Diana Haussmann, Ms. Christen Sanchez, Ms. Hannah Jones, Ms. Karen AllGood, Ms. Tina Keller, and Ms. Teresa Heple.

Attachment B
Agenda Item #6.3:

Page A-6
Project Understanding
and Approach
Summary of Our Search Process
The successful search process relies heavily on person-to-person contact to identify outstanding potential candidates and, in the evaluation phase, to gain a complete understanding of the background, experience, and management style of the top candidates. The executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than 50 years .

We feel that the key elements of the search process, which can be tailored to fit the specific needs of the City of Sonoma, should include:
• Developing a comprehensive position profile based upon information obtained in meetings with the Mayor and City Council and key staff members.
• Extensive personal outreach, via telephone and through internet technology, to qualified candidates throughout California, the Western Region, and across the Nation. • A marketing strategy that uses selected advertising to supplement the extensive candidate identification process, uses the Internet and social media, and also uses our already established professional contacts throughout the nation.
• A screening and assessment process that narrows the field of candidates to those who most closely match the needs of the City and is based on preliminary research and telephone interviews with the top candidates.
• Delivering a product in the form of a search report that recommends the top group of candidates and provides the decision-makers with detailed information about their backgrounds and experience. • Assistance during the interview and selection process and in the negotiation of a compensation package.

Search Work Plan
This section describes the usual steps in the search for a new City Manager for the City of Sonoma. This recruitment will be under the direction of the Ms. Heather Renschler.

Task 1 – Review Project Management Approach
The Project Director will begin work on this project within 10 days (or sooner) after the City provides a contract or, alternatively, an official notice to proceed. The first task will include established individual and/or group video meetings with the Mayor and City Council and others (done via the Zoom Technologies application), as appropriate, to finalize the recruiting and selection process. This will include discussion of the project management for this search, review of the work plan, confirmation of timing, and communication methods.

Working collaboratively with the Mayor and City Council and other key City staff, this task will result in a more definitive timetable.

As part of our overall approach to this search, the Project Director will deliver regular status reports at each stage of the search. In addition, the Project Director will be highly accessible and responsive to client requests and inquiries.

Attachment B
Agenda Item #6.3:

Page A-7
Task 2 – Develop Position Profile
The position profile for the City Manager is the guide for the entire search process. The development of the profile includes the collection of technical information and recruitment criteria.

Technical Information
Ms. Renschler will conduct video meetings with the Mayor and City Council, key staff members, and others as directed by the City to gain an understanding of the experience and professional background requirements desired in the City Manager. These meetings, all done via video conferencing, will also help the Search Consultant gain an understanding of the work environment and the issues facing the City of Sonoma.

Recruitment Criteria
The recruitment criteria are those personal and professional characteristics and experiences desired in the City Manager. The criteria should reflect the goals and priorities of the City of Sonoma.

Subsequent to the development and adoption of the candidate profile, the technical information and recruitment criteria will be documented in an information brochure prepared by Ralph Andersen & Associates. The brochure will be reviewed by the City in draft format, revised as appropriate, and published for use throughout the search.

Optional Service (Community Survey) – The Mayor and City Council may desire obtaining input from the Community on the qualities they would like to see in the new City Manager. To facilitate Community input, the Project Director can conduct an on-line survey. Additionally, our process can allow for email comments to Ralph Andersen & Associates relative to the desired qualities in the next City Manager. See Cost Section for more details on pricing.

Task 3 – Outreach and Recruiting
This task is among the most important of the entire search. It is the focus of the activities of the Search Consultant and includes specific outreach and recruiting activities briefly described below.

Outreach
An accelerated outreach and advertising campaign will be developed. It will include the placement of ads in publications such as Western City, International City/County Management Association (ICMA), and other professional publications. Specific Internet sites related to government will be used as a method of extending the specific outreach in a short period of time.

Additionally, the advertisement and the full text of the position profile (the recruitment brochure) will be placed on Ralph Andersen & Associates’ website, which is accessed by a large number of qualified candidates. This method of outreach to potential applicants provides a confidential source that is monitored by many key level executives on an on-going basis.

Candidate Identification
Ralph Andersen & Associates will use their extensive contacts to focus the recruiting effort. In making these contacts, the Search Consultant will target those individuals who meet the criteria set by the City. Each of the candidates identified through the recruiting efforts will be sent an information brochure. Candidates will also be contacted directly to discuss the position and to solicit their interest in being considered.

Both the outreach and recruiting activities will result in applications and resumes from interested candidates. As they are received, resumes will be acknowledged and candidates will be advised of the general timing of the search process. The following tasks involve the actual selection process, once all resumes have been received.

Attachment B
Agenda Item #6.3:

Page A-8
Task 4 – Candidate Evaluation
This task will be conducted following the application closing date. It includes the following specific activities:

Screening
All of the applications will be carefully reviewed. Those that meet the recruitment criteria and minimum qualifications will be identified and subject to a more detailed evaluation. This evaluation will include consideration of such factors as professional experience, and size and complexity of the candidate’s current organization as compared to the candidate profile.

Preliminary Research and Internet Review
The research staff of Ralph Andersen & Associates, under the direction of the Project Director, will conduct preliminary research and internet review for those candidates identified as the most qualified as a result of the screening process. This level of research will be done on a limited number of candidates to learn more about each candidate’s public profile and related information that is available on the internet.

Preliminary Interviews via Video Technology
The Search Consultant will conduct preliminary interviews with the top group of candidates identified through the screening and preliminary research and Internet review processes. The interviews are extensive and designed to gain additional information about the candidates’ experience, management style, and “fit” with the recruitment criteria. Interviews will be conducted using video technology.

The screening portion of the candidate evaluation process typically reduces a field of applicants to approximately four (4) to six (6) individuals. Those individuals will be reviewed with the Mayor and City Council prior to proceeding with the individual interviews.

Task 5 – Search Report
After completing Task 4, all documentation will be supplied to the City electronically. No hard copies will be supplied to the City for any phase of this search engagement. The Project Director will prepare detailed information for review including resumes uploaded to a file sharing system (i.e., DropBox or ShareFile). The Project Director will conduct a video conference call or in-person meeting with the Mayor and City Council or other designated representative to review the search report on the top candidates. The report divides all of the candidates into four groups including 1) the top group of candidates that are recommended to be interviewed via video by the Mayor and City Council; 2) a backup group to the first group; 3) no further consideration group; and 4) lacks minimum qualifications. The search report will include candidate resumes and cover letters. The results of preliminary media research will be included. This video meeting will result in a confirmed group of top candidates for the City Council to further consider.

The results of the Search Report will be a confirmed group of finalist candidates that the City Council will interview.

Task 6 – Selection
The final selection process will vary depending upon the desires of the City Council. The typical services provided by Ralph Andersen & Associates in the selection process are described briefly below:
• The Project Director will coordinate the selection process for the finalist group of candidates. This includes handling the logistical matters with candidates and with the City. • Ralph Andersen & Associates will prepare an electronic interview booklet (uploaded to a file sharing program such as DropBox or ShareFile) that includes the resume, cover letter, and preliminary media research for each candidate. In addition, this electronic information will contain suggested questions and areas for discussion based upon the recruitment criteria. Electronic copies of the interview booklet will be provided in advance of the candidate interviews. No hard copies of material will be Attachment B
Agenda Item #6.3:

Page A-9
provided. Should the City desire hard copies, that will be to responsibility of the City to produce and distribute.
• The Project Director will facilitate the Interviews to assist the City through the selection process. This assistance will include an initial orientation, candidate introductions, and facilitation of discussion of candidates after all interviews have been completed.
• Additionally, verifications will be made on the top two candidates and will include education verifications, Department of Motor Vehicle check, and credit check. Due to legislation, criminal checks (“Ban the Box”) are only permissible when a contingent offer of employment is made. The results of these verifications will be discussed with the City at the appropriate time. • Reference checks will be conducted on the top candidate. Former co-workers and supervisors will be identified and contacted. Additionally, we will talk with elected officials, as appropriate. The results of these reference checks will be discussed with the City Council at the appropriate time during a closed session.
• As needed, the Project Director is available to provide assistance to the City Council in the final selection as may be desired. This assistance may include providing or obtaining any additional information desired to assist in making the final selection decision.

Task 7 – Negotiation
The Project Director is available to assist the Mayor and City Council in negotiating a compensation package with the selected candidate. This includes recommendations on setting compensation levels.

Additionally, if desired by the City Council, Ralph Andersen & Associates will coordinate with the City Attorney to prepare a draft employment agreement and work with the Mayor and City Council on the finalization of this document. As required by the Brown Act, the employment agreement for the new City Manager will be required to be approved and voted on in a public meeting at a regularly scheduled City Council meeting.

Task 8 – Close Out
After the City has reached agreement with the individual selected for the position, the Search Consultant will close out the search. These activities will include advising all of the finalist candidates of the status of the search by telephone.

Attachment B
Agenda Item #6.3:

Page A-10
Project Schedule
We anticipate a timeframe of approximately 90 days from the execution of the agreement between the City and Ralph Andersen & Associates to when the finalists are presented for an interview. Negotiation with the top candidate will take an additional week after finalist interviews.

It is anticipated that the search would have a closing date of 30 to 45 days after approval of the brochure.

Finalist interviews anticipated to take place typically 2-3 weeks after the closing date to allow for a thorough review of applicants. .

A brief overview of the recruitment schedule is presented below (schedule does not include transition time by Selected Candidate to join the City).

Month 1 Month 2 Month 3
Week Week Week
1 2 3 4 1 2 3 4 1 2 3 4
Search firm selected
Consultant evaluates organization; position criteria established Candidates identified and screened
Consultant interviews and conducts preliminary research Consultant recommends candidates; client
selects finalists for interview
Client-candidate interviews
Preferred candidate
selected; negotiations
Selection Made
Attachment B
Agenda Item #6.3:

Page A-11
Proposed Fee
The recruitment effort for a new City Manager for the City of Sonoma will be a comprehensive search process with a focus in California and the Western Region. The review of resumes and qualifications will be conducted on all candidates that submit giving the City the ability to select from a broad field of qualified candidates. The professional services fee to perform this search will be a fixed fee of $32,500* for recruitment services and all related expenses.
*Note – Expenses included in this fixed fee include such items as advertising, consultant interaction (anticipated to be done through videoconferencing), clerical, graphic design, research, and long-distance telephone charges. On top candidates, Internet and Lexis/Nexis searches will be conducted. Additionally, education verifications, DMV check, wants and warrants, civil and criminal litigation search, and credit check will be conducted on the top two candidates. Reference checks will be conducted on the top candidate. Should the City desire to conduct references calls on more than one candidate, a background fee of $1,800 per candidate will be billed in addition to the above stated fees.

Invoicing for Services – Ralph Andersen & Associates will bill the City in four installments as follows:
• Following kick-off and finalization of recruitment brochure – $9,750 • After the closing date – $9,750
• After finalist interviews – $9,750
• Upon placement – $3,250
Progress payments will be due upon receipt.

Brochure – A full color electronic brochure will be developed for the City Manager recruitment. All pictures will be the responsibility of the City. Samples of a wide variety of brochures are available on the firm’s website (www.ralphandersen.com).

Optional Service (Community Survey) – Should the City choose to conduct a Community Survey with summarized results, this would be conducted for an additional $3,500.

Exception – Any candidate travel is the full responsibility of the City.

Standard Hourly Rates
Ralph Andersen & Associates’ standard hourly billing rates are as follows:
• Project Director $175/hr.
• Graphics Designer $75/hr.
• Researcher $60/hr.
• Support Services $50/hr.

Guarantee
Ralph Andersen & Associates offers the industry-standard guarantee on our full search services. If within a one-year period after appointment, the City Manager resigns or is dismissed for cause, we will conduct another search free of all charges for professional services. The City of Sonoma would be expected to pay for the reimbursement of all incurred expenses.

If a placement is not made in the first outreach effort, the Consultant will conduct a second outreach effort with no charge for Professional Services. The City would be expected to pay for all incurred expenses.

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3:

Attachment B
Agenda Item #6.3: