Agenda Item #8.2:
Police
FEE COST WORKSHEET NUMBER : PD-07
100-00000-000-31503
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salary, Benefits and Police Department overhead: Traffic Officer 0.75 $138.01 $103.51 Police Chief 0.25 $188.42 $47.10
Total Salary $150.61
Salary Percent
Operating Expense $150.61 24.08% $36.26
City Overhead $150.61 21.62% $32.56
Total $219.44
Previous Fee 2021: $202.00
Fee Effective 2023: $219.00
Per permit
% Change: 8.42%
Animal-Drawn Vehicle Permit
To issue permits for animal-drawn vehicles. Includes time associated with permit paperwork, inspection, and issuance of City Resolution #25-2009
No refund available.
Fee is based upon allocation of the costs of personnel, services and supplies. Round down to the nearest dollar.
Agenda Item #8.2:
Police Department
FEE COST WORKSHEET NUMBER : PD-04
100-00000-000-30201
SERVICE: Dog License
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salary, Benefits and Police Department overhead: Community Service Officer 0.40 $54.34 $21.74 Total Salary $21.74
Salary Percent
Operating Expense $21.74 24.08% $5.23
City Overhead $21.74 21.62% $4.70
Total $31.67
Previous Fee 2021: $37.00
Fee Effective 2023: $31.00
% Change: -16.22%
Dog Licenses (based on the fee for an unaltered dog)
Altered $25.00 per license
Unaltered $50.00 per license
Duplicate/Transfer $5.00 per license
Late Penalty, Altered $15.00 per license
Late Penalty, Unaltered $30.00 per license
Senior Citizen (62 and older), Altered * $10.00 per license Senior Citizen (62 and older), Unaltered* $25.00 per license *applies to first license only
To issue a license for dogs that reside in the city limits. This includes review of appropriate paperwork and maintenance of database.
State Ag code 30804.5 Ag code requires a 50% discount for altered dogs.
The City has a 50% discount for the first dog licensed to (and by) a senior citizen (62 and older).
Fee is based upon allocation of the costs of personnel, services and supplies. Round down to the nearest dollar.
No refund available.
Agenda Item #8.2:
Police Department
FEE COST WORKSHEET NUMBER : PD-06
100-00000-000-31503
SERVICE: Dog Show Permit
Description Of Service:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salary, Benefits and Police Department overhead: Community Service Officer 0.60 $54.34 $32.60 Total Salary $32.60
Salary Percent
Operating Expense $32.60 24.08% $7.85
City Overhead $32.60 21.62% $7.05
Total $47.50
Previous Fee 2021: $56.00
Fee Effective 2023: $47.00
Per permit
% Change: -16.07%
Clerical time and expenses on issuing a Dog Show Permit.
No refund available.
Fee is based upon allocation of the costs of personnel, services and supplies. Round down to the nearest dollar.
Agenda Item #8.2:
Police Department
FEE COST WORKSHEET NUMBER : PD-10
100-00000-000-31502
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES: Salary based upon YFS contract cost.
CALCULATION OF FEE
Hours Rate
Salary based on YFS contract cost Youth and Family Services Manager 6.50 $31.25 $203.13 Total Salary $203.13
Salary Percent
Operating Expense $203.13 24.08% $48.90
City Overhead $203.13 21.62% $43.92
Total Cost $295.95
Previous Fee 2021: $297.00
Fee Effective 2023: $295.95
Per incident
% Change: -0.36%
Fee is charged to participate in Youth and Family Services program. Per Resolution, this fee may be reduced/waived based upon ability to pay. Fees collected are shared with the Sheriff's Office since they pay for half the program.
Fee Established by City Resolution #35-2012. Round down to the nearest dollar.
Juvenile Diversion Fee
No refund available.
If a juvenile provides proof that family is qualify for free school lunch, fee is reduced to $50.
Agenda Item #8.2:
Police Department
FEE COST WORKSHEET NUMBER : PD-05
100-00000-000-31503
SERVICE: Kennel Fee Per Day
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salary, Benefits and Police Department overhead: Community Service Officer 0.60 $54.34 $32.60 Total Salary $32.60
Salary Percent
Operating Expense $32.60 24.08% $7.85
City Overhead $32.60 21.62% $7.05
Total $47.50
Previous Fee 2021: $56.00
Fee Effective 2023: $47.00
Per day
% Change: -16.07%
Boarding of animals. This includes food, cleaning supplies, and exercise. This fee is charged for animals brought into the Police Department and for animals picked up by Police Department Staff.
This fee is charged after one day (PD-09 is charged for the first day).
Fee is based upon allocation of the costs of personnel, services and supplies. Round down to the nearest dollar.
No refund available.
Agenda Item #8.2:
Police Department
FEE COST WORKSHEET NUMBER : PD-03
100-00000-000-31502
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salary, Benefits and Police Department overhead: Administrative Aide 0.50 $72.77 $36.39 Police Chief 0.75 $188.42 $141.31
Total Salary $177.70
Salary Percent
Operating Expense $177.70 24.08% $42.78
City Overhead $177.70 21.62% $38.42
Total $258.90
Previous Fee 2021: $250.00
Per request
Fee Effective 2023: $258.00
% Change: 3.20%
Analysis of statistical information for Alcoholic Beverage Control License. Prepare Letter of Public Convenience or Necessity.
Letter of Public Convenience or Necessity
Fee is based upon allocation of the costs of personnel, services and supplies. Round down to the nearest dollar.
No refund available.
Agenda Item #8.2:
Police Department
FEE COST WORKSHEET NUMBER : PD-08
100-00000-000-31503
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salary, Benefits and Police Department overhead: Community Service Officer 0.80 $54.34 $43.47 Total Salary $43.47
Salary Percent
Operating Expense $43.47 24.08% $10.47
Overhead $43.47 21.62% $9.40
Total $63.34
Previous Fee 2021: $75.00
Fee Effective 2023: $63.00
Per animal surrendered
% Change: -16.00%
Owner surrender of animal
The fee is charged to pet owners who surrender their animals to the animal control officer if they can no longer care for them. Fee covers the associated paperwork, kenneling, and sheltering/adoption fees.
Fee is based upon allocation of the costs of personnel, services and supplies. Round down to the nearest dollar.
No refund available.
Agenda Item #8.2:
Police Department
FEE COST WORKSHEET NUMBER : PD-12
100-00000-000-35005
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Salary and Police Department overhead: Community Service Officer 1.00 $54.34 $54.34 Youth and Family Services Manager 1.00 $31.25 $31.25
Traffic Officer 1.00 $138.01 $138.01
Police Chief 1.00 $188.42 $188.42
Administrative Aide 1.00 $72.77 $72.77
Officer 1.00 $125.18 $125.18
Sergeant 1.00 $152.68 $152.68
Total Salary $762.65
Average # of positions $108.95
Salary Percent
Benefits $108.95 44.28% $48.24
Operating Expense $108.95 24.08% $26.23
Overhead $108.95 21.62% $23.56
Total $206.97
Previous Fee 2021: New fee
Fee Effective 2023: $206.00
Per hour
% Change: New fee
Police Department Hourly Rate
Estimated hourly fee for service. The fee is due and payable at time of service.
No refunds available.
Fee based upon allocation of the costs of personnel, services and supplies. Round down to the nearest dollar.
Agenda Item #8.2:
Police Department
FEE COST WORKSHEET NUMBER : PD-13
100-00000-000-35005
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Salary and Police Department overhead: Community Service Officer 1.00 $81.51 $81.51 Youth and Family Services Manager 1.00 $46.88 $46.88
Traffic Officer 1.00 $207.02 $207.02
Police Chief 1.00 $282.63 $282.63
Administrative Aide 1.00 $109.16 $109.16
Officer 1.00 $187.77 $187.77
Sergeant 1.00 $229.02 $229.02
Total Salary $1,143.98
Average # of positions $163.43
Salary Percent
Benefits $163.43 44.28% $72.36
Operating Expense $163.43 24.08% $39.34
Overhead $163.43 21.62% $35.33
Total $310.46
Previous Fee 2021: New fee
Fee Effective 2023: $310.00
Per hour
% Change: New fee
Police Department Overtime Hourly Rate
Estimated overtime hourly fee for service. The fee is due and payable at time of service.
No refunds available.
Fee based upon allocation of the costs of personnel, services and supplies. Round down to the nearest dollar.
Agenda Item #8.2:
Police Department
FEE COST WORKSHEET NUMBER : PD-02
100-00000-000-31502
SERVICE: Residential Parking Permit
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salary, Benefits and Police Department overhead: Administrative Aide 0.10 $72.77 $7.28 Total Salary $7.28
Salary Percent
Operating Expense $7.28 24.08% $1.75
City Overhead $7.28 21.62% $1.57
Total $10.60
Previous Fee 2021: $10.00
Per permit
Fee Effective 2023: $10.00
% Change: 0.00%
To issue parking permits to residents who live in a designated residential three hour parking zone. Requires verification of resident status
Fee is based upon allocation of the costs of personnel, services and supplies. Round down to the nearest dollar.
No refund available.
Agenda Item #8.2:
PUBLIC WORKS
and UTILITY
FEES
Agenda Item #8.2:
Public Works & Utilities Fee Summary Sheet
Fee Type Fee ID Previous Adopted Fee Current Adopted Fee Change (%) Public Works
PW-16 $227.00 $268.00 18.06%
PW-05 $142.00 $168.00 18.31%
PW-04 $157.00 $186.00 18.47%
PW-07 $371.00 18.06%
PW-06 $182.00 18.68%
PW-15 Varies (Deposit, not a fee)
PW-01 $281.00
$438.00
$216.00
Varies (Deposit, not a fee)
$278.33 22.78%
PW-08 $262 for First 3 hours/ $136 per hour after 3 hours $311 for First 3 hours/ $160 per hour after 3 hours 18.70% PW-09 $200 for First 3 hours/ $105 per hour after 3 hours $237 for First 3 hours/ $125 per hour after 3 hours 18.50% PW-14 $75.00 $89.00 19%
PW-03 $95.00 $112.00 17.89%
PW-13 $34.00 $40.00 14.29%
PW-12 $137.00 $162.00 18.25%
Barricading on City Streets
City Engineer Inspection Fee
City Engineer Map and Plan Checking Services
Encroachment Permit Fee (Major)
Encroachment Permit Fee (Minor)
Engineering Fees Deposit
Parking Barricades - Placement and Retrieval
Public Works Crew After Hour Service Charge / Sunday & Holiday Overtime Public Works Crew After Hours Service Charge / Regular Overtime
Public Works Crew Hourly Rate Normal Business Hours
Public Works Inspection Fee
Public Works News rack Annual Fee
Public Works News Rack Initial Permit & Inspection Fee
Storm Water Plan Review and Inspection Fee
PW-11 $108.00 $128.00 18.52%
Utilities
Back Flow Device Testing (Backflow Fee) UT-10 $7.00 $9.00 28.57% Hydrant Meter Deposit UT-16 $3,000.00 $3,000.00
Meter Cut Lock Fee UT-11 $85.00 $98.00 15.29%
Meter Testing Fee UT-03 $107.00 $137.00 28.04%
Non-Residential Fire Line Inspection & Bacteria Testing UT-06 $110.00 $130.00 18.18% Second or Third Notice Annual Back Flow Device Testing UT-12 $31.00 $37.00 19.35% Utility Crew After Hour Service Charge / Regular Overtime UT-04 $200 for First 3 Hours / $105 per hr after 3 Hours $237 for First 3 Hours / $125 per hr after 3 Hours 18.50% Utility Crew After Hour Service Charge / Sunday & Holiday Overtime UT-05 $262 for First 3 Hours / $136 per hr after 3 Hours $311 for First 3 Hours / $160 per hr after 3 Hours 18.70% Utility Crew Service Charge Normal Business Hours UT-15 $75.00 $89.00 18.67% Water Flow Test UT-08 $374.00 $423.00 13.10%
Water Flow Test - Administrative Only UT-09 $30.00 $35.00 16.67% Water Service Deposit UT-13 $150.00 $150.00 0.00%
Water Service Payment Reminder Notice UT-01 $24.00 $27.00 12.50% Water Service Start of Service or Stop of Service (Change of Water Account Holder) UT-14 $23.00 $27.00 17.39% Water Service Turn On (Delinquent Payment) [per account turn on) Pursuant to Health & Safety Code section 116914(a)(1), if all conditions in section 3.6.1 of City Water Shutoff Policy are met.
UT-02 $50.00
$96.00
$50.00
$114.00
0.00%
15.79%
Agenda Item #8.2:
Public Works
FEE COST WORKSHEET NUMBER : PW-16
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.50 $37.71 $18.85
Public Works Supervisor 1.00 $47.55 $47.55
Maintenance Worker II 2.00 $37.59 $75.18
Total Salary: $141.59
Salary Percent
Benefits: $141.59 44.28% $62.69
Operating Expenses: $141.59 24.08% $34.09
Overhead: $141.59 21.62% $30.61
Total $268.98
Previous Fee 2021: $227.00
Fee Effective 2023: $268.00
per event
% Change: 18.06%
Barricading on City Streets
Utilizing City staff and equipment to set up barricades on City streets. This fee differs from PW-01, which is related to placement of parking barricades and rental or parking spaces. In some cases, both fees may apply. For barricading the Plaza's 'Horseshoe' or Rear Parking Lot, see SE07.
Fee based upon allocation of the costs of personnel, services, and supplies for 1 hour of activity. Round down to the nearest dollar.
This fee is based on two hours of staff time for barricade set up. If additional staff hours are required during normal business hours, those hours may be charged at the hourly rate specified in PW-14. If service is required after normal business hours (including additional hours), the Public Works After Hours Service Charge / Overtime Fee or Public Works After Hours Service Charge/ Sunday & Holiday Fee may be charged in addition to or substituted for any fee that is based on hourly rate.
No refund after event has occurred. Full refund minus calculated staff costs based on time expended between time of application and issuance of refund if application is withdrawn prior to placement of barricades.
Agenda Item #8.2:
Public Works
FEE COST WORKSHEET NUMBER : PW-05
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salaries: Public Works Director/Engineer 1.00 $88.71 $88.71 Total Salary $88.71
Salary Percent
Benefits: $88.71 44.28% $39.28
Operating Expenses: $88.71 24.08% $21.36
Overhead: $88.71 21.62% $19.18
Total $168.52
Previous Fee 2021: $142.00
Fee Effective 2023: $168.00
per hour
% Change: 18.31%
Actual time and expenses associated with inspection of public works projects by the City Engineer.
City Engineer Inspection Fee
Full refund minus calculated staff costs based on time expended between time of application and issuance of refund if application is withdrawn prior to final inspection.
Fee is based upon allocation of the costs of personnel, services, and supplies. The fee shall be charged at increments of 15 minutes or any portion thereof. In the event that City Engineer Inspection services are provided by an outside vendor, the actual vendor costs shall be passed through to the applicant with additional charges as specified in Fee CA-09 (Standard Administrative Overhead). Sixteen percent (16%) is added to this fee for the purpose of recovering costs to maintain the City's Standard Plans. This fee may be charged at increments of 15 minutes or any portion thereof. Round down to the nearest dollar.
Add BL-06 Document Retention Fee as necessary to cover the cost of scanning file documents and maintaining micrographics equipment.
Agenda Item #8.2:
Public Works
FEE COST WORKSHEET NUMBER : PW-04
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
CALCULATION OF FEE
Hours Rate
Salaries: Public Works Director/Engineer 1.00 $88.71 $88.71 Administrative Assistant 0.25 $37.71 $9.43
Total Salary $98.14
Salary Percent
Benefits: $98.14 44.28% $43.45
Operating Expenses: $98.14 24.08% $23.63
Overhead: $98.14 21.62% $21.22
Total $186.43
Previous Fee 2021: $157.00
Fee Effective 2023: $186.00
per hour
% Change: 18.47%
Actual time and expenses associated with checking subdivision maps, public improvement plans, and site review services by the City Engineer. Activities may include, but are not limited to, performing plan review and related services (e.g. corresponding with applicants, design meetings, preliminary site investigations, code research, etc.) for building or grading permit applications, subdivision improvements, parcel maps, and similar improvements.
Full refund minus calculated staff costs based on time expended between time of application and issuance of refund if application is withdrawn prior to final approval.
Fee is based upon allocation of the costs of personnel, services and supplies. The fee shall be charged at increments of 15 minutes or any portion thereof. Round down to the nearest dollar.
Add BL-06 Document Retention Fee as necessary to cover the cost of scanning file documents and maintaining micrographics equipment.
City Engineer Map and Plan Checking Services
This fee may be charged at increments of 15 minutes or any portion thereof. In the event that this service is outsourced, the actual vendor costs shall be passed through to the applicant with additional charges as specified in Fee CA-09 (Standard Administrative Overhead).
Agenda Item #8.2:
Public Works
FEE COST WORKSHEET NUMBER : PW-07
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 1.25 $37.71 $47.14
Public Works Supervisor 2.00 $47.55 $95.11
Public Works Director/Engineer 1.00 $88.71 $88.71
Total Salary $230.95
Salary Percent
Benefits: $230.95 44.28% $102.26
Operating Expenses: $230.95 24.08% $55.60
Overhead: $230.95 21.62% $49.93
Total $438.74
Previous Fee 2021: $371.00
Fee Effective 2023: $438.00
per permit
% Change: 18%
Encroachment Permit Fee (Major)
Staff time and expenses associated with processing an encroachment permit for activities in the public right of way such as the installation, repair or replacement of curb, gutter, sidewalk, or driveway approach; installation, repair or replacement of underground utilities; installation , repair or replacement of street paving; similar or other related construction activities.
This fee is non-refundable.
This fee is based on two hours of staff time. If additional staff hours are required during normal business hours, those hours may be charged at the hourly rate specified in PW-14. If service is required after normal business hours (including additional hours), the Public Works After Hours Service Charge / Overtime Fee or Public Works After Hours Service Charge/Sunday & Holiday Fee may be charged in addition to or substituted for any fee that is based on hourly rate. Fee is based upon allocation of the costs of personnel, services and supplies. Round down to the nearest dollar.
$30 per permit is allocated for the specific of maintaining Public Works standard plans.
Add BL-06 Document Retention Fee as necessary to cover the cost of scanning file documents and maintaining micrographics equipment.
Agenda Item #8.2:
Public Works
FEE COST WORKSHEET NUMBER : PW-06
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 1.25 $37.71 $47.14
Public Works Operations Manager 1.00 $66.57 $66.57
Total Salary $113.71
Salary Percent
Benefits: $113.71 44.28% $50.34
Operating Expenses: $113.71 24.08% $27.38
Overhead: $113.71 21.62% $24.58
Total $216.01
Previous Fee 2021: $182.00
Fee Effective 2023: $216.00
per permit
% Change: 18.68%
Encroachment Permit Fee (Minor)
This fee is non-refundable.
Staff time and expenses associated with issuing an encroachment permit for activities in the public right of way, including but not limited to, parking construction related vehicles, placing a debris box for an extended period of time, planting a tree, and other minor work not requiring City Engineer review.
Fee is based upon allocation of the costs of personnel, services, and supplies. $15 per permit is allocated for the purpose of maintaining Public Works standard plans.
Round down to the nearest dollar.
Add BL-06 Document Retention Fee as necessary to cover the cost of scanning file documents and maintaining micrographics equipment.
Agenda Item #8.2:
Public Works
FEE COST WORKSHEET NUMBER : PW-15
SERVICE: Engineering Fees Deposit
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF DEPOSIT
This is a deposit paid by an applicant at the time an application is made for a building permit requiring engineering services. This deposit is to be applied towards the costs of processing the Public Works services such as Public Works Inspections, City Engineer Inspection, Map and Plan Checking Services.
This fee is an estimated amount and requires a funded deposit account to be set up with the City by the applicant. The City’s estimate is based upon an average allocation of the costs of personnel, services and supplies associated with the activities to complete the requested services. Should these activities exceed the estimated fee below, the applicant will be invoiced by the City for additional monies due. At completion of the permit, a refund of any unused monies will be returned to the applicant who paid for the services.
Round down to the nearest dollar.
Deposit is calculated by City Engineer or designee in advance of initiating engineering services. Deposit must be received before services are started. In the event that the deposit is depleted before the project is completed, applicant will need to replenish the deposit before work can be continued. All fees must be paid before final building permit sign off.
No refund after application has been processed. Full refund minus calculated staff costs based on time expended between time of application and issuance of refund if application is withdrawn prior to Engineering Fees being completed.
Agenda Item #8.2:
Public Works
FEE COST WORKSHEET NUMBER : PW-01
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
CALCULATION OF FEE
Hours Rate
Salaries: Maintenance Worker II 2.00 $37.59 $75.18
Public Works Supervisor 1.50 $47.55 $71.33
Total Salary $146.51
Salary Percent
Benefits: $146.51 44.28% $64.87
Operating Expenses: $146.51 24.08% $35.27
Overhead: $146.51 21.62% $31.68
Total $278.33
Fee Effective 2021: $281 + $20 per space
Fee Effective 2023: $332 + $20 per space
Percent Change: 22.78%
Parking Barricades - Placement and Retrieval
Staff time and expenses associated with placing "No Parking" signs and retrieving barricades for special events or construction activities.
Fee is based upon allocation of the costs of personnel, services and supplies. $332 is base fee for staff time required for preparing vehicle, loading and delivery of barricades, retrieving barricades and making vehicle available for next assignment. $20 per space is rental fee per space including barricade. Round down to the nearest dollar.
This fee is based on two hours of staff time for barricade set up. If additional staff hours are required during normal business hours, those hours may be charged at the hourly rate specified in PW-14. If service is required after normal business hours (including additional hours), the Public Works After Hours Service Charge / Overtime Fee or Public Works After Hours Service Charge/ Sunday & Holiday Fee may be charged in addition to or substituted for any fee that is based on hourly rate.
No refund after event has occurred. Full refund minus calculated staff costs based on time expended between time of application and issuance of refund if application is withdrawn prior to placement of barricades.
Agenda Item #8.2:
Public Works
FEE COST WORKSHEET NUMBER : PW-08
SERVICE:
REFUND POLICY:
DESCRIPTION OF SERVICE:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.25 $37.71 $9.43
[Sunday & Holiday OT] Maintenance Worker II 1.00 $75.18 $75.18 Total Salary $84.61
Salary Percent
Benefits: $84.61 44.28% $37.46
Operating Expenses: $84.61 24.08% $20.37
Overhead: $84.61 21.62% $18.29
Total $160.73
Fee Effective 2023: $311.00
for 3 hour minimum
Fee Effective 2023: $160.00
per hour after 3 hour Minimum
Percent Change: 18.70%
Previous Fee Effective 2021: $262.00
for 3 hour minimum
Previous Fee Effective 2021: $136.00
per hour after 3 hour Minimum
Appears proper based on salary table. Nitish
Staff time and expenses associated with a customer-requested, after hours service call.
Examples of a service call request may include turning on and off electrical service in the Plaza during special events. Fee to be charged for customer-caused problem.
Fee is based upon allocation of the costs of personnel, services and supplies. Round down to the nearest dollar.
Public Works Crew After Hour Service Charge / Sunday & Holiday Overtime No Refund.
Agenda Item #8.2:
Public Works
FEE COST WORKSHEET NUMBER : PW-09
SERVICE:
REFUND POLICY:
DESCRIPTION OF SERVICE:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.25 $37.71 $9.43
[3 hr. Mandatory OT per MOU] Maintenance Worker II 1.00 $56.39 $56.39 Total Salary $65.81
Salary Percent
Benefits: $65.81 44.28% $29.14
Operating Expenses: $65.81 24.08% $15.84
Overhead: $65.81 21.62% $14.23
Total $125.03
Fee Effective 2021: $200.00
for 3 hour minimum
Fee Effective 2021: $105.00
per hour after 3 hour minimum
Fee Effective 2023: $237.00
for 3 hour minimum
Fee Effective 2023: $125.00
per hour after 3 hour minimum
Percent Change: 18.50%
Staff time and expenses associated with a customer requested/after hours service call. Examples of a service call request may include turning on and off electrical service in the Plaza during special events or for issues caused by special events customers.
Fee is based upon allocation of the costs of personnel, services, and supplies. Round down to the nearest dollar.
Public Works Crew After Hours Service Charge / Regular Overtime No Refund.
Agenda Item #8.2:
Public Works
FEE COST WORKSHEET NUMBER : PW-14
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.25 $37.71 $9.43
Maintenance Worker II 1.00 $37.59 $37.59
Total Salary $47.02
Salary Percent
Benefits: $47.02 44.28% $20.82
Operating Expenses: $47.02 24.08% $11.32
Overhead: $47.02 21.62% $10.17
Total $89.32
Previous Fee 2021: $75.00
Fee Effective 2023: $89.00
per hour
% Change: 18.67%
Staff time and expenses associated for public works services that are not specified in another rate.
Fee based upon allocation of the costs of personnel, services, and supplies for one hour of activity. Round down to the nearest dollar.
Public Works Crew Hourly Rate Normal Business Hours
No Refund. Fee charged as occurs.
Agenda Item #8.2:
Public Works
FEE COST WORKSHEET NUMBER : PW-03
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.25 $37.71 $9.43
Water Supervisor 1.00 $49.93 $49.93
Total Salary $59.36
Salary Percent
Benefits: $59.36 44.28% $26.28
Operating Expenses: $59.36 24.08% $14.29
Overhead: $59.36 21.62% $12.83
Total $112.76
Previous Fee 2021: $95.00
Fee Effective 2023: $112.00
per hour
% Change: 17.89%
Staff time and expenses associated with conducting public works and site improvement inspections including associated document review, recordkeeping, and travel time.
Fee is based upon allocation of the costs of personnel, services and supplies for one hour of activity. Actual number of hours will vary depending on the project. 1/2 hour minimum charge for any service covered by this fee. 16% of the Total Salary is added to this fee for the purpose of recovering costs to maintain the City's Standard Plans. Round down to the nearest dollar.
Add BL-06 Document Retention Fee as necessary to cover the cost of scanning file documents and maintaining micrographics equipment.
Public Works Inspection Fee
If service is required after normal business hours, the Public Works After Hours Service Charge / Overtime Fee or Public Works After Hours Service Charge/ Sunday & Holiday Fee may be charged in addition to or substituted for any fee that is based on hourly rate.
No Refund. Fee charged as occurs.
Agenda Item #8.2:
Public Works
FEE COST WORKSHEET NUMBER : PW-13
SERVICE: Public Works News rack Annual Fee
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.25 $37.71 $9.43
Public Works Supervisor 0.25 $47.55 $11.89
Total Salary $21.32
Salary Percent
Benefits: $21.32 44.28% $9.44
Operating Expenses: $21.32 24.08% $5.13
Overhead: $21.32 21.62% $4.61
Total $40.49
Fee Effective 2021: $35.00
Fee Effective 2023: $40.00
% Change: 14%
Appears proper based on salary table. Nitish
Staff time and expenses associated with managing News rack Permit including, but not limited to, Public Works conducting site inspections, follow up on insurance paperwork, and notifications to news rack owners of issues as well as associated document review, recordkeeping, and travel time.
Fee is based upon allocation of the costs of personnel, services and supplies.
Round down to the nearest dollar.
If a news rack owner is notified that it is out of compliance with the News rack Ordinance and fails to make corrections specified by the City, the News rack may be pulled by City Staff and the owner will be billed at the Public Works Hourly Rate (PW-14).
No Refund.
Agenda Item #8.2:
Public Works
FEE COST WORKSHEET NUMBER : PW-12
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.50 $37.71 $18.85
Public Works Operations Manager 1.00 $66.57 $66.57
Total Salary: $85.42
Salary Percent
Benefits: $85.42 44.28% $37.82
Operating Expenses: $85.42 24.08% $20.57
Overhead: $85.42 21.62% $18.47
Total $162.28
Fee For 3 Racks Effective 2021: $137.00
for first 3 news racks on same application. $20 for each news rack received as part of same permit application Fee For 3 Racks Effective 2023*: $162.00
for first 3 news racks on same application. $20 for each news rack received as part of same permit application % Change: 18.25%
Staff time and expenses associated with issuing News rack Permit including, but not limited to, Public Works conducting initial site inspections and associated document review, recordkeeping, and travel time.
Fee is based upon allocation of the costs of personnel, services, and supplies. Minimum one hour for up to 3 news racks. There is an additional fee for each additional rack received as part of the same permit application. 16% of the Total Salary is added to this fee for the purpose of recovering costs to maintain the City's Standard Plans. Round down to the nearest dollar.
Public Works News Rack Initial Permit & Inspection Fee
This also requires an Encroachment Permit.
No Refund.
Agenda Item #8.2:
Public Works
FEE COST WORKSHEET NUMBER : PW-11
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.50 $37.71 $18.85
Environmental Compliance Analyst 1.00 $48.82 $48.82
Total Salary $67.67
Salary Percent
Benefits: $67.67 44.28% $29.96
Operating Expenses: $67.67 24.08% $16.29
Overhead: $67.67 21.62% $14.63
Total $128.56
Previous Fee 2021: $108.00
Fee Effective 2023: $128.00
per hour (one hour minimum)
% Change: 18.52%
Hourly rate for staff time and expenses associated with reviewing plans for compliance with storm water runoff regulations, conducting inspections to verify compliance, and related activities.
Fee is based upon allocation of the costs of personnel, services, and supplies. Actual number of hours will vary depending on the project. One hour minimum charge for field inspection service covered by this fee. Round down to the nearest dollar.
Add BL-06 Document Retention Fee as necessary to cover the cost of scanning file documents and maintaining micrographics equipment.
One hour minimum. Additional hours charged at portion of the hourly rate.
Storm Water Plan Review and Inspection Fee
Full refund minus calculated staff costs based on time expended between time of application and issuance of refund if application is withdrawn prior to final inspection.
Agenda Item #8.2:
Utilities
FEE COST WORKSHEET NUMBER : UT-10
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.10 $37.71 $3.77
Water Supervisor 0.02 $49.93 $1.00
Total Salary $4.77
Salary Percent
Benefits: $4.77 44.28% $2.11
Operating Expenses: $4.77 24.08% $1.15
Overhead: $4.77 21.62% $1.03
Total $9.06
Previous Fee 2021: $7.00
Fee Effective 2023: $9.00
per month per device
% Change: 28.57%
Staff time and expenses related to meeting the requirements of the CrossConnection Control Program mandated by the State Water Resources Control Board formerly (CDPH) to monitor cross connections and backflow device testing. Tasks include: Sending out annual testing notices; maintaining and validating a list of approved testers; logging of test results; updating changes in ownership; respond to calls and inquiries about program; on-site activities such as checking meter ID’s; locating backflow devices; identifying systems that are in place and not on existing list; maintaining memberships and certifications; and annual reporting.
Back Flow Device Testing (Backflow Fee)
Fee is based upon allocation of the costs of personnel, services, and supplies and converted into a monthly rate to include on monthly water bills. Round down to the nearest dollar.
This fee is billed on the customer's monthly water bill. In the event that customer fails to perform required backflow test after the third notice, water service may be turned off. If that occurs, a Water Service Turn Off Fee (UT-02) will apply.
No Refund
Agenda Item #8.2:
Utilities
FEE COST WORKSHEET NUMBER : UT-16
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Previous Deposit: $3,000.00
Deposit Effective 2023: $3,000.00
Hydrant Meter Deposit
A hydrant meter deposit of $3,000 will be charged in advance of providing hydrant meter to a Hydrant Meter User. Additional details can be found on the Hydrant Meter Application which must be signed before hydrant meter can be released.
See Hydrant Meter Conditions
Deposit is based on cost of replacement of hydrant meter, if not returned plus an estimate of usage. Round down to the nearest
Agenda Item #8.2:
Utilities
FEE COST WORKSHEET NUMBER : UT-11
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salaries: Accounting Technician 0.25 $41.22 $10.31
Maintenance Worker II 1.00 $37.59 $37.59
Total Salary $47.90
Lock Replacement: $8.00
Salary Percent
Benefits: $47.90 44.28% $21.21
Operating Expenses: $47.90 24.08% $11.53
Overhead: $47.90 21.62% $10.36
Total $98.99
Previous Fee 2021: $85.00
Fee Effective 2023: $98.00
per Cut Lock
% Change: 15.29%
Staff time and expenses associated with replacing a water meter lock when it has been cut off.
Fee is based upon allocation of the costs of personnel, services, and supplies. Round down to the nearest dollar.
Meter Cut Lock Fee
No Refund
Agenda Item #8.2:
Utilities
FEE COST WORKSHEET NUMBER : UT-03
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
Hours Rate
Salaries: Accounting Technician 0.25 $41.22 $10.31
Senior Maintenance Worker 1.50 $41.35 $62.02
Total Salary $72.33
Salary Percent
Benefits: $72.33 44.28% $32.02
Operating Expenses: $72.33 24.08% $17.41
Overhead: $72.33 21.62% $15.64
Total $137.41
Previous Fee 2021: $107.00
Fee Effective 2023: $137.00
Per Test
% Change: 28.04%
CALCULATION OF FEE
Staff time and expenses associated with testing a water meter at the request of a customer. The City will test a meter at no charge on one occasion. If a customer makes multiple requests and the meter is not found to be faulty, the City may charge the Meter Testing Fee.
In the event that meter testing services are provided by an outside vendor, the actual costs from the vendor plus the Billing Fee / Overhead Pass Through (CA-04) may apply.
Fee is based upon allocation of the costs of personnel, services, and supplies.
Round down to the nearest dollar.
Meter Testing Fee
No Refund
Agenda Item #8.2:
Utilities
FEE COST WORKSHEET NUMBER : UT-06
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.50 $37.71 $18.85
Water Supervisor 1.00 $49.93 $49.93
Total Salary $68.78
Salary Percent
Benefits: $68.78 44.28% $30.45
Operating Expenses: $68.78 24.08% $16.56
Overhead: $68.78 21.62% $14.87
Total $130.67
Previous Fee 2021: $110.00
Fee Effective 2023: $130.00
Per hour
% Change: 18.18%
Non-Residential Fire Line Inspection & Bacteria Testing Hourly rate for staff time and expenses (including travel time and test services) associated with conducting inspection and water testing of nonresidential fire sprinkler lines connected to the public water system. 80% of this fee is refundable if no work has been performed.
Fee is based upon allocation of the costs of personnel, services, and supplies.
Actual number of hours will vary depending on the project. 1/2 hour minimum charge for any service covered by this fee. 16% of the Total Salary of this fee is allocated for the purpose of recovering costs to maintain the City's Standard Plans. Round down to the nearest dollar.
If re-inspection or re-testing is required due to failed inspections or testing, additional hourly fees are applicable at the Public Works Inspector hourly rates. If service is requested after hours, the customer may be charged the After Hours Service Charge in addition to this fee.
Agenda Item #8.2:
Utilities
FEE COST WORKSHEET NUMBER : UT-12
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.25 $37.71 $9.43
Accounting Technician 0.25 $41.22 $10.31
Total Salary $19.73
Salary Percent
Benefits: $19.73 44.28% $8.74
Operating Expenses: $19.73 24.08% $4.75
Overhead: $19.73 21.62% $4.27
Supplies Certified Mail and Printing $6.50
Total $37.49
Previous Fee 2021: $31.00
Fee Effective 2023: $37.00
per Notice
% Change: 19.35%
Second or Third Notice Annual Back Flow Device Testing
Water customers with Backflow Devices are required to test the device annually and submit information to the City. The City notifies the customers via a letter with information. If the customer does not respond, a second or third notice may be sent.
Fee is based upon allocation of the costs of personnel, services, and supplies. Round down to the nearest dollar.
If a second or third notice is required, this fee is billed on the customer's monthly water bill. In the event that customer fails to perform required backflow test after the third notice, water service may be turned off. If that occurs, a Water Service Turn Off / Turn On Fee (UT-02) will apply.
No Refund
Agenda Item #8.2:
Utilities
FEE COST WORKSHEET NUMBER : UT-04
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.25 $37.71 $9.43
[3 hr. Mandatory OT per MOU] Maintenance Worker II 1.00 $37.59 $56.39 Total Salary $65.81
Salary Percent
Benefits: $65.81 44.28% $29.14
Operating Expenses: $65.81 24.08% $15.84
Overhead: $65.81 21.62% $14.23
Total $125.03
3 Hour Minimum $237.80
Previous Fees 2021: $200.00
for 3 Hour Minimum
$105.00
per hour after 3 hour Minimum
Fee Effective 2023: $237.00
Per Hour for 3 Hour Minimum
$125.00
per hour after 3 hour Minimum
% Change: 18.50%
Fee is based on three (3) hour minimum. After three (3) hour minimum, hourly rate specified applies.
Staff time and expenses associated with a customer requested, after hours service call. This fee may be charged in addition to, or substituted for, any fee that is based on an hourly rate if that service is requested after hours. Examples of a service call request include, but are not limited to, turning water service on/off or responding to water related problems found to be on the customer side of the meter.
Fee is based upon allocation of the costs of personnel, services, and supplies.
Round down to the nearest dollar.
Utility Crew After Hour Service Charge / Regular Overtime No Refund
Agenda Item #8.2:
Utilities
FEE COST WORKSHEET NUMBER : UT-05
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.25 $37.71 $9.43
[Sunday & Holiday OT @ double time] Maintenance Worker II 1.00 $37.59 $75.18 Total Salary $84.61
Salary Percent
Benefits: $84.61 44.28% $37.46
Operating Expenses: $84.61 24.08% $20.37
Overhead: $84.61 21.62% $18.29
Total $160.73
3 hour minimum $482.20
Previous Fees 2021: $262.00
for 3 hour minimum
$136.00
per hour after 3 hour minimum
Fee Effective 2023: $311.00
for 3 hour minimum
Fee Effective 2023: $160.00
per hour after 3 hour minimum
% Change: 18.70%
Staff time (including travel time) and expenses associated with a customer requested, after hours service call that occurs on Sunday or City holiday.
Examples of a service call request include, but are not limited to, turning water service on/off or responding to water related problems found to be on the customer side of the meter.
Fee is based upon allocation of the costs of personnel, services and, supplies. Round down to the nearest dollar.
Fee is based on three (3) hour minimum. After three (3) hour minimum, hourly rate specified applies.
Utility Crew After Hour Service Charge / Sunday & Holiday Overtime No Refund
Agenda Item #8.2:
Utilities
FEE COST WORKSHEET NUMBER : UT-15
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.25 $37.71 $9.43
Maintenance Worker II 1.00 $37.59 $37.59
Total Salary $47.02
Salary Percent
Benefits: $47.02 44.28% $20.82
Operating Expenses: $47.02 24.08% $11.32
Overhead: $47.02 21.62% $10.17
Total $89.32
Previous Fee 2021: $75.00
Fee Effective 2023: $89.00
Per Hour
% Change: 18.67%
Utility Crew Service Charge Normal Business Hours
Staff time and expenses associated for utility crew services that are not specified in another rate.
Fee is based upon allocation of the costs of personnel, services and supplies.
Round down to the nearest dollar.
No Refund
Agenda Item #8.2:
Utilities
FEE COST WORKSHEET NUMBER : UT-08
SERVICE: Water Flow Test
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.50 $37.71 $18.85
Maintenance Worker II 4.00 $37.59 $150.36
Total Salary $169.22
Salary Percent
Benefits: $169.22 44.28% $74.92
Operating Expenses: $169.22 24.08% $40.74
Overhead: $169.22 21.62% $36.59
Water Use (12,000 gal @ 8.53/1000 [1/2021 water rates]) $102.36 Total $423.83
Previous Fee 2021: $374.00
Fee Effective 2023: $423.00
Per Test
% Change: 13.10%
Staff time associated with determining water line pressure and hydrant flows.
Fee is based upon allocation of the costs of personnel, services, and supplies.
Round down to the nearest dollar.
If service is required after normal business hours, the Public Works After Hours Service Charge / Overtime Fee or Public Works After Hours Service Charge / Sunday & Holiday Fee may be charged in addition to or substituted for any fee that is based on hourly rate.
No Refund
Agenda Item #8.2:
Utilities
FEE COST WORKSHEET NUMBER : UT-09
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.50 $37.71 $18.85
Total Salary $18.85
Salary Percent
Benefits: $18.85 44.28% $8.35
Operating Expenses: $18.85 24.08% $4.54
Overhead: $18.85 21.62% $4.08
Total $35.82
Previous Fee 2021: $30.00
Fee Effective 2023: $35.00
per request
% Change: 16.67%
Staff time to prepare invoice and statements from hydrant flow reports when an actual test is not performed.
Water Flow Test - Administrative Only
Fee is based upon allocation of the costs of personnel, services, and supplies. Round down to the nearest dollar.
No Refund
Agenda Item #8.2:
Utilities
FEE COST WORKSHEET NUMBER : UT-13
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Previous Fee 2021: $150.00
Fee Effective 2023: $150.00
% Change: 0.00%
Water Service Deposit
A deposit of $150 will be charged to all new accounts, residential or nonresidential. Deposit shall be credited to customer account if no late fees or turn off for non-payment have been issued by the City for a consecutive 24 months and no returned checks have been written for the account. A temporary turn on may be allowed but the deposit must be received within 7 days of turn on or water service may be turned off and the customer will be responsible for water turn off fee (UT-02).
Deposit is based on average 2 month residential water billing. Round down to the nearest dollar.
Deposit will be credited to customer's account when account is closed or when no late fees or turn off for non-payments have been issued by the City and no returned checks have been written for the account for a consecutive 24 months.
Agenda Item #8.2:
Utilities
FEE COST WORKSHEET NUMBER : UT-01
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salaries: Accounting Technician 0.25 $41.22 $10.31
Total Salary $10.31
Salary Percent
Benefits: $10.31 44.28% $4.56
Operating Expenses: $10.31 24.08% $2.48
Overhead: $10.31 21.62% $2.23
Mailing and Printing Costs $8.00
Total $27.58
Previous Fee 2021: $24.00
Fee Effective 2023: $27.00
Per Notification
% Change: 12.50%
Water Service Payment Reminder Notice
Staff time and expenses for the notification to a water customer of a past due water bill.
Fee is based upon allocation of the costs of personnel, services, and supplies.
Round down to the nearest dollar.
No Refund
Agenda Item #8.2:
Utilities
FEE COST WORKSHEET NUMBER : UT-14
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.25 $37.71 $9.43
Accounting Technician 0.25 $41.22 $10.31
Maintenance Worker II 0.25 $37.59 $9.40
Total Salary $29.13
Salary Percent
Benefits: $29.13 44.28% $12.90
Operating Expenses: $29.13 24.08% $7.01
Overhead: $29.13 21.62% $6.30
Total $55.34
Previous Fee 2021: $23.00
Fee Effective 2023: $27.00
Per Start of Service or Stop of Service
% Change: 17.39%
Water Service Start of Service or Stop of Service
(Change of Water Account Holder)
Staff time and expenses to change a water service address location from the previous account holder (owner / tenant) and set up the account for the new owner / tenant.
Fee is based upon allocation of the costs of personnel, services, and supplies. Round down to the nearest dollar.
No Refund
Cost of activity is divided in half to be shared between account holder stopping service and account holder starting service.
Agenda Item #8.2:
Utilities
FEE COST WORKSHEET NUMBER : UT-02
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE (TURN ON / RECONNECTION)
Compliant with SB 998 & Pursuant to the California Health and Safety Code section 116914(a)(1) the reconnection fee outside normal operation hours will be determined by the City’s fee schedule (SMC
13.04.120), but shall be no more than fifty (50) dollars, with annual adjustments to reflect changes in the Consumer Price index beginning January 1, 2021.
Fee $50.00
1/1/2021 CPI 1.4%
Adjusted Fee $50.70
$50.00
FEE COST WORKSHEET NUMBER : UT-02
All Other Customers*
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
CALCULATION OF FEE
Hours Rate
Salaries: Administrative Assistant 0.50 $37.71 $18.85
Accounting Technician 0.50 $41.22 $20.61
Senior Maintenance Worker 0.50 $41.35 $20.67
Total Salary $60.14
Salary Percent
Benefits: $60.14 44.28% $26.63
Operating Expenses: $60.14 24.08% $14.48
Overhead: $60.14 21.62% $13.00
Total $114.25
Fee Effective 2021: $96.00
Fee Effective 2023: $114.00
Per Turn Off / Turn On
% Change: 18.75%
Fee Per Turn off and Per Turn On to re establish turned off service due to delinquency
*If Customer meets all conditions set forth in sections 3.6.1.1 through 3.6.1.3 of City's Water Shutoff Policy in compliance with SB 998.*
***If Customer meets all conditions set forth in sections 3.6.1.1 through 3.6.1.3 of City's Water Shutoff Policy in compliance with SB 998.
Staff time and expenses for (1) turn off of water service for delinquent accounts and (2) turn on of water service when payment is received.
No Refund
Fee is based upon allocation of the costs of personnel, services, and supplies. Round down to the nearest dollar.
Fee Effective 2023:
Water Service Turn On (Re establish service after Turn Off) Staff time and expenses for turn on of water service when payment is received for delinquent accounts water disconnection due to delinquency Fee is based upon allocation of the costs of personnel, services, and supplies.
No Refund
Water Service Turn Off / Turn On (Delinquent Payment)
Agenda Item #8.2:
SPECIAL EVENT
FEES
Agenda Item #8.2:
Special Events Fee Summary Sheet
Fee Type Fee ID Previous Adopted Fee Current Adopted Fee Change (%) SPECIAL EVENTS: Fees & Permits
Additional Hours - Special Events Manager SE-10 $ 100.00 $ 118.00 18.00%Alcohol Permit SE-01 $ 277.00 $ 331.00 19.49%Barricading (Horseshoe or Rear Parking Lot) SE-07 $ 238.00 $ 268.00 12.61%Film Permit, Low Impact Video Production SE-06 $ 514.00 $ 577.00 12.26%Film Permit, High Impact Video Production SE-06 $ 1,372.00 $ 1,433.00 4.45%Large Scale Special Event Permit Application Processing Fee SE-03 $ 1,528.00 $ 1,618.00 5.89%Small Scale Special Event Application Processing Fee SE-04 $ 631.00 $ -23.77% 481.00Street Use Permit SE-05 $ 878.00 $ 893.00 1.71%Special event hourly rate SE-11 New Fee $ New Fee 107.00 Special event overtime hourly rate SE-12 New Fee $ New Fee 161.00SPECIAL EVENTS: Rental, Maintenance Fees & Security DepositsDepot Park Maintenance Fees SER-13 $ 100.00 $ 100.00 0.00% Depot Park Parking Lot SER-12 $ 100.00 $ 100.00 0.00%Depot Park Picnic Area 1 & 2 SER-09 $50 per section $50 per section 0.00% Depot Park Picnic Area 3 SER-10 $ 100.00 $ 100.00 0.00%Depot Park Security Deposit SER-14 DEPOSIT AMOUNT EQUALS
RENTAL FEE FOR SECTION(S)
RENTED
DEPOSIT AMOUNT EQUALS
RENTAL FEE FOR SECTION(S)
RENTED 0.00%
Depot Park Volleyball Area #4 SER-11 $ 100.00 $ 100.00 0.00%Electrical Bollards SER-01 $ 134.00 Plaza Amphitheater SER-04 $ 200.00 $ 200.00 0.00%
Plaza Horseshoe Pavement Only SER-05 $ 200.00 $ 200.00 0.00%Plaza Maintenance Fees, per section or area, per event (nonrefundable) Based on hourly rate for staff required to perform services and number of hours of work provided SER-07 MAINTENANCE CHARGED BASED
ON ACTUAL HOURLY RATES FOR PUBLIC WORKS STAFF.
MAINTENANCE CHARGED BASED ON ACTUAL HOURLY RATES FOR PUBLIC WORKS STAFF. -
Plaza North East, North West, & South West Quadrants SER-02 $ 300.00 $ 300.00 0.00%Plaza Rear Parking Lot (only by exception) SER-06 $ 300.00 $ 300.00 0.00%Plaza Security Deposit SER-08 DEPOSIT AMOUNT EQUALS
RENTAL FEE FOR SECTION(S) RENTED
DEPOSIT AMOUNT EQUALS RENTAL FEE FOR SECTION(S) RENTED 0.00% Plaza South East Quadrant SER-03 $ 400.00 $ 400.00 0.00%
Agenda Item #8.2:
Special Events
FEE COST WORKSHEET NUMBER : SE-10
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
Hours Rate
Salaries: Senior Management Analyst 1.00 $56.56 $56.56
City Salary $56.56
Salary Percent
Benefits: $56.56 44.28% $25.04
Total City Salary Costs $81.60
Hours Rate
Contracted Salary Costs: Senior Management Analyst 0.00 $56.56 $0.00 Total Contracted Salary Costs $0.00
Total Salary Costs: $81.60
Salary Percent
Operating Expenses: $81.60 24.08% $19.65
Overhead: $81.60 21.62% $17.64
Total $118.89
Previous Fee 08/23/2021: $100.00
Fee Effective 2023: $118.00
Per Application / Event
% Change: 18.00%
Additional Hours - Special Events Manager
Staff time and expenses for additional time reviewing and processing special event applications for events within the City and at City Facilities, including the Plaza, Depot Park, and City Streets. This rate is for hours in addition to hours specified in associated application fee. Hours may result from: additional follow-up on event requirements (vendor business license, payments, etc.), changes to event plans / layout, etc.
No Refund. Charges occur after work has taken place.
Fee is based upon allocation of the costs of personnel, services, and supplies.
Round down to the nearest dollar.
CALCULATION OF FEE
Agenda Item #8.2:
Special Events
FEE COST WORKSHEET NUMBER : SE-01
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES: Costs of Police Staff based on Sonoma County Fee Schedule Hours Rate
Salaries: City Manager 0.25 $103.80 $25.95
Senior Management Analyst 1.00 $56.56 $56.56
City Salary Cost $82.51
Salary Percent
Benefits: $82.51 44.28% $36.53
Total City Salary Cost $119.04
Hours Rate
Contracted Salary Cost: Police Chief 0.50 $188.42 $94.21 Administrative Aide 0.20 $72.77 $14.55
Total Contracted Salary Cost $108.76
Total Salary Costs: $227.80
Salary Percent
Operating Expenses: $227.80 24.08% $54.84
Overhead: $227.80 21.62% $49.25
Total $331.90
Previous Fee 08/23/2021: $277.00
Fee Effective 2023: $331.00
Per permit
% Change: 19.49%
Fee is based upon allocation of the costs of personnel, services, and supplies.
Round down to the nearest dollar.
Alcohol Permit
Processing Alcohol Permit Applications for organizations holding events on city property that request permission to serve alcohol.
No refund after application has been processed. Full refund minus calculated staff costs based on time expended between time of application and issuance of refund if application has not been processed.
CALCULATION OF FEE
Agenda Item #8.2:
Special Events
FEE COST WORKSHEET NUMBER : SE-07
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES: Costs of Police Staff based on Sonoma County Fee Schedule Hours Rate
Salaries: Senior Management Analyst 1.00 $ 56.56 $56.56 Public Works Supervisor 1.50 $ 47.55 $71.33
Total Salary $127.89
Salary Percent
Benefits: $127.89 44.28% $56.62
Total City Salary Costs $184.51
Hours Rate
Contracted Salary Costs: Police Sergeant - $152.68 $0.00 Senior Management Analyst - $56.56 $0.00
Total Salary Costs: $184.51
Salary Percent
Operating Expenses: $184.51 24.08% $44.42
Overhead: $184.51 21.62% $39.89
Total $268.83
Previous Fee 08/23/2021: $238.00
Fee Effective 2023: $268.00
per event
% Change: 12.61%
Barricading (Horseshoe or Rear Parking Lot)
When organizations utilize the horseshoe or the rear parking lot it requires the use of barricading. If barricading is required then staff is required to re-locate Sonoma County Transit Buses to the temporary bus loading zone. It requires staff to place no parking signs, notifice public transit and their drivers, work with the Visitors Bureau so notification to tour operators occurs prior to the event date and the closing of the horseshoe.
No refund after application has been processed. Full refund minus calculated staff costs based on time expended between time of application and issuance of refund if event has not been held.
Fee is based upon allocation of the costs of personnel, services, and supplies.
Round down to the nearest dollar.
CALCULATION OF FEE
Agenda Item #8.2:
Special Events
FEE COST WORKSHEET NUMBER : SE-06
SERVICE: Film Permit, High and Low Impact Video Production DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
Hours Rate
Salaries: City Manager 1.50 $103.80 $155.70
Senior Management Analyst 6.00 $56.56 $339.36
Public Works Supervisor 0.50 $47.55 $23.78
Total City Salary $518.83
Salary Percent
Benefits $518.83 44.28% $229.72
Total City Salary Costs $748.55
Hours Rate
Contracted Salary Costs Police Chief 1.25 $188.42 $235.52 Senior Management Analyst 0.00 $56.56 $0.00
Total Salary Costs: $984.07
Salary Percent
Operating Expenses: $984.07 24.08% $236.92
Overhead: $984.07 21.62% $212.77
Fixed Assets: $984.07 $0.00
Total $1,433.76
Previous Fee 08/23/2021: $1,372.00
Fee Effective 2023: $1,433.00
Per permit
% Change: 4%
FEE COST WORKSHEET NUMBER : SE-06
Hours Rate
Salaries: City Manager 0.50 $103.80 $51.90
Senior Management Analyst 4.00 $56.56 $226.24
Public Works Supervisor 0.50 $47.55 $23.78
Total City Salary $301.91
Benefits:
$301.91 44.28% $133.67
Total City Salary Costs $435.59
Hours Rate
Contracted Salary Costs Police Chief 0.50 $188.42 $94.21 Senior Management Analyst 0.00 $56.56 $0.00
Total Salary Costs: $396.12
Salary Percent
Operating Expenses: $396.12 24.08% $95.37
Overhead: $396.12 21.62% $85.65
Total $577.14
Previous Fee 08/23/2021: $514.00
Fee Effective 2023: $577.00
Per permit
% Change: 12.26%
Processing of application for permission to film within city limits. There are two structures for this fee depending on the anticipated impact of the event: "High Impact Video Productions" applies to large scale events. "Low Impact Video Productions" applies to small scale events. Staff will make determination of scale of event at the time of application submittal. If film permit is approved, additional fees may be charged including, but not limited to costs of any staff required to set up, clear, and manage activity related to permit.
No refund after application has been processed. Full refund minus calculated staff costs based on time expended between time of application and issuance of refund if event has not been held.
Fee is based upon allocation of the costs of personnel, services, and supplies.
Round down to the nearest dollar.
CALCULATION OF FEE - LOW IMPACT VIDEO PRODUCTION
CALCULATION OF FEE - HIGH IMPACT VIDEO PRODUCTION
Agenda Item #8.2:
Special Events
FEE COST WORKSHEET NUMBER : SE-03
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
Hours Rate
Salaries: Senior Management Analyst 6.00 $56.56 $339.36 Public Works Supervisor 3.00 $47.55 $142.66
City Salary $482.02
Salary Percent
Benefits: $482.02 44.28% $213.42
Total City Salary Costs $695.43
Hours Rate
Contracted Salary Costs: Police Sergeant 1.50 $152.68 $229.02 Administrative Aide 0.50 $72.77 $36.39
Fire Marshall 1.00 $150.00 $150.00
Senior Management Analyst - $56.56 $0.00
Total Contracted Salary Costs $415.41
Total Salary Costs: $1,110.84
Salary Percent
Operating Expenses: $1,110.84 24.08% $267.44
Overhead: $1,110.84 21.62% $240.17
Total $1,618.45
Previous Fee 08/23/2021: $1,528.00
Fee Effective 2023: $1,618.00
Per Application / Event
% Change: 5.89%
CALCULATION OF FEE
Large Scale Special Event Permit Application Processing Fee Staff time and expenses for reviewing and processing special event applications for events within the City and at City Facilities, including the Plaza, Depot Park, and City Streets. During the application process, a contract will be developed to estimate costs to support the event.
No refund after application has been processed. Full refund minus calculated staff costs based on time expended between time of application and issuance of refund if event has not been held.
Fee is based upon allocation of the costs of personnel, services, and supplies. If additional services are required in advance of contract, customer may be billed at the applicable hourly rate for the staff involved.
Round down to the nearest dollar.
Costs of Police Staff based on Sonoma County Fee Schedule. Cost of Fire Marshall Based on Sonoma Valley Fire District Fee Schedule.
Agenda Item #8.2:
Special Events
FEE COST WORKSHEET NUMBER : SE-04
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
Hours Rate
Salaries: Public Works Supervisor 1.25 $47.55 $59.44
Senior Management Analyst 3.00 $56.56 $169.68
City Salary $229.12
Salary Percent
Benefits: $229.12 44.28% $101.44
Total City Salary Costs $330.56
Hours Rate
Contracted Salary Costs: Senior Management Analyst - $56.56 $0.00 Total Contracted Salary Costs $0.00
Total Salary Costs: $330.56
Salary Percent
Operating Expenses: $330.56 24.08% $79.58
Overhead: $330.56 21.62% $71.47
Total $481.62
Previous Fee 08/23/2021: $631.00
Fee Effective 2023: $481.00
Per Application / Event
% Change: -23.77%
Small Scale Special Event Application Processing Fee
Staff time and expenses for reviewing and processing special event applications for events within the City and at City Facilities, including the Plaza, Depot Park, and City Streets. This fee includes weddings unless the wedding meets the definition of a large scale special event. Additional costs may be identified during the application review process.
No refund after application has been processed. Full refund minus calculated staff costs based on time expended between time of application and issuance of refund if event has not been held.
Fee is based upon allocation of the costs of personnel, services, and supplies.
Round down to the nearest dollar.
CALCULATION OF FEE
Agenda Item #8.2:
Special Events
FEE COST WORKSHEET NUMBER : SE-05
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES: Costs of Police Staff based on Sonoma County Fee Schedule Hours Rate
Salaries: City Clerk/Executive Assistant 0.50 $59.39 $29.69 Senior Management Analyst 2.50 $56.56 $141.40
Public Works Supervisor 2.00 $47.55 $95.11
Total Salary $266.20
Salary Percent
Benefits: $266.20 44.28% $117.86
Total City Salary Costs $384.06
Hours Rate
Contracted Salary Costs: Police Sergeant 1.50 $152.68 $229.02 Total Salary Costs: $613.08
Salary Percent
Operating Expenses: $613.08 24.08% $147.60
Overhead: $613.08 21.62% $132.55
Total $893.23
Previous Fee 08/23/2021: $878.00
Fee Effective 2023: $893.00
Per permit + $20.00 per parking space made unavailable by use of street % Change: 1.71%
Processing applications for the use of city streets. Requires City Council approval. If street use permit is authorized, additional fees will be charged including, but not limited to: Barricading (PW-16), additional staff time required for barricading (PW-14, PW08, PW-09), and costs of any other staff required to set up, clear, and manage street closure.
No refund after application has been processed. Full refund minus calculated staff costs based on time expended between time of application and issuance of refund if event has not been held.
Fee is based upon allocation of the costs of personnel, services, and supplies.
Round down to the nearest dollar.
Street Use Permit
CALCULATION OF FEE
Agenda Item #8.2:
Special Events
FEE COST WORKSHEET NUMBER : SE-11
100-00000-000-35005
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salaries: Senior Management Analyst 1.00 $56.56 $56.56
Total Salary $56.56
Average of # positions $56.56
Salary Percent
Benefits: $56.56 44.28% $25.04
Operating Expenses: $56.56 24.08% $13.62
Overhead: $56.56 21.62% $12.23
Total Salary Costs: Total $107.45
Previous Fee 2021: New Fee
Fee Effective 2023: $107.00
per hour
% Change: New Fee
Special events hourly rate
Estimated hourly fee for service. The fee is due and payable at time of service.
No refunds available.
Fee based upon allocation of the costs of personnel, services and supplies. Round down to the nearest dollar.
Agenda Item #8.2:
Special Events
FEE COST WORKSHEET NUMBER : SE-12
100-00000-000-35005
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
CALCULATION OF FEE
Hours Rate
Salaries: Senior Management Analyst 1.00 $84.84 $84.84
Total Salary $84.84
Average of # positions $84.84
Salary Percent
Benefits: $84.84 44.28% $37.56
Operating Expenses: $84.84 24.08% $20.43
Overhead: $84.84 21.62% $18.34
Total Salary Costs: Total $161.17
Previous Fee 2021: New Fee
Fee Effective 2023: $161.00
per hour
% Change: New Fee
Special events overtime hourly rate
Estimated overtime hourly fee for service. The fee is due and payable at time of service.
No refunds available.
Fee based upon allocation of the costs of personnel, services and supplies. Round down to the nearest dollar.
Agenda Item #8.2:
Special Events
FEE COST WORKSHEET NUMBER : SER-01
SERVICE:
DESCRIPTION OF SERVICE:
REFUND POLICY:
PROCESS OF COSTING SERVICE:
SPECIAL NOTES:
Hours Rate
Salaries: Senior Management Analyst 0.50 $56.56 $28.28
Public Works Supervisor 0.75 $47.55 $35.66
Total Salary $63.94
Salary Percent
Benefits: $63.94 44.28% $28.31
Total City Salary Costs $92.26
Hours Rate
Contracted Salary Costs: Police Sergeant - $152.68 $0.00 Senior Management Analyst - $56.56 $0.00
Total Salary Costs: $92.26
Salary Percent
Operating Expenses: $92.26 24.08% $22.21
Overhead: $92.26 21.62% $19.95
Total $134.41
Previous Fee 08/23/2021: New Fee
Use of Electricity Flat Fee for Service Fee Effective 2023: $134.00 Per event + $19 Per Bollard fee
% Change: New Fee
CALCULATION OF FEE
Electrical Bollards
When organizations need to use electricity on the Plaza, it requires them to identify which bollards they need powered on. The Sr. Management Analyst works with the event organizer to identify their needs and what their options are for power. Public Works then needs to remove the safety plate from the bollard, turn on the circuit breaker to the bollard, and test to ensure it is working. Post event Public Works has to turn off the circuit and replace the safety plate to the bollard. The fee is determined by the initial clarification of electrical need and the cost per bollard to turn each one.
No refund after application has been processed. Full refund minus calculated staff costs based on time expended between time of application and issuance of refund if event has not been held.
Fee is based upon allocation of the costs of personnel, services, and supplies.
Round down to the nearest dollar.
Costs of Police Staff based on Sonoma County Fee Schedule. It is estimated that it takes a Maintenance Worker II 15 minutes to turn on and test one bollard.
Agenda Item #8.2:
SER-02 Plaza North East, North West, & South West Quadrants, per day $300.00 SER-03 Plaza South East Quadrant, per day $400.00
SER-04 Plaza Amphitheater, per day $200.00
SER-05 Plaza Horseshoe Pavement Only, per day $200.00
SER-06 Plaza Rear Parking Lot (only by exception), per day $300.00 SER-07
Plaza Maintenance Fees, per section or area, per event (non-refundable) Based on hourly rate for staff required to perform services and number of hours of work provided
MAINTENANCE CHARGED BASED ON ACTUAL HOURLY
RATES FOR PUBLIC WORKS STAFF.
SER-08
Plaza Security Deposit, Per Quadrant, Section or area, per day (refundable) DEPOSIT AMOUNT EQUALS RENTAL FEE FOR
SECTION(S) RENTED
SER-09 Depot Park Picnic Area 1 & 2 per day $50 per section SER-10 Depot Park Picnic Area 3, per day $100.00
SER-11 Depot Park Volleyball Area #4, per day $100.00
SER-12 Depot Park Parking Lot, per day $100.00
SER-13 Depot Park Maintenance Fees, per section or area, per day $100.00 SER-14 Depot Park Security Deposit, Per Section or area, per day (refundable)
DEPOSIT AMOUNT EQUALS RENTAL FEE FOR
SECTION(S) RENTED
SPECIAL EVENTS, Rental, Maintenance Fees & Security Deposits
Agenda Item #8.2:
City of Sonoma
Agenda Item Summary
Meeting: City Council - 03 Apr 2023
Department
Administration
Staff Contact
Mark Linder, Interim City Manager, Rebekah
Barr, MMC, City Clerk
Agenda Item Title
Consideration, Discussion, and Possible Action to Make Appointments to the City of Sonoma Planning Commission, Cultural & Fine Arts Commission, Design Review and Historical Preservation Commission, Parks, Recreation, and Open Space Commission, and Traffic Safety Committee and Possibly Waive Residency Requirement for the Cultural & Fine Arts Commission
Summary
The City Council makes appointments to the City Commissions and Committees using the process outlined in the Commission and Committee Appointment Policy. Per that policy, the terms of those members who are directly appointed follow the council member that appointed them. At-Large, Alternate, and Non-Voting Certified Arborist members serve two-year terms, aligning to Council elections. All terms end on January 31. Non-Voting Youth Members serve a term of one year.
Council Members who have an appointment will directly appoint one member. After the individual appointments are made, then the City Council as a whole will vote and select non-voting Youth Members, a non-voting Arborist Member, and an Alternate Member.
Below are the appointments on City Commissions and Committees that are up for consideration, along with the applications received for those positions.
Parks, Recreation, and Open Space Commission (PROS)
Appointments for Consideration: One non-voting Youth Member and one non-voting Arborist Member
Order of Selection: Gurney, Lowe, Wellander, Farrar-Rivas, Ding Applications Received:
Agenda Item #9.1:
Planning Commission
Appointments for Consideration: One non-voting Youth Member Order of Selection: Lowe, Wellander, Ding, Gurney, Farrar-Rivas Applications Received: There were no applications received; however, two applicants for PROS expressed interest.
Cultural & Fine Arts Commission (CFAC)
Five of the members will be directly appointed by Council Members. Two At-Large, one non-voting Youth Member, and one Alternate Member will be appointed by the Council as a whole. The Alternate Member must be a resident of the city.
None of the applications received, other than the non-voting youth member, were from City residents.
In order to appoint an Alternate, the City Council would need to waive the requirements in the Council Commission and Committee Appointment Policy that the Alternate be a City resident, with the understanding that the makeup of the Commission may not meet the requirements of the Municipal Code when the Alternate steps in.
Appointments for Consideration: Directly Appointed member of Council Member Ding, one Alternate, and one Non-Voting Youth Member.
Order of Selection: Farrar-Rivas, Lowe, Ding, Wellander, Gurney Applications Received:
Agenda Item #9.1:
Design Review & Historic Preservation Commission (DRHPC) Appointments for Consideration: One non-voting Youth Member Order of Selection: Wellander, Gurney, Farrar-Rivas, Lowe, Ding Applications Received: There were no applications received; however, one applicant for PROS expressed interest.
Traffic Safety Committee
Per the City's Municipal Code, the Traffic Safety Committee shall consist of five voting members, four of whom shall be residents of the city. The other voting member may be a resident of Sonoma Valley (as defined by the council commission and committee appointment policy).
Five members will be directly appointed by Council Members. One non-voting Youth Member, and one Alternate Member will be appointed by the Council as a whole. The Alternate Member must be a resident of the city.
Appointments for Consideration: Directly Appointed members of Council Member Farrar-Rivas, Council Member Wellander, Vice Mayor Gurney, and Mayor Lowe; one non-voting Youth Member, and one Alternate.
Order of Selection: Ding, Lowe, Gurney, Patricia, Ron
Applications Received:
Recommended Council Action
Staff recommends that Council make appointments to the City's Commissions & Committees using the process outlined in the appointment policy.
Alternative Actions
Agenda Item #9.1:
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
Commissions and Committees Appointment Policy
Parks Recreation and Open Space Applications
Cultural and Fine Arts Applications
Traffic Safety Committee Applications
Agenda Item #9.1:
Adopted February 5, 2018 / Revised: September 5, 2018 / April 19, 2021 / August 3, 2022 / October 19, 2022 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. Applications are maintained on file in the City Clerk’s Office for twelve months from the time of receipt and considered active.
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 #9.1:
Adopted February 5, 2018 / Revised: September 5, 2018 / April 19, 2021 / August 3, 2022 / October 19, 2022 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 review applications on file for interested applicants. Any responsive applications will be forwarded to the Mayor. If there are none, the City Clerk will 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. 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 copies of 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.
Agenda Item #9.1:
Adopted February 5, 2018 / Revised: September 5, 2018 / April 19, 2021 / August 3, 2022 / October 19, 2022 3 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 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, Non-Voting Youth, Non-Voting Arborist 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, non-voting Youth member, and non-voting arborist), 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, Youth Members, and Arborist
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 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 #9.1:
Adopted February 5, 2018 / Revised: September 5, 2018 / April 19, 2021 / August 3, 2022 / October 19, 2022 4 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 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 resident of the City of Sonoma. 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 resident 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 resident 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.
B. Youth Members on Group B Commissions
1. The City Council, by majority vote, shall appoint one non-voting Youth member to each Group B Commission. The Youth member shall be in addition to the other, voting members and alternates. These non-voting Youth member 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. The non-voting youth member shall be at least 14 years of age, but no older than 18 years of age at the time of appointment and shall be a resident of the city or Sonoma Valley, as defined herein.
Agenda Item #9.1:
Adopted February 5, 2018 / Revised: September 5, 2018 / April 19, 2021 / August 3, 2022 / October 19, 2022 5 C. Arborist on Parks, Recreation, and Open Space Commission
1. The City Council, by majority vote, shall appoint one non-voting Arborist member to the Parks, Recreation, and Open Space Commission. The Arborist member shall be in addition to the other voting members, alternate, and non-voting Youth member.
The Arborist member will be certified by the International Society of Arboriculture.
The non-voting Arborist position 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 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 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 Youth member of each Group B Commission, the 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 Youth member of each Group B Commission 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.
Agenda Item #9.1:
Adopted February 5, 2018 / Revised: September 5, 2018 / April 19, 2021 / August 3, 2022 / October 19, 2022 6 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 residents of the City, they must be filled by appointees who reside in the Sonoma Valley. For purposes of this policy, “Sonoma Valley” means the area within the Sonoma Valley Unified School District (Exhibit C).
IX. Proof of Residency
By signing the commission application, the applicant is making a declaration that the information is true and correct. If residency is challenged, applicant will be asked to furnish proof of residency to the City Manager who shall determine whether the applicant has established that they are a resident (e.g., lease agreement, utility bill, bank statement).
Agenda Item #9.1:
Adopted February 5, 2018 / Revised: September 5, 2018 / April 19, 2021 / August 3, 2022 / October 19, 2022 7 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 #9.1:
Adopted February 5, 2018 / Revised: September 5, 2018 / April 19, 2021 / August 3, 2022 / October 19, 2022 8 EXHIBIT B
GROUP B COMMISSIONS – CITY
1. Planning Commission – 7 Commissioners/1 Alternate/1 Non-Voting Youth
2. Climate Action Commission – 5 Commissioners/1 Alternate/1 Non-Voting Youth
3. Cultural and Fine Arts Commission – 7 Commissioners/1 Alternate/1 Non-Voting Youth
4. Parks, Recreation, & Open Space Commission – 5 Commissioners/1 Alternate/1 NonVoting Certified Arborist/1 Non-Voting Youth
5. Design Review and Historic Preservation Commission – 5 Commissioners/1 Alternate/1 Non-Voting Youth
6. Traffic Safety Committee – 5 Members/1 Alternate/1 Non-Voting Youth Agenda Item #9.1:
PARKS, RECREATION & OPEN SPACE COMMISSION
NAME RESIDENCY OTHER COMMISSIONS OF INTEREST
CERTIFIED ARBORIST
John Meserve Valley N/A
YOUTH MEMBER
Sofia DeTorres City Planning Commission
Sarah Juhasz City Climate Action Commission
Jared Mellinger Valley Design Review & Historic Preservation Mary Miller City Planning Commission
Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma
COMMISSION APPLICATION
Received Date: February 24, 2023
Application Type: Parks, Recreation and Open Space Commission - One Non-Voting Youth Member & One Non-Voting Certified Arborist
Other Interest: No
CA-23-10
NAME: John Meserve
ADDRESS: , GLEN ELLEN, CA, 95442
PHONE:
EMAIL ADDRESS: [email protected]
ARE YOU APPLYING FOR A
YOUTH POSITION?
No
EDUCATIONAL BACKGROUND: Bachelor of Science, School of Agriculture, Department of Environmental Horticulture, California Polytechnic State University
OTHER RELEVANT EXPERIENCE: 40 years experience as a consulting arborist and horticulturist, Fifteen years volunteering on the City of Sonoma Tree Committee
COMMUNITY INVOLVEMENT: Many...
GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? If so, how many? I understand this committee is new, so no
What is your understanding of the role and responsibility of this Commission? Non voting member bringing expertise and perspective regarding issues concerning private and public trees What would be your goal(s) as a Commissioner?
To provide perspective and technical expertise
What do you feel you could contribute to see these goals realized? Extensive knowledge and experience
Have you previously served, or do you currently serve, on a Sonoma Commission or Committee? If yes, which one(s) and for what period of time?
Sonoma Tree Committee... approximately 15 years... before it was disbanded I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
Non-Voting Arborist Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION ☒ I AGREE
John Meserve February 23, 2024
Agenda Item #9.1:
HORTICULTURAL ASSOCIATES
P.O. Box 1261• Glen Ellen• CA•
JOHN C. MESERVE
Consulting Arborist and Horticulturist
QUALIFICATIONS
Horticultural Associates is a full-service consulting firm, dedicated to the fields of horticulture and arboriculture. We specialize in assessing and managing trees and provide a full range of horticultural consulting services focused on problem-solving in the commercial landscape and urban forest. We are degreed horticulturalists and certified arborists.
Our clients, located throughout the West Coast, include municipalities, design firms, developers, attorneys, insurance companies, and plant professionals. Our background and experience are highly unique. Practical experience in commercial growing and propagating, as well as technical expertise in the areas of horticulture and arboriculture, provide us with the knowledge and insight required to evaluate health issues and produce pragmatic management solutions for plant growth issues.
Expertise in species selection and in-depth knowledge of the various environmental conditions which affect plant growth are the foundations for planting success. Our experience combines these to provide design recommendations, management options, and problem solving.
International Society of Arboriculture
Long term member of tree industry organization
•International Society of Arboriculture
Certified Arborist, WCISA #0478, Certified by the Western Chapter of the International Society of Arboriculture
•International Society of Arboriculture
Qualified Tree Risk Assessor/TRAQ, certified through education and testing to provide tree and plant appraisals
•American Society of Consulting Arborists
Qualified Tree and Plant Appraiser/TPAQ, certified through education and testing to provide tree hazard and risk assessments
•State Licensed Landscape Contractor, #401782
Licensed in the State of California, category C-28, Landscape Contracting •State Licensed Pest Control Advisor, #1038 (categories A,B,C) (1977-2001) Licensed by the State of California to provide written pest control recommendations; over 250 hours of continuing education
•California Polytechnic University, BS, Environmental Horticulture, with honors 1979 A foundation in education, followed by over 30 years of practical field experience •University of California, Berkeley, Adjunct Faculty Member Instructor in the Landscape Architecture Department teaching classes in Landscape Horticulture and Field Identification of Landscape Plants, to future designers Agenda Item #9.1:
HORTICULTURAL ASSOCIATES
P.O. Box 1261• Glen Ellen• CA•
•American Society of Consulting Arborists
Arboriculture Consulting Academy, Providence Rhode Island, 1999 •Irrigation System Evaluation Short Course
California Department of Water Resources & California Polytechnic State University •University of California Cooperative Extension (UCCE), Instructor Instructor for Landscape Management short course
•California State Certified Small Business, (SB) #59484
BIOGRAPHY
John C. Meserve
Consulting Arborist, Horticulturist, and Urban Forest Specialist John C. Meserve began his career in horticulture and arboriculture over 40 years ago, and has been consulting in northern California since 1984. He received his Bachelor of Science degree in Environmental (Ornamental) Horticulture in 1977 from California Polytechnic State University at San Luis Obispo, graduating with academic honors.
Following graduation he worked as a State licensed landscape contractor, State licensed pest control advisor and operator, and retail nursery manager. He also has experience as a commercial plant propagator, production grower, production manager, and sales manager at large wholesale nurseries in southern and northern California. Meserve has been an International Society of Arboriculture Certified Arborist (WCISA #0478) since 1989, and graduated from the American Society of Consulting Arborists consulting academy in 1999.
Meserve has enjoyed the opportunities to share his knowledge with design students in the School of Landscape Architecture at the University of California, Berkeley. As an adjunct faculty member for 4 years, he taught courses in Landscape Horticulture and Field Identification of Landscape Plants. He has also taught for the University of California Extension program at Berkeley.
Agenda Item #9.1:
HORTICULTURAL ASSOCIATES
P.O. Box 1261• Glen Ellen• CA•
JOHN C. MESERVE
Consulting Arborist and Horticulturist
INTRODUCTION
Horticultural Associates is a professional consulting firm dedicated to the sciences of horticulture and arboriculture. Specializing in the technical understanding of plant and tree growth, we act as an independent information resource providing assessments, recommendations, and management options.
Our full range of tree and plant consulting services focuses on problem solving in the commercial landscape and urban forest. We conduct tree inventories, prepare tree management reports, and develop tree preservation plans. We also conduct plant problem analysis, pest and disease assessments, structural evaluations, and soil and irrigation investigations.
Our background blends practical experience in commercial plant propagation and production with technical expertise in the areas of horticulture and arboriculture. This unique combination allows our clients to benefit from our knowledge and insight.
Our arborists are certified and our company founder, who holds a degree in Environmental Horticulture, offers a high level of expertise accumulated over three decades of experience. Our firm’s extensive knowledge of tree and plant species, as well as its comprehensive understanding of the various environmental conditions that affect plant growth, are the foundations of our success.
We will provide you with a pragmatic management solution to optimize the growth, appearance, and performance of your trees or plants. Our experience will enable us to generate design recommendations and management options tailored to your needs.
As arboricultural and horticultural experts, Horticultural Associates assists a wide range of clients including law firms, insurance companies, property managers, Agenda Item #9.1:
HORTICULTURAL ASSOCIATES
P.O. Box 1261• Glen Ellen• CA•
developers, land planners, public utilities, state and municipal agencies, architects and landscape architects, engineers, universities and schools, and home owners.
We are respected in legal, environmental, and regulatory arenas as they pertain to trees, plants, and vegetation. We provide third party advice, expert testimony in the courtroom, and, for insurance companies, determination of the value of tree damage or loss. We make frequent appearances at public and municipal assemblies such as design review boards, planning commissions, and city council meetings to provide expertise and opinion regarding development related tree issues.
We maintain current knowledge of and adherence to local tree preservation ordinances and vegetation management requirements, as well as local and state environmental regulations, including those associated with the California Environmental Quality Act. We collaborate with designers and contractors of all types, and understand the myriad components associated with land development.
Our office is located in the North Bay region of the greater San Francisco Bay Area. We serve and welcome clients throughout the west coast vicinity and beyond.
EXAMPLES OF SPECIFIC PROJECTS
City of Sonoma, Planning & Public Works Departments
Provide direct contract services to prepare arborist reports and arborist assessments for development or renovations within city limits. Has included numerous subdivisions, minor subdivisions, single family homes, condominiums, and sidewalk reconstruction projects. Work directly with City planners to provide reports and recommendations.
Work with Public Works staff in the field.
Provide service as a member of the Sonoma Tree Committee to peer review arborist reports and assessments prepared by others, and review tree removal requests. Prepared advisory recommendations for the City of Sonoma Planning Commission.
City of Novato, Public Works Department
Provide consulting services to evaluate hazard trees, assess preservation of trees in relation to Public Works projects, including drainage, street improvements, road widening, underground utility installation, and other public works improvement projects. Extensive work on evaluating trees that have damaged sidewalks as part of city wide pavement rehabilitation projects. Worked directly with Public Works engineers and field staff.
City of Novato Planning Department, StoneTree Golf Course & Renaissance Estates Provide field assessment of existing trees and vegetation, monitor construction and establishment of golf course facilities among preserved trees, monitor construction of adjacent subdivision, worked with developer and planning consultant to preserve designated trees and documented overall impacts, provide monitoring services on a Agenda Item #9.1:
HORTICULTURAL ASSOCIATES
P.O. Box 1261• Glen Ellen• CA•
regular basis to determine whether revegetation efforts comply with EIR success requirements, work with contractors, golf course managers, construction managers, developers, planning consultants and city staff to implement a successful project.
Town of Windsor, Public Works Department
Provide direct contract services to the Public Works Department to evaluate hazard trees, trees in conflict with utilities or road widening, prepare revegetation and restoration plans, conduct extensive inventories for site of wastewater treatment. Worked directly with Public Works engineers.
Town of Windsor, Planning Department
Prepare a comprehensive Tree Ordinance with the specific goal of no-net-loss of native tree species within city limits. Define parameters for tree removal, define heritage and non-heritage trees, discuss impacts of trees on the environment and their value to the community. Prepare an aggressive tree replacement and mitigation schedule to replace the loss of canopy cover when trees are removed. Establish aggressive bonding requirements and determine appraisal methods for trees not correctly preserved. Worked directly with the Planning Director, Planning staff, and City Council to produce an Ordinance suitable for city needs.
Provide direct contract services to the Planning Department to prepare arborist reports, tree inventories, and tree removal assessments for development within city limits. Has included numerous subdivisions, minor subdivisions, single family homes, motels and wineries. Worked directly with Planning Director and Planning staff.
Town of Windsor, Parks and Recreation Department
Provide direct contract services to the Parks and Recreation Department to prepare arborist reports, hazard evaluations, and health and structural assessments. Document the condition of trees in many Town parks on a periodic basis and provide recommendations for action and management.
City of Cotati, Planning & Public Works Departments
Provide consulting services to evaluate various tree conditions present within the City.
Review tree removal requests, hazardous trees, and conflicts during construction projects.
Consult with Public Works personnel on projects including grading, drainage, street trees, and park trees. Work directly with Planning Director, Planning staff, and Public Works staff.
Sonoma County Public Works Department, Vegetation Management Division Provide on-call contract consulting services as staff arborist to County agency for tree related issues in County right-of-ways. Work directly with department managers and field crew to evaluate and assess roadside hazard trees, Sudden Oak Death symptomatic trees, declining trees, tree damaged sidewalk hazards, and other assessments as needed.
Provide documentation and photographs.
Sonoma County Public Works Department, Environmental Division Agenda Item #9.1:
HORTICULTURAL ASSOCIATES
P.O. Box 1261• Glen Ellen• CA•
Provide on-call contract consulting services as staff arborist to the Environmental Division of Public Works. Work directly with environmental engineers on various issues regarding trees in native areas, creeks, and watersheds. Provide input for revegetation and restoration projects. Coordinate with contractors and provide monitoring services as needed.
City of Larkspur, Public Works Department
Provide consulting services to evaluate hazard trees, assess preservation of trees in relation to Public Works projects, including drainage, street improvements, road widening, underground utility installation, and other public works improvement projects. Extensive work on evaluating trees that have damaged sidewalks as part of city wide pavement rehabilitation projects. Worked directly with Public Works engineers and field staff.
Sonoma County Regional Parks Department
Provide on-call contract consulting services to various park planners, field superintendents, and site managers. Assess hazard trees, damaged trees, provide tree preservation and protection plans, management plans, attend meetings with park planners, managers, and county supervisors, interact with the public on sensitive vegetation issues, provide documentation.
Sonoma Luxury Resort, Healdsburg
Conduct tree inventory and provide detailed documentation for 8,000 trees on a 258 acre site, work with EIR consultants to determine and assess environmental impacts to site, work with civil engineers, landscape architects and architects to design a project which minimizes impacts to native tree population. Work with Healdsburg City staff to coordinate efforts, attend numerous design review committee meetings, planning commission meetings, and city council meetings to present and support study findings.
Geysers Wastewater Pipeline, Sonoma County
Inventory and assess trees expected to be impacted by 40 mile pipeline construction, estimate pipeline construction impacts on all trees, develop preservation and mitigation recommendations for contractor use, monitor all construction activities related to adjacent trees, work with project engineers, regulatory agencies, and environmental monitors to ensure optimum protection and preservation.
Additional specific project experience can be viewed on our website: www.HorticulturalAssociates.com
EXAMPLES OF GENERAL EXPERIENCE
We have provided the noted services to the following municipalities:
Staff Arborist:
▪ Town of Windsor
▪ City of Cotati
▪ City of Novato
▪ County of Sonoma
Agenda Item #9.1:
HORTICULTURAL ASSOCIATES
P.O. Box 1261• Glen Ellen• CA•
▪ City of Larkspur
Tree Committee:
▪ City of Sonoma
▪ City of Santa Rosa
Tree Ordinance Preparation or Revision:
▪ City of Santa Rosa
▪ Town of Windsor
Public Works Departments:
▪ Town of Windsor
▪ City of Novato
▪ County of Sonoma, roads department
▪ County of Sonoma, vegetation management department
▪ County of Sonoma, environmental department
▪ San Francisco, City/County
▪ City of Napa
City of Sonoma
We have provided arborist services, including inventories, preservation plans, protection plans, design review, and monitoring for the following types of projects:
▪ Apartments
▪ Business parks
▪ Co-housing
▪ Commercial
▪ Contract growing
▪ Golf courses
▪ Homeowner associations
▪ Hospitals
▪ Large tree transplanting
▪ Military bases
▪ Minor subdivisions
▪
▪
▪ Mobile home parks
▪
▪ Municipal transit
▪ Parks
▪ Pavement rehabilitation
▪ Pipelines
▪ Property management
▪ Race tracks
▪ Residential
▪ Resorts
▪ Restoration
▪ Revegetation
▪ Schools & colleges
▪ Shopping centers
▪ Sidewalk replacement
▪ Storage ponds
▪ Storage tanks
▪ Street & highway widening
▪ Street tree planting
▪ Subdivisions
▪ Underground utilities
▪ Universities
▪ Water storage tanks
▪ Wineries
▪ Zoos
General Services Provided for:
Municipalities
▪ Peer review
▪ Direct contract arborist studies
▪ Hazard tree assessment
Agenda Item #9.1:
HORTICULTURAL ASSOCIATES
P.O. Box 1261• Glen Ellen• CA•
▪ Sidewalk replacement projects
▪ Road widening projects
▪ Revegetation plans
▪ Grading plan review
▪ Tree removal permits
▪ Heritage tree assessment
▪ Construction monitoring
▪ Tree protection plans
▪ Tree ordinance preparation
▪ Development project review
Attorneys
We provide authoritative knowledge when trees or plants are involved in dispute resolution. We can act as scientist, advocate, consultant, expert witness, or consulting forensic expert. We also can act as an independent source of third party information or a source of independent perspective. We can provide information for mediations or arbitrations, give depositions, and appear for courtroom testimony.
Developers/Designers
▪ Arborist reports
▪ Tree preservation plans
▪ Tree protection plans
▪ Development plan review
▪ Tree inventories
▪ Mitigation plan preparation
▪ Tree appraisal & value
▪ Construction monitoring
EIR Consultants
▪ Project review
▪ Arborist studies
▪ Tree inventories
▪ Environmental impact
JOHN C. MESERVE
Consulting Arborist and Horticulturist
PROFESSIONAL REFERENCES
Municipal Clients
(707) 838-1000 Kim Voge, Planner, Town of Windsor, P.O. Box 100, Windsor, CA, 95492 Agenda Item #9.1:
HORTICULTURAL ASSOCIATES
P.O. Box 1261• Glen Ellen• CA•
Developed and assisted in writing the current Windsor Tree Ordinance; provide Tree Preservation and Protection Plans for development, provide construction monitoring; design review services; peer review services, tree inventories, approved staff arborist (707) 838-1000 Carl Euphrat, Senior Civil Engineer, Town of Windsor, P.O. Box 100, Windsor, CA 95492 Provide performance evaluations of tree and landscape conditions; monitor construction activities on behalf of the Town for street rehabilitation and other public works projects; provide risk and hazard evaluations
(707) 838-5383 Olivia Lemen, Parks and Facilities Manager, Town of Windsor, P.O. Box 100, Windsor, CA 95492
Provide health and hazard evaluations of street and public park trees , approved staff arborist (707) 838-5397 Charlie Johnson, Parks and Facilities Maintenance Supervisor, Town of Windsor, P.O. Box 100, Windsor, CA 95492
Provide health and hazard evaluations of street and public park trees, approved staff arborist (415) 899-8246 Goshia Woodfin, Engineer, City of Novato Public Works, 1922 Machin Avenue, Novato, CA 94931
Provide Tree Preservation and Protection Plans for development; provide construction monitoring; design review services; peer review services, approved staff arborist; review tree removal requests. (707) 565-7579 Greg Chiossi, Department Manager, Sonoma County Public Works, Vegetation Management Division, 2175 Airport Blvd., Santa Rosa, CA 95403 Provide health, hazard and risk assessment of roadside trees throughout Sonoma County. (707) 933-2206 Wendy Atkins, Planner, City of Sonoma, No. 1 The Plaza, Sonoma, CA 95476 Agenda Item #9.1:
HORTICULTURAL ASSOCIATES
P.O. Box 1261• Glen Ellen• CA•
Provide Tree Preservation and Protections plans for residential and commercial development in the City of Sonoma; provide risk and hazard assessment of City owned trees; Provide performance evaluations of tree and landscape conditions; member of Sonoma Tree Committee evaluating all requests to remove trees
(707) 565-2231 Rex Cummins, Public Works Engineer, Sonoma County Public Works Department, 2300 County Center Drive, #B100, Santa Rosa CA 95403
Inventory, evaluate, and determine construction impacts for trees in the County right-of-way as part of road widening and improvement activities; evaluate roadside trees for hazard and risk; evaluate tree damage caused by vehicle accidents.
(415) 899-8900 Peter Skala, Public Works Engineer, City of Novato, 75 Rowland Way, #200, Novato, CA, 94945
Provide performance evaluations of tree and landscape conditions; monitor construction activities on behalf of the City for street rehabilitation and other public works projects; provide risk and hazard assessment of City owned trees; evaluate root damage to public hardscape and infra-structure. (415) 899-8900 Julian Skinner, Public Works Director, City of Larkspur, 400 Magnolia Avenue, Larkspur, CA, 94939
Provide performance evaluations of tree and landscape conditions; monitor construction activities on behalf of the City for street rehabilitation and other public works projects; provide risk and hazard evaluations
Additional references from representative industries can also be provided upon request Agenda Item #9.1:
HORTICULTURAL ASSOCIATES
P.O. Box 1261• Glen Ellen• CA•
JOHN C. MESERVE
Consulting Arborist and Horticulturist
SCOPE OF SERVICES PROVIDED
We specialize in the science of trees, and rely on 35 years of experience and expert knowledge to diagnose problems and develop action and management plans to protect your trees and encourage their health and safety. Our goal is to provide you with objective information regarding your individual ornamental tree, native oak woodland, or urban forest site. Our practical recommendations can be utilized in the field to improve appearance, encourage health and vitality, improve safety, promote a green environment, or plan for construction and development.
We provide a wide range of tree consulting and referral services to public agencies, design firms, developers, non-profit organizations, and homeowners. These services include health and structural assessments, pest and disease diagnosis and treatment, and pruning recommendations. They also include tree assessment and inventory work for existing commercial projects, new development projects, and tree management plans for homeowner associations.
Tree consultation, diagnosis, and inventory projects completed to date have included work on well over 100,000 trees for a wide variety of public and private clients. We provide realistic, practical recommendations and solutions in all our consultations.
While trees are entirely biotic in nature, they also have important political, social, and economic influences and challenges. We pride ourselves in the ability to understand and balance a wide range of human perspectives as they relate to the management of trees. ▪ Health Assessment
Inspect and determine what factors may be affecting tree health or vigor, including pest infestation, disease infection, change in environmental conditions, construction impacts, and soil or water related problems. Provide specific action steps to improve and invigorate tree health.
▪ Structural Assessment
Assess whether trees are hazardous or pose unnecessary risk, based on structural integrity, architecture, or location; determine whether pruning can effectively reduce risk or improve stability and integrity. Provide specific action steps to improve structural condition.
Agenda Item #9.1:
HORTICULTURAL ASSOCIATES
P.O. Box 1261• Glen Ellen• CA•
▪ Pest & Disease Diagnosis
Identify insects, pests, or diseases affecting tree health or appearance; develop action steps to manage or eliminate specific problems, including modification of cultural conditions to improve health, pesticide or fungicide recommendations, or low-impact, integrated approaches to pest management.
Pruning Recommendations
Generate tree-specific pruning recommendations for single trees, project areas, or urban forests; pruning specifications prescribe specific action steps to improve structural integrity, modify canopy cultural conditions, or improve aesthetics. Where large populations or trees are involved, prioritize pruning procedures based on the available budget. Supervise pruning contracts.
▪ Construction Planning
Evaluate development or improvement plans and estimate impacts on individual trees; develop construction techniques, construction details, and management measures to protect tree health and structural integrity during and after the construction process; recommend alternative designs and approaches to minimize tree damage and promote long term tree health.
▪ Construction Monitoring
Work with construction personnel and monitor construction activity around trees to be preserved; supervise construction activity in critical areas; document activity for owner or municipality verification.
▪ Casualty Loss Appraisals
Determine realistic dollar value for tree damage or loss caused by natural, accidental, or intentional acts. Assess natural casualty losses such as damage due to storms, high winds, drought, or low temperatures.
▪ Tree Inventories
Establishes the location and species of each tree throughout the site and documents this information on a site plan for permanent long-term reference. Each tree is assigned an identification number, which is utilized for reference, planning, or action steps. The inventory step is a one-time project. All planning is based on the information provided in this permanent document, and all reference to trees is made from it. ▪ Tree Assessments
Agenda Item #9.1:
HORTICULTURAL ASSOCIATES
P.O. Box 1261• Glen Ellen• CA•
Individually reviews each tree documented during the inventory to determine what short or long term management steps are required to optimize health, appearance, or safety.
Included are issues of hazards, aesthetics, pruning, physical problems with hardscape, cultural problems, pest and disease, or other management issues. The assessment generates specific recommendations for action suitable for use by the appropriate landscape maintenance or pruning contractor.
▪ Tree Management Plans
Combines information generated during the inventory and assessment phases into a site specific, long-term action plan. The plan specifies action steps and timing, based on priorities set by site management and the annual budget available for tree resources.
Specifies what to do and when to do it. Completion of tree care action steps are budgeted to occur over a specific time period.
▪ Casualty Loss Appraisals
Determine realistic dollar value for tree damage or loss caused by natural, accidental, or intentional acts. Assess natural casualty losses such as damage due to storms, high winds, drought, or low temperatures.
▪ Specimen Tree Transplanting
Manage and supervise specimen tree transplanting; locate sources of, or find buyers for, large specimen trees or unusual species; supervise establishment of trees after transplanting.
▪ Mediation of Tree Disputes
Provide objective third party arbitration in disputes regarding tree related issues; evaluate conditions and circumstances leading to dispute or conflict; develop satisfactory solutions.
Water Conservation
Provide recommendations for reducing water use in the commercial landscape Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma
COMMISSION APPLICATION
Received Date: November 21, 2022
Application Type: Parks,Recreation,& open space comission Other Interest: Planning Comission
CA-22-52
NAME: Sofia DeTorres DeTorres
ADDRESS: sonoma, CA, 95476
PHONE:
ALTERNATIVE PHONE:
EMAIL ADDRESS: [email protected]
ARE YOU APPLYING FOR A
YOUTH POSITION?
Yes
EDUCATIONAL BACKGROUND: In High school now
OTHER RELEVANT EXPERIENCE: I am an active youth member of this community. I was born in Sonoma and so would like to see how to develop a better foundation for us kids to have more outdoor things to do in sonoma.
GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? If so, how many? No
What is your understanding of the role and responsibility of this Commission? To observe how our city makes decisions about our community.
What would be your goal(s) as a Commissioner?
To increase the support for the kids of Sonoma.
What do you feel you could contribute to see these goals realized? Ideas on things I have seen that other communities do to foster the youth in their towns. I play a lot of sports and I have seen recreational parks from coast to coast.
Have you previously served, or do you currently serve, on a Sonoma Commission or Committee? If yes, which one(s) and for what period of time?
No
I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
Non-Voting Youth Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION ☒ I AGREE
Sofia C DeTorres November 23, 2021
Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma
COMMISSION APPLICATION
Received Date: November 18, 2022
Application Type: Climate Action
Other Interest: I am also interested in the Parks, Recreation and Open Space Commission.
CA-22-47
NAME: Sarah Juhasz
ADDRESS: , Sonoma, California, 95476
PHONE:
EMAIL ADDRESS: [email protected]
ARE YOU APPLYING FOR A
YOUTH POSITION?
Yes
EDUCATIONAL BACKGROUND: High School (10th grade)
OTHER RELEVANT EXPERIENCE: I am an officers for the SVHS Earth Club and we work to organize events that benefit the town and the climate. Our most recent event was a free clothing swap to get warm clothes for the winter. I am also involved in the Sonoma garden park and worked there over the summer.
COMMUNITY INVOLVEMENT: I worked at the Ecology center as an Enviroleader. Other young people and I spent the summer learning about the agriculture and the planet.
GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? If so, how many? No I haven't.
What is your understanding of the role and responsibility of this Commission? I know that this commission is seeking young voices to speak up for climate change.
What would be your goal(s) as a Commissioner?
My goal is to take action on the climate crisis and contribute to solutions.
What do you feel you could contribute to see these goals realized? I have been passionate about protecting the planet since I was young, and my understanding of the current problems could contribute to realistic solutions.
Have you previously served, or do you currently serve, on a Sonoma Commission or Committee? If yes, which one(s) and for what period of time?
I have not previously served.
Is there anything else you would like us to consider when reviewing your application? No I do not.
Non-Voting Youth Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☒ I AGREE
sarah juhasz November 18, 1993
Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma
COMMISSION APPLICATION
Received Date: August 26, 2022
APPLICATION TYPE: Parks, Recreation, and Open Space Commission OTHER INTERST: N/A
ARE YOU APPLYING FOR A YOUTH POSITION? Yes
CA-22-38
NAME: Jared Mellinger
ADDRESS: , sonoma, CA, 95476
PHONE:
ALTERNATIVE PHONE:
EMAIL ADDRESS: [email protected]
EDUCATIONAL BACKGROUND: I have attended all public Schools in Sonoma Vally. I attended Prestwood Elementary
starting in kindergarten through 5th grade commencing with graduation. Then attended Adele Harrison Middle school 6-8th grade. graduating with honors and all A's.
Currently attending Sonoma Valley High, with a 4.0+ taking multiple AP classes. playing on the Varsity Golf and Basketball teams, and waterpolo in addition to school clubs.
OTHER RELEVANT EXPERIENCE: I am intersted in serving on this commission to see how City Commissions work, to be involved in my community and to
be involved with a subject that is important to me.
COMMUNITY INVOLVEMENT: i have been involved with different charitable organizations and volunteering my time through my synagogue affiliation as well as school volunteering. I have supported FISH through volunteer hours and donating money in addition to helping various organization during the fires of 2017 & Covid to support Sonoma Valley & surrounding areas for citizens in need of services GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? If so, how many? No
What is your understanding of the role and responsibility of this Commission? I understand as a youth member of the Parks, Recreation, and Open Space Commission (PROS) we would obtain information and matters related to Preservation & enhancement of the parks, recreational facilities and Sonoma City Open space & bring all researched information, feedback, recommendations , concerns and issues good & bad and support to the City Council. Open Space , parks and recreational facilities are near and dear to all Sonoma citizens. Information is key to making confident, guided decisions and a youth perspective for many is a welcomed input.
What would be your goal(s) as a Commissioner?
Non-Voting Youth Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION As a youth ( non-voting ) member , my goal would be to learn about City Commissions and how they run within Sonoma City Council. As a life-long citizen of Sonoma, keeping Sonoma clean, beautiful & open spaces available for the publics use. PARKS, RECS & OPEN SPACE and its well being for future generations is a subject that I have 100% interest in. I would listen, provide local feedback, research and basically offer support with a Youth viewpoint when requested.
What do you feel you could contribute to see these goals realized? I am a sophomore, 4.0 student taking AP classes and daily I am asked of my teachers to research, study and learn about subjects to determine outcomes, reactions from problems or analyze why things happen. Real life is no different that education studies. I can contribute a level headed youthful approach and perspective on issues pertaining to our Parks, open space & recreational facilities and making them better.
Have you previously served, or do you currently serve, on a Sonoma Commission or Committee? If yes, which one(s) and for what period of time?
No
I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☒ I AGREE
Jared Mellinger August 26, 2022
Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma
COMMISSION APPLICATION
Received Date: March 10, 2023
Application Type: Parks, Recreation and Open Space Commission Other Interest: Yes, Planning Commission
CA-23-15
NAME: Mary Miller
ADDRESS: Sonoma, CA, 95476
PHONE:
ALTERNATIVE PHONE:
EMAIL ADDRESS: [email protected]
ARE YOU APPLYING FOR A
YOUTH POSITION?
Yes
EDUCATIONAL BACKGROUND: Currently at AHMS, turning 14 on 4/4/23 and headed to SVHS to next fall OTHER RELEVANT EXPERIENCE: Part of Leadership team at Adele, Sonoma Valley Youth Soccer Association (2 years Rec, 8 years Competitive), Sonoma Sea Dragons swim team, CYO basketball and Adele team 7th & 8th grade, Track & Field, attends multiple relevant summer camps (ropes, tennis, etc), youth soccer referee, use bike lanes/paths around town/valley
COMMUNITY INVOLVEMENT: Member of teen group at St. Andrew Pres. Church, Volunteers with dad (Scott) for Sonoma Sunrise Rotary
GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? If so, how many? Not yet, but planning to go to first one after Spring Break What is your understanding of the role and responsibility of this Commission? To be a non-voting member High School age member of the commission Attend regular and special meetings
What would be your goal(s) as a Commissioner?
Give thoughts, input and perspective of Sonoma Valley Youth Have a positive impact on our community
What do you feel you could contribute to see these goals realized? Lots of energy and excitement around the commissions focus Can get feedback from my classmates & leadership to bring forward Have you previously served, or do you currently serve, on a Sonoma Commission or Committee? If yes, which one(s) and for what period of time?
No
Non-Voting Youth Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION Is there anything else you would like us to consider when reviewing your application? I use the parks all the time when I babysit & really care about keeping them nice and improving them. My family lives close to the plaza and regularly attends festivals, farmers markets, and has family events there multiple times per year. My little sister Ellie (11) and I take our younger neighbors to Pinelli Park frequently.
Have a Golden Retriever Buck (4) that likes the dog park at Peterson field (grampa was Les Peterson) and Ernie Smith
I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☒ I AGREE
Mary Miller March 10, 2023
Agenda Item #9.1:
CULTURAL & FINE ARTS COMMISSION
NAME RESIDENCY OTHER COMMISSIONS OF INTEREST
John Arntz Valley N/A
Meredith Knudsen Valley N/A
Scott Van Wagner Valley N/A
YOUTH MEMBER
Mario Alioto City N/A
Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma
COMMISSION APPLICATION
Received Date: March 6, 2023
Application Type: Cultural and Fine Arts Commission
CA-23-13
NAME: John Arntz
ADDRESS: Sonoma, CA, 95476
PHONE:
EMAIL ADDRESS: [email protected]
EDUCATIONAL BACKGROUND: BA, Humanities and French, University of Oregon, 1984 OTHER RELEVANT EXPERIENCE: 20 years working in corporate consulting in the areas of linguistics, communication and teambuilding. Sonoma Musician responsible for Live Band Karaoke and in communications with most local in-town bands. Charter Council President at Woodland Star Charter School 2015-2017.
COMMUNITY INVOLVEMENT: Member of Challenge Sonoma Adventure Ropes Course (non-profiti) 2000- current. Rebuilt course in 2000, applied for non-profit status (501c3) in 2005.
GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? If so, how many? No
What is your understanding of the role and responsibility of this Commission? Elect Sonoma Treasure Artist yearly. Promote all art forms for the City of Sonoma.
What would be your goal(s) as a Commissioner?
Increase the flow of information and cooperation between the City of Sonoma and local artists. Long-term goal is to help the city create a performing arts center that is the hub of cultural activity and a source of revenue for the City of Sonoma.
What do you feel you could contribute to see these goals realized? Creation and articulation of a vision that helps local residents and artists alike see the value of a vibrant and thriving art scene.
Have you previously served, or do you currently serve, on a Sonoma Commission or Committee? If yes, which one(s) and for what period of time?
No.
Is there anything else you would like us to consider when reviewing your application? Resident of Boyes Hot Springs and Fetters Hot Springs since 1996. My wife Carol and I have raised two children (both born at SVH) in the valley and now one has finished college and is living in Santa Cruz and the other is a freshman at UCSD.
Valley Resident Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☐ I AGREE
john arntz June 3, 2023
Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma
COMMISSION APPLICATION
Received Date: March 3, 2023
Application Type: cultural and fine arts commission
Other Interest: no
CA-23-12
NAME: meredith knudsen
ADDRESS: Sonoma , ca, 95476
PHONE:
EMAIL ADDRESS: [email protected]
ARE YOU APPLYING FOR A
YOUTH POSITION?
No
EDUCATIONAL BACKGROUND: (High School, College, Professional, Vocational, or other Schools Attended. Please include Major or Field of Study, Dates attended, Degree and date of Degree) Bachelors in Art and Design
Concentration Studio Art
Cal Poly, San Luis Obispo
2000-2005, graduated honors 2005
University of London
Concentration Art History, Theatre
2003, special study program
Lorenzo de Medici Art School
Concentration Photography
2000, summer study program
Adolfo Camarillo High School
AP/ Honors
Graduated class of 2000
OTHER RELEVANT EXPERIENCE: I have worked in the arts for 15 + years and continue to strive to improve art accessibility, education and community.
I currently am the Public Art Coordinator for the City of Napa and also the founder of Sonoma Creative Studio where my focus is on creative project management and website design. In Napa I manage projects such as the Napa Art Walk, Napa Lighted Art Festival, Dia de los Muertos, art audio tours, and our temporary and permanent art programs. I also facilitate the Public Art Steering Committee and our volunteer/docent program. Along with this I also teach art to Valley Resident Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION artists with autism at Sweetwater Spectrum in Sonoma. I have a passion for building the arts in our community and would be honored to assist the City of Sonoma in further developing their cultural and fine arts programs.
Other past work/projects includes Museum of Contemporary Art Chicago, SFMOMA, developing/leading a Artist in Residency program for developmentally disabled adults, Sonoma Chamber Director of Events and Marketing (work included starting Sonoma Art Walk, Wisdom Tree Film ( Fine Artist) COMMUNITY INVOLVEMENT: John Dau Foundation, https://www.johndaufoundation.com Board of Directors, Director of Website Management and Fundraising 2012- 2015 Advisory Committee 2015- present
Partners include: World Food Program, National Geographic Education, Marmot, Gorilla Design
Arts Council Napa Valley
Grant Advisory Committee, 2022/ 2023 grant cycles
Response Health, Sonoma County, CA
04/2017- 04/2019
Board of Directors
Lightt.com
Art Advisory committee 2013-2015
Outreach Development, El Progresso Honduras
06/2011-07/2011
Photographer
Engeye Health Clinic, Ddegeya Village, Uganda
Event and Fundraising Coordinator, Project Manager 2009 • Lead event at World Affairs Council of Northern California, lecture Improving Health Care in Africa.
Kyosiga Community Association for Development, Wakiso District, Uganda 10/2008-12/2008
Educator, Community Leader
Casa Hugar, Quetzaltenango, Guatemala
02/2008
Aid worker
Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? If so, how many? no
What is your understanding of the role and responsibility of this Commission? My understanding of the commission is that it is formed to enhance and promote the cultural and fine arts in Sonoma. To do this some tasks may include establishing guidelines to carry out the public art ordinance and work with City council and staff to establish a cohesive and diverse art community.
What would be your goal(s) as a Commissioner?
My goals as a commissioner would be to build our community/economy through the arts. This can be broken down into arts accessibility, education and diversity. My expertise is in public art, particularly ordinances and public art plans. I would look to bring my knowledge of that to see how we can increase community impact through the arts and tourism led by the art economy.
I also have a passion for arts education and artists with disabilities. Id like to continue to develop the youth arts programs in Sonoma continue to diversity Sonomas art portfolio of possibilities.
What do you feel you could contribute to see these goals realized? I think it would be first further understanding the state of the arts in Sonoma and then developing an outline of goals together with the City and the Commission. I have a vast experience in curating shows, implementing public art policies, facilitating juries and the public art process. I would be honored to contribute what I can to serve my community of Sonoma.
Have you previously served, or do you currently serve, on a Sonoma Commission or Committee? If yes, which one(s) and for what period of time?
no
I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☒ I AGREE
meredith knudsen March 3, 2023
Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma
COMMISSION APPLICATION
Received Date: March 6, 2023
Application Type: CULTURAL & FINE ARTS COMMISSION
Other Interest: I MAY CONSIDER IT
CA-23-14
NAME: PAUL SCOTT VAN WAGNER
ADDRESS: SONOMA, CA, 95476
PHONE:
EMAIL ADDRESS: [email protected]
ARE YOU APPLYING FOR A
YOUTH POSITION?
No
EDUCATIONAL BACKGROUND: FOUNTAIN VALLEY SCHOOL, UNIVERSITY OF WASHINGTON, UNIVERSITY OF COSTA RICA, BERKLEE COLLEGE OF MUSIC . GRADUATED FROM UW WITH A DEGREE IN INTERNATIONAL STUDIES AND A MINOR IN MUSIC JUNE 1981.
OTHER RELEVANT EXPERIENCE: EXTENSIVE INTERNATIONAL EXPERIENCE AND TRAVEL. I AM FLUENT IN SPANISH.
AS A MUSICIAN I HAVE EXTENSIVE FIRST HAND EXPERIENCE WITH THE WORLD OF MUSIC AND THE PERFORMANCE PROCESS. HAVE BEEN A MEMBER OF SEVERAL OF THE NATION'S FINE ART MUSEUMS.
COMMUNITY INVOLVEMENT: I HAVE A DREAM, NEW FOUNDATION OF HOPE GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? If so, how many?
NO I HAVE NOT
What is your understanding of the role and responsibility of this Commission?
I UNDERSTAND THE ROLE TO BE ONE WHERE THE COMMISSION DEVELOPS A BALANCE OF ART AND CULTURAL PROGRAMS THAT CREATE AND ENRICH THE FINE ARTS IN OUR COMMUNITY.
What would be your goal(s) as a Commissioner?
MY GOAL WOULD BE TO AID AND SUPPORT THE DEVELOPMENT OF THE ARTS IN OUR COMMUNITY IN ANYWAY I CAN.
What do you feel you could contribute to see these goals realized?
I AM A VERY GOOD COMMUNICATOR WITH A PASSION FOR DETAIL AND HAVE A TALENT FOR BRINGING PEOPLE TOGETHER TO ACCOMPLISH DEFINED OBJECTIVES. I WAS FORTUNATE TO DO THIS IN MY BUSINESS CAREER AND WOULD LIKE TO MAKE THIS SAME CONTRIBUTION TO THIS COMMISSION.
Have you previously served, or do you currently serve, on a Sonoma Commission or Committee? If yes, which one(s) and for what period of time?
NO
Valley Resident Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION Is there anything else you would like us to consider when reviewing your application?
I AM A MUSICIAN WITH A BUSINESS BACKGROUND AND HAVE A GREAT APPRECIATION FOR ARTISTS AND THE POWERFUL POSITIVE IMPACT THEY HAVE ON OUR CULTURAL COMMUNITY.
I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☒ I AGREE
PAUL SCOTT VAN WAGNER March 6, 2023
Agenda Item #9.1:
P. Scott Van Wagner
Sonoma, CA. 95476
May 2020 – Present
Retired
Pursuing music performance professionally.
Professional Experience: Anixter International Inc.
2009- 2020 Vice President Sales Anixter Latin America
Managed Anixter’s $30 million regional business of potential and existing Global Integrators in Latin America. This list included IBM, HP, ATT, Orange, Desca, G4S, Prosegur, Telefonica.
Own the sales responsibility, create the sales strategy and lead a team of 50 in country sales people located in 19 countries to implement the objectives required to meet our short and long term revenue goals.
2008 - 2009 Vice President Marketing Anixter Latin America Managed $400 million portfolio of suppliers that included top ten: CommScope, Panduit, APC, Avaya, Juniper, Polycom, Axis, Plantronics,Tyco and Belden. Developed Supplier Relationships / Contracts / GoToMarketPlans / Quarterly Business Reviews Budget management ( team salary, BP’s, marcom spend, seminars, , etc ) Leadership of Direct reports and in Country Marketing Teams Marketing strategy development and implementation
Costing & Pricing structures
Reporting of Key Performance Indicators – Sales, Inventory, Product Split etc.
Channels Recruitment & Development
NewBusinesDevelpopment / Lead management / Pipeline
Drove Initiatives – iP Convergence, Security, UC, DataCenter’s, READY Logistic Solutions, Global Accts.,
Marcom Activities , Coop & ROI, Collateral
Spiffs / Contests /Rebates
eTools – CALAHome / eNews – CNX
Partner conferences & Public relations
1999 to 2008 Anixter Integrated Supply Vice President of Sales This division of Anixter provides customers a competitive advantage by leveraging Anixter’s best in class logistics services to provide a supply chain infrastructure that customers need in order to grow their core business.
Agenda Item #9.1:
Was responsible for developing and managing long term relationships with a customer base of telecommunications equipment manufacturers and operators that outsource their upstream supply chain management requirements to Anixter. This responsibility involves understanding the customer’s utilization of assets and operating costs in order to customize an offer that will reduce their costs of integrated supply activities from procurement through product deployment and increase economic profits. My customer base included Cisco, ATT, SBC, Avaya, Jabil, Solectron, Celestica, Flextronics, NAI, Siemens, and Motorola with total sales revenue of $50 million .
1994 to 1999 Anixter Latin America
Vice President Marketing
Worldwide HQ Skokie, Il
Led a team of eight very specialized marketing professionals in the development of new markets for Anixter in Latin America. My responsibility was to create and implement one common regional marketing strategy with revenue driven goals. Additional responsibilities included supplier selection and contract negotiation, development of sales and marketing programs, channel loyalty program creation and delivery, new business development, marketing communications, product management, database management, training, inventory, and qualitative / quantitative market analyses. Was very instrumental in growing Anixter’s Structured Cabling and Networking business in Latin America from $25 million to $95 million in 4 years. I was a recipient of Anixter’s prestigious Award of Excellence in 1996. 1992 - 1994 Anixter Europe
Marketing Director
Brussels, Belgium
Developed Pan-European brand specific sales programs in 12 countries with strategic suppliers:
Digital Equipment, IBM, Motorola, and Nortel Networks. Directed the European marketing strategy and drove the execution of our business partner agreements. Responsibilities included the negotiation of distribution contracts with suppliers, the creation and implementation of regional go to market business plans, product research, development of sales tools and promotional material, inventory management, coordination of sales and technical training. 1991 - 1992 Anixter Europe
Sales Manager
Brussels, Belgium
Responsible for the sales growth and development of four key commercial programs of Anixter’s European business unit: the AT&T System Integrator Program, Multi-National Account program, IBM program, and the Digital Equipment program. Collectively these programs accounted for $50 million in sales.
Agenda Item #9.1:
1989-1991 Anixter Spain
Sub Director General
Barcelona, Spain
Established Anixter Espana from ground zero. Hired and managed a new team of employees in a new Anixter business and became a market leader in three years with sales revenue of $15 million. My responsibilities included conducting the market research, inventing the marketing strategy, creating and implementing the sales strategy, managing pre and post sale technical support ( including system design and configuration), delivering employee training ( technology, product sales, and internal information system ), inventory management and nurturing supplier relationships. Especially enjoyed coaching the team and developing their sales skills. Instilled Anixter’s “Blue Book” philosophy into each and every member of the team. Our “can do” style was to be knowledgeable, to be quick with a sense of urgency, and to be honest. Today Anixter Espana does $50 million in sales to the network infrastructure market. 1987-1989 Anixter Bros. Inc.
Northwest Regional Sales V.P.
Seattle, Wa.
This was a $24 million business. Responsible for generating revenue with key Fortune 500 accounts and pursuing big construction projects. My role was to develop sales programs, conduct sales and technical training, design inventory profiles, cultivate vendor relations, recruit and hire new talent, forecast growth, and to get out in front of the business by building sales for the future 1986-1987 Anixter Seattle
Northwest Regional Sales Manager
Seattle, Wa.
Had responsibility for leading Anixter’s regional sales team in five states. Wrote the regional strategic plan and directed the implementation of merging the voice, data, and energy sales teams. This strategy allowed customers to do business with one single point of contact at Anixter for all their communication and energy requirements. Also had account responsibility for our top customers.
1981 –1986
Held various sales and management positions in Anixter’s Cable TV and Communications business units in Seattle, Portland, and Denver. Responsibilities included managing a P & L statement, developing a sales force, and major account management. 1980-1981
Agenda Item #9.1:
Anixter Wire & Cable Inside Sales. Developed new accounts.
A word about Anixter: Anixter is an $8 billion worldwide distribution company of Communications & Security Network Infrastructure Solutions, Industrial Electrical and Electronic Solutions, and Utility Solutions. Anixter offers its suppliers and business partners a value proposition built upon three fundamental components: asset management and supply chain logistics, sales and marketing support, pre and post sale technical support services.
Awards:
Presidents Club 1992
Recipient of Anixter’s prestigious Award of Excellence in 1996.
Education:
College - B.A. Spanish / Minor: International Studies
Minor: Music
University of Washington, Seattle, WA.
University of Costa Rica, San Jose Costa Rica
Berklee College of Music, Boston MA.
High School - Fountain Valley School
Colorado Springs, Co.
Personal:
Married with two children
Bilingual: English and Spanish
Hobbies: Skiing, Tennis, Hiking, Golf, Mountain Biking, and Travel Professional Saxophonist
Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma
COMMISSION APPLICATION
Received Date: March 10, 2023
Application Type: I am interested in applying for the Cultural and Fine Arts Commission (CFAC) youth member position.
Other Interest: For my second choice, I would be interested in applying for the Parks, Recreation and Open Space Commission (PROS) youth member position.
CA-23-16
NAME: Mario Alioto
ADDRESS: Sonoma, CA, 95476
PHONE:
EMAIL ADDRESS: [email protected]
ARE YOU APPLYING FOR A
YOUTH POSITION?
Yes
EDUCATIONAL BACKGROUND: I am currently a Junior at Sonoma Valley High School. I am an Honor Roll student, part of the theater program, and a selected representative for the Boys State Program this year. I have a background in dance and specifically have studies tap, jazz, and hip hop. I participate in California Scholastic Federation (CSF), Model UN, and I am taking Advanced Placement classes.
OTHER RELEVANT EXPERIENCE: I am a counselor and assistant instructor for both Witchie Poo and Performing Arts camp at the Sebastiani Theater.
COMMUNITY INVOLVEMENT: I have volunteered time with holiday food distribution for the FISH organization in Sonoma.
GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? If so, how many? No, I have not yet attended a meeting of the commission.
What is your understanding of the role and responsibility of this Commission? It is my understanding that the Cultural and Fine Arts Commission brings awareness of arts resources to the Sonoma Valley, advocates for arts programs and opportunities for all, and develop a master plan for arts within the Sonoma Valley.
What would be your goal(s) as a Commissioner?
My goal would be to provide a youth perspective on arts education, access, and inclusion in Sonoma Valley. I would hope to bring ideas for more opportunities for youth to participate in arts programs. I am concerned about decreasing participation in arts, specifically performing arts, for people my age.
What do you feel you could contribute to see these goals realized? To see these goals realized, I would contribute an open mindset, and voice for the youth, creative ideas, a willingness to collaborate, and my experience as a performer.
Non-Voting Youth Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION Have you previously served, or do you currently serve, on a Sonoma Commission or Committee? If yes, which one(s) and for what period of time?
No, I have not previously served on a Sonoma Commission.
Is there anything else you would like us to consider when reviewing your application? I am hopefully to participate in a commission and lend my voice to a cause for which I am passionate about.
I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☒ I AGREE
Mario Frank Alioto IV March 11, 2023
Agenda Item #9.1:
TRAFFIC SAFETY COMMITTEE
NAME RESIDENCY OTHER COMMISSIONS OF INTEREST
Gregory Brennan
Mark Branconi City N/A
City N/A
Adam Lobsinger City N/A
Janey Mulas City N/A
Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma
COMMISSION APPLICATION
Received Date: March 13, 2023
Application Type: Traffic Safety Committee
Other Interest: No
CA-23-17
NAME: Mark Branconi
ADDRESS: Sonoma, CA, 95476
PHONE:
EMAIL ADDRESS: [email protected]
ARE YOU APPLYING FOR A
YOUTH POSITION?
No
EDUCATIONAL BACKGROUND: Sonoma Valley High School - 2006 Santa Rosa Junior College - Fire Technology 2011
National College of Technical Instruction - Paramedic 2014 CA POST Basic Police Officer - 2019
CHP Advanced Roadside Impaired Driver Enforcement - 2019 OTHER RELEVANT EXPERIENCE: Traffic Accident Investigator 16+ Years experience responding to roadway hazards/emergencies COMMUNITY INVOLVEMENT: Volunteer Soccer Coach SVYSA - 2005 Sonoma Police Explorer - 2006-2009
Schell-Vista Fire Explorer Post Advisor 2009-2017
Schell-Vista Volunteer Firefighters Vice President 2013-2014 Sonoma Valley Firefighters Vice President 2022-Present
GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? If so, how many? No
What is your understanding of the role and responsibility of this Commission? To gather information and analyze information regarding proposed changes or areas of concern within the city traffic safety or flow.
What would be your goal(s) as a Commissioner?
My goal would be to make well informed decisions and recommendations based upon solid data. My goal would also be to reduce traffic collisions and improve traffic safety and flow within the city.
What do you feel you could contribute to see these goals realized? I was born and raised in Sonoma and have intimate local knowledge. I have responded to many incidents relating to traffic throughout my career. Part of my career was spent as a peace officer conducting traffic collision investigations. I have a very in depth knowledge of collision factors and the vehicle code as it pertains to safe driving. Based upon the aforementioned experience, I have the skillset to make informed CITY RESIDENT Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION decisions/recommendations pertaining to traffic safety. I also have a wife, young daughter and many other friends and family in town, which will drive me to help keep them safe as well.
Have you previously served, or do you currently serve, on a Sonoma Commission or Committee? If yes, which one(s) and for what period of time?
No
Is there anything else you would like us to consider when reviewing your application? I am currently employed as an Engineer/Paramedic with Sonoma Valley Fire District. I have spent approximately 20 years in the public safety field. My concern is always for the well being of the public. I would enjoy the opportunity to further serve the public as a member of the Traffic Safety Committee.
I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☒ I AGREE
Mark Branconi March 13, 2023
Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma
COMMISSION APPLICATION
Received Date: February 1, 2023
Application Type: Traffic
CA-23-6
NAME: Gregory Brennan
ADDRESS: Sonoma, CA, 95476
PHONE:
EMAIL ADDRESS: [email protected]
ARE YOU APPLYING FOR A
YOUTH POSITION?
No
EDUCATIONAL BACKGROUND: BA - San Francisco State University 1977 OTHER RELEVANT EXPERIENCE: I formed a neighborhood coalition regarding the need for traffic calming and enforcement of the restrictions of the use of commercial vehicles in our community - and have worked with our city directors to implement traffic calming solutions in our area..
COMMUNITY INVOLVEMENT: As an active member of the Rotary Club of Sonoma Valley, our Rotary Catalyst Committee awarded $200,000 to small businesses in the valley to help mitigate the costs of Covid. As part of the committee I developed and oversaw a GoFundMe site that raised $50,000 to be used as part of the $200,000.
GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? If so, how many? No. After I submitted our traffic calming requests, Director Ferguson convened the comittee without notifying us.
What is your understanding of the role and responsibility of this Commission? The purposed of the committee is to consider traffic issues raised by citizens and business owners throughout the community.
What would be your goal(s) as a Commissioner?
The state mandated expectation to build affordable housing is important for our community to meet, but the effects of traffic that come from such building appear to be left by the wayside -- and the result is increased traffic that does not flow well and sometimes not at all. I think Sonoma's size and traffic patterns provide a fertile soil for the city to implement traffic calming efforts that could and should become goals for all communities.
What do you feel you could contribute to see these goals realized? CITY RESIDENT Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION I offer an enthusiastic approach to traffic calming -- not traffic stopping. I believe I can work effectively with city staff, committee members, and our neighbors to find ways to reduce congestion and smooth traffic flows through Sononma.
Have you previously served, or do you currently serve, on a Sonoma Commission or Committee? If yes, which one(s) and for what period of time?
no
Is there anything else you would like us to consider when reviewing your application? I have been working with city staff and neighbors since 2018 to calm traffic in our neighborhood. I have a deep interest in doing this for all of Sonoma.
I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☒ I AGREE
Gregory Brennan February 1, 2023
Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma
COMMISSION APPLICATION
Received Date: February 23, 2023
Application Type: Traffic Safety Commission
CA-23-9
NAME: Adam Lobsinger
ADDRESS: Sonoma, CA, 95476
PHONE:
EMAIL ADDRESS: [email protected]
ARE YOU APPLYING FOR A
YOUTH POSITION?
No
EDUCATIONAL BACKGROUND: Sonoma Valley High School: Diploma 1998 UC San Diego: BA Political Science 2004
University of San Diego School of Law: Juris Doctorate 2009 OTHER RELEVANT EXPERIENCE: Police Sergeant, San Francisco Police Department GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? If so, how many? No
What is your understanding of the role and responsibility of this Commission? Listen to input from community stakeholders, research relevant laws, statutes, and best practices, involving general traffic safety concerns and issues in the City. Provide findings and feedback to city council, community, and other governing bodies.
What would be your goal(s) as a Commissioner?
Serve my community and make my community safe for all who live in, and visit, Sonoma.
What do you feel you could contribute to see these goals realized? My background is in law and law enforcement. I am also a fourth generation Sonoman raising my young family in Sonoma. Put simply, I am emotionally invested in this community and want to do my part to make it better and safer.
Have you previously served, or do you currently serve, on a Sonoma Commission or Committee? If yes, which one(s) and for what period of time?
No
Is there anything else you would like us to consider when reviewing your application? Please note, my resume does not appear to be uploading. It is available upon request.
I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and CITY RESIDENT Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☐ I AGREE
Adam Lobsinger February 23, 2023
Agenda Item #9.1:
Adam Broughton Lobsinger
Sonoma, CA 95476
[email protected]
_________________________________________________________________________________
EDUCATION
University of San Diego School of Law, San Diego, CA
Juris Doctor May 2009
University of California, San Diego, San Diego, CA
Bachelor of Arts, Political Science-International Relations, June 2004
EXPERIENCE
San Francisco Police Department, San Francisco, CA
Police Sergeant - Public Information Officer 2018-current • Communicate information to the media and public
• Collaborate with police department management on messaging • Conduct television and phone interviews with media
Police Officer - Patrol, February 2013-2018: Bayview, Mission, and Southern Stations • Conduct routine patrol of districts and respond to calls for service • Conduct preliminary investigations and author official reports • Meet with community members to build rapport and understand needs of the community SFPD Team Memberships
• Hostage/Crisis Negotiations Team (H/CNT)
• Critical Incident Response Team (CIRT)
• Peer Support Counselor
Adam Lobsinger for Sonoma Valley 2020
Chairperson
• Candidate for Sonoma Valley School Board
• Meet with community members and voters regarding current school issues • Create messaging and talking points
Schell-Vista Fire Department, Sonoma, CA - March 1999-September 2003; August 2009-January 2013 California Department of Forestry and Fire Protection, Santa Rosa, CA; Summers 2000-2003 Lieutenant
• Suppression of wildland, structure and vehicle fires
• Provide emergency medical care, including CPR, oxygen delivery and body stabilization • Fire department spokesperson/public information officer • Create, implement, oversee all fire department standard operating procedures Safeway, Inc-Government Relations Division Pleasanton, CA Intern, September 1, 2009-October 31, 2009
• Research and draft legislative material for government relations team • Conduct correspondence with members of state and federal legislatures • Craft policy letters to government and private sector leaders Mike Thompson for Congress
Campaign Coordinator, June 2010-November 2011
• Coordinate campaign events
• Disseminate campaign material and literature
San Diego-Imperial Counties Labor Council, San Diego, CA Campaign Coordinator, May 2008-June 2008
• Assistant to Political Director
• Coordinate campaign activity and strategy
Agenda Item #9.1:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma
COMMISSION APPLICATION
Received Date: March 14, 2023
Application Type: Sonoma Traffic Safety Committee
Other Interest: No
CA-23-19
NAME: Janey Mulas
ADDRESS: Sonoma, Sonoma, 95476
PHONE:
ALTERNATIVE PHONE:
EMAIL ADDRESS: [email protected]
EDUCATIONAL BACKGROUND: (High School, College, Professional, Vocational, or other Schools Attended. Please include Major or Field of Study, Dates attended, Degree and date of Degree) OTHER RELEVANT EXPERIENCE: High School College degree in business COMMUNITY INVOLVEMENT: Schellvista Fire Women’s Republic Organization GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? If so, how many? No
What is your understanding of the role and responsibility of this Commission? Recommending safety solutions
What would be your goal(s) as a Commissioner?
n/a
What do you feel you could contribute to see these goals realized? I am a senior in Sonoma and know first hand major safety issues as a person who walks on daily basis I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☒ I AGREE
Janey Mulas March 14, 2023
CITY RESIDENTAgenda Item #9.1:
City of Sonoma
Agenda Item Summary
Meeting: City Council - 03 Apr 2023
Department
Administration
Staff Contact
Rebekah Barr, MMC, City Clerk
Agenda Item Title
Consideration, Discussion, and Possible Action to Review Letters of Interest Received and Give Direction to Mayor Lowe or Her Designee Regarding Nominations for Appointees to Regional Commissions & Committees on Behalf of the Mayors' and Councilmembers' Association of Sonoma County and the City Selection Committee
Summary
The City of Sonoma is a member of the Mayors’ and Councilmembers’ Association of Sonoma County (MCMASC). The MCMASC meets on the second Thursdays of the months of February, April, June, August, and October to connect and plan for the future on matters that affect the cities in Sonoma County. In April, this meeting date has been changed to April 20, 2023. The Chair City rotates on an annual basis, the City of Healdsburg being the Chair City for 2023. All Mayors and Council Members in the incorporated cities in Sonoma County make up the membership of the association. The Mayors of these cities serve as the Board of Directors and the Sonoma County City Selection Committee.
The Board of Directors and the City Selection Committee make appointments to various regional commissions and committees, of which some will be considered at the next meeting on April 20, 2023, at 6:00pm in the City of Santa Rosa. The initial call for Letters of Interest was sent out on February 21, 2023, with a deadline of March 10, 2023. These notices are sent from the Chair City directly to all members of the association.
Listed below are the appointments and individuals who have submitted letters of interest for consideration at the April 20th meeting of the Mayors & Council Members Board of Directors and City Selection Committee.
BOARD OF DIRECTORS
1. ABAG Executive Board: 1 seat and 1 alternate (to fill the expired terms of Susan Hollingsworth- Adams, Rohnert Park and Stephen
Zollman, Sebastopol)
Two letters received: Susan H. Adams, Rohnert Park
Stephen Zollman, Sebastopol - Alternate seat
2. North Bay Division, LOCC, Executive Board: 1 seat & 1 alternate (to fill seat vacated by former Council Member Mike Healy, Petaluma and the vacant alternate seat, term expires two years from appointment)
3. Sonoma County Agricultural Preservation and Open Space District Citizens Advisory Committee: 2 seats (to fill expired terms of Brian Barnacle, Petaluma and Neysa Hinton, Sebastopol)
Agenda Item #9.2:
Two letters received: John Shribbs, Petaluma
Kevin McDonnell, Petaluma
CITY SELECTION COMMITTEE
1.Metropolitan Transportation Commission: 1 seat (to fill expired term of Council Member Victoria Fleming, Santa Rosa) (Per Gov. Code 66503(b), The City Selection Committee submits 3 names, and the appointment is made by the Board of Supervisors) One Letter received: Victoria Fleming, Santa Rosa
2.Airport Land Use Commission: 1 seat (to fill expired term of Sam Salmon, Windsor) (to be effective May 2023)
3.Golden Gate Bridge, Highway & Transportation District: 1 seat (to fill expired term of Gerard Giudice, Rohnert Park)
One Letter received: Gerard Giudice, Rohnert Park
Recommended Council Action
Give direction to Mayor Lowe or her designee regarding appointments.
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
Susan Adams, Rohnert Park - ABAG
Stephen Zollman, Sebastopol - ABAG Alternate
Kevin McDonnell , Petaluma - SCAPOSD
John Shribbs, Petaluma - SCAPOSD
Victoria Fleming, Rohnert Park - MTC
Gerard Giudice, Santa Rosa - GGB
Agenda Item #9.2:
Cuuruxea?
ra|[email protected]
p Leci our
ra||[email protected]
CityCouncil
SamanthaRodriguez
Mayor
SusanHollingsworthAdams
ViceMayor
JackieElward
GerardGiudice
EmilySanborn
Councilmembers
MarcelaPiedra
CityManager
DonSchwartz
AssistantCityManager
MichelleMarchettaKenyon
CityAttorney
SergioRudin
AssistantCityAttorney
CindyBagley
DirectorofCommunityServices
JamieCannon
DirectorofHumanResources
Vanessa Garrett
DirectorofPublicWorks
SylviaLopezCuevas
CityClerk
TimMattos
PublicSafetyDirector
MaryGracePawson
Directorof
DevelopmentServices
LeoTacata
FinanceDirector
February 23, 2023
Chair
Mayors and Councilmembers Association
City of Healdsburg
401 Grove Street
Healdsburg, CA 95448
ATTN: Raina Allan, City Clerk/Public Information Officer, CMC Email:
Re: Letter of Interest
Executive Board, Association of Bay Area Government (ABAG) Honorable Mayor Kelley and Members of the Sonoma County Mayors and Councilmembers:
I am writing to request your support of my application for re-appointment to the ABAG Executive Board.
Serving as the Sonoma County Mayors and Councilmembers representative to the Executive Board of the Association of Bay Area Governments has been an honor and privilege.
My background as a 14-year member of the Rohnert Park Planning Commission, and a four-year member of the Rohnert Park City Council, along with my work on the ABAG Regional Housing Needs Allocation working group before my appointment to the Executive Committee, makes me ideally suited to continue to represent the needs of our constituents.
As you know, COVID was in full swing in the winter of 2021 when I was first appointed. Our last ABAG ZOOM meeting was in mid-February, and we willbegin meeting in person in San Francisco, for the first time, on March 16, 2023.
As your representative to the ABAG Executive Board, I will continue to uphold ABAG's mission to "strengthen cooperation and collaboration among local governments to provide innovative and cost-effective solutions to common problems that [we] face."
I will contact each of you in the coming weeks to answer any questions. In the meantime, please call, text, or email me at (707) 899-3085 or [email protected].
I a consideration
Susan H. Adams
Vice Mayor
cc: City Council
City of Healdsburg
130AvramAvenue9 RohnertParkCA0 949280 (707)588-22269 Fax(707)794-9248 www.rpcity.org
Agenda Item #9.2:
March 5, 2023
Chair and Mayor Ariel Kelley
Mayors and Councilmembers Association
City of Healdsburg
401 Grove Street
Healdsburg, CA 95448
ATTN: Raina Allan, City Clerk/Public Information
Officer, CMC
Dear Ms. Allan,
Please allow this letter to serve as my interest in continuing to serve as the ABAG Executive Board Alternate. While my time in this position has been brief, I have had the very good fortune of being able to spend time with our primary appointee, Vice Mayor Adams.
I am enjoying reading about ABAG’s Plan Bay Area 2050 which lays out a plan for our county and eight other sister counties. That plan is now the nine-county Bay Area's official long-range plan across the key elements of housing, economic development, transportation and environmental resilience. ABAG’s Executive Committee is responsible for how the required Northern California housing number is distributed among the nine counties. I am looking forward to learning even more during the March 16th new member orientation.
ABAG can provide a lot of support to the great work that our cities continue to do. I would be most honored to be able to continue facilitating that support. If you have questions, please find my e-mail below. Thank you very much for you consideration.
All Best,
signed
Stephen Zollman
Sebastopol Council Member
[email protected]
Agenda Item #9.2:
CITY OF PETALUMA POST OFFICE BOX 61
PETALUMA, CA 94953-0061
Kevin McDonnell
Mayor/ Alcalde
Petaluma City Hall
11 English Street
Petaluma, CA 94952
Phone (707) 778-4345
Message Phone (707) 778-4525
E-Mail
[email protected]
City Selection Committee Assignments
Deputy Clerk of the Board
County of Sonoma, Board of Supervisors
575 Administration Dr, Room 100A
Santa Rosa, CA 95403
ATTN: Noelle Francis
Email: [email protected]
Board of Directors Appointments
Chair
Mayors and Councilmembers Association
City of Healdsburg
401 Grove Street
Healdsburg, CA 95448
ATTN: Raina Allan, City Clerk/Public Information Officer, CMC Re: Appointment to the Sonoma County Agricultural Preservation and Open Space District Citizens Advisory Committee
To the Board,
I would appreciate your consideration for appointment to the Sonoma County Agriculture Preservation and Open Space District.
I have been a long time Sonoma County resident and enthusiast for Open Space. I have previously served on the City of Petaluma’s Parks Commission. I have been involved with grants and with open spaces advocates seeking grants.
I have a strong interest in the District’s funds being used wisely and being used conforming with the District’s mission.
There is great need for added Agricultural connection to the land and for Open Space which preserves the beauty of our County.
Thanks for considering me.
Kevin McDonnell
Mayor, City of Petaluma
Agenda Item #9.2:
1 Raina Allan
From: Shribbs, John <[email protected]>
Sent: Monday, February 27, 2023 4:45 PM
To: Raina Allan
Subject: Re: Mayors' & Councilmembers' April Meeting Date and Call for Letters of Interest Letter of interest to Raina Allan and Sonoma County Supervisors.
I am interested in joining the Board of the AG and Open Space Committee.
I have a PhD in Horticulture with a MS in Pest Management with training in soil science, entomology, ecology, pest management, and vegetation management. I have been a resident in Petaluma for 32 years and I have been involved locally in many environmental issues and currently President of Petaluma Wetlands Alliance and on the leadership team of ReLeaf Petaluma. I helped the RCD write the new Enhancement Plan for the Petaluma Watershed. While a science teacher at Casa Grande HS, I joined the RCD effort to get students on field trips to local farms where they did active work. While on the GPAC for Petaluma I was the chair of the Open Space Workgroup before being elected to City Council.
You can see more details of my deep resume at:
https://www.johnshribbsforpetalumacitycouncil.com/about Please consider me for this position.
John Shribbs, PhD
From: Raina Allan <[email protected]>
Sent: Wednesday, February 22, 2023 2:26 PM
To: Shribbs, John <[email protected]>
Subject: RE: Mayors' & Councilmembers' April Meeting Date and Call for Letters of Interest
‐‐‐Warning: Use caution before clicking any attachments. THIS EMAIL IS FROM OUTSIDE OUR EMAIL SYSTEM.‐‐‐ Hi John,
You can submit a letter of interest to me, expressing your desire to serve on the Committee. I have attached a few examples of what others have done if that is helpful to you.
Best Regards,
________________________________________
Raina Allan, CMC, CPMC | City Clerk/Public Information Officer City of Healdsburg | City Manager’s Office
401 Grove Street, Healdsburg, CA 95448
Office: (707) 431-3316
[email protected] | healdsburg.gov
Agenda Item #9.2:
1 Raina Allan
From: Fleming, Victoria <[email protected]>
Sent: Friday, March 10, 2023 2:08 PM
To: Raina Allan
Subject: Re: [EXTERNAL] FW: Mayors' & Councilmembers' April Meeting Date and Call for Letters of Interest Thank you Raina. My message to Mayors and Council Members is as follows:
___________________________________________________________________ Dear Mayors and Councilmembers of Sonoma County,
It has been my honor to represent our shared interests on the Metropolitan Transportation Commission for two years now. I have been there to advocate for funding for both broad and specific issues and projects throughout the County.
I am proud to have brought home more than our share of money for local projects such as $11.8 million for a Complete Streets program in Healdsburg in an underserved area. This means safer active transportation for youth and families and a reduction in our carbon footprint, healthier air and fewer vehicle costs to lower income families. Other allocations include funding for improvements in Cotati, Sebastopol, and Regional County infrastructure amongst many other County efforts.
Additionally, I was able to secure a deferred repayment agreement with MTC staff which resulted in the City of Santa Rosa being able to fully fund the Hearn Avenue project. This will also have major improvements for multi‐modal transportation and reduce traffic wait times in the growing neighborhood serving lower income individuals and families.
With RM3 monies released, more funding will be directed to our most urgent projects to support our residents and local economies and I look forward to continuing to be at your service.
I am committed to practical policies and programming that reflects your constituents’ needs and values. Please reach out to me if you even have any questions, concerns or ideas. In partnership we make progress.
Thank you for considering granting me a full term on MTC concurrent to my City Council term.
Warm regards,
Victoria Fleming
[email protected]
707‐478‐2947
____________________________________________________________________ On Mar 8, 2023, at 12:31 PM, Raina Allan <[email protected]> wrote:
Good Afternoon Mayors and Councilmembers of Sonoma County,
As a reminder, Letters of Interest are due this Friday, March 10, 2023. I also wanted to remind you to complete the doodle poll if you haven’t done so yet. If you have completed the doodle poll, I appreciate it.
Agenda Item #9.2:
CaLnoma\* noe||[email protected]
ra||an@healdsburg‘gov
CityCouncil
SamanthaRodriguez
Mayor
Susan HollingsworthAdams
ViceMayor
JackieElward
GerardGiudice
EmilySanborn
Councilmembers
MarcelaPiedra
CityManager
DonSchwartz
AssistantCityManager
MichelleMarchettaKenyon
CityAttorney
SergioRudin
AssistantCityAttorney
CindyBagley
DirectorofCommunityServices
JamieCannon
DirectorofHumanResources
VanessaGarrett
DirectorofPublicWorks
SylviaLopezCuevas
CityClerk
TimMattos
PublicSafetyDirector
MaryGracePawson
Directorof
DevelopmentServices
LeoTacata
FinanceDirector
February 23, 2023
Deputy Clerk of the Board
County of Sonoma, Board of Supervisors
575 Administration Dr, Room 100A
Santa Rosa, CA 95403
ATTN: Noelle Francis
Email:
Re: Golden Gate Bridge, Highway & Transportation District Letter of Interest Dear City Selection Committee,
I am writing to respectfully request your support for the appointment to the Golden Gate Bridge, Highway &Transportation District City Selection Committee.
I have a great appreciation for the continued work being done to keep traffic moving safely and efficiently along Highway 101, and Iwould like to be part of the process as we continue to look at various ways to increase optimization of bus routes, ferry routes, and passenger capacity.
As you know, Sonoma County has a strong interest in the Bridge and provided the first funding to build a bridge that has become recognized all over the world.
Sonoma County deserves and needs proactive representation. I will be a strong advocate for our county. It is imperative we continue to support our current commuter options.
Since 2020, I have been both Mayor and Councilmember on the Rohnert Park City Council. Prior to that, Iserved on the Rohnert Park Planning Commission for 10 years and have served as a Director for Sonoma County Transportation Authority for the past two years. I believe the combination of my experiences wil bring a unique perspective as member of l the Golden Gate Bridge, Highway Transportation District to the City Selection Committee.
Thank you for your consideration of my request for appointment to the Golden Gate Bridge, Highway &Transportation City Selection Committee. Please feel free to contact me should you have any questions at (707) 899-3087, or by email at . I appreciate your support.
rds,
iudice
Imember
Cc: City Council
City of Healdsburg
130AvramAvenue9 RohnertParkCA9 949280 (707)588-22260 Fax(707)794-9248 www.rpcity.org
Agenda Item #9.2:
City of Sonoma
Agenda Item Summary
Meeting: City Council - 03 Apr 2023
Department
Administration
Staff Contact
Mark Linder, Interim City Manager
Agenda Item Title
Consideration, Discussion, and Possible Action to Adopt a Resolution Authorizing the Interim City Manager to Execute a Letter of Engagement with Baker Tilly US, LLP in an Amount not to Exceed $50,000 to Provide Expert Finance Advisory Services Needed to Complete Prior Year Audits and Develop the City's FY2023-24 Budget
Summary
Since December 2, 2022, the Assistant City Manager/Administrative Services Director position has been vacant. This position serves as the Director of the Finance Department and, since February 2022, also performed the duties of Acting City Manager and Interim City Manager.
During this time, no additional staffing was allocated to the City's Finance Department.
On February 21, 2023, the Interim City Manager engaged outside professional service provider, Baker Tilly, to advise and assist the Finance Department staff with prioritization and completion of time-sensitive projects for an amount not to exceed $25,000. This engaged Baker Tilly Lead Consultant & Manager, Noemi Barter, to work with the City's Finance Department staff to advise and assist with a prior year audit project required for the Sonoma Valley Fire District's FY2021-22 Audit Report, update the FY2022-23 Master Fee Schedule, and complete bank reconciliations, budget adjustments and fund review for the City's FY2022-23 Mid-Year Budget Report. Ms. Barter is a CPA specializing in audits, reviews, compilations, accounting and bookkeeping services for local governments. The initial Scope of Work is nearing completion.
The City's FY2022-23 approved budget included $114,307 for Finance Division Professional Services, noted in account 100-41001-311-50311. The estimated balance for this account as of March 30, 2023 is $72,800 and is sufficient to cover the cost of the proposed Letter of Engagement.
Staff is requesting the City Council to adopt a resolution authorizing the Interim City Manager to execute an additional letter of engagement with Baker Tilly US, LLP in an amount not to exceed $50,000 to provide advisory and project management services to complete prior year audits (FY2019-20, 2020-21 and FY2022-22) and assist with development of the FY2023-24 budget.
Recommended Council Action
Adopt a Resolution Authorizing the Interim City Manager to Execute a Letter of Engagement with Baker Tilly US, LLP in an amount not to exceed $50,000 to provide expert finance advisory services needed to complete prior year audits and develop the FY2023-24 Budget.
Alternative Actions
Council discretion
Agenda Item #9.3:
Financial Impact
This one-time funding request for an amount not to exceed $50,000 for Professional Financial services is included in the FY2022-23 budget line item 100-41004-311-50311.
Environmental Review Status
Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Attachments
Baker Tilly Finance Contract Resolution
Baker Tilly Finance EngagementLetter_230330
Alignment with Council Goals:
INFRASTRUCTURE:
To provide reliable, safe and effective infrastructure (streets and roads, sidewalks, parking and pedestrian safety) throughout the City; maintain the high level of service and reliability of City facilities; monitor, mitigate and reduce community impacts related to development, infrastructure repair, community events or other outside agencies.
Compliance with Climate Action 2020 Target Goals:
CC:
n/a
Agenda Item #9.3:
City of Sonoma
RESOLUTION # ____ - 2023
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SONOMA AUTHORIZING THE
INTERIM CITY MANAGER TO EXECUTE A CONTRACT WITH BAKER TILLY US, LLC IN AN AMOUNT NOT TO EXCEED $50,000 TO PROVIDE EXPERT FINANCE ADVISORY SERVICES NEEDED TO COMPLETE PRIOR YEAR AUDITS AND DEVELOP THE CITY’S FY2023-24 BUDGET
WHEREAS, the City of Sonoma City Council approved funding in the FY2022-23 Finance Department budget for Professional Services; and
WHEREAS, the City of Sonoma Finance Department needs Department Director level assistance, on-site and remotely, due to the Administrative Services Director level vacancy; and WHEREAS, the City of Sonoma has received a proposal from Baker Tilly US, LLC for a Project Manager CPA, and Subject Matter Specialists to provide approximately 285 hours of Department Director level assistance at the rate of $175 per hour, for an amount not to exceed $50,000 through June 2023; and
WHEREAS, the City of Sonoma FY2022-23 Budget approved by City Council, included $114,307 for Finance Division Professional Services, Account Number 100-41001-311-50311, and there are currently sufficient funds in this account for the cost of the proposal; and WHEREAS, the City of Sonoma has responsibility to conduct annual audit reports in a timely fashion, as well as to meet legislative and policy requirements of the State and City; and WHEREAS, the City of Sonoma has responsibility to prepare monthly financial reports and develop its FY2023-24 Budget.
NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Sonoma authorizes the Interim City Manager to execute a letter of engagement with Baker-Tilly US, LLC to provide expert finance advisory services, in an amount not to exceed $50,000 through June 30, 2023 ADOPTED this 3rd day of April 2023 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
____________________________________
Sandra Lowe, Mayor
ATTEST:
___________________________________
Rebekah Barr, MMC, City Clerk
Agenda Item #9.3:
City of Sonoma, CA, March 30, 2023 Page 1 of 5
(MSAv20200918)
March 30, 2023
Mr. Mark Linder
Interim City Manager
City of Sonoma
No. 1 The Plaza
Sonoma CA 95476
RE: Engagement Letter Agreement Related to Services
This letter agreement (the “Engagement Letter”) is to confirm our understanding of the basis upon which Baker Tilly US, LLP (“Baker Tilly”) and its affiliates are being engaged by the City of Sonoma, California (the “Client”) to assist the Client with finance advisory services.
Scope, Objectives and Approach
It is anticipated that projects undertaken in accordance with this Engagement Letter will be at the request of the Client. The scope of services, additional terms and associated fee for individual engagements will be contained in a Scope Appendix or Appendices to this Engagement Letter.
Authorization to provide services will commence upon execution and return of this Engagement Letter and one or more Appendices.
Management's Responsibilities
It is understood that Baker Tilly will serve in an advisory capacity with the Client. The Client is responsible for management decisions and functions, and for designating an individual with suitable skill, knowledge or experience to oversee the services we provide. The Client is responsible for evaluating the adequacy and results of the services performed and accepting responsibility for such services. The Client is responsible for establishing and maintaining internal controls, including monitoring ongoing activities.
The procedures we perform in our engagement will be heavily influenced by the representations that we receive from Client personnel. Accordingly, false representations could cause material errors to go undetected. The Client, therefore, agrees that Baker Tilly will have no liability in connection with claims based upon our failure to detect material errors resulting from false representations made to us by any Client personnel and our failure to provide an acceptable level of service due to those false representations.
The ability to provide service according to timelines established and at fees indicated will rely in part on receiving timely responses from the Client. The Client will provide information and responses to deliverables within the timeframes established in a Scope Appendix unless subsequently agreed otherwise in writing.
The responsibility for auditing the records of the Client rests with the Client’s separately retained auditor and the work performed by Baker Tilly shall not include an audit or review of the records or the expression of an opinion on financial data.
Baker Tilly US, LLP
2570 W. El Camino Real Ste. 640
Mountain View, CA 94040
United States of America
T: +1(650-857-1655
bakertilly.com
Agenda Item #9.3:
City of Sonoma, CA, March 30, 2023 Page 2 of 5
(MSAv20200918)
Ownership of Intellectual Property
Unless otherwise stated in a specific Scope Appendix, subject to Baker Tilly’s rights in Baker Tilly’s Knowledge (as defined below), Client shall own all intellectual property rights in the deliverables developed under the applicable Scope Appendix or Appendices ("Deliverables"). Notwithstanding the foregoing, Baker Tilly will maintain all ownership right, title and interest to all Baker Tilly’s Knowledge.
For purposes of this Agreement “Baker Tilly’s Knowledge” means Baker Tilly’s proprietary programs, modules, products, inventions, designs, data, or other information, including all copyright, patent, trademark and other intellectual property rights related thereto, that are (1) owned or developed by Baker Tilly prior to the Effective Date of this Agreement or the applicable Scope Appendix or Appendices (“Baker Tilly’s Preexisting Knowledge”) (2) developed or obtained by Baker Tilly after the Effective Date, that are reusable from client to client and project to project, where Client has not paid for such development; and (3) extensions, enhancements, or modifications of Baker Tilly’s Preexisting Knowledge which do not include or incorporate Client’s confidential information. To the extent that any Baker Tilly Knowledge is incorporated into the Deliverables, Baker Tilly grants to Client a nonexclusive, paid up, perpetual royalty-free worldwide license to use such Baker Tilly Knowledge in connection with the Deliverables, and for no other purpose without the prior written consent of Baker Tilly. Additionally, Baker Tilly may maintain copies of its work papers for a period of time and for use in a manner sufficient to satisfy any applicable legal or regulatory requirements for records retention.
Timing and Fees
Specific services will commence upon execution and return of a Scope Appendix to this Engagement Letter and our professional fees will be based on the rates outlined in such Scope Appendix.
Unless otherwise stated, in addition to the fees described in a Scope Appendix the Client will pay all of Baker Tilly’s reasonable out-of-pocket expenses incurred in connection with the engagement. All out of pocket costs will be passed through at cost and will be in addition to the professional fee.
Dispute Resolution
Except for disputes related to confidentiality or intellectual property rights, all disputes and controversies between the parties hereto of every kind and nature arising out of or in connection with this Engagement Letter or the applicable Scope Appendix or Appendices as to the existence, construction, validity, interpretation or meaning, performance, nonperformance, enforcement, operation, breach, continuation, or termination of this Agreement or the applicable Scope Appendix or Appendices as shall be resolved as set forth in this section using the following procedure: In the unlikely event that differences concerning the services or fees provided by Baker Tilly should arise that are not resolved by mutual agreement, both parties agree to attempt in good faith to settle the dispute by engaging in mediation administered by the American Arbitration Association under its mediation rules for professional accounting and related services disputes before resorting to litigation or any other dispute resolution procedure. Each party shall bear their own expenses from mediation and the fees and expenses of the mediator shall be shared equally by the parties. If the dispute is not resolved by mediation, then the parties agree to expressly waive trial by jury in any judicial proceeding involving directly or indirectly, any matter (whether sounding in tort, contract, or otherwise) in any way arising out of, related to, or connected with this Agreement or the applicable Scope Appendix or Appendices as or the relationship of the parties established hereunder.
Because a breach of any the provisions of this Engagement Letter or the applicable Scope Appendix or Appendices as concerning confidentiality or intellectual property rights will irreparably harm the nonbreaching party, Client and Baker Tilly agree that if a party breaches any of its obligations thereunder, the non-breaching party shall, without limiting its other rights or remedies, be entitled to seek equitable relief (including, but not limited to, injunctive relief) to enforce its rights thereunder, including without limitation protection of its proprietary rights. The parties agree that the parties need not invoke the mediation procedures set forth in this section in order to seek injunctive or declaratory relief.
Agenda Item #9.3:
City of Sonoma, CA, March 30, 2023 Page 3 of 5
(MSAv20200918)
Limitation on Damages
To the extent allowed under applicable law, the aggregate liability (including attorney’s fees and all other costs) of either party and its present or former partners, principals, agents or employees to the other party related to the services performed under an applicable Scope Appendix or Appendices shall not exceed the fees paid to Baker Tilly under the applicable Scope Appendix or Appendices to which the claim relates, except to the extent finally determined to have resulted from the gross negligence, willful misconduct or fraudulent behavior of the at-fault party. Additionally, in no event shall either party be liable for any lost profits, lost business opportunity, lost data, consequential, special, incidental, exemplary or punitive damages, delays or interruptions arising out of or related to this Engagement Letter or the applicable Scope Appendix or Appendices as even if the other party has been advised of the possibility of such damages.
Each party recognizes and agrees that the warranty disclaimers and liability and remedy limitations in this Engagement Letter are material bargained for bases of this Engagement Letter and that they have been taken into account and reflected in determining the consideration to be given by each party under this Engagement Letter and in the decision by each party to enter into this Engagement Letter.
The terms of this section shall apply regardless of the nature of any claim asserted (including, but not limited to, contract, tort or any form of negligence, whether of you, Baker Tilly or others), but these terms shall not apply to the extent finally determined to be contrary to the applicable law or regulation.
These terms shall also continue to apply after any termination of this Engagement Letter.
You accept and acknowledge that any legal proceedings arising from or in conjunction with the services provided under this Engagement Letter must be commenced within twelve (12) months after the performance of the services for which the action is brought, without consideration as to the time of discovery of any claim.
Other Matters
In the event Baker Tilly is requested by the Client; or required by government regulation, subpoena, or other legal process to produce our engagement working papers or its personnel as witnesses with respect to its Services rendered for the Client, so long as Baker Tilly is not a party to the proceeding in which the information is sought, Client will reimburse Baker Tilly for its professional time and expenses, as well as the fees and legal expenses incurred in responding to such a request.
Neither this Engagement Letter, any claim, nor any rights or licenses granted hereunder may be assigned, delegated, or subcontracted by either party without the ‘written consent of the other party.
Either party may assign and transfer this Engagement Letter to any successor that acquires all or substantially all of the business or assets of such party by way of merger, consolidation, other business reorganization, or the sale of interest or assets, provided that the party notifies the other party in writing of such assignment and the successor agrees in writing to be bound by the terms and conditions of this Engagement Letter.
In the event that any provision of this Engagement Letter or statement of work contained in a Scope Appendix hereto is held by a court of competent jurisdiction to be unenforceable because it is invalid or in conflict with any law of any relevant jurisdiction, the validity of the remaining provisions shall not be affected, and the rights and obligations of the parties shall be construed and enforced as if the Engagement Letter or statement of work did not contain the particular provisions held to be unenforceable. The unenforceable provisions shall be replaced by mutually acceptable provisions which, being valid, legal and enforceable, come closest to the intention of the parties underlying the invalid or unenforceable provision. If the Services should become subject to the independence rules of the U.S. Securities and Exchange Commission with respect to Client, such that any provision of this Engagement Letter would impair Baker Tilly’s independence under its rules, such provision(s) shall be of no effect.
Agenda Item #9.3:
City of Sonoma, CA, March 30, 2023 Page 4 of 5
(MSAv20200918)
Termination
Both the Client and Baker Tilly have the right to terminate this Engagement Letter or any work being done under an individual Scope Appendix at any time after reasonable advance written notice. On termination, all fees and charges incurred prior to termination shall be paid promptly. Unless otherwise agreed to by the Client and Baker Tilly, the scope of services provided in a Scope Appendix will terminate 60 days after completion of the services in such Appendix.
Important Disclosures
Incorporated as Attachment A and part of this Engagement Letter are important disclosures. These include disclosures that apply generally and those that are applicable in the event Baker Tilly is engaged to provide municipal advisory services.
This Engagement Letter, including the attached Disclosures as updated from time to time, comprises the complete and exclusive statement of the agreement between the parties, superseding all proposals, oral or written, and all other communications between the parties. Both parties acknowledge that work performed pursuant to the Engagement Letter will be done through Scope Appendices executed and made a part of this document.
Any rights and duties of the parties that by their nature extend beyond the expiration or termination of this Engagement Letter shall survive the expiration or termination of this Engagement Letter or any statement of work contained in a Scope Appendix hereto.
If this Engagement Letter is acceptable, please sign below and return one copy to us for our files.
Sincerely,
Carol Jacobs, Managing Director
[email protected]
(714) 287-1547
Signature Section:
The terms as set forth in this Engagement Letter are agreed to on behalf of the Client by:
Name: _______________________________
Title: _______________________________
Date: _______________________________
Agenda Item #9.3:
City of Sonoma, CA, March 30, 2023 (Attachment A) Page 5 of 5 (MSAAppAV20200825)
Attachment A
Important Disclosures
Non-Exclusive Services
Client acknowledges and agrees that Baker Tilly, including but not limited to Baker Tilly US, LLP, Baker Tilly Municipal Advisors, LLC, Baker Tilly Capital, LLC, and Baker Tilly Investment Services, LLC, is free to render municipal advisory and other services to the Client or others and that Baker Tilly does not make its services available exclusively to the Client.
Affiliated Entities
Baker Tilly US, LLP is an independent member of Baker Tilly International. Baker Tilly International Limited is an English company. Baker Tilly International provides no professional services to clients. Each member firm is a separate and independent legal entity and each describes itself as such. Baker Tilly US, LLP is not Baker Tilly International’s agent and does not have the authority to bind Baker Tilly International or act on Baker Tilly International’s behalf. None of Baker Tilly International, Baker Tilly US, LLP, nor any of the other member firms of Baker Tilly International has any liability for each other’s acts or omissions.
The name Baker Tilly and its associated logo is used under license from Baker Tilly International Limited.
Baker Tilly Investment Services, LLC (“BTIS”), a U.S. Securities and Exchange Commission (“SEC”) registered investment adviser, may provide services to the Client in connection with the investment of proceeds from an issuance of securities. In such instances, services will be provided under a separate engagement, for an additional fee. Notwithstanding the foregoing, Baker Tilly may act as solicitor for and recommend the use of BTIS, but the Client shall be under no obligation to retain BTIS or to otherwise utilize BTIS relative to Client’s investments. The fees paid with respect to investment services are typically based in part on the size of the issuance proceeds and Baker Tilly may have incentive to recommend larger financings than would be in the Client’s best interest. Baker Tilly will manage and mitigate this potential conflict of interest by this disclosure of the affiliated entity’s relationship, a Solicitation Disclosure Statement when Client retains BTIS’s services and adherence to Baker Tilly’s fiduciary duty and/or fair dealing obligations to the Client.
Baker Tilly Capital, LLC (“BTC”) Baker Tilly Capital, LLC (“BTC”) is a limited service broker-dealer specializing in merger and acquisition, capital sourcing, project finance and corporate finance advisory services. BTC does not participate in any municipal offerings advised on by its affiliate Baker Tilly Municipal Advisors. Any services provided to Client by BTC would be done so under a separate engagement for an additional fee.
Baker Tilly Municipal Advisors (“BTMA”) is registered as a “municipal advisor” pursuant to Section 15B of the Securities Exchange Act and rules and regulations adopted by the SEC and the Municipal Securities Rulemaking Board (“MSRB”). As such, BTMA may provide certain specific municipal advisory services to the Client. BTMA is neither a placement agent to the Client nor a broker/dealer. The offer and sale of any Bonds is made by the Client, in the sole discretion of the Client, and under its control and supervision.
The Client acknowledges that BTMA does not undertake to sell or attempt to sell bonds or other debt obligations and will not take part in the sale thereof.
Baker Tilly, may provide services to the Client in connection with human resources consulting, including, but not limited to, executive recruitment, talent management and community survey services. In such instances, services will be provided under a separate scope of work for an additional fee. Certain executives of the Client may have been hired after the services of Baker Tilly were utilized and may make decisions about whether to engage other services of Baker Tilly or its subsidiaries. Notwithstanding the foregoing, Baker Tilly may recommend the use of Baker Tilly or a subsidiary, but the Client shall be under no obligation to retain Baker Tilly or a subsidiary or to otherwise utilize either relative to the Client’s activities.
Agenda Item #9.3:
The City of La Verne
November 17, 2022
1 March 15, 2023
Mr. Mark Linder
Interim City Manager
City of Sonoma
No. 1 The Plaza
Sonoma CA 95476
Delivered electronically
Dear Mr. Linder,
Thank you for the opportunity to submit a proposal to provide the City of Sonoma with expert finance advisory services. We understand that the City has several specific finance-related needs for which guidance and assistance are required. Consequently, City leaders are interested in engaging a professional consulting firm to provide expert advice on finance practices and tasks. We have assisted other cities with similar engagements, and we are well-positioned to provide such support.
On October 1, Management Partners combined with Baker Tilly US, LLP. Longtime, valued clients such as the City of Sonoma can expect the same in-depth knowledge of local government, team members, and approach as has been provided by Management Partners’ professionals for nearly 30 years. We have provided additional details on the firm later in this proposal.
About Baker Tilly
Celebrating more than 90 years serving our valued clients As a future-looking firm, we celebrate more than 90 years in the marketplace by honoring our roots and continuing to shape our future. We embrace the fact that local governments can’t stand still — and we won’t stand still. As we help our clients identify new needs and opportunities, we innovate and change to work better.
Our roots took hold in 1931 in Waterloo, Wisconsin, where we began as a public accounting firm specializing in canning factory audits. Since that time, we have grown with more than 40 different business combinations, each with its own rich history, expanding our presence coast to coast and globally and expanding our scope across industries, services and areas of expertise. One thing has not changed over time: our shared passion for enhancing the services our clients deliver.
Delivering specialized expertise to our public sector clients Unlike many of our contemporaries, Baker Tilly is organized by industry, not service line. What does this mean for the City of Sonoma? It means you will be served by a carefully selected team that blends our government-focused professionals with experienced specialists in staffing and organizational analysis as well as law enforcement. City of Sonoma will be working with knowledgeable professionals who understand the specific challenges you face — and who will provide innovative solutions to help you overcome them.
2570 W El Camino Real
Suite 640
Mountain View, CA 94040
+1 (650) 857 1655
bakertilly.com
APPENDIX
Agenda Item #9.3:
City of Sonoma
March 15, 2023
2 Meeting your needs with our resources
We dedicate ourselves to delivering efficiency, quality, creativity, innovation and forward-thinking solutions. We are passionate about enhancing and protecting our clients' value, which is a collective effort by everyone across our firm. Sonoma will receive an exceptional experience for your management team, governance team, internal process owners and ultimately those you serve. Below are some key facts about our firm.
Delivering specialized expertise to our public-sector
clients
Sonoma will be served by our highly qualified team that blends our government-focused professionals with experienced specialists.
Sonoma will be working with knowledgeable professionals who understand the specific challenges you face and who will provide innovative solutions to help you overcome them.
State and local government is a complex, unique environment shaped by fiscal, regulatory and operational considerations not found in other industries. We recognize this complexity, and we are eager to serve as a truly valued advisor to the public sector.
Nationwide, our state and local government practice serves more than 4,200 state and local governmental entities, including municipalities, counties, public utilities and transit.
Agenda Item #9.3:
City of Sonoma
March 15, 2023
3 Celebrating our recent combination with Management Partners In October 2022, Management Partners combined with Baker Tilly US, LLP (Baker Tilly) to create a premier public sector consulting practice. The fast pace of change in local government – from towns to cities to counties – is not slowing down. To continue serving and improving communities, local leaders need trusted consultants to help navigate change. This combination adds a unique and significant layer of experience to Baker Tilly’s robust public sector practice. Our project team members are former local government leaders and managers stemming from all operational facets. They have nearly three decades of fieldtested techniques and proven methodologies.
Our combined services include:
• Executive Recruitment
• Executive Coaching
• Executive Performance Assessment
• Organization Assessments
• Organization Development
• Performance Management
• Process Improvement
• Strategic and Business Planning
• Service Sharing and Service Consolidation
• Management Services
• Financial Planning, Budgeting and Analysis
Proposed plan of work
Activity 1 – Start engagement
Baker Tilly will begin the project with a learning phase that will help us understand the challenges the Finance Department is currently experiencing, which will form the foundation of the relationship between Baker Tilly and the City of Sonoma. Our team will conduct a kickoff meeting with you, the assigned project manager, and other key staff members. During this initial meeting, we will confirm expectations regarding the scope of services. We will also fine-tune the scope to assure that it is aligned precisely to meet your objectives. We expect the meeting and associated work will take place virtually.
Activity 2 – Gather information
Next, we will gather information required for us to perform our services as identified below.
Activity 3 – Provide professional advice
The City of Sonoma is interested in Baker Tilly’s assistance with the following projects. The work will be prioritized in consultation with the Interim City Manager to fit within the budget capacity of the contract. • Advise and assist with prior year audits: The City is behind on completing their annual audits for the last three years. Baker Tilly staff will identify tasks needed to complete this work and provide recommendations to the Deputy Finance Director to get it accomplished. • Provide advisory assistance in the development of the budget: The development of the annual budget process is apparently behind schedule. Baker Tilly will review the budget and provide recommendations in support of bringing it to completion. • Provide advisory assistance in updating the cemetery fund: We understand that the City needs to update the cemetery fund and reconcile its fund balance. Baker Tilly will identify tasks Agenda Item #9.3:
City of Sonoma
March 15, 2023
2 needed to complete this work and provide recommendations to the Deputy Finance Director to complete this work.
• Provide advisory assistance in fund consolidation: The City has an interest in consolidating several funds. Baker Tilly will provide advice and recommendations on the most efficient way to accomplish this objective.
Most of our work will be conducted remotely. Should you need on-site assistance that will be arranged between the City and engagement manager. Baker Tilly will provide you with periodic project status memoranda throughout the engagement.
Aligning key engagement team members with your goals
The team of professionals detailed below bring a collaborative focus supported by the breadth and depth of our firm’s national resources. We believe in strong personal relationships, and this means a personal interest in the City of Sonoma from some of our most experienced team members. Engagement team members are introduced below.
ENGAGEMENT TEAM FOR CITY OF SONOMA
Carol Jacobs — Managing Director
Project role: Engagement manager
• Carol has held a wide range of roles across local government and consulting, including multiple stints as a city manager, and served most recently as assistant city manager of the City of Newport Beach, California.
• In that role she had responsibility for functions as varied as fire, library, harbor, information technology, utilities and homelessness, with service as interim finance director and harbormaster.
• She also served as city manager for the Southern California cities of Eastvale and Stanton; as interim city manager for the City of Grand Terrace, California; and a series of roles with increasing responsibility for the City of Costa Mesa, California.
• Carol’s consulting experience includes managing a financial solutions practice area that served local governments, with responsibility for managing client needs, preparing financial studies, and conducting management and organizational reviews.
Noemi Barter — Manager
Project role: Lead consultant
• Noemi specializes in audits, reviews, compilations, accounting and bookkeeping services for governments.
• She has more than 13 years of experience in government audits throughout several different industries.
• Her specific experience includes audits for cities, towns, community colleges, school districts and non-profits, as well as compliance requirements for the USFR, legal compliance questionnaire and single audits.
• Noemi joined Baker Tilly in 2022.
Agenda Item #9.3:
City of Sonoma
March 15, 2023
3 ENGAGEMENT TEAM FOR CITY OF SONOMA
• She is a member of the Arizona Association of School Business Officials and the American Institute of Certified Public Accountants.
Steve Montano — Special advisor
Project role: Subject-matter specialist
• Steve is a public finance professional with over 25 years of experience and has held a wide range of roles in local government including budget development and administration, long-term strategic business and financial planning, and the analysis of operational areas to improve organizational effectiveness.
• After serving in the United States Marine Corps, Steve worked for the U.S. Office of Management and Budget, the City of Palo Alto, the City of San Juan Capistrano, and served most recently as the Deputy Finance Director for the City Newport Beach.
• In that role he had the responsibility of coordinating the development and preparation of the City’s annual long-range fiscal forecast, performing financial planning and analysis associated with capital replacement plans, and developing strategies to achieve City goals in a fiscally responsible manner.
Independent contractors
• All work performed on behalf of the City of Sonoma will be provided by Baker Tilly as a firm. At all times, Baker Tilly shall have the right to assign and substitute team members with equivalent skills and abilities, at its sole discretion and without prior approval of the City. • Our consultants are part of our overall team and are available for assignments on other engagements, consistent with our responsibility to the City of Sonoma, at the discretion of Baker Tilly.
Baker Tilly and our consultants will determine the method and manner of carrying out the work and achieving the desired result. We will also determine the schedule of our consultants, including onsite or off-site hours.
• Matters pertaining to personnel, such as discipline, hiring or evaluations, are not part of the scope of work, nor are execution of contracts or other written documents obligating the City. All such matters will be the responsibility of the City of Sonoma.
• Baker Tilly shall not execute contracts or other written documents on behalf of the City, nor shall our associates obligate the City through written or oral instructions or other means to enter into any contract, expend City funds, or take any specific actions. At all times, City staff shall be responsible for determining the appropriateness and legality of any contracts executed for services desired by the City, and City staff shall be responsible for execution of such contracts. • Baker Tilly provides all insurance (including workers’ compensation, liability and professional errors and omissions), training and administrative support (including equipment such as phones and computers) on behalf of its consultants, as necessary during the assignment. • Our consultants will use their Baker Tilly business cards and email addresses and will, at all times, be consultants with our firm and identify themselves as consultants with our firm. The City will not assign any City position titles to Baker Tilly’s consultants and will not refer to Baker Tilly’s consultants by any City position titles, including interim titles. Our consultants will only use City information systems and Agenda Item #9.3:
City of Sonoma
March 15, 2023
4 equipment if required to access data and information essential for our consulting engagement. Such instances will be authorized by Baker Tilly.
• The City may provide conference room or office space if needed when our consultants are onsite.
Professional fees
Baker Tilly proposes an initial not-to-exceed contract in the amount of $50,000. During this engagement, the actual consultant hours worked by our team members will be paid by the City of Sonoma at our regular hourly rate of $175. We will also charge reasonable travel expenses.
Conclusion
The City of Sonoma is a valued client of Baker Tilly and we are pleased for the opportunity to make tangible contributions to your success. Our team is excited to work with you, and we look forward to discussing your questions and feedback. If you have any questions about this proposal, please do not hesitate to contact me.
Sincerely,
Carol Jacobs, Managing Director
Baker Tilly US, LLP
+1 (714) 287-1547 | [email protected]
The information provided here is of a general nature and is not intended to address the specific circumstances of any individual or entity. In specific circumstances, the services of a professional should be sought. © 2022 Baker Tilly US, LLP.
Baker Tilly US, LLP, trading as Baker Tilly, is an independent member of Baker Tilly International. Baker Tilly International Limited is an English company. Baker Tilly International provides no professional services to clients. Each member firm is a separate and independent legal entity, and each describes itself as such. Baker Tilly US, LLP is not Baker Tilly International’s agent and does not have the authority to bind Baker Tilly International or act on Baker Tilly International’s behalf. None of Baker Tilly International, Baker Tilly US, LLP nor any of the other member firms of Baker Tilly International has any liability for each other’s acts or omissions. The name Baker Tilly and its associated logo is used under license from Baker Tilly International Limited.
Agenda Item #9.3: