LAFCO
City of Rocklin Municipal Service Review & Sphere of Influence Study
Read the report at Local Agency Formation Commissions ↗
Prepared For
Placer Local Agency
Formation Commission
City of Rocklin
Municipal Services Review &
Sphere of Influence Study
Final
April 9, 2025
City of Rocklin MSR/SOI Study – Final
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City of Rocklin MSR/SOI Study – Final
Final
Municipal Service Review & Sphere of Influence
Study
City of Rocklin
April 9, 2025
Prepared for: Consultant:
P.O. Box 850
110 Maple Street
Folsom, CA 95673
Auburn, CA 95603
www.southforkconsulting.com
https://www.placer.ca.gov/2704/
Local-Agency-Formation-Commission-
LAFCO
City of Rocklin MSR/SOI Study – Final
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City of Rocklin MSR/SOI Study – Final
Table of Contents
Chapter 1. Executive Summary ................................................................................................ 16
1.3 Summary of the City ................................................................................................................... 16
1.4 Summary of MSR Determinations .............................................................................................. 18
1.5 SOI Determinations ..................................................................................................................... 24
Chapter 2. Resolution ............................................................................................................... 28
Chapter 3. Introduction ............................................................................................................ 32
3.1 Role and Responsibility of LAFCO ............................................................................................... 32
3.2 About Placer LAFCO .................................................................................................................... 32
3.3 About Placer County ................................................................................................................... 34
3.4 About the City of Rocklin ............................................................................................................ 35
3.5 Purpose of the Municipal Service Review ................................................................................... 38
3.6 Methodology ............................................................................................................................... 40
3.7 California Environmental Quality Act .......................................................................................... 41
3.8 Sphere of Influence ..................................................................................................................... 41
3.9 Public Participation ..................................................................................................................... 41
Chapter 4. Governance and Accountability ............................................................................ 44
4.1 Government Structure ................................................................................................................ 44
4.2 City Council ................................................................................................................................. 44
4.3 Accountability and Transparency ................................................................................................ 48
4.4 Management Efficiencies ............................................................................................................ 53
4.5 Awards to the City ....................................................................................................................... 61
Chapter 5. Growth and Population .......................................................................................... 62
5.1 Historic Population ...................................................................................................................... 62
5.2 Existing Population ...................................................................................................................... 62
5.3 Projected Population Growth ..................................................................................................... 63
5.4 Land-Use and Development ........................................................................................................ 64
5.5 Agriculture and Open Space ....................................................................................................... 73
5.6 Jobs/Housing Balance ................................................................................................................. 76
5.7 Planning Documents ................................................................................................................... 76
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5.8 Potential Future Development ................................................................................................... 78
Chapter 6. Disadvantaged Unincorporated Communities ...................................................... 80
6.1 Disadvantaged Unincorporated Communities within the City’s SOI .......................................... 80
Chapter 7. Present and Planned Capacity of Public Facilities and Services ........................... 82
7.1 Law Enforcement ........................................................................................................................ 83
7.2 Fire and Emergency Services .................................................................................................... 108
7.3 Parks and Recreation ................................................................................................................ 111
7.4 Stormwater, Drainage, and Road Maintenance ....................................................................... 137
Chapter 8. Financial Ability to Provide Services .................................................................... 165
8.1 Financial Policies and Transparency ......................................................................................... 165
8.2 City Revenues and Expenditures ............................................................................................... 171
8.3 Governmental Funds ................................................................................................................. 178
8.4 City Assets and Liabilities .......................................................................................................... 192
8.5 Net Position ............................................................................................................................... 203
8.6 Asset Management and Replacement ...................................................................................... 207
8.7 Financial Summary .................................................................................................................... 211
Chapter 9. Status and Opportunities for Shared Facilities ................................................... 217
9.1 Overall ....................................................................................................................................... 217
9.2 Police Department .................................................................................................................... 218
9.3 Parks and Recreation Department ............................................................................................ 219
9.4 Public Works Department ......................................................................................................... 220
Chapter 10. Municipal Service Review Determinations ...................................................... 221
Chapter 11. Sphere of Influence ........................................................................................... 235
11.3 Sphere of Influence Introduction .............................................................................................. 235
11.4 Existing Sphere of Influence ...................................................................................................... 236
11.5 Future SOI Expansion Considerations ....................................................................................... 242
11.6 Boundary Discussion ................................................................................................................. 243
11.7 Determinations ......................................................................................................................... 245
Chapter 12. Comments Received ......................................................................................... 248
12.3 LAFCO Commission Hearing Comments ................................................................................... 248
12.4 Comment Letters and Responses ............................................................................................. 249
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Chapter 13. References ........................................................................................................ 253
Acknowledgements .................................................................................................................... 265
Appendices
Appendix A: Placer County Demographic and Socio-Economic Data (2010-2023) ................................ A-1
Appendix B: City of Rocklin Demographic and Socio-Economic Data (2022) .......................................... B-1
Appendix C: Projected Population by City Projects ................................................................................. C-1
Appendix D: CAD-to-CAD System Information ........................................................................................ D-1
Appendix E: Rocklin PD Military Equipment Inventory ........................................................................... E-1
Appendix F: Rocklin PD Vehicles Inventory .............................................................................................. F-1
Appendix G: Park and Facility Inventory Matrix (Exhibit 3.4-3) ............................................................. G-1
Appendix H: Recommended Projects List ............................................................................................... H-1
Appendix I: Municipal Finance Quick Reference Guide ............................................................................ I-1
Appendix J: City Revenues and Expenditures .......................................................................................... J-1
Appendix K: California State Auditor – Process and Methodology ......................................................... K-1
Table of Tables
Table 3-1: Placer LAFCO Commissioners (2024) ......................................................................................... 33
Table 3-2: Rocklin City Boundary Annexations ........................................................................................... 37
Table 3-3: City of Rocklin Municipal Services and Providers ...................................................................... 39
Table 4-1: Rocklin City Council .................................................................................................................... 44
Table 4-2: Vision Statement and Vision Principles for the City of Rocklin .................................................. 55
Table 4-3: Staffing by Department ............................................................................................................. 58
Table 4-4: Base Pay, Overtime Pay, and Benefits by Department (2022) ................................................. 59
Table 5-1: City of Rocklin Existing Population (2023) ................................................................................. 62
Table 5-2: City of Rocklin Population Projection Scenarios, General Plan Land Use Element, 2012.......... 63
Table 5-3: City of Rocklin Projected Population (2020 – 2030) .................................................................. 64
Table 5-4: City of Rocklin Population Projection Scenarios, General Plan Land Use Element, 2012.......... 65
Table 5-5: Principal Employers 2023, City of Rocklin .................................................................................. 68
Table 5-6: Acreage by Category Type within the City Boundary ................................................................ 75
Table 7-1: City of Rocklin Public Services and Providers ............................................................................. 82
Table 7-2: 2022 Crime Statistics by Violent Crime and Property Crime .................................................... 85
Table 7-3: Formal Complaints by Year, 2018-2022 .................................................................................... 87
Table 7-4: Outcome* of Complaints by Year ............................................................................................. 88
Table 7-5: Use of Force Incidents, 2018 - 2022........................................................................................... 89
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Table 7-6: Staffing by FTE from FY 2020/2021 through FY 2023/2024 ...................................................... 99
Table 7-7: Percent Change Pre-COVID to Two Years Post-COVID Pandemic ............................................ 101
Table 7-8: Department Budget FY 2020/2021 through FY 2023/2024 ..................................................... 105
Table 7-9: Department Budget FY 2020/2021 through FY 2023/2024 ..................................................... 110
Table 7-10: Number of City Parks by Type with Common Amenities and as a Percent of Type Total ..... 119
Table 7-11: City Special Use Facility by Location, Size, and Description ................................................... 122
Table 7-12: NRPA Metrics for Agencies with 50,000 to 99,999 Population Range (2023) ....................... 124
Table 7-13: Programs for Children, Seniors, and People with Disabilities by Percent of Agencies with 50,000
to 99,999 Population ................................................................................................................................ 126
Table 7-14: Department Budget FY 2020/2021 through FY 2023/2024 ................................................... 130
Table 7-15: Department Budget FY 2020/2021 through FY 2023/2024 ................................................... 139
Table 7-16: City Department Stormwater Section Responsibility ........................................................... 141
Table 7-17: Stormwater Infrastructure Owned by Rocklin Compared to Total Infrastructure ................ 152
Table 8-1: City Annual Budgets Revenues and Expenditures by Department, FY 2022/2023 and FY
2023/2024 ................................................................................................................................................. 173
Table 8-2: Interfund Transfers as of June 30, 2022 .................................................................................. 180
Table 8-3: General Fund 5-Year Forecast .................................................................................................. 187
Table 8-4: General Fund Revenues and Expenditures (FY 2023/2024 Budget) ........................................ 188
Table 8-5: Loans Outstanding as of June 30, 2022 ................................................................................... 194
Table 8-6: CalPERS Plans and Unfunded Accrued Liability, June 30, 2022 ............................................... 200
Table 8-7: 2024-2028 CIP Summary .......................................................................................................... 209
Table 8-8: Fleet Replacement and New Equipment FY 2023/2024 .......................................................... 210
Table 10-1: Summary of MSR Determinations for the City of Rocklin ...................................................... 221
Table 11-1: Annexations to the City SOI ................................................................................................... 236
Table 11-2: Land Use Designations for Existing SOI .................................................................................. 236
Table 11-3: Farmland Mapping Designations and Acreages (2018) ......................................................... 241
Table 11-4: Overlapping TRAs by Service .................................................................................................. 244
Table 12-1: Comments/Edits Table for Commission Hearing on January 15, 2025 .................................. 248
Table of Figures
Figure 1-1: City of Rocklin Boundary and Sphere of Influence ................................................................... 17
Figure 3-1: Placer County, Incorporated Cities, and Community Plan Areas ............................................. 34
Figure 3-2: City Boundary and Sphere of Influence .................................................................................... 36
Figure 4-1: Strategic Plan “5 Pillars” .......................................................................................................... 47
Figure 4-2: City of Rocklin Organizational Chart (FY 2022/2023) .............................................................. 54
Figure 4-3: Top 50 Paid Staff (2022) ........................................................................................................... 58
Figure 5-1: City of Rocklin Land Use Map ................................................................................................... 66
Figure 5-2: City of Rocklin Community Planning Areas ............................................................................... 71
Figure 5-3: City of Rocklin Important Farmland .......................................................................................... 74
Figure 6-1: City of Rocklin Census Tracts and Median Household Income (2022) ..................................... 81
Figure 7-1: Police Department Organizational Chart .................................................................................. 83
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Figure 7-2: City of Rocklin Population and Crime Rate, 2022 .................................................................... 86
Figure 7-3: Rocklin Beat Map ...................................................................................................................... 90
Figure 7-4: Operating Indicators for the Patrol Unit (2012-2022) .............................................................. 91
Figure 7-5: Injury and Non-Injury Collisions (2015-2022) ........................................................................... 94
Figure 7-6: Cases Investigated, 2015-2020 ................................................................................................. 95
Figure 7-7: Dispatch Calls by Call Type (2012-2022) ................................................................................... 97
Figure 7-8: Calls for Service and Officer Initiated Activity (2018-2022) .................................................... 101
Figure 7-9: Officer Yearly Average Response Times by Priority, 2018-2023* .......................................... 102
Figure 7-10: Police Station Images ............................................................................................................ 104
Figure 7-11: Police Department Funding Sources FY 2020/2021 through FY 2023/2024 ........................ 105
Figure 7-12: Fire Department Organizational Chart ................................................................................ 109
Figure 7-13: Fire Department Funding Sources FY 2020/2021 through FY 2023/2024 ............................ 110
Figure 7-14: Existing City Parks, Bikeways, Trails, and Land Use Designated Recreation-Conservation .. 113
Figure 7-15: Park Distribution throughout the City of Rocklin ................................................................. 116
Figure 7-16: Representative Photographs of Existing Parks in the City of Rocklin ................................... 117
Figure 7-17: Percentage of Neighborhood Parks with Common Amenity Compared to Total Neighborhood
Parks .......................................................................................................................................................... 120
Figure 7-18: Percentage of Community Parks with Common Amenity Compared to Total Community Parks
.................................................................................................................................................................. 120
Figure 7-19: Existing Trails and Bikeways ................................................................................................. 122
Figure 7-20: Parks and Recreation Department Funding Sources FY 2020/2021 through FY 2023/2024 131
Figure 7-21: Public Works Organizational Chart ...................................................................................... 138
Figure 7-22: Public Works Department Funding Sources FY 2020/2021 through FY 2023/2024 ............. 140
Figure 7-23: City of Rocklin Watersheds ................................................................................................... 142
Figure 7-24: City of Rocklin Major Stream Systems .................................................................................. 144
Figure 7-25: City of Rocklin Primary Urban Sources of High Priority POCs .............................................. 146
Figure 7-26: City of Rocklin Flood Hazard Zones ...................................................................................... 149
Figure 7-27: Stormwater Infrastructure and Drainage System ................................................................ 152
Figure 7-28: City of Rocklin Existing and Future Roadways by Type, 2012 .............................................. 158
Figure 7-29: 2012 Circulation Element Bikeway Diagram ........................................................................ 159
Figure 7-30: Existing Bikeways and Trails ................................................................................................ 160
Figure 7-31: City of Rocklin Existing Public Transit, 2024 ........................................................................ 162
Figure 8-1: City of Rocklin Annual Budget Process ................................................................................... 169
Figure 8-2: Employee Wages and Compensation by Department, 2022 .................................................. 170
Figure 8-3: Total Governmental Funds Revenues and Expenditures for FY 2017/2018 through FY
2021/2022 ................................................................................................................................................. 172
Figure 8-4: Expenditures for FY 2022/2023 and FY 2023/2024 with Percent Change for Major City
Departments ............................................................................................................................................. 173
Figure 8-5: Revenues Over/Under Expenditures for FY 2019/2020 – FY 2021/2022 & Budgeted Revenues
Over/Under Expenditures for FY 2022/2023 – FY 2023/2024 .................................................................. 177
Figure 8-6: Total Governmental Funds for Major Funds and Non-Major Funds from FY 2020/2021 to FY
2023/2024 (Except Internal Service Funds) .............................................................................................. 180
Figure 8-7: Historic Property Tax Revenues (FY 2009/2010 – FY 2023/2024) .......................................... 182
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Figure 8-8: Historic Sales Tax Revenues (FY 2009/2010 – FY 2023/2024) ................................................ 183
Figure 8-9: General Fund Revenues and Expenditures (FY 2017/2018 – FY 2021/2022) ......................... 185
Figure 8-10: General Fund Revenues Over/(Under) Expenditures (FY 2017/2018 – FY 2021/2022) ....... 186
Figure 8-11: General Fund Balance for Last 10 Fiscal Years ..................................................................... 187
Figure 8-12: General Fund Expenditures FY 2023/2024 Budget ............................................................... 190
Figure 8-13: General Fund Total Revenues, Expenditures, and Ending Fund Balance (FY 2020/2021 through
FY 2023/2024) ........................................................................................................................................... 190
Figure 8-14: Internal Service Fund Total Revenues, Expenditures, and Ending Fund Balance (FY 2020/2021
through FY 2023/2024) ............................................................................................................................. 192
Figure 8-15: Government-Wide City Assets as of June 30, 2022 .............................................................. 193
Figure 8-16: Total Governmental Funds Assets as of June 30, 2022 ........................................................ 194
Figure 8-17: Government-Wide City Liabilities as of June 30, 2022 ......................................................... 196
Figure 8-18: Total Governmental Funds Liabilities as of June 30, 2022 ................................................... 197
Figure 8-19: Insurance Coverage and Providers, June 30, 2022 ............................................................... 199
Figure 8-20: Anticipated Employer Contribution Rates (FY 2022/2023 through FY 2027/2028) ............. 201
Figure 8-21: City Employer Contribution Amounts for UAL Payment Plans from FY 2022/2023 through FY
2025/2026 ................................................................................................................................................. 202
Figure 8-22: Government-Wide Net Position as of June 30, 2022 ........................................................... 204
Figure 8-23: Total Governmental Funds Net Position as of June 30, 2022 ............................................... 205
Figure 8-24: California Auditor City of Rocklin Fiscal Health .................................................................... 213
Figure 11-1: City of Rocklin Boundary and Sphere of Influence ............................................................... 237
Figure 11-2: City of Rocklin SOI Land Uses ................................................................................................ 238
Figure 11-3: Farmland Designations for City of Rocklin SOI ..................................................................... 240
Figure 11-4: SOI Expansion Northeast Location ....................................................................................... 242
Figure 11-5: Overlapping TRAs by Agency within the City of Rocklin ....................................................... 243
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Acronyms and Abbreviations
AB Assembly Bill
ACF Advanced Clean Fleets
ACFRs Annual Comprehensive Financial Reports
ACO Animal Control Officer
ACS American Community Survey
ADA Americans with Disabilities Act
ALS Advanced Life Support
AMR American Medical Response
APR Annual Progress Report
ARPA American Rescue Plan Act of 2021
BMPs Best Management Practices
BRSP Bickford Ranch Specific Plan
BSCC Board of State and Community Corrections
CALEA Commission on Accreditation of Law Enforcement Agencies
CAL FIRE California Department of Forestry and Fire Protection
CalOES Governor's Office of Emergency Services
CalPERS California Public Employees Retirement System
CARES Act Coronavirus Aid, Relief, and Economic Security Act of 2020
CASP Certified Access Specialist
CASQA California Stormwater Quality Association
CDBG Community Development Block Grant
CDC California Department of Conservation
CEQA California Environmental Quality Act
CFD Community Facilities District
CHP California Highway Patrol
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CINT Crisis Incident Negotiations Team
CIP Capital Improvement Plan
CIWQS California Integrated Water Quality System Project
CKH Act Cortese-Knox-Hertzberg Reorganization Act of 2000
COVID-19 Coronavirus Pandemic
CSO Community Service Officer
CUPCCAA California Uniform Public Construction Cost Accounting Act
DIFs Development Impact Fees
DOF Department of Finance
DAC Disadvantaged Community
DUC Disadvantaged Unincorporated Community
DUI Driving Under the Influence
DWR California Department of Water Resources
EAs Effectiveness Assessments
EIR Environmental Impact Report
EOD Explosive Ordinance Disposal
EMS Emergency Medical Services
FMMP California Farmland Mapping and Monitoring Program
FPPC Fair Political Practices Commission
FTE Full-time Equivalent
FTO Field Training Officer
FY Fiscal Year
GAAP Generally Accepted Accounting Principles
GASB Government Accounting Standards Board
GC Government Code
GCC Government Compensation in California
GIS Geographic Information System
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HCD Department of Housing and Community Development
HIDTA/TRIDENT High Intensity Drug Trafficking Areas/Tri-County Drug Enforcement Team
HOT Homeless Outreach Team
HUD Federal Department of Housing and Urban Development
ICAC Internet Crimes Against Children
IS Initial Study
ISO Insurance Services Office
IT Information Technology
JPA Joint Powers Authority
JUA Joint Use Agreement
K9 Canine Police Units
LAFCO Local Agency Formation Commission
LLD Landscape and Lighting District
LOS Level of Service
MEP Maximum Extent Practicable
MHI Median Household Income
MND Mitigated Negative Declaration
MOU Memorandum of Understanding
MSR Municipal Service Review
MS4s Small Municipal Separate Storm Sewer Systems
MTP Metropolitan Transportation Plan
NCCSIF Northern California Cities Self Insurance Fund
NEVs Neighborhood Electric Vehicles
NGOs Non-Government Organizations
NIBRS/CIBRS National (California) Incident Based Reporting System
NPDES National Pollutant Discharge Elimination System
NRPA National Recreation and Park Association
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OPEB Other Post Employment Benefit
OPR Governor’s Office of Planning and Research
PAL Prime Agricultural Land
PEAIP Program Effectiveness Assessment and Improvement Plan
PEMHCA Public Employees’ Medical and Hospital Care Act
PCAPCD Placer County Air Pollution Control District
PCFCWCD Placer County Flood Control and Water Conservation District
PCJDF Placer County Juvenile Detention Facility
PCT Placer County Transit
PCTPA Placer County Transportation Planning Agency
PCWA Placer County Water Agency
PG&E Pacific Gas & Electric Company
POC Pollutants of Concern
POST Peace Officer Standards and Training
PSAP Public Safety Answering Point
PSU Professional Standards Unit
RAP Recology Auburn Placer
RATTF Regional Auto Theft Task Force
RFI Request for Information
RMP Regional Monitoring Program
ROW Rights-of-way
RPD Rocklin Police Department
RPOP Reserve Police Officer Program
RTP Regional Transportation Plan
RUSD Rocklin Unified School District
SACOG Sacramento Agency Council of Governments
SB Senate Bill
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SCS Sustainable Communities Strategy
SIU Special Investigations Unit
SMARTS Water Boards Stormwater Multiple Applications & Report Tracking System
SOI Sphere of Influence
SPMUD South Placer Municipal Utility District
SR State Route
STEAM Science, Technology, Engineering, Art, and Math
SWAT Special Weapons and Tactics
SWMP Stormwater Management Plan
SWRCB California State Water Resources Control Board
TGI The Gathering Inn
THF Temporary Holding Facility
TRIDENT Tri-County Drug Enforcement Team
UAL Unfunded Accrued Liability
UAS Unmanned Aircraft Systems
UCR Uniform Crime Reporting
UPRR Union Pacific Railroad
VMT Vehicle Miles Traveled
WPWMA Western Placer Waste Management Authority
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Chapter 1. Executive Summary
This Municipal Service Review (MRS) and Sphere of Influence Study (SOI) (or MSR/SOI Study) examines
how services are administered by the City of Rocklin. The City of Rocklin (Rocklin) provides municipal
services including law enforcement; fire protection and emergency medical services; parks and recreation;
and stormwater, drainage, and road maintenance. Placer County Water Agency (PCWA) provides water
supply to Rocklin, South Placer Municipal Utility District (SPMUD) provides wastewater service, and
Recology Auburn Placer (RAP) provides solid waste collection. As these are independent agencies, these
services will not be covered as part of this service review. Fire protection and emergency medical services
will also not be covered as part of this service review, apart from a brief overview, as this service is the
subject of LAFCO Project No. 2022-03: Municipal Service Review Study and Sphere of Influence Update of
Fire Agencies in Western Placer County. Therefore, this MSR/SOI Study will focus solely on law
enforcement; parks and recreation; and stormwater, drainage, and road maintenance services. This
MSR/SOI Study discusses municipal service delivery and efficiency, including an analysis and a written
statement of conclusions, known as determinations, for each of the following factors:
• Accountability for government service needs;
• Growth and population projections for the City service area;
• Disadvantaged unincorporated communities;
• Present and planned capacity of public facilities and adequacy of public services;
• Financial ability for the City to provide services; and
• Opportunities for shared facilities and cost savings.
The key facts that support each determination are discussed within Chapters 4 – 9, with the
determinations listed in one location in Chapter 10. The determinations are provided in the form of
metrics rated on a scale of Above Average, Average, and Below Average when compared to nearby
agencies and agencies of a similar size. Some determinations are statements of fact and are not rated.
The areas of description and analysis contain the essential operational and management aspects for the
City of Rocklin and constitute a review of the City’s ability to provide adequate services to meet the
municipal service needs of residents and visitors to the City. The City of Rocklin operates as a City Council-
City Manager form of municipal government. The Placer Local Agency Formation Commission (LAFCO)
determines the city limits and SOI for the City. The MSR chapters and determinations provide a "snapshot"
of existing services and conditions for the City at the time this report was created.
This chapter summarizes the formation, boundary, government structure, population and land use,
disadvantaged communities, finances, and the provision of municipal services provided by the City of
Rocklin (City) as part of the Municipal Service Review (MSR) determinations and Sphere of Influence (SOI)
determinations.
1.3 Summary of the City
This MSR/SOI Study considers the provision of municipal services for the City of Rocklin. Figure 1-1 on the
next page presents a map showing the City boundary and SOI as well as the location of the City within
Placer County. The City of Rocklin has not been the subject of a Municipal Service Review by Placer LAFCO.
This report represents the first MSR/SOI analysis of the City by Placer LAFCO.
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Figure 1-1: City of Rocklin Boundary and Sphere of Influence
Location in Placer County
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1.3.1 Profile of the City of Rocklin
1.4 Summary of MSR Determinations
Chapters 4 through 9 provide more detailed information on the municipal services provided by the City of
Rocklin and analyzed as part of this MSR/SOI Study, including information relevant to the MSR
determinations. The full MSR determinations can be found in Chapter 10. For purposes of this Executive
Summary, a short summary of each determination topic is provided below. If there is a recommendation
related to a determination, it is listed at the end of each section for ease of reference.
1.4.1 Government Structure and Accountability
In an MSR, LAFCO is required to make a determination about a city’s government structure and
accountability. The City of Rocklin prides itself on being an accessible government body with a high
standard of ethics. Adequate public notice in relation to City Council meetings is provided to the public
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and City Council complies with the Brown Act, the Political Reform Act, and other similar laws. The City
also provides transparency through an online presence, offering ease of accessibility to information and
services to the public and customers as described in Chapter 4, Governance and Accountability. The City
has a robust community outreach program and solicits feedback from residents on future planning and
public design opportunities. Residents are kept up to date on City news via its website, and all website
visitors are invited to subscribe to City newsletters for additional information. The City demonstrated
accountability and transparency in its disclosure of information and cooperation with Placer LAFCO. The
City cooperated with LAFCO’s request for information and participated in an interview with the MSR/SOI
consultants. The City has been involved in several claims or lawsuits each year over the last three years;
however, the number of lawsuits experienced by the City is in the normal range for a City of this size. For
the year 2023, the City had a turnover rate of 12.5 percent for employees in various City Departments,
including several vacancies in leadership positions. This turnover rate is the same as the County for 2023.
The City follows best practices for personnel training and certificates and has several Administrative
Policies that ensure adequate safety and security for all City staff. Recommendations for determinations
in this section are listed below:
Recommendation (1): It is recommended that the City provide results for City Council meeting
minutes and agendas in its search browser. It is recommended that all information for FPCC forms
be placed in one location such as the eRetrieval system and that the City add ethics training
certificates and information on compliance with Gov. Code 53237 et. seq to the website for
greater transparency.
Recommendation (2): For transparency purposes, it is recommended that the City consider
adding specific line items to its annual budgets or an annual report related to litigation (amounts
paid to claims, court awards, excess staff time, etc.).
1.4.2 Growth and Population
The City includes an area of approximately 19.8 square miles with an estimated population of 71,179 in
2023. Population growth for the City has accelerated since the 1980s and continues through the present
day. Throughout its development, the City has placed high importance on the preservation of open space.
Some open space areas have been designated to retain unique natural features and characteristics, while
others have been established to preclude development in areas with significant physical constraints. The
City’s current General Plan extends the population planning horizon to 2035 and analyzes three different
growth scenarios that anticipate a four to eight percent growth rate every five years from 2020 to 2035.
The City’s mid-growth scenario, as part of the General Plan, assumes an increase in population of five to
seven percent every five years. However, the 5-year incremental increases from 2010 to 2020 ranged from
6.2 percent to 15.1 percent, significantly higher than anticipated. Based on the population in 2020 of
71,290 persons and in 2023 of 71,179, the City is generally following the mid-growth scenario. Under
construction, approved, and proposed projects listed on the City’s website (3,787 total new housing units)
suggest that Rocklin will exceed its projected population buildout by approximately 5,874 people within
the next five years or so. This time frame is, of course, dependent on several factors including the housing
market and construction timelines. The City contains sufficient land area to accommodate projected
growth in line with the City’s mid-growth scenario. The City's General Plan was adopted in 2012 and is
now 12 years old. The City General Plan is nearing the end of its useful life as buildout will rapidly be
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reached. The City may wish to consider an update to the General Plan in the near future to plan for the
expected population increase beyond the City’s current growth horizon. Recommendations for
determinations in this section are listed below:
Recommendation (1): It is recommended that the Annual Progress Reports for the City’s General
Plan and Housing Element either be posted, or a reference to their location posted, on the General
Plan portion of the City’s website. In addition, it is recommended that the Regional Housing Needs
Assessment be analyzed during the next MSR/SOI cycle.
Recommendation (2): It is recommended that when LAFCO provides a more comprehensive
update to the City’s SOI, the Regional Housing Needs Assessment be analyzed and that this
assessment include a vacant land inventory within the city limits to find opportunities for future
development given that the City is landlocked.
1.4.3 Disadvantaged Unincorporated Communities (DUC)
The statewide annual Median Household Income (MHI) in California for the year 2022 was $91,905 (U.S.
Census, 2022). The year 2022 is utilized as the baseline year because it is the most recent year for which
numerical and spatial (GIS) data is available. Eighty percent of the statewide MHI (2022) equates to
$73,524, the threshold used to determine which geographic areas qualify for classification as a
disadvantaged community. There are no census tracts with median household income below the 80
percent of the statewide median household income threshold in Rocklin’s SOI. Unincorporated areas
within the City’s SOI (and nearby) are provided public services from numerous local and state agencies.
Water service to the SOI is from the Placer County Water Agency (PCWA) or private wells. Wastewater
collection and conveyance are provided to the City’s SOI via private septic tanks placed on individual
parcels. Fire protection service is provided to the City’s SOI by the Placer County Fire Department
(Western Placer Fire CSA 28, Zone 76 and Sunset Industrial Area FPD CSA 28, Zone 97). All SOI areas receive
essential municipal services of water, wastewater, and structural fire protection (or acceptable private
alternatives). Therefore, no communities within the existing Rocklin SOI or adjacent to the City’s SOI lack
public services, and no health or safety issues have been identified.
1.4.4 Present and Planned Capacity of Public Services and
Infrastructure
This section details the present and planned capacity of public services and infrastructure by each
municipal service analyzed as part of this Study.
1.4.4.1 Law Enforcement Services
The Rocklin Police Department (RPD and Rocklin PD) maintains a vast array of divisions, units, and services
that support residents and visitors to the City. These services are well-managed and staffed with adequate
equipment and facilities.
The Department has experienced a high number of complaints over the last two years compared to prior
years. Department Annual Reports provide less information about complaints than in prior years. The
number of Use of Force incidents has also increased over the last two years. The Department maintains
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training standards that exceed those mandated by POST. The RPD receives its policy framework from
Lexipol, the recognized expert in police policy, which is utilized by the vast majority of police agencies in
California. In addition, the RPD reviews policies and procedures on a continuous basis.
The Police Department’s existing facilities are adequate to meet service needs now and into the future.
The Department continually replaces necessary equipment and vehicles through the City’s budget process
each year. The City maintains a robust Capital Improvement Plan (CIP) that sets forth the City’s capital
improvements for the next five years. The Police Department’s needs, as outlined in the most recent CIP,
are generally met through the City’s long-range financial planning. The City has a current ratio of 0.89
officers per 1,000 residents. This is similar to other agencies in the area. Though the Department meets
all response time goals for all priority call types for all years studied, staff expressed the need to increase
staffing to meet current needs.
The Rocklin PD Communications Center is staffed with ten (10) public safety dispatchers and two (2)
supervisors. According to the 2022 Annual Police Report, 95.38 percent of the 18,437 911 calls to the
Dispatch unit were answered within 15 seconds. This is a third of a percent above the 95 percent standard
set by CalOES. This suggests that the Rocklin Communications Center has adequate staff and can handle
the volume of 911 calls received. Recommendations for determinations in this section are listed below:
Recommendation (1): It is recommended the Department add detailed information on
complaints and the outcomes of those complaints (Unfounded, Exonerated, Not Sustained,
Sustained) to provide transparency to future annual reports.
1.4.4.2 Parks and Recreation Services
The City of Rocklin maintains 581 acres of parks, including 29 neighborhood parks, five community parks,
three special use parks, and over ten miles of multi-use trails. Since the 2017 Parks and Trails Master Plan
was adopted, four new parks and approximately seven total miles of trails have been developed; for a
total of 37 parks and over ten miles of trails. The City is also pursuing the implementation of a 2023 Master
Plan for the Sunset Whitney Recreation Area (SWRA), including the construction of 16 new pickleball
courts. Between 2018 and 2022, approximately 5.1 acres of trails were opened in the SWRA. The City has
actively developed new facilities and continues to do so, and is on track to meet and exceed future
demand.
The City adopted a Parks and Trails Master Plan in 2017 with a 20-year planning horizon. The City has
multiple plans to review infrastructure for current and future needs, including a Capital Improvement Plan
(2024-2028), a Reserve Study (2023), an Open Space Annual Monitoring Report (2021), and a
Development Impact Fee Study (2022). These plans and programs address existing infrastructure needs
and future development needs. The 2017 Parks and Trails Master Plan includes a policy to update the
Plan every five years; however, the City is not in the process of updating any documents related to park
and recreational facilities planning or programming. The City should consider initiating an update process
soon to comply with its adopted policy.
A review of the National Recreation and Parks Association (NPRA) 2023 Agency Performance Review
suggests that the City is maintaining adequate ratios of residents per park and acres of parkland per 1,000
residents compared to other agencies nationwide with similar populations. The City provides
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programming activities similar to other agencies nationwide. For outdoor parks and recreation facilities,
the City is providing a higher level of services for residents compared to national agencies with a similar
population for many facilities. For inadequate service areas, the City has grants in place to construct
facilities or has active plans in place that provide the opportunity to pursue funding for the construction
of needed facilities, and the City is actively pursuing those funding opportunities. In addition, the City
continues to meet benchmarks similar to other local parks and recreation agency providers in the region.
The City has internal construction, playground, irrigation, and backflow certified inspectors that
continuously review infrastructure and provide recommendations to the Capital Improvement Projects
(CIP) team. The City has two reserve studies, both updated in 2023, to provide guidance over the next 10
years of funding needed and the lifecycle of assets. Every park within the City has an unfunded reserve;
however, the study identifies the amount that will be contributed each year toward paying down the
unfunded reserves. For parks funded by the General Fund, as of 2023, there was an unfunded reserve of
$4,765,580. By 2033, the total ending reserve balance for these parks is anticipated to be $472,563. For
Community Facilities District (CFD) No. 5 funded parks, as of 2023, there was an unfunded reserve of
$4,245,734. By 2033, the total ending reserve balance for all parks within the CFD No. 5 is anticipated to
be $591,875. Recommendations for determinations in this section are listed below:
Recommendation (1): It is recommended that the City develop specific strategies and
benchmarks to measure more qualitative service levels such as public satisfaction with various
characteristics of park facilities. This could be accomplished through public surveys, website
feedback mechanisms, and assessments relative to surrounding jurisdictions.
Recommendation (2): It is recommended that a future Parks and Trails Master Plan include a
detailed inventory and assessment of all parks and recreation infrastructure that provides defined
metrics to determine and plan for future infrastructure needs, repairs, and replacements.
Recommendation (3): An evaluation of the Park Development and Maintenance Tax should be
conducted to determine whether the tax is sufficient to fund operations and maintenance, and
whether a new tax or other funding mechanism (with an inflationary adjuster) should be pursued.
The City could also pursue other maintenance funding mechanisms such as corporate
sponsorships or joint use with non-profit organizations. It is also recommended that the City
identify an acceptable threshold for the unfunded reserve to define a goal amount for each
funding source and that a 15 to 30-year horizon be identified, which may provide a more realistic
timetable for paying down the unfunded reserves.
1.4.4.3 Stormwater, Drainage, and Road Maintenance Services
The City has a well-functioning stormwater and drainage network that discharges stormwater into the
creeks that transect the community. City staff proactively maintain the infrastructure system through
routine maintenance practices and review all development plans to ensure the drainage systems are
adequate to handle stormwater flows. Working closely with regional partners, the City and neighboring
agencies have produced plans and policies to manage flood control issues, pollutants, and to plan for
future storms. The City complies with all state regulations and continues to develop, replace, and maintain
infrastructure to have an effective stormwater management program and system. Existing planning
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documents identify areas prone to flooding and the City utilizes best practices to reduce flooding and
increase public awareness around stormwater pollution.
The City’s 2024-2028 CIP includes references to the Stormwater Assessment Report conducted by Michael
Baker International in 2015, which identified major outfall work and other pipes that are reaching the end
of their life cycle. This report includes recommended phasing for the replacement of infrastructure and
associated costs. City staff informed the consultants that the City has invested in pipelining where feasible
instead of remove-and-replace strategies for service efficiency and to reduce costs. City staff identified
that future challenges include maintenance efforts related to unfunded state mandates. In addition, the
City works collaboratively with neighboring agencies and the County to address stormwater issues on a
regional scale.
The City’s Public Works Department is responsible for maintaining roadway conditions, drainage, and
appearance. The City performs an inventory of the entire road network on a rotating basis to determine
where maintenance is needed. The City funds roadway improvements, maintenance, and necessary
expansions annually through the CIP process and can fund the majority of the anticipated projects. Some
funding is expected from grants to offset unfunded costs. City staff identified that future challenges
include maintenance efforts related to unfunded state mandates. Recommendations for determinations
in this section are listed below:
Recommendation (1) : It is recommended that the City provide the Stormwater Assessment
Report on the City’s website. It is also recommended that the City add to the existing disclaimer
window, upon initially entering the Community Map tool, that the stormwater system
information is only available for viewing at a specific scale or zoom level.
Recommendation (2) : It is recommended that the City provide updated data regarding creek
water testing to the City’s website for transparency.
1.4.5 Financial Ability to Provide Services
The City’s publicly accessible Finance Division webpage includes budgets, audits, and financial information
relevant to the City. The City also provides a quick reference guide to Municipal Finance. The City’s budget
process and financial procedures are in accordance with all applicable standards of the Government
Accounting Standards Board (GASB), Generally Accepted Accounting Principles (GAAP), and the City’s
internal financial policies and Key Management Practices. The City’s Key Management Practices provide
a detailed accounting of all City reserve funds; and the size, and the purpose of those funds. Subsequent
audits and budgets transparently articulate the existing status of these funds.
For the Government-Wide Statement of Activities for FY 2019/2020 through FY 2021/2022 and the City’s
Budgets for FY 2022/2023 and FY 2023/2024, revenues exceeded expenditures for all years studied except
for the City’s FY 2023/2024 budget. For Total Governmental funds, revenues exceeded expenditures for
all years studied except for the FY 2023/2024 budget. According to City staff, the City's revised
expenditure budget exceeds the revenue budget because it includes unspent appropriations from prior
years, which are being carried forward to support ongoing projects until they are completed. The project
carryforward policy was implemented starting in FY 2022/2023.
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Fire and Police services make up approximately 55 percent of City expenditures, with costs for these
services only likely to continue to rise. The City’s net pension liability and its unfunded accrued liability
(UAL) continue to pose a challenge. However, the City has made great efforts to reduce its UAL in recent
years. New regulations, such as the electrification of fleet vehicles, are additional costs the City was not
anticipating. The City’s key management practices provide a financial safety net for the City and include
building reserves, financially sound rules on how surplus is spent, and rules that support fiscal
sustainability. The City is well-managed and has adequate staff to maintain and plan for future services.
With continued solid management of financial resources and proactive measures to locate alternative
funding sources, the City will likely maintain its high level of existing services and have the capacity to
serve both current residents and accommodate small growth through the life of this report.
Recommendations for determinations in this section are listed below:
Recommendation (1): It is recommended that the City consider exploring alternative revenue
sources for the General Fund in the near future to keep pace with increases in costs associated
with staffing, maintenance, and operational expenses for City services.
Recommendation (2): It is recommended that the next MSR review the impacts that the
electrification of fleet vehicles may or may not have had on the City’s financial position.
Recommendation (3): It is recommended that the City plan for increases in future pension costs
through FY 2028/2029.
1.4.6 Opportunities for Shared Facilities
The City participates in countywide and regional agreements, as well as agreements with neighboring
agencies for the provision of municipal services. The City takes proactive measures to reduce costs and
improve service efficiency overall and within each City Department. The City generally takes advantage of
opportunities for shared facilities with neighboring entities. Recommendations for determinations in this
section are listed below:
Recommendation (1): The City should consider additional Joint-Use Agreements to allow public
use of school fields after school hours and school use of City recreational facilities.
1.5 SOI Determinations
In determining the Sphere of Influence (SOI) for each local agency, Government Code 56425(e) requires
the Commission to consider and prepare a written statement of determinations with respect to five
factors. LAFCO’s Executive Officer has reviewed the following determinations for leaving the sphere of
influence for the City of Rocklin unchanged and recommends them for the Commission’s consideration:
1. Present and planned land uses
The City’s SOI consists of approximately 419 acres, much of which is currently utilized for single family
residential and rural land uses such as agriculture or is undeveloped. Since the SOI remains within
unincorporated Placer County, the Placer County General Plan is the guiding land-use document. The City
of Rocklin has indicated that land available in the SOI may be suitable for future development, pending
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future studies and permits. The City’s 2012 General Plan Update gives the SOI area a pre-annexation land
use designation of Low Density Residential (LDR) in the north. Only two parcels in the west SOI area have
pre-annexation land use designations: one Light Industrial (LI) and one Business Professional (BP). The
remaining parcels in the SOI on the west side, consisting of Caltrans right-of-way, do not have pre-
annexation land use designations. The City's General Plan is nearing the end of its useful life as buildout
will rapidly be reached. The City may wish to consider an update to the General Plan in the near future to
plan for the expected population increase beyond the City’s current growth horizon.
2. Present and probable need for facilities and services in the area
The City of Rocklin provides a number of services, and the necessary facilities to provide those services,
to the residents and visitors within the City boundary. The City provides law enforcement, fire and
emergency services, parks and recreation, stormwater and drainage, and road maintenance. Other
services include administrative services and community development. The remaining public services are
provided by existing special districts, by Placer County, or by other agencies that operate in the region.
According to the Placer County GIS mapping tool there are no existing sewer or park districts that provide
services to the existing SOI. Fire services are provided by Placer County Fire Department as part of the
Western Placer Fire (CSA 28, Zone 76 and Sunset Industrial Area FPD CSA 28, Zone 97) area. Water to
these parcels is provided by the Placer County Water Agency (PCWA) or private wells and wastewater by
individual septic systems. As City sewer services are provided by South Placer Municipal Utility District
(SPMUD), an independent special district, any areas the City annexes into its boundary in the future must
be concurrently annexed into SPMUD for sewer services. The existing roadways in the northern portion
of the SOI include Fairway View Drive, Creekside Lane, and North Clover Valley Road are all privately
maintained by the Clover Valley Ranch Estates homeowners. Other roadway infrastructure includes
Sunset Boulevard, Highway 65 and interchange infrastructure, Blue Oaks Boulevard, and Whitney Ranch
Parkway. Existing services are adequate to meet the developed land uses in the area.
3. The present capacity of public facilities and adequacy of public services that
the agency provides or is authorized to provide
As outlined in the Municipal Service Review, Chapter 7 of this report, the City provides adequate to
exceptional public services to residents and visitors within the City’s existing boundary. City Departments
are properly staffed and funded, and the City is generally meeting local and regional benchmarks. Facilities
for City services are adequate to meeting existing needs. Though the City is in a stable financial position,
Fire and Police services make up approximately 55 percent of City General Fund expenditures with costs
for these services only likely to continue to rise. The City’s net pension liability as well as its unfunded
accrued liability (UAL) continue to pose a challenge, however the City has made great efforts to reduce its
UAL in recent years. The City’s key management practices provide a financial safety net for the City and
include: building reserves; financially sound rules on how surplus funds are spent; and implementing rules
that support fiscal sustainability. The City is well managed and has adequate staff to maintain and plan for
future services. It is likely that, with continued solid management of the City’s financial resources and
proactive measures to locate alternative funding sources, the City will be able to maintain its high level of
existing services and have capacity to serve the residents of the City and any small growth that may occur
through the life of this report.
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4. The existence of any social or economic communities of interest in the area if
the Commission determines that they are relevant to the agency
The City of Rocklin is surrounded by the City of Roseville; the City of Lincoln; the Town of Loomis; the
community of Granite Bay; the Horseshoe Bar/Penryn community; the Bickford Ranch community; and
the Sunset Area plan. The area that encompasses the Sunset Area Plan was identified by the County as an
area of economic interest to become the leading choice for investment in economic growth in the County.
The objective of the Sunset Area Plan is to serve as a regional center for high-quality employment,
entertainment, and education. No additional communities of interest are located within the area of the
City of Rocklin.
5. The present and probable need for public facilities and services of any
disadvantaged unincorporated communities
There are no Disadvantaged Unincorporated Communities (DUCs) within or contiguous to the City of
Rocklin boundary or Sphere of Influence. Unincorporated areas within the City’s SOI (and nearby) are
provided public services from numerous local and state agencies. Water service to the SOI is from the
Placer County Water Agency (PCWA) or private wells. Wastewater collection and conveyance are provided
to the City’s SOI via individual septic systems placed on individual parcels. Fire protection service is
provided to the City’s SOI by the Placer County Fire Department. All SOI areas receive essential municipal
services of water, wastewater, and structural fire protection (or acceptable private alternatives).There are
no communities within the existing Rocklin SOI or adjacent to the City’s SOI that lack public services, and
no health or safety issues have been identified.
1.5.1 Recommendation
Pursuant to Government Code Section 56425(i)(2), the Commission does hereby verify the existing
functions and classes of services provided by the City of Rocklin as a General Law City under the California
Constitution. Based upon the information contained in this report, it is recommended that the City of
Rocklin Sphere of Influence remain unchanged.
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Chapter 2. Resolution
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EXHIBIT A
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Chapter 3. Introduction
This chapter provides an introductory overview of the City of Rocklin Municipal Service Review (MSR) and
Sphere of Influence (SOI) Study (or MSR/SOI Study) including information about the Placer Local Agency
Formation Commission (LAFCO), summary information about the City of Rocklin and the County of Placer,
the MSR/SOI process, and additional details relevant to the MSR/SOI Study. As mentioned previously, this
is the first MSR/SOI Study conducted for the City of Rocklin by Placer LAFCO.
3.1 Role and Responsibility of LAFCO
Local Agency Formation Commissions (LAFCOs) are independent agencies that were established by state
legislation in 1963 in each county in California to oversee changes in local agency boundaries and
organizational structures. It is LAFCO’s responsibility to:
• oversee the logical, efficient, and most appropriate formation of local cities and special districts;
• provide for the logical progression of agency boundaries and efficient expansion of municipal
services;
• assure the efficient provision of municipal services; and
• discourage the premature conversion of agricultural and open space lands. (Government Code
[GC] §§ 56100, 56301, 56425, 56430, 56378).
The Cortese-Knox-Hertzberg Local Government Reorganization Act of 2000 (CKH Act) requires each LAFCO
to prepare a Municipal Service Review (MSR) for its cities and special districts. MSRs are required prior to
and in conjunction with the update of a Sphere of Influence (SOI) (Assembly Committee on Local
Government, 2020). This review is intended to provide Placer LAFCO with the necessary and relevant
information related to the services provided by the City of Rocklin.
3.2 About Placer LAFCO
Each LAFCO works to implement the CKH Act to meet local needs through the flexibility allowed in how
state regulations are implemented. Policies and Guidelines that guide its operations, were adopted by
the Commission on March 10, 1999. LAFCO's Policies and Guidelines can be found on Placer LAFCO's
website (https://www.placer.ca.gov/2704/Local-Agency-Formation-Commission-LAFCO). This MSR/SOI
Study was written under the guidance of Placer LAFCO. Placer LAFCO promotes the provision of efficient
and economical services while encouraging the protection of agricultural and open space lands (§56001,
§56300). Further efforts include discouraging urban sprawl and encouraging orderly formation and
development of local agencies based upon local conditions and circumstances (§56301).
An MSR is an information tool that can be used to facilitate discussion among local agencies and LAFCO
to achieve efficient delivery of services. Describing existing efficiencies in service deliveries and potential
constraints or challenges and opportunities to improve efficiencies are part of this MSR analysis,
consistent with Placer LAFCO’s purpose. The SOI Study will evaluate existing conditions and determine
whether or not any changes need to be made to the existing SOI. Since this MSR/SOI Study will be
published on the LAFCO website, it also contributes to Placer LAFCO’s principle relating to public
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accessibility and accountability. A public hearing will be conducted by Placer LAFCO on this MSR/SOI
Study, thereby contributing to the aim of encouraging an open and engaged process.
3.2.1 Commissioners
Placer LAFCO is composed of seven regular Commissioners: two members from the Board of Supervisors;
two members who represent cities; two members who represent special districts; and one public member
who represents the public as a whole. In addition, there are five alternate Commissioners, one from each
of the above membership categories and an additional City alternate. County members (regular and
alternate) are appointed by the Placer County Board of Supervisors; while City members (regular and
alternates) are appointed by the mayors of the five incorporated cities and one incorporated town in the
County. Special district representatives (regular and alternate) are elected through a ballot process of the
special districts themselves. The regular county, city, and special district members of LAFCO select one
person to represent the public at large, as well as one alternate public member. The public member and
alternate cannot be an elected or appointed official of any public agency in the County of Placer. The
current Placer LAFCO Commissioners and their terms of office are listed in Table 3-1.
Table 3-1: Placer LAFCO Commissioners (2024)
Commissioner Date Term
Title Position
Name Expires
Cindy Gustafson Chair County Supervisor, District 5 May 2025
Joshua Alpine Vice Chair Placer County Water Agency May 2028
Shanti Landon Commissioner County Supervisor, District 2 Dec 2026
Susan Rohan Commissioner Public Member May 2027
Vacant Seat Commissioner N/A May 2026
Dan Karleskint Commissioner Mayor, City of Lincoln May 2028
Trinity Burruss Commissioner Councilmember, City of Colfax May 2026
Jim Holmes Alternate County Supervisor, District 3 Dec 2024
Judy Friedman Alternate Tahoe Public Utility District May 2028
David Bass Alternate Councilmember, City of Rocklin May 2028
Jenny Kinsley Alternate Councilmember, Town of Loomis May 2026
Cherri Spriggs Alternate Public Member May 2027
Source: https://www.placer.ca.gov/2704/Local-Agency-Formation-Commission-LAFCO
3.2.2 Staff/Administrative
LAFCO's staff work to implement the CKH Act, and they can be contacted at the Auburn office at (530)
889-4097. LAFCO staff includes:
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• Michelle McIntyre, Executive Officer
• Vacant, Assistant Executive Officer
• Amy Engle, Commission Clerk
Additionally, LAFCO retains Legal Counsel on a contractual basis with Michael Walker of Norman, Dowler
LLP (Placer LAFCO, 2024).
3.3 About Placer County
Placer County was incorporated in April 1851 as one of the original 27 counties in the State of California.
The County includes six incorporated cities and towns: the cities of Auburn, Colfax, Lincoln, Roseville,
Rocklin, and the Town of Loomis. In addition to the incorporated cities and towns, the County has many
small communities including: Alpine Meadows, Alta, Applegate, Bowman, Carnelian Bay, Dutch Flat,
Emigrant Gap, Foresthill, Gold Run, Granite Bay, Homewood, Iowa Hill, Kings Beach, Meadow Vista,
Newcastle, Olympic Valley, Penryn, Sheridan, Tahoe City, Tahoe Vista, and Weimer as shown in Figure 3-1
below (Placer County, 2013).
Figure 3-1: Placer County, Incorporated Cities, and Community Plan Areas
The County encompasses approximately 1,506 square miles of diverse geography between Sacramento
County on the west and the State of Nevada border on the east. Elevations vary greatly in the County with
lows of 45-1,000 feet in the Sacramento Valley region to upwards of 8,000 feet in the Sierra-Nevada
mountain range. The western portion of the County is part of the Sacramento Valley and is considered
South Placer. South Placer contains the cities of Roseville, Rocklin, Lincoln, and Loomis. This area of the
County has experienced the most significant growth over the past three decades. The central portion of
the County includes the foothill region and is the heart of Gold Rush Country. The Foothills area includes
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the cities of Auburn and Colfax as well as numerous unincorporated communities. The far eastern part of
the County is in the High Sierra and includes resort communities around Lake Tahoe. Tourism and
recreation are dominant industries in the Tahoe Basin (Placer County, 1994; 2013). Seventy-five percent
of the County is forested or located within the wildland-urban interface (Placer County, 2024). A detailed
report of demographics for Placer County can be found in Appendix A.
3.4 About the City of Rocklin
The City of Rocklin is located 21 miles northeast of Sacramento, California’s State Capitol, and 14 miles
west of Auburn, the county seat of Placer County (Rocklin, 2012). The City boasts a tight-knit community,
vibrant shopping and dining options, and world-class recreation. Quarry Park, a highlight of the City’s
recreation offerings, is the nation’s only adventure park built within and atop a former rock quarry, a truly
unique experience (Rocklin 2024; Quarry Park Adventures, 2024). Rocklin is located in rolling foothills,
with elevations in the City ranging from 150 to 525 feet above sea level. The community consists of urban
areas, grasslands used for limited grazing and riparian habitat areas, partially covered with native oaks
and grasslands (Rocklin, 2012).
The City was first recognized as a destination along the transcontinental railroad in 1864, around the same
time that granite mining began in the area. The City incorporated in 1893 and by 1910, 22 quarries
operated in Rocklin supplying granite as far away as San Francisco. North of the City’s core was Spring
Valley Ranch founded by the Whitney family. The ranch was comprised of 30,000 acres, including sheep-
raising and a wide variety of agricultural products. This ranch was considered the first developed property
in Rocklin. The ranch was developed into the Sunset Whitney neighborhood during the growth of the
housing market in the City during the 1950s and 60s. The City’s commercial and residential development
expanded again in the early 80s, and the City has enjoyed a steady period of growth. However, Rocklin is
nearing the end of its growth phase, and the majority of the City has reached buildout. The City’s website
states:
With few remaining large, undeveloped parcels and no opportunities for annexation, the City’s
City leaders are shifting their focus from one of growth to long-term sustainability. Rocklin must
ensure that the City’s high quality of life can be sustained in the years to come. This shift in focus
requires innovative thinking, but also allows for unprecedented opportunities (Rocklin, 2024).
Rocklin’s General Plan went through its most recent comprehensive update in October of 2012. Notable
amendments were completed in 2015 to address Urban Levels of Flood Protection (consistent with the
Central Valley Flood Protection Act) and in 2022 to incorporate the 2022 Placer County Local Multi Hazard
Mitigation Plan into the Rocklin Community Safety Element by reference. Additionally, the Housing
Element, as well as the City’s Community Safety Element and Community Safety Action Plan were
comprehensively updated in 2021. Additional demographics for the City can be found in Appendix B.
3.4.1 Formation & Boundary
The City of Rocklin was incorporated on February 24, 1893, becoming the 95th city established in California.
A map of the City boundary can be seen in Figure 3-2 on the next page. The City boundary includes
approximately 19.8 square miles and 24,063 parcels (Rocklin, 2024).
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Figure 3-2: City Boundary and Sphere of Influence
The boundaries for the City are not expected to substantially change as Rocklin is bounded by the City of
Roseville on the south and a portion of the west boundary; by Placer County and Highway 65 on a portion
of its western boundary; by the City of Lincoln on the northern boundary; and by the Town of Loomis on
the eastern boundary. A list of past annexations to the City boundary can be found in Table 3-2.
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Table 3-2: Rocklin City Boundary Annexations
Year LAFCO Resolution No. Name of Annexation, Reorganization, or Detachment
1970 70-06 Sunset Annexation
1970 70-11 Clark Turner Annexation
1970 70-14 Southern Pacific Annexation
1972 72-12 Clark Turner Annexation
1974 74-15 Aitken Annexation
1975 75-07 North Area Annexation
1976 76-16 Sunset Heights Annexation
1977 19-77 Clover Valley Hills Reorganization
1978 20-78 Clover Valley Hills No. 3 Annexation
1979 08-79 Rocklin West Annexation
1979 79-15 Clover Valley Woods Reorganization
1981 04-81 Sierra Bluffs Annexation
1981 17-81 Brace Road Reorganization
1982 03-82 Rocklin Properties/Sunset Park Annexation
1984 18-84 Dias Lane Annexation
1984 19-84 Secret Ravine Detachment
1985 12-85 Monte Verde Annexation
1986 09-86 Sunset/Whitney Annexation
1989 14-89 Takahashi/Gateway Development Reorganization
1989 16-89 Hanzlick/Senior Corp Annexation
1990 05-90 Parcels L & J Annexation
1990 08-90 Sunset West Annexation
1990 10-90 Holder/Cook Annexation
1991 04-91 Croftwood Reorganization (28.3 acres)
1997 07-97 Clover Valley Lakes Annexation (660 acres)
1999 01-99 Reorganization including Sphere of Influence Amendments
for the City of Rocklin & South Placer Fire Protection District
& Annexations and Detachments involving the City of Rocklin,
South Placer Fire Protection District, County Service Area 28,
South Placer Municipal Utility District
2002 01-02 Sierra College Reorganization
2002 02-02 Northwest Rocklin/Sunset Ranchos Annexation
2016 2016-01 Greenbrae Island Annexation
Source: LAFCO Resolution files, available from LAFCO upon request.
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3.4.2 Existing Sphere of Influence
Placer LAFCO most recently affirmed the existing Sphere of Influence (SOI) for the City of Rocklin in 1999
via Resolution No. 01-99. Placer LAFCO has not conducted a Municipal Service Review and Sphere of
Influence Study for the City. This document represents the first Municipal Service Review for the City.
The City’s current SOI is made up of 32 parcels located adjacent to the upper northeast boundary of the
City and approximately 24 parcels along the City’s western boundary adjacent to State Route 65. Acreage
within the SOI totals approximately 419 acres (Placer LAFCO, 1999; 2024). The City’s existing SOI can be
seen in Figure 3-2. More information on the City’s boundary and Sphere of Influence can be found in
Chapter 11, Sphere of Influence.
3.5 Purpose of the Municipal Service Review
Municipal Service Reviews (MSRs) are intended to provide a comprehensive analysis of the services
provided by cities and special districts that are under the legislative authority of LAFCO. With this MSR/SOI
Study, Placer LAFCO can make informed decisions based on the best available data for the service provider
and the service area. This MSR/SOI Study makes determinations in each of the seven mandated areas of
evaluation for MSRs. Ideally, an MSR will support LAFCO and will also provide the following benefits to
the subject agencies:
• Provide a broad overview of agency operations including the type and extent of services provided;
• Serve as a prerequisite for a Sphere of Influence Update;
• Evaluate governance options and financial information;
• Demonstrate accountability and transparency to LAFCO and to the public; and
• Allow agencies to compare their operations and services with other similar agencies.
This is the first MSR for the City and is designed to provide technical and administrative information on
the City of Rocklin to Placer LAFCO so that LAFCO can make informed decisions based on the best available
data. Written determinations (similar to ‘findings’), as required by law, are presented in Chapter 10 of this
MSR/SOI Study for LAFCO’s consideration (GC § 56425, 56430). These determinations are described in the
MSR Guidelines from the Governor’s Office of Planning & Research (OPR) as set forth in the CKH Act, and
they fall into seven categories, as listed below:
1. Growth and population projections for the affected area;
2. Location and characteristics of any disadvantaged unincorporated communities within or
contiguous to the sphere of influence;
3. Present and planned capacity of public facilities and adequacy of public services including
infrastructure needs or deficiencies;
4. Financial ability of agency to provide services;
5. Status of, and opportunities for, shared facilities;
6. Accountability for community service needs, including government structure and operational
efficiencies; and
7. Any other matter related to effective or efficient service delivery, as required by commission
policy.
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An MSR must include an analysis of the issues and written determination(s) for each of the above
determination categories. The determinations listed in this report represent the best information
available at this point in time. This MSR and associated determinations are not designed to be a complete
analysis of the issues surrounding the City. Various state and local agencies continuously update the
information contained herein, and the bibliographies refer the reader to the original data sources. LAFCO
is ultimately the decision maker on approval or disapproval of any determinations, policies, boundaries,
and discretionary items.
3.5.1 Existing City Services & Other Service Providers
The City of Rocklin provides municipal services including law enforcement; fire and emergency services;
parks and recreation; and stormwater, drainage, and road maintenance. All other services are either
contracted out to other service providers or are provided by special districts as shown in Table 3-3 below.
Table 3-3: City of Rocklin Municipal Services and Providers
Public Service Service Provider
Law Enforcement City of Rocklin
Fire and Emergency Services City of Rocklin & CAL FIRE
Ambulance Service Contract with Placer County
Rocklin Unified School District; Loomis Union School District; Placer
Schools Union High School District; Sierra Community College; Jessup
University (private)
Libraries Placer County Library
Parks and Recreation City of Rocklin
Water Service Placer County Water Agency (PCWA)
South Placer Municipal Utility District (SPMUD) & South Placer
Sewer Service
Wastewater Authority (SPWA)
Stormwater and Drainage City of Rocklin
Western Placer Waste Management Authority (WPWMA) and
Solid Waste
Franchise Agreement with Recology Auburn Placer
Road Maintenance City of Rocklin
Pacific Gas and Electric Company (PG&E) & Pioneer Community
Electricity & Natural Gas
Energy (PCE)
Cemetery Roseville and Newcastle, Rocklin, and Gold Hill Cemetery Districts
South Placer Regional Transportation Authority (SPRTA);
Transportation Sacramento Area Council of Governments (SACOG); Placer County
Transportation Planning Agency (PCTPA)
Source: City of Rocklin, 2008; JPA Agreements provided by Placer LAFCO; Interview with City Staff, December 8,
2023; Comments from City Staff, August 2024
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This is the first Municipal Services Review conducted for the City of Rocklin. This MSR/SOI Study will cover
the following services provided by the City:
• Law enforcement;
• Parks and recreation; and
• Stormwater, drainage, and road maintenance.
All other services will be reviewed in other reports produced by Placer LAFCO. Fire and Emergency Services
is the subject of LAFCO Project No. 2022-03: Municipal Service Review Study and Sphere of Influence
Update of Fire Agencies in Western Placer County. Existing and new MSR and SOI studies produced by
Placer LAFCO can be found here: https://www.placer.ca.gov/2721/Service-Reviews-Studies.
3.6 Methodology
This MSR/SOI Study evaluates the structure and operation of the City of Rocklin and determines the
capacity of the City to service the existing community and accommodate additional service demands. The
data for this MSR has been compiled using a three-step method. This process included: a comprehensive
review of pre-existing plans and data; a Request for Information (RFI) distribution to the City; and in-
person interviews and other periodic discussions with City staff, LAFCO staff, and the consulting team. Key
references and information sources for this study were gathered and include:
• published reports;
• review of city files and databases online (agendas, minutes, budgets, contracts, audits, etc. on the
city’s website);
• master plans;
• capital improvement plans;
• dispatch data;
• audited financial statements and budgets;
• General Plans, Regional Plans, and Community Plans; and
• State, regional, and national agency information (permits, reviews, communications, regulatory
requirements, etc.).
Placer LAFCO staff and the consultants for this study sent City of Rocklin staff members a Request for
Information (RFI) packet in November 2023. The consultant also personally interviewed City
representatives during a kick-off meeting held on December 8, 2023. The City’s response to LAFCO’s
request for information is a key information source utilized in this analysis.
3.6.1 Local, State, and Federal Databases
In addition to the information provided by the City, the consultant utilized data from the United States
Census, Placer County, Sacramento Area Council of Governments (SACOG), and the California Department
of Finance (DOF) among others.
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3.7 California Environmental Quality Act
The California Environmental Quality Act (CEQA) is contained in Public Resources Code § 21000, et seq.
Under this law, public agencies are required to evaluate the potential environmental effects of their
actions. This MSR/SOI Study for the City of Rocklin is exempt from CEQA review pursuant to Section
§15306 of the CEQA Guidelines, Class 6 – Information Collection.
3.8 Sphere of Influence
The Cortese-Knox-Hertzberg Local Government Reorganization Act of 2000 requires that LAFCO adopt and
periodically update a Sphere of Influence (SOI or Sphere) for each city and special district within the
county. A review of the City’s SOI is included in this MSR, and the analysis provides the basis for Placer
LAFCO to consider future potential changes to the boundaries or SOI. An SOI is defined in GC § 56425 as
“a plan for the probable physical boundary and service area of a local agency or municipality as
determined by the Commission.” The CKH Act indicates that LAFCO should review and update a sphere of
influence every five years, as necessary, consistent with GC § 56425(g) and § 561061. When reviewing and
determining the City’s SOI in the future, LAFCO will consider and make recommendations based on the
following information:
• The present and planned land uses in the area, including agricultural and open-space lands;
• The present and probable need for public services and facilities in the area;
• The present capacity of public facilities and adequacy of public services that the agency provides;
• The existence of any social or economic communities of interest in the area if LAFCO determines
that they are relevant to the service provider; and
• The presence of disadvantaged unincorporated communities for those agencies that provide
water, wastewater, or structural fire protection services.
In addition to the above, Placer LAFCO’s Policies and Procedures include five policies directly related to
the sphere of influence updates and amendments. For example, Policy No. 3 is highlighted herein and
states, “City Spheres of influence shall be reviewed when the general plan is updated or when there is a
general plan amendment that would affect the city boundaries. In addition, at LAFCO’s request, cities shall
review their spheres no more frequently than every five years, advising LAFCO of their findings and
submitting sphere amendment requests to LAFCO if circumstances warrant” (Placer LAFCO, n.d.).
3.9 Public Participation
LAFCO will conduct a public meeting on the Public Review Draft MSR/SOI Study in December 2024.
Comments from the public will be solicited. The Commission will hold a public meeting on the Final
MSR/SOI Study at the next available hearing following a 30-day public comment period. After this
MSR/SOI Study is finalized, it will be published on the Commission’s website
(https://www.placer.ca.gov/2721/Service-Reviews-Studies), thereby making the information contained
1 The CKH Act (GC § 56106) states that all timeframes are directives. Any provision governing the time in which
Commission is to act, is deemed directory rather than mandatory.
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herein available to anyone with access to an internet connection. A copy of this report may also be viewed
during posted office hours at LAFCO’s office located at 110 Maple Street Auburn, CA 95603. In addition to
this MSR/SOI Study, LAFCO’s office maintains files for each service provider, and copies of many of the
planning documents and studies that were utilized in the development of this report. These materials are
also available to the public for review.
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Chapter 4. Governance and Accountability
This chapter describes how the public’s trust in local government requires an examination of the City’s
performance, accountability, transparency, and public engagement. LAFCO is required to make specific
determinations regarding the City of Rocklin’s government structure and accountability.
4.1 Government Structure
The City of Rocklin is a General Law City, consistent with its Principal Act that enjoys only those powers
specifically granted to it by the State Constitution. A general law city differs from a charter city which is
governed by a charter that establishes its powers and authorities. As a City, Rocklin is empowered to
provide a range of public services to the local community.
The City of Rocklin operates as a City Council-City Manager form of municipal government, which vests
authority in an elected City Council. The City Council provides legislative direction, sets City policy and
monitors its execution by City staff. The City Manager serves as the City’s chief administrative officer and
is responsible for directing the day-to-day operations of the City. In addition to the appointment of the
City Manager, the City Council also appoints the City Attorney; City Treasurer; City Clerk; and members of
City commissions and boards. (Rocklin, 2022).
4.2 City Council
The City Council consists of five members elected at-large to staggered terms at the general election in
November of even-numbered years to serve a four-year term. Council Members do not have term limits.
The Mayor and Vice Mayor are elected by the City Council each December, usually for a one-year term
(Rocklin, 2023a). All registered voters who reside within the City boundaries are eligible to vote for and/or
run for a seat on the City Council. The City’s commissions and boards include the Arts Commission, the
Board of Appeals, the Community Recognition Commission, the Parks and Recreation Commission, the
Planning Commission, and the Investment Advisory Committee. City Councilmembers do not serve on City
boards and commissions, as these are appointed positions. City Councilmembers serve on County and
regional boards and committees. The current members of the City Council, their committee appointments
and the expiration dates of their terms are shown in Table 4-1 below.
Table 4-1: Rocklin City Council
Name Title Term End Committee Appointments
Placer County Air Pollution Control District Board,
Placer County City Selection Committee (Mayors),
Greg Janda Mayor 12/2024
Pioneer Community Energy, Architectural Review
Committee (internal)
Mosquito Abatement District, Sacramento Area
Jill Gayaldo Vice-Mayor 12/2026
Council of Governments Board
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Name Title Term End Committee Appointments
Placer County Transportation Planning Agency
Board, South Placer Regional Transportation
Ken Broadway Councilmember 12/2024
Authority Board, Architectural Review Committee
(internal)
Placer County Flood Control and Drainage District
David Bass Councilmember 12/2024 Board, Placer County Local Agency Formation
Commission
Highway 65 Interchange Financing JPA Board,
Placer County Economic Development Board,
Bill Halldin Councilmember 12/2026 Placer County Local Community Benefit
Committee, Western Placer Waste Management
Authority Board
Source: Rocklin, 2023b.
The City Council holds regular meetings on the second and fourth Tuesday of each month in the Council
Chamber at City Hall at 3970 Rocklin Road, Rocklin, at 6:00 PM. The City Council duties include adopting
an annual budget and municipal ordinances along with approving General Plan amendments and zoning
ordinance changes. The Council also appoints commission and committee members and hires the City
Manager. The City Manager hires all employees including the City Clerk and City Treasurer; however, both
the City Clerk and City Treasurer are appointed by City Council. The City manager has the sole authority
to hire, promote, discipline, or terminate City employees. The City Attorney, per resolution has
hiring/termination/discipline authority for the Assistant City Attorney and Department Administrative
Specialist.
The City of Rocklin prides itself on being an accessible government body with a high standard of ethics.
The City Council adopted a Code of Ethics in 2007 via Resolution No. 2007-279. The Code of Ethics provides
a set of rules for all City officials (elected and appointed), as well as employees in order to ensure that
they act in the public trust and interest, and that they conduct themselves in an ethical manner that does
not conflict with their own interests. These guidelines ensure that the City government retains
independence and impartiality in its judgments and actions. The City’s Code of Ethics policy can be
accessed here: https://www.rocklin.ca.us/sites/main/files/file-attachments/code_of_ethics_policy.pdf
?1490995819 (Rocklin, 2007).
Payments made to City Councilmembers were queried through an on-line database2. Query results for
2022 showed payments to City Councilmembers of $8,220 each. The City Fiscal Year (FY) 2023/2024 Final
Budget includes $44,000 in salaries and benefits for City Councilmembers (Rocklin, 2023c). The City
Council is also budgeted for $23,000 in licenses and memberships, $1,000 in supplies, and $31,400 in
travel/training/meals; which equates to a total of $99,400 approved for FY 2023/2024. This is an increase
2 Transparent California is a non-profit organization and is California's largest public pay and pension database. The pay and
pension associated with most special districts up to the year 2022 are provided in this database. The on-line database is
available at: https://transparentcalifornia.com/salaries/2022/rocklin/.
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of $1,600 over the previous year. All payments made to City Councilmembers are sourced from the
General Fund.
4.2.1 City Council Accountability and Ethics Compliance
In California, elected members of city councils are required to comply with three laws regarding
accountability and ethics including: 1) the Political Reform Act; 2) Assembly Bill 1234 (Salinas, 2005),
which requires ethics training; and 3) Government Code 53237 et. seq. which mandates sexual
harassment prevention training. An assessment regarding the compliance with these three ethics and
accountability laws by elected Councilmembers is presented as part of this MSR process.
4.2.1.1 Political Reform Act
This Act applies to financial conflicts of interest. Public officials must disclose all personal economic
interests. City Councilmembers are required to file a “Statement of Economic Interests” with the Fair
Political Practices Commission (FPPC) (FPPC, 2024). The City adopted a Code of Ethics in September 2007
and has a Conflict-of-Interest policy as part of the City Council Procedural Rules, last updated in December
2022. The conflict-of-interest policy is Policy 4.7 (Rocklin, 2022). The Political Reform Act requires
Councilmembers to disclose all personal economic interests with the FPPC. Information available from the
City of Rocklin indicates that all of the City Councilmembers are complying with the Political Reform Act
and have filed Statements of Economic Interests and Campaign Disclosure Forms. These forms are
available for public review at https://www.rocklin.ca.us/fair-political-practices-commission-forms and
https://www.southtech hosting.com/Rocklin City/CampaignDocsWebRetrieval/ (Rocklin, 2023d; 2023e).
However, some Councilmembers have a link to the FPCC forms under “Statement of Economic Interest,”
and some are in the eRetrieval system. This lack of consistency with the placement of FPCC forms could
be confusing to members of the public who are searching for it.
Recommendation: It is recommended that all FPCC forms be placed in one location on the City’s website.
4.2.1.2 Assembly Bill 1234 (Salinas, 2005)
Local government officials are required to take ethics training every two years with a requirement that
they take their first training no later than one year after they start their first day of service with the City.
Compliance with this law was assessed for the City of Rocklin. The City’s website does not post the
certificates for completion of ethics training for each City Councilmember but indicates that “ethical
standards [are] included in the regular orientation for newly elected officials and appointed officials,
board members and commissioners, as well as for all City employees” (Rocklin, 2023a); and that all
appointees must complete a two-hour ethics training program every other year (Rocklin, 2024c). City staff
provided consultants with training completion dates. As of August 2024, all City Councilmembers had
completed required ethics training (City staff, personal communication, October 2024).
Recommendation: It is recommended that the City add ethics training certificates to the City website for
greater transparency.
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4.2.1.3 Government Code 53237 et. seq.
Sexual harassment prevention training is mandated by Government Code 53237 et. seq., which was
enacted by Assembly Bill (AB) 1661 (McCarty) in 2016. City Councilmembers must receive a required two-
hour sexual harassment prevention training session every two years. Compliance with this law was
assessed for the City. City staff provided consultants with training completion dates. As of October 2024,
all City Councilmembers had completed required sexual harassment prevention training (City staff,
personal communication, October 2024). Therefore, the City Council is in compliance with Gov. Code
53237 et. seq. It is recommended that the City include information on compliance with Gov. Code 53237
et. seq on their website.
Recommendation: It is recommended that the City add sexual harassment prevention training certificates
to the City website for greater transparency.
4.2.2 City Council’s 2023-2025 Strategic Plan
The City Council met in the spring of 2023 to establish a set of short-term priorities for policy and financial
focus. The City Council agreed that five characteristics are to guide the City’s decision making in the next
two years: public safety; quality of life; economic vibrancy; financial sustainability; and infrastructure
resiliency as shown in Figure 4-1 below. The Strategic Plan is available here:
https://www.rocklin.ca.us/node/3400 (Rocklin, 2023f).
Figure 4-1: Strategic Plan “5 Pillars”
The Council views the City’s Strategic Plan as a “living document” with Action Plans for each department.
Within each pillar, the City Council has approved objectives and provides a detailed accounting of progress
every three months. As of December 2023, the City Council had completed 35 percent of the Safe
objectives, 15 percent of the Sustainable objectives, 20 percent of Livable objectives, 30 percent of the
Vibrant objectives, and 10 percent of the Resilient objectives. Updates for the City Council’s progress can
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be found here: https://www.rocklin.ca.us/post/2023-2025-strategic-planning-framework (Rocklin,
2023f).
4.3 Accountability and Transparency
This section details laws and regulations by which the City operates to provide transparency and
accountability to its constituents.
4.3.1 Brown Act
The Ralph M. Brown Act3 was originally adopted in 1953 to assure the public has access to information on
actions under consideration by public legislative bodies, and that the actions are conducted in open public
forums. All meetings of the City Council and other advisory boards and commissions are open to the public
in accordance with the Brown Act. The agenda for each City Council meeting includes a public comment
period for items not on the agenda. Additionally, the Council meeting agendas reflect that the public is
invited to speak on all items included on the agenda. All meeting agendas are publicly posted on the City
website at https://www.rocklin.ca.us/city-council-meetings.
The State Legislature updated the Brown Act in 2016, as described in Government Code §54954.2 (See
also Assembly Bill 2257). These new Brown Act requirements prescribe the methods and location by which
an agenda must be accessible on an agency’s website for all meetings. All meetings of the City Council and
boards and commissions are open to the public in accordance with the Brown Act. Agendas are posted to
the City website at https://www.rocklin.ca.us/city-council-meetings and hard copies are posted on the
City’s bulletin board at City Hall, 3970 Rocklin Road in Rocklin. Notices of public hearings are posted on
the City’s website and published in the Placer Herald. For planning entitlements, notices are also posted
on each project site and mailed to property owners within 600 feet of the project site (City, 2024a). The
agenda for each meeting includes a public comment period, and agendas are made available 72 hours
before meetings. Agendas are also emailed via a web-based distribution list that individuals and entities
may sign-up for. Notifications are automatically sent to the agenda distribution list when the agenda
program publishes the agenda to those on the list. A calendar of meetings for City Council and other
commission and boards is available on the City’s website at https://www.rocklin.ca.us/calendar under
“Government/Meetings Calendar.”
The City and its representatives have a record of adherence to the requirements of the Brown Act, the
Political Reform Act, and similar laws. The City makes the current agenda and agenda packet available as
a direct link from the website homepage to the agenda management platform, which is embedded into
the City Council Agendas and Minutes webpage. The most current agenda is available as a PDF document
for download with other agendas in the same year located here: https://www.rocklin.ca.us/city-council-
3 In the initial legislation for the Brown Act, and through amendments adopted over the years, provisions were included to permit
legislative bodies to meet in closed session for very specific purposes. These included personnel matters, labor negotiations,
existing litigation, potential litigation and real property negotiations. These closed sessions are not open to public participation,
but the general topics to be discussed must be publicly announced in advance. Also, if any final action is taken by the legislative
body in closed session, the action and any vote must be reported to the public in an open meeting immediately following the
closed session.
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meetings (Rocklin, 2024b). The year 2023 is found at the same address under the “2023” tab. Other past
years’ agendas are provided at https://www.rocklin.ca.us/city-council-meetings-archive and
https://sirepub.rocklin.ca.us/ sirepub/meet.aspx?pagetype=results&meettype=City%20Council. The City
provides meeting agendas to the public free of charge, without restrictions, and complies with the
requirements of the Brown Act 2016 Updates described in AB2257.
4.3.1.1 COVID-19 Brown Act Changes
Due to the COVID-19 pandemic, Governor Gavin Newsom proclaimed a State of Emergency for California
on March 4, 2020. On March 17, 2020, Governor Newsom issued Executive Order No. N-29-20 suspending
parts of the Brown Act that require in-person attendance of Board members and citizens at public
meetings provided that notice and accessibility requirements are met; the public members are allowed
to observe and address the legislative body at the meeting; and that a legislative body of a local agency
has a procedure for receiving and swiftly resolving requests for reasonable accommodation for individuals
with disabilities; as specified. Effective October 1, 2021, AB 361 allows local legislative bodies to continue
to allow remote meetings during a proclaimed state of emergency, if “state or local officials have imposed
or recommended measures to promote social distancing.” Effective September 13, 2022, AB 2449 revises
teleconferencing provisions until January 1, 2026, authorizing a local agency to use teleconferencing
without complying with teleconferencing requirements that each location be identified in the notice and
agenda and that each teleconference location be accessible to the public if at least a quorum of members
participates in person from a singular physical location, allowing a member to participate remotely under
specified circumstances, including participating remotely for just cause or due to emergency
circumstances.
In response to these events, the City implemented teleconference/electronic meeting protocols effective
March 17, 2020, consistent with State of California Executive Order (EO) No. N-29-20, which allowed for
public participation through video conferencing and by telephone. Executive Order No. N-08-21
established a timeline to expire the provisions of EO No. N-54-20 on September 30, 2021. Currently, all
City Council meetings are streamed live via Granicus and can be accessed by the public for free on the
City’s website at https://www.rocklin.ca.us/city-council-meetings. Public comments can be emailed to the
City Clerk at PublicComments@rocklin.ca.us by 3:00 p.m. on the meeting day (at least 3 hours in advance
of the meetings). The City does not regularly offer livestream commenting for City Council and all other
commission or committee meetings. Remote commenting is offered when councilmembers,
commissioners, or committee members are participating remotely. When remote commenting is
available, it is noted on the agenda (Rocklin, 2024b; 2024c; City staff, personal communication, August
2024).
Effective January 1, 2023, the Brown Act permits teleconferencing under traditional Brown Act
teleconferencing rules, AB 361 state of emergency rules, and AB 2449 individual board member rules. It
is not recommended that the City allow live online commenting due to “Zoombombing,” or disruptive
intrusion and trolling of Zoom meetings, which has become pervasive at live online public meetings and
hearings.
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4.3.2 City’s Website
The City’s website is kept updated and is easily navigable with current and past agenda packets available
for download. Additionally, the homepage features a number of topics highlighting public participation
and government transparency such as “City Council Agendas” and “Agendas & Public Notices.” Also
featured on the homepage are News Alerts for the City such as office open and closure dates, mayoral
appointments, and California Environmental Quality Act (CEQA) reports on large projects affecting the
City. The City holds special meetings and workshops to solicit additional feedback from the community
on topics such as strategic planning and the next fiscal budget. Contact information for the City is also
posted on the bottom of the page. A pop-up feature appears on the homepage as well that allows users
to sign up for email updates via the City newsletter or receive updates specific to topic areas such as
economic development and parks and recreation issues (Rocklin, 2024d).
Features tabs at the top of the homepage allow citizens to quickly find more information about topics
such as obtaining a permit, residential services, business and development services, and government.
There are compensation reports available in the “Government Transparency” tab through the “Salary
Schedules” link under “Human Resources.” The City also provides numerous ways for citizens to connect
with the City such as the “City Corner” at https://www.rocklin.ca.us/city-corner-legislative-feature and
“City News” at https://www.rocklin.ca.us/news-and-press-releases.
4.3.3 General Accountability
The City demonstrated accountability and transparency in its disclosure of information and cooperation
with Placer LAFCO. The City cooperated with LAFCO’s request for information and participated in an
interview with the MSR/SOI study consultants. The City’s web portal service and mobile app “Access
Rocklin” allows the public to send questions, comments, and complaints to City staff in all departments
on many possible topics, including but not limited to accessibility, drainage, employment, grading
complaints, parks and trails, permits, landscaping and streetlights, utilities, and zoning information. In
2023, 1,375 Code Compliance cases were opened, and 1,314 cases were resolved. The remaining cases
are still under consideration. Additionally, the City complies with state and federal regulations.
4.3.3.1 Litigation
It is common for municipal agencies to bear some litigation exposure, and even to be involved in several
lawsuits simultaneously. At times these lawsuits are calculated risks on the part of municipal service
agencies. The extent of past and current litigation, however, can be indicative of poor risk management;
noncompliance with local, state, and federal regulations and policies; and poor communication and
mediation efforts with other public agencies, Non-Government Organizations (NGOs), the public, and
special interest groups. Ultimately, the more litigation an agency experiences, the greater the loss of
public resources such as tax and assessment funds, and staff hours spent on lawsuits.
The Brown Act permits legislative bodies to meet in closed session for existing and potential litigation. The
closed sessions are not open to public participation, but the general topics to be discussed must be
publicly announced in advance, and any actions taken must be reported to the public in an open meeting
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immediately following the closed session. According to the City Council agendas on the dates shown
below, recent litigation has included the following:
• Hogan v. City of Rocklin – November 14, 2023
• City of Rocklin v. Legacy Family Adventures and David Busch – February 14, 2023
• Citizens Voice Organization v. City of Rocklin, et al. – January 24, 2023
• Martin Holm v. City of Rocklin – October 25, 2022
• City of Rocklin v. Town of Loomis, et al. – July 25, 2022
• Natalie Constable v. City of Rocklin – July 25, 2022
• Jason Maschmeyer v. Quick Quack Car Wash – January 25, 2022
• Brad Alford v. City of Rocklin – April 13, 2021
• Michael Beaman et al v. City of Rocklin – February 23, 2021
• In Re Kathy Long – May 12, 2020
As shown in the list above, there were three lawsuits in 2023, four in 2022, two in 2021, and one in 2020.
A search was performed to 2018, and no other lawsuits were found prior to 2020. This data would suggest
that the number of lawsuits has increased in recent years. There are also a number of anticipated litigation
cases, or initiation of lawsuits that have been discussed at City Council meetings on a regular basis.
However, given the Brown Act provisions, it is unknown how many of these are different suits or the same
suit discussed multiple times.
4.3.3.2 Grand Jury Inquiries
Placer County is required by law to impanel a grand jury. The major functions of a grand jury are divided
into criminal indictments and civil investigations. The civil investigation portion generally takes up most
of the time. The civil, or ““watchdog”" responsibilities of the grand jury include the examination of all
aspects of local government, including cities and special districts, to ensure the county is being governed
honestly and efficiently and county monies are being handled appropriately.
If an agency is subject to many grand jury inquiries, this can be indicative of poor performance or a high
number of complaints about an agency. The City of Rocklin, along with other cities and special districts in
Placer County, has recently been the subject of a grand jury report (Placer County, 2023). This MSR/SOI
Study reviews the last four years of grand jury reports as they pertain to the City of Rocklin, summarized
below. The City was included in more generalized reviews of specific topics for the grand jury reports from
2020 to 2023, and not the sole subject of any recent investigation of concern.
2022-2023 Grand Jury Report
According to the 2022-2023 Grand Jury Report, the City of Rocklin’s expenditures on homelessness in the
previous year was $110,475, with $60,475 allocated to The Gathering Inn (TGI) Homeless Prevention and
Rapid Rehousing Program in the Community Development Block Grant (CDBG) Low-and Moderate-
Income Housing Asset Fund; and $50,000 allocated to the TGI Homeless Prevention and Rapid Rehousing
program in the CDBG Coronavirus 2019 CARES Act Fund. The 2022-2023 Grand Jury Report outlines the
funds received by Placer County from the Federal Department of Housing and Urban Development (HUD).
Placer County distributes HUD funding to the Cities of Roseville and Rocklin. In 2021, the last year for
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which data was available, Placer County received $1,499,064, which consisted of funds from eight
different federal funding sources.
The Grand Jury had two findings relating to the City of Rocklin. The report found that there was insufficient
spending coordination among the various Placer County City and County jurisdictions (Finding F3), and
that Cities and County needed homeless budget line items to define funding and expenditure sources
(Finding F5). Consequently, the Grand Jury recommended that “each of the five incorporated cities and
one incorporated town in Placer County establish a full accounting of homeless funding and expenditures
to its citizens on an annual basis by January 1, 2024, and include in the annual budget going forward”
(Recommendation R2). The City’s response disagreed with Finding F3, indicating that they do coordinate
and communicate with other Placer County jurisdictions on homeless-related spending, including
participating in the Regional Working Group on homelessness, the Homeless Resource Council of the
Sierras, and the City of Roseville and Placer County Housing Authorities, which have jurisdiction over
Rocklin. The City partially disagreed with Finding F5 given that homelessness funding appears in line items
for specific departments or programs, rather than as a single “homeless budget” line item. The City noted
that a full accounting of homeless funding and expenditures will be partially implemented as part of the
next annual budget; but because it uses fund-based budgeting and not project-based budgeting, it will
not be able to completely resolve this issue without changing the budgeting process for the entire City,
which is infeasible and impractical (Placer County, 2023).
2021-2022 Grand Jury Report
The Placer County Grand Jury conducted required inspections at the seven Placer County jails and holding
facilities in Roseville, Rocklin, Auburn, and Tahoe City the months of July and November 2021. Grand juries
are mandated by California Penal Code § 919(b) to inspect and report on juvenile detention facilities. The
Rocklin Police Department (RPD) includes an adult temporary holding facility and a juvenile temporary
holding facility. Historically, the adult temporary holding cells have experienced underutilization with only
two adult detainees held at the facility in the two years prior to the grand jury inspection. As a result, the
RPD requested the Board of State and Community Corrections (BSCC) to decommission the adult facility
effective July 1, 2021. An agreement was reached and the BSCC officially decommissioned the Adult
Temporary Holding Facility as requested. The Grand Jury also reviewed the two remaining holding cells
used exclusively for juveniles who are brought in for brief periods of time before being released to parents,
guardians, a medical facility, or sent to the Placer County Juvenile Detention Facility (PCJDF) in Auburn.
The Grand Jury inspected the Rocklin Juvenile Detention Facility on September 15, 2021. The Grand Jury
found the facility to be well-organized, neat, well maintained, and run by dedicated and knowledgeable
staff. The Grand Jury also found that the Rocklin Juvenile Detention Facility is underutilized and is a waste
of resources and space. The Grand Jury recommended that by January 1, 2023, the Rocklin PD close the
two cells that are maintained to hold juveniles and re-allocate the space as they did when the adult
detention cells were closed.
The Rocklin PD agreed with the Grand Jury’s findings that the juvenile detention facility was underutilized
and an inefficient use of resources and space, and on August 22, 2022, sent a letter to the Board of State
and Community Corrections officially decertifying the Juvenile Holding Area, effective September 1, 2022
(Placer County, 2023).
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2020-2021 Grand Jury Report
There were no findings of investigation for the City of Rocklin, apart from the required inspection of the
City’s holding facilities of which there were no recommendations. (Placer County, 2023)
2019-2020 Grand Jury Report
The Placer County Grand Jury investigated the City of Rocklin’s compliance with Assembly Bill 2257,
codified in California Government Code § 54954.2, requiring all legislative bodies, such as city councils
and boards of supervisors, to have a prominent, direct link to their agenda on their website’s homepage
and other specific requirements related to the listing of that agenda after January 1, 2019. The grand jury
found that the City of Rocklin website does not provide a prominent, direct link to the current City Council
meeting agenda, nor does it provide a direct link to an agenda management platform listing of the City
Council meeting agendas; therefore, it does not comply with AB 2257. The grand jury recommended the
City of Rocklin update its website by incorporating a prominent, direct link to the current City Council
meeting agenda or list of city council agendas by October 1, 2020. If the link is to include a list of agendas,
the most recent agenda must be listed first.
The City disagreed wholly with the finding, providing a screenshot of their homepage that shows “Agendas
and Public Notices” displayed prominently. As of January 15, 2024, the City continues to remain in
compliance with AB 2257 by displaying a link to “City Council Agendas” on their main homepage (Placer
County, 2023).
4.4 Management Efficiencies
This section considers the effectiveness of the City in providing efficient, high quality public services.
Efficiently managed agencies typically implement benchmarking and monitor performance to improve
service delivery, planning efforts, and emergency planning. LAFCO’s metrics for evaluating management
efficiency relate to the ability of an agency to implement plans to improve service delivery, contain costs,
reduce waste, eliminate duplications of effort, maintain qualified employees, and build and maintain
adequate contingency reserves. A basic organizational chart for the City is shown in Figure 4-2.
The City Manager for the City of Rocklin is responsible for directing City operations and overseeing and
implementing policies on behalf of the City Council. The City allocated 270 full-time equivalent employee
(FTE) positions in the FY 2023/2024 budget (Rocklin, 2023c).
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Figure 4-2: City of Rocklin Organizational Chart (FY 2022/2023)
(Source: City Staff, personal communication, August 2024)
An important part of management effectiveness is having a city-wide mission and vision statement that
appear regularly in city documents, and which serve to guide the city’s strategic decisions. The City of
Rocklin has adopted a vision statement and vision principles as listed in Table 4-2 on the next page.
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Table 4-2: Vision Statement and Vision Principles for the City of Rocklin
To become a city that provides its citizens with
Vision Statement exceptional quality of life while maintaining its
small-town sense of community.
• Rocklin views the safety of its citizens as vital
and places a priority on public safety and
emergency response;
• Rocklin values education and its benefits to
the community and is an active partner and
supporter of community schools;
• Rocklin is a community of neighborhoods;
each unique and essential in preserving and
promoting a diverse and welcoming
community;
• Rocklin emphasizes citizen engagement and
Vision Principles
views it as the cornerstone for community
decision making;
• Rocklin strives to be a sustainable
community, both economically and
environmentally;
• Rocklin celebrates and builds on its rich
history by protecting natural and cultural
resources; and
• Rocklin values community recreation
programs and a park system serving all
residents.
Source: Rocklin, 2014.
4.4.1 City Departments
The City’s 270 full-time equivalent employees are organized into the following departments: (1)
Administrative Services, (2) City Manager, (3) Community Development, (4) Fire, (5) Parks and Recreation,
(6) Police, and (7) Public Works. Over the last several years, the City has been consolidating departments
to increase efficiencies and reduce redundancies. The Finance and Human Resources Departments were
consolidated into the Administrative Services Department in FY 2020/2021. The Engineering Division was
moved from Public Works to Community Development, the Housing Division was moved into the City
Manager’s Office, and the Information and Technology (IT) Department was consolidated into
Administrative Services in FY 2023/2024.
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4.4.1.1 City Attorney’s Office
The City Attorney’s Office advises City officials in all legal matters, frames ordinances and resolutions
required by the City Council, and performs other legal services required by the City Council. The
department has three staff members and a budget of approximately $1.1 million for FY 2023/2024
(Rocklin, 2023c).
4.4.1.2 City Clerk’s Office
The City Clerk is the local official who administers democratic processes such as elections, access to City
records and all legislative actions, and ensuring transparency to the public. The City Clerk acts as a
compliance officer for federal, state, and local statutes including the Political Reform Act, the Brown Act,
and the Public Records Act. The City Clerk manages public inquiries and relationships, and arranges
ceremonial and official functions. The department is comprised of two staff members and has an
operating budget of $329,000 for FY 2023/2024 (Rocklin, 2023c).
4.4.1.3 Administrative Services Department
The Administrative Services Department provides financial, human resources, information technology,
and payroll support to all City departments. The department’s budget for FY 2023/2024 is approximately
$15.4 million with 27 Full-time Equivalent (FTE) staff positions. The IT Division was consolidated into the
Administrative Services Department as part of the FY 2023/2024 budget, moving all IT positions and
associated budgets. The department also added a Department Administrative Specialist position to
provide administrative and Citywide procurement support (Rocklin, 2023c).
4.4.1.4 City Manager’s Office
The City Council is the governing body of the Rocklin Municipal Government. The City Manager is
appointed by the City Council and is responsible for implementing and carrying out the policies of the City
Council. As the chief executive officer of the City, the City Manager supervises operations, directs
departments and services, and enforces the laws and policies as adopted by the City Council. The City
Manager’s Office coordinates: Administration; Economic Development; Legislative Advocacy; Housing;
and Public Affairs. The Housing Division was consolidated into the City Manager’s Office as part of the FY
2023/24 budget. One position and associated budgets were moved from the Community Development
Department to the City Manager’s Office. The office budget for FY 2023/2024 is approximately $4.7 million
with 5.50 FTE staff positions (Rocklin, 2023c).
4.4.1.5 Community Development Department
The Community Development Department oversees the responsible and sustainable growth of the City
while ensuring safety and quality of life. The department consists of five divisions: Building Services; Code
Enforcement; Engineering Services; Permit Center; and Planning Services. The Engineering Division was
consolidated into the Community Development Department as part of the FY 2023/24 budget. Three
positions and associated budgets were moved from the Public Works Department to the Community
Development Department. The department also added a Public Works Business Technician position to
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provide administrative support to all five divisions in the department. The department’s budget for FY
2023/2024 is approximately $18.3 million with 28 FTE staff positions (Rocklin, 2023c).
4.4.1.6 Fire Department
The Fire Department provides response to emergencies throughout the City in an effort to minimize
injuries, loss of life, and property and environmental damage. The mission of the Fire Department is to
minimize risk, increase safety, and improve the quality of life in our community by responding quickly,
solving problems, and being nice. The department consists of four divisions: Fire Administration; Field
Operations; Fire Prevention; and Emergency Management. The department’s budget for FY 2023/2024 is
approximately $15.9 million with 44.5 FTE staff positions (Rocklin, 2023c).
4.4.1.7 Parks & Recreation Department
The Parks and Recreation Department provides parks, facilities and recreation experiences to enhance
quality of life. The department consists of three divisions: Business Services; Recreation; and Parks. The
department’s budget for FY 2023/2024 is approximately $10.3 million with 22.5 FTE staff positions. The
department added a Recreation Coordinator position for special and co-sponsor events, and programs
(Rocklin, 2023c).
4.4.1.8 Police Department
The Rocklin Police Department provides law enforcement services to the citizens of Rocklin. The
department consists of four divisions: Administration; Police Operations; Investigations; and Support
Services. The department’s budget for FY 2023/2024 is approximately $24.4 million with 94.5 FTE staff
positions. The department added two Police Officer positions and vehicles in the Police Operations
Division (Rocklin, 2023c).
4.4.1.9 Public Works Department
The primary responsibility of the Public Works Department is to maintain the City’s infrastructure in
support of the community, the City’s General Plan, and other City departments. The department designs,
builds and maintains facilities and other public areas, coordinates street excavation and pavement
maintenance work, manages the City’s vehicle and equipment fleet, monitors water quality, and regulates
street and sidewalk use while enhancing and protecting the public rights-of-way. The department consists
of seven divisions: Streets; Environmental Services; Landscape; Traffic Signals & Lighting/Operations;
Facilities; Fleet Services; and Administration. The department’s budget for FY 2023/2024 is approximately
$22.5 million with 38 FTE staff positions. A Landscape Services Worker position was added for inspection,
construction, and repair of landscapes (Rocklin, 2023c).
4.4.2 City Staff
As of July 1, 2023, the City has approved 270 full-time equivalent positions (FTE). The breakdown in
staffing by department can be seen in Table 4-3 below. Approximately 35 percent of all City staff are
employed by the Police Department, followed by the Fire Department at 16 percent.
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Table 4-3: Staffing by Department
Department Effective July 1, 2023
City Council 5
City Manager 5.5
City Attorney 3
City Clerk 2
Administrative Services 27
Community Development 28
Fire 44.5
Parks & Recreation 22.5
Police 94.5
Public Works 38
Total 270
The City added 6.65 FTE new staff positions from the prior fiscal year. Total pay and benefits for full-time,
part-time, and seasonal staff in 2022 were queried from the California State Controllers Government
Compensation website. Figure 4-3 shows the top 50 paid staff in 2022.
Figure 4-3: Top 50 Paid Staff (2022)
Approximately 359 staff were employed by the City in 2022 including part-time, full-time, and seasonal
staff. Total pay and benefits ranged from a high of $454,402 to a low of $88. One hundred and eighty-nine
(189) staff received pay and benefits over $100,000 each in 2022. The top thirteen staff received pay and
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benefits over $300,000 each. Approximately $2.87 million was paid to staff for overtime in 2022 with
$2.76 million of that overtime split almost evenly between the Police and Fire Departments. In total, the
City spent approximately $40.1 million on pay and benefits for employees in 2022. A breakdown in base
pay, overtime pay, and benefits per Department in 2022 can be seen in Table 4-4.
Table 4-4: Base Pay, Overtime Pay, and Benefits by Department (2022)
Department Base Pay Overtime Pay Total Pay Benefits
Administrative Services $1,437,422 $9,574 $1,495,036 $541,924
City Attorney $418,525 $0 $425,984 $177,186
City Clerk $173,369 $330 $179,873 $70,009
City Council $43,400 $0 $43,400 $0
City Manager $623,266 $0 $654,317 $208,599
Community Development $1,919,147 $7,875 $1,969,411 $786,947
Fire $4,498,113 $1,404,285 $6,349,397 $2,573,012
Information Technology $772,895 $8,526 $813,764 $315,763
Parks & Recreation $1,469,668 $51,274 $1,579,530 $623,977
Police $9,284,597 $1,357,028 $12,279,478 $4,612,935
Public Works $2,958,606 $32,276 $3,156,734 $1,282,520
Grand Total $23,599,008 $2,871,168 $28,946,924 $11,192,872
Source: California State Controllers Government Compensation, 2022
Rocklin’s turnover rate for staff in 2023 was 12.5 percent. The departments with the highest turnover
were the City Clerk’s Office (2 of 2 positions), City Attorney’s Office (2 of 3 positions), and Administrative
Services (12 of 35 positions) (Rocklin, 2024a). High turnover, vacant leadership positions, and difficulty of
recruiting staff could be indicative of compensation disparity between Rocklin and competing cities or
industries; an insufficient benefits package; or other reasons. Loss of staff has the potential to disrupt
service delivery and reduce efficiencies of service. The consultants for this study reviewed current job
openings for the City of Rocklin on November 22, 2023. The City at the time was recruiting for the
following full-time positions:
1. Chief Building Official
2. City Attorney
3. City Clerk
4. Director of Parks and Recreation
5. Information Technology Manager
6. Budget Officer
7. Finance Officer
8. GIS Analyst
9. Information Technology Analyst
10. Irrigation Maintenance Technician
11. Police Officer (Lateral)
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12. Police Recruit
13. Public Safety Dispatcher II
14. Academy Graduate Police Officer
15. Senior Equipment Mechanic
Seven of the 16 positions open were either Director or management level positions. On November 22,
2023, there was no City Attorney, no Director of Parks and Recreation and no Chief Building Official. These
top positions oversee 24 personnel across three City Departments. It is likely that lower management
positions filled the gap. According to City staff the turnover in 2023 was attributed to several factors, such
as new positions being created, retirements, and resignations. Despite the challenges in recruiting, staff
worked diligently to fill these positions. Eleven of the sixteen positions have been filled, while others are
continuously posted or at different stages of the hiring process (City staff, personal communication,
August 2024).
The consultants queried City staff on the apparent high rate of turnover. City staff responded in February
2024 that the County’s turnover rate for 2023 was also 12.5 percent. The highest net City Department
turnover is the City Clerk's Office (100 percent with 2 positions), City Attorney's Office (66.7 percent with
2 positions), and Administrative Services Department (34.4 percent with 12 positions). In February 2024,
the City was recruiting for positions in the Administrative Services Department (5 positions), Community
Development (1 position), Fire Department (1 position), Parks and Recreation Department (2 position),
Police Department (7 positions), and Public Works (1 position) (Rocklin, 2024a).
4.4.3 Training
The City follows best practices for personnel training and certificates. Personnel at the City receive on-
going trainings for anti-harassment and ethics. Board and Commission members are required under AB
1234 to undergo two hours of ethics training every two years, and newly elected officials must receive
the training within the first year of holding office (Rocklin, 2016). Fire and emergency services are not
included in this summary as they are not being reviewed in this MSR.
The City has eleven Administrative Policies as follows:
1. Code of Ethics (Resolution No. 2007-279) – 2007
2. COVID-19 Prevention Program Policy – 2021
3. Employee Attendance at Union During Working Hours – 1993
4. Employee/Employer Resolution (Resolution No. 2017-237) – 2017
5. Equal Employment Opportunity Plan (Resolution No. 2014-250) - 2014
6. Personnel Rules (Resolution No. 2014-248) – 2014
7. Prohibition of Violence in the Workplace – 2004
8. Reasonable Accommodation Policy – 2017
9. Vehicle Use and Driving Standards Policy – 2023
10. Smoke Free Workplace – 2012
11. Whistleblower Protection Policy – 2016
(Rocklin, 2023f)
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4.4.4 Certifications
City personnel maintain current certifications as required by individual staff positions and agency best
practices, such as Building Department certifications, Certified Access Specialist (CASp) for construction-
related state accessibility requirements, California Residential Building or Combination Inspection
Certification, and Building Official certification. Certifications are also required for Information Technology
(IT) analyst and management positions; and mechanic and technician certifications for fleet services.
Facilities that require County Environmental Health permits are maintained and all necessary facilities
have passed recent inspections.
4.5 Awards to the City
In 2023, the California Society of Municipal Officers awarded the City the Operating Budget Meritorious
Award for the FY 2022/2023 Adopted Operating Budget produced by the Administrative Services
Department. The City has not sought out these awards in the past, and this was the first time the City
provided a submission (City staff, personal communication, August 2024).
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Chapter 5. Growth and Population
The growth and population projection for the City is a determination which LAFCO is required to describe,
consistent with the MSR Guidelines from the Governor’s Office of Planning and Research (OPR) as set
forth in the CKH Act. This section provides information on the existing population and future growth
projections for the City of Rocklin. Historical and anticipated population growth is a factor which affects
service demands.
5.1 Historic Population
The City of Rocklin was incorporated in 1893 with 1,050 residents according to the 1890 census. The
number of residents declined until the 1950s when the population stabilized. Growth was slow but study
up until the 1980’s when the population grew by 159 percent between 1980 and 1990 to a population of
19,033. From 1990 to 2008, the population almost tripled to 53,843. Population growth for the City has
accelerated since the 1980s and continues through the present day. The City’s current General Plan
extends the population planning horizon to 2035 and analyzes three different growth scenarios that
anticipate a four to eight percent growth rate every five years from 2020 to 2035 (Rocklin, 2012). The
planning horizon coincides with the Sacramento Region Blueprint adopted by the Sacramento Area
Council of Governments (SACOG) in 2004. The Blueprint was a pioneering effort in regional planning for
all 20 cities and six counties within the Sacramento area. Member cities have focused on implementing
the Blueprint principles, including housing options, transportation choices, mixed land use, compact
development, conserving natural resources, utilizing existing assets, and quality design. SACOG plans to
complete an updated Blueprint by 2025 (SACOG, 2023).
5.2 Existing Population
As shown in Table 5-1 below, there were approximately 71,179 residents within the City boundary as of
January 1, 2023 (CA DOF, 2023a). This is a decrease of 0.156 percent from the 2020 population of 71,290
(CA DOF, 2023b). However, population growth from the previous decade was much higher. From 2010 to
2015, the City grew from 56,974 to 60,550 persons, an increase of 6.2 percent; and from 2015 to 2020,
the City grew from 60,550 to 69,702 persons, an increase of 15.1 percent (CA DOF, 2023c).
Table 5-1: City of Rocklin Existing Population (2023)
Population Percent of City Population of Number of
Population1
in SOI2 Total County Population1 Registered Voters3
City of Rocklin 71,179 78 17.3 55,405
Sources:
1 CA DOF, 2023a.
2 Estimated based on the number of parcels in the SOI with number of units per parcel from the Placer County
Assessor property information for individual parcels multiplied by 2.8 persons per household from the US Census
2022 ACS Demographic and Housing Estimates.
3 This number is the total number of registered voters within County Supervisorial District 3, which encompasses
Rocklin, Loomis, and the community of Penryn (CA SOS, 2024).
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5.2.1 Existing Population in SOI
Rocklin’s SOI population (outside the City Boundary) is estimated to be 78 people based upon an average
of 2.8 persons per Assessor's Parcel in Placer County, as shown on the previous page. The SOI is composed
of low-density, single-family residential properties and farmland adjacent to the Town of Loomis and
Placer County unincorporated areas as well as along Highway 65.
5.3 Projected Population Growth
Projecting future population for a City is complicated due to uncertainty regarding the pace of population
growth. The City of Rocklin General Plan Land Use Element (updated in 2012) includes a section on holding
capacity, projecting population at buildout based on the number of housing units that may be developed
over time multiplied by an average number of 2.6 persons per household (Rocklin, 2012a). The projections
for population based on slow/low growth, mid-growth, and high-growth models found in the General Plan
can be seen in Table 5-2 below.
Table 5-2: City of Rocklin Population Projection Scenarios, General Plan Land Use Element, 2012
Growth Scenario 2020 2025 2030 2035
Low Growth 60,934 63,534 66,134 68,734
Mid-growth 67,174 72,374 76,136
High-growth 73,414 76,136
Source: City of Rocklin, 2012a.
The slow growth scenario assumes that residential building permits issued will average 200 dwelling units
per year. Under this scenario, the City would reach buildout by 2055. The mid-growth scenario assumes
that residential building permits issued will average 400 dwelling units per year and that the City will reach
buildout by 2030. The high-growth scenario assumes that residential building permits issued will average
600 dwelling units per year and that the City will reach buildout by 2025. The City’s General Plan assumes
the mid-growth scenario is most likely and anticipates buildout to be 29,283 housing units or a population
of 76,136 by 2030 (Rocklin, 2012a).
The City’s mid-growth scenario assumes an increase in population of 5 to 7 percent every 5 years. As noted
above, the 5-year incremental increases from 2010 to 2020 ranged from 6.2 percent to 15.1 percent. This
rate of growth would have resulted in the high growth scenario. However, based on the population decline
from 71,290 people in 2020 to 71,179 people in 2023, the City is now closer to the mid-growth scenario.
The City’s January 1, 2023, estimated population was approximately 5,000 persons short of buildout. The
consultants reviewed the number of approved, under construction, and proposed residential units per
project listed on the City’s website to calculate an estimate for expected population growth in the City in
the immediate future. Residential units approved and under construction totaled 2,814 units and
proposed projects totaled 885 units for a total of 3,699 residential units. The 2022 ACS 5-year estimates
from the US Census (Table S1101) establish the average household size for Rocklin at 2.86 persons per
household. This average is used for this analysis as it provides the most recent data for average household
size in the City. The 2.86 persons per household average is slightly above the City’s 2012 General Plan
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average of 2.6 persons per household used to estimate the City’s growth scenarios. Multiplying the
number of under construction and approved residential units by 2.86 residents yields an estimated
population increase of 8,049 additional residents (rounded to the nearest whole person) to the City in the
short-term. When adding in proposed projects, the population increases by an additional 2,532 residents
for an estimated total of 10,581 new residents. This suggest that the City could reach and exceed buildout
prior to 2030, with over double the number of new residents short of buildout, upon occupation of
currently under construction, proposed, and approved projects (Rocklin, 2024c). Table 5-3 below shows
projected population based on known projects through the mid-growth planning horizon. A breakdown
in projected population by proposed, approved and under construction projects as of February 28, 2024,
can be seen in Appendix C.
Table 5-3: City of Rocklin Projected Population (2020 – 2030)
2020 2023 2030 2035 2040
City of Rocklin 67,174 71,179 81,760
Source: City of Rocklin, 2012a; 2024c
If all projects that are proposed, approved, and under construction are constructed (approximately 3,699
new housing units), Rocklin will exceed its projected population buildout by approximately 5,624 people
within the next five years or so. This time frame is of course, dependent on several factors including the
housing market and construction timelines. According to Redfin, the Rocklin housing market is very
competitive as of May 2024. Homes in Rocklin receive two offers on average and sell in around 14 days.
The median sale price of a home in Rocklin was approximately $690,000 in April 2024, up 2.1 percent since
April 2023. The median sale price per square foot in Rocklin is $362, up 10.9 percent compared to 2023
(Redfin, 2024).
Recommendation: The City may wish to consider an update to the General Plan in the near future to
plan for the expected population increase beyond the City’s current growth horizon.
5.4 Land-Use and Development
The land uses present in the City of Rocklin today are the result of decades of decisions by the City and
activities by private developers. This section summarizes existing land use within the City. Land use is a
factor that affects population growth and, therefore, demand for public services.
5.4.1 Existing Land Uses
The City of Rocklin General Plan Update was adopted by the City Council in October of 2012, and it serves
as a comprehensive guide for making decisions regarding land use, housing, circulation, conservation,
public health, public services, and safety. The City General Plan contains a comprehensive, long-term plan
for the physical, economic, and environmental growth of the City. The updated 2012 General Plan
extended the planning horizon to 2030, assuming that buildout of all residential development and non-
residential development in Rocklin would occur within the 2030 timeframe for purposes of environmental
analysis only. The General Plan provides the legal foundation for the City Zoning Ordinance and other
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regulations. The General Plan also recognizes the municipal services provided to City residents and
contains a Public Services & Facilities Element with numerous policies and background information
regarding the provision of these services. For example, Policy PF-2 states that the City shall require a study
of infrastructure, public facility, and financing needs for newly annexed areas (City of Rocklin, 2012c). The
City of Rocklin has identified land uses designations and population density standards with development
in the City limits and the SOI as shown in Table 5-4 below.
Table 5-4: City of Rocklin Population Projection Scenarios, General Plan Land Use Element, 2012
Population Per
Land Use Designation Description
Acre
Large lot rural residential area on parcels ranging
Rural Residential 3 or less
from one to ten acres.
Residential estate areas on parcels ranging from
Low Density Residential
12,500 square feet (sf) to one acre. 3-9
Areas where single family residential structures
Medium Density Residential do not exceed 2 stories in height. Minimum lots 9-21
from 5,000 sf to 12,500 sf.
Areas where single family and multifamily
residential structures are located in close
Medium High Density
proximity to commercial and public facilities. 22-40
Residential
Density from 8.5 to 15.4 dwelling units per acre
(du/ac).
Areas of multiple family development in close
proximity to commercial and public facilities,
High Density Residential 40+
arterial and collector streets and other intensive
uses. Density of 15.5+ du/ac.
Areas where nonresidential (i.e., office, retail,
service, civic, cultural, entertainment and other
similar uses) and residential are permitted to be
mixed, and typically include medium high density
Mixed Use 26-104
to high density residential land uses within the
same building, lot, block or designated project.
Density of 10 to 40 dwelling units per acre, and a
Floor Area Ratio (FAR) between 0.25 and 1.6.
Source: City of Rocklin, 2012a.
The General Plan contains a land-use map and associated policies that identify the types and intensities
of permissible uses in relation to different land use designations. Figure 5-1 on the next page shows the
City's General Plan Land-Use Designations as of the last update to the map which is dated April 17, 2024.
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Figure 5-1: City of Rocklin Land Use Map
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Rocklin is a suburban community within commuting distance of Sacramento (21 miles southwest of
Rocklin) and other major employment areas within Northern California. Rocklin’s topography includes the
Sierra Nevada foothills with elevations ranging from 150 to 525 feet above sea level. The City contains
urban areas, grasslands used for grazing, riverine areas, and oak woodlands. Topography varies from level
to hilly, with a number of bluffs, ravines, creeks, and low-lying areas.
Some areas of the City are still undeveloped and feature oak woodlands and riparian areas with circulation
patterns that follow the topography. The City’s 2012 General Plan notes that the City contains
approximately 19.8 square miles with an additional 1.2 square miles outside the City boundaries within
the Sphere of Influence (approximately 13,000 acres total within the planning area). The City is bounded
by the City of Roseville on the south and west, Placer County and State Route 65 on the west, the City of
Lincoln on the north, and the Town of Loomis on the east.
The City is divided into 17 neighborhoods or “Community Plan Areas,” many of which have been master
planned as Planned Unit Developments. The City’s original development area is within the
“Central/Downtown” planning area and includes historical structures, a grid street pattern, and a mix of
industrial, commercial, and residential uses. The Central/Downtown area also includes several former
rock quarries, one of which has been redeveloped as an adventure sports center with climbing, ziplining,
and other recreational amenities. The Union Pacific Railroad tracks that bisect the City run through the
Central/Downtown area, which is undergoing streetscape beautification improvements including
walkways and landscaped medians. Newer areas of the City are dominated by low to medium density
housing, newer commercial areas in Stanford Ranch, Sunset West, and the Granite Drive/Sierra Meadows
planning areas; and industrial uses concentrated near the railroad. Rural residential uses are concentrated
east of I-80 and north of Rocklin Road. Developed parks are interspersed throughout the residential
neighborhoods, and one golf course also offers open space features (City of Rocklin, 2012a; City Staff,
personal communication, August 2024).
The City’s top three industries are institutional (local government, education, and hospitals), retail, and
professional/scientific/technical services. The largest employers in Rocklin are shown in Table 5-5 below
in order of the number of employees. Employees are defined as having permanent full-time or part-time
employment.
Table 5-5: Principal Employers 2023, City of Rocklin
Company Industry/Business Description Size (employees)
Horizon West Healthcare Healthcare 1,204
Sierra Joint Community College District Public Education 1,200
Rocklin Unified School District Public Education 1,000
S.E. Scher Corporation Employment Agency 663
Oracle Corporation Computer Technology 500
American Healthcare Administrative Services Healthcare 490
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Company Industry/Business Description Size (employees)
United Natural Foods West Inc. Food Wholesale/Distribution 385
City of Rocklin Government 270
Educational Media Foundation Media 200
SMA America Production LLC Renewable Energy 200
Jeld-Wen Inc. Window & Door Manufacturing 195
Golden Eagle Distributing Corporation Manufacturing and Distribution 178
Financial Pacific Insurance Company Insurance 178
Sonoran Roofing Inc. Construction 160
J.R. Pierce Plumbing Co. Inc. of Sacramento Construction 150
Infinity Energy Renewable Energy 150
Bi Warehousing Inc. Automotive Supply 144
Rocklin Physical Therapy P.C. Healthcare 139
Road Safety Inc. Construction 120
Esurance Holdings Inc. Insurance 104
Cha-Dor Realty LLC Realty 102
Pacific Secured Equities Inc. Financial 100
Source: City of Rocklin, 2023; City staff, personal communication, August 2024
Schools within the City of Rocklin include eleven elementary schools, two middle schools for grades 7-8,
three high schools for grades 9-12 (which includes one continuation high school) all operated by the
Rocklin Unified School District (RUSD); and four charter schools (one K-7, one K-8, and two K-12) within
the City. Tuition-based private schools include Heritage Christian Academy (K-12), the Phoenix School (K-
6), and Destiny Christian (K-5).
There are no major hospitals within the City of Rocklin, but there are medical clinics, including Rocklin
Placer Center for Health, Sutter Medical Plaza Rocklin, UC Davis Medical Group, Concentra Urgent Care,
El Camino Medical Clinic, and Placer Health & Wellness. The nearest hospitals to the City include Sutter
Roseville Medical Center and Kaiser Permanente in Roseville.
5.4.2 Transportation Land Use
A significant amount of land within the City of Rocklin is dedicated to transportation, including: The Union
Pacific Railroad line, which operates a double-tracked parallel mainline through downtown Rocklin; City
streets; and Class 1 bikeway facilities in Sunset West, Whitney Ranch, and the Springview area along
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Antelope Creek. Major travel routes through the City of Rocklin include Interstate 80, State Route 65, and
the local arterials. The intersection of arterial roads in the City of Rocklin are considered major
intersections and those arterials are listed as follows: Blue Oaks Boulevard, Granite Drive, Lonetree
Boulevard, Pacific Street, Park Drive, Rocklin Road, Sierra College Boulevard, Stanford Ranch Road, Sunset
Boulevard, University Avenue, Valley View Parkway, West Oaks Boulevard, West Stanford Ranch Road,
Whitney Ranch Parkway, and Wildcat Boulevard. Class 2 on-street bike lanes exist on many City roads,
including most of the local arterials listed above. Most city streets have a wide travel corridor with
sidewalks for pedestrian access (City of Rocklin, 2012d).
5.4.3 SOI Land Use
Rocklin’s Sphere of Influence area consists of approximately 419 acres, much of which is currently utilized
for rural land uses such as estate residential, agriculture, or is undeveloped. Since the SOI remains
unincorporated, the Placer County General Plan is the guiding land-use document. The City of Rocklin has
indicated that some land available in the SOI may be suitable for future development, pending future
studies and permits.
5.4.4 Redevelopment
As of the writing of the City’s 2012 General Plan Land Use Element, the City had an adopted
Redevelopment Plan, Redevelopment Plan Area, and Redevelopment Plan Agency. Pursuant to Assembly
Bills 1X26 and 1484 (“the Bills”), all redevelopment agencies in the State of California were dissolved on
February 1, 2012. The City of Rocklin is the Successor Agency to the former Rocklin Redevelopment Agency
and is responsible for winding down the affairs of the former redevelopment agency which includes
making payments due to contractors, bond debt service payments, loan payments, and the disposition of
the assets of the former redevelopment agency. The former Redevelopment Plan encompassed the area
between Interstate 80 and Pacific Street between Sunset Boulevard and the Sierra College Boulevard
interchange. It included downtown Rocklin as well as the Sunset Plaza shopping center, the Civic Center
Master Plan Area, the last active granite quarry (Big Gun), commercial properties along Granite Drive and
I-80 east of Sierra Meadows Drive, as well as light industrial and residential areas. The purpose of the
Redevelopment Area was to improve inadequate public facilities, develop underutilized areas, diversify
the employment base, and provide affordable housing. With the passage of the Bills, however, these areas
are no longer receiving Redevelopment funds (City of Rocklin, 2024d).
5.4.5 Special Planning Areas
The City is divided into 17 neighborhoods or “Community Plan Areas,” many of which have been master
planned as Planned Unit Developments (referred to as “General Development Plans” in the Rocklin Zoning
Ordinance). These areas are shown in Figure 5-2 on the next page. Most of the vacant land in the City
already has approved development plans. Planning areas and their general land uses are summarized
below:
• Highway 65 Corridor – A portion of the Northwest Rocklin Annexation Area designated for non-
residential uses, including light industrial/manufacturing, tech, commercial, and
business/professional.
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Figure 5-2: City of Rocklin Community Planning Areas
Source: City of Rocklin, 2012b.
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• Whitney Ranch – A part of the Northwest Rocklin Annexation Area approved for a development
of up to 2,889 single family residences, 1,426 multi-family residences, and commercial,
business/professional, parks, open space, and school uses.
• Whitney Oaks – Suburban residential development centered on a golf course with parks and one
school.
• Woodside – Mixed use neighborhood consisting of residential, park, retail, and office uses.
• Stanford Ranch – The largest planning area with three distinct land use patterns: suburban
residential, industrial and business parks, and commercial core, as well as open space, parks, and
schools.
• Mission Hills/Clover Valley – This neighborhood area is comprised primarily of low and medium
density residential development or areas of planned development, with some supporting park,
school, and commercial uses.
• Fairway Heights – Developed with single- and multi-family residential uses ad supporting
commercial, office, park, and school uses.
• Sunset Whitney – Predominantly single-family residential with the Sunset Whitney Recreation
Area and some commercial uses and undeveloped lands.
• Sunset East – Includes four specific plan areas for residential development with some trails, parks,
a school, and two light industrial uses.
• Sunset West – Also a master planned area for residential development with parks, a school, and
several commercial properties.
• Central Rocklin Downtown – A historic commercial area of the City encompassing many of the
public uses in Rocklin, as well as several abandoned quarry pits and other industrial uses, and
historic homes. Within the City’s Redevelopment Area.
• Del Mar – Rural residential, undeveloped, commercial, and industrial uses predominate in this
area.
• Granite Drive/Sierra Meadows – Newer commercial and industrial development, as well as single-
family residences, churches, parks and vacant land slated for commercial and industrial
development are located within this area. Within the City’s Redevelopment Area.
• Sierra College – This area is oriented around Sierra Community College with surrounding property
containing rural residential uses, a church, and vacant land.
• Croftwood – Consists primarily of rural residential uses and undeveloped land with a large area
designated for commercial use.
• Secret Ravine/Sierra Bluffs – Dominated by residential uses and supporting parks and commercial
uses.
• Greenbrae Island – Contains residential uses within an “island” of previously unincorporated
Placer County territory that has since been annexed to the City.
(City of Rocklin, 2012b; City staff, personal communication, August 2024)
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5.5 Agriculture and Open Space
5.5.1 Agriculture
Agricultural land is an essential resource in California, and the CKH Act specifies that one aim of LAFCO is
to protect open space and agriculture. Placer LAFCO has an interest in documenting the conversion of
agriculture and open space lands to other land use types, such as residential use. Placer LAFCO’s MSRs
consider the present and planned land uses in the area, including agriculture and open-space lands. State
law empowers LAFCO to “discourage urban sprawl, preserve open-space and prime agricultural lands, and
encourage the orderly formation and development of local agencies based upon local conditions and
circumstances” through the implementation of LAFCO’s tools such as MSRs and SOIs.
The Cortese-Knox-Hertzberg Local Government Reorganization Act, Government Code Sec. 56064 defines
“Prime Agricultural Land” (PAL) as an area of land, whether a single parcel or contiguous parcels, that has
not been developed for use other than an agricultural use and that meets any of the following
qualifications:
(1) Land that qualifies, if irrigated for rating as class I or class II in the USDA Natural Resources
Conservation Service land use capability classification, whether or not land is actually irrigated,
provided that irrigation is feasible;
(2) Land that qualifies for rating 80 – 100 Storie Index Rating;
(3) Land that supports livestock used for the production of food and fiber that has an annual carrying
capacity equivalent to at least one animal per unit acre as defined by the United States
Department of Agriculture in the National Range and Pasture Handbook, Revision 1, December
2003; and
(4) Land planted with fruit or nut bearing trees, vines, bushes, or crops that have a nonbearing period
of less than five years and that will return during the commercial bearing period on an annual
basis from production of unprocessed agricultural plant production not less than four hundred
($400) per acre.
Placer LAFCO aims to protect open space and agricultural uses. The California Farmland Mapping and
Monitoring Program (FMMP) managed by the California Natural Resources Agency has provided data for
agricultural classifications in the City of Rocklin and Placer County unincorporated areas as shown in Figure
5-3. The most recent mapping data for Placer County is dated 2018.
The categories shown include Grazing Land, Farmland of Local Importance, Farmland of Statewide
Importance, Other Land, and Urban and Built-up Land (CA DOC, 2018). The Rocklin planning area is
primarily designated as Urban/Built-up Land and Grazing Land, with some Other Land. One small area of
Farmland of Statewide Importance remains, which represents the remnants of a historical olive orchard
that is no longer in production and has not been in production or actively irrigated for some time. Areas
to the north, south, west, are predominantly Urban/Built-up Land, with a large area of Other Land to the
east. Much of the undeveloped lands within City are classified as Grazing Land. A breakdown in acreage
by farmland category type can be seen in Table 5-6.
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Figure 5-3: City of Rocklin Important Farmland
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Table 5-6: Acreage by Category Type within the City Boundary
Category Type Acres
Farmland of Statewide Importance 1.65
Farmland of Local Importance 6.37
Grazing Land 3,339.26
Other Land 214.06
Urban and Built-up land 9,064.13
Total 12,625.47
Source: CA Dept. of Conservation, FMMP, 2018
Approximately 26 percent of land within the City boundary is designated as Grazing Land while Urban and
Built-Up Land makes up 72 percent. Much of the land designated as grazing land follows major tributaries
that flow through the City as described in Chapter 7, Present and Planned Capacity of Public Facilities and
Services. In addition to agricultural lands, areas within the City boundary are designated as
recreation/open space and include areas of important environmental or ecological qualities as discussed
in the next section.
The City’s Sphere of Influence (SOI) is 418.96 acres with 253.16 acres considered Farmland of Local
Importance or approximately 60 percent. The remaining categories within the SOI are Urban and Built-up
totaling 42.66 acres or approximately 10 percent, Other Land totaling 61.96 acres or approximately 15
percent, and Grazing Land totaling 61.18 acres or approximately 15 percent. More information about the
City’s SOI can be found in Chapter 11, Sphere of Influence.
5.5.2 Open Space
The City of Rocklin contains a variety of water-oriented sites including creeks, abandoned granite quarries,
ponds, riparian forested wetlands, and seasonal wetlands. Antelope Creek, Secret Ravine Creek and
Sucker Creek are perennial streams that provide riparian habitat for a variety of animals. Pleasant Grove
Creek and Clover Valley Creek are also significant streams in the community. Other ephemeral streams
exist during the rainy season. Seasonal wetlands in the Rocklin area commonly occur within the grassland
habitat areas. Vernal pools are seasonal depression wetlands that are covered by shallow water for
variable periods from winter to spring. The water-oriented environments found within Rocklin provide
important resources to a wide variety of species.
Throughout its development, the City has placed high importance on the preservation of open space.
Some open space areas have been designated to retain unique natural features and characteristics. Others
have been established to preclude development in areas with significant physical constraints. The City has
retained approximately 2,200 acres of open space including both improved and unimproved parkland.
This equates to approximately 19 percent of the total acreage within the Planning Area and does not
include the one golf course in the City or areas of private property (City of Rocklin, 2012). The City recently
purchased the former Sunset Whitney golf course, and it now serves as a recreational area (City Staff,
personal communication, August 2024).
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5.6 Jobs/Housing Balance
Jobs to housing balance is a commonly used planning metric that enumerates the ratio of jobs to housing
units. LAFCO utilizes this metric because it is indicative of the socio-economic factors and is required to
consider under the following:
• Government code 56001 states that the Legislature recognizes the provision of housing for
persons and families of all incomes is an important factor in promoting orderly development
under LAFCO’s purview.
• Government code 56668 requires the commission to consider 15 (a-q) specific factors when
reviewing proposals for change of organization to help inform the Commission in its decision-
making process.
A commonly accepted healthy jobs-to-housing balance is between 1.3 and 1.6. A jobs/housing balance
below this margin is a sign of a bedroom community or mainly residential community, while a balance
above this margin is a sign of a jobs-housing mismatch that could be indicative of restrictive housing
regulations.
According to SACOG’s 2023 Metropolitan Transportation Plan/Sustainable Communities Strategy Update,
as of 2016, Rocklin had a jobs-to-housing ratio of 0.90. In 2005 the balance was 0.78, and by buildout,
SACOG projects that Rocklin will have a 1.07 job housing ratio. The jobs-to-housing balance has therefore
been increasing and is expected to continue to rise over time (SACOG, 2023; City of Rocklin, 2012b).
As of March 2023, the City of Rocklin had approximately 33,700 jobs (EDD, 2024). Around the same time,
in January of 2023, the City had a total of 26,274 occupied housing units out of 27,106 total housing units.
Of those total housing units, 20,950 are single family homes and 6,156 are multi-family dwelling units (CA
DOF 2023b). Using these numbers, the jobs/housing balance is 1.28, which represents the ratio of number
of employed persons to occupied housing units, and is close to a healthy jobs-to-housing balance.
As of 2018, the largest share of City residents (24 percent) had jobs in educational, health, and social
services occupations. Retail trade (13 percent) had the second highest number of jobs in Rocklin, while
professional, scientific, management, administrative, and waste management services had the third
largest amount (12 percent). Typically, except for certain sales positions, relatively higher-paying jobs are
in these categories, translating into higher incomes for Rocklin residents engaged in these occupations.
These patterns are similar in Placer County as a whole (City of Rocklin, 2024b).
Recommendation: It is recommended that during the next MSR/SOI cycle, the Regional Housing Needs
Allocation/Plan be analyzed.
5.7 Planning Documents
5.7.1 City of Rocklin General Plan 2012
The City's General Plan was adopted in 2012, making it now eleven years old. By statute, the General Plan
is required to be updated "periodically." While there is no requirement for how often to update a general
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plan, in California, the planning period has traditionally been 15-20 years. Some cities and counties update
their General Plans as often as every 5 years, while others update selected Elements in portions over time.
The Housing Element is the only portion of the General Plan on a mandated update schedule of four, five,
or eight years, as listed by the California Housing and Community Development Agency. The City's General
Plan Housing Element was updated on May 15, 2021, and revised in March 2024, covering an eight-year
period from 2021 to May 15, 2029. The Housing Element is the guiding document for the development of
housing, including a plan for accommodating the County's fair share of the regional housing needs. The
City updates its housing element as mandated by the State of California. The City General Plan and
associated Housing Element influence both the type and the rate of growth within the boundary area.
All cities and counties are required to provide the California Governor’s Office of Planning and Research
(OPR) and the Department of Housing and Community Development (HCD) with separate General Plan
and Housing Element Annual Progress Reports (APRs) by April 1 each year, per Government Code Sections
65400 and 65700. The City of Rocklin has not posted the required APRs for the General Plan and Housing
Element APRs on its website, although the 2022 General Plan and Housing Element Progress Reports can
be found embedded in the City Council March 28, 2023, meeting agenda for these items. These reports
cannot be found by searching on the City’s website, but can be found by searching the City Council’s
meetings and agendas at https://www.rocklin.ca.us/city-council-meetings.
Since 2008, several new state laws have passed regarding General Plans. For example, SB 244 (Wolk, 2011)
addresses local government land use, General Plans, and disadvantaged unincorporated communities
(DUCs). This law requires the Land Use Element to include an analysis of the presence of island, fringe, or
legacy unincorporated communities.
Additionally, several new state laws pertain to a General Plan Safety Element. For example, jurisdictions
may also choose to do a comprehensive review of the Safety Element upon each Housing Element update
to streamline review. The CA Office of Planning and Research provides guidelines for General Plan
processes and documents. The most recent guidelines were approved in 2017 and are available on the
OPR website at: https://www.opr.ca.gov/planning/general-plan/guidelines.html.
Recommendation: It is recommended that the Annual Progress Reports for the City’s General Plan and
Housing Element either be posted, or a reference to their location posted, on the General Plan portion
of the City’s website.
5.7.2 City Zoning Ordinance
The City of Rocklin adopted a Zoning Ordinance as part of its municipal code to implement its General
Plan. The Ordinance prescribes allowable land use zones to parcels within the City boundary. The City's
Zoning Ordinance was most recently updated on October 10, 2023, and can be found on the City's website
at: https://www.rocklin.ca.us/zoning.
5.7.3 Placer County General Plan 2013
The City's Sphere of Influence area is entirely unincorporated and subject to the land -use policies and
regulations of Placer County. Most land-use decisions in the SOI, initiated by private property owners over
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the last decade, are secured via entitlements and land-use permits from Placer County and other agencies
unless the subject property is first annexed to the City. The County plans for its future growth through its
General Plan, a long-term comprehensive framework to guide physical, social, and economic development
within the community's planning area. The Placer County General Plan was written in 1994 and updated
on May 21, 2013. The County General Plan can be found here: https://www.placer.ca.gov/2977/Placer-
County-General-Plan. The County recently updated the Safety Element of the General Plan (2021).
5.7.4 Regional Transportation Plans & Sustainable
Community Strategies
All regions in California must complete a Sustainable Communities Strategy (SCS) as part of a Regional
Transportation Plan (RTP), consistent with the requirements of state law, Senate Bill (SB) 373. Senate Bill
373 requires California's 18 metropolitan areas to integrate transportation, land use, and housing as part
of an SCS to reduce greenhouse gas emissions from cars and light-duty trucks. Senate Bill 213 (Wiggins)
was approved by the California legislature in 2009 and chaptered in 2010 as part of Government Code
Section 36668, relating to local government. This bill requires LAFCOs to consider regional transportation
plans and sustainable community strategies developed pursuant to SB 373 before making boundary
decisions.
The Sacramento Area Council of Governments (SACOG) is designated as the Metropolitan Planning
Organization for six counties, including El Dorado, Placer, Sacramento, Sutter, Yolo, and Yuba counties.
These six counties encompass 22 cities, including the City of Rocklin. In 2020 SACOG adopted the
Metropolitan Transportation Plan (MTP) /Sustainable Communities Strategy (SCS) for the Sacramento
Region. The MTP includes a corresponding Metropolitan Transportation Improvement Program, which
identifies short-term projects (seven-year horizon). The MTP/SCS is federally required to be updated every
four years. However, in November of 2022, SACOG pursued state legislation to extend the MTS/SCS
schedule (now called the Blueprint), which would move the plan adoption date from Spring 2024 to Fall
2025. The 2025 Blueprint will emphasize three pathways: outward expansion, compact growth with
phased expansion, and inward expansion (SACOG, n.d.). These pathways provide the analysis and metrics
for learning how to manage issues over the next three decades. SACOG also has a memorandum of
understanding with the Placer County Transportation Planning Agency (PCTPA) to govern federal
transportation planning and programming for Placer County and is responsible for ensuring the 2040
Regional Transportation Plan (RTP) conforms to the State Implementation Plan. The PCTPA serves as a
transportation planning agency for Placer County, including the City of Rocklin. Therefore, the City
participates in the SACGOG Blueprint activities. Within this framework, the City of Rocklin remains the
local agency primarily responsible for addressing regional growth strategies within its jurisdictional
boundaries.
5.8 Potential Future Development
The City’s potential future development can be determined by evaluating the areas of proposed and
approved development that have not yet been constructed or are currently under construction. This
evaluation is more indicative of foreseeable development, relative to simply identifying undeveloped land
in the City that may or may not be suitable or desirable for development.
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Approved projects that are not yet under construction are clustered in the Highway 65 corridor and
Central Rocklin Downtown. However, in addition to these two areas, approved projects also occur in
undeveloped portions of Stanford Ranch and Secret Ravine/Sierra Bluffs. A few other projects are also
proposed and approved in the Delmar area. Projects currently under construction or recently constructed
are scattered throughout the City with two in Whitney Ranch, three in Stanford Ranch, two in the
Downtown area, and four in the Croftwood and Sierra College planning areas. Proposed projects in the
City are currently clustered in two areas: the City’s western areas around the Highway 65 corridor, and
the Central Rocklin Downtown area. There are currently 35 residential projects, 17 commercial projects,
5 mixed use (mix of residential and commercial), 4 light industrial projects, 4 office projects, and 1
institutional project either proposed, approved, or recently constructed in the City of Rocklin (City of
Rocklin, 2024). A map of the City’s approved, under construction, and proposed projects can be seen here:
https://storymaps.arcgis.com/stories/632bbef312ec415fa4833fa2eae51e8b.
The current City General Plan calls for ‘buildout’ when the population reaches approximately 76,136 in
2030 (Rocklin, 2012a). Based on a current (2023) population estimate of 71,179, and assuming the ‘Mid-
Growth Scenario’ of 400 dwelling units per year (1,040 residents per year), the General Plan holding
capacity will reach buildout by 2029. However, based on the number of ‘under construction dwelling
units’ (418 residents) and the number of ‘approved dwelling units’ (7,631 residents), the City will far
exceed the current General Plan holding capacity. If all of these units are constructed (and not counting
the 885 proposed dwelling units in the application phase) the City’s population will balloon to 81,760
(Rocklin, 2024c).
Recommendation: The City may wish to consider an update to the General Plan in the near future to plan
for the expected population increase beyond the City’s current growth horizon.
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Chapter 6. Disadvantaged Unincorporated
Communities
A Disadvantaged Unincorporated Community (DUC) is an unincorporated area of a County in which the
annual median household income (MHI) is less than 80 percent of the statewide MHI. LAFCO’s MSRs
describe Disadvantaged Unincorporated Communities (DUCs) as required by the CKH Act.
The statewide annual median household income (MHI) in California for the year 2022 was $91,905 (U.S.
Census, 2022). The year 2022 is utilized as the baseline year because it is the most recent year for which
numerical and spatial (GIS) data is available. Eighty percent of the statewide MHI (2022) equals $73,524,
the threshold used to determine which geographic areas qualify for classification as a disadvantaged
community. This DUC analysis used Census Tracts to determine DUCs because this level of analysis
provides the most uniform income data available statewide. Data for this report was taken from the 2018-
2022 American Community Survey 5-Year Estimates at the census tract level. Please note that since
Rocklin is an incorporated City, there are no DUCs within its boundaries.
6.1 Disadvantaged Unincorporated
Communities within the City’s SOI
Disadvantage Unincorporated Communities (DUCs) within the City’s Sphere of Influence is the topic of a
mandated LAFCO determination. DUCs are defined as areas with the following features:
• Inhabited with ten or more homes adjacent or in close proximity to one another; and
• Either within a City’s SOI, islands within a city boundary, or geographically isolated and have
existed for more than 50 years; and
• The Median Household Income (MHI) is 80 percent or less than the statewide MHI.
Consultants produced a map of MHI for census tracts within the City of Rocklin and surrounding areas.
The census tracts are color coded based on the range of MHI that they fall under. Census tracts in red are
below the 80 percent threshold for the statewide MHI and would qualify as DUC’s. There are no census
tracts with median household income that meet the 80 percent or less of the statewide median household
income threshold in Rocklin’s SOI as shown in Figure 6-1 on the next page.
Unincorporated areas within the City’s SOI (and nearby) are provided public services from numerous local
and state agencies. Water service to the SOI is from the Placer County Water Agency (PCWA) or private
wells. Wastewater collection and conveyance are provided to the City’s SOI via individual septic systems
placed on individual parcels. Fire protection service is provided to the City’s SOI by Placer County Fire
Department (Western Placer Fire CSA 28, Zone 76 and Sunset Industrial Area FPD CSA 28, Zone 97). All
SOI areas receive essential municipal services of water, wastewater, and structural fire protection (or
acceptable private alternatives). Therefore, no communities within the existing Rocklin SOI or adjacent to
the City’s SOI that lack public services, and no health or safety issues have been identified.
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Figure 6-1: City of Rocklin Census Tracts and Median Household Income (2022)
MIH 2022 Census
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Chapter 7. Present and Planned Capacity of Public
Facilities and Services
The City of Rocklin provides municipal services of law enforcement; fire and emergency services; parks
and recreation; and stormwater, drainage, and road maintenance services as shown in Table 7-1 below.
All other municipal services are either contracted out to other service providers or are provided by special
districts.
Table 7-1: City of Rocklin Public Services and Providers
Public Service Service Provider
Law Enforcement City of Rocklin
Fire and Emergency Services City of Rocklin & CAL FIRE
Ambulance Service Contract with Placer County
Rocklin Unified School District; Loomis Union School District; Placer
Schools Union High School District; Sierra Community College; Jessup
University (private)
Libraries Placer County Library
Parks and Recreation City of Rocklin
Water Service Placer County Water Agency
South Placer Municipal Utility District & South Placer Wastewater
Sewer Service
Authority
Stormwater and Drainage City of Rocklin
Western Placer Waste Management Authority and Franchise
Solid Waste
Agreement with Recology Auburn Placer
Road Maintenance City of Rocklin
Pacific Gas and Electric Company (PG&E) & Pioneer Community
Electricity & Natural Gas
Energy
Cemetery Newcastle, Rocklin, Roseville, and Gold Hill Cemetery Districts
South Placer Regional Transportation Authority; Sacramento Area
Transportation Council of Governments; Placer County Transportation Planning
Agency
Source: City of Rocklin, 2008; JPA Agreements provided by Placer LAFCO; Interview with City Staff, December 8,
2023
This is the first Municipal Service Review conducted for the City of Rocklin. This MSR/SOI Study will cover
the following municipal services provided by the City:
• Law enforcement;
• Parks and recreation; and
• Stormwater, drainage, and road maintenance.
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All other services will be reviewed in other reports produced by Placer LAFCO. Fire and Emergency Services
is the subject of LAFCO Project No. 2022-03: Municipal Service Review Study and Sphere of Influence
Update of Fire Agencies in Western Placer County currently in progress and will not be analyzed in detail
as part of this study. Municipal Service Reviews and Sphere of Influence reports produced by Placer LAFCO
can be found here: https://www.placer.ca.gov/2721/Service-Reviews-Studies.
7.1 Law Enforcement
The City of Rocklin Police Department (RPD and Department) provides 24/7 municipal law enforcement
services to the citizens of Rocklin. The Department anticipates a staff of 94.5 Full Time Equivalent (FTE)
employees for FY 2023/2024 (City of Rocklin, 2023c). An organizational chart of RPD can be seen in Figure
7-1 below.
Figure 7-1: Police Department Organizational Chart
The Rocklin Police Department’s Chief of Police is responsible for administering and managing the Rocklin
Police Department. As of the 2022 Annual Report, police staff included 64 full-time sworn officers and 26
professional full-time and part-time staff (City of Rocklin, 2022d). The RPD is divided into four divisions,
each with distinct tasks:
• Administration Division;
• Operations Division;
• Investigations Division; and
• Support Services Division.
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(City of Rocklin, 2023c).
Main police operations are housed in a central police facility at 4080 Rocklin Road, which includes a public
lobby and counter. The Department opened a substation at the northeast corner of Blue Oaks and
Lonetree Boulevards in 2023. The substation is not regularly staffed, however, beat three and four officers
frequently utilize it throughout their shifts. The Department has approximately 60 volunteers who support
the Department's operations and provide a variety of community safety programs (City of Rocklin, 2022).
The RPD provides the public and the City Council with an annual report detailing data and statistics
regarding crime, patrol and dispatch activities, complaints and commendations, investigations, youth
services, records activity, volunteer activity, and any additional data available for that year. These reports
show transparency, accountability, and provide important information to the public and to elected
officials.
The message from the Chief for the 2022 Report states, “In 2023, you will see a continued focus on
exemplary service. You will see RPD test and implement new technologies to ensure that we are
conducting ourselves in the safest, most effective and efficient manner possible. You will see a continued
effort to interact with our community whether through in person meetings, or electronically via social
media. I believe that it is these community relationships that can make a great department even better.
We will routinely audit our practices to ensure that we remain, ‘Committed to serve, protect and promote
a safe community’” (City of Rocklin, 2022).
7.1.1 Department Policies, Procedures and Planning
Documents
This section describes the documents that set policies, procedures, and future planning for the City’s
Police Department.
7.1.1.1 General Plan
The City’s General Plan Public Services and Facilities Element includes specific policies relating to the
provision of law enforcement services. Policies include those supporting community-oriented policing,
strong crime prevention programs, adequate funding, addition of resources concurrent with new
development, school resource officers and adequate crime prevention education in the schools. Specific
staffing ratio goals are not included; to allow for a more flexible approach that encourages the Police
Department to serve, protect, and promote a safe community (Rocklin, 2012a).
Community surveys conducted for the Public Services and Facilities Element Update in October 2012
indicated traffic-related issues and crime associated with growth were general areas of concern. The
Public Services and Facilities Element provides that patrol resources be considered for such areas at the
point of development. The Element also provides goals and policies to be followed in the design of
community facilities, such as parks, to promote public safety. Policies that support the Police Department
as follows:
• PF-11 Ensure the new development will not create a significant negative impact on the existing
level of police and fire protections services;
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• PF-13 Analyze the cost of fire protection, police services, and emergency medical response for
annexations and major project developments and require a funding mechanism to offset any
shortfall; and
• PF-18 Support community-oriented police services, including strong crime prevention and
educational programs, school resource officers, and neighborhood watch programs (City of
Rocklin, 2012).
7.1.1.2 RPD Policy and Procedures Manuals
The Rocklin Police Department’s Policy Manual was last updated on June 1, 2023, and describes the
practices or guidelines of the Department to ensure personnel operate within State and Federal laws,
using the best practices possible. The Procedures Manual was last updated in November 2010 and is
designed to work in concert with the Policy Manual. The Procedures Manual contains written descriptions
of processes personnel employ and is intended to be a living document, with updates occurring as
processes improve.
7.1.1.3 RPD Training Manual
The Training Manual was last updated in November 2017. The RPD Training Manual is intended to meet
mandated training requirements, foster development and enhance employee knowledge and skills,
enhance the level of law enforcements service to the public, increase technical expertise and effectiveness
of personnel, provide for continued professional development of personnel, and create opportunities for
career advancement.
7.1.2 Crime Statistics
The Police Department tracks the City’s crime rate and presents trends in the annual reports. Data on
crime for 2022 is repeated in this section and is the most recent available information. Overall crime in
the City of Rocklin decreased 5.8 percent in 2022 compared to 2021. Compared to the previous year,
violent crime also decreased by 17.0 percent and property crime by 4.6 percent. A breakdown in crime by
violent and property crime can be seen in Table 7-2 below.
Table 7-2: 2022 Crime Statistics by Violent Crime and Property Crime
2021 2022 Percent Change
Violent Crime
Homicide 1 0 -100.0%
Rape 37 21 -43.2%
Robbery 17 19 11.8%
Aggravated Assault 51 48 -5.9%
Total 106 88 -17.0%
Property Crime
Burglary 132 107 -18.9%
Larceny 772 773 0.1%
Vehicle Theft 122 102 -16.4%
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2021 2022 Percent Change
Arson 14 10 -28.6%
Total 1,040 992 -4.6%
Source: City of Rocklin, 2023c
According to the 2022 Annual Report, Larceny theft accounted for 72 percent of total crime that year,
while vehicle burglary accounted for 49 percent of all larceny and 35 percent of the total crime. While
crime has continued to decrease, the City’s population has continued to slowly increase with the highest
population in 2022 at 71,663 residents. As shown in Figure 7-2 below, the City’s crime rate has been
declining since a high in 2015.
Figure 7-2: City of Rocklin Population and Crime Rate, 2022
Crime over the last ten years peaked in 2015 at 21.3 percent and is back down to roughly the same level
in 2022 as in 2012. Overall crime in the City of Rocklin decreased 6 percent from 2021 to 2022. Compared
to the previous year, violent crime also decreased by 17 percent and property crime by 5 percent. While
crime has continued to decrease, the City’s population has continued to slowly increase with the highest
population in 2022 at 71,663 residents.
7.1.3 Administration Division
The Administration Division provides support to other divisions of the department. It also includes the
Professional Standards Unit (PSU), which is primarily responsible for protecting the integrity and
reputation of the Police Department. This entails managing the agency’s mandated training requirements,
and to overseeing the complaint and commendation processes of police personnel. The PSU, in
collaboration with Human Resources, coordinates testing, interviewing and background investigations to
recruit the best possible candidates (City of Rocklin, 2023c).
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7.1.3.1 Professional Standards Unit
The Professional Standards Unit (PSU) identifies misconduct that discredits the organization and
decreases police legitimacy within the community. The Unit’s duties range from coordinating all
Department training, to overseeing the complaint and commendation process of police personnel. The
PSU reviews and investigates complaints made formally and informally to the Department by citizens as
well as internal complaints (Rocklin, 2021). The Unit is staffed by one Sergeant for administration and
overseen by a Lieutenant (City Staff, personal communication, August 2024).
The Unit also handles internal and external commendations as well as external recognition and awards.
The 2022 Annual Report mentioned that the halls of the Department headquarters were recently
decorated with a Wall of Honor and Memorial Wall to highlight employees’ achievements and to
remember those who lost their lives in the line of duty. Prior years of the Annual Report highlight internal
and external commendations. For example, in 2021, two sergeants and two officers received the Life
Saving Award; one corporal received the Distinguished Service Commendation; and one detective
received the Matt Redding Guardian Award.
The ability to identify and address customer complaints is a key indicator of management efficiency and
accountability for the Department. In 2022, there were 10 formal complaints against the Department.
Over the last five years, the Department has seen the highest number of complaints in 2021 at 15 with
2022 being the next highest as shown in Table 7-3 below.
Table 7-3: Formal Complaints by Year, 2018-2022
Year Complaints Percent Change
2022 10 -33%
2021 15 200%
2020 5 67%
2019 3 50%
2018 2 -
Source: City of Rocklin, 2018; 2019; 2020; 2021; 2022
The number of complaints increased 200 percent between 2020 and 2021. That same year, the
Departments annual reports no longer included detailed information about complaint outcomes or if any
informal or internal complaints were filed. Based on previous reports, the PSU investigates all complaints
with the following outcomes:
• Unfounded: the alleged act did not occur, is frivolous, or did not involve department personnel;
• Exonerated: the act was justified, lawful, and/or proper;
• Not Sustained: there is insufficient evidence to sustain the complaint or fully exonerate the
employee;
• Sustained: the act occurred and constituted misconduct;
• Pending: the investigation has not reached a final determination; and
• Policy Inquiries: the investigation resulted in a modification to existing policy or procedure.
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Sustained allegations can result in discipline including training, reprimand, suspension, demotion, and/or
termination. State law prevents the Department from disclosing the specifics of any disciplinary action,
but the Department will notify the complainant of the outcome for each allegation in the investigation.
Table 7-4 below shows the outcomes of informal and formal citizen complaints as well as internal
complaints for the years where the data is available. Of those complaints reviewed by PSU only two were
sustained in 2020 and two in 2018. It should be noted that the status of the complaints listed in the table
below may include the outcomes of pending previous year(s) complaints.
Table 7-4: Outcome* of Complaints by Year
Year Unfounded Exonerated Not Sustained Sustained Pending Policy Inquiry
2022 N/A N/A N/A N/A N/A N/A
2021 N/A N/A N/A N/A N/A N/A
2020 2 0 3 2 3 1
2019 3 0 0 0 2 1
2018 2 0 8 2 3 1
Source: City of Rocklin, 2018; 2019; 2020; 2021; 2022
*Outcomes may include pending previous year(s) complaints
Though the number of complaints has increased in recent years, the number of complaints in relation to
total calls responded to by patrol is very low. In 2022, 10 complaints represent only 0.02 percent of the
more than 50,834 calls responded to by patrol that same year. According to Department staff, after a
complete and thorough investigation of all 10 formal complaints in 2022 the following results were
yielded: 3 exonerated, 5 unfounded, and 2 sustained. Those that were exonerated or unfounded were
closed. Those that were sustained were given corrective measures appropriate to the policy violation in
question. None rose to the level of written reprimand or more serious discipline (Rocklin, 2024b). Data
for this metric suggests that the department is well run and adequately addresses all complaints.
Recommendation: The consultant recommends the Department add detailed information on complaints
and the outcomes of those complaints to provide transparency to future annual reports.
Property and Evidence Unit
The Property & Evidence Unit at the Rocklin Police Department is maintained by one full time technician
and two part time technicians who report to the Investigations Division. This unit handles all evidence,
safekeeping, found and destruction items not only for the Rocklin Police Department but for several other
specialty task forces. The priorities of this unit include checking in, storing, and preserving the chain of
custody of all evidence and property items from collection to case adjudication and/or the expiration of
the statute of limitations. After which, items are either returned, disposed, donated, or auctioned. The
technician is also responsible for providing copies to the District Attorney’s Office for trial, transporting
narcotics to the Department of Justice for analysis, and maintaining a clean and organized warehouse
(City of Rocklin, 2021). In November 2022, the property and evidence unit began accepting High Intensity
Drug Trafficking Areas/Tri-County Drug Enforcement Team (HIDTA/TRIDENT) property, which contributed
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to a 19 percent increase in total property received compared to the previous year. In 2022 4,432 new
evidence items were booked and 2,707 evidence items were disposed of.
Response to Resistance (Use of Force)
The Rocklin Police Department Policy Manual4, Policy 301, provides guidelines on the reasonable use of
force. The Department tracks how often officers used a Response to Resistance (Use of Force) when
making arrests every year. The Professional Standards Unit reports all statistical data regarding officer-
involved shootings and incidents involving use of force resulting in serious bodily injury to the California
Department of Justice as required by law. This Unit also provides the annual report and analysis of Use of
Force to the Chief of Police for the preceding calendar year (Policy 301.7.2).
In the 2022 Annual Report, officers engaged in Use of Force 20 times, making up 1.6 percent of all arrests
that year. When Use of Force was used, bodily force was used 14 times, Taser was used four times, baton
was used once, and K9 was used once. Table 7-5 below shows the number of times Use of Force was used
compared to total arrests, the percentage of Use of Force compared to total arrests, and the percent
change from the previous year from 2014 through 2022.
Table 7-5: Use of Force Incidents, 2018 - 2022
Use of Force Percent of Percent
Year* Incidents Total arrests Total Arrests Change
2022 20 1,215 1.6% 33%
2021 15 1,061 1.4% 114%
2020 7 942 0.7% -13%
2019 8 1,134 0.7% -20%
2018 10 1,175 0.9% N/A
2017 11 1,046 1.1% 57%
2016 7 1,073 0.7% 17%
2015 6 1,148 0.5% -33%
2014 9 1,208 0.7% N/A
Source: City of Rocklin, 2018; 2019; 2020; 2021; 2022
*Data for this metric was not available for the years 2013 or 2012 in the Department’s Annual
Reports.
The number of times officers engaged in Use of Force when making an arrest increased by 114 percent
between 2020 and 2021 and increased again by 33 percent between 2021 and 2022. When looking at
trends over the last seven years, the average number of times officers engaged in Use of Force was
approximately 10. In 2022, the number of Use of Force incidents was 20, double the average over the last
seven years. That same year saw the highest number of arrests and also the highest number of Use of
4 The Department’s Policy Manual (Dated June 1, 2023) can be found here: https://www.rocklin.ca.us/sites/main/files/file-
attachments/rocklin_pd_policy_manual_july_21_2021_version.pdf?1685657381.
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Force compared to total arrests. According to City staff, 2022 was a peak year for use of force incidents
dropping to 15 for 2023. The Department believes that the growing community and the ending of the
pandemic likely contributed to these numbers (City staff, personal communication, August 2024).
7.1.4 Operations Division
The Operations Division is the largest division in the department, and consists of several police units
including Patrol, Canine, Community Services/Animal Control, SWAT, Traffic, and Reserve Officer Program
(City of Rocklin, 2023c). In 2022, the Department transitioned from the Uniform Crime Reporting (UCR)
data system to the National (California) Incident Based Reporting System (NIBRS/CIBRS). This change to
the NIBRS/CIBRS system expands and improves the overall quality of crime data collected by the
Department, giving a more accurate picture of crime occurring in the City, including circumstances and
context for crimes such as location, time of day, and whether the incident was cleared.
7.1.4.1 Patrol Unit
Patrol is the largest unit of the Rocklin Police Department. The City of Rocklin is divided into 28 reporting
districts and four beats. Figure 7-3 shows the patrol beats.
Figure 7-3: Rocklin Beat Map
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Patrol officers are the first responders to all emergency and most nonemergency requests for traffic
enforcement, crime reports, vehicle accidents, disturbance/noise issues, suspicious persons, parking, and
most problems involving public safety and community caretaking (Rocklin, 2024). This unit is the backbone
of the Department and leads the way in fulfilling the Department’s mission: “To Serve, Protect and
Promote a Safe Community” (Rocklin, 2022d).
The Patrol Unit is comprised of 35 Officers, five Sergeants, and one Lieutenant overseen by the Operations
Captain (City staff, personal communication, August 2024). Patrol officers are assigned to one of five
patrol teams that cover 24/7/365. During their rotation, officers are assigned to a specific beat ensuring
that patrol officers take personal ownership of their patrol area (Rocklin, 2022d).
While patrol personnel will occasionally utilize bicycle patrol and foot patrol, the geographical proportions
of the City require vehicular patrol to ensure a rapid response to emergencies. Motorcycles are used for
patrol and traffic enforcement (Rocklin, 2012). Patrol officers work a combination of 12-hour and 10-hour
shifts. The patrol sergeant oversees the scheduling of all officers on their shift and is the contact person
for any question as to availability, assignment, or officers working (Rocklin, 2024).
The Police Department uses a comprehensive patrol beat system designed to deploy officers throughout
the city and reduce response times. Officers strive for quick response to service calls and to ensure a
feeling of constant availability to the public. The patrol beats include smaller reporting districts which
represent smaller neighborhood areas, which are largely used for statistical data gathering (Rocklin, 2024).
Patrol activities include arrests, citations, and initiating case files as shown in Figure 7-4 below.
Though population has continued to increase in the City year-over-year, total arrests have remained
relatively stagnant. The lowest number of arrests for the last ten years occurred in 2020 (20 percent less
arrests than average), likely due to the COVID-19 pandemic. Arrests continued to trend up following 2020,
with the number of arrests in 2022 up by 15 percent from 2021.
Figure 7-4: Operating Indicators for the Patrol Unit (2012-2022)
5,000
4,500
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
-
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Arrests Case Files Initiated Citations
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Misdemeanor arrests make up the majority of arrests for 2022 at approximately 69 percent. The
Department has averaged 4,454 case per year files initiated over the last ten years. In 2022, there were
4,290 new case files initiated.
In 2022, arrests made up 4 percent and case files initiated made up 19 percent of calls for service for the
Rocklin Police Department. The number of arrests and case files initiated as a percentage of calls for
service for the City of Rocklin is similar to other cities in the area. For that same year, arrests made up 5
percent and case files initiated made up 17 percent of calls for service for the City of Roseville (City of
Roseville, 2022). No data was available for the City of Lincoln for the year 2022, however data was
available for 2021. In 2021, arrests made up 7 percent and case files initiated made up 16 percent of calls
for service for the City of Lincoln (Placer LAFCO, 2023). This suggests that the City of Rocklin is adequately
staffed and maintaining a similar level of service to other cities in the area. The Town of Loomis was not
included in this analysis as they contract police services with the Placer County Sheriff’s Office (Town of
Loomis, 2024).
Homeless Outreach Team (HOT)
The Patrol Unit includes the Homeless Outreach Team (HOT). In 2022, the HOT team partnered with Placer
County Probation to bring the Probation Outreach Vehicle (POV) to the City to assist the unhoused
population with resources such as probation status check-in and inquiries about housing and treatment
programs. The Team also worked with City Code Enforcement and Placer Health and Human Services to
address unhoused campsites, connecting homeless individuals with resources. There were 78 homeless
sites cleared, 123 outreach contacts made, and 64 outreach referrals made in 2022.
Unmanned Aircraft Systems (UAS) Program
The Unmanned Aircraft Systems (UAS) program expanded in 2022 with an upgraded DJI Advanced Mavic
Drone. The UAS team was deployed for 177 incidents including traffic stops, missing persons, and outside
agency assists for a total of 255 flights. The program has 15 pilots who possess an FAA Part 107 pilot’s
license.
7.1.4.2 Canine Unit
This unit has two patrol Canine (K9) units. One canine is used in the detection of narcotics, and the other
a protection/tracking dog. Both canines are used in search warrants and searching buildings (Rocklin,
2024). The two K9 units were deployed 94 times in 2022 and confiscated more than 140 pounds of
narcotics (Rocklin, 2022). The canine unit also makes regular appearances each year at the local schools
and community events to demonstrate how the dogs are trained and how they interact with their handlers
(Rocklin, 2024).
7.1.4.3 Animal Control & Community Service Officers (CSO) Unit
This unit has four Community Service Officers (CSOs), overseen by the Operations Captain, that responded
to 2,155 calls for service and 730 officer initiated calls in 2022. In 2021, the Animal Control Unit
successfully merged with the Community Service Officers, changing the unit from two Animal Control
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Officers (ACOs) and two CSOs to four full-time CSOs on patrol. This merge increased coverage for both the
ACO and CSO by increasing availability to seven days a week. This also freed up patrol officers to be more
proactive and reduced response time to priority incidents. Rocklin Animal Control provides the following
services: respond to lose dogs or dogs off leash; respond to dogs locked in parked vehicles; respond to
injured, sick or dead animals; investigation of animal bite reports; investigation of complaints of animal
care or welfare; investigation of barking/nuisance complaints; inspection of animal laws and ordinances;
and enforcement of animal laws and ordinances (Rocklin, 2024). The Unit also handles licensing of canines
over the age of four months and domestic swine as required by the City of Rocklin’s Animal Ordinance.
There were 792 reports taken and 50 animal citations issued in 2022 by CSOs for animal control and
community services.
7.1.4.4 Special Weapons and Tactics (SWAT) Unit
The Rocklin Police Department, in partnership with Roseville Police Department, maintains a regional
Special Operations Unit consisting of Special Weapons and Tactics (SWAT) and Crisis Incident Negotiations
Team (CINT). The Rocklin/Roseville PD partnership also includes Explosive Ordinance Disposal (EOD).
Each department dedicates officers to the team as a collateral assignment. Special Operations Unit teams
are on-call and available to respond to critical incidents 7 days a week/24 hours a day. A critical incident
may include barricaded suspects, hostage situations, high-risk arrests, search warrants or other serious
critical incidents. Officers respond to incidents in both participating jurisdictions. Due to the specialized
skills required for these teams, members participate in regular intense training. The Department website
states “Rocklin/Roseville police partnership has proven to be a very effective use of resources for both
agencies” (Rocklin, 2024).
7.1.4.5 Traffic Unit
The Traffic and Community Services Unit was created in 2020 and became operational in 2021. The unit
is staffed by two Traffic Officers, four Community Service Officers, supervised by a Sergeant, and managed
by a Lieutenant (Rocklin, 2021). The Traffic unit conducts traffic enforcement and promotes a safe
environment for the motoring public (Rocklin, 2024).
In 2022, the Department was awarded grant funds through the National Highway Traffic Safety
Association and the California Office of Traffic Safety, which allowed the traffic unit and patrol teams to
perform focused enforcement, including saturations and checkpoints targeting driving under the
influence (DUI) drivers. To streamline the citation process, the Department moved towards an electronic
citation (e-cite) mobile solution. E-cite devices are currently utilized by traffic but will expand to patrol in
the future (Rocklin, 2022).
Figure 7-5 shows injury and non-injury collisions from 2015-2022. In 2022 there were a total of 299 non-
injury and 123 injury accidents, an increase in collisions by five percent from 2021.
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Figure 7-5: Injury and Non-Injury Collisions (2015-2022)
400
350
300
250
200
150
100
50
0
2015 2016 2017 2018 2019 2020 2021* 2022
Non-Injury Injury
*Data for 2021 was extrapolated by consultants by using the percent change for 2021 and the injury and non-injury collisions
2020 data to calculate injury and non-injury collisions for 2021.
Of the 422 accidents, 20 percent were hit and run. The Traffic Unit issued 1,340 citations in 2022 (Rocklin,
2022). Non-injury accidents decreased from 2015 through 2021 with an increase of 123 percent between
2021 and 2022. Injury accidents also decreased from 2015 through 2020 with a slight uptick in 2018. Injury
accidents increased by 75 percent from 2020 to 2021 and by 12 percent from 2021 to 2022.
7.1.4.6 Reserve Officer Program
The Reserve Police Officer Program (RPOP) is composed of non-paid part-time employees or volunteers
with Rocklin PD who are sworn peace officers. These officers work with full-time regular officers to provide
law enforcement services for the City and augment regular, full-time officers in most units of the
Department. Rocklin Reserve police officers may perform several general and specialized law enforcement
assignments. Reserve police officers are required by the California Commission on Peace Officer Standards
and Training (POST) to meet the same selection standards (e.g. personal history investigation, and medical
and psychological screening) as full-time regular officers. California POST Commission5 outlines the
minimum training requirements for reserve peace officers. All Rocklin Reserve Police Officers complete
an in-house training program upon being hired prior to any Patrol training in the field. Once a reserve
police officer has successfully completed the in-house training and has attained Level I status, they may
elect to enter the Field Training Officer (FTO) program.
7.1.5 Investigations Division
The Investigations Division consists of several units: detectives assigned to the Rocklin Police Department;
Placer County Special Investigations Unit (SIU); the Regional Auto Theft Task Force (RATTF); Tri-County
Drug Enforcement Team (TRIDENT); and Youth Services covering Sierra College, Rocklin High School,
5 More information on Peace Officer Standards and Training can be found at https://post.ca.gov/Training.
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Whitney High School, Victory High School, and all Rocklin Unified Middle and Elementary Schools (City of
Rocklin, 2023c). Both the Investigations Division and Support Services Division are overseen by one
Captain.
7.1.5.1 Investigations Unit
The Investigations Unit is a 24/7 investigation unit for the City of Rocklin. Each detective rotates on an
“on-call” status to respond and assist uniformed patrol with any necessary investigation tools and
resources that may be needed. Each detective receives specialized training to become subject matter
experts in criminal investigation. The unit also has access to several task forces that operate in an
undercover capacity to assist in vehicle thefts, narcotics, and special investigations that require a deeper
level of investigation. The Rocklin Police Department Investigations Division consists of seven Detectives,
a Crime Analyst, a Detective Sergeant, a Community Service Officer, a full-time property and evidence
technician, and two part-time property and evidence technicians, all overseen by the Investigations
Lieutenant (City of Rocklin, 2023c; City staff, personal communication, August 2024). In 2022, the
Investigations Unit investigated 153 new cases and examined 654 fingerprints. This is a decrease of 16
percent in new cases investigated between 2022 and 2021. Figure 7-6 shows cases investigated from 2015
through 2020.
Figure 7-6: Cases Investigated, 2015-2020
350
300
250
200
150
100
50
0
2015 2016 2017 2018 2019 2020
Consultants could not include data from 2021 and 2022 due to changes in the Annual Report showing only
“new” cases investigated, not total cases. Total cases investigated have remained relatively stable with a
slight decrease in 2018 and 2019.
According to the 2022 Annual Report, the Investigations Unit partnered with the Sacramento Valley Hi-
Tech Crimes Task Force and the Sacramento Internet Crimes Against Children (ICAC) Task Force to aid in
the investigation and prosecution of internet sex predators. The Task Force also investigated high
technology and identity theft crimes involving computers. In addition, the Crime Scene Investigation (CSI)
Team acquired a Trimble 3D laser scanning device used for investigations, accident and crime scene
reconstruction. The new technology significantly increases productivity and reduces the amount of time
needed to document and measure crime scenes and major collision scenes. The CSI team expanded to
include 13 formally trained members (Rocklin, 2022).
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7.1.5.2 Youth Services Division
The primary goal of the Youth Services Unit is to keep the local campuses safe for students and staff. The
Rocklin Police Department has formed a close partnership with both Sierra College and the Rocklin Unified
School District (RUSD). The Youth Services Division consists of five officers, supervised by the Youth
Services Sergeant and overseen by the Investigations Lieutenant. Two officers are assigned to the Sierra
College campus and three officers are assigned to RUSD. There is one officer at each high school and one
officer assigned to cover all of the middle schools. During the summer, the Department continues the goal
of mentorship and education by hosting two week-long camps called the Junior Police Academy. This
program is for local students who want to learn what it is like to be a police officer (Rocklin, 2022).
There were 2,237 total calls for service to RUSD campuses. Of those, 1,637 were for officer-initiated
activity and 600 were calls for service from the public. Calls for service at RUSD campuses decreased by
25 percent and officer-initiated activity increased 29 percent from 2021 to 2022. Total calls increased by
eight percent between 2021 and 2022. In 2022, Sierra College had 624 total calls with 560 of those being
for officer-initiated activity. Calls for service on the Sierra College campus increased 64 percent and
officer-initiated activity decreased by 10 percent between 2021 and 2022.
7.1.6 Support Services Division
The Support Services Division consists of the 911 Communications Center, Records, Technical Services,
Crime Prevention, and Volunteers (Rocklin, 2023c). This Division is staffed by three Police Records Clerks,
one Records Supervisor, ten Public Safety Dispatchers, two Public Safety Dispatch Supervisors, and one
Manager of Records & Communications, all overseen by the Investigations/Support Services Captain. This
report provides a general overview of the Communications Center (Dispatch Center or Dispatch unit)
operated by the Rocklin Police Department. A more thorough analysis of the Dispatch Center can be found
in LAFCO Project No. 2022-03: Municipal Service Review Study and Sphere of Influence Update of Fire
Agencies in Western Placer County currently in progress.
7.1.6.1 Communications Center
The Rocklin Police Communications Center was made a primary Public Safety Answering Point (PSAP) for
the City of Rocklin in August 1989 (City of Rocklin, 2010). As the PSAP, the Communications Center is the
primary 24-hour answering point for all police, fire, and emergency medical calls within the Rocklin City
limits. The Communications Center is equipped with the latest technology in computer aided dispatch,
emergency medical dispatch software, enhanced 9-1-1 capabilities (including Text-to-911), and mapping
software for location accuracy. All Rocklin Police Dispatchers are trained in Emergency Medical Dispatch
protocols. Dispatchers can give life-saving emergency medical instructions over the telephone prior to the
arrival of first responders. Communications Center services include:
• Dispatch for Police and Fire Departments;
• Telecommunications for the deaf;
• Computer Aided Dispatch;
• Alternate answering point for Roseville Police Department and Lincoln Police Department;
• Primary public service answering point with “enhanced 9-1-1″ capabilities;
• AT&T Language line with 123+ languages available for translation;
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• “Emergency Medical Dispatch” with pre-arrival instructions; and
• Radio Communications with city departments and outside law enforcement agencies (City of
Rocklin, 2024).
Until recently, California Highway Patrol (CHP) answered all 911 calls from a cellular telephone within the
City limits. Rocklin Police Department has teamed with wireless telephone carriers to route calls directly
to the Rocklin Communications Center when callers are within the city limits of Rocklin. Rocklin
communications center is live with Cellular 911 calls from Cingular, Verizon, T-Mobile and Metro PCS
wireless customers. The Rocklin Police Department was the first agency in the Placer/Sacramento region
with the available technology to answer enhanced 911 cellular telephone calls (Rocklin, 2024).
According to the 2022 Report, the Communications Center dispatch unit answered more than 81,700 calls
in 2022. Of those calls, 31,120 were law enforcement calls. Figure 7-7 below shows the number of calls
handled by dispatch by type from 2012 through 2022 according to the Police Department Annual Reports
for those years.
Figure 7-7: Dispatch Calls by Call Type (2012-2022)
70,000
60,000
50,000
40,000
30,000
20,000
10,000
-
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Law Enforcement Calls 911 Calls Fire Calls Medical Calls
This graphic does not include business phone calls which ranged from a high of 75,850 calls in 2016, to
the lowest number of business calls in 2022 at 63,263 calls. Law enforcement calls make up the majority
of calls as shown in Figure 7-7 for all years studied. Law enforcement calls reached a peak in 2015 at
37,278 calls and have steadily declined since. Law enforcement calls average 33,359 per year. 911 calls
have continued to steadily increase since 2012, with the highest number in 2021 at 20,184 calls. Fire calls
have remained relatively steady with a slight increase in 2021 at 2,281 calls. Fire calls average 1,657 calls
per year for the last 10 years. Medical calls have continued to increase with the highest number of medical
calls in 2022 at 4,742 calls. This is a 56 percent increase from 2013 at 3,031 medical calls for service. Total
calls could not be calculated over multiple years using the existing data provided in the Annual Police
Reports, as it appears some call types double count calls and only the 2022 and 2021 Annual Report
provided an approximate total number of calls processed by the Dispatch Center. In 2021, the Dispatch
Center answered 86,048 calls. Total calls to Dispatch decreased by 5.1 percent between 2021 and 2022.
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Call Answering Time
By Legislative authority (California Government Code, Section 53114.2), the Governor's Office of
Emergency Services (CalOES), Public Safety Communications, California 911 Emergency Communications
Branch (CA 911 Branch) has established mandatory standards to provide the fastest, most reliable, and
cost-effective telephone access to emergency services for any 911 caller in California. The CA 911 Branch
has the responsibility to monitor all emergency communication systems related to the delivery of a 911
call to ensure they comply with these standards. Public Safety Answering Points (PSAPs) with funding from
SETNA by the CA 911 Branch is contingent upon adherence to a set of mandatory standards. Included
among these standards is that 95 percent of incoming 911 calls shall be answered within 15 seconds. The
Rocklin Police Department uses this metric to determine compliance with CalOES. According to the 2022
Annual Police Report, 95.38 percent of the 18,437 911 calls to the Dispatch unit were answered within 15
seconds. This is slightly above the 95 percent standard set by CalOES. This suggests that the Rocklin
Communications Center adequately staffed and able to handle the volume of 911 calls received.
Call Processing
Call processing is the amount of time measured between when the PSAP answers a 911 call, processes
the information, and subsequently dispatches resources while the call is processed further. When calls
need to be transferred, either for mutual aid or as part of the regular process, this can extend call
processing times.
For the Rocklin Police Dispatch center, medical calls are simultaneously transferred verbally to a
secondary PSAP operated by American Medical Response (AMR). The City of Rocklin Fire Department’s
recent Risk Assessment and Standards of Cover Report completed in January 2022 recommends the City
invest in a CAD-to-CAD connection which would allow the Rocklin dispatcher to automatically transfer the
emergency medical services (EMS) call information over to the ambulance dispatch center instantly
without the need to verbalize the call information. This would relieve dispatch for other duties and limit
the chances of errors inherent in verbal transfers of information. The Report recommends that if the City
were to invest in this kind of direct transfer system, the City of Roseville and Placer County Sheriff Dispatch
centers should be included as well to streamline efficiencies between mutual aid providers during
emergencies and reduce call processing times by eliminating verbal transfers. Currently the Dispatch
center has a CAD-to-CAD connection between the City of Rocklin and the City of Lincoln (City of Rocklin,
2022b).
On October 11, 2023, a Placer County LAFCO Commission hearing included a presentation by
CentralSquare Unify to introduce opportunities for a CAD-to-CAD system that connects existing CAD
systems. The Western Placer County Fire Service Providers MSR and SOI Update is currently being
produced by LAFCO and includes a review of the existing emergency dispatch system. The presentation
before the LAFCO Commission in October served as an introduction and high-level overview of Unify for
the purpose of starting the conversation to improve efficiencies in the existing emergency dispatch system
for western Placer County. Once the MSR/SOI Update for western Placer County Fire Service Providers is
complete, it is likely the Commission will receive a more comprehensive presentation on the system and
related technology. More information on the CAD-to-CAD system can be found in Appendix D.
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7.1.6.2 Records
The Records Unit provides a variety of services and information to the community. The unit is staff with
full-time employees, as well as several Police Volunteers. This unit assists citizens with services such as
coordination for making a crime report and for speaking with a police officer; general information,
directions, or special assistance; copies of police reports and traffic accident reports; fingerprinting;
records checks for other agencies; and city permit and license applications among others. In 2022, the
Records Unit handled 5,649 case files/supplements, processed 802 public records act requests, and
released 4,753 documents.
7.1.6.3 Volunteers
The Volunteers of the Rocklin Police Department serve in many capacities for the Department including
patrol, traffic control, vacation checks, special events, helping at the front counter, checking reports, and
delivering cases to the District Attorney’s Office. Many of the Department’s volunteers have reached more
than 4,000 hours of service to the community.
In 2022, 60 volunteers performed more than 6,165 hours of service, saving the City $219,227. Volunteer
activities in 2022 included 284 vacation checks, 411 school checks, and 709 park checks. Volunteers were
instrumental in implementing Project Lifesaver, a new tool to aid in the locating of at-risk missing persons
with cognitive disorders. In addition to their regular duties, volunteers are often called out during
emergency events to assist patrol with traffic control, searches, and other needs. In 2022, volunteers
assisted with 20 incidents of roadway traffic control, and nine traffic collision responses. Volunteers were
also involved in 22 significant major supported events throughout the year including three Emergency
Response Team callouts, multiple school graduations, high school football games, traffic control for
special events, assisting patrol with training events, and the Department’s DUI checkpoints.
7.1.7 Department Staffing
The Department was approved for 94.50 full-time equivalent positions (FTE) in the FY 2023/2024 Budget.
This is an increase in 2.06 personnel compared to the FY 2022/2023 Budget. Table 7-6 below shows
staffing by position for the Department from FY 2020/2021 through FY 2023/2024.
Table 7-6: Staffing by FTE from FY 2020/2021 through FY 2023/2024
FY 2020/ FY 2021/ FY 2022/ FY 2023/
Position
2021 2022 2023 2024
Administrative Analyst - 0.50 0.50 0.50
Animal Control Officer 2.00 - - -
Community Service Officer 4.00 6.00 6.00 6.00
Crime Analyst 1.00 1.00 1.00 1.00
Evidence/Property Technician 1.47 1.47 1.47 1.50
Manager of Police Records & and Communications 1.00 1.00 1.00 1.00
Police Captain 2.00 2.00 2.00 2.00
Police Chief 1.00 1.00 1.00 1.00
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FY 2020/ FY 2021/ FY 2022/ FY 2023/
Position
2021 2022 2023 2024
Police Clerk 0.47 0.47 0.47 0.50
Police Lieutenant 2.00 3.00 3.00 3.00
Police Officer 48.00 48.00 50.00 52.00
Police Records Clerk 3.00 3.00 3.00 3.00
Police Records Supervisor 1.00 1.00 1.00 1.00
Police Sergeant 9.00 9.00 9.00 9.00
Public Safety Dispatch Supervisor 2.00 2.00 2.00 2.00
Public Safety Dispatcher I/II 10.00 10.00 10.00 10.00
Total 88.94 90.44 92.44 94.50
Source: City of Rocklin, 2023c
Since FY 2020/2021, the City has increased the number of police officer positions by four, added an
administrative analyst, and brought the police clerk and an evidence/property technician to part-time.
The Department also transitioned the two animal control officer positions to Community Service Officer
positions in FY 2021/2022, bringing the total to four.
In 2022, the Department had 64 sworn officers and a population of 71,663 residents. Based on the number
of sworn officers, the City had a ratio of 0.89 officers to 1,000 residents. The City’s ratio of officers per
1,000 residents similar to the neighboring City of Roseville that operated in 2022 with 0.99 officers per
1,000 residents. According to the City’s response to the Request for Information (RFI), as of January 2024
the Department calculated the current City population at 75,381 with 67 sworn officers, which equals to
the same ratio as 2022 of 0.89 sworn officers per 1,000 residents (Rocklin, 2024b). The Department does
not have a policy regarding the number of sworn officers to 1,000 residents (City staff, personal
communication, August 2024). Many cities utilize the ratio of officers per 1,000 residents as a policy metric
to ensure adequate staffing of police departments. The City may wish to consider creating a similar policy
for the Rocklin Police Department in the future.
The Department was queried by consultants regarding the number of vacant positions. As of the RFI
completed in January 2024, the Department had eight vacant sworn officer positions. For the past year,
the Department has conducted testing for sworn officers about every eight weeks. In addition, staff
shared that over the last five years, the Department has experienced more retirements than has
historically been the case. This, coupled with a slowdown in officer transfers, has created a deficit in sworn
officer staffing (Rocklin, 2024b).
7.1.8 Department Training
The Rocklin Police Department maintains training standards that exceed those mandated by California’s
Commission on Peace Officer Standards and Training (POST). POST was established by the State
Legislature in 1959 to set minimum selection and training standards for California law enforcement. The
Department receives its policy framework from Lexipol, the recognized expert in police policy, utilized by
the vast majority of police agencies in California. Lexipol policies are created by lawyers and police practice
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experts, and are kept up to date with current case law and best practices. In addition, the Department
reviews policies and procedures on a continuous basis (Rocklin, 2024a).
The Department website includes details regarding “8Can’tWait” Campaign policies and
recommendations. The City’s Police Department policies, procedures, and training webpage provides a
response to each of these policies here: https://www.rocklin.ca.us/post/policies-procedures-training-
manuals. More information about the 8Can’tWait campaign can be found here: https://8cantwait.org/.
7.1.9 Department Calls for Service
Patrol units responded to 50,834 total calls in 2022. Figure 7-8 below shows calls for service and officer-
initiated activity over the last five years. Of the 50,834 calls in 2022, 31,130 were citizen generated calls
for service and 19,714 were officer-initiated activity.
Figure 7-8: Calls for Service and Officer Initiated Activity (2018-2022)
70,000
59,609
56,319
60,000
50,991 53,308
50,834
50,000
40,000 33,301 33,808 32,467 32,518
31,120
30,000
20,000
25,801
23,018
18,524 20,790 19,714
10,000
-
2018 2019 2020 2021 2022
Calls for Service Officer Initiated Total calls
Total calls for the Patrol unit have decreased by approximately 9.7 percent from 2018 to 2022. Calls for
service have also decreased by approximately 6.5 percent from 2018 to 2022. Officer initiated calls have
decreased the most -- by 14.4 percent from 2018 to 2022. From 2019 to 2020 during the COVID-19
pandemic, all calls decreased dramatically as shown in Table 7-7 below.
Table 7-7: Percent Change Pre-COVID to Two Years Post-COVID Pandemic
Pre-COVID COVID Post Covid Post Covid
Percent Change Percent Change Percent Change Percent Change
2018/2019 2019/2020 2020/2021 2021/2022
1.5% -4.0% 0.6% -4.8%
12.1% -28.2% 12.2% -5.2%
5.8% -14.5% 4.5% -4.6%
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Prior to the COVID-19 pandemic, from 2019 to 2020, calls for service, officer-initiated calls, and total calls
had increased by 1.5 percent, 12.1 percent, and 5.8 percent respectively. The year after the pandemic,
calls increased to a similar amount as pre-COVID, only to decrease again between 2021 and 2022.
7.1.10 Department Response Times
The Annual Police Reports include incident response time averages per year for Patrol unit officers.
Dispatched calls are broken down by Priority for each year as follows:
• Priority 1 - emergency situations requiring immediate police response;
• Priority 2 - incidents where the situation may escalate into an emergency situation; and
• Priority 3 - non-emergencies and report incidents that do not require an emergency response.
Figure 7-9 shows average response times by priority from 2018 through 2022. Response time is defined
as the time it takes from when the Dispatcher answers the call to the time the officer arrives on scene.
Figure 7-9: Officer Yearly Average Response Times by Priority, 2018-2023*
9:36
9:05
9:07 8:42
8:38
8:09 7:48 7:35 7:45 7:41
Priority 1
7:23
7:40 7:10
7:04 Priority 2
7:00
7:12 6:39
6:36 Priority 3
6:43 6:17 6:58 6:59
6:14 6:34
6:05
5:45 6:09
2018 2019 2020 2021 2022 2023
*Response times for 2023 did not include the entire year (01/01/2023 – 11/21/2023) as provided by the Department
to consultants in response to the RFI (Rocklin, 2024b).
The total average response times by type decreased from 2018 to 2020. From 2020 to 2022, Priority 2 and
Priority 3 calls increased by 12 percent and 27 percent respectively. The Priority 1 call response time
average decreased slightly from 2020 to 2021. Average response times for Priority 1 calls were 6 minutes
and 58 seconds in 2022. This is a 15 percent increase in average response time or 53 seconds longer
between 2021 and 2022. The longest average response time for all call types over the last five years was
in 2022. Average response times for Priority 2 calls also increased between 2021 and 2022 by 11 percent
or 44 seconds longer. Average response times for Priority 3 calls increased by 1 minute 20 seconds
between 2021 and 2022. For 2023, Priority 1 calls increased by one second, Priority 2 calls increased by
18 seconds, and Priority 3 calls decreased by 23 seconds compared to 2022.
City staff provided consultants with the Department’s response time goals as described below:
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• Priority 1 calls: these are the highest priority calls, and they have a target response time of 7
minutes. These are calls where there is a present or imminent danger to life or major property
damage.
• Priority 2 calls: target response time of 10 minutes. These calls are for incidents where a crime
has just occurred, and where there is the potential for damage to property.
• Priority 3 calls: target response time of 15 minutes. Calls where there is no present or potential
danger to life or property are categorized as Priority 3 calls.
The Department is meeting all response time goals for all years studied. Staff stated “RPD continues to
seek out, and implement, methods to lower our response times. One recent example was the addition of
a substation on the west side of the city. In the six months that followed the substation’s opening, we saw
a 40 second reduction in our beat 4 response times” (City staff, personal communication, August 2024;
October 2024).
7.1.11 Department Interagency Agreements
The City of Rocklin has automatic agreements for assistance with all of the surrounding jurisdictions,
whereby each agency will assist with incidents such as emergency situations or on vehicle stops on the
border of affected agencies. The closest California Highway Patrol (CHP) station is located north of Rocklin
in Newcastle. When necessary, the CHP provides back-up services to the Rocklin Police Department and
surrounding jurisdictions. The Placer County Sheriff’s Department provides County Coroner’s services and
serves legal papers throughout the county (City of Rocklin, 2012; City staff, personal communication,
August 2024).
7.1.12 Department Infrastructure & Equipment
This section summarizes the infrastructure and equipment utilized by the City’s Police Department. Jail
services are provided by Placer County. The Sheriff’s Department does not maintain a designated level of
service standard of personnel-to-residents because of the variation in population and terrain within the
County. The Sheriff’s Department does, however, determine staffing levels necessary to meet its
requirements.
7.1.12.1 Police Station and Substation
The City of Rocklin Police Department operates out of one police station at 4080 Rocklin Road and a
substation at the northeast corner of Lonetree and Blue Oaks Boulevards in the Beat 4 area. Figure 7-10
shows images of the Police Station taken by FLINT Builders, the company that developed the station
(FLINT, 2024). The station is a single-level, 40,000 square foot full-service police facility developed on a 5-
acre site with a 158-car surface parking lot. The building features a 3,600-square-foot storage building; a
25-yard firing range; patrol and support services; a 200-square-foot fitness and training room; and a 1,560-
square-foot state-of-the-art dispatch center and command center in times of emergencies with projected
status and mapping, individual ergonomics, and climate systems (FLINT, 2024; Rocklin, 2024). The station
also includes a full-service public lobby and spacious multi-purpose community room. The station opened
on June 8, 2005, and cost $15 million to construct at that time. The station building is almost 20 years old
as of this MSR report (Rocklin, 2024a).
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Figure 7-10: Police Station Images
According to Department staff, the current police department building is adequate to meet Department
needs. In addition, the Department has decommissioned its Temporary Holding Facility (THF) and plans
to re-purpose this space for future needs (Rocklin, 2024b).
During 2022, the police department began the planning process of opening a substation on the west side
of Rocklin. The City of Rocklin entered into a lease agreement to rent a suite in 2023 located at 6827
Lonetree Blvd., suite D101A. The suite is 1,310 square feet and is part of the Rocklin West retail center.
The purpose of the substation is to decrease response times, increase the Department’s visibility and give
field staff a convenient location to work and use for breaks. The substation is not regularly staffed,
however, beat three and four officers frequently utilize the substation throughout their shifts.
7.1.12.2 Police Vehicles and Equipment
The Police Department maintains equipment and vehicles for each division that assist law enforcement in
carrying out their duties. This section details the equipment and vehicles used by the Department.
Military Equipment Inventory
The Department maintains 14 pieces of equipment for use by the Special Weapons and Tactics (SWAT)
team in conjunction with the Roseville Police Department under the procedural rules of the SWAT Manual.
Some of the equipment is also available for use by the Rocklin Police Department personnel under specific
policies for the Department. A list of the equipment and the policies associated with their use can be
found in Appendix E. The equipment includes two quadcopter drones, three remote operated robots, an
armored vehicle, a mobile command trailer, breaching shotgun and rounds, AR-15 rifles and ammunition,
one light-sound distraction device, 40 MM Launchers and rounds, less lethal shotguns and rounds, and
PepperBall SA-200 launchers.
Vehicles and Equipment Inventory
An inventory of the Police Department’s vehicles and equipment that was provided to consultants through
the Request for Information can be found in Appendix F. The inventory list includes 67 vehicles and six
pieces of equipment. Of the vehicles, the Department has 11 mid to small sized cars, 39 SUVs, 11 trucks,
two vans, and four motorcycles. The additional equipment includes a speed radar trailer and monitor, a
utility trailer, and a radar unit. The Department is diligent in maintaining and replacing aging vehicles and
equipment. Of the vehicles and equipment with model years, only 25 percent are over 10 years old. The
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City funds the cost of replacement vehicles and equipment over the useful life of the asset. This ensures
the systematic replacement of vehicles and equipment to keep the City’s vehicular fleet safely and
properly operating (Rocklin, 2022c).
7.1.13 Department Funding
According to the City’s Fiscal Year (FY) 2023/2024 Annual Budget, the Police Department’s approved
budget was approximately $24.37 million. This equates to approximately 21 percent of the City’s total
budget. The Department’s budget increased by $2,027,750 between FY 2022/2023 and FY 2023/2024.
The Department’s budget has increased by 21 percent from FY 2020/2021 to FY 2023/2024 as shown in
Table 7-8 below (Rocklin, 2023c).
Table 7-8: Department Budget FY 2020/2021 through FY 2023/2024
Fiscal Year Budget Total Percent Change
FY 2020/2021 $ 19,864,800
FY 2021/2022 $ 21,500,100 8%
FY 2022/2023 $ 22,340,700 4%
FY 2023/2024 $ 24,368,450 9%
Source: City of Rocklin FY 2023/2024 Annual Budget
Of the total budget for FY 2023/2024, 85 percent or $20,595,200 is budgeted for staffing, 11 percent or
$2,716,750 for operating expenses, three percent or $816,800 for professional services, and the remaining
$239,700 for other uses/debt service/depreciation. The Department is anticipated to bring in $1,851,500
in revenue which leaves a net operating total of $22,516,950 for FY 2023/2024. As shown in Figure 7-11
below, the majority of the Department’s funding comes from the General Fund as expected as police
services are funded primarily through property tax revenues. The amount of funding has increased year
over year as costs to maintain the Department continue to increase (Rocklin, 2023c).
Figure 7-11: Police Department Funding Sources FY 2020/2021 through FY 2023/2024
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Other sources for the Department include state funding, grants, AB 3229, and contracts the Rocklin
Unified School District, Sierra College, and the Quarry Park Amphitheater Events. Department revenues
have fluctuated with an overall decrease of $311,244 between FY 2020/2021 and FY 2023/2024 (Rocklin,
2023c).
7.1.14 Department Needs and Deficiencies
The 2023/2024 Annual Budget provides a list of goals and objectives for the Department. Some of the
goals and objectives that speak to Department needs and deficiencies are as follows:
• The department is working towards an overall Health & Wellness Program for staff to include
enrichment training, physical and mental health, and a strong peer support team. The department
recently received a $41,000 grant from the State of California to use for this purpose, and is in the
process of determining where the funds will have the largest impact for personnel.
• Implement a fully operational Rocklin Police Department substation on the west side of the City
to allow remote access to report writing stations and a place to interview reporting persons at a
more convenient location on the far side of the City. (COMPLETED)
• Continue research and plan for future implementation of an innovative intelligence center,
expanding the City’s ability to work collaboratively with surrounding allied agencies by sharing
information and increasing crime solvability potential.
• Maintain, improve, and expand City partnerships that aid in crime prevention, and creating a safe
community.
• Work towards increasing Police staffing.
• Evaluate the creation of a Real-Time Crime Center.
• Reduce interagency response times through improved technology.
• Improve interoperability between law enforcement, fire, and EMS agencies.
This list indicates that the Department may not currently have enough staff to support all of the services
that the Department provides to the community. This is likely due to difficulties with replacing sworn
officers with those that have been retiring over the last five years as discussed in Section 7.1.7 above.
Department staff indicated that there are no deficiencies in the Request for Information (Rocklin, 2024b).
The City’s 2024-2028 Capital Improvement Plan (CIP) identified facility and equipment/vehicle needs for
the Department from 2024 to 2028. The Department was approved for vehicle and facility needs as part
of the FY 2022/2023 budget. Total vehicle requirements for the Police Department are anticipated to be
$2.271 million through FY 2026/2027 (Rocklin, 2022c). The following needs were identified in the CIP as
part of proposed future budgets (FY 2023/2024 through FY 2027/2028) or do not have funding identified.
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7.1.14.1 Facility Needs
• Replacement of the Police Station’s HVAC and roof: The facilities reserve study shows
replacement of the Police Station heating, ventilation, and air conditioning (HVAC) units in FY
23/24. According to the CIP, there have been some premature failures of the single ply roofing
and some major repairs have been made to prevent leaks. The roofing needs to be replaced
before any catastrophic failures occur. In order for the roofing to be replaced, all HVAC units must
be removed from the roof. Since the HVAC units are scheduled for replacement in FY 23/24 it
makes the most sense financially to replace the roof at the same time. This work is estimated to
be completed by end of 2024. Funding has been identified and the project is estimated to cost
the City $1.275 million.
• Public Safety Training Center: Neither the City nor the Fire Department has a dedicated public
safety training facility. The training center would benefit the Rocklin Police Department as they
train to conduct search operations, provide forcible entry training, canine training, and other law
enforcement activities. Additionally, training on City property will reduce liabilities that are
common when training on private property. This project was previously known as "Fire Training
Tower". Funding has not been identified and the project is estimated to cost the City $671,300.
7.1.14.2 Equipment/Vehicle Needs
• Community Services Officer Vehicle: The existing vehicle is a 2007 Ford F-150 with 80,290 miles
(Unit 5211). The vehicle has reached the end of its useful life and costly repairs and maintenance
will be required in order to keep it operationally ready. Funding for the vehicle has been identified
from the General Fund and the vehicle is estimated to cost the City $37,500 as part of the FY
2024/2025 Budget.
• Fleet Replacement, Marked Patrol Units: Fleet recommends replacing five marked patrol units
(MPU) Unit No. 5248, 5249, 5250, 5260, and 5261 in FY 2023/2024 in order to keep the MPUs
rotating through, while still covered under the manufacturer's warranty. These vehicles see
extreme service and usually have 1 transmission replaced during their lifetime. Funding for these
vehicles has been identified from the General Fund and the vehicles are estimated to cost the City
$427,000 as part of the FY 2023/2024 Budget.
• Fleet Replacement, Marked Patrol Units: Fleet recommends replacing six marked patrol units
(MPU) Unit No. 5253, 5254, 5255, 5256, 5257, and 5258 in FY 2025/2026 in order to keep the
MPUs rotating through, while still being covered under the manufacturer's warranty. Funding for
these vehicles has been identified from the General Fund and the vehicles are estimated to cost
the City $528,000 as part of the FY 2025/2026 Budget.
• Fleet Replacement, Marked Patrol Units: Fleet recommends replacing six marked patrol units
(MPU) Unit No. TBD in FY 2026/2027 in order to keep the MPUs rotating through, while still
covered under the manufacturer's warranty. Funding for these vehicles has been identified from
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the General Fund and the vehicles are estimated to cost the City $536,400 as part of the FY
2026/2027 Budget.
• Volunteer Vehicle: The existing vehicle is a 2002 Ford Ranger with 80,499 miles (Unit 5208). The
vehicle has reached the end of its useful life and costly repairs and maintenance will be required
in order to keep it operationally ready. Funding for the vehicle has been identified from the
General Fund and the vehicle is estimated to cost the City $37,500 as part of the FY 2023/2024
Budget.
As the City has generally reached buildout with little to no opportunities for annexation, new development
impact fees to fund upgrades to police facilities or pay for new equipment are unlikely. The City is aware
of these constraints and is committed to shift the focus from growth to long-term sustainability. The City
is proactive in planning for replacement of aging equipment and the Department is well funded with two-
thirds of vehicles and equipment 10 years old or less.
7.2 Fire and Emergency Services
As mentioned at the beginning of this Chapter, fire and emergency services for the City of Rocklin are
provided by the City of Rocklin Fire Department and California Department of Forestry and Fire Protection
(CAL FIRE). Fire and emergency services will be reviewed in detail in a Placer County West Slope Fire and
Emergency Medical Services report currently in process. However, as this is an MSR/SOI analysis for the
City as a whole, this section will provide a short description of the Department and a brief financial
overview.
CAL FIRE provides fire protection to 613.2 acres within the City of Rocklin through a Local Responsibility
Area Wildland Protection Reimbursement Agreement (WPA). This agreement covers a section of the City
of Rocklin (Clover Valley Lakes area) that is within a Local Responsibility Area (LRA) for the City. CAL FIRE
does not have jurisdiction over this area; however, the City provides reimbursement through the WPA for
CAL FIRE to provide a full level of response to the area identified in the contract. The area of the contract
has changed over the years as development has increased. For Fiscal Year 2023/2024, the agreement
covered 613.2 acres at a total cost of $25,036. The funds were appropriated into the Fiscal Year 2023/24
Operating Budget in Fire Prevention, and are reimbursed by the property owner; thus the agreement has
no additional fiscal impact.
7.2.1 Fire Department Overview
The City of Rocklin Fire Department provides fire protection, community risk reduction, and Advanced Life
Support (ALS) emergency medical treatment to residents and visitors within the City boundary. The
Department has a total of 44.5 full-time equivalent (FTE) positions and operates three fire stations staffed
full time with 36 career personnel (City of Rocklin, 2023). The City received a Fire Protection ISO Rating of
2 from the Insurance Services Office (ISO) in December 2018 (Rocklin, 2023c).
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Figure 7-12: Fire Department Organizational Chart
The Department consists of four divisions: Fire Administration, Field Operations, Fire Prevention, and
Emergency Management. The Fire Administration Division is responsible for managing department
contracts, recruiting new personnel, purchasing personal protective equipment, apparatus acquisition,
scheduling of school tours, overseeing the department’s operating budget and providing general
information to the public. The Field Operations Division is responsible for all emergency and non-
emergency responses in the community, which include responses for fires, medical emergencies,
technical rescues, motor vehicle accidents, and other natural or man-made disasters. The Fire Prevention
Division supports the community by providing fire plan review services for new and tenant improvement
projects, conducting life safety inspections, providing operational permits for increased hazards,
investigation of suspicious fires, and providing public education to reduce the occurrence of fires and
other hazardous conditions. The Emergency Management Division is responsible for the oversight of the
City’s Emergency Operations Center (EOC) and serves at the will of the Director of Emergency Services
(City Manager) to provide and coordinate training, policy development, staffing, and activations of the
EOC (Rocklin, 2023c).
According to the FY 2023/2024 Annual Budget, the Department responded to 6,422 incidents in 2022 and
provided mutual aid to neighboring agencies 168 times. Firefighters were deployed on three wildfire
disasters during the 2022 fire year. The Department provided public education at 42 community events,
and completed 824 fire inspections; 352 re-inspections; and reviewed 390 building, fire, and engineering
plans in 2022. In addition, the Department instituted an Arson Unit Program designed to investigate
suspicious fires within the City. As part of Emergency Management, the Department revised the City
Emergency Operations Plan for emergency preparedness, participated in updating the Placer County Local
Hazard Mitigation Plan, and conducted emergency operations training for City staff in 2022 (Rocklin,
2023c).
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7.2.2 Fire Department Finances
According to the City’s Fiscal Year (FY) 2023/2024 Annual Budget, the Fire Department’s approved budget
was approximately $15.9 million. This equates to approximately 13 percent of the City’s total budget. The
Department’s budget increased by $1,189,250 between FY 2022/2023 and FY 2023/2024. The
Department’s budget has increased by 18 percent from FY 2020/2021 to FY 2023/2024 as shown in Table
7-9 below (Rocklin, 2023c).
Table 7-9: Department Budget FY 2020/2021 through FY 2023/2024
Fiscal Year Budget Total Percent Change
FY 2020/2021 $ 13,394,200
FY 2021/2022 $ 14,659,400 10%
FY 2022/2023 $ 14,675,800 0.1%
FY 2023/2024 $ 15,865,050 8%
Source: City of Rocklin FY 2023/2024 Annual Budget
Of the total budget for FY 2023/2024, 72 percent or $11,409,600 is budgeted for staffing; 16 percent or
$2,548,700 for other uses/capital outlay; 10 percent or $1,630,400 for operating expenses; and the
remaining $276,350 for professional services. The Department is anticipated to bring in $5,103,800 in
revenue which leaves a net operating total of $10,761,250 for FY 2023/2024. As shown in Figure 7-13
below, the majority of the Department’s funding comes from the General Fund as expected as fire services
are funded primarily through property tax revenues. The amount of funding has increased year over year
as costs to maintain the Department continue to increase (Rocklin, 2023c).
Figure 7-13: Fire Department Funding Sources FY 2020/2021 through FY 2023/2024
Other sources for the Department include Capital Construction Fees and a Community Facilities District
No. 1 special tax. Department revenues generally remained steady; however, the Department anticipates
an 85 percent increase in revenues or $2,345,400 between FY 2022/2023 and FY 2023/2024 (Rocklin,
2023c).
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7.2.3 Fire Department Needs and Deficiencies
According to the FY 2023/2024 Annual Budget, the Department has a number of goals and objectives for
the upcoming fiscal year. These include needs and deficiencies of the Department and are as follows:
• Continue to seek grant opportunities to maintain and/or enhance service delivery;
• Upgrade department station alerting system (COMPLETED);
• Improve communications by expanding digital radio program;
• Promote and hire new firefighters;
• Maintain fiscal responsibility by identifying areas to increase efficiencies;
• Implement technology-based solutions to improve report writing for emergency medical
incidents and fire inspections;
• Provide post-traumatic stress syndrome training for first responders;
• Improve survivability for victims of fire, hazardous material release, entrapment, or other crisis
incidents;
• Improve survivability of patients experiencing acute medical emergencies through education and
training in citizen CPR;
• Improve firefighter safety and survival;
• Work towards increasing Fire staffing;
• Enhance functionality of the EOC, and provide incident command system training to employees
responsible for staffing the EOC for emergency preparedness;
• Work towards constructing and staffing a fourth Rocklin Fire Station south/east of Interstate 80;
and
• Improve programs to reduce fire loss and increase community preparedness.
(Rocklin, 2023c; City staff, personal communication, August 2024)
Though this MSR/SOI is not providing a detailed analysis including determinations for the Fire Department
for the City of Rocklin, it can be inferred from the Departments goals and objectives listed in the most
recent annual budget that the Department is in need of additional financial resources to increase staffing
and construct a fourth fire station within the City. A detailed review of the City’s Fire Department can be
found in the Municipal Service Review Study and Sphere of Influence Update of Fire Agencies in Western
Placer County currently in progress.
7.3 Parks and Recreation
According to the City’s Park Finder Interactive mapping GIS tool accessed on November 30, 2023, the City
manages approximately 581 acres of parks and trails. This acreage equates to 8.15 acres per 1,000
residents6. The 581 acres are divided among 29 neighborhood parks totaling approximately 303 acres;
five developed community parks totaling approximately 258 acres; and three special use facilities and
6 This calculation is based on the total acres of land uses identified in the City’s GIS map as “Parks” at approximately 580.55 acres
and the population of the City from CDF at 71,179.
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eight multi-use trails totaling approximately 19.5 acres and covering over ten miles of terrain. At build-
out the City will have 33 or 34 parks totaling over 440 acres of improved and unimproved land (City of
Rocklin, 2017a; 2023a; 2023b). A map of existing parks, bikeways, and land designated as Recreation-
Conservation in the City’s General Plan can be seen in Figure 7-14 on the next page.
7.3.1 Existing Planning Documents
In order to plan for maintenance and growth of the City’s present and planned recreation and parks
facilities and services, the City has developed and adopted multiple documents as described below:
• The City of Rocklin Parks and Trails Master Plan (2017): General Plan Policy Action Step OCRA-13
within the Open Space, Conservation and Recreation Element requires the preparation and
adoption of a Park and Recreation Master Plan. This document includes an assessment of
recreational facilities and programming within the City, and includes a set of strategies, policies,
and actions to improve identified deficiencies in recreation planning, facilities, and programming.
• Trails Strategy and Action Plan (2017): This study is a planning document to support a coordinated
trail network throughout the City. The Plan responds to the high use of existing trails in the City
and the public’s overwhelming requests for new trail development. The Plan identifies existing
and planned trail development and a set of design guidelines for different trail types.
• Development Impact Fee Study (2022): This study provides the basis of the City’s Community Park
Fee to fund park improvements for both neighborhood and community parks as well as the City’s
existing public facilities impact fee which encompasses community and recreation facilities.
• 5-year Park Capital Improvement Plan (2022-2026): The City’s current 5-year Park Capital
Improvement Plan encompasses the years 2022 to 2026. The CIP is reviewed and updated
regularly to implement the community’s changing needs, priorities, and funding opportunities for
municipal infrastructure, facilities and equipment.
The 2017 Parks and Trails Master Plan includes a policy to update the Plan every five years; however, as
far as the consultants and LAFCO are aware, the City is not currently in the process of updating any
documents related to park and recreational facilities planning or programming. The City should consider
initiating an update process soon to comply with its adopted policy.
7.3.2 Recreational Programming
The City offers numerous classes and programs throughout the year at its various parks and community
facilities. These are divided into the following categories and include:
• S.T.E.A.M: Science, Technology, Engineering, Art, and Math (STEAM) classes encourage students
to engage in experiential learning through a creative process engaged with the science,
engineering, art, and math disciplines, and position young learners for careers in these disciplines
as adults. STEAM classes include Lego robotics, public speaking, dance, and chess classes.
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Figure 7-14: Existing City Parks, Bikeways, Trails, and Land Use Designated Recreation-Conservation
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• Youth Sports: Youth sports include classes, camps and clinics in karate, cycling, tennis, baseball,
t-ball, flag football, lacrosse, golf, archery, track and field, volleyball, basketball, soccer, and
swimming.
• Active Adults: Programming for active adults includes bridge groups, tap dancing classes,
language, and senior fitness classes.
• Rocklin Events: Rocklin recreational programming also includes community events such as
Evenings in the Park (movies/music/family activities), and a summer concert series at Quarry Park.
• Community Services, Programs & Parks: Other recreational opportunities include Quarry Park
Adventures (a rock climbing/zip lining adventure park) and splash pads (water cooling
playgrounds) at Whitney Park, Kathy Lund Park, and Johnson-Springview Park.
In addition to the above listed classes and programs, the City offers XOSO, a sport and social league for
adults with offerings in cornhole, kickball, pickleball, softball, and volleyball. More details on the City’s
year-round programs can be found in the City’s Recreation Guides here: https://www.rocklin.ca.us/post/
recreation-guide.
7.3.3 Parks and Community Center Services
The City manages approximately 581 acres of parks and 10 miles of trails (City of Rocklin, 2017a; 2023a;
2023b), including 29 neighborhood parks, five community parks, and three special use parks. These parks
offer residents and visitors various amenities including picnic tables, playgrounds, restrooms, basketball
courts, splash/spray pads, soccer fields, multi-use fields, softball and/or baseball fields, little league fields,
tennis courts, and various other similar amenities, as shown in Figure 7-15 and Figure 7-16. Since the City
adopted its 2017 Parks and Trails Master Plan, the City has increased recreational facilities with four new
parks, some additions to existing parks, and two miles of new trails.
7.3.3.1 Neighborhood and Community Parks
The City manages 29 neighborhood parks totaling approximately 303 acres, five community parks totaling
approximately 258 acres; and three special use facilities totaling approximately 19.5 acres. Since 2017,
the City has developed four new parks, for a total of 37 parks:
• Wickman Park at Monroe Court
• Pernu Park at 877 Old Ranch House Road
• Willard Park at 820 Lazy Trail Drive
• Christine Anderson Park at 4221 Silver Lupine Lane
The City has also added recreational assets at existing facilities:
• Gayaldo Park Phase 2: This project involves the installation of additional amenities at the existing
Gayaldo Park, including turf, shrub beds, additional trees to provide shade, and a retaining wall
and irrigation to support drainage.
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• Vista Grande Park: This park is a new playground that was completed in the summer of 2020. It
includes a large play structure, a dome climber, zip lines, shade cover, therapy swing, and a ten
spin.
A few large community parks offer more specialized services such as the Sunset Whitney Recreation Area
and Quarry Park. In 2018 the City purchased the Rocklin Golf Club, a 184-acre area which is now the
subject of a 2022-2023 master plan process to develop the area as the Sunset Whitney Recreation Area.
Approximately 5 acres of trails are open to the public and the 2023 Master Plan includes a 3-mile trail
cross country course loop, mountain bike flow course, playgrounds, picnic areas, pickleball courts,
interpretive panels and integration of prehistoric features, and natural preserves. Quarry Park is a central
gathering place in the downtown Rocklin area with an amphitheater, trails, open space, and Quarry Park
Adventures; a paid adventure park that is owned by the City and operated by a private company.
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Figure 7-15: Park Distribution throughout the City of Rocklin
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Figure 7-16: Representative Photographs of Existing Parks in the City of Rocklin
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A list of common park amenities, the number of parks that offer those amenities by park type, and the
percent of total by type can be seen in Table 7-10. Of the parks listed below, 31 parks are defined as
neighborhood parks, and 6 parks are defined as community parks (special use parks are classified in both
categories).
Table 7-10: Number of City Parks by Type with Common Amenities and as a Percent of Type Total
No. of No. of Percent of
Percent of
Amenities Neighborhood Community Total
Total
Parks1 Parks1
Barbecue 21 68% 4 67%
Basketball court 16 52% 2 33%
Baseball/Softball field 0 0% 5 83%
Benches 24 77% 6 100%
Covered picnic area 20 65% 5 83%
Dog park 0 0% 1 17%
Horseshoe pits 1 3% 0 0%
Pathways 24 77% 6 100%
Pickleball 0 0% 2 33%
Picnic tables 26 84% 6 100%
Playground 28 90% 5 83%
Restrooms 2 6% 6 100%
Roller hockey 0 0% 1 17%
Skate park 0 0% 1 17%
Soccer fields 0 0% 3 50%
Tennis court 0 0% 2 33%
Turf 23 74% 6 100%
Volleyball courts 1 3% 1 17%
Splash/Spray Park 0 0% 5 83%
WiFi 0 0% 5 83%
Total 31 6
Source: City of Rocklin, 2023a.
1Note that special use parks have been folded into neighborhood and community parks.
Figure 7-17 and Figure 7-18 on the next page show the percentage of amenities available by neighborhood
park and community park compared to the total of each park type in graphic form.
A vast majority of the parks offer benches, paths, picnic tables and picnic areas, playgrounds, and multi-
use and/or soccer fields. Nearly half of the City’s parks offer sports courts such as basketball, tennis, and
volleyball. Six percent of neighborhood parks and one hundred percent of community parks have
restrooms available for visitors. Roughly 60 percent of all parks offer baseball and/or softball fields,
basketball courts, and tennis courts. In addition to the amenities listed above, the City manages one dog
park, one amphitheater, a park with a public orchard, three parks with splash/spray pads for kids, and five
parks with free WiFi.
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Figure 7-17: Percentage of Neighborhood Parks with Common Amenity Compared to Total
Neighborhood Parks
Figure 7-18: Percentage of Community Parks with Common Amenity Compared to Total Community
Parks
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7.3.3.2 Trails and Bikeways
The City of Rocklin has begun to develop a bikeway network during construction of new development.
This includes Class I, II, and III bikeways. Bikeways are defined by the State of California Street and
Highways Code as:
• Class I Bikeways provide a completely separated right-of-way designated for the exclusive use of
bicycles and pedestrians with crossflows by motorists minimized (also called a bike path or trail).
• Class II Bikeways provide a restricted right-of-way designated for exclusive or semi-exclusive use
of bicycles with through travel by motor vehicles or pedestrians prohibited, but with vehicle
parking and crossflows by pedestrians and motorists permitted (also called a bike lane).
• Class III Bikeways provide a right-of-way designated by signs or permanent markings and shared
with pedestrians or motorists (also called a bike route).
According to the Parks and Trails Master Plan, regional and community trails as multipurpose recreational
trails are often defined and intended for the use of equestrians, hikers, joggers, non motorized bicyclists,
and casual walkers. Regional trails connect parks and provide linkages between residential areas,
‐
commercial areas, schools, parks, employment centers, and open space. Comparatively, community trails
create linkages similar to regional trails, but are local serving. The development of regional and community
trails can also support connections to a larger network of hiking and biking trails established in the
Circulation Element of the General Plan (City of Rocklin 2017a).
Since the adoption of the 2017 Parks and Trails Master Plan, an additional 2.2 miles of paved paths were
added to the Sunset Whitney Recreation Area East Trails. The City now has 5.47 miles of hiking trails and
4.98 miles of Class I bicycle facilities.
Figure 7-19 shows existing trails and bikeways in the City as of the 2017 Parks and Trails Master Plan.
Master Plan Recommendation 4.2.5 supports the establishment of a Citywide bicycle and hiking trails
education program, including a trail map, on-site signage, and a City webpage with route finding
information. New proposed trail loops include the following:
• Northern Loop – A 10.62-mile trail route traversing the northern area of the city, utilizing existing
Class II bicycle facilities, William Jessup University paths, open space, and Class 1 paved trails.
• Southern Loop – A 16.10-mile trail route with two to three freeway overcrossings to connect areas
on the east and west sides of the freeway to downtown Rocklin, Sierra College, and other areas
in the southern portion of the city. This loop trail uses Class I and Class II trails as well existing
sidewalks.
• Western Loop – A 4.28-mile trail with a combination of Class I and Class II bicycle facilities and
sidewalks through the western area of the city.
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Figure 7-19: Existing Trails and Bikeways
7.3.3.3 Special Use Facilities
Special Use Facilities generally possess a unique character or function focused on a single type of activity.
An equestrian facility, golf course, BMX course, museum, vista points, or community buildings without an
associated park might be considered Special Use Facilities. The City manages three special use facility
locations as listed in Table 7-11 below.
Table 7-11: City Special Use Facility by Location, Size, and Description
Facility Name Location Size Description/Amenities/Programs
Finnish Theater and performing arts hall used for
Temperance Hall 4090 Rocklin Rd. 1.7 ac community theater and performing arts
(aka Finn Hall) programming
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Facility Name Location Size Description/Amenities/Programs
Quarry Park is a community gathering place
Quarry Park 4060 Rocklin Rd. 21.8 ac that includes Quarry Park Adventures, Quarry
Park Amphitheater, trails, and open space.
The Event Center is a large wedding venue with
Rocklin Event
2650 Sunset Blvd. 6.4 ac ballrooms, gardens, gazebo, chapel, and open
Center
space.
Source: City of Rocklin, 2017a.
7.3.4 Facilities and Services Standards
The City’s Parks and Trails Master Plan 2017 sets policies and strategies to provide a comprehensive 20-
year projection of achievable and measurable action items for the City to prioritize in relation to the City’s
existing and future parks and trails. For parks, the City’s Policy OCR-19 for Open Space for Outdoor
Recreation, as described in the Open Space, Conservation, and Recreation Element of the General Plan, is
to utilize locational and size guidelines that will allow the City to maintain a minimum of 5 acres of
parkland per 1,000 residents (City of Rocklin, 2012). At the time of this report, the City exceeded this
minimum standard at 8.15 acres of parkland per 1,000 residents (581 acres of parks for 71,179 residents
as of January 1, 2023).
7.3.4.1 Service Level Standards
The City’s service level standard is identified in Policy OCR-19 of the Open Space, Conservation, and
Recreation Element of the General Plan. This policy indicates a level of service standard of 5 acres of
parkland per 1,000 residents (City of Rocklin, 2012). This standard is adopted from the Quimby Act in
California, and recreation activity participation rates reported by American Sports Data as it applies to
activities that occur in the United States. Park service areas and standards are defined in the City of Rocklin
Open Space, Conservation & Recreation Element (2012) as follows:
• Mini-Park: Mini-parks are defined as parks of 1 acre of less with a service radius of ¼ mile or less.
A mini park is a specialized facility that serves a limited population or specific group such as
toddlers or senior citizens.
• Neighborhood Park Standards: Neighborhood parks are defined as parks of 1 to 10 acres in size
with a service radius of ¼ to ½ mile. Neighborhood parks are typically developed with playgrounds,
unlighted turf fields, pathways, basketball courts, volleyball courts, covered picnic areas, and open
space area. Neighborhood parks do not typically contain lighted sports fields and restrooms, but
the parks master plan calls for additional restrooms.
• Community Park Standards: Community parks are defined as parks that are 10 acres or greater in
size with a service radius of 1 to 2 miles. Community parks are typically developed with more
active uses in mind and often include lighted sports fields, community centers, recreation
buildings, large group picnic areas, pathways, playgrounds, off-street parking, aquatics centers,
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restrooms, and other heavy-use recreational facilities. Community parks often also have larger
areas of undeveloped open space that may include oak tree groves and creeks.
• Special Use Park Standards: Special use parks do not have any defined specific size or service area,
but vary depending on the specific use. They may include areas for single-purpose or specialized
recreational activities, such as golf courses, nature centers, zoos, conservatories, arboreta, display
gardens, arenas, outdoor theaters, gun ranges, or areas that preserve, maintain, and interpret
sites of historical or cultural significance. They can be located outside typical neighborhood and
community areas, such as in commercial urban areas.
• Conservancy Standards: Conservancies also have no specific size or service area. Their primary
purpose is to provide for the protection and management of the natural or cultural environment,
with recreation use as a secondary objective.
7.3.4.2 Industry Standards
The consultants for this study reviewed information developed by the National Recreation and Parks
Association (NRPA) which provides best practices and guidelines for parks and recreation officials
throughout the nation. The 2023 NRPA Agency Performance Review summarizes the key findings from
NRPA Park Metrics — the benchmarking resource that assists park and recreation professionals in the
effective management and planning of their operating resources and capital facilities (NRPA, 2023). Staff
informed consultants that the City is meeting their own self-established benchmarks (City of Rocklin,
2024). In terms of the amount of park and recreation facilities per capita, this assessment is correct.
Recommendation: It is recommended that the City develop specific strategies and benchmarks to
measure more qualitative service levels such as public satisfaction with various characteristics of park
facilities. This could be accomplished through public surveys, website feedback mechanisms, and
assessments relative to surrounding jurisdictions.
Parks Facilities
The data presented in the 2023 NRPA Agency Performance Review allows for comparisons between
“typical” agencies using jurisdiction population or population density. The population density options
range from less than 20,000 to more than 250,000 (NRPA, 2023). The City of Rocklin lands within the
50,000 to 99,999 population range used in the report with an existing population of approximately 71,179
(CDF, 2022). The report provides a list of park facilities metrics for agencies within the 50,000 to 99,999
population range. Table 7-12 below shows the metric, the median for agencies within that population
range, the lower quartile, the upper quartile, and the level provided by the City of Rocklin.
Table 7-12: NRPA Metrics for Agencies with 50,000 to 99,999 Population Range (2023)
Lower Upper City of Rocklin
Metric Median
Quartile Quartile Service Level
Residents per park 2,240 1,461 3,655 1,924
Acres of Parkland per 1,000
11.2 acres 5.0 acres 17.3 acres 8.15 acres
residents
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Lower Upper City of Rocklin
Metric Median
Quartile Quartile Service Level
Outdoor Park and Recreation Facilities by Median Number of Residents per Facility
Playgrounds 3,779 2,157
Basketball courts 8,790 3,954
Tennis courts 5,577 35,590
Multipurpose Fields 13,244 2,454
Dog parks 54,119 71,179
Swimming Pools 43,100 35,589
Skate Parks 62,927 71,179
Pickleball 11,150 35,590
Soccer fields (adult) 17,741 23,726
Soccer fields (youth) 7,207 23,726
Baseball fields (adult) 27,566 14,236
Softball fields (adult) 17,078 14,236
Softball fields (youth) 12,716 14,236
Source: NRPA, 2023;
The City ranks above the lower quartile of agencies that responded to the NRPA with the 50,000 to 99,999
population range for number of residents per acres of park land per 1,000 residents. The City falls below
the median within the population range and meets the General Plan goal of a minimum of 5 acres of
parkland per 1,000 residents. This suggests that the City manages similar parkland per 1,000 residents to
similar sized agencies throughout the country. Therefore, the City offers adequate facilities for residents
when compared to other similar agencies nationwide with similar populations.
For outdoor park and recreation facilities, the City provides more facilities based on the median number
of residents per facility when compared to the national median for playgrounds, basketball courts,
multipurpose fields, swimming pools, and adult baseball and softball fields. The City provides fewer
facilities based on the number of residents per facility when compared to the national median for dog
parks, pickleball courts, skate parks, soccer fields, and youth softball fields. This analysis shows that the
City provides adequate amounts of certain facilities and inadequate amounts of other facilities compared
to national agencies with a similar population and could improve in some areas.
The 2017 Parks and Trails Master Plan recommended a new sports park facility either within Johnson-
Springview Park or as part of a Whitney Park expansion that could include a dog park, youth softball field,
and nine new soccer fields. While the 2017 Parks and Trails Master Plan did not include any data or
analysis of pickleball courts in the City, in 2022-2023 the City developed a Sunset Whitney Recreation Area
Master Plan concept that included a large 15-court pickleball complex, and at the November 14, 2023,
City Council meeting, the City accepted a $400,000 grant from Placer Valley Tourism for the installation
of a 16-court pickleball facility at the Sunset Whitney Recreation Area. The City has therefore made
significant steps towards meeting and exceeding all national park standards through ongoing planning,
funding acquisition, and planned construction.
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Programming
Programming provided by agencies nationally span a variety of park and recreation activities. Registration
fees for special programming are the largest source of non-tax revenue for most agencies with typical
agencies offering 179 programs each year (NRPA, 2023). Key programming activities offered by at least
seven in 10 park and recreation agencies include:
• Themed special events (offered by 89 percent of agencies)
• Social recreation events (88 percent)
• Team sports (86 percent)
• Fitness enhancement classes (81 percent)
• Health and wellness education (80 percent)
• Individual sports (77 percent)
• Safety training (71 percent)
• Racquet sports (71 percent)
• Aquatics (69 percent)
Source: NRPA, 2023
The City provides programming activities in all of the categories described above. More information on
the year-round programs typically offered by the City can be found in the City’s Recreation Guides here:
https://www.rocklin.ca.us/post/ recreation-guide. The NRPA also looked at targeted programs for
children, seniors, and people with disabilities. Table 7-13 below lists programs reviewed by the report and
the percent of agencies which offer those programs that have a jurisdictional population of 50,000 to
99,999. Programs that the City offers have a check mark next to them.
Table 7-13: Programs for Children, Seniors, and People with Disabilities by Percent of Agencies with
50,000 to 99,999 Population
50,000 to City Offers
Metric
99,999 Programming ()
Summer Camps 93%
Specific senior programs 87%
Specific teen programs 77%
Programs for people with disabilities 80%
Science, technology, engineering, and math (STEM) programs 68%
After-school programs 53%
Preschool 44% N/A
Before-school programs 21% N/A
Full daycare 11% N/A
Source: NRPA, 2022; City of Rocklin, 2024.
The City provides programming for the majority of the metrics listed in Table 7-13 above. Less than half
of agencies nationwide with a similar population offer those programs for which the City does not provide
programming.
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Trails
According to the NRPA, 84 percent of park and recreation agencies have trails, greenways, and/or
blueways as part of their outdoor infrastructure. The typical park and recreation agencies in a city locale
have a median of 16 miles of trails for walking, hiking, running, and/or biking. Agencies serving a
population of 50,000 to 99,999 have a median of 19 miles, a lower quartile of 8 miles and an upper quartile
of 33 miles. The City of Rocklin maintains about 10.5 miles of trails, comprised of 5.47 miles for hiking and
4.98 miles of Class I biking trails. This is below the national range for a city of this size compared to other
similar populated agencies.
7.3.5 Infrastructure
The City maintains a wide variety of infrastructure that supports recreation and parks activities. Types of
infrastructure include picnic area tables and concrete pad sites (some covered), park benches, trash
receptacles, water fountains, dog waste stations, irrigation pumps, monument and wayfinding signage,
kiosk and message boards, playgrounds, shade structures, sports fields, bleachers, sports courts, bike
racks, turf and landscaping, skate parks, aquatic and spray parks, event facilities, offsite structures,
parking, irrigation systems, restrooms, sidewalks, BBQ grills, landscaping, and walking trails among others
at various locations throughout the City. A detailed inventory of infrastructure managed by the City that
was conducted in 2017 can be found in Exhibit 3.4-3 of the Parks and Trail Master Plan in Appendix G. For
ease of reference, the consultants have provided a short summary of some of the large-scale community
infrastructure in the following section.
7.3.5.1 Community Parks
Johnson-Springview Community Park
Located in central Rocklin, this community park features many major
recreation facilities and is the most popular park as reported by
households polled for the City of Rocklin Parks and Trails Master Plan.
The park includes over 90 acres of open space made up of heritage oak
trees and Antelope Creek. The park includes lighted baseball and softball
fields, pickleball, a football field, lighted tennis courts, a splash pad, an 18-hole disc golf course, restrooms,
and dog park. There is a covered picnic area available for rent, a skate park, an area for roller hockey, and
a sand volleyball court. In addition, the park includes one classroom/meeting room with a kitchen. The
picnic pavilion is available to reserve and is surrounded by oak trees and 132 acres of open space (City of
Rocklin, 2017).
Kathy Lund Park (Formerly Lone Tree Park)
Located in northwest Rocklin, this community park offers lighted
soccer fields, three youth softball fields (four are lighted), a 1,200
square-foot restroom/concession building, 12.65 acres of open
turf, parking for 118 vehicles, playground for youth ages 5-12, and a
water play area. Additional amenities include benches, picnic tables,
and free wi-fi (City of Rocklin, 2023b).
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Twin Oaks Park
Twin Oaks Park’s lighted sports fields are host to many sport
organizations, including youth baseball, softball, and soccer teams.
The park contains public restrooms, a children’s playground, a mile
of paved pathway, benches, turf fields, picnic tables, tennis courts,
and free wi-fi. This park is located in central Rocklin.
Margaret Azevedo Park
Located in the Whitney Ranch area of northwest Rocklin, this
community park offers lighted soccer fields, a regulation-size
baseball/softball field, youth playgrounds, restrooms, and off-street
parking. Other amenities include benches, pathways, picnic tables,
and free wi-fi.
Whitney Park
Whitney Park is also located in the Whitney Ranch area. It includes
lighted sports fields for soccer, baseball, and softball, a splash pad,
restrooms, preschool-aged and school-aged playgrounds, and
covered picnic facilities. Other amenities include free wi-fi, benches,
and barbecues.
7.3.5.2 Special Use Parks
Quarry Park
Located in downtown Rocklin, Quarry Park is a central gathering
place for Rocklin residents and contains both Quarry Park
Adventures, a private adventure park located in an old quarry, as
well as Quarry Park Amphitheater which is host to community events
and concerts. Quarry Park also contains, trails, open space, and
wildlife.
Finnish Temperance Hall
Finnish Temperance Hall is used as a theater and performing arts
venue for community theater and performing arts programming. It
is located adjacent to Quarry Park in downtown Rocklin.
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Rocklin Event Center
Rocklin Event Center is a large wedding venue with ballrooms,
gardens, gazebo, chapel, and open space. It is rented for weddings
and other events that can take place in its large open conference
area that seats up to 512 seated guests or 775 standing guests, or
in its garden room which has a view to the outside gardens with
pergola, gazebo, and fountain.
7.3.6 Infrastructure Needs and Deficiencies
The City’s Parks and Trail Master Plan completed in 2017 provided an assessment of infrastructure for
existing parks operated by the City of Rocklin and included a list of recommended projects for existing
facilities by park. Some of the more significant recommendations include:
• Johnson-Springview Park – Install a water play area, create a master plan for the undeveloped
portion of the park, and renovate Community Center and consider expansion of facility;
• Kathy Lund Park – Create master plan for open field area;
• Twin Oaks Park – Master Plan for small undeveloped area and installation of new play equipment;
• Margaret Azevedo Park – Master Plan for undeveloped area in middle of park, convert 2 soccer
fields to multi-use synthetic turf field;
• Whitney Park – Create master plan for undeveloped 20-acre area;
• Boulder Ridge Park – Turf renovation;
• Corral-Alva Park – Create master for Phase II undeveloped area;
• Gayaldo Park – Create master for Phase II undeveloped area;
• Peter Hill Heritage Park – Design park facilities from the Roundhouse to Emerson Street and
design and develop future phases of the B Street Corridor;
• Memorial Park – Redesign park to match Quarry Park theme;
• Quarry Park – Design and develop Phases II, III, and IV;
• Sierra Meadows Park – Renovate turf;
• Vista Grande Park – Master plan Phase II of the site; and
• Rocklin Event Center – Parking lot repair and replacement.
A full list of recommended projects for existing facilities can be found in Appendix H.
The City anticipates a total population of 76,136 at buildout of the undeveloped areas of the City, an
addition of approximately 4,957 people to the City. Anticipated Quimby parkland dedications for known
projects will add approximately five acres of new parkland to the City, bringing the total parkland to
approximately 586 acres. The City’s existing service capacity is 8.15 acres per 1,000 residents. This exceeds
the City’s General Plan goal of 5 acres per 1,000 residents. The Parks and Trails Master Plan suggests that
the level of services provided by the City meets the current population needs, and the City plans to
continue with a high level of service with future development and population.
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The City’s 2017 Parks and Trail Master Plan provided an assessment of infrastructure for future parks and
included a list of recommended projects for future facilities by park. Some of the more significant
recommendations include:
• Sports Park Facility – This is a planned new facility on either a new site or part of the expansion of
the existing Whitney Park or Johnson-Springview Park. This facility would include 15 new sports
fields, a fitness course, dog park, and climbing walls;
• Zipline/Ropes Course; and
• Expansion and further connectivity of existing pedestrian and bicycle trails.
The City has also identified four new areas for future parks:
• Vista Oaks on China Garden Road;
• Sierra Pine Park on Ponderosa Pine Lane; and
• College Parks at the corner of Sierra College Boulevard and Rocklin Road (2).
Recommendation: It is recommended that a future Parks and Trails Master Plan includes a detailed
inventory and assessment of all parks and recreation infrastructure that provides defined metrics to
determine and plan for future infrastructure needs, repairs, and replacements.
7.3.7 Parks and Recreation Department Finances
According to the City’s Fiscal Year (FY) 2023/2024 Annual Budget, the Parks and Recreation Department’s
approved budget was approximately $10.3 million. This equates to approximately nine (9) percent of the
City’s total budget. The Department’s budget increased by $1,189,250 between FY 2022/2023 and FY
2023/2024. The Department’s budget has increased by 39 percent from FY 2020/2021 to FY 2023/2024
as shown in Table 7-14 below (Rocklin, 2023c).
Table 7-14: Department Budget FY 2020/2021 through FY 2023/2024
Fiscal Year Budget Total Percent Change
FY 2020/2021 $ 7,019,613
FY 2021/2022 $ 7,848,339 13%
FY 2022/2023 $ 11,266,000 35%
FY 2023/2024 $ 10,326,500 -8%
Source: City of Rocklin FY 2023/2024 Annual Budget
Of the total budget for FY 2023/2024, 31 percent or $3,163,600 is budgeted for operating expenses; 29
percent or $3,037,900 is budgeted for staffing; 21 percent or $2,146,800 is budgeted for other
uses/capital outlay; and the remaining $1,978,200 for professional services. The Department is
anticipated to bring in $5,828,100 in revenue which leaves a net operating total of $4,498,400 for FY
2023/2024. As shown in Figure 7-20 below, the majority of the Department’s funding comes from the
General Fund and Community Facilities District No. 5. The amount of funding has generally increased year
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over year as costs to maintain the Department continue to increase apart from the anticipated decrease
in the budget by eight (8) percent for FY 2023/2024 compared to the previous year (Rocklin, 2023c).
Figure 7-20: Parks and Recreation Department Funding Sources FY 2020/2021 through FY 2023/2024
Other sources for the Department include oak tree mitigation fees, a park tax special assessment, Quarry
Park Amphitheater event revenues and a technology fee. Department revenues from park usage fees,
rentals, etc. have slowly increased and the Department anticipates a 25 percent increase in revenues or
$1,170,200 between FY 2022/2023 and FY 2023/2024 (Rocklin, 2023c).
7.3.7.1 Department Funding Overview
Costs for parks and recreation can be divided into two broad categories: 1) capital costs, which pay for
the acquisition and development of new park lands and facilities, or the renovation of existing recreational
facilities, and 2) operations and maintenance costs for existing facilities. Capital costs are often paid
through one-time grant, loan, or other funding programs, whereas operations and maintenance costs
must be through long-term, sustainable funding sources. It is typically more difficult for agencies to
provide stable, long-term funding for maintenance and operations than it is to acquire a one-time funding
source for the development of a new facility.
Through its policies, the City prioritizes the maintenance and operations of existing facilities over the
development of new facilities, as in Policy D.2.2 of the Parks and Trails Master Plan, which states, “Target
unspent, unencumbered funds for maintenance and upgrades” and Policy D.2.3, which states, “Approve
development of new facilities only when funding for ongoing maintenance and operations is identified
and will not result in a reduction of maintenance levels at current facilities.”
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Operations and Maintenance Funding
Operations and maintenance of existing facilities are financed through only a few local sources, including
current sources and potential future sources as detailed below. The City’s current sources are as follows:
• City’s General Fund – The City’s General Fund is used to fund a portion of the City’s ongoing
maintenance and operations of recreational facilities.
• Reserve Funds – A Reserve Study was performed in 2023 to provide guidance over the next 10
years of funding needed and the lifecycle of assets. This study provides a maintenance and
replacement program for aging infrastructure.
• User Fees – Such fees provide some contribution toward maintenance, but are not sufficient to
provide any capital funds or even all operations and maintenance funds. Some of the sources of
such fees include: participation fees for classes and special programs; field rental fees for the use,
maintenance and lighting costs associated with using a sports field; public facilities rental fees for
meetings, parties and special events; charges for play, such as for tennis court reservations and/or
golf green fees; group picnic shelter use charges; and charges for the use of park sites for special
events such as arts & crafts fairs, tournaments, antique shows, auto shows, weddings, concerts,
carnivals, Christmas tree sales, etc. Rocklin offers three community park locations with pavilions
available to rent including Johnson-Springview Park, Margaret Azevedo Park, and Whitney Park.
The City has identified some potential future funding sources as part of the 2017 Parks and Trails Master
Plan as follows:
• Corporate Sponsorship of Events – This is most popular for sports teams and other various
activities and should be actively pursued according to the 2017 Parks and Trails Master Plan.
• Joint-Use with non-profit organizations – Examples include sports teams renovating fields and/or
providing field maintenance (labor or costs) in exchange for guaranteed use of the field during
the season.
Capital Projects Funding
Acquisitions, development, and redevelopment are financed through local, State, or federal infrastructure
funding programs. The City has a number of current funding sources for capital projects which include the
following:
• Development Impact Fees (AB 1600 fees) – Development Impact Fees are exactions based on the
premise that new development generates new demand for park and recreation facilities. The fees
only apply to new development and may only be assessed for new capital cost related to the
development. A defined nexus or benefit/beneficiary relationship must be established. The fees
are not limited to the cost of land and can be assessed for improvements. Impact fees can be
assessed for non-subdivision land uses under the premise that tourists, employers, and
employees all benefit from and use community parks, which allows for assessment of commercial
and industrial development. The City collects three park impact fees in various sections of the city.
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1. Bonds - Most bond issues require a two-thirds vote of the electorate and are therefore
used with great preparation, research and care to predict voting outcome. Some of the
most common forms of these bonds are general obligation bonds and revenue bonds.
2. Certificates of Participation - This is a form of lease purchase agreement that does not
constitute indebtedness under the State constitutional debt limit and does not require
voter approval.
3. Fund-Raising Events - (concerts, raffles, etc.) While these are not a major source of funds,
such events could contribute to an overall effort toward capital funding for a specific
facility. Funds raised from such events could be channeled through a non-profit
foundation.
• Quimby Act – The Quimby Act is a widely used source of funding which enables local government
to exact dedication of land or in-lieu fees from new residential development to maintain a
minimum ratio of park land to population. The Quimby Act applies only to residential subdivisions
and does not address additional park demands created through the construction of new units on
existing lots or to condominium conversions.
• Grants (County, State, and Federal agencies) – While grant sources have been declining in recent
years, they do provide funding to many projects. Many require matching funds from the City,
which can be a barrier. There is usually strong competition for such grants. Some examples of
such funding are:
• The California Department of Parks and Recreation administers grants which have been
established by State propositions or are provided for by other State programs such as the
Habitat Conservation Fund Grant Program under the California Wildlife Protection Act of
1990 and/or the Recreational Trails Program.
• Caltrans provides for on- or off-street bike trails and some foot trails through such funding
mechanisms as ISTEA Transportation Enhancement Activities and Bicycle Lane Account
Funds.
• Community Development Block Grant (CDBG) funding is available for upgrading parks for
ADA requirements and other improvements. These funds are also used for some limited
program funding.
• The California Department of Resources manages many grant programs, through several
departments such as the Department of Conservation, Wildlife Conservation Board, State
Coastal Conservancy and others, that can be used for open space acquisition, habitat
restoration, trails, etc. Much of the funding comes from State Bond Act Propositions 50
and 84.
As with operations and maintenance funding, the 2017 Parks and Trails Master Plan recommended
potential future funding sources for capital projects. The one recommendation was for the development
of a non-profit foundation such as a 501(c) (3). There is no existing non-profit foundation devoted
specifically to parks and recreation in the City of Rocklin. A non-profit foundation can act as a conduit for
receiving private donations from entities that might otherwise be reluctant to donate to a City. In addition,
the donor would have the ability to receive tax benefits, which could incentivize donations. The City would
be able to use the foundation to solicit private foundations, corporations and other businesses, local
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organizations and individuals (gifts, bequests, trust funds, etc.). The foundation would also be able to
partner with other non-profits (such as churches, service clubs, and organizations) as well as private
companies to jointly develop park and recreation facilities. The recommendation for the establishment of
such a non-profit parks and recreation foundation has not yet been implemented.
Other Funding Sources
The City has other sources that can be used to fund parks and recreation projects as well as maintenance
and operations. A summary of those sources are listed below:
• Special City Assessments – These include Benefit Assessment Districts (under state law AB1600),
Landscape and Lighting Act Districts, and Mello-Roos Districts. A special assessment or levy is
placed on a property to finance improvements and/or maintenance that specifically benefit that
property. The City collected $2.6 million for maintenance from CFD 5 in FY 2023/2024.
• Park Development and Maintenance Tax – The City has an existing Park Development and
Maintenance Tax which is levied as an assessment of residential parcels within the City. The taxed
amount is based on the type of residential parcel and does not exceed $30. There is no inflationary
provision on the tax as that was rejected by the voters in 2008. This tax was extended in 2018,
but according to Parks and Recreation Department staff, no evaluation was conducted to
determine whether the tax was sufficient to fund both operations and maintenance and capital
projects. City staff have indicated to the consultants that this tax is not sufficient to fund
development, installation, servicing, maintenance, repair, and operation of parks and related
recreation and accompanying facilities which are operated, serviced and maintained by the City
of Rocklin (City of Rocklin, 2024).
• Concessions – By contracting with a concessionaire to build and/or operate a facility, the City can
generate income which could cover the capital costs and maintenance of the facility. Examples of
such concession-operated facilities include baseball or softball diamonds, equestrian facilities,
handball courts, tennis courts, miniature golf, roller hockey facilities and food and beverage
concessions. In most cases, the City provides a site for the facility and either the City or the
concessionaire funds the construction of the facility. The City currently owns Quarry Park
Adventures and leases it to a private operator.
In addition to the funding sources listed above, there could be opportunities for other sources of revenue
that the City could consider pursuing. These are as follows:
• Sales Tax Increase – The cornerstone of the state-local revenue system in virtually every region
of the country, the sales tax is the second largest source of income for state and local governments
and typically the most popular tax among voters.
• User Group Contributions – Sports groups sometimes have an interest in constructing and
maintaining fields for their use if the City would provide a nominal lease of land for a reasonable
time span so that they can capture the value of the improvements. This relieves the City of the
associated costs; however, it precludes the use of the fields by other user groups unless that is
made a condition of the lease.
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Recommendation: An evaluation of the Park Development and Maintenance Tax should be conducted to
determine whether a new tax or other funding mechanism (with an inflationary adjuster) should be
pursued in order to adequately fund operations, maintenance, and capital parks and recreation projects.
The City can also pursue other maintenance funding mechanisms such as corporate sponsorships or joint
use with non-profit organizations.
7.3.8 Cost Savings and Efficiencies
There are a number of ways that the City currently provides efficiencies in its recreational system. These
include the following agreements and programs as detailed below. The City has Joint-Use Agreements
with Rocklin Unified School District (RUSD) to allow public use of two school pools and one gymnasium.
More information can be found in Chapter 9, Status and Opportunities for Shared Facilities.
7.3.8.1 Volunteer Programs
The City’s Parks and Recreation Department maintains a number of volunteer programs to provide
opportunities for residents to volunteer for the Department. These volunteer programs are listed as
follows:
• Adopt-a-Park Programs – Rocklin Parks & Recreation’s “Adopt-A-Park” program provides an
opportunity for individuals, volunteer groups, neighborhood associations and businesses to take
an active role in the maintenance and improvement of local parks. Funds or volunteers are
generated through this program to provide maintenance for City parks or facilities;
• Park Ambassadors – The Park Ambassadors program trains voluntary park rangers to ensure park
visitor safety;
• Parks Leadership Academy for Youth – This program uses middle school-aged to college-aged
volunteers to lead park projects;
• Single Day Project – In this program, volunteers can volunteer for projects that occur on only one
day. This program is used for park and open space cleanups, for example;
• Trail Keepers – This program allows volunteers to clean up and patrol local trails;
• Solar projects – This program allowed the City to invest in one-time resources into upgrades that
will lower ongoing and total costs of the assets useful life. The City is completing solar projects
which include Kathy Lund Park, Rocklin Event Center, City Hall Administration located at
Adventure Park and the Corp Yard;
• Contract services - Contract services have given the department the ability to perform and
balance the high level of service the community receives while keeping overall staffing and legacy
costs down. The City has been able to utilize outside contracts who have expertise and efficiencies
in their fields to provide the same services at a lower cost; and
• Instructor operation changes – By contracting the majority of the City’s instructor led programs,
the Parks and Recreation Department has been able to keep staffing overhead and legacy costs
down while still offering a high level of service and programs that residents deserve and have
come to expect.
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Sale or Lease of Surplus Lands
The sale or lease of land or other capital facilities for which the City has no further use can sometimes be
a major source of revenue. One-time receipts from the sale of land can be used for the acquisition of new
park lands, recreation facilities, or the development of new community service facilities. Revenues from
long-term leases can be used to provide maintenance or underwrite programs. Surplus parcels also may
provide opportunities for trading land elsewhere in the City with other agencies that own land more
suitable for park purposes. According to the Parks and Recreation Department staff this option has been
evaluated and rejected. At this time the City does not have surplus park or open space land that the City
is considering selling (City staff, personal communication, August 2024).
7.3.9 Certifications and Deferred Maintenance
The City has internal construction, playground, irrigation, and backflow certified inspectors that
continuously review infrastructure and provide recommendations to the Capital Improvement Plan (CIP)
team. All City personnel are up to date with any needed certifications for the Parks and Recreation
Department, including Traffic Safety Control, Qualified Applicator’s Certificates, Class A Licenses, and
Playground Auditing Certifications. The City informed consultants that no deficiency infractions or
regulatory violations are active for the City (City staff, personal communication, August 2024).
The City has two reserve studies, both updated in 2023, to provide guidance over the next 10 years of
funding needed and the lifecycle of assets. The studies include one for those parks funded by General
Fund monies, and one for those parks funded by Community Facilities District (CFD) 5 funds. For individual
parks under their respective funding umbrellas, each study identifies the reserve contribution provided,
total projected expenditures for maintenance and improvements (including replacement and repair of
existing structures), the ending reserve balance, and any unfunded reserve remaining. Every park within
the City currently has an unfunded reserve. However, the study identifies the amount that will be
contributed each year toward paying down the unfunded reserves, with a goal to reach a sustainable
unfunded reserve. For General Fund-funded parks, as of 2023 there was an unfunded reserve of
$4,765,580. By 2033, the total ending reserve balance for these parks will be ($472,563). By 2033, most
parks will still have an unfunded reserve and negative reserve balance. For CFD 5 parks, as of 2023 there
was an unfunded reserve of $4,245,734. By 2033, the total ending reserve balance for all parks within the
CFD will be ($591,875).
Recommendation: It is recommended that the City identify an acceptable threshold for the unfunded
reserve in order to define a goal amount for each funding source. It is also recommended that the reserve
identify a 15 to 30-year horizon, which may provide a more realistic timetable for paying negative balances
down.
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7.4 Stormwater, Drainage, and Road
Maintenance
The City of Rocklin Public Works Department maintains the City’s streets, landscaping, streetlight and
traffic signal system, plus creeks and open space areas. This section details the City’s stormwater,
drainage, and road maintenance services.
7.4.1 Public Works Department
The primary responsibility of Public Works is to maintain the City’s infrastructure in support of the
community, and to support the City’s General Plan and other City departments. The Department: designs,
builds and maintains facilities and other public areas; coordinates street excavation and pavement
maintenance work; manages the City’s vehicle and equipment fleet; monitors water quality; and regulates
street and sidewalk use while enhancing and protecting the public rights-of-way (Rocklin, 2023c). An
organizational chart of Public Works Department can be seen in Figure 7-21 on the next page.
The department consists of seven divisions: Streets; Environmental Services; Landscape; Traffic Signals &
Lighting/Operations; Facilities; Fleet Services; and Administration. The Divisions and their responsibilities
are as follows:
• The Streets Division is responsible for streets and alleys, storm water and creek maintenance,
open space maintenance, and the City’s rights-of-way.
• The Environmental Services Division is responsible for federal/state/local regulatory processes,
procedures, permitting, and programs. Also, the City’s grazing, weed abatement, environmentally
related community partnerships, and departmental risk management oversight are managed by
this division.
• The Landscape Division manages and repairs all landscapes on City-owned streets, rights-of-way,
and pocket parks. This includes the installation and maintenance of all City-owned fencing within
a City right-of-way.
• The Traffic Signals & Lighting/Operations Division is responsible for the safe and efficient
movement of people, goods, and services throughout City roadways. The division manages the
traffic signals, streetlights, and all signs and roadway markings.
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Figure 7-21: Public Works Organizational Chart
• The Facilities Division is responsible for the design, development, and maintenance of all City
facilities. This includes City Administrative Offices, Police, Fire, Recreation, and Rental Facilities.
• The Fleet Services Division acquires and maintains all City vehicles, including fire trucks, police
vehicles, and construction and maintenance equipment.
• The Administration Division provides administrative assistance/support to all divisions within the
department. This includes, but is not limited to; project bid development and tracking; contract
documentation management; financial and budget development and monitoring; as well as
general administrative duties. (Rocklin, 2023c)
For the Fiscal Year (FY) 2023/2024 Budget, the Department had 38 Full Time Equivalent (FTE) approved
positions, a decrease of two positions from the prior budget. The Landscape Division added a Landscape
Services Worker position (1.0 FTE) for inspection, construction, and repair of landscapes. The majority of
this position cost is offset by deleting non-permanent part-time budgets in the Department. The
Engineering Division was consolidated into the Community Development Department as part of the FY
2023/24 budget. Three positions (3.0 FTE) and associated budgets were moved from the Public Works
Department to the Community Development Department. Thus, the relocation of three positions to a
different department and gain of one new position led to a decrease in approved positions by two.
The Department’s approved budget for FY 2023/2024 totaled $22,450,900, a decrease of approximately
$7.6 million from the previous budget. The difference between the current budget and the prior year
includes the transfer of the Engineering Division to the Community Development Department, which
transferred their budget of $9.47 million out of the Public Works Department. Removing that budget from
the change shows an increase in the Public Works Department budget by approximately $1.8 million. The
majority of the Department’s budget comes from the General Fund at 22 percent (approximately $4.97
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million) followed by Sales Tax SB 325 Fund at 17 percent (approximately $3.86 million) and Vehicle Fleet
Management Fund at 15 percent (approximately $3.46 million).
7.4.2 Public Works Department Funding
According to the City’s Fiscal Year (FY) 2023/2024 Annual Budget, the Public Works Department approved
budget was approximately $22.5 million. This equates to approximately 19 percent of the City’s total
budget. The Department’s budget decreased by $7,634,900 between FY 2022/2023 and FY 2023/2024.
The Department’s budget has decreased by 15 percent from FY 2020/2021 to FY 2023/2024 as shown in
Figure 7-15 below (Rocklin, 2023c).
Table 7-15: Department Budget FY 2020/2021 through FY 2023/2024
Fiscal Year Budget Total Percent Change
FY 2020/2021 $ 26,450,400
FY 2021/2022 $ 26,761,600 1%
FY 2022/2023 $ 30,085,800 12%
FY 2023/2024 $ 22,450,900 -25%
Source: City of Rocklin FY 2023/2024 Annual Budget
Of the total budget for FY 2023/2024, 32 percent or $7,108,700 is budgeted for other uses/debt
service/depreciation/capital outlay, 28 percent or $6,256,700 for operating expenses, 28 percent or
$5,444,500 for staffing, and the remaining 16 percent or $3,641,000 for professional services. The
Department is anticipated to bring in $6,053,000 in revenue which leaves a net operating total of
$16,397,900 for FY 2023/2024. As shown in Figure 7-22 on the next page, funding sources for the
Department are numerous. The amount of funding has increased year over year as costs to maintain the
Department continue to increase with the first decrease in budget funding occurring for this most recent
annual budget (Rocklin, 2023c).
The reduced budget for FY 2023/2024 appears to be due to a loss of $5.1 million in Streets Sr/Grants Fund
and reduced funding from the Gas Tax as well as the SB 1 – Road Maintenance and Rehabilitation Fund
compared to the previous year’s budget. There is also an increase in capital construction fees compared
to the previous year, and a reduction in funding for the Whitney Ranch Trunk Sewer Project compared to
the previous year. Department revenues have also increased year over year; however, the most recent
annual budget anticipates a decrease in revenues by approximately $2.6 million (Rocklin, 2023c). This
decrease is due grant revenues being moved to the Community Development Department along with the
Engineering Division from the Public Works Department as part of the FY 2023/2024 budget (City staff,
personal communication, August 2024).
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Figure 7-22: Public Works Department Funding Sources FY 2020/2021 through FY 2023/2024
In addition to the funding sources outlined above, voters in the City of Rocklin, Roseville, and Lincoln will
vote on a 30-year half-cent sales tax increase to support $1.58 billion in road and highway improvements
as outlined in the Placer County Transportation Agency’s Draft South Placer County District Transportation
Expenditure Plan. The Plan outlines major improvements including the widening of state Route 65 from
three to five lanes in each direction between Galleria Boulevard and Twelve Bridges Road. Another major
project under the plan is a safety and capacity improvement project for the Interstate 80 and state Route
65 interchange. Additionally, a portion of the sales tax funding will go towards local road improvements
within the three cities – such as pothole repair, paving and other projects. Smaller percentages of the
funding will go toward enhancing local transit systems and bicycle and pedestrian pathway projects.
7.4.3 Stormwater and Drainage
The City’s Public Works Department provides the majority of the responsibility for stormwater services.
The Streets Division is responsible for stormwater and creek maintenance, and open space maintenance.
The Environmental Services Division is responsible for federal/state/local regulatory processes,
procedures, permitting, and programs including stormwater discharge permitting through the California
State Water Resources Control Board (SWRCB). The City maintains a SWRCB Water Quality Order No.
2013-0001-DWQ, and a National Pollutant Discharge Elimination System (NPDES) General Permit No.
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CAS000004 Certification. Other City Department have some role in managing stormwater for the City. A
breakdown in City Departments and each Department’s stormwater responsibilities can be found in Table
7-16 below (Rocklin, 2015).
Table 7-16: City Department Stormwater Section Responsibility
Department/Division Stormwater Responsibility
• Overall Program oversite
• Education and outreach
• Public involvement and participation
• Illicit discharge detection and elimination
• Post-construction stormwater management
• Water quality monitoring
Public Works
• Program effectiveness assessment and improvement
• Annual report
• Post-construction stormwater management
• Pollution prevention/good housekeeping for permittee
operations at public services yard and other public facilities
• Develop an enforcement response plan
• Establishing legal authority through Ordinance No. 8.30
City Attorney/Code Compliance
• Enforcing Municipal Code
• Enforcing Municipal Code
Police Services • Pollution prevention/good housekeeping for permittee
operations at police station
• Emergency spill response
Fire Services • Pollution prevention/good housekeeping for permittee
operations at fire stations
Community Development • Post-construction stormwater management
• Pollution prevention/good housekeeping for permittee
Recreation and Parks
operations at parks and recreation facilities
Source: Rocklin, 2015
7.4.3.1 Hydrology
Drainage within the City is dominated by a variety of watersheds flowing westward from the Sierra Nevada
foothills east of Rocklin. Placer County is made up of 14 different watersheds. Three of the 14 watersheds
flow through the City of Rocklin as shown in Figure 7-23 below. These three watersheds are: the Auburn
Ravine watershed in the northern part of the City; the Pleasant Grove watershed through the central and
northwestern portion of the City; and the Dry Creek watershed through the central, northeast and
southeast portions of the City (Rocklin, 2024d).
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Figure 7-23: City of Rocklin Watersheds
Each watershed has a plan in place for either ecosystem restoration or flood control as detailed below:
• Auburn Ravine Watershed: The Auburn Ravine/Coon Creek Ecosystem Restoration Plan focuses
on the restoration of three major watersheds, which include Auburn Ravine, Markham Ravine,
and Coon Creek. The Plan identifies the goals and objectives of the restoration effort, provides
background information and baseline data regarding the watersheds, and discusses the specific
ecosystem restoration goals, opportunities, and requirements for implementation within the
planning area. The primary factors identified in the Plan to improve aquatic habitats, reduce flood
potential, and improve water quality were a reduction in sediment delivery to the stream channel
from unstable banks, improving the transport of sediment (particularly in the middle and lower
reaches of a particular stream) through the system, and improving the quantity and quality of
associated riparian vegetation for bank stability, improved terrestrial wildlife, and improved food
production for anadromous salmonids. More information about the plan can be found here:
https://www.placer.ca.gov/3486/Auburn-Ravine-Coon-Creek-Restoration-Pla.
• Pleasant Grove Watershed: The Pleasant Grove and Curry Creek Ecosystem Restoration Plan
(2006) was developed to examine growth in the Pleasant Grove and Curry Creek watersheds,
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project potential impacts of that development on habitat, hydrology and water quality, and makes
recommendations for strategies and projects to help reduce those impacts. The City of Rocklin is
part of the watershed regional strategies list within the Plan.
• Dry Creek Watershed: The Dry Creek Watershed Flood Control Plan (1992), updated in 2011,
provides a detailed hydrological analysis of the Dry Creek watershed, recommendations for
feasible regional flood control projects, means to mitigate development projects, and
recommends an updated facility plan and fee program. The updated Plan includes five potential
mitigation measures to reduce peak storm water flows. More information on the updated Plan
can be found here: https://www.placer.ca.gov/DocumentCenter/View/1397/Full-Version-PDF.
The watersheds within the City drain into five major stream systems, identified in Figure 7-24 on the next
page. These stream systems are Pleasant Grove Creek, Clover Valley Creek, Antelope Creek, Sucker Creek,
and Secret Ravine Creek which flow through the Rocklin area. Secret Ravine Creek (with the Aguilar
Tributary) and Sucker Creek drain the eastern side of the Loomis basin, and Antelope Creek and the Clover
Valley Creek (with the Second Street Tributary) drain the central areas. These two systems all discharge
ultimately into Dry Creek. Pleasant Grove Creek drains the Stanford Ranch area in the northern and
western portion of the City, and ultimately flows westward into Sutter County where it discharges into
the Sacramento River.
The land adjacent to these streams is heavily wooded and dotted with native oak trees. Antelope Creek,
Secret Ravine Creek, and Sucker Creek are perennial streams, which provide riparian habitat areas for a
variety of animals. Both Antelope Creek and Secret Ravine Creek are known to be salmon spawning areas
and are closed to fishing by the State during spawning season. Pleasant Grove Creek and Clover Valley
Creek are also significant streams.
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Figure 7-24: City of Rocklin Major Stream Systems
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A number of ephemeral streams exist during the rainy season, providing drainage for undeveloped areas.
Seasonal wetlands in the Rocklin area commonly occur within the grassland habitat areas. Vernal pools
are seasonal depression wetlands that are covered by shallow water for variable periods from winter to
spring. The water-oriented environments found within Rocklin provide important resources to a wide
variety of species (Rocklin, 2003; 2012a).
7.4.3.2 Stormwater Regulations, Policies, and Planning Documents
This section details regulations, policies, and planning documents related to stormwater and drainage.
State Regulations
The City of Rocklin’s stormwater discharge is regulated by the SWRCB Water Quality Order No. 2013-0001-
DWQ under the NPDES General Permit No. CAS000004. These Waste Discharge Requirements (WDRs)
control stormwater discharges from Small Municipal Separate Storm Sewer Systems (MS4s) or the NPDES
Phase II MS4 Permit (MS4 Phase II Permit). The Regulated Facility Report for the City of Rocklin was
queried by the consultants for this study on the SWRCB California Integrated Water Quality System Project
(CIWQS) website.
The City of Rocklin operates as a Discharger under program MNSTW2, which was effective on August 27,
2013. As of March 2024, the City had no enforcement actions or violations within the last five years. One
unplanned inspection occurred in November of 2018 due to a complaint (Inspection ID S2040429) and no
violations were reported (SWRCB, 2024).
In addition to the regulations outlined in the Water Quality Order, the MS4 Phase II Permit requires the
development and implementation of a Program Effectiveness Assessment and Improvement Plan (PEAIP)
by all agencies under the permit. The PEIAP for Rocklin was created in June 2015 and includes strategies
the City will use to track the short- and long-term effectiveness of the City’s stormwater program. The
City’s stormwater program was designed by City staff to address specific pollutants of concern (POC) and
to implement a wide range of best management practices (BMPs). The PEIAP focuses on high priority POCs
identified through a list created from knowledge of local water quality issues, common urban pollutants,
and the professional judgment of City staff (Rocklin, 2023d). The pollutants that have been identified as
high priority POCs are sediment, pesticides, pathogens, and trash as shown in Figure 7-25 on the next
page.
The City developed the PEAIP as a guidance document for stormwater staff to assist with conducting
program effectiveness assessments (EAs) as required by the MS4 Phase II Permit. The PEAIP is modeled
after the methodology described in the California Stormwater Quality Association (CASQA) document
titled A Strategic Approach to Planning for and Assessing the Effectiveness of Stormwater Programs dated
in February 2015. The PEAIP outlines the approach that the City of Rocklin uses to adaptively manage its
stormwater program, improve its effectiveness at reducing identified high priority POCs, and achieving
the maximum extent practicable (MEP) standard to protect water quality (Rocklin, 2015). The PEAIP is
focused on the impact of the stormwater program rather than the strict implementation of the program
in order for the City to better understand if the stormwater program is achieving intended outcomes and
to help the City identify necessary modifications to the program in order to make it more effective
(Rocklin, 2015).
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As part of the MS4 Phase II Permit, the City must perform EAs of the stormwater program every year.
Theses assessments review the effectiveness of the City’s BMPs for the high priority POCs and whether
any modifications are necessary. They include management questions to help assess the effectiveness of
the BMPs in controlling pollution from the sources identified in the PEIAP.
The consultants for this study queried the Water Boards Stormwater Multiple Applications & Report
Tracking System (SMARTS) on April 9, 2024 (Rocklin, 2023d). Records were pulled for the most recent
report (attachment ID 3475137), for the July 1, 2022, to June 30, 2023, reporting period.
Figure 7-25: City of Rocklin Primary Urban Sources of High Priority POCs
The most recent annual assessment represents the tenth year of the Phase II Permit. The annual
assessment included some modifications to how the City can implement some BMPs. Overall, the City’s
most recent assessment affirms that the City has an affective stormwater management program with
some recommended modifications (Rocklin, 2023d).
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Delta Regional Monitoring Program
The City participates in the Delta Regional Monitoring Program (Delta RMP). The Delta RMP was initiated
under the encouragement of the Central Valley Water Board with the primary goal of tracking and
documenting the effectiveness of beneficial use protection and restoration efforts through
comprehensive monitoring of water quality constituents and their effects on the Delta. The main focus
areas of the Delta RMP include mercury, nutrients, constituents of emerging concern and
pesticides/toxicity. The most recent Annual Report for MS4 Reporting dated September 2023 can be
found on the Water Boards Stormwater Multiple Application & Report Tracking System under Application
ID 438270 for the City of Rocklin Phase II Small MS4 Attachments (Attachment ID 3474938), here:
https://smarts.waterboards.ca.gov/smarts/faces/PublicDataAccess/PublicNoiSearchResults.xhtml#
General Plan
The City of Rocklin General Plan includes policies and procedures related to stormwater drainage and
maintenance. The Open Space, Conservation, and Recreation Element (updated in October 2012),
includes information on existing hydrology for the City and policies related to floodplain management,
use of Best Management Practices (BMPs) and erosion control plans to protect water quality, and public
outreach to minimize pollution. The Public Services and Facilities Element (updated in October 2012),
includes information on storm drainage infrastructure and areas prone to flooding within the Dry Creek
watershed, described above. Policies for storm draining include requiring Drainage Master Plans for new
development proposals; and that the City acquire easements to creeks and waterways to allow for
maintenance, inspection, and construction of storm drainage facilities. The Safety Element (updated
August 2021) includes information on flood hazards within the City boundaries and sphere of influence.
Policies include coordinating with the Placer County Flood Control and Water Conservation District
(PCFCWCD) and other entities, maintaining the City’s Flood Hazard Ordinance (Chapter 15.16),
requirements for new development that reduce flood risk, and that new development annex into an
existing drainage maintenance district where warranted (Rocklin, 2012a; 2012b; 2021b).
City of Rocklin Stormwater Management Plan (2003)
As required by the NPDES Phase II Permit, the City has developed a Stormwater Management Plan
(SWMP), last updated in September 2003. The Plan includes: an overview of the City’s permit
requirements; physical and social characteristics of the City; and the best management practices (BMP),
measurable parameters, and goals for the City (Rocklin, 2003). According to City staff, the plan will be
updated when the new MS4 permit requirements are released (City staff, personal communication, March
2024).
Other City Plans
• The City of Rocklin General Open Space Management Plan (updated 2017): This document was
adopted to assist with the management, protection and preservation of the City’s 586 acres of
open space preserves, which include riparian and riverine habitats and adjoining upland habitats.
The City worked in coordination with US Army Corps of Engineers in developing the plan and
implementing it. The plan includes oak tree preservation guidelines, adaptive management
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guides, an invasive plant inventory and management plan, a grazing plan, and planning for an
urban forest.
• Rocklin Open Space Annual Monitoring Report (2021): The City’s General Open Space
Management Plan requires the preparation of an annual monitoring report to identify whether
special-status species occur within the Rocklin Open Space Preserve, to compare the vegetative
and hydrologic condition of the Preserve to the recorded baseline conditions, and to make
recommendations for active management to address potential problems including vandalism,
dumping, invasive species infestations, excessive fuel buildup, and fencing issues.
Update to the Dry Creek Watershed Flood Control Plan (2011)
The primary purposes of the Update to the Dry Creek Watershed Flood Control Plan (Plan Update),
prepared for the PCFCWCD, are to update the hydrologic analysis of the watershed, provide
recommendations for feasible means to reduce future flood damages, identify possible means to mitigate
development impacts related to flooding, and recommend an updated funding plan. The 1992 Plan
recommended structural and non-structural measures to correct existing deficiencies and mitigate for
impacts of future development. Some of the original recommendations have been implemented,
however, many have not due to environmental and/or economic constraints. The Update evaluates the
hydrology of the watershed and provides five mitigation measures to correct existing deficiencies and
mitigate impacts of future development. Costs associated with these five projects total $9.5 million. None
of the projects in this document are located within Rocklin city limits.
7.4.3.3 Flooding
Areas at an elevated risk of flooding are generally divided into 100-year flood zones and 500-year flood
zones, as identified by the Federal Emergency Management Agency (FEMA) (Rocklin, 2021b). Subsurface
drainage problems are prevalent in Rocklin, due to the occurrence of a subsurface hardpan and rock
layers, which inhibit the infiltration of rainwater. During extended periods of rainfall, surface soils
frequently become saturated, resulting in areas of standing water (Rocklin, 2003). Figure 7-26 on the next
page shows the City’s flood hazard zones taken from the City’s 2021 Safety Element.
According to the Dry Creek Watershed Flood Control Updated Plan, the 2006 Central Rocklin Drainage
Master Plan identified three locations along Antelope Creek and four locations along Sucker Ravine where
City of Rocklin roadways would be expected to be overtopped during a 100-year storm event. These areas
and one more are listed in the Updated Plan as follows:
• Sucker Ravine at Dominguez Road (1): Smaller crossings downstream of Dominguez Road cause
backwater problems upstream, including the Dominguez Road crossing which may impact future
developments.
• Pacific Street near Brace Road (2): Sheet flooding in the roadway due to backwater in the western
part of Sucker Ravine and inadequately sized culverts forces road closures.
• Brace Road on the eastern tributary of Sucker Ravine (3): Overtopped due to an inadequately sized
24-foot corrugated metal pipe culvert.
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• Sucker Ravine at Racetrack Road (4): A house adjacent to Sucker Ravine on Racetrack Road lies in
the floodplain. Future development may increase flood depths and frequencies at the house.
• Sucker Ravine at Sierra Meadows (5): The water surface elevations are close to overtopping the
road, although it has historically not been overtopped.
• Antelope Creek/Antelope Creek Tributary/Sierra Meadows/Circuit Court (6): A small creek starts
west of Sierra Meadows Drive, crosses Circuit Drive, passes under Pacific Street and continues
west where it enters Antelope Creek near Yankee Hill Road. Culverts under Circuit Drive are
undersized for the current runoff from an industrial area on Sierra Meadows Drive.
Figure 7-26: City of Rocklin Flood Hazard Zones
• Sucker Ravine at Rocklin Road (including I-80, Lakeside Drive, and Sierra Lakes Mobile Home Park)
(7): Sierra Lakes Mobile Home Park flooded in the February 1986 storm, resulting in the need to
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evacuate residents under emergency conditions. Extensive flooding may occur in the Sierra Lakes
Mobile Home Park due to backwater from the I-80 culvert. The City of Rocklin Drainage Master
Plan indicates that Rocklin Road may be overtopped by one to two feet causing disruption to a
major artery.
• Midas Avenue upstream to Del Mar Avenue (8): All the bridges including, and between, these two
bridges are overtopped by 2.25-6.47 feet of water in 100-year event.
A 100-year flood zone has a 1 percent chance of experiencing a major flood in any given year; a 500-year
flood zone has a 0.2 percent chance (one in 500) of flooding in any given year. Very small portions of the
city are located inside of the 100- and 500-year flood zone, which occur along Pleasant Grove Creek, Clover
Valley Creek, Antelope Creek, Sucker Ravine, and Secret Ravine. Approximately 133 acres, or 20 percent
of total mapped floodplain, is for residential uses. Commercial uses account for the majority of mapped
floodplain within the city at approximately 357 acres, or 53 percent (Rocklin, 2021b).
The City’s 2021 Safety Element lists the potential likelihood of future flooding occurrences to be
“occasional.” According to the Safety Element, Rocklin is traversed by several stream systems and is at
risk to both riverine flooding and localized stormwater flooding. Placer County and the City of Rocklin have
been subject to previous occurrences of flooding. In the City of Rocklin, much of the flood damage occurs
in the floodplains of Antelope Creek, Secret Ravine Creek, Clover Valley Creek, and Sucker Ravine (Rocklin,
2021b).
According to the General Plan Public Services and Facilities Element, updated in October 2012, and the
Safety Element updated in August 2021, flood control services in Placer County are provided by the Placer
County Flood Control and Water Conservation District (PCFCWCD). The PCFCWCD boundaries are the
same as Placer County boundaries and the District’s Board consists of one representative from each of
the six incorporated cities (including Rocklin), two representatives from the Board of Supervisors, and one
member at large appointed by the Board of Supervisors and representatives of various organizations
(Rocklin, 2012b).
The PCFCWCD implements watershed master plans and hydrologic models, sets standards for
development, has developed a county flood warning system, reviews development, and provides
technical assistance in an effort to prevent flooding. The District encourages cooperating agencies,
including the City of Rocklin, to emphasize development of regional detention efforts and other projects
recommended in the Dry Creek Watershed Flood Control Plan discussed above. The City’s Public Services
and Facilities Element policies in the General Plan address this issue. The PCFCWCD also stresses the
importance of continuing to ensure that new developments conform to storm water manual
requirements. The Rocklin Engineering Division works closely with PCFCWCD to ensure compliance
(Rocklin, 2012b).
Rocklin has also adopted a Flood Hazard Ordinance as part of its Municipal Code (Title 15, Chapter 16).
The ordinance contains regulations to restrict or prohibit land uses and activities that create or exacerbate
flooding or related risks, require that developments and land uses that may be at risk from floods are
adequately protected, and governs alternations to floodplains, stream channels, and protective barriers
(Rocklin, 2021b). The majority of the floodplains in Rocklin are located in open space preserves with no
development (Rocklin, 2024b).
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According to the updated Dry Creek Watershed Flood Control Plan, the City of Rocklin was in the process
of investigating the feasibility of a flood damage reduction project along Sucker Ravine in 2011. City staff
informed consultants that none of the purposed solutions were determined to be feasible (City staff,
personal communication, August 2024).
7.4.3.4 Existing Stormwater and Drainage System
The Rocklin Public Works Department is responsible for maintenance of all City-owned portions of the
stormwater drainage system in the City. The City’s urban drainage system discharges into the creeks that
transect the community. The City’s drainage infrastructure consists of a combination of valley gutters at
street intersections, underground pipes and drop inlets, and open channels which discharge into the
various creeks within the City. The system also includes a number of perennial and intermittent ponds
and multiple stormwater detention/retention ponds. A map of the City’s stormwater infrastructure and
drainage system can be found in Figure 7-27 on the next page. The map is a compellation of images taken
from the City’s Community Map GIS online tool on April 1, 2024 (Rocklin, 2024d).
The City’s Engineering Services Division reviews all development plans to ensure that the drainage systems
are adequate to handle stormwater flows (Rocklin, 2012b). In addition, to assure that future development
does not add significantly to storm water flows, the City requires new developments to detain drainage
such that runoff is maintained at predevelopment levels. Rocklin also has designed a variety of open
recreational areas, such as golf courses and soccer fields, to function as large storm water detention basins
during the winter months (Rocklin, 2003).
Figure 7-27 includes outlets, inlets, manholes, fittings, clean outs, oil and sand separators, pipes, culverts,
and open drains. According to the City’s GIS mapping online tool, some stormwater infrastructure is
located outside of the City’s boundaries into the community of Granite Bay, the Town of Loomis, and the
City of Roseville. City staff informed consultants that the City does not maintain drainage infrastructure
outside of the city limit.
The City’s mapping of the system includes records of 940 outlets, 8,890 inlets, 134 culverts, 3,849
manholes, 211 fittings, 342 oil sand separators, 61 clean outs, 10,181 pipes, and 255 open drains. The
consultants utilized the filtering tool of the City’s stormwater system from the GIS online database
attribute tables to determine the number of pieces of infrastructure owned by the City. These attribute
tables include other details of the infrastructure system such as type, date of installation, status, who
owns the infrastructure, and who manages the infrastructure.
Of the 24,863 individual records of stormwater system infrastructure, the City of Rocklin owns
approximately 79 percent or 19,602 items of infrastructure according to attribute tables with the City’s
GIS mapping tool and shown in Table 7-17 below. It is likely that the data in these tables is incomplete as
many of the records had missing data. Other owners of infrastructure within the City include the
Department of Transportation, Homeowners Associations (HOAs), private owners, the City of Roseville,
schools, and some records designated as “Other” (Rocklin, 2024d).
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Figure 7-27: Stormwater Infrastructure and Drainage System
Table 7-17: Stormwater Infrastructure Owned by Rocklin Compared to Total Infrastructure
Infrastructure Type Total No. No. Owned by Rocklin Percent Owned by Rocklin
Outlets 940 618 66%
Inlets 8,890 5,801 65%
Culverts 134 130 97%
Manholes 3,849 3,099 81%
Fittings 211 147 70%
Oil Sand Separators 342 191 56%
Clean outs 61 6 10%
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Infrastructure Type Total No. No. Owned by Rocklin Percent Owned by Rocklin
Pipes 10,181 9,402 92%
Open Drains 255 208 82%
Total 24,863 19,602 79%
According to City staff, the infrastructure owned by others is maintained by others. The City of Roseville,
South Placer Municipal Utility District (SMPUD), and Placer County Water Agency (PCWA) all own and
maintain facilities within the City of Rocklin. The City of Rocklin does not maintain these private drainage
systems or the private drainage systems on private commercial or residential property unless there is an
easement, and the infrastructure is serving the surrounding area (City staff, personal communication,
August 2024).
Within the City’s Community Map, some types of infrastructure included a “proposed” status. These were
three fittings, nine cleanouts, and 67 pipes located in the community of Granite Bay just south of
Nightwatch Drive and Sierra College Boulevard at the location of the private Granite Bay Hilltop Seventh-
day Adventist Church. The drainage system for the church is all on private property and will be privately
maintained (Rocklin, 2024d; City staff, personal communication, August 2024).
Michael Baker International conducted an assessment of the City’s existing storm drain conveyance
system and submitted a report dated December 22, 2015. Based on the results of the outlet site
assessment, limited closed-circuit television (CCTV) investigation, and desktop analysis of pipe age and
material, the report recommended that the City implement the following actions:
1. Replace and/or repair the 43 damaged outlets, prioritizing the structures with severe
damage to be completed in the first year, critical structures to be completed in the second
year, and marginal structures to be completed in years 3–5.
2. Replace and/or rehabilitate all corrugated metal pipe (CMP) in the city over 5 years.
3. Establish a replacement program for corrugated metal pipe arch (CMPA) starting in 2016
and complete in 2035 years.
4. Establish a systematic rehabilitation and replacement program for all storm drain pipes
expected to reach the end of their useful life over the next 20 years.
5. Establish a systematic method to clear, clean, and maintain the 180 existing storm drain
outlets with an observed maintenance concern.
6. Implement a citywide storm drain CCTV program with a goal to inspect all storm drain
pipes in the system within 5 years.
7. Implement an annual citywide flushing and cleaning program to be coordinated with
CCTV efforts.
8. Explore options to stop trash and debris from entering the system at the source, such as
the installation of inlet filters in all of the City’s inlets.
City staff did not provide the consultants or LAFCO staff with any other documentation regarding
stormwater system infrastructure and were instead referred to the City’s webpage regarding stormwater
and to the City’s GIS mapping tool Community Map available here: https://www.arcgis.com/apps/
webappviewer/index.html?id=58cc59c5e4f444ab89609ac0d662b635. It should be noted that
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stormwater infrastructure is only visible and accessible on the GIS map to viewers at a specific scale or
zoom level which is not specified. The data is greyed out on the Community Map at the initial scale or
zoom level, becoming accessible by zooming in.
Recommendation: It is recommended that the City provide the Stormwater Assessment Report on the
City’s website. It is also recommended that the City add to the existing disclaimer window, upon initially
entering the Community Map tool, that the stormwater system information is only available for viewing
at a specific scale or zoom level.
Maintenance
The City of Rocklin Public Works Department maintains the storm drainage infrastructure within the City.
The City has historically addressed the issue of storm drainage on a priority basis in the various City
neighborhoods. In order to properly plan and maintain storm drainage infrastructure, the City must have
access to creeks and waterways that collect drainage. The City continues to pursue access to creeks and
waterways located on private property through use of easements (Rocklin, 2012b). The Public Works
Department is responsible for all storm drain maintenance in the City of Rocklin including:
• Pipe cleaning and replacement;
• Catch basin cleaning & repair;
• Ditch cleaning & regrading;
• Inlet/outlet stabilization;
• Easement maintenance; and
• Detention pond maintenance (Rocklin, 2024c).
The Department conducts annual creek maintenance throughout the dry season to prevent a backlog of
work when the rainy season returns. Crews physically walk entire lengths of Rocklin creeks to identify and
address downed trees, beaver dams, trash, and other potential hazards prior to the wet season. Creek
channel maintenance to maintain water capacity is done during August-October per City permits with the
California Department of Fish and Wildlife to minimize impacts to wildlife. The work is done using a phased
approach so that each section has a year to regrow and recover before the next section is worked on
(Rocklin, 2024b).
Detention and retention basins are inspected each year and necessary maintenance is scheduled. Storm
drains and culvert outlets are inspected during dry months and vegetation is cleared in the area 15 to 20
feet from the pipe outlets and 10 to 15 feet from culvert inlets. Inspection of critical infrastructure occurs
before, during and after rain events. The primary objective is to remove any loose or floatable debris that
will obstruct flow through box culverts, culverts, and/or drainage ditches. The type of material usually
removed can vary from large tree limbs, tires, pieces of plywood and discarded pallets. The inspections
begin in the fall and end in the spring (PCFCWCD, 2011)
City crews on are standby during storms, with additional staff periodically placed on standby during
anticipated heavier storms. In addition, the City is proactive during winter storm events and has a tree
removal contractor on standby during heavy storms for fast response times.
The City is required to maintain a program to prevent discharge of pollutants to the storm drain system,
which ultimately flow to waterways within the community and downstream. According to the City’s
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website, the City maintains compliance with the NPEDS program’s requirements. The Public Services and
Facilities Element includes policy encouragement for such efforts (Rocklin, 2012b).
Stormwater Pollution Prevention
The City’s Environmental Services staff implement permit compliance tasks and track stormwater
regulations for the City of Rocklin. Staff document information on illegal discharge detection and
elimination, street and storm drain cleaning, creek maintenance, stormwater and creek protection
controls for development projects, business inspections, and public outreach, education, and
participation.
The City of Rocklin’s Stormwater Program’s goals are to:
• Prevent stormwater pollution;
• Protect and enhance water quality in creeks and wetlands;
• Preserve beneficial uses of local waterways; and
• Comply with State and Federal regulations.
The City posts creek water testing data on the City’s website at https://www.rocklin.ca.us/stormwater.
The City tests specific criteria for the five major stream systems in the City. No data was available after
December 16, 2016.
Measurable amounts of urban pollutants are associated with street and road surfaces resulting from
pavement and vehicle wear, atmospheric deposition, and littering. The City’s 2003 Stormwater
Management Plan (SWMP) includes a control program focused on municipal operations to address these
sources with the goal of preventing and reducing pollutant runoff from municipal operations. Municipal
operations include parks and open-space maintenance, fleet maintenance, planning, building oversight,
and stormwater system maintenance (Rocklin, 2003).
Following the City’s 2003 SWMP, the City conducts monthly inspections of the Corporation Yard and other
areas to determine the need for improving the operation and maintenance of existing controls or
providing additional controls to reduce or eliminate pollution runoff. The City has an established
inspection and maintenance program for catch basins and storm drain inlets to occur at least once before
the onset of the rainy season and annual cleaning of sand and oil traps. Procedures have also been
developed for the proper disposal of waste gathered from these systems. The City has identified areas
that have suffered repeated illegal dumping incidents and make these areas known to cleanup crews and
first responders (Rocklin, 2003).
Recommendation: It is recommended that the City provide updated data regarding creek water testing
to the City’s website for transparency.
7.4.3.5 Stormwater and Drainage Needs and Deficiencies
The FY 2023/2024 Budget identified goals and objectives for the Public Works Department which includes
stormwater and drainage needs. A future goal for the Department is to update the Stormwater
Conveyance System and Drainage Infrastructure Prioritization Plan. This plan was not provided to
consultants or LAFCO and no additional information could be found on the City’s website.
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The City annually allocates funding for stormwater pipe replacement and upgrades through the Capital
Improvement Plan (CIP) process (Rocklin, 2024b). The 2024-2028 CIP includes stormwater and drainage
projects to replace, improve or maintain existing stormwater infrastructure through FY 2027/2028.
Stormwater pipe improvements throughout the City are anticipated to have a total estimated cost of
$3,622,500, for which all funding has been identified from Sales Tax revenues. The CIP also identified that
dirt alleyways in the Quarry District need to be paved to allow for proper drainage through the system for
a total cost of $982,300 for which no funding has been identified.
The CIP includes a statement that the Stormwater Assessment Report conducted by Michael Baker
International in 2015 identified major outfall work and other pipes that are reaching the end of their life
cycle. This report includes recommended phasing for replacement of infrastructure. City staff informed
the consultants that the City has invested in pipelining where feasible instead of remove-and-replace
strategies for service efficiency and to reduce costs. City staff identified that future challenges include
maintenance efforts related to unfunded state mandates (Rocklin, 2024b).
7.4.3.6 Summary of Stormwater and Drainage Services
The City has a well-functioning stormwater and drainage network that discharges stormwater into the
creeks that transect the community. City staff proactively maintain the infrastructure system through
routine maintenance practices and review all development plans to ensure that the drainage systems are
adequate to handle stormwater flows. Working closely with regional partners, the City and neighboring
agencies have produced plans and policies to manage flood control issues, pollutants, and to plan for
future storms. The City complies with all state regulations and continues to develop, replace, and maintain
infrastructure to have an effective stormwater management program and system.
7.4.4 Road Maintenance
The Streets Division is responsible for streets and alleys, storm water and creek maintenance, open space
maintenance, and the City’s rights-of-way. The Streets Division also maintains the Class I bike paths
throughout the City in conjunction with the Parks and Recreation Department. The Landscape Division
manages and repairs all landscape on City-owned streets, fencing, rights-of-way, and pocket parks. The
Traffic Signals & Lighting/Operations Division is responsible for the safe and efficient movement of people,
goods, and services throughout City roadways. The division manages the traffic signals, streetlights, and
all signs and roadway markings (Rocklin, 2023c). The City of Rocklin’s webpage for street and storm drain
information is located under the Public Works Department at: https://www.rocklin.ca.us/streets-and-
drains.
7.4.4.1 Existing Roadway System
The City’s General Plan Circulation Element states that the City has embraced the concept of establishing
“Complete Streets7” through goals and policies within various elements of the General Plan. Some policies
7 Complete streets are defined by the California Department of Transportation (Caltrans) as, “A transportation facility that is
planned, designed, operated and maintained to provide safe mobility for all users, including bicyclists, pedestrians, transit,
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and actions include encouraging mixed land use development patterns; producing plans to accommodate
bicycles, pedestrians, and Neighborhood Electric Vehicles (NEVs) on new streets, and to upgrade existing
streets where possible; pursuing grants for Complete Street improvements; applying land use patterns to
reduce vehicle miles traveled; and emphasize the need for non-vehicular connections, among others. The
City’s Circulation Element includes a map of major freeways, arterials, collectors and the projected 2030
travel lane development as shown in Figure 7-28 on the next page.
Interstate Route 80 (I-80) and State Route 65 (SR 65) provide regional access to and from the City. I-80
provides the primary regional access to Rocklin, Roseville, Loomis, and the remainder of Placer County. I-
80 access to Rocklin is provided via interchanges at Taylor Road (located in Roseville), Rocklin Road and
Sierra College Boulevard. Through the City of Rocklin, I-80 has three travel lanes in each direction. SR 65
is a north-south state highway that begins at I-80 in Roseville and extends north through Rocklin and
Lincoln to State Route 70 near Marysville. SR 65 is a four-lane freeway between I-80 and Industrial Avenue
and a two-lane to four-lane conventional highway from Industrial Avenue to Lincoln and beyond. Access
to Rocklin is provided through interchanges at Sunset Boulevard, Blue Oaks Boulevard, Pleasant Grove
Boulevard (Park Drive), Stanford Ranch Road/Galleria Boulevard, and Whitney Ranch Parkway.
Major arterials in the City include Sierra College Boulevard, Rocklin Road, Sunset Boulevard, Stanford
Ranch Road, Pacific Street, Park Drive, Granite Drive, Blue Oaks Boulevard, Lonetree Boulevard, West Oaks
Boulevard, Wildcat Boulevard, Whitney Ranch Parkway, and University Avenue.
vehicles, truckers, and motorists, appropriate to the function and context of the facility. Complete street concepts apply to
rural, suburban, and urban areas” (Rocklin, 2012c).
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Figure 7-28: City of Rocklin Existing and Future Roadways by Type, 2012
As shown Figure 7-28 above, the 2012 Circulation Element plans for the addition of lanes to specific
roadways through 2030 including portions of three arterials (Rocklin Road, Park Drive, and Pacific Street)
widening from 4 lanes to 6 lanes. The Element also plans for the development of numerous new roadways
to in the northern and southern areas of the City. One future interchange is also planned off SR 65 as well
as two interchange reconstructions at SR 65 and Blue Oaks Boulevard and SR 65 and I-80 Interchange.
The Union Pacific Railroad (UPRR) operates a double-tracked parallel mainline through the center of
downtown Rocklin along the north side of Pacific Street. There are six (6) public railroad crossings in the
City. Only one crossing, at Sunset Boulevard, is grade separated. The City has conducted a study which
looked at the feasibility of constructing a railroad undercrossing or overcrossing at Midas Avenue. Both
options are considered viable depending upon the availability of funding. The City has submitted
information to the State Grade Separation Funding Program and included the project in Rocklin’s Capital
Improvement Program (CIP) for the General Plan. The crossing at Midas Avenue is still at grade as of the
writing of this report and the 2024-2028 CIP does not include this railroad under or overcrossing at Midas
Avenue in the list of projects.
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7.4.4.2 Existing Bikeway System
The City of Rocklin’s circulation network includes Class I, Class II and Class III bikeways8. Class I bikeways
existing in the open space areas within Sunset West, portions of Whitney Ranch, and in the Springview
area. The 2012 Circulation Element includes proposed Class I facilities within Whitney Ranch, Clover Valley
and along Secret Ravine Creek in southeast Rocklin. Class II on-street bike lanes existing on a number of
roadways including main arterials as shown in Figure 7-29.
Figure 7-29: 2012 Circulation Element Bikeway Diagram
8 Bikeways are defined by the State of California Street and Highways Code as follows: Class I Bikeways provide a completely
separated right-of-way designated for the exclusive use of bicycles and pedestrians with crossflows by motorists minimized
(also called a bike path or trail). Class II Bikeways provide a restricted right-of-way designated for exclusive or semi-exclusive
use of bicycles with through travel by motor vehicles or pedestrians prohibited, but with vehicle parking and crossflows by
pedestrians and motorists permitted (also called a bike lane). Class III Bikeways provide a right-of-way designated by signs or
permanent markings and shared with pedestrians or motorists (also called a bike route) (Rocklin, 2012c).
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The consultants reviewed the City’s GIS Community Mapping Tool for existing Class I, Class II, and Class III
bikeways on April 8, 2024. Some planned bikeways have been constructed since the 2012 Circulation
Element Update and new bikeways that were not included in the Circulation Element have been
constructed. A map of existing bikeways and trails can be seen in Figure 7-30 below.
Figure 7-30: Existing Bikeways and Trails
As shown in Figure 7-30The consultants reviewed the City’s GIS Community Mapping Tool for existing
Class I, Class II, and Class III bikeways on April 8, 2024. Some planned bikeways have been constructed
since the 2012 Circulation Element Update and new bikeways that were not included in the Circulation
Element have been constructed. A map of existing bikeways and trails can be seen in Figure 7-30 below.
Figure 7-30, new Class I bikeways that have deviated from the 2012 General Plan Circulation Element
Update have been constructed northwest of the Whitney Oaks Golf Course, near Kathy Lund Park, and
just east of Rocklin High School.
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7.4.4.3 Existing Public Transit
Rocklin is served by four Placer County Transit (PCT) bus routes as shown in Figure 7-31. PCT is a fixed-
route scheduled transit system operated by Placer County and serves the I-80 corridor area between Alta
and Roseville, the Highway 65 corridor area into Lincoln, and the Highway 49 corridor. PCT also provides
paratransit services such as dial-a-ride and coordinates commuter vanpool programs.
The Rocklin Multimodal Train Station is a permanent building for rail users located along the Union Pacific
Railroad track at the Rocklin Road crossing. Rocklin is served by the Amtrak Corridor service. Passenger
service is available westbound from Rocklin to Sacramento and the San Francisco Bay area metro services;
and eastbound from Rocklin to Auburn, Colfax, Reno and beyond. The Capitol Corridor Intercity Train
Service provides passenger rail service between Auburn and San Jose daily. There are three stations in
Placer County: Auburn, Rocklin and Roseville. Amtrak provides bus connections from Rocklin to the
Sacramento Amtrak station to connect to these additional Capitol Corridor runs. Railroad lines can be seen
in Figure 7-31.
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Figure 7-31: City of Rocklin Existing Public Transit, 2024
7.4.4.4 Existing Traffic
The City regularly monitors traffic on City streets to include in the City’s Capital Improvement Plan (CIP).
The CIP includes those improvements needed to maintain an acceptable level of service under the City’s
Circulation Element through the use of traffic fees and other financing mechanisms.
The City’s General Plan Circulation Element states that traffic issues in the City of Rocklin are part of the
larger south Placer region. The City of Rocklin is mostly surrounded by other cities. Traffic to and from the
cities of Roseville, Lincoln, the Town of Loomis, and unincorporated Placer County, all which Rocklin shares
a boundary with, affects roadway volumes and Level of Service in Rocklin, and must be factored into traffic
forecasts and future transportation system improvements. Traffic from Interstate 80 and State Route 65
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also must be considered. The goals and policies of the Circulation Element aim to address these regional
traffic issues.
SB 743 which was signed into law in 2013, initiated an update to the CEQA Guidelines to change how lead
agencies evaluate transportation impacts under CEQA, with the goal of better measuring the actual
transportation-related environmental impacts of any given project. Traditionally, as with the City of
Rocklin’s 2012 Updated Circulation Element of the General Plan, transportation impacts have been
evaluated by examining whether the project is likely to cause vehicle delay at intersections and congestion
on nearby individual highway segments; and whether this delay will exceed a certain amount (this is
known as Level of Service or LOS analysis). Starting on July 1, 2020, agencies analyzing the transportation
impacts of new projects must now look at a metric known as vehicle miles traveled (VMT) instead of LOS.
VMT measures how much actual vehicle travel (additional miles driven) a proposed project would create
on California roads. If the project adds excessive car travel onto our roads, the project may cause a
significant transportation impact. The California Office of Planning and Research has provided guidance
on the inclusion of VMT in General Plans going forward (OPR, 2017; 2024).
7.4.4.5 City Maintenance
Street and Sidewalk Maintenance
Public Works is responsible for maintaining street and roadway conditions, drainage, and appearance. The
City performs an inventory of the entire road network on a rotating basis to determine where
maintenance is needed (Rocklin, 2024c). According to the General Plan Public Services & Facilities
Element, the City has developed a Pavement Management System, which is a database of the City’s street
and road conditions. The Pavement Management System is updated yearly and is used to prioritize road-
related projects, consistent with the dollars available. As roads are constructed and improved, the
database is updated (Rocklin, 2012b).
Street maintenance utilizes several methods to address problems depending on the severity of the road
condition, including crack sealing, base repair, patching, and resurfacing. Sidewalk maintenance is the
responsibility of the property owner adjacent to the sidewalk. Sidewalks in front of houses are the
responsibility of the homeowner. The City only maintains sidewalks in front of City owned property. The
City has a Sidewalk, Curb, and Gutter Repair and/or Replacement Policy (Resolution No. 89-214) that
defines the responsibility for replacement and/or repair of curb, gutters, and sidewalks within the City
limits (Rocklin, 2024c).
The Traffic Division is responsible for a variety of functions such as traffic signals, streetlights, and signs
and roadway markings. The City of Rocklin follows the California Vehicle Code and national guidelines for
traffic control devices such as signal lights, traffic signs, and paint markings. Several factors are considered
when deciding to place traffic control devices including traffic volumes, accident rates, pedestrian traffic,
and travel delays (Rocklin, 2024c).
Medians and Parkway Maintenance
Re-landscaping of medians is conducted by staff for the City of Rocklin. Irrigation systems for all median
and parkway landscaping is also maintained by staff as well as over ten miles of wood fencing. Regular
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maintenance, weed control, hedging and pruning are handled by various contract landscape companies
hired by the City (Rocklin, 2024c).
Bikeway Maintenance
Bikeway maintenance is the responsibility of both the Streets Division (responsible for bikeways that run
parallel and adjacent to the roadway and adjacent to open space parcels) and the Parks and Recreation
Department (bikeways that actually enter formal park areas). These amenities are a priority of the City,
and are inspected and maintained regularly throughout the year (City staff, personal communication,
August 2024).
7.4.4.6 Road Maintenance Needs and Deficiencies
The 2024-2028 Capital Improvement Plan (CIP) includes a list of 16 roadway improvement projects. Total
funding for roadway improvement projects through FY 2027/2028 is estimated at approximately $70.9
million. Funding for these improvements are anticipated from multiple funds including the General Fund,
Gas Tax Fund, SB1/RMRA Fund, SB325 Sales Tax Fund, Bike/Ped Fund, Streets Grants Fund, CDBG HUD
Fund, and Traffic Circulation Impact funds plus a small contribution from developers. Of the 16 identified
projects approximately $21.15 million is unfunded. The unfunded projects include $9.6 million for the
construction of an I-80 Westbound Auxiliary lane and $21.15 million for eastbound and westbound on/off
ramps at the I-80 and Rocklin Road Interchange.
The City publishes current projects through an online GIS interactive mapping tool available here:
https://cityofrocklin.maps.arcgis.com/apps/MapTour/index.html?appid=bd8f93c29e9746289b92dbf5f2
596f59. The projects shown on the map include those proposed, approved, under construction, and
completed. The City is proactive in managing its roadway network and plans for future needs through the
annual CIP process. The City is able to fund the majority of the anticipated projects and expects some
funding from grants to offset unfunded costs. City staff identified that future challenges will include
maintenance efforts related to continued cost increases associated with pavement management projects
and unfunded state mandates (Rocklin, 2024b). According to City staff, the recent draft report prepared
by NCE Consultants shows that the City will need additional funds in order to maintain or improve the
existing Pavement Condition Index (City staff, personal communication, August 2024).
7.4.4.7 Summary of Road Maintenance Services
The City’s Public Works Department is responsible for maintaining roadway conditions, drainage, and
appearance. The City performs an inventory of the entire road network on a rotating basis to determine
where maintenance is needed. The City funds roadway improvements, maintenance, and necessary
expansions annually through the CIP process and is able to fund the majority of the anticipated projects.
Some funding is expected from grants to offset unfunded costs. City staff identified that future challenges
will include maintenance efforts related to continued cost increases associated with pavement
management projects and unfunded state mandates.
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Chapter 8. Financial Ability to Provide Services
LAFCO is required to make determinations regarding the financial ability of the City of Rocklin to provide
public services. This section provides an overview of the financial health of the City and a context for
LAFCO’s financial determinations. For this MSR/SOI Study, the Annual Comprehensive Financial Reports
(ACFRs) for the fiscal years (FY) 2018/2019, FY 2019/2020, FY 2020/2021, FY 2021/2022 were used as the
primary source of all information for this section as well as the annual budgets for FY 2022/2023 and FY
2023/2024 (Rocklin, 2018; 2019; 2020; 2021; 2022a; 2022b; 2023). All data for the ACFRs and the budgets
are analyzed separately throughout this section as the accounting practices for the budgets differ from
the ACFRs making comparisons over different fiscal years challenging.
Two state databases provide City-wide financial summaries, including:
• California Auditor’s website at: https://www.auditor.ca.gov/local_high_risk/lhr-main-landing.
• The State Controller's Office (https://cities.bythenumbers.sco.ca.gov) is responsible for the
Government Financial Reports database that includes detailed financial data from 58 California
counties and more than 450 cities, as well as pension-related information for state and local
government.
This MSR provides city-wide financial data to establish the fiscal context. The City's services include
general government, community development, public safety (police and fire), parks and recreation, and
public services (stormwater and road maintenance). Though this MSR is intended to only review those
services listed in Chapter 7, this chapter will review the financial health of the City as a whole, including
fire and emergency medical services. The City has multiple major funds, proprietary funds, and fiduciary
funds which will be described in this Chapter. The City operates as a self-governing local government unit
within the State. It has limited authority to levy taxes, but does have the authority to determine user fees
for the services that it provides. The City’s main funding sources include property taxes, sales taxes, other
intergovernmental revenue from state and federal sources, user fees, and federal and state financial
assistance (Rocklin, 2022a).
This Chapter was written on January 23, 2024, and new financial information provided after this date is
not included in this Chapter. Since the City updates its financial information on a regular basis, readers
should consult the City’s website for more up-to-date financial information. This is the City’s first
Municipal Service Review (MSR) and Sphere of Influence (SOI) Study, so this Chapter provides a broad
context for the City's financial circumstances. Please note that for purposes of this MSR, the financial
analysis relies upon the City’s Financial Statements and Independent Auditor’s Reports. Budget
information is also included in this MSR and is primarily utilized to compare expenditures for each
functional category or City Department.
8.1 Financial Policies and Transparency
The City’s Finance Division handles and maintains the general ledger, accounts payable and receivable,
fixed asset records, and grant performance. This Division also monitors all sources of revenues and
maintains the records of 15 Assessment Districts (financing authorities in the City). The City’s Finance
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Division webpage includes budgets, audits, and financial information relevant to the City and available to
the public including a quick reference guide to Municipal Finance which can be found in Appendix I
(Rocklin, 2024d).
The City’s budget process and financial procedures are in accordance with all applicable standards of the
Government Accounting Standards Board (GASB), Generally Accepted Accounting Principles, (GAAP) and
the City’s internal financial policies and Key Management Practices (Rocklin, 2023). The City’s Key
Management Practices are detailed as follows:
• Capital Improvement Plan: The City will develop and implement a five-year Capital Improvement
Plan (CIP) requiring the City to anticipate long-term needs, which will determine the capital
improvement priorities, provide for current fiscal year projects, and provide for forecasting and
anticipation of future fiscal year expenditures.
• Capital Assets: Capital assets, including property, plant, equipment, and infrastructure assets
(e.g., roads, bridges, sidewalks, and similar items), are defined by the City as assets with an initial
individual cost equal to or greater than $10,000 ($5,000 if grant funded), or $100,000 for
infrastructure, each with an estimated life in excess of one year.
• Fleet Equipment: The City’s budget will provide for the adequate maintenance and repair of fleet
equipment and for orderly replacement.
• Risk Management: The City operates a risk management and loss prevention program to
minimize losses.
• One-Time Revenue: An organization that depends on one-time revenue or on a source of revenue
that will soon be utilized, can, in essence, create deficits for itself. As such, the City will utilize the
General Fund for one-time or temporary funds to obtain capital assets, fund capital projects,
replenish the General Fund Operating Reserve, and/or make other nonrecurring purchases.
Otherwise, strategic planning to earmark replacement revenue must be identified at the onset.
• Debt Policy: Sound budget management requires the City to determine the availability of revenue
to support future capital improvements. In addition to the policies and procedures for land-
secured financing as enacted by Resolution No. 2005-112 and Debt Management Policy
Resolution No. 2018-291, the City utilizes “Capital Needs Financing”, as noted below, and
conducts ongoing analysis of refunding opportunities.
• Capital Needs Financing: The City will, where possible, and in accordance with the adopted CIP,
employ pay-as-you-go financing to save interest expenditures, preserve debt capacity for future
borrowing, and not encumber future budgets with mandatory debt service expenditures.
Exceptions to this practice will be for capital expenditures, which are determined to be time
sensitive for purposes of public health, safety, and welfare; or for economic gain.
• Capital Expenditures: All capital projects planned and budgeted for in any given fiscal year will
have funding identified and proven to be available. This means that all projects are subject to
funding already received in prior fiscal years. Funds that are earmarked for receipt in the current
fiscal year will not be utilized for current year expenditures.
• Indirect Cost Allocation: An Indirect Cost Allocation (ICA) calculation is done during the budget
process to allocate General Fund support service costs to other funds. City Council, City Clerk, City
Attorney, City Manager, Finance, Human Resources, Information Technology, and Building
Maintenance (including the Building Repair Allocation) are the support divisions, and the
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remaining divisions are service divisions. Expenditures charged to the support divisions of the
General Fund are the City's indirect costs pool. Allocation of indirect costs to the service divisions
is conducted on a prorated basis based on total expenditures. The City will exclude Capital Project
Funds from the ICA calculations for the budget year. Capital Projects Funds consist of nonrecurring
purchases; therefore, exclusion from the ICA calculation will prevent reliance on one-time funds
to balance the General Fund budget. For the year-end actuals, the ICA calculations will include
Capital Projects Funds.
• Operating Funds – Operating Expenditures: All non-General Fund operating funds will maintain
sufficient cash balances to cover a minimum of seven months of operating expenditures planned
and budgeted at the end of each fiscal year. This means that operations within these funds are
subject to funding already received. This policy will ensure the City maintains sufficient cash on
hand to cover its normal operations and enable it to identify and avoid potential cash flow issues.
• De-Obligation: In the event an unplanned capital project is identified as a higher priority than
initially appropriated, the funded project list may be altered to take the new project into account.
In this event, all projects will be reviewed, and a new priority list established. Any projects that
are removed from the current funded project list will have the attached funding source de-
obligated and that funding source will be attached to the new projects and/or returned to the
reserve.
• General Fund Operating Reserve: The City will maintain an operating reserve in the General Fund
equivalent to, at a minimum, 25% of the planned budgeted operating expenditures. These
reserved dollars will be used to support unforeseen emergencies, operating insufficiencies, and
short-term internal loans. Management will exercise every mechanism available (e.g., budget
cuts, hiring freezes, etc.) to avoid use of the reserve. To the extent the reserve level falls below
25%, a plan will be developed and executed to replenish the reserve at the targeted funding level
within three years.
• Building Reserve: The City will maintain a building reserve to fund capital maintenance projects
to sustain existing City facilities or to support the expansion of existing City facilities to address
workforce needs of City services.
• Disaster Contingency Reserve: The City will maintain an emergency reserve equal to $1 million as
set by Resolution No. 2012-136. These reserve dollars will be used in the event of a “declared
emergency” providing financial support for recovery efforts as directed by the City Council.
• Self-Insured Losses Reserve: The City will maintain a self-insured loss reserve equal to $2 million.
These reserve dollars will be used for losses not covered under existing insurance programs.
• Retiree’s Health Fund: The City will maintain a Retirees’ Health Fund, which will be used to fund
the Retirees’ Health Trust to offset retirees’ health accrued liability.
• Fleet Capital Reserve: The City will maintain Fleet Capital Reserves in the Fleet Fund for the
purchase of new and replacement vehicles and other capital assets. Reserve amounts will be
expensed to each operating fund division based upon the vehicles assigned. These amounts will
be calculated utilizing the annual asset depreciation expense and allocated through a modified
Fleet Allocation process. In the case where funds reserved in the Fleet Fund for a particular asset
to be replaced, or an additional new asset to be purchased, are insufficient to cover the entire
cost of the asset, additional amounts will be expensed to the appropriate operating division in
that year.
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• General Fund – Use of Surplus: In the event the General Fund realizes a surplus, and after
calculating the General Fund Operating Reserve target, remaining General Fund surplus (net
amount by which the unreserved unassigned fund balance is increased in that fiscal year), in an
amount not to exceed 5% of the current fiscal year’s revenue budget will be assigned to: (i) fund
long-term accrued liabilities, including but not limited to debt service, pension liability, and
retiree’s health benefits (e.g. other post-employment benefits liability, Section 115 Trust); (ii)
provide funding for the Economic Reserve Fund; (iii) increase the contributions needed to fund
the Fleet Capital Reserve; (iv) provide funding for the Building Reserve Fund; and (v) surplus funds
in excess of the minimum reserve targets and requirements in this section can be used for other
specific purposes consistent with the General Fund – use of surplus. After assigning the General
Fund surplus as outlined above, the remaining General Fund surplus may be used in the following
ways provided that such action is approved by the City Council: (i) increase the contributions
needed to fund one-time expenditures; or (ii) start-up expenditures for new programs or
construction and considered in the context of multi-year projections of revenue and expenditures.
Any remaining General Fund surplus shall be added to its unassigned fund balance.
• Reserve Targets:
Reserve Minimum Target Maximum Target
25% of planned operating
General Fund Operating Reserve Undefined
expenditures
Building Reserve Undefined Undefined
Economic Reserve Undefined Undefined
Value of fleet replacement Total purchase value of
Fleet Capital Reserve
needs for the next 5 years fleet assets
80% funded status based on 100% funded status based
Pension Liability the most recent valuation on the most recent
report valuation report
80% funded status based on 100% funded status based
Retiree’s Health fund the most recent valuation on the most recent
report valuation report
• Monitoring Performance: The City will review the current and five-year projected reserve to
ensure that they are appropriate, given the economic and financial risk factors the City is subject
to on an annual basis during the City’s budget process.
• “75:25” Operating Expenditure Rule: To support fiscal stability, the City will work to maintain
personnel to operations/maintenance expenditure ratio no greater than 75:25. Pension and
health care costs can be extremely volatile and can lead to significant year-over-year expenditure
increases. Maintaining a healthy balance between personnel and operations/maintenance
expenditures allows for greater control over total expenditures and allows the City to more easily
respond to unforeseen costs. The City will analyze its personnel to operations/maintenance
expenditure ratio during the budget process each year and make prudent adjustments to bring
the ratio back to appropriate levels within three years.
The City prepares and submits an annual operating budget and a five-year CIP budget to the City Council
for review and approval. The annual budget process is driven by the City’s Strategic Plan. A graphic of the
City’s budget process can be seen in Figure 8-1 below. The City’s FY 2022/2023 budget document was
given a “makeover”, with the intention to be more open and transparent. The new format incorporates
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industry best practices and better reflects Rocklin’s status of a City of choice in the greater Sacramento
region (Rocklin, 2022b). The City also intends to move to a two year operating budget beginning in FY
2025/2026 (City staff, personal communication, August 2024).
Figure 8-1: City of Rocklin Annual Budget Process
The City adopts a one-year fiscal year budget and conducts an annual cycle review to determine any
changes that might be needed. The FY 2022/2023 budget was adopted by the City Council on June 30,
2022 (Rocklin, 2022b). The most recent budget, FY 2023/2024 was adopted by the City Council on June
30, 2023 (Rocklin, 2023). The City’s budget is divided into budget schedules and budgets by department.
The budget schedules section includes information such as appropriations, sources and uses, changes in
fund balance, summary of capital improvement plans, and general fund reserves. The budgets by
departments section provides major categories of expenditures in the following services: general
government; community development; fire; police; parks and recreation; and public services. Each section
includes a department-specific overview of services, an organizational chart, past accomplishments,
upcoming year’s goals and objectives, significant changes from the prior budget, and budget and staffing
charts (Rocklin, 2023).
Government Code and City policy require an annual independent audit of the City’s financial records by a
certified public accountant in the form of ACFRs. The independent audits for FY 2017/2018 through
2021/2022 were performed by Chavan and Associates, LLP., independent auditors. The auditors judge
whether the City’s financial statements are presented in conformity with Generally Accepted Accounting
Principles (GAAP). The Government Accounting Standards Board (GASB) is responsible for establishing
GAAP for state and local governments through its statements and interpretations. Within the audits, all
of the City's basic services are considered to be governmental activities, including general government,
community development, parks and recreation, public safety, and public services. These services are
supported by general City revenues, such as taxes, and by specific program revenues, such as
development and recreation program fees. The City does not have any business-type activities (Rocklin,
2022a).
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8.1.1 Operating Budget Award
The City’s FY 2022/23 Adopted Operating Budget document received the Operating Budget Meritorious
Award from the California Society of Municipal Officers. The award process includes peer reviews of cities’
operating budgets. Peer review methods are employed to maintain standards, improve performance, and
provide credibility (Rocklin, 2024).
8.1.2 Data Transparency
Financial data transparency promotes accountability and provides information to citizens about what
their local government is doing. Transparency allows residents to stay informed and learn about local
government revenue, spending, and debt. The City Finance Director makes regular reports to the City
Council regarding contracts and warrants via the consent agenda, and this information is available to the
public via the meeting agenda packet.
Transparency with salary data is also an important attribute for cities in California. The City of Rocklin
provides competitive compensation and a benefits package to full-time, regular employees, as shown in
Figure 8-2 below. In addition, the City forwards a report to the California State Controller for Government
Compensation in California per Government Code Section 53891. The most recent data available for the
City from the State Controllers website is 2022. In 2022, the City had 359 employees on their payroll, city-
wide, including both full-time and part-time staff. The level of staffing in 2022 consisted of a full-time
equivalent of 272 employees based on retirement and benefits compensation. Employee compensation
may include regular pay, overtime pay, lump-sum payment, defined benefit retirement,
health/dental/vision insurance, and other pay (California State Controller, 2022).
Figure 8-2: Employee Wages and Compensation by Department, 2022
Public Services $4,439,254
Police $16,892,413
Parks & Recreation $2,203,507
Information Technology $1,129,527
Fire $8,922,409
Community Development $2,756,358
City Manager $862,916
City Council $43,400
City Clerk $249,882
City Attorney $603,170
Administrative Services $2,036,960
$- $4,000,000 $8,000,000 $12,000,000 $16,000,000
Total Wages Total Retirement/Health Contribution
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As shown in Figure 8-2, total wages and benefits were highest for the Police Department at approximately
$16.9 million followed by the Fire Department at approximately $8.9 million. Total wages and benefits for
the Fire and Police Departments combined made up 64 percent of total wages and compensation across
all departments, or approximately $25.8 million. The Police Department had the highest total wages at
approximately $12.2 million followed by the Fire Department at approximately $6.3 million and Public
Works at approximately $3.2 million. In 2022, 12 employees earned an excess of $300,000, and 62
employees earned between $200,000, and $299,999 in total compensation. One hundred and seventy-six
employees earned between $199,999 and $30,000 and the remaining 109 earned $29,999 or less in total
compensation for 2022 (California State Controller, 2022).
8.2 City Revenues and Expenditures
For the City of Rocklin, property taxes and sales and use taxes account for an average of 40 percent of the
City’s Total Revenues (as reflected in the ACFRs for FY 2017/2018 through FY 2021/2022). The largest
expense for the City for the same fiscal years was Public Safety at an average of 36 percent, except for FY
2017/2018 in which General Services was the largest expense at 34 percent as shown in Figure 8-3 on the
next page. A breakdown of revenues and expenditures is also available in table format in Appendix J. Table
8-1 and Figure 8-4 on the following page include revenues and expenditures for the City as stated in the
FY 2022/2023 and FY 2023/2024 Annual Budgets (Rocklin, 2018; 2019; 2020; 2021; 2022a; 2022b; 2023).
The analysis of the City’s revenues and expenditures for FY 2017/2018 – FY 2021/2022 in this section is
taken from the Government-Wide Statement of Activities in the ACFRs, which provides a longer-term view
of the City’s activities as a whole. This is intentional, as the Government-Wide Statement of Activities
details the City’s revenues and expenditures on a full accrual basis with the emphasis on measuring net
revenues and/or expenses for each of the City’s programs. All revenues and expenditures are reported as
soon as the event causing the change occurs, regardless of the timing of the related cash flows. Therefore,
some revenues and expenses reported in each fiscal year are for items that will only result in cash flows
for future fiscal periods (City of Rocklin, 2022a). The purpose of Government-Wide financial statements is
to present the financial position and the operating results of the governmental entity as a whole. The
statements are expected to provide readers with operational accountability information and to enable
them to do the following:
• understand the true financial position of the governmental entity, including capital and financial
assets and long-term as well as short-term liabilities;
• determine whether the entity is able to continue to provide current service levels and meet its
obligations as they become due; and
• determine the operating results of the entity, including the economic cost and the net cost of
services, and assess the economy, efficiency, and effectiveness of operations.
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Figure 8-3: Total Governmental Funds Revenues and Expenditures for FY 2017/2018 through FY 2021/2022
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Table 8-1: City Annual Budgets Revenues and Expenditures by Department, FY 2022/2023 and FY 2023/2024
FY 2022/2023 FY 2023/2024
Revenues Expenditures Surplus (Deficit) Revenues Expenditures Surplus (Deficit)
City Council $- $97,800 $(97,800) $- $99,400 $(99,400)
City Manager $- 1,251,000 $(1,251,000) $170,000 $4,650,700 $(4,480,700)
City Attorney $28,100 $1,118,400 $(1,090,300) $28,100 $1,142,400 (1,114,300)
City Clerk $- $398,000 $(398,000) $- $329,000 $ (329,000)
Administrative Services $ 17,802,700 $10,436,600 $7,366,100 $19,365,200 $15,426,700 $3,938,500
Community Development $4,910,400 $8,109,500 $(3,199,100) $10,405,800 $18,329,000 $(7,923,200)
Fire $2,711,200 $14,188,200 $(11,477,000) $5,103,800 $15,865,050 $(10,761,250)
Information Technology $30,900 $3,461,700 $(3,430,800) $- $- $-
Parks and Recreation $4,009,800 $10,540,900 $(6,531,100) $5,828,100 $10,326,500 $(4,498,400)
Police $1,769,200 $ 21,967,400 $(20,198,200) $1,851,500 $24,368,450 $(22,516,950)
Public Works $8,015,100 $25,868,700 $(17,853,600) $6,053,000 $22,450,900 $(16,397,900)
Non-Departmental $64,962,000 $4,499,000 $60,463,000 $66,194,500 $5,728,800 $60,465,700
Total $104,239,400 $101,937,200 $2,302,200 $115,000,000 $118,716,900 $(3,716,900)
Source: Rocklin, 2022b, 2023
Figure 8-4: Expenditures for FY 2022/2023 and FY 2023/2024 with Percent Change for Major City Departments
$30,000,000
11%
$25,000,000
$20,000,000 126% -13%
48% 12%
FY 2022/2023
$15,000,000
FY 2023/2024
$10,000,000
-2% 27%
FY 2023/2024
$5,000,000
$-
Administrative Community Fire Parks and Police Public Works Non-Departmental
Services Development Recreation
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For the Government-Wide Statement of Activities, the operations of the government entity are presented
in a net (expense) revenues format. The purpose of using this format is to:
• to report the relative financial burden of each of the government's functions or programs on its
taxpayers; and
• to identify the extent to which each function or program draws from the general revenues of the
organization or is self-supporting through fees and intergovernmental aid.
Revenues are categorized according to their purpose as either general or program revenues in the
Statement of Activities (NCES, 2014). Therefore, this analysis will focus on the Government-wide financial
statements for those fiscal years stated above. In sections relative to the City’s different funds, the Total
Governmental Fund financial statements will be analyzed in Section 8.3 below. For FY 2022/2023 and FY
2023/2024 revenues and expenditures are derived from the City’s Annual Budgets broken down by
Department.
The FY 2021/2022 ACFR letter to City Council provided the following summary statement:
Following the unprecedented disruptions to the basic functioning of the economy caused by the
coronavirus pandemic, the overall economic recovery happened quickly and more robustly than
many anticipated, providing a surge of revenues in City funds, helped the City significantly improve
the City’s budgetary position in fiscal year 2021/2022 and into fiscal year 2022/2023. For fiscal
year 2021/2022, the City received substantially more sales tax revenues than anticipated, actuals
received were 23 percent more than budgeted. The City budgeted a thirteen percent increase in
sales tax revenue for 2022/2023 from the prior year. Property tax revenue also increased by six
percent from the prior year (Rocklin, 2022a).
The two City budgets show Public Works Department as accounting for the largest expense at 25 percent
in FY 2022/2023, followed closely by the Police Department at 22 percent. For FY 2023/2024, the Police
Department is the largest expense at 21 percent, followed by Public Works Department at 19 percent.
8.2.1 Revenues
City revenues accounted for in the ACFRs governmental activities statements are broken down by General
revenues and Program revenues. General revenues include all taxes, fees, investment earnings and other
revenue. Program revenues include charges for services, operating grants and contributions, and capital
grants and contributions.
General revenues account for an average of approximately 71 percent of City revenue annually. As a
result, the City’s financial resources are from recurring revenue sources that can be counted on year-over-
year and are relatively stable. Taxes are the primary revenue source for the City and include property
taxes, sales and use taxes, gas tax, transient occupancy tax, and other taxes; which accounted for
approximately $66.6 million (62 percent) of all revenue in FY 2021/2022. On average, the City received
approximately $54.2 million in taxes from FY 2017/2018 through FY 2021/2022 with property taxes and
sales and use taxes making up over half of all taxes year-over-year. Taxes have increased 62 percent
between FY 2017/2018 and FY 2021/2022. General revenues totaled approximately $74.1 million
compared to program revenues at $33.9 million for FY 2021/2022.
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Program revenues account for an average of approximately 29 percent of City revenue annually. Program
revenues are more variable year-over-year than General revenues. In FY 2021/2022, Program revenues
accounted for 31 percent of all revenue for the City. Program revenues for the City were steadily
increasing until the COVID-19 pandemic in 2020. For the COVID-19 pandemic fiscal year (FY 2019/2020),
Charges for Services decreased by approximately $1.6 million (14 percent) due to the stay-at-home
shutdown which restricted recreation-type ticketed events, event center rentals, and decreased
inspection activities. This reduction was also due to the cessation of the shared fire chief service
agreement with a neighboring City. In FY 2020/2021, program revenues saw an increase to near pre-
COVID-19 amounts at approximately $25.1 million. Of that, approximately $3.52 million was from the
American Rescue Plan Act of 2021 (ARPA) funds, a new Tobacco Grant, and the Coronavirus Aid, Relief,
and Economic Security Act of 2020 (CARES Act) Grant.
For FY 2021/2022, the City’s General Revenues increased by 12.1 percent from approximately $66.1
million to $74.1 million. Program Revenues were up 34.9%, or $8.8 million over the prior year. Charges
for services decreased by $2.1 million (16%) in part due to decreases in building permit fees and capital
construction fees. Operating grants and contributions decreased by $2.8 million (27%) from the prior year,
mainly as a consequence of the prior year seeing a large amount in federal grants as part of the COVID-19
response.
The FY 2023/2024 Operating and the Capital Improvement Plan budgets total $119 million for all funds.
This budget supports 270 full-time equivalent (FTE) positions and resources needed to provide the
following public services: police; fire; planning and community development; construction and
maintenance of streets; storm drains and other infrastructure; parks and recreation; and general
government services. Total revenues are anticipated to be up by approximately $10.8 million (or 10
percent) in FY 2023/2024 compared to FY 2022/2023 or 10 percent.
8.2.2 Expenditures
The City’s main expenditures in the ACFRs Government-wide Statement of Activities were Public Safety,
General Services, and General Government from FY 2018/2019 through FY 2021/2022. On average, 36
percent of City expenditures are for Public Safety which includes Police and Fire services. In FY 2021/2022,
General Government expenses decreased by $3.2 million (24 percent) because of GASB 68 adjustments.
Due to higher-than-expected returns on assets in the City’s pension plan, the adjustments resulted in a
reduction of pension expense for that fiscal year. Public safety also saw a decrease in expenses by $4.3
million (14 percent) also because of GASB 68 adjustments.
The FY 2023/2024 Operating and the Capital Improvement Plan budgets total approximately $118.7
million in expenditures for all Departments. This budget supports 270 full-time equivalent (FTE) positions
and resources needed to provide the following public services: police; fire; planning and community
development; construction and maintenance of streets, storm drains, and other infrastructure; parks and
recreation; and general government services. Anticipated expenditures by City Department for the FY
2023/2024 budget increased by 126 percent or approximately $10.2 million for the Community
Development Department and increased by 48 percent or approximately $5.0 million for the
Administrative Services Department. The Community Development Department expenses for FY
2023/2024 increased significantly compared to FY 2022/2023 due to Division consolidations. The
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Engineering Division was consolidated into the Community Development Department as part of the FY
2023/2024 budget, adding three positions (3.0 FTE) and associated budgets, while the Housing Division
was consolidated into the City Manager’s Office with one position (1.0 FTE) and associated budgets
moving out of the Community Development Department. Overall staffing for this Department increased
by 3 positions and the new engineering division added the $12.4 million to the Department expenses.
8.2.3 Revenues (Over / Under) Expenditures
The City operated with revenues over expenditures from fiscal years 2019/2020 through 2022/2023 as
shown in Figure 8-5, below. City revenues exceeded expenditures by approximately $10.6 million in FY
2020/2021 due to increases in program revenues, taxes and assessments; and $35.2 million in FY
2021/2022 from the American Rescue Plan Act of 2021 (ARPA). In FY 2021/2022, total program revenue
and total general revenue increased $16.8 million while total expenses decreased by $7.6 million as a
result of higher-than-expected returns on assets in the City’s pension plans which resulted in a reduction
of pension expense.
The budget for FY 2022/2023 shows anticipated revenues over expenses by approximately $2.3 million
while the FY 2023/2024 budget indicates expenses are anticipated to exceed revenues (by $3,716,900)
after four years of revenues exceeding expenditures.
Figure 8-5: Revenues Over/Under Expenditures for FY 2019/2020 – FY 2021/2022 & Budgeted Revenues
Over/Under Expenditures for FY 2022/2023 – FY 2023/2024
$35,158,803
$10,664,036
$2,302,200
$104,214
$0
$(3,716,900)
FY 2019/2020 FY 2020/2021 FY 2021/2022 FY 2022/2023 FY 2023/2024
It should be noted that the City’s budgets generally err on the conservative side when analyzed by the
City’s ACFRs. For example, the FY 2021/2022 ACFR includes a review of changes in fund balances from the
City’s original and final budgets compared to the actual amounts. In the majority of funds for that year,
the City generally anticipated less revenues and more expenditures than the actual amounts. It should be
noted that those differences were not drastic, generally within a few hundreds of thousands of dollars,
except for some capital improvements that did not occur and were anticipated in that fiscal year, as well
as $13 million from Community Facilities District (CFD) No. 10 Capital Projects, which was also not
anticipated. This $13 million was the result of the issuance of special tax bonds by the CFD, which are
contributed to the City to finance the acquisition of public facilities.
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8.3 Governmental Funds
The City’s ACFRs include a statement of revenues, expenditures, and changes in fund balances as well as
a balance sheet for the City’s governmental funds divided into major and non-major governmental funds.
The fund financial statements report the City’s operations in more detail than the government wide
financial statements and focus primarily on the short-term activities of the City’s General Fund and other
major funds. The fund financial statements measure only current revenues and expenditures and fund
balances; they exclude capital assets, long-term debt, and other long-term amounts. Those funds that are
considered major funds can change between fiscal years, making a comparison of major funds over
multiple fiscal years impossible. Therefore, this analysis will review a summary of total governmental
funds, which includes the City’s General Fund (Rocklin, 2018; 2019; 2020; 2021; 2022a; 2022b; 2023). The
internal service funds for the City are not included in this analysis, but can be found in the Individual Fund
Analysis Section No. 8.3.3. A detailed analysis of the General Fund can be found in Section No. 8.3.2.
8.3.1 Summary of Total Governmental Funds
The City uses funds to report on its financial position and the results of its operations (Rocklin, 2023). A
fund is an accounting entity with a self-balancing set of accounts established to record the financial
position and results of operations of a specific government activity. The City maintains the following fund
types:
• Governmental Fund Types
General Fund: The primary operating fund of the City and accounts for all financial
o
resources, except those required to be accounted for in another fund. The General Fund
includes those funds listed in Section 8.3.2;
Special Revenue Funds: Account for the proceeds of specific revenue sources (other than
o
special assessments, expendable trusts or capital projects) that are restricted by law or
administrative action to expenditures for specified purposes. The City’s Special Revenue
Funds include: Motor Vehicle Fuel Tax (Gas Tax); SB1 Road Maintenance and
Rehabilitation Allocation; SB325 Sales Tax; SB325 Transit Funds, Bicycle and Pedestrian,
Low Carbon Transportation Program; Recreation Facilities Contribution; Lighting
Maintenance District 1; Community Facilities District 1; Community Facilities District 5;
Community Facilities District 6; Landscaping and Lighting Maintenance District 2; Park
Development and Maintenance Tax; Streets Grants Fund; Asset Forfeiture (State); Asset
Forfeiture (Federal); Traffic Safety/Police Department Grants; Certified Access Specialist
– Handicapped Accessibility Certification and Training; State Community Development
Block Grant (CDBG) Housing Rehabilitation; CBDG 2000 (Oak Court); CBDG First Time
Home Buyers; CBDG Housing and Urban Development Entitlement; CBDG HUD
Coronavirus; Department of Finance (DOF) Treasury Coronavirus; American Rescue Plan
Act (ARPA); Low- and Moderate-Income Housing Asset; Grant & Other Reimbursables;
and Supplemental Law Enforcement Grant Fund;
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Capital Project Funds: Account for financial resources segregated for the acquisition of
o
major capital projects or facilities (other than those financed by proprietary fund types).
The City’s Capital Project Funds include Park Development Fees; Community Park Fees;
Traffic Circulation Impact Fees; Capital Construction Tax; Oak Tree Mitigation Fees;
Whitney Ranch Trunk Sewer Project; NW Rocklin Community Park Fees; Public Facilities
Impact Fees; Rocklin Public Financing Authority; and Whitney Ranch Interchange Fees
Fund;
Debt Service Funds: Account for the accumulation of resources for and payment of,
o
interest and principal on general long-term debt and related costs. The City’s one Debt
Service fund is the Capital Construction Debt Service fund which accounts for principal
and interest payments on capital construction debt such as Lease Revenue Bonds; and
Permanent Funds: Account for and report resources that are restricted to the extent that
o
only earnings, and not principal, may be used for purposes that support City programs for
the benefit of the City and its citizens. The City’s Permanent Funds include the Wetlands
Maintenance and Conservation Easement Endowment funds.
• Proprietary Fund Types
Internal Service Funds: Account for the financing of goods or services provided by one
o
department or agency to other departments or agencies of the City or to other
governmental units on a cost- reimbursement basis. The City’s Internal Service Funds
include the Fleet Management and Risk Management Funds.
• Fiduciary Fund Types
Agency Funds: Accounts for assets held by the City as trustee or agent for individuals,
o
private organizations, other governmental units and/or other funds. These funds are
custodial in nature and do not involve measurement of results of operations. The City’s
single Fiduciary fund is the Public Arts Trust Fund.
According to City ACFRs and the City’s Budgets for FY 2022/2023 and 2023/2024, total fund revenues have
exceeded expenditures for all years except the most recent budget, FY 2023/2024, as shown in Figure 8-6.
The fund balances ending for all governmental funds combined has steadily increased year over year.
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Figure 8-6: Total Governmental Funds for Major Funds and Non-Major Funds from FY 2020/2021 to FY
2023/2024 (Except Internal Service Funds)
$150,000,000
$79,219,383 $84,946,354 $91,345,000 $98,848,100
$100,000,000
$50,000,000
$0
FY 2020/2021 FY 2021/2022 2022/2023 2023/2024
Total Revenues/Other Financing Sources Total Expenditures/Other Financing Sources
Fund Balances Ending
For Figure 8-6 above, the revenues and expenditure amounts from the City’s ACFRs for FY 2020/2021 and
FY 2021/2022 include other financing sources such as transfers in and transfers out, proceeds from debt
issuance, defeasance of debt, transfers from agency funds, and transfers to agency funds. For the City’s
Budgeted years, the revenue and expenditure amounts as well as the fund balance were taken from the
Schedule 2 Report minus the internal service funds which are not included in the total government fund
analysis in the ACFRs in order to maintain a similar comparison between years.
According to the ACFRs, the overall fund balance across all funds for the City has continued to increase
the last two fiscal years. Between FY 2020/2021 and FY 2021/2022, the overall fund balances ending
increased by $5.7 million or 7.2 percent. Revenues in FY 2021/2022 total approximately $109 million while
expenditures totaled approximately $81.4 million. For the most recent City Budget, expenditures are
expected to exceed revenues by approximately $3.7 million with the General Fund expecting a deficit of
$1.82 million which will be covered by the General Fund Reserve. The $1.82 million from the General Fund
Reserve includes $1.189 million transferred to the Building Repair Allocation Fund and $424,100
transferred to the Park Infrastructure Reserve Fund. According to City staff, the Building Repair Allocation
Fund, also referred to as the Building Reserve, is intended to finance capital maintenance projects to
sustain existing City facilities or to support the expansion of existing City facilities to meet the workforce
needs of City services. The Park Infrastructure Reserve Fund is designed to fund capital maintenance
projects to sustain the existing City park infrastructure (City staff, personal communication, August 2024).
8.3.1.1 Transfers In/Out
Multiple interfund transfers occurred in FY 2021/2022. These transfers result from movement of
resources from one fund to another within the City funds. A total of $5,942,031 of resources were
transferred between City funds as detailed in Table 8-2 below.
Table 8-2: Interfund Transfers as of June 30, 2022
Fund Fund Type Transfer In Transfer out
General Fund General $5,406,836 $416,194
Sales Tax SB 325 Special Revenue $ - $423,236
Low Mod Income Housing Asset Capital Projects $ - $152,205
Traffic Circulation Impact Fee Capital Projects $ - $105,464
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Fund Fund Type Transfer In Transfer out
Capital Construction Debt Service Debt Service $530,918 $ -
Gas Taxes Special Revenue $ - $208,009
SB1 Road Maintenance and Rehab Act Special Revenue $ - $30,600
Community Facilities District No. 1 Special Revenue $ - $2,071,182
Community Facilities District No. 5 Special Revenue $1,134 $631,988
Community Facilities District No. 6 Special Revenue $ - $31,600
Landscaping & Lighting Maint. District No. 2 Special Revenue $ - $288,256
Park Development & Maintenance Tax Fund Special Revenue $ - $631,027
Traffic Safety/PD Grants Special Revenue $3,143 $ -
CDBG HUD Entitlement Special Revenue $ - $56,065
Grants and Other Reimbursables Special Revenue $ - $92,640
Supplemental Law Enforcement Grant Special Revenue $ - $173,673
Community Park Fees Capital Projects $ - $6,674
Capital Construction Tax Capital Projects $ - $530,918
Oak Tree Mitigation Capital Projects $ - $20,633
Whitney Ranch Trunk Sewer Project Capital Projects $ - $1,400
Public Facilities Impact Fees Capital Projects $ - $18,406
Wetlands Maintenance Permanent $ - $2,427
Conservation Easement Endowment Fund Permanent $ - $1,134
Fleet Management Internal Service $ - $48,300
Total $5,942,031 $5,942,031
Source: Rocklin, 2022a
Transfers are used to: (1) move revenues from the fund that the statute or budget requires to collect
them to the fund that the statute or budget requires to expend them; and (2) to move receipts restricted
to debt service from the funds collecting the receipts to the debt service fund as debt service payments
become due. The majority of the funds were transferred to the General Fund at approximately $5.4
million. Funds are moved from Special Revenue, Capital Projects, and Permanent and Internal Service
Funds into the General Fund in order to pay for the specific needs of that year’s budget based on what
those funds can be used for. A more detailed discussion of the General Fund can be found in the next
section.
8.3.2 General Fund
This section discusses the General Fund financing components for the City of Rocklin and identifies the
General Fund revenue sources and expenditures currently being experienced by the City. All City services
are funded by the General Fund except Special Revenue Funds, Capital Project Funds, Debt Service Fund,
Internal Service Funds, and Permanent Funds, which are restricted for specific purposes. This section will
discuss revenues for the General Fund and provide an analysis of General Fund revenues and expenditures
divided into two sections: 1) the ACFR’s for the last five years; and 2) the two most recent City budgets
for FY 2022/2023 and FY 2023/2024.
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8.3.2.1 General Fund Revenues
Major sources of the City’s General Fund revenue come from property tax, sales and use tax, and fees and
charges for services. Addi�onal revenue sources include fines and forfeitures, use of money and property,
intergovernmental revenues, transfers in from other funding sources and other revenues. Property taxes,
sales taxes, and fees and charges for services will be discussed in greater detail below.
Property Tax
Annual property tax revenue is used as a fiscal indicator for ci�es. Although property tax revenue can be
rela�vely stable, it does lag approximately two years behind changes in market condi�ons. Property taxes
make up the largest component of General Fund revenues at 37 percent of total General Fund revenue.
Property taxes have risen steadily since the recovery from the 2008 recession, due to a combina�on of
rising home values and new home construc�on. Figure 8-7 below shows the amount of property tax
collected each fiscal year from FY 2009/2010 through FY 2023/2024 from the City’s FY 2023/2024 Annual
Budget Report (Rocklin, 2023). The FY 2023/2024 Annual Budget es�mates approximately $24 million in
property tax revenue, an increase of 8.2 percent compared to FY 2022/2023. In 2022, the volume of home
sales decreased as home purchases became more expensive overall for home buyers primarily due to the
Federal Reserve repeatedly raising interest rates. Although this trend is an�cipated to con�nue through
FY 2023/2024, the City does not an�cipate there to be enough supply in the market to lead to acute price
declines.
Figure 8-7: Historic Property Tax Revenues (FY 2009/2010 – FY 2023/2024)
Prior to Proposition 13, each local government (city, county, special district, and school district) annually
approved a general tax rate which was transmitted to the County Auditor-Controller to be levied against
the assessed value of each property within that local jurisdiction’s boundary. Proposition 13 capped the
total amount that can be levied on any given property to one (1) percent of the assessed value of the
property prior to Proposition 13 or the value of the property at the time ownership changed, whichever
is more recent. Included in this cap is an annual escalator of no more than two (2) percent annually.
Proposition 13 removed the ability for local jurisdictions to raise revenue by property tax, effectively
locking in the rate of increase. In 1979, Assembly Bill (AB) 8 was adopted which called for the splitting of
the given property tax proportionally among all local governments providing service to that property (Chu,
2016). According to the California State Controller, the basic premise of AB 8 is to allocate to each local
government entity the amount it received in the prior year, plus a share of the property tax growth within
each entity’s boundaries. The revenue allocation of the one (1) percent general property tax levy is
calculated pursuant to Revenue and Taxation Code §96.5 (California State Controller, 2019). The property
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taxes are collected by the County then allocated to the ci�es. Approximately 12.7 percent of ad valorem
property taxes levied in Rocklin come back to the City.
Sales Tax
Annual sales tax revenue is used as a fiscal indicator for cities because it can help determine sensitivity to
changes in local economic conditions, possibly impacting the ability of cities to fund and provide services.
Sales tax has risen steadily since a recession low of $5.7 million in FY 2009/2010 as shown in Figure 8-8
below (Rocklin, 2023).
Figure 8-8: Historic Sales Tax Revenues (FY 2009/2010 – FY 2023/2024)
Sales taxes are the second largest source of General Fund revenues and are anticipated to account for 32
percent of all General Fund monies. For FY 2023/2024 sales tax revenues are anticipated to total
approximately $21.2 million, a 4.7 percent increase compared to the previous FY 2022/23 revised budget.
FY 2023/24 sales tax revenue is anticipated to only modestly increase due to a slowdown in taxable
merchandise spending. Motor vehicle dealerships, which are the City’s largest business type, are
projected to generate less sales tax revenues as auto inventory available for sale is increasing from historic
lows after recent supply chain disruptions and computer chip shortages ease. Used car prices are also
declining on the wholesale market as quantities ease. In addition, general retail sales were steady or
declined for the 2022 calendar year, a trend that is likely to continue for the next fiscal year. According to
City staff, sales tax is volatile and can change quickly; therefore, staff constantly monitor sales tax
revenues for signs of above or below budget performance. The current sales tax rate in Placer County and
the City of Rocklin is 7.25 percent. The 7.25 percent is distributed to various agencies with 1 percent of
the 7.25 percent going to the City of Rocklin.
Fees and Charges
Local government has the ability to implement fees to fund City facilities, infrastructure, and services.
Through enactment of Rocklin Municipal Code Chapter 3.32, the City maintains a service fee cost
comparison system for the purpose of recovering some or all of the costs reasonably borne for providing
services of a voluntary and limited nature through fees for those services, so that general taxes are not
diverted from general services of a broad nature and utilized instead to subsidize such services of limited
benefit. Annually, the City reviews and updates service fees, rental fees, regulatory fees, and
penalties/fines to reflect changes in costs reasonably borne. In order to implement fee updates for the
calendar year, the Finance Division in the Administrative Services Department presents the annual
Schedule of Fees to the City Council for adoption by resolution, and the new and increased fee amounts
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adopted become effective January 1 of the next calendar year. The most recent Schedule of Fees for the
City was adopted by City Council in the fall of 2023 and became effective January 1, 2024 accessible here:
https://www.rocklin.ca.us/sites/main/files/file-attachments/rocklin_fee_schedule.pdf?1708463091.
8.3.2.2 Annual Comprehensive Financial Reports (FY 2017/2018 – FY 2021/2022)
In the Annual Comprehensive Financial Reports (ACFRs), the General Fund is used to account for resources
traditionally associated with the City, which are not required legally or by sound financial management to
be accounted for in another fund. The General Fund pays for the City’s general operating expenditures,
the fixed charges, and the capital costs that are not paid through other funds. Figure 8-9 on the next page
shows revenues and expenditures for the General Fund from FY 2017/2018 through FY 2021/2022
including transfers in and transfers out (Rocklin, 2018; 2019; 2020; 2021; 2022a).
The General Fund is a combination of other funds, which include:
• General Fund: The primary operating fund of the City. It is used to account for all activities except
those legally or administratively required to be accounted for in other funds;
• Quarry Park Amphitheater Events: This is a general fund type fund that accounts for the special
event activities hosted by the Parks and Recreation Department at the Quarry Park Amphitheater;
• Quarry Park Adventures Reserve: This is a general fund type fund that accounts for a set aside
for Quarry Park Adventures operating shortfalls, to be used as needed for deficits, up to the
amount specified in the contract with the park operator;
• Streets Maintenance Reserve: This is a general fund type fund. These committed funds are set
aside to be used for the maintenance of streets and roads;
• Economic Development Reserve: This is a general fund type fund that accounts for committed
funds previously set aside to be used for economic development activities;
• Technology Fee: This fund accounts for fees collected to cover the cost of e-commerce and
related technology systems;
• Retirees Health: This fund accounts for monies to fund the Retirees’ Health premium payments
and to fund the Retirees’ Health Trust. Budget policy requires 5% of any annual General Fund
unreserved surplus to be transferred to the Retirees’ Health fund;
• Boroski Landfill Monitoring: This fund accounts for costs to monitor the Boroski Landfill;
• American’s with Disabilities Act (ADA): The ADA is a civil rights law that prohibits discrimination
against individuals with disabilities in all areas of public life, including all public and private places
that are open to the general public. This fund accounts for monies used for services and
improvements to facilities for individuals with disabilities (City of Rocklin, 2023).
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Figure 8-9: General Fund Revenues and Expenditures (FY 2017/2018 – FY 2021/2022)
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Revenues for the General Fund have mostly increased over the last five years. The dip in revenues for FY
2019/2020 was likely due to the COVID-19 pandemic stay-at-home order which reduced the City’s
program revenues. Taxes for the City have continued to increase year over year. While revenues have
increased, expenditures have fluctuated with a slight increase between FY 2017/2018 and FY 2018/2019.
The 15 percent increase (approximately $8.4 million) in expenditures between FY 2018/2019 and FY
2019/2020 was due to the strategic use of reserve funds. The City transferred approximately $3 million
from the General Fund excess reserves to the Risk Management Fund and made additional discretionary
contributions to the City’s IRS Section 115 trust fund for retirees’ health and pension unfunded accrued
liability (UAL). This was a strategic decision to reduce the City’s liabilities (City Staff, personal
communication, February 21, 2024).
Costs for public safety which includes police and fire services have continued to increase year over year,
increasing by 36 percent over the five-year period. Parks and recreation costs have also slowly increased
year-over-year. For the last five years, expenses have outpaced revenues only in FY 2019/2020, while
revenues have exceeded expenses for the other fiscal years as shown in Figure 8-10 on the next page.
Figure 8-10: General Fund Revenues Over/(Under) Expenditures (FY 2017/2018 – FY 2021/2022)
$10,717,659
$3,699,736 $2,904,986
$1,039,523
$0 -
($10,289,711)
FY 2017/2018 FY 2018/2019 FY 2019/2020 FY 2020/2021 FY 2021/2022
For FY 2021/2022, General fund revenues totaled approximately $60.1 million, and expenditures totaled
approximately $54.4 million. Transfers-in from other funds totaled $5.4 million, transfers-out totaled
$416,000, resulting in a net increase in General Fund balance of $10.7 million. This fund balance increase
is primarily attributed to increases in tax revenues. Within the General Fund for FY 2021/2022,
approximately $21.56 million was unassigned. A breakdown in percentage of the General Fund Balance
by committed, unassigned, non-spendable, and total fund balance for the last 10 fiscal years can be found
in Figure 8-11 below.
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Figure 8-11: General Fund Balance for Last 10 Fiscal Years
The balance for the City’s General Fund has trended upwards with a large drop in 2020 due to the strategic
use of reserve funds and reduced revenue resulting from the COVID-19 pandemic. The City recovered
quickly from the pandemic in 2021 and continued to see gains to the fund balance through 2022.
Unassigned amounts to the fund balanced have also increased, making up 54.73 percent of the City’s
General Fund in 2021 and 44.91 percent in 2022. Committed funding totals have decreased by
approximately 20 percent, making up a smaller percentage of the City’s General Fund balance since the
COVID-19 pandemic.
8.3.2.3 City Budgets (FY 2022/2023 – FY 2023/2024)
General fund revenue projections for FY 2023/2024 include an 8.2 percent increase in property taxes and
a 4.7 percent increase in sales tax for a total anticipated revenue of $68.3 million. These increases are due
to rising home values and sales growth by City businesses. Future projections show moderate increases
as consumers are spending less on discretionary taxable merchandise (Rocklin, 2023).
Expenditures for FY 2023/2024 are budgeted at approximately $67.4 million broken down into $65.9
million for operations and $1.5 million for capital expenditures. The most significant City costs in the
General Fund are related to personnel, which comprise approximately $46 million. Public Safety (police
and fire services) totals $32 million. In FY 2023/2024, 6.53 net new positions were added. As part of the
budget process, the City projects a five-year General Fund forecast as shown in Table 8-3 below (Rocklin,
2023).
Table 8-3: General Fund 5-Year Forecast
FY 2022/2023* FY 2023/2024 FY 2024/2025 FY 2025/2026 FY 2026/2027 FY 2027/2028
Revenues
General Revenue $ 60,349,100 $ 65,671,700 $ 65,887,586 $ 67,312,321 $ 68,491,065 $ 70,220,883
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FY 2022/2023* FY 2023/2024 FY 2024/2025 FY 2025/2026 FY 2026/2027 FY 2027/2028
Other Sources $ 2,414,600 $ 2,613,100 $ - $ - $ - $ -
Total Revenues 62,763,700 $ 68,284,800 $ 65,887,586 $ 67,312,321 $ 68,491,065 $ 70,220,883
Expenditures
Operations $ 57,272,800 $ 62,905,600 $ 63,996,700 $ 65,751,100 $ 67,670,700 $ 69,657,300
Capital
$ 4,349,000 $ 2,451,100 $ 615,300 $ 847,700 $ 804,200 $ 855,300
Improvements
Transfers Out $ - $ 2,054,900 $ 336,800 $ 318,700 $ 299,700 $ 303,400
Contribution to
Operating $ 1,099,300 $ 788,100 $ 189,075 $ 358,925 $ 404,975 $ 420,800
Reserve
Total Expenses $ 62,721,100 $ 68,199,700 $ 65,137,875 $ 67,276,425 $ 69,179,575 $ 71,236,800
Revenues
Over/(Under) $ 42,600 $ 85,100 $ 749,711 $ 35,896 $ (688,510) $ (1,015,917)
Expenditures
Source: City of Rocklin, 2022; 2023.
*The FY 2022/2023 data was taken from the FY 2022/2023 Annual Budget. All other data is from the FY
2023/2024 Annual Budget 5-year Forecast table.
Though the General Fund has enjoyed excess revenues compared to expenditures for the last three fiscal
years and is projected to continue to have revenues exceed expenditures for the next two fiscal years, the
City is projected to face deficit spending for the General Fund beginning in FY 2026/2027. In addition, the
five-year projection model from the FY 2022/2023 budget to the FY 2023/2024 budget increased the
amount of deficit spending and projected that the deficit spending would begin a year earlier. This
suggests that though the City’s General Fund is currently in a robust and stable financial position, three
years into the future, the City could be facing an unstable financial situation with expenditures beginning
to outpace revenue.
The City’s General Fund revenues and expenditures trends for FY 2020/2021 through FY 2023/2024
budgets can be seen in Table 8-4 below. In FY 2023/2024, the majority of revenues for the City’s General
Fund are anticipated to be from property taxes (36.6%) and sales taxes (31.2%) followed by all other
sources at 8.7 percent. Other sources are made up of transfers from other funds such as special revenue
funds (City of Rocklin, 2023). Approximately 12.6 percent of ad valorem property taxes levied in Rocklin
go to the City. The current sales tax rate of 7.25 percent is distributed to various agencies with 1.0 percent
going to the City of Rocklin (City of Rocklin, 2021; 2024).
Table 8-4: General Fund Revenues and Expenditures (FY 2023/2024 Budget)
Actual Actual Revised Approved
FY 2020/2021 FY 2021/2022 FY 2022/2023 FY 2023/2024
Revenues
Property Taxes $20,385,992 $21,600,497 $22,191,300 $24,006,800
Sales Tax $20,217,932 $21,366,903 $19,572,200 $20,487,500
Sales Tax - Public Safety $524,829 $658,054 $636,800 $669,800
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Actual Actual Revised Approved
FY 2020/2021 FY 2021/2022 FY 2022/2023 FY 2023/2024
Business License Tax $411,436 $417,138 $415,400 $419,600
Short Term Rental Permit $ - $695 $ - $2,100
STR Transient Occupancy Tax $3,381 $15,629 $18,000 $18,000
Transfer Tax $720,525 $900,285 $600,000 $540,000
Transient Occupancy Tax $685,515 $959,236 $1,422,000 $1,320,000
Utility Franchise Tax $2,351,705 $2,443,215 $2,416,800 $2,465,100
Licenses and Permits $5,316,248 $4,557,219 $3,535,600 $3,917,550
Fines, Forfeitures, & Penalties $84,257 $146,092 $88,100 $88,600
Charges for Services $2,406,187 $2,344,115 $2,347,900 $2,602,450
Intergovernmental $1,606,847 $1,534,818 $648,200 $688,200
Miscellaneous $380,389 $616,886 $194,400 $206,700
Use of Money & Property $756,537 $138,961 $1,330,100 $2,495,600
Other Sources $5,560,718 $4,861,210 $5,391,400 $5,743,700
Total Revenues $61,412,498 $62,560,953 $60,808,200 $65,671,700
Expenditures By Department
City Council $44,008 $89,291 $97,800 $99,400
City Manager's Office $922,586 $1,071,578 $1,154,900 $1,561,900
City Attorney's Office $875,970 $878,160 $2,118,400 $1,142,400
City Clerk's Office $322,224 $324,053 $398,000 $329,000
Administrative Services $3,488,183 $2,457,011 $4,694,700 $6,137,100
Community Development $4,500,682 $4,604,337 $5,553,300 $6,014,100
Fire Department $11,183,681 $12,363,717 $12,465,000 $13,580,750
Parks & Recreation Department $4,044,932 $4,377,866 $6,769,800 $6,524,900
Police Department $18,569,885 $19,328,096 $21,680,100 $23,931,150
Public Works $3,471,868 $3,310,957 $5,501,800 $4,972,100
Non-Departmental $2,041,530 $1,219,572 $4,971,400 $3,118,800
Total Expenditures $49,465,549 $50,024,638 $65,405,200 $67,411,600
Revenues Over/(Under)
$11,946,949 $10,783,562 $(4,597,000) $(1,739,900)
Expenditures
Source: Rocklin, 2023
Expenditures for the City’s General Fund are broken down by department. For all fiscal years studied in
Table 8-4 above, the Fire Department and the Police Department make up over half of all expenses for
the City’s General Fund. In FY 2023/2024, the Police and Fire Departments are anticipated to total 55.7
percent of expenditures followed by the Parks and Recreation Department at 9.7 percent as shown in
Figure 8-12 below.
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Figure 8-12: General Fund Expenditures FY 2023/2024 Budget
The FY 2023/2024 Budget shows expenditures exceeding revenues for the General Fund for the FY
2022/2023 Revised Budget by approximately $4.6 million and again for FY 2023/2024 by approximately
$1.7 million. In both years, the expenditures exceeded revenues by a much greater margin than
anticipated in the 5-year forecast. According to City staff, this change in expenditures exceeding revenues
greater than the 5-year forecast for FY 2023/2024 is due to the City’s new project carryforward policy
which was implemented starting in FY 2022/2023. The City’s revised expenditures budgets exceed
revenues because it includes unspent appropriations from prior years, which are being carried forward to
support ongoing projects until they are completed (City staff, personal communication, August 2024).
The City’s FY 2023/2024 Budget includes the General Fund beginning and end balance for each fiscal year.
Figure 8-13 below shows the revenues, expenditures, and general fund balance at the end of each fiscal
year. Though expenditures have outpaced revenues for the last two budgets, the City anticipates adding
approximately $1.1 million to the City’s General Fund balance at the end of FY 2023/2024. This is likely
through transfers from other funds into the General Fund. For FY 2023/2024, the budget includes
$5,743,700 transferred into the General Fund made up of $788,100 to Operating Reserve and $4,955,600
to General Fund Unreserved with only $2,054,900 transferred out of the General Fund.
Figure 8-13: General Fund Total Revenues, Expenditures, and Ending Fund Balance (FY 2020/2021
through FY 2023/2024)
$80,000,000
$38,423,900 $39,587,800
$60,000,000 $26,017,800 $27,446,000
$40,000,000
$20,000,000
$-
FY 2020/2021 FY 2021/2022 FY 2022/2023 FY 2023/2024
Revenues Expenditures Fund Balance End of Year
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The City is enjoying a robust General Fund balance, greatly exceeding its minimum reserve fund policy of
25 percent operational expenditures for the General Fund in FY 2023/2024, suggesting that the City is in
a stable financial position.
Recommendation: It is recommended that the City consider exploring alternative revenue sources for the
General Fund in the near future to keep pace with increases in costs associated with staffing,
maintenance, and operational expenses for City services.
8.3.3 Internal Service Funds
The City’s internal service funds are proprietary funds. Internal service funds account for charges to City
departments for services provided, on a cost reimbursement basis. For the City’s ACFRs, amounts paid to
acquire capital assets are capitalized as assets in the internal service funds financial statements.
The Fleet Management Internal Service Fund is used to account for the financing of the City’s fleet services
provided by one City department to other departments on a cost-reimbursement basis. The fund accounts
for the cost of maintenance of all City vehicles and a reserve to offset future replacement costs. The City
sets the minimum reserve target for this fund at the value of fleet replacement needs for the next five
years. The maximum target is the total purchase value of fleet assets. In addition, surplus in the General
Fund can be used to increase contributions needed to fund the Fleet Capital Reserve (Rocklin, 2021; 2023).
The Risk Management Internal Service Fund accounts for and finances the risk management functions for
the City. This includes general liability, workers compensation, property damage, dental, vision, and other
insurance expenditures, and also holds reserves for Self-Insured Losses and Disaster Contingency (Rocklin,
2021; 2023). The City operates a risk management and loss prevention program to minimize losses. The
City is also a member of the Northern California Cities Self Insurance Fund (NCCSIF), a Joint Powers
Authority, established to protect member resources by stabilizing risk costs in a reliable, economical, and
beneficial manner. NCCSIF provides coverage and services in risk management and claims management.
NCCSIF members’ historical loss data is used when budgeting for claims costs and expenses for the
upcoming fiscal year (Rocklin, 2023). Figure 8-14 below shows total revenues and expenditures for both
internal service funds combined as well as the ending fund balance from FY 2020/2021 through FY
2023/2024.
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Figure 8-14: Internal Service Fund Total Revenues, Expenditures, and Ending Fund Balance (FY
2020/2021 through FY 2023/2024)
$20,000,000
$15,784,406 $13,519,500
$13,998,225
$15,000,000
$16,412,500
$10,000,000
$5,000,000
$-
FY 2020/2021 FY 2021/2022 2022/2023 2023/2024
Total Revenues + Other Financing Sources Total Expenditures + Other Financing Sources
Fund Balances Ending
The FY 2020/2021 and FY 2021/2022 data is taken from the City’s ACFRs and include operating revenues,
operating expenses, nonoperating revenues (expenses), transfers in, transfers out, and capital
contributions. The FY 2022/2023 and FY 2023/2024 data is taken from the City’s annual budgets.
The Internal Service Funds had revenues exceeding expenditures for the two ACFR fiscal years and the
City anticipates expenditures to slightly exceed revenues for the two budgeted years. For the FY
2023/2024 Budget, approximately $3.94 million is set aside for Self-Insured Losses Reserve and Disaster
Contingency Reserve. According to City staff, the City met all policies for reserve requirements in the FY
2021/2022 ACFR. For FY 2023/2024, with over $3 million set aside for reserves, the City is maintaining its
reserve policies as it relates to the Internal Service Funds.
8.4 City Assets and Liabilities
This section details the City’s assets and liabilities from the most recent Annual Comprehensive Financial
Report dated June 30, 2022 (Rocklin, 2022a). The City’s Assets and Liabilities are presented in both the
Government-Wide Statement of Net Position and in the Governmental Funds Balance Sheet. Both are
duplicated in this section to give a full picture of the City’s Assets and Liabilities. Amounts reported for
governmental activities in the Government-Wide Statement of Net Position differed from the
Government Funds Balance Sheet because of the following:
• Capital assets used in governmental activities were not reported in the Governmental Funds
Balance Sheet;
• Interest payable on long-term debt did not require current financial resources and was not
reported as a liability in Governmental Funds Balance Sheet;
• Internal service funds are included in the governmental activities Statement of Net Position;
• Benefit plan adjustments have been reported as deferred outflows of resources and as deferred
inflows of resources in the Government-Wide Statement of Net Position;
• Certain revenues were recorded as deferred inflows of resources in the governmental funds
because they did not meet the revenue recognition criteria of availability. However, they were
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previously included as revenue in the Government-Wide Statement of Activities under the full
accrual basis;
• Liabilities were reported for certain revenues that were not available to pay current period
expenditures and were reported as unearned in the Governmental Funds Balance Sheet;
• The difference between the refunded debt and the refunding debt is reported as a deferred gain
or loss in the Government-Wide Statement of Net Position; and
• Long-term obligations were not reported in the Government Funds Balance Sheet.
8.4.1 City Assets
8.4.1.1 Government-Wide Statement of Activities
As of June 30, 2022, the City had approximately $471.9 million invested in assets as shown in Figure 8-15
(Rocklin, 2022a).
Figure 8-15: Government-Wide City Assets as of June 30, 2022
Approximately 67 percent of the City’s assets were capital assets ($326 million) land and parkland, as well
as equipment, machinery, vehicles, facilities and improvements, infrastructure, buildings and building
improvements. As of June 30, 2022, approximately $5 million of the capital assets included construction
in progress. Current and other assets increased by $34.8 million from the prior fiscal year. These increases
were attributed to increases in program revenues and tax revenues during the year. Capital Assets
decreased by $9.2 million from the prior fiscal year primarily due mainly to $16.7 million in depreciation
expense (Rocklin, 2022a).
Deferred outflows represent a consumption of net position that applies to a future period and will not be
recognized as an outflow of resources until that time. The City has two deferred charges, one for Other
Post-Employment Benefits (OPEB) Adjustments at $1,995,693 and one for Pension Adjustments at
$12,370,918. Deferred outflows decreased by $5.4 million due to $4.9 million contribution to the OPEB
plan for 2021 being recognized in 2022.
The City had approximately $109.2 million in cash and investments and $15.7 million in restricted cash
and investments. The City participates in the Local Agency Investment Fund (LAIF), an investment pool for
local governments and special districts managed by the State of California. The City also participates in
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the Placer County Treasurers Investment Portfolio, an investment pool for local governments, school
districts, and special districts in Placer County. As of June 30, 2022, the value of City investment in the
Placer County Treasurers Investment Portfolio fund was $8,463,470. This investment consists of treasury
notes and bills, other government bonds, and money market instruments (Rocklin, 2022a).
8.4.1.2 Total Governmental Funds
As of June 30, 2022, the City had approximately $135 million invested in assets in all funds as shown in
Figure 8-16. This is an increase of 34 percent from the previous year (Rocklin, 2022a).
Figure 8-16: Total Governmental Funds Assets as of June 30, 2022
For all City funds, cash and investments made up 71.5 percent of all fund assets at approximately $97.2
million, an increase of 26 percent (or approximately $19.9 million) from FY 2020/2021. Taxes amounted
to 4.3 percent of assets at approximately $5.8 million.
Loans receivable amounted to approximately $10.8 million, down from approximately $12.1 million in
FY 2020/2021. Through the City’s various programs, the City has loaned funds to qualifying individuals
and businesses. Interest rates for each loan varies depending on the terms of the loan and interest is
accrued on the loans that bear interest. A majority of the loans were made by the former Rocklin
Redevelopment Agency and are related to housing rehabilitation and low-income housing (Rocklin,
2022a). Table 8-5 indicates details of the City’s current loan portfolio.
Table 8-5: Loans Outstanding as of June 30, 2022
Outstanding
Loans Receivable Loan Bears Interest (Yes (Details)/No) Balance June
30, 2022
Highway 65 Sunset Blvd.
No $915,183
Interchange
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selbavieceR
City of Rocklin MSR/SOI Study – Final
Outstanding
Loans Receivable Loan Bears Interest (Yes (Details)/No) Balance June
30, 2022
William Jessup University Yes (2.15% per annum, final payment due July 1,
$1,507,534
Ave. 2024)
Community Development
No $310,714
Block Grant
First Time Home Buyers Yes (Varies and may be waived) $758,094
Down Payment Assistance Yes (Varies and may be waived) $1,010,667
Yes (3% simple interest, final payment date
Villa Serena II $486,102
dependent on residual receipts)
Yes (3% simple interest, final payment date
College Manor $650,000
dependent on residual receipts)
Yes (3% simple interest, final payment due December
Sunset Blvd $575,000
22, 2038)
Yes (3% simple interest, final payment due March 30,
Whitney Rocklin, LP $1,730,000
2039)
Yes (3% simple interest for 30 years then converts
HPD Shannon Bay amortizing loan with annual payment of $25,296, $436,049
final payment due January 11, 2040)
Yes (3% simple interest, final payment due March 30,
Whitney Rocklin, LP $2,100,000
2039)
Yes (3% simple interest for 30 years then partial
Placer West Housing Partners interest only payments of $2,000 as of December 22, $311,470
2009, final payment due December 21, 2040)
Yes (simple interest as determined by the
Placer County Flood Control
Construction Cost Index (CCI), full repayment $54,901
District
estimated by June 30, 2023)
Adventure Operations Loan Full balance repaid June 30, 2022 $ -
Total $10,845,714
The Adventure Operations loan was authorized by the City on June 30, 2019, for a total of $240,000 to
Adventure Operations to assist with meeting the demands of operating Quarry Park Adventures. The
agreement required Adventure Operations to replenish the City’s short fall account when net revenue at
Quarry Park Adventures was achieved (Rocklin, 2022a). The Adventure Operations loan was fully repaid
in February 2022 (City staff, personal communication, August 2024).
8.4.2 Liabilities and Debt
8.4.2.1 Government-Wide Statement of Activities
As of June 30, 2022, the City had approximately $79.4 million in liabilities in the Government-Wide
Statement of Activities as shown in Figure 8-17 below. Current Liabilities totaled approximately $11.4
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million while Noncurrent Liabilities totaled approximately $43.6 million. Total Deferred Inflows amounted
to approximately $24.4 million (Rocklin, 2022a).
Figure 8-17: Government-Wide City Liabilities as of June 30, 2022
The City’s Net Pension Liability makes up the greatest amount of debt at 36.2 percent of all City debt
followed by Pension Adjustments at 24 percent. From FY 2020/2021 to FY 2021/2022, long-term debt
decreased by $37.9 million. This decrease was due to the better-than-expected investment returns on the
CalPERS pension plan assets, which reduced the City’s proportionate share of the Net Pension Liabilities
by a net $28.7 million or 49.7 percent. Current and other liabilities for the City increased by approximately
$971,000 from the previous year as a result of an increase in Accounts Payable and accrued liabilities of
$1.4 million.
8.4.2.2 Total Governmental Funds
As of June 30, 2022, the City had approximately $19.7 million in debt in all funds and $3.5 million in
deferred inflows as shown in Figure 8-18. This is an increase of 34 percent from the previous year (Rocklin,
2022a).
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Figure 8-18: Total Governmental Funds Liabilities as of June 30, 2022
Accounts Payable and Accrued liabilities increased by 24 percent from the previous fiscal year and made-
up 31 percent of liabilities in the governmental funds. Unearned Revenues made up 34 percent of
liabilities and increased by approximately $3.5 million from the previous fiscal year.
In the Governmental Fund statements, Unearned Revenues arise when potential revenues do not meet
both the "measurable" and "available" criteria for recognition in the current fiscal period. Unearned
Revenues also arise when the government receives resources before it has a legal claim to them, such as
when grant monies are received prior to incurring the qualifying expenditures. In subsequent periods
when both revenue recognition criteria are met or when the government has a legal claim to the
resources, the Unearned Revenue is removed from the combined balance sheet and revenue is
recognized. The City recorded approximately $7.9 million in Unearned Revenues as of June 30, 2022. The
Streets Grants Fund balance decreased by $1.4 million between FY 2020/2021 and FY 2021/2022. The
$1.5 million deficit ending fund balance is made up of $1.4 million in Unavailable Revenues due to a timing
difference, and $17,600 in Unearned Revenues.
The $2,040,220 in labilities Due to Other Funds is created to eliminate any negative cash balances that
correspond with the asset Due from Other Funds as shown in Figure 8-16 above. For the FY 2021/2022
fiscal year, interfund receivables and payables consisted of $2,040,220 due to the General Fund with
$1,273,601 coming from the Streets Grant Fund and $766,619 coming from Nonmajor Funds. These due
to/from amounts were reversed out as of July 1, 2022 (Rocklin, 2022a).
8.4.2.3 Long-Term Liabilities
The City has the following long-term liabilities as of June 30, 2022 (Rocklin, 2022a):
1. 2016 Lease Revenue Bonds
Term of bonds: 25 years
Due within one year: $285,000
Outstanding: $8,188,464
On October 4, 2016, the Rocklin Public Financing Authority issued lease revenue bonds in the amount of
$9,455,000, at a premium of $688,769 in order to defease (retire the bond early) the outstanding 2003
certificates of participation and finance the acquisition and construction of various capital improvement
projects. The security for the bonds was the pledge of lease payment revenues received by the Authority
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under a lease agreement with the City. The term of the bonds was 25 years. Interest rates on the bonds
range from 2% to 5%. Principal payments ranging from $245,000 to $525,000 are payable annually on
November 1st and interest payments ranging from $7,875 to $164,363 are payable semi-annually on May
1st and November 1st, through November 1, 2041. The aggregate debt service savings was $15,000 from
this refunding.
2. Pacific Premier Bank Loan – RPFA Refunding
Length of loan: 8 years (Due September 1, 2025)
Due within one year: $486,348
Outstanding: $2,013,154
On July 1, 2017, the City, on behalf of Community Facilities Districts (CFD) 6, 8 and 9, agreed to borrow
from the Rocklin Public Financing Authority (Authority) an amount necessary to refund 1999 CFD special
tax bonds and pledged the special tax revenues levied in each CFD to the Authority. In the 2017 Special
Tax Revenue Refunding Loan Agreement, the Authority agreed to borrow from Pacific Premier Bank, the
funds necessary to refund the 1999 CFD special tax bonds and in turn, refund the 2003 Authority bonds.
The loan is secured by a pledge of the revenues received by the Authority from the 2017 CFD loan
payments. Pacific Premier Bank has no remedy against the City if special taxpayers in the CFD's fail to
make their payments. The loan was for $5,000,077 at a fixed interest rate of 2.2 percent and matures on
September 1, 2025. The refunding resulted in an economic gain of $1,989,923. The aggregate debt service
of the Pacific Premier loan was $233,844 less than the debt service requirements, of the refunded debt,
including cash prepayments during the refunding.
3. Sunset Whitney Recreation Area Note
Due within one year: $515,009
Outstanding: $1,031,943
On December 18, 2017, the City entered into a note payable with Sunset Whitney, LLC to pay $3,000,000
as a part of a $5,800,000 purchase of golf course land. Principal and interest payments are made on the
first of December each year and interest accrues at 2% of the outstanding principal balance per annum
for six years beginning December 31, 2018. According to City staff, this loan was fully paid off in FY
2023/2024 (City staff, personal communication, August 2024).
4. Claims Payable
Due within one year: $237,446
Outstanding: $2,832,097
The City has recorded a liability for potential claims in excess of amounts covered by the insurance pool.
On June 30, 2022, the City had a claims payable liability of $2,832,930. The City’s insurance coverage and
providers are shown in Figure 8-19 below.
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Figure 8-19: Insurance Coverage and Providers, June 30, 2022
The Northern California Cities Self Insurance Fund (NCCSIF) is a joint powers authority (JPA) that manages
a common pool of funds to be used to meet obligations for workers’ compensation benefits for employees
and provide excess liability insurance for its member cities. The City is one of twenty-one northern
California cities that are part of this JPA. The NCCSIF provides claims processing administrative services,
risk management services, and actuarial studies. The City’s equity investment in the NCCSIF of $1,146,893
is recorded in the Risk Management Internal Service Fund. Over the last three fiscal years, claims payable
has increased from approximately $1.87 million in FY 2019/2020 to approximately $2.83 million in FY
2021/2022, a 52 percent increase. According to City staff the increase is primarily attributed to rising rates
in an extremely hard insurance market. This is due to a previous soft market and increasingly severe losses,
including California wildfires, ice storms, hurricanes along the costs and international events (City staff,
personal communication, August 2024).
5. Net Pension Liability (CalPERS)
Due within one year: $ -
Outstanding: $28,826,839
The City’s net pension liability for its California Public Employees Retirement System (CalPERS)
Miscellaneous, Fire, and Police pension plans totaled $28,826,839 as of June 20, 2022. CalPERS provides
service retirement and disability benefits, annual cost of living adjustments and death benefits to plan
members. Benefits are based on age at retirement, highest salary for either a one- or three-year period
and years of credited service. The net pension liability in the June 30, 2022, ACFR is divided into
$13,866,538 for the Miscellaneous Plan and $14,960,301 for the Fire and Police Safety Plans. The amount
for the Fire and Police Safety Plans are measured as the proportionate share of the net pension liability
while the Miscellaneous plan’s net pension liability is a direct calculation based on its actuarial study and
is not proportionate.
6. Net Other Post-Employment Benefits (OPEB) Liability
Due within one year: $ -
Outstanding: $234,349
The Net Other Post Employment Benefit (OPEB) liability is the cumulative difference between annual
OPEB cost and an employer’s contributions to a plan. The City provides certain health care benefits for
eligible retired employees through the CalPERS under the Public Employees’ Medical and Hospital Care
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Act (PEMHCA). This is a single-employer defined-benefit postemployment healthcare benefits plan.
Eligible retirees may enroll in any of the available CalPERS medical plans. As of June 30, 2022, the benefit
terms covered 235 active employees and 177 inactive employees.
The City makes contributions, based on an actuarially determined rate, which are approved by the City
Council. Total contributions during FY 2021/2022 were $1,784,999. Total contributions included in the
measurement period were $4,039,433. The actuarially determined contribution for the measurement
period was $1,393,298. The City’s contributions were 15.10 percent of covered employee payroll during
the fiscal year ended June 30, 2022. Employees are not required to contribute to the plan.
7. Compensated Absences
Due within one year: $1,698,440
Outstanding: $3,710,102
Compensated absences are the accumulated earned but unused leave for City employees’ vacation and
compensatory time based on City policies and up to limits agreed upon by individual employee bargaining
units. This debt in the ACFR is estimated based on historical trend analysis.
Unfunded Accrued Liability (UAL) CalPERS
On behalf of its full-time employees, the City contributes pension payments to CalPERS, a multiple-
employer public employee defined benefit pension plan. CalPERS generates its funding obligations from
employee contributions, employer contributions, and investment earnings. Each year, CalPERS estimates
the value of the retirement obligation versus projected revenue. The difference is called unfunded
accrued liability (UAL). UAL is the accumulated pension debt that was not covered by contributions in the
past and continues to roll forward year-over-year, and increase. Interest is paid on the UAL to replace the
lost interest had those assets been in the trust earning investment earnings (CalPERS, 2018a). UALs must
be funded by agencies and are spread out over 20 to 30 years. Each employer in the CalPERS system has
annual payments that are comprised of the Normal Cost (percent of payroll which is shared between
employer and employee) and payment towards amortization of the UAL (CalPERS, 2018b). The agencies
that participate in CalPERS are required to meet the UAL payments every fiscal year. According to CalPERS,
as of June 30, 2022, the City had a total Unfunded Accrued Liability of approximately $70.4 million as
shown in Table 8-6 below (CalPERS, 2022a; 2022b; 2022c; 2022d; 2022e).
Table 8-6: CalPERS Plans and Unfunded Accrued Liability, June 30, 2022
Plan Present Value of Benefits Funded Ratio Unfunded Accrued Liability
Miscellaneous $129,807,626 72.4% $30,621,255
PEPRA Safety Fire $4,656,834 88.5% $64,976
PEPRA Safety Police $10,350,470 89.9% $233,119
Safety Fire $71,155,340 72.4% $16,933,066
Safety Police $98,523,017 73.2% $22,549,807
Total $70,402,223
Source: CalPERS, 2022a; 2022b; 2022c; 2022d; 2022e
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In order to maintain the fund above 50 percent, CalPERS anticipates increases in employee contribution
rates through FY 2024/2025 (CalPERS, 2022). As shown in Figure 8-20, projected employer contribution
payments, which include UAL, by public agencies are anticipated to increase by 3.5 percent for public
agency miscellaneous payment plans over the next seven fiscal years, from 25.4 percent in FY 2021/2022
to 28.9 percent in FY 2024/2025. Public agency safety plans are also expected to increase over the next
seven fiscal years by 3.4 percent.
Figure 8-20: Anticipated Employer Contribution Rates (FY 2022/2023 through FY 2027/2028)
(Source: CalPERS, 2022)
Figure 8-21 on the next page shows the employer contribution requirements for the City by the
Miscellaneous and Safety payment plans from FY 2022/2023 through FY 2025/2026. These amounts are
the minimum required employer contributions for each fiscal year with an estimate for required
contributions for FY 2025/2026. For the fiscal year ended June 30, 2022, the City contributed $3,090,721
for the Miscellaneous plan and $4,279,287 for the Safety plans (CalPERS, 2020a; 2020b; 2020c; 2020d;
2020e; 2021a; 2021b; 2021c; 2021d; 2021e; 2022a; 2022b; 2022c; 2022d; 2022e).
The contribution requirements shown in Figure 8-21 do not reflect any cost sharing or employee
contributions. Some employers may pay employee contributions also, but this is not reflected in the
information shown. The contribution requirements are for July 1 of each year. Changes in plan benefits,
the funding period, prepayments, or other contract changes may also not be reflected in the figure below.
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Figure 8-21: City Employer Contribution Amounts for UAL Payment Plans from FY 2022/2023 through
FY 2025/2026
$3,500,000 $3,298,300
$3,020,706
$3,000,000
$2,517,011 $2,437,143
$2,500,000
$2,491,000
$2,486,425
$2,000,000 $2,278,378 $2,265,676
$1,500,000
$1,000,000
$500,000
$0
FY 2022/2023 FY 2023/2024 FY 2024/2025 FY 2025/2026
Miscellaneous PEPRA & Safety Plans
Anticipated pension costs are considered low risk when a city’s pension costs are not anticipated to exceed
five percent of the City’s total government revenue. For FY 2025/2026, the City’s total anticipated pension
contribution is $5,789,300. The consultants calculated the average annual growth rate for the City’s total
government revenue from FY 2018/2019 through FY 2023/2024 using the ACFR’s Government-Wide
Statement of Activities and the two City Budgets. Though the revenue for the City fluctuated between
years, the average annual growth rate was five percent. Assuming this growth rate were to continue to
FY 2025/2026, the City’s total revenues would be approximately $126,787,500. Five percent of this would
be $6,339,375, meaning that the City’s contribution amount would be considered low risk. However, with
the total anticipated contribution expected to be $5,789,300, only approximately $550k of excess revenue
is left. Though the City would meet this metric for FY 2025/2026 if trends were to continue, a small
reduction in total government revenue over the next two years could leave the City in a riskier financial
position.
The City has anticipated increases in pension contributions and has continued to pay down its UAL through
its Pension Liability Policy (recently updated from the previous Unfunded Pension Liability Reduction
Policy). The City has now set a reserve target, with a minimum target of achieving at least an 80% funded
status based on the most recent valuation report, and a maximum target of 100% funded status based on
the most recent valuation report, with excess surplus (City staff, personal communication, August 2024).
For the two budgets analyzed for this MSR/SOI Update, the General Fund (100) fund was projected to
operate at a small surplus of $42,600 for FY 2022/2023 and $85,100 for FY 2023/2024 (Rocklin, 2022b;
2023). According to City staff, in addition to paying down the UAL, the City has contracted with Public
Agency Retirement Services (PARS) to establish an Internal Revenue Service (IRS) Section 115 trust. This
non-revocable trust was established to provide funding in the event the City needs to meet its pension
obligations or pay down UAL (City staff, personal communication, August 2024).
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8.5 Net Position
This section details the City’s Net Position from the most recent Annual Comprehensive Financial Report
dated June 30, 2022. The City’s Net Position are presented in both the Government-Wide Statement of
Net Position and in the Governmental Funds Balance Sheet (Rocklin, 2022a). Both are duplicated in this
section to give a full picture of the City’s Net Position.
8.5.1 Government-Wide Statement of Activities
Figure 8-22 on the next page shows the City’s net position in the Government-Wide Statement of Activities
for FY 2021/2022 at approximately $406.8 million. The Net Position includes approximately $52.3 million
in unrestricted funds, approximately $40.8 million in restricted funds and approximately $313.7 million
net investment in capital assets. The assets of the City exceeded its liabilities by about $416.8 million at
the end of FY 2021/2022. The City’s total net position strengthened by an increase of $35.2 million
compared to the previous year (Rocklin, 2022a).
8.5.2 Total Governmental Funds
Figure 8-23 on Page 205 shows the City’s net position in the Total Governmental Funds Balance Sheet for
FY 2021/2022 at approximately $112.6 million. The Net Position includes approximately $19.4 million in
unrestricted funds, approximately $52.4 million in committed funds, approximately $40.3 million in
restricted funds, and approximately $546k in non-spendable funds. The assets of the City’s funds
exceeded its liabilities by about $116.1 million at the end of FY 2021/2022. The City’s Total Governmental
Fund net position strengthened by an increase of approximately $27.6 million compared to the previous
year (Rocklin, 2022a).
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Figure 8-22: Government-Wide Net Position as of June 30, 2022
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Figure 8-23: Total Governmental Funds Net Position as of June 30, 2022
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8.6 Asset Management and Replacement
8.6.1 Capital Improvement Plan 2024-2028
The City reviews capital improvement projects annually (budget cycle) and the funding strategies for those
projects every five years. The most recent Capital Improvement Plan (CIP) for the City was approved on
June 27, 2023, and spans 2024 through 2028. The CIP is a planning document to ensure that the municipal
infrastructure and equipment are appropriate and adequate to serve the needs of the City of Rocklin and
the residents the City serves (Rocklin, 2024a).
The City prepares the CIP separately from the Operating Budget in order to provide more thorough and
detailed descriptions of the projects and equipment. The City prioritizes projects based on the following:
Each year, all projects and equipment included in the plan are reviewed, and requests for
new projects and equipment are considered. Pursuant to the City’s Strategic Plan and long-
range planning objectives, each request is analyzed according to need, relative priority, and
the City’s ability to implement it using available resources. Existing capital projects are
reassessed annually to determine if adjustments are needed due to changes in conditions
or needs.
Factors such as Federal, State, and safety regulations, demands due to increased
population, potential for increased efficiencies, maintenance of existing service levels and
funding availability are all analyzed. Additionally, projects defined as part of the City’s
Strategic Plan are given high priority.
The CIP Committee compiles projects and equipment and makes recommendations to the City Council for
approval. The CIP Committee is comprised of staff from various departments. The most recent CIP
Committee included the City Manager, Director of Public Works, Director of Administrative Services,
Deputy Director of Administrative Services, Director of Community Development, Director of Parks and
Recreation, Fire Chief, Police Chief, Public Works Manager, Public Works Administrative Analyst, and
Public Works Business Technician (Rocklin, 2024a).
The Committee made the following recommendations for the most recent CIP:
Sixteen (16) Previously Approved Projects: 5. City Hall Office Space Study and
Remodel
1. ADA Transition Program - Housing and
6. Granite Drive Median
Urban Development (HUD) Specific
7. Mission Hills Reconstruction Phase IV
Areas
8. Monument Springs Bridge
2. ADA Transition Program - Non-Housing
9. Park Play Structure Replacements
and Urban Development (HUD) Areas
10. Pavement Rehabilitation
3. Aguilar Road Improvements
11. Police Department HVAC and Roof
4. Annual Road Maintenance Program
Replacement
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12. Reserve Apparatus Storage Five (5) In-Progress Projects Completing in FY
13. Rocklin Road / Sierra College Corridor 2023/249:
Multimodal Enhancements
1. Fire Station 24 Security
14. Sierra College Blvd. Widening (Schriber
2. Fire Station 25 Privacy
to Dominguez)
3. Fire Station 25 Security
15. Stormwater Pipe Replacement Program
4. Bike Pump Track
16. Sunset Whitney Recreation Area
5. Sunset Whitney Recreation Area
Improvements
Restrooms
Fourteen (14) Unfunded Future Projects:
1. City Hall HVAC Refurbishment
2. Community Center Renovation
3. Farron Street Railroad Crossing
Pedestrian Improvement
4. Johnson Springview Community Park
Parking Lot
5. Kathy Lund Community Park Parking Lot
6. Kathy Lund Community Park Picnic
Pavilion
7. Pacific Street - Curb, Gutter, and
Sidewalk
8. Park Drive Resurface and Restripe
9. Public Safety Training Center
10. Quarry District Alley Work
11. Railroad Avenue Northwest Extension
12. Sunset Blvd. Sidewalk
13. Sunset Park Trail Phase A
14. Whitney Ranch Pkwy and University
Avenue Roundabout
One (1) Equipment:
1. Fire Station Alerting
9 When projects are in-progress, but not fully completed by the end of the budgeted fiscal year, the project’s remaining
expenditure budget may carry-forward into the following fiscal year to allow for project completion.
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The CIP Committee and City staff manages the CIP on an ongoing basis throughout the fiscal year and
provides progress reports when needed; evaluates new opportunities; and resolves any unforeseen
issues. The CIP projects and equipment are categorized in the following groups:
• Facility Improvements: Facility Improvements vary in scale and type and are necessary to
maintain operations, expand capacity or efficiencies, or to increase the life of the facility. These
projects can also provide opportunities to improve access so that programs and services are more
easily available.
• Roadway Improvements: Roadway Improvements include construction of new streets;
reconstruction of existing streets; and provisions for the widening or improvement of existing
thoroughfares including the acquisition of rights-of-way (ROW), traffic signals, and other related
traffic capacity and safety needs.
• Stormwater Pipe Improvements: Improvements or capital repairs to the City’s stormwater pipe
system.
• Parks and Trails Improvements: Improvements relative to parks and trails include the
implementation of various park plans and trails, and the upgrading and construction of additional
improvements.
• Future Improvements: The Future Improvements section includes any improvements that are
currently not funded; some of which may be contingent on the growth of the City and the
demands on the current infrastructure.
• Equipment: Equipment used for City operations that are not permanently attached to real
property.
A summary of the capital improvement costs by category for each fiscal year can be seen in Table 8-7
below.
Table 8-7: 2024-2028 CIP Summary
Category FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Total
Facility
$1,508,700 $- $- $- $- $1,508,700
Improvements
Roadway
$13,189,500 $21,630,500 $22,268,900 $7,330,000 $1,805,000 $66,223,900
Improvements
Stormwater Pipe
$632,500 $632,500 $632,500 $632,500 $632,500 $3,162,500
Improvements
Parks & Trails
$1,000,000 $304,800 $212,800 $425,600 $207,000 $2,150,200
Improvements
Equipment $275,000 $- $- $- $- $275,000
Total $16,605,700 $22,567,800 $23,114,200 $8,388,100 $2,644,500 $73,320,300
Source: Rocklin, 2024a
The City of Rocklin’s 2024-2028 CIP is thorough and transparent, providing a detailed accounting of future
planned capital improvements by category as well as by funding source. Of the funds that will be utilized
for the CIP, the greatest amount of funding will come from the SB 325 Sales Tax Fund at 32.3 percent
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($19,554,400) followed by Streets Grants funding at 30.7 percent ($17,416,100) and Traffic Circulation
Impact Fees at 19.4 percent ($10,304,200). Of the anticipated capital improvements, approximately
$21.15 million is unfunded (Rocklin, 2024a).
8.6.2 Fleet Replacement
The Public Works Department operates and maintains the City’s fleet of vehicles and coordinates with
Capital Improvement Projects. For the FY 2023/2024 budget, the City anticipated the following new fleet
equipment and fleet replacements as shown in Table 8-8 below (Rocklin, 2023).
Table 8-8: Fleet Replacement and New Equipment FY 2023/2024
Fleet Equipment (New) Department Fund Name (Number) Total Cost
Code Enforcement Vehicle Community General (100)/Fleet (500) $38,000
Development
Fire Prevention Vehicle (New) Fire General (100) $83,000
Parks Irrigation Technician Parks & General (100)/CFD No.5 (232)/Fleet $50,000
Truck Recreation (500)
Parks Maintenance Worker Parks & General (100)/CFD No.5 (232)/Fleet $50,000
Truck Recreation (500)
Parks Truck and Chipper Parks & General (100)/CFD No.5 (232) $120,000
(New) Recreation
Police Crime Scene Police General (100)/Fleet (500) $150,000
Investigation Van
Police Marked Patrol Units (2 Police General (100) $180,000
New)
Police Marked patrol Units Police General (100)/Fleet (500) $360,000
Police Unmarked Vehicles Police General (100)/Fleet (500) $135,000
Police Volunteer Vehicle Police General (100)/Fleet (500) $37,500
Landscape Maintenance Public Works CFD No. 5(232)/Gas Tax (210)/LLMD $50,000
Worker Truck No. 2 (235)/Fleet (500)
Public Works Supervisor Truck Public Works CFD No. 5(232)/Gas Tax (210)/LLMD $37,500
No. 2 (235)/Fleet (500)
Total Cost $1,291,000
Source: Rocklin, 2023
The California Office of Administrative Law approved the Advanced Clean Fleets (ACF) Regulation in
September 2023. The ACF requires all medium and heavy-duty vehicle sales in California be zero emission
beginning with model year 2036. The regulations also require state and local government agencies to
transition to electric vehicles. Starting January 1, 2024, 50 percent of total vehicle purchases for the fleet
each calendar year must be zero emissions vehicles and starting January 1, 2027, 100 percent of total
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vehicle purchases for the City’s fleet in each calendar year must be zero emissions vehicles (CARCB,
2022)10.
The required transition to electric vehicles is a complex issue that will require additional infrastructure to
handle the charging of the new fleet, additional training for maintenance of these vehicles, likely
operational challenges with storing and maintaining electric vehicles, as well as the increased costs
associated with purchases of electric vehicles to replace necessary City fleet vehicles every year. It is not
clear how these new regulations will impact the City’s ability to finance fleet replacements, nor how
extensive the costs will be to buildout the infrastructure and staffing needed to manage this new type of
vehicle.
Recommendation: It is recommended that the next MSR review the impacts that the electrification of
fleet vehicles may or may not have had on the City’s financial position.
8.7 Financial Summary
8.7.1 Future Challenges
The consultants for this study queried City staff regarding any programmatic or new regulatory
requirements that could have an impact on the City’s financial position. The City responded to the Request
for Information (RFI) with the following statement:
The electrification of fleet vehicles and SB 1383 regulations has had notable impact on the
City. To address this, the City applied for and successfully awarded an SB 1383 grant. The
grant is being used to help offset a portion of the implementation cost. Additionally, the
City is exploring various strategies to manage and address the associated cost for the
electrification of fleet vehicles (Rocklin, 2024b).
Information on electrification of fleet vehicles can be found in Section 8.6.2 above. SB 1383 regulations
went into effect on January 1, 2022. The regulations aim to divert 50 percent of organic waste from
landfills below 2014 levels by 2020, and 75 percent by 2025. SB 1383 also requires that jurisdictions
conduct education and outreach on organics recycling to all residents, businesses (including those that
generate edible food that can be donated), haulers, solid waste facilities, local food banks, and other food
recovery organizations. Western Placer Waste Management Authority (WPWMA) is the regional agency
that provides recycling and waste disposal services for Lincoln, Rocklin, Roseville and Placer County.
WPWMA operates a Material Recovery Facility located at the landfill to help Placer County meet the
state’s waste reduction goals. The WPWMA through a Joint Powers Agreement with the member agencies
has the authority to establish appropriate fees and charges for use of the landfill site (Placer LAFCO, 2005).
It is likely that costs from SB 1383 are borne by each member agency, though the City did not provide the
consultants with any additional details.
10 More information regarding ACF can be found here: https://ww2.arb.ca.gov/sites/default/files/barcu/regact/2022/acf22/ac/
acffro11.pdf.
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In addition to those new regulations mentioned above, the City of Rocklin is near buildout with very
limited opportunities for annexation. However, City staff and leaders are taking proactive steps to shift
priorities from one of growth to long-term sustainability. The City’s website states, “With few remaining
large, undeveloped parcels and no opportunities for annexation, City leaders are shifting their focus from
one of growth to long-term sustainability. Rocklin must ensure that the City’s high quality of life can be
sustained in the years to come. This shift in focus requires innovative thinking, but also allows for
unprecedented opportunities.” Lack of growth could impact the growth of sales tax and property tax
revenues, of which the City relies on. This could leave the City with limited options to increase revenues
to meet ever increasing costs for services as well as provide competitive salaries for staff.
8.7.2 Economic Factors and Outlook
According to the City’s FY 2021/2022 audited financial statements, following the unprecedented
disruptions to the basic functioning of the economy caused by the coronavirus pandemic, the overall
economic recovery happened quickly and more robustly than many anticipated. This recovery provided a
surge of revenues in City funds, helped the City significantly improve the City’s budgetary position in fiscal
year 2021/2022 and into fiscal year 2022/2023. Factors that were considered in the development of the
fiscal year 2022/2023 budget included:
• Property tax revenues are expected to remain optimistic, growing by seven percent from fiscal
year 2021/2022 as a result of a robust housing market and continued development of residential
homes in the City;
• Sales tax revenues are projected to increase by 14 percent from the fiscal year 2021/2022 budget
due to strong online purchases and vehicle sales; and
• Increases are expected to the insurance premium and worker’s compensation rates (City of
Rocklin, 2022).
The City’s FY 2023/2024 Budget includes a summary of some of the challenges the City will be facing in
the future:
Some of the ongoing challenges are increasing labor costs and liabilities that continue to compete
with the priorities and needs of our community. Insurance premiums and workers’ compensation
costs continue to increase and are expected to increase by $2.4 million over the period of the
forecast. Therefore, it is important to continue to maintain a sufficient level of fund balance,
strategically using one-time resources in mitigating future challenges, as well as proactively
seeking opportunities to diversify City funding sources.
Though the City is in a stable financial position, future forecasts for the General Fund suggest that the City
could be operating with expenditures exceeding revenues beginning in FY 2026/2027 (two fiscal years
from now) if not sooner. Fire and Police services make up approximately 55 percent of City expenditures
with costs for these services only likely to continue to rise. The City’s net pension liability as well as its
unfunded accrued liability are significant and could impact the City’s ability to provide services in the
future. New regulations, such as the electrification of fleet vehicles, are additional costs the City was not
anticipating. The City’s key management practices provide a financial safety net for the City and include
building reserves, financially sound rules on how surplus is spent, and rules that support fiscal
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sustainability. The City is well managed and has adequate staff to maintain and plan for future services. It
is likely that, with continued solid management of the City’s financial resources and proactive measures
to locate alternative funding sources, the City will be able to maintain its high level of existing services and
have capacity to serve the residents of the City as well as any small growth that may occur through the
life of this report.
8.7.3 California Auditor Fiscal Health Dashboard11
The California Auditor has developed a Local Government High Risk Dashboard for all cities within the
State. The California Auditor’s analysis has concluded that the City of Rocklin’s Overall Risk of Financial
Distress was LOW four of the five fiscal years analyzed, including FY 2016/2017, FY2017/2018, FY
2018/2019, and 2020/2021. The Auditor’s risk assessment is summarized in Figure 8-24 below and was
based on many fiscal variables, which are presented in Appendix K.
Figure 8-24: California Auditor City of Rocklin Fiscal Health
There were ten risk factors analyzed for each fiscal year. For FY 2020/2021, the City’s Overall Risk was Low
with five risk factors falling in the “Moderate” or “High” risk categories. The Auditor added detailed
descriptions under each risk factor. These descriptions have been directly copied from the dashboard and
pasted in the list below as follows:
11 The California State Auditor’s Office (State Auditor) removed the Local Government High-Risk Dashboard from its website on
October 1, 2023. The reason for removing the dashboard was to prioritize staff resources to focus on completing the audit for
the State of California’s Annual Comprehensive Financial Report (ACFR).
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• General Fund Reserves: This city has enough funds set aside in reserves to cover its expenses
for about 8 months in the event of a fiscal emergency, such as an economic recession, and its
reserves have been growing, on average, by 4 percent annually.
• Debt Burden: This city's long-term debts equate to only 20 percent of the city's total
government revenues, indicating it has substantial capacity to pay its debts. In order to be low
risk for debt burden, a city’s debt should ideally not exceed 40 percent of total government
revenue.
• Cash and Investments (Liquidity): This city has enough cash and investments to cover 487
percent of its unpaid bills at year end. Similar to a checking account balance, this indicator
measures the cash and investments a city has in its general fund at the end of the fiscal year
to pay its bills. In order to be low risk, a city should have enough cash and investments to pay
150 percent of its bills in the near future.
• Pension Funding: This city’s unfunded pension obligations are substantial compared to its
total government revenues. A city’s unfunded pension obligations represent the amount of
additional funds it would need to set aside to make all promised pension payments to its
employees. Greater unfunded pension obligations mean that a city will have to make higher
contributions to its pension plan over time.
• Retiree Health and Dental Obligations (Other Post-Employment Benefits Obligations): This
city’s unfunded obligations for retiree health and dental benefits are relatively small compared
to its total government revenues. A city’s unfunded obligations for retiree health and dental
benefits represent the amount of additional funds it would need to set aside to make all
promised payments to its employees for other post-employment benefits. Greater unfunded
retiree health and dental obligations mean that a city will have to make higher contributions
to its OPEB plan over time.
• Revenue Trends: This city’s revenues have increased, on average, 6 percent annually over the
last few years. Modest growth in general fund revenues may give the city some flexibility to
respond to economic changes and pay rising costs of services.
• Pension Obligations: This city’s unfunded pension obligations are substantial compared to its
total government revenues. A city’s unfunded pension obligations represent the amount of
additional funds it would need to set aside to make all promised pension payments to its
employees. Greater unfunded pension obligations mean that a city will have to make higher
contributions to its pension plan over time.
• Retiree Health and Dental Funding (Other Post-Employment Benefits Funding): This city’s
OPEB plan, which covers other post-employment benefits like health and dental for retired
employees, has enough assets to fund 77 percent of employees’ OPEB costs. A city with an
OPEB plan without sufficient assets may have to make higher contributions over time. For a
city’s OPEB funding to be low risk, the city should have enough assets in its OPEB plan to fund
more than 80 percent of its employees’ OPEB costs.
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• Pension Costs: This city’s current annual contributions to its pension plan are moderate
compared to its total government revenues. This indicator measures how much the city
currently needs to contribute to its pension plan annually to ensure the plan can afford to pay
employees in the future. For a city’s pension costs to be low risk, annual pension contributions
should not exceed 5 percent of the city’s total government revenue.
• Future Pension Costs: This city’s projected annual payments to its CalPERS pension plan in
fiscal year 2028-2029 are significant compared to its current total government revenues. This
indicator projects the future annual amount the city will need to contribute to its pension plan
to ensure the plan can afford to pay retired employees. For a city’s pension costs to be low
risk, annual pension contributions should not exceed 5 percent of the city’s total government
revenue.
Overall, the State Auditor’s opinion in the Dashboard for FY 2020/2021 was that residents may expect
that the City of Rocklin will continue to provide essential services, such as fire, police, road maintenance,
and parks. Although the City’s overall financial position is relatively strong, the City must continue to plan
for its long-term financial future. The Dashboard also included a city ranking by region for overall risk. For
the Sacramento Region, Rocklin was ranked 7th compared to local cities and 256th statewide for FY
2020/2021.
City staff provided consultants with the following comment: “The State Auditor’s pension obligation is
based on FY 2020-21 data, which likely references the CalPERS actuarial valuation as of June 2020, when
the City had a significant unfunded accrued liability (UAL). Since then, the City has made substantial
Additional Discretionary Payments (ADPs), significantly reducing its UAL. For example, the June 30, 2020,
valuation report showed a UAL of $30.5 million (69.2% funded status), which was reduced to $18.5 million
by June 30, 2021 (82.6% funded status), reflecting the City's efforts to address its unfunded pension
obligations.” (City staff, personal communication, October 2024)
Recommendation: It is recommended that the City plan for increases in future pension costs through FY
2028/2029.
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Chapter 9. Status and Opportunities for Shared
Facilities
This section details any efforts the City has made to reduce costs and share facilities with neighboring
entities. Information in this section is broken out by opportunities for cost avoidance and shared facilities,
for the police department, parks and recreation, and public works, as well as overall City strategies.
9.1 Overall
The City participates in multiple Joint Powers Authorities (JPAs) or joint decision-making efforts as it
relates to the provision of municipal services. These are listed as follows:
• Placer County Flood Control and Water Conservation District (PCFCWCD): This District’s Board
Members are comprised of one member from each City and Town Council in the County, two
members from the County Board of Supervisors and one member selected at-large by the County
Board of Supervisors. The purpose of the District is to address flood control, drainage, and
stormwater management issues arising with developmental growth occurring in the region
(PCFCWCD, 2024);
• Placer County Air Pollution Control District (PCAPCD): The District has a nine-member elected
Board of Directors drawn from the County and area cities. The District is the regulatory agency
responsible for improving air quality throughout Placer County (PCAPCD, 2023);
• Placer County Transportation Planning Agency (PCPTA): The PCPTA is the regional transportation
planning agency for Placer County and also represents Placer jurisdictions in federal planning and
programming issues. The PCTPA Board of Directors consists of one councilmember from each of
the six incorporated cities in Placer County, two members from the Placer County Board of
Supervisors and one citizen representative (PCTPA, 2024a);
• South Placer Regional Transportation Authority (SPRTA): The SPRTA is a JPA comprised of the
cities of Lincoln, Rocklin, Roseville, and the County of Placer. The Authority was formed for the
purpose of implementing a Regional Transportation and Air Quality Mitigation Fee to fund
specified regional transportation projects. SPRTA is governed by a Board of Directors representing
the JPA member jurisdictions and is staffed by the Placer County Transportation Planning Agency
(PCTPA, 2024b);
• Highway 65 Joint Powers Authority (JPA) Fee Program: The cities of Roseville and Rocklin along
with Placer County, formed this JPA for the purposes of funding four interchanges on Highway 65.
The fee program assesses fair-share costs to each jurisdiction based on their impact on the
individual improvements from new development. City of Roseville serves as staff to the JPA and
administers the fee program (City of Roseville, 2024).
• Collect City development fees for shared capital improvement projects with neighboring agencies,
which include for Dry Creek Watershed Drainage Fee; Highway 65 Interchange Improvement Fee;
Placer County Capital Facilities Impact Fee; and the South Placer Regional Transportation Agency
Fee;
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• Western Placer Waste Management Authority (WPMWA): The WPMWA is a regional agency
established in 1978 through a joint exercise of powers agreement between Placer County and the
cities of Lincoln, Rocklin, and Roseville (member agencies) to own and operate a regional recycling
facility and sanitary landfill (WPWMA, 2024); and
• Pioneer Community Energy JPA: Pioneer Community Energy is a local not-for-profit provider of
electricity. The governing board consists of elected representatives from ten member agencies
including El Dorado County and Placer County Board of Supervisors and the City Councils of
Auburn, Colfax, Lincoln, Placerville, Rocklin, Nevada City, Grass Valley and the Town of Loomis.
The agency started providing electricity services in 2018 to Auburn, Colfax, Lincoln, Rocklin,
Loomis and most of unincorporated Placer County (Pioneer, 2024).
The City also jointly owns Irrigation facilities with the Whitney Oaks Homeowners Association, the
Whitney Oaks Golf Club, and the City services the landscape medians, parkways, and park areas
surrounding the Whitney Oaks Community (Rocklin, 2024). The City periodically reviews agreements for
shared facilities, services, and any other appropriate agreements to ensure fiscal neutrality. The last
review was conducted about one year ago (City staff, personal communication, August 2024).
The City is a signatory to two JPAs: 1) the “Joint Exercise of Powers Agreement Among the City of Lincoln,
the City of Rocklin, the City of Roseville, and the County of Placer for the Planning Design, Financing,
Acquisition and Construction of Regional Transportation Improvements,” which addresses regional
transportation improvements, which could include non-motorized transportation improvements such as
pedestrian and bicycle facilities that also double as recreational facilities; and 2) the “Joint Powers
Agreement of the Sacramento Area Council of Governments,” which addresses regional planning issues
such as transportation, housing, and land use. Similar to the JPA for Lincoln, Rocklin, Roseville, and Placer
County above, regional transportation and land use improvements developed under this JPA could include
non-motorized transportation improvements such as pedestrian and bicycle facilities that also double as
recreational facilities.
When asked about service efficiency and cost savings opportunities, City staff informed the consultants
that the City is required to go through competitive bidding when procuring goods or services to ensure
the selection of the lowest and responsible bids. The City utilizes contractors to manage seasonal and
temporary spikes in workload where appropriate, aiming to reduce overhead and operational costs. In
addition, the City is currently evaluating and implementing many recommendations identified in an
organizational assessment conducted for the Community Development Department. The organizational
assessment is a multi-year project, and the consultants were not informed as to the current status of the
process (Rocklin, 2024). No additional information was provided to LAFCO. No other opportunities for cost
avoidance or facility sharing were identified by City staff. The City generally takes advantage of
opportunities for shared facilities with neighboring entities.
9.2 Police Department
The City’s Police Department participates in mutual aid agreements that are activated during a declaration
of emergency/natural disasters with neighboring agencies. In addition, the Department participates in
reciprocal law enforcement jurisdiction agreements with multiple agencies across the state (Rocklin,
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2024). Neighboring law enforcement agencies to the City include the City of Roseville Police Department,
the City of Lincoln Police Department, and the Placer County Sherriff’s Office. No other details regarding
these agreements were provided to the consultants or LAFCO for this study.
The Department does not participate in any JPAs, joint use agreements or provide law enforcement
services to areas that are outside of the City’s boundaries. There are no areas identified by Department
staff that the City currently provides services which might be served more efficiently by another agency.
The Police Department does have active service contracts with the Rocklin Unified School District (RUSD)
and Sierra Community College District (Rocklin, 2024). No additional details regarding these contracts
were provided to LAFCO.
In an effort to provide a higher level of service at minimal increase of costs, the Police Department has
focused on technology such as automatic license plate readers and real time crime center software. The
Department plans to continue to use technology and leverage social media for community outreach. This
allows for minimal staff to reach thousands of Rocklin residents for general information and in times of
crisis (Rocklin, 2024). No other opportunities for cost avoidance or facility sharing were identified by City
staff.
9.3 Parks and Recreation Department
The City Parks and Recreation Department maintains an existing Joint Use Agreement with the Rocklin
Unified School District (RUSD) for the use of two high school pools (Whitney High School pool and Rocklin
High School pool) and one gymnasium (Clark Dominguez Gym). The agreement obligates the City and
RUSD to pay portions of the cost of maintenance, utilities, and other expenses related to the complexes.
It also outlines how much time will be provided to each party for pool use. The time of pool use allocated
to the City through this agreement is in turn allocated to Rocklin Swim Team through the City/Wave
agreement. This agreement expires on February 13, 2031 (Rocklin, 2024). Sharing of these facilities saves
both the City and RUSD for costs and staffing. Currently, there are no joint-use agreements between the
City and RUSD for use of school fields after school hours and school use of City recreational facilities. The
City could consider expanding the existing Joint-Use Agreement with RUSD for use of other facilities that
may be shared between the two entities.
Parks and Recreation Department staff were queried as to whether there are any areas that the City
currently provides parks and recreation services that might be served more efficiently by another agency
or if there are areas outside of the City boundary that the Department is providing servers. Staff indicated
that there are no areas that might be served more efficiently by another agency and that there are no
areas outside of the City boundary were services are currently being provided. No other opportunities for
cost avoidance or facility sharing were identified by City staff.
Recommendation: The City could consider additional Joint-Use Agreements to allow public use of school
fields after school hours and school use of City recreational facilities.
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9.4 Public Works Department
The City has invested in pipelining where feasible instead of remove-and-replace strategies. Public Works
utilizes a staffing strategy where the Department has a lean full-time-employee team which is
complimented by consultants, contractors, and part-time-employees. As economic seasons ebb and flow,
so does the Department’s usage of consultants, contractors, and part-time-employees which helps keep
overhead and operations manageable (Rocklin, 2024). No other opportunities for cost avoidance or facility
sharing were identified by City staff.
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Chapter 10. Municipal Service Review Determinations
Based on the information included in this report, the following written determinations make statements involving each service factor which the
Commission must consider as part of a Municipal Service Review. The determinations listed below are based upon data presented in this report
for the City of Rocklin and are recommended to the Commission for consideration. The Commission’s final MSR determinations will be part of a
Resolution which the Commission formally adopts during a public meeting.
Scoring for the determinations in Table 10-1 below are as follows:
▲ Above Average (compared to similar Agencies), ● Average, ▼ Below Average, ◆ Statement of Fact (not rated).
Table 10-1: Summary of MSR Determinations for the City of Rocklin
Indicator Score Determination
Population and Growth
Existing Population (2023) ◆ The City estimates a population of 71,179 in 2023.
The City’s mid-growth scenario assumes an increase in population of 5 to
7 percent every 5 years. However, the 5-year incremental increases from
2010 to 2020 ranged from 6.2 percent to 15.1 percent. Based on the
population in 2020 of 71,290 persons and in 2023 of 71,179, the City is
Projected Population in years 2035 and 2040 ◆ generally following the mid-growth scenario. Based on the number of
‘under construction dwelling units’ (418) and the number of ‘approved
dwelling units’ (7,631), the City will exceed the current General Plan
holding capacity. If all of these units are constructed the City’s population
will balloon to 81,760.
Chapter 10 Determinations Page 221 of 266
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The City contains sufficient land area to accommodate projected growth
in line with the City’s mid-growth scenario. The City will likely rapidly
reach buildout within the next five years.
City boundaries contain sufficient land area to accommodate
● Recommendation: It is recommended that the Annual Progress Reports
projected growth.
for the City’s General Plan and Housing Element either be posted, or a
reference to their location posted, on the General Plan portion of the
City’s website. In addition, it is recommended that the Regional Housing
Needs Allocation/Plan be analyzed during the next MSR/SOI cycle.
The City's General Plan was adopted in 2012 and is now 12 years old. The
City adopted its Housing Element in 2021 and revised it in 2024. The City
The City adopts and maintains a General Plan that is sufficient to General Plan is nearing the end of its useful life as buildout will rapidly be
inform LAFCO actions. The General Plan includes analysis of the ● reached. The City may wish to consider an update to the General Plan in
City’s population at buildout. the near future to plan for the expected population increase beyond the
City’s current growth horizon.
The City’s job/housing ratio is approximately 1.28. This is close to a
commonly accepted healthy jobs-to-housing balance of between 1.3 and
1.6.
The City has a balanced jobs to housing ratio. ●
Recommendation: It is recommended that when LAFCO provides a more
comprehensive update to the City’s SOI, the Regional Housing Needs
Allocation/Plan be analyzed.
Government Structure and Accountability
The City has a robust community outreach program and solicits feedback
from residents on future planning and public design opportunities. The
City keeps residents up to date on City news via its website and invites all
Public engagement is encouraged, and the City’s plans and programs
▲ website visitors to subscribe to the City newsletter for additional
reflect citizen input.
information. The City holds special meetings and public workshops as
needed to solicit citizen input such as strategic planning and budget
workshops.
Chapter 10 Determinations Page 222 of 266
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The City makes the current agenda available on an integrated agenda
management platform with a link to this platform from the homepage.
Meeting agendas and minutes are downloadable and electronically
searchable on the City’s “City Council Agendas and Minutes” page.
However, minutes are not linked through the City’s search browser. The
City Council agendas and minutes are also not electronically searchable
by common internet browsers.
City Council and related public meetings are noticed, accessible to
▲
the public, and conducted according with the Brown Act.
The City and its representatives have a solid record of adherence to the
requirements of the Brown Act, the Political Reform Act, and similar laws.
The City complies with the requirements of the Brown Act 2016 Updates
described in AB 2257.
Recommendation: It is recommended that the City provide results for
Council minutes and agendas in its search browser.
(1) Some Councilmembers’ FPCC forms are found under “Statement of
Economic Interest” on the City website, and some of the members
have filed forms that are in the eRetrieval system.
(2) The City’s website indicates that City Councilmembers complete
ethics training, but does not post certificates of completion of initial
Elected City Councilmembers submit required forms and receive
or bi-annual ethics training.
required trainings as prescribed by:
(3) the City Councilmembers participated in sexual harassment
(1) the Political Reform Act;
▲ prevention training and ethics training. Therefore, the City Council is
(2) Assembly Bill 1234 (Salinas, 2005); and
in compliance with Gov. Code 53237 et. seq and Assembly Bil 1234.
(3) Government Code 53237 et. seq.
Recommendations: It is recommended that all information for FPCC
forms be placed in one location such as the eRetrieval system. It is
recommended that the City add ethics training certificates to the City
website for greater transparency and that the City includes information
on compliance with Gov. Code 53237 et. seq on their website.
Chapter 10 Determinations Page 223 of 266
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The City website meets the requirements of the Brown Act 2016
The City’s current and past budgets can be found on its website as well as
updates as described in Government Code §54954.2 and enacted by
financial statements, compensation reports and other relevant public
Assembly Bill 2257. Contact information, financial statements, ▲
information. The City website meets the requirements of the Brown Act
compensation reports, and other relevant public information are
2016 updates.
available on the City website.
The City has been involved in several claims or lawsuits each year in the
last three years. However, the number of lawsuits experienced by the
City is in the normal range for a City of this size.
The City has not been the subject of a Placer County Grand Jury inquiry
specific to Rocklin, but has been included in recent reports that the
The City has or has not been the subject of current litigation and/or Placer County Grand Jury releases annually, along with other municipal
●
grand jury inquiry. agencies (Cities and County) in Placer County. Many of the Grand Jury’s
findings are disputed by the City.
Recommendation: For transparency purposes, it is recommended that
the City consider adding specific line items to its annual budgets or an
annual report related to litigation (amounts paid to claims, court awards,
excess staff time, etc.).
Disadvantage Communities
The statewide annual median household income (MHI) in California for
the year 2020 was $91,905 (U.S. Census, 2022). Eighty percent of the
The median household income is identified. The DUC threshold MHI
statewide MHI (2021) equals $73,524, the threshold used to determine
(80 percent of the statewide MHI) is clearly stated. The MHI in the ◆
which geographic areas qualify for classification as a disadvantaged
City’s SOI is described.
community. There are no DUCs within the City’s SOI and no DUCs
adjacent to the City’s SOI.
Chapter 10 Determinations Page 224 of 266
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Indicator Score Determination
All areas within the City’s SOI receive essential municipal services of
Potential DUCs are considered. The provision of adequate water, water, wastewater, and structural fire protection (or acceptable private
wastewater, and structural fire protection services to DUCs is ◆ alternatives). Therefore, no communities within the existing City of
considered. Rocklin SOI lack public services and no health or safety issues have been
identified.
Public Services and Infrastructure
Law Enforcement Services
The RPD maintains a vast array of divisions, units, and services that
support residents and visitors to the City. These services are well
managed and staffed with adequate equipment and facilities. The
Department has experienced a high number of complaints over the last
two years when compared to prior years. Department Annual Reports
provide less information about complaints than prior years. The number
The City provides police services to residents and visitors in the City. ▲
of Use of Force incidents has also increased over the last two years.
Recommendation: It is recommended that the Department add detailed
information on complaints and the outcomes of those complaints
(Unfounded, Exonerated, Not Sustained, Sustained) to provide
transparency to future annual reports.
The RPD’s training manual was last updated in November 2017. The
Department maintains training standards that exceed those mandated by
Police department staff regularly conduct trainings as required by POST. RPD receives its policy framework from Lexipol, the recognized
▲
state and/or federal regulations. expert in police policy, utilized by the vast majority of police agencies in
California. In addition, RPD reviews policies and procedures on a
continuous basis.
The City maintains a robust Capital Improvement Plan that that sets forth
The City has adequate facilities and equipment to meet the current the City’s capital improvements for the next five years. The Department’s
▲
and future needs of the department. needs as outlined in the CIP are generally met through the City’s long-
range financial planning.
Chapter 10 Determinations Page 225 of 266
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Indicator Score Determination
The Police Department’s existing facilities are adequate to meet service
The City has planned for replacement of aging infrastructure and
▲ needs now and into the future. The Department continually replaces
equipment.
necessary equipment and vehicles through the Budget process each year.
Average response times for officers on all priority call types are within
Incident response times for the department are within Department
▲ the Department’s goals suggesting that staffing is adequate to meet all
goals.
call types.
The Rocklin PD Communications Center is staffed with ten (10) public
safety dispatchers and two (2) supervisors. According to the 2022 Annual
The City Communications Center meets CalOES standards of 95% of Police Report, 95.38 percent of the 18,437 911 calls to the Dispatch unit
calls answered within 15 seconds. Staffing for dispatch is sufficient to ▲ were answered within 15 seconds. This is a third of a percent above the
meet current needs. 95 percent standard set by CalOES. This suggests that the Rocklin
Communications Center has adequate staff and is able to handle the
volume of 911 calls received.
The City has a current ratio of 0.89 officers per 1,000 residents. This is
The City has adequate staff to meet current and future demand. ● similar to other agencies in the area. The Department expressed the need
to increase staffing to meet current needs.
Parks and Recreation Services
The City of Rocklin maintains 581 acres of parks, including 29
neighborhood parks, 5 community parks, 3 special use parks, and 10
miles of multi-use trails. Since the 2017 Parks and Trails Master Plan was
adopted, four new parks and approximately two additional miles of trails
The City provides sufficient facilities and services to meet future
▲ have been developed, for a total of 37 parks, over 10 miles of trails. The
demands.
City is also pursuing the implementation of a 2021 Master Plan for the
Sunset Whitney Recreation Area, including the construction of 16 new
pickleball courts. The City has actively developed new facilities and
continues to do so, and is on track to meet and exceed future demand.
Chapter 10 Determinations Page 226 of 266
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Indicator Score Determination
A review of the National Recreation and Parks Association (NPRA) 2023
Agency Performance Review suggests that the City is maintaining
adequate ratios of residents per park and acres of parkland per 1,000
residents when compared to other agencies nationwide with similar
populations. The City provides programming activities similar to other
agencies nationwide. For outdoor parks and recreation facilities, the City
is providing a higher level of services for residents compared to national
agencies with a similar population for many facilities. For inadequate
The General Plan standard of 5.0 acres of parkland per 1,000 service areas, the City has grants in place to construct facilities or has
residents is met. The City meets benchmarks for parks and active plans in place which provide the opportunity to pursue funding for
▲
recreation services and has sufficient facilities to meet current the construction of needed facilities, and the City is actively pursuing
demands. those funding opportunities. In addition, the City continues meet
benchmarks similar to other local parks and recreation agency providers
in the region.
Recommendation: It is recommended that the City develop specific
strategies and benchmarks to measure more qualitative service levels
such as public satisfaction with various characteristics of park facilities.
This could be accomplished through public surveys, website feedback
mechanisms, and assessments relative to surrounding jurisdictions.
The City adopted a Parks and Trails Master Plan in 2017 with a 20-year
planning horizon. The City has multiple plans to review infrastructure for
current and future needs including a Capital Improvement Plan (2018), a
Reserve Study (2023), an Open Space Annual Monitoring Report (2021),
and a Development Impact Fee Study (2022). These plans and programs
The City has adopted and maintains a Park and Recreation Master address existing infrastructure needs and the needs of future
Plan that meets the requirements of General Plan Policy Action Step development. The 2017 Parks and Trails Master Plan includes a policy to
OCRA-13 within the Open Space, Conservation and Recreation update the Plan every five years; however, the City is not in the process
●
Element. Service plans are regularly updated to ensure that of updating any documents related to park and recreational facilities
infrastructure needs, and deficiencies are addressed in a timely planning or programming. The City should consider initiating an update
manner. process soon to comply with its adopted policy.
Recommendation: It is recommended that a future Parks and Trails
Master Plan includes a detailed inventory and assessment of all parks and
recreation infrastructure that provides defined metrics to determine and
plan for future infrastructure needs, repairs, and replacements.
Chapter 10 Determinations Page 227 of 266
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Indicator Score Determination
The City has internal construction, playground, irrigation, and backflow
certified inspectors that continuously review infrastructure and provide
recommendations to the Capital Improvement Projects (CIP) team. The
City has two reserve studies, both updated in 2023, to provide guidance
over the next 10 years of funding needed and the lifecycle of assets.
Every park within the City has an unfunded reserve, however the study
identifies the amount that will be contributed each year toward paying
down the unfunded reserves. For parks funded by the General Fund, as
of 2023, there was an unfunded reserve of $4,765,580. By 2033, the total
ending reserve balance for these parks will be $472,563. For CFD 5
funded parks, as of 2023, there was an unfunded reserve of $4,245,734.
The City has planned for replacement of aging park infrastructure By 2033, the total ending reserve balance for all parks within the CFD will
●
and has preventative maintenance measures be $591,875.
Recommendation: An evaluation of the Park Development and
Maintenance Tax should be conducted to determine whether the tax is
sufficient to fund operations and maintenance, and whether a new tax or
other funding mechanism (with an inflationary adjuster) should be
pursued. The City can also pursue other maintenance funding
mechanisms such as corporate sponsorships or joint use with non-profit
organizations. It is also recommended that the City identify an acceptable
threshold for the unfunded reserve to define a goal amount for each
funding source and that a 15 to 30-year horizon be identified which may
provide a more realistic timetable for paying down the unfunded reserve.
Stormwater, Drainage, and Road Maintenance Services
The City’s Public Works Department is responsible for maintaining
roadway conditions, drainage, and appearance. The City performs an
inventory of the entire road network on a rotating basis to determine
where maintenance is needed. The City funds roadway improvements,
The City provides adequate road maintenance services. ▲ maintenance, and necessary expansions annually through the CIP process
and is able to fund the majority of the anticipated projects. Some funding
is expected from grants to offset unfunded costs. City staff identified that
future challenges will include maintenance efforts related to unfunded
state mandates
Chapter 10 Determinations Page 228 of 266
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The City has a well-functioning stormwater and drainage network that
discharges stormwater into the creeks that transect the community. City
staff proactively maintain the infrastructure system through routine
maintenance practices and review all development plans to ensure that
the drainage systems are adequate to handle stormwater flows. Working
closely with regional partners, the City and neighboring agencies have
produced plans and policies to manage flood control issues, pollutants,
The City provides adequate stormwater and drainage services to and to plan for future storms. The City complies with all state regulations
▲
reduce flooding and meet state regulations. and continues to develop, replace, and maintain infrastructure to have an
effective stormwater management program and system. Existing planning
documents identify areas prone to flooding and the City utilizes best
practices to reduce flooding and increase public awareness around
stormwater pollution.
Recommendation: It is recommended that the City provide updated data
regarding creek water testing to the City’s website for transparency.
The City’s Capital Improvement Plan includes references to the
Stormwater Assessment Report conducted by Michael Baker International
in 2015 which identified major outfall work and other pipes that are
reaching the end of their life cycle. This report includes recommended
phasing for replacement of infrastructure and associated costs. City staff
informed the consultants that the City has invested in pipelining where
feasible instead of remove-and-replace strategies for service efficiency
and to reduce costs. City staff identified that future challenges include
The City has planned for replacement of aging stormwater and maintenance efforts related to unfunded state mandates In addition, the
●
drainage infrastructure. City works collaboratively with neighboring agencies and the County to
address stormwater issues on a regional scale.
Recommendation: It is recommended that the City provide the
stormwater assessment report on the City’s website and add to the
existing disclaimer window upon initially entering the Community Map
tool that the stormwater system information is only available for viewing
at a specific scale or zoom level. It is also recommended that the next MSR
review existing stormwater system infrastructure and future.
Chapter 10 Determinations Page 229 of 266
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Financial Accountability
The City’s Finance Division webpage includes budgets, audits, and
financial information relevant to the City and available to the public
including a quick reference guide to Municipal Finance. The City’s budget
Financial information for the City is presented in standard format
▲
process and financial procedures are in accordance with all applicable
and simple language.
standards of the Government Accounting Standards Board (GASB),
Generally Accepted Accounting Principles, (GAAP) and the City’s internal
financial policies and Key Management Practices
The City’s Key Management Practices provide a detailed accounting of all
The City has a published policy for reserve funds, including the size
City reserve funds, the size, and the purpose of those funds. Subsequent
and purpose of reserves and how they are invested. Other financial ▲
audits and budgets transparently articulate the existing status of these
policies are clearly articulated
funds.
Chapter 10 Determinations Page 230 of 266
City of Rocklin MSR/SOI Study – Final
Indicator Score Determination
For the Government-Wide Statement of Activities for FY 2019/2020
through FY 2021/2022 and City’s Budgets FY 2022/2023 and FY
2023/2024, revenues exceeded expenditures for all years studied except
for the City’s FY 2023/2024 budget. For Total Governmental funds,
revenues exceeded expenditures for all years studied except for the FY
2023/2024 budget. Though the City is enjoying a robust General Fund
balance, which the City projects to grow over the next two fiscal years,
the amount of expenditures exceeding revenues for those same fiscal
Revenues exceeded expenditures in 50 percent of the studied fiscal
▲ years suggests that the City may be moving towards a less stable financial
years. position sooner than anticipated. However, the City is greatly exceeding
its minimum reserve fund policy of 25 percent operational expenditures
for the General Fund in FY 2023/2024, suggesting that the City is in a
stable financial position.
Recommendation: It is recommended that the City consider exploring
alternative revenue sources for the General Fund in the near future to
keep pace with increases in costs associated with staffing, maintenance,
and operational expenses for City services.
Through enactment of Rocklin Municipal Code Chapter 3.32, the City
maintains a service fee cost comparison system for the purpose of
recovering some or all of the costs reasonably borne for providing
services of a voluntary and limited nature through fees for those services,
so that general taxes are not diverted from general services of a broad
nature and utilized instead to subsidize such services of limited benefit.
City park fees are annually reviewed and approved by City Council ▲ Annually, the City reviews and updates service fees, rental fees,
regulatory fees, and penalties/fines to reflect changes in costs reasonably
borne. In order to implement fee updates for the calendar year, the
Finance Division in the Administrative Services Department presents the
annual Schedule of Fees to the City Council for adoption by resolution,
and the new and increased fee amounts adopted become effective
January 1 of the next calendar year.
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For both the Government-Wide Statement of Activities and the Total
Government Funds, the City is in the positive net position. The City’s total
net position strengthened by an increase of $35.2 million compared to
the previous year, and the City’s Total Governmental Fund net position
strengthened by an increase of approximately $27.6 million compared to
the previous year.
Though the City is in a stable financial position, future forecasts for the
General Fund suggest that the City could be operating with expenditures
exceeding revenues beginning in FY 2026/2027, two fiscal years from
now, if not sooner. Fire and Police services make up approximately 55
percent of City expenditures with costs for these services only likely to
continue to rise. The City’s net pension liability as well as its unfunded
accrued liability are significant and could impact the City’s ability to
The City is in a positive net position for FY 2021/2022. ▲ provide services in the future. New regulations, such as the electrification
of fleet vehicles, are additional costs that were not anticipated. The City’s
key management practices provide a financial safety net for the City and
include building reserves, financially sound rules on how surplus is spent,
and rules that support fiscal sustainability. The City is well managed and
has adequate staff to maintain and plan for future services. It is likely
that, with continued solid management of the City’s financial resources
and proactive measures to locate alternative funding sources, the City
will be able to maintain its high level of existing services and have
capacity to serve the residents of the City and any small growth that may
occur through the life of this report.
Recommendation: It is recommended that the next MSR review the
impacts that the electrification of fleet vehicles may or may not have had
on the City’s financial position.
Chapter 10 Determinations Page 232 of 266
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Indicator Score Determination
For FY 2025/2026, the City’s total anticipated pension contribution is
$5,789,300. The consultants calculated that the City’s contribution
amount would be considered low risk for this fiscal year. However, with
the total anticipated contribution expected to be $5,789,300 only
approximately $550k of excess revenue is left. Though the City would
meet this metric for FY 2025/2026, if trends were to continue, a small
The City’s anticipated pension costs are low risk, with annual pension reduction in total government revenue over the next two years could
contributions not anticipated to exceed 5 percent of the City’s total ● leave the City in a riskier financial position.
government revenue.
The California Auditor Fiscal Health Dashboard calculated that the City’s
projected annual payments for FY 2028/2029 are significant compared to
the City’s total government revenue as of FY 2021/2022 and rated the
City at “High Risk” for this metric.
Recommendation: It is recommended that the City plan for increases in
future pension costs through FY 2028/2029.
Shared Facilities and Services
The City participates in countywide and regional agreements, as well as
agreements with neighboring agencies for the provision of municipal
services. The City takes proactive measures to reduce costs and improve
service efficiency overall and within each City Department. No additional
information was provided to LAFCO. No other opportunities for cost
The City cooperates with neighboring jurisdictions for the provision
▲ avoidance or facility sharing were identified by City staff. The City
of municipal services.
generally takes advantage of opportunities for shared facilities with
neighboring entities.
Recommendation: The City could consider additional Joint-Use
Agreements to allow public use of school fields after school hours and
school use of City recreational facilities.
Agreements for shared facilities, services, any other appropriate
The City periodically review agreements to ensure fiscal neutrality. The
agreement (i.e., Tax Sharing Agreement) are periodically reviewed to ▲
City’s most recent review was approximately one year ago.
ensure fiscal neutrality.
Key Score: ▲ Above Average (compared to similar Agencies), ● Average, ▼ Below Average, ◆ Statement of Fact (not rated)
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Chapter 11. Sphere of Influence
The Cortese-Knox-Hertzberg Local Government Reorganization Act of 2000 (CKH Act) requires that LAFCO
review and update the Sphere of Influence (SOI or Sphere) for each of the cities and special districts within
the county. Placer LAFCO is being asked to consider the Sphere of Influence for the City of Rocklin in
conjunction with its review of the City’s first Municipal Service Review (MSR).
11.3 Sphere of Influence Introduction
In determining the Sphere of Influence for an agency, LAFCO must consider and prepare written
determinations with respect to four factors [Government Code §56425(e)]. These factors relate to: the
present and planned land uses including agricultural and open-space lands; the present and probable
need for public facilities and services in the area; the present capacity of public facilities and adequacy of
public services which the agency provides or is authorized to provide; and the existence of any social or
economic communities of interest in the area if the Commission determines that they are relevant to the
agency. Commission policies require: a review of service capacity; the level and types of services currently
provided; the areas where these services are provided; financial capabilities; the cost of service; and the
location of existing and proposed facilities as well as timing (Placer LAFCO, 1999).
1.1.1 Overview of Sphere of Influence Options Under CKH
Act
The intent of an SOI is to identify the most appropriate areas for an agency to provide services in the
probable future. Accordingly, territory included in an agency’s Sphere is an indication that the probable
need for service has been established; and that the subject agency has been determined by LAFCO to be
the most logical service provider for the area.
There are a number of ways to look at Spheres. One option is to consider growth and development and
the need for municipal services over time. A second option is to determine an agency’s ability to provide
municipal services beyond its current boundary. For an agency that does not plan to provide municipal
services beyond its present boundary, a Sphere boundary that is the same as the agency boundary is called
a Coterminous Sphere of Influence. A third option is related to reducing the current Sphere of Influence
of an agency by adopting a Reduced Sphere of Influence by excluding territory currently within an agency’s
Sphere. A fourth option relates to Sphere areas for which municipal services are not intended to be
provided; that is, areas within a Sphere which will remain undeveloped (such as open space or ‘protected
lands’). Such an area is a special case and requires the agency to demonstrate why an area should be
included within a Sphere for which no municipal services will be provided.
LAFCO also has the ability to determine a Zero Sphere of Influence for a City or Special District; signaling
that the City or District does not have the wherewithal, governance capability, financial means, and/or
operational capabilities to provide the municipal services for which it was formed and should be dissolved,
or its function(s) reallocated to another agency.
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11.4 Existing Sphere of Influence
The City of Rocklin was incorporated in 1893 with the aim of serving the community that developed in the
area due to the transcontinental railroad and the growth of granite mining in the region. Placer LAFCO
most recently affirmed the existing Sphere of Influence (SOI) for the City of Rocklin in 1999 via Resolution
No. 01-99. Table 11-1 below shows the annexations to the City’s SOI since 1997.
Table 11-1: Annexations to the City SOI
Year LAFCO Resolution No. Name of SOI Annexation Project Description
1997 7-97 Clover Valley Lakes Reorganization of 700 acres.
Areas were annexed into the City
1999 1-99, 1-99A SOI Amendment
of Rocklin as well as detached.
The City’s current SOI is made up of 32 parcels located adjacent to the upper northeast boundary of the
City and approximately 24 parcels along the City’s western boundary adjacent to State Route (SR) 65.
Acreage within the SOI totals approximately 419 acres (Placer LAFCO, 1999; 2024). The current boundary
and SOI for the City can be seen in Figure 11-1 on the next page.
11.4.1 SOI Existing Land Uses
Land use designations within the City’s SOI fall under the purview of Placer County. The majority of land
uses within the SOI are designated low-density residential with approximately 103 acres designated as
preserve/mitigation reserve as part of the Sunset Area Plan as shown in Table 11-2 below and in Figure
11-2.
Table 11-2: Land Use Designations for Existing SOI
Land Use Description Acreage
RR 1-10 Rural Residential 1-10 acre minimum 258.32
RR Rural Residential (Bickford Ranch Specific Plan) 1.96
AG/T 20 Agricultural/Timberland 20 acre minimum 55.18
P/MR Preserve/Mitigation Reserve (Sunset Area Plan) 103.31
According to the Placer County General Plan Land Use Element, the Rural Residential land use designation
is applied to areas generally located away from cities and unincorporated community centers, in hilly,
mountainous, and/or forested terrain, and as a buffer zone where dispersed residential development on
larger parcels would be appropriate and compatible with smaller-scale farming and ranching operations.
The Agricultural land use designation identifies land for the production of food and fiber, including areas
of prime agricultural soils and other productive and potentially productive lands where commercial
agricultural uses can exist without creating conflicts with other land uses, or where potential conflicts can
be mitigated. The Timberland land use designation is applied to mountainous areas of the county where
the primary land uses relate to the commercial growing and harvesting of timber and other forest
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products, together with limited, low-intensity public and commercial recreational uses (Placer County,
2013).
Figure 11-1: City of Rocklin Boundary and Sphere of Influence
Chapter 11 Sphere of Influence Page 237 of 266
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Figure 11-2: City of Rocklin SOI Land Uses
The Sunset Area Plan Preserve/Mitigation Reserve land use designation is applied to lands specifically
reserved or proposed for watershed preservation, passive outdoor recreation, wilderness or
wildlife/environmental preserves; sites or portions of sites with natural features such as unique
topography, vegetation, habitat, or stream courses; areas providing buffers between different, potentially
incompatible types of land use such as intensive agricultural operations and residential uses, hazardous
areas and/or land uses and areas with concentrations of population, and residential areas and important
community facilities that may be viewed as nuisances, such as the Western Regional Sanitary Landfill; and
areas intended to preserve community identity by providing separation between communities. Structural
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development is restricted to accessory structures necessary to support the primary allowed uses. This
designation includes four existing reserves—Orchard Creek Conservation Bank, Warm Springs Mitigation
Bank, Antonio Mountain Ranch, and Moore Ranch Conservancy. Typical uses permitted under the P/MR
designation are as follows:
• Mitigation banks
• Natural resource conservation areas
• Necessary public utility and safety facilities (Placer County, 2019).
11.4.1.1 Northern SOI Parcels
The small parcel (1.5 acres) within the SOI that is part of the Bickford Ranch Specific Plan (BRSP) is
designated Rural Residential as shown in Figure 11-2. The Rural Residential (RR) land use designation
includes residential uses on parcels ranging from one to ten acres. RR uses are planned along the edges
of the BRSP along ridges and south of Grand Ridge Drive. The lots in this designation are designed to
accommodate estate style housing, executive housing, and custom homes (Placer County, 2015).
According to the Placer County Parcel Report for this property, the parcel is developed as a single-family
residence, half plex (Placer County, 2024).
Two parcels within the SOI are under Williamson Act contracts as shown in Figure 11-2. These two parcels
total 51 acres as follows:
• APN: 032-030-032-000; 28 acres within the Clover Valley Ranch No. 1 development Lot 6; and
• APN: 032-030-033-000; 23 acres within the Clover Valley Ranch No. 1 development Lot 7 (Placer
County, 2024).
The California Land Conservation Act, better known as the Williamson Act, was created under Assembly
Bill 2117 to preserve agricultural and open space lands by discouraging premature and unnecessary
conversion to urban uses. The Act creates an arrangement whereby private landowners’ contract with
counties and cities to voluntarily restrict land to agricultural and open space uses. Landowners receive
substantially reduced property tax assessments in return for enrollment under Williamson Act contract.
Property tax assessments of Williamson Act contracted land are based upon generated income from
agricultural pursuits, as opposed to potential market value or potential development value of the property
(Placer County, 2024b).
A survey of existing satellite imagery shows that approximately 20 parcels in the City’s SOI are developed
with single family residential uses as part of the Clover Valley Ranch Estates subdivision and in a small
subdivision along Caperton Court. The remaining lots appear vacant. There are two streams that run
through the SOI, Clover Valley Creek and Caperton Canal, and the area includes the Catta Verdera Golf
Club Pond and Caperton Reservoir. The majority of the developed parcels are located along three existing
roadways within the SOI; Fairway View Drive, Creekside Lane, and Caperton Court.
11.4.1.2 Western SOI Parcels
The approximately 24 parcels along the western edge of the city limits to SR 65 are designated
Preserve/Mitigation Reserve as part of the Sunset Area Plan. The majority of the parcels have Caltrans
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City of Rocklin MSR/SOI Study – Final
infrastructure related to SR 65 and three interchanges connecting to Whitney Ranch Parkway, Sunset
Boulevard, and Blue Oaks Boulevard in the City. Many of the parcels include perennial creeks and streams.
None of the properties are developed with structures.
11.4.2 Agriculture and Open Space
Agricultural land is an essential resource in California, and the CKH Act specifies that one aim of LAFCO is
to protect open space and agriculture. LAFCO has an interest in documenting the conversion of agriculture
and open space lands to other land use types, such as residential use. State law empowers LAFCO to
“discourage urban sprawl, preserve open-space and prime agricultural lands, and encourage the orderly
formation and development of local agencies based upon local conditions and circumstances” through
the implementation of LAFCO’s tools such as MSRs and SOIs.
Placer LAFCO policies aim to protect open space and agricultural uses in line with the CKH Act. The
California Farmland Mapping and Monitoring Program (FMMP) managed by the California Natural
Resources Agency has provided data for agricultural land classifications in the City’s SOI. 2018 is the year
with the most recent mapping data for Placer County. Figure 11-3 shows farmland designations for the
City’s SOI.
Figure 11-3: Farmland Designations for City of Rocklin SOI
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Table 11-3 below details farmland designations and acreages for the City’s SOI from the FMMP. Of the
properties located in the SOI, the majority falls under the category of Farmland of Local Importance at
approximately 253 acres.
Table 11-3: Farmland Mapping Designations and Acreages (2018)
Category Acreage
Farmland of Local Importance 253.16
Grazing Land 61.18
Other Land 61.96
Urban and Built-up Land 42.66
Total 418.96
11.4.3 SOI Existing Services
According to the Placer County GIS mapping tool12 there are no existing sewer or park districts that
services these parcels. Fire services are provided by Placer County Fire Department as part of the Western
Placer Fire (CSA 28, Zone 76 and Sunset Industrial Area FPD CSA 28, Zone 97) area. Water to these parcels
is provided by the Placer County Water Agency (PCWA) or private wells and wastewater by individual
septic systems. The existing roadways of Fairway View Drive, Creekside Lane, and North Clover Valley
Road are privately maintained by the Clover Valley Ranch Estates. Other roadway infrastructure includes
Sunset Boulevard, Highway 65 and interchange infrastructure, Blue Oaks Boulevard, and Whitney Ranch
Parkway.
11.4.4 Existing SOI Summary
It was indicated to the consultants during the interview with LAFCO and City staff that the SOI area in the
northern portion of the City would likely never be annexed into the City due to financial and structural
difficulties in getting services to the area. In the western portion of the SOI, the City has two developers
actively seeking to annex two parcels into the City limits.
As mentioned previously, boundaries for the City are not expected to substantially change as Rocklin is
bounded by the City of Roseville on the south and a portion of the west boundary; by Placer County and
Highway 65 on a portion of its western boundary; by the City of Lincoln on the northern boundary; and by
the Town of Loomis on the eastern boundary. City staff indicated to consultants that the existing Sphere
of Influence is appropriate for the City at the time of this MSR.
12 Mapping services for the County can be found here:
https://experience.arcgis.com/experience/a29d510f9e9d4a98ac2158fca49aecbc/page/Page/?views=Parcel-Features -
data_s=id%3A47ec88c60c9148979b4ac7ce0979b586-18b962f2746-layer-45-18b962f274a-layer-48%3A113486.
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City of Rocklin MSR/SOI Study – Final
11.5 Future SOI Expansion Considerations
The intention for this MSR/SOI Study is to affirm the existing SOI for the City of Rocklin. However, the City
is nearing buildout and could consider expansion of its SOI in order to support future growth
opportunities.
The consultants for this study reviewed adjacent agencies and land uses surrounding the City of Rocklin
as shown in Figure 11-2. As identified by the City within their General Plan and exemplified by the map
above, areas surrounding the City are either within a neighboring city or town jurisdictional boundary or
are part of existing community plans for Placer County. The majority of these areas are developed or have
plans in place for future development. There is one small area where the City could consider a small
expansion to the SOI as shown in Figure 11-4 below.
11.5.1 SOI Expansion to the Northeast
As shown in Figure 11-4 below, there are areas surrounding the City’s existing northern SOI that are not
within any neighboring city or town, nor within any specific plan or community plan for Placer County.
The land uses in this potential SOI expansion area are designated by the County as:
Agriculture/Timberland, 20 acres minimum; and Rural Residential, 1-10 acre minimum. This area includes
approximately 28 parcels which range in size from 0.24 acres to 22.6 acres.
Figure 11-4: SOI Expansion Northeast Location
Parcels in this area are serviced by South Placer Fire Protection District (FPD) or Western Placer Fire (CSA
28, Zone 76) and onsite septic systems and wells. There are no sewer, utility, or water district services to
parcels in this area. Many of the lots are currently vacant. As City staff have already indicated,
development into this existing area of the City SOI is challenging due to lack of infrastructure and the
expensive nature of extending utilities to the area. It is unlikely that any major development would occur
in this area in the near future due to these constraints. Expansion of the SOI into the area could allow for
slightly more growth for the City in the future; however, it is not likely that this limited amount of
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City of Rocklin MSR/SOI Study – Final
development area would address anticipated population growth in the City. Therefore, expansion of the
SOI to this area is not recommended at this time.
11.6 Boundary Discussion
This section details information that the Placer LAFCO staff and Commission requested be included within
this report regarding the overlapping of multiple agencies providing services in Tax Rate Areas (TRAs)
within the City of Rocklin city limits.
11.6.1 TRA Discussion
There are 10 Tax Rate Areas within the City of Rocklin city limits that have overlapping services with other
agencies as shown in Table 11-4 and Figure 11-5 below.
Figure 11-5: Overlapping TRAs by Agency within the City of Rocklin
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Table 11-4: Overlapping TRAs by Service
Agency Providing
Service Agency to Detach TRA Numbers
Service
Newcastle, Rocklin, 004-017; 004-022; 004-
Roseville Public
Cemetery Golden Hill Cemetery 089; 004-090; 004-091;
Cemetery District
District 004-092
Fire Protection and City of Rocklin South Placer Fire 004-030; 004-035
Ambulance Protection District
Stormwater and City of Rocklin County Service Area 004-093; 004-094
Road Maintenance 28
Source: LAFCO staff, personal communication, January 2025
The City of Rocklin provides services including fire protection and stormwater and road maintenance to
properties within its boundary. The two TRAs listed in Table 11-4 above, TRA 004-030 and 004-035, are
located within the City of Rocklin and served by the City of Rocklin Fire Department. However, both TRAs
are also within the South Placer FPD’s Division 2 jurisdictional boundary. TRAs 004-093 and 004-094 are
located within the City of Rocklin and served by the City of Rocklin Public Works Department, however
both are also within the County Service Area 28 jurisdictional boundary.
Additionally, there are six TRAs as shown in Table 11-4 and Figure 11-5 above that are within the Roseville
Public Cemetery District jurisdictional boundary. However, these TRAs are within the City of Rocklin city
limits and should be detached from the Roseville Public Cemetery District and concurrently annexed into
the Newcastle, Rocklin, Golden Hill Cemetery District so that residents of Rocklin can be interred within
the cemetery of the city in which they reside.
The Placer LAFCO Commission does not have the authority to initiate detachments or annexations as
described in Government Code (GC) section 56375. However, the Commission can review and approve a
request for detachment or annexation with or without amendment under GC section 56375(a)(1) if, for
example, an affected agency such as the City of Rocklin or South Placer FPD were to initiate the change of
organization (detachment) of the proposal area from South Placer FPD.
Recommendation: Consultants recommend the following:
1) South Placer FPD initiate the detachment of TRAs 004-030 and 004-035 from the District boundary as
these areas are already within the City of Rocklin city limits.
2) County Service Area 28 initiate detachment of TRAs 004-093 and 004-094 from the CSA boundary as
these areas are already within the City of Rocklin city limits.
3) Roseville Public Cemetery District initiate detachment of TRAs 004-017, 004-022, 004-089, 004-090,
004-091, and 004-092 from the District boundary and that these TRAs be annexed into the Newcastle,
Rocklin, Golden Hill Cemetery District as these areas are already within the City of Rocklin city limits.
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11.7 Determinations
In determining the Sphere of Influence (SOI) for an agency, LAFCO must consider and prepare written
determinations with respect to five factors as outlined in Government Code §56425(e). These factors are
as follows:
1. The present and planned land uses in the area, including agricultural and open space lands;
2. The present and probable need for public facilities and services in the area;
3. The present capacity of public facilities and adequacy of public services that the agency provides
or is authorized to provide;
4. The existence of any social or economic communities of interest in the area if the Commission
determines that they are relevant to the agency; and
5. The present and probable need for public facilities and services (including sewers, municipal and
industrial water, or structural fire protection) of any disadvantaged unincorporated communities
within the existing Sphere of Influence.
The Consultants and LAFCO staff propose no change to the existing SOI for the City of Rocklin and
recommend the commission approve the SOI determinations as presented below.
1. Present and planned land uses
The City’s SOI consists of approximately 419 acres, much of which is currently utilized for single family
residential and rural land uses such as agriculture or is undeveloped. Since the SOI remains within
unincorporated Placer County, the Placer County General Plan is the guiding land-use document. The City
of Rocklin has indicated that land available in the SOI may be suitable for future development, pending
future studies and permits. The City’s 2012 General Plan Update gives the SOI area a pre-annexation land
use designation of Low Density Residential (LDR) in the north and two parcels with Light Industrial (LI) and
Business Professional (BP) in the west. The remaining parcels in the SOI on the west side, consisting of
Caltrans right-of-way, do not have pre-annexation land use designations. The City's General Plan is nearing
the end of its useful life as buildout will rapidly be reached. The City may wish to consider an update to
the General Plan in the near future to plan for the expected population increase beyond the City’s current
growth horizon.
2. Present and probable need for facilities and services in the area
The City of Rocklin provides a number of services, and the necessary facilities to provide those services,
to the residents and visitors within the City boundary. The City provides law enforcement, fire and
emergency services, parks and recreation, stormwater and drainage, and road maintenance. Other
services include administrative services and community development. The remaining public services are
provided by existing special districts, by Placer County, or by other agencies that operate in the region.
According to the Placer County GIS mapping tool there are no existing sewer or park districts that provide
services to the existing SOI. Fire services are provided by Placer County Fire Department as part of the
Western Placer Fire (CSA 28, Zone 76 and Sunset Industrial Area FPD CSA 28, Zone 97) area. Water to
these parcels is provided by the Placer County Water Agency (PCWA) or private wells and wastewater by
individual septic systems. As City sewer services are provided by South Placer Municipal Utility District
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(SPMUD), an independent special district, any areas the City annexes into its boundary in the future must
be concurrently annexed into SPMUD for sewer services. The existing roadways in the northern portion
of the SOI include Fairway View Drive, Creekside Lane, and North Clover Valley Road are all privately
maintained by the Clover Valley Ranch Estates homeowners. Other roadway infrastructure includes
Sunset Boulevard, Highway 65 and interchange infrastructure, Blue Oaks Boulevard, and Whitney Ranch
Parkway. Existing services are adequate to meet the developed land uses in the area.
3. The present capacity of public facilities and adequacy of public services that
the agency provides or is authorized to provide
As outlined in the Municipal Service Review, Chapter 7 of this report, the City provides adequate to
exceptional public services to residents and visitors within the City’s existing boundary. City Departments
are properly staffed and funded, and the City is generally meeting local and regional benchmarks. Facilities
for City services are adequate to meeting existing needs. Though the City is in a stable financial position,
Fire and Police services make up approximately 55 percent of City General Fund expenditures with costs
for these services only likely to continue to rise. The City’s net pension liability as well as its unfunded
accrued liability (UAL) continue to pose a challenge, however the City has made great efforts to reduce its
UAL in recent years. The City’s key management practices provide a financial safety net for the City and
include: building reserves; financially sound rules on how surplus funds are spent; and implementing rules
that support fiscal sustainability. The City is well managed and has adequate staff to maintain and plan for
future services. It is likely that, with continued solid management of the City’s financial resources and
proactive measures to locate alternative funding sources, the City will be able to maintain its high level of
existing services and have capacity to serve the residents of the City and any small growth that may occur
through the life of this report
4. The existence of any social or economic communities of interest in the area if
the Commission determines that they are relevant to the agency
The City of Rocklin is surrounded by: the City of Roseville; the City of Lincoln; the Town of Loomis; the
community of Granite Bay; the Horseshoe Bar/Penryn community; the Bickford Ranch community; and
the Sunset Area plan. The area that encompasses the Sunset Area Plan was identified by the County as an
area of economic interest to become the leading choice for investment in economic growth in the County.
The objective of the Sunset Area Plan is to serve as a regional center for high-quality employment,
entertainment, and education. No additional communities of interest are located within the area of the
City of Rocklin.
5. The present and probable need for public facilities and services of any
disadvantaged unincorporated communities
There are no Disadvantaged Unincorporated Communities (DUCs) within or contiguous to the City of
Rocklin boundary or Sphere of Influence. Unincorporated areas within the City’s SOI (and nearby) are
provided public services from numerous local and state agencies. Water service to the SOI is from the
Placer County Water Agency (PCWA) or private wells. Wastewater collection and conveyance are provided
to the City’s SOI via individual septic systems placed on individual parcels. Fire protection service is
provided to the City’s SOI by the Placer County Fire Department. All SOI areas receive essential municipal
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services of water, wastewater, and structural fire protection (or acceptable private alternatives).There are
no communities within the existing Rocklin SOI or adjacent to the City’s SOI that lack public services, and
no health or safety issues have been identified.
11.7.1 Recommendation
Pursuant to Government Code Section 56425(i)(2), the Commission does hereby verify the existing
functions and classes of services provided by the City of Rocklin as a General Law City under the California
Constitution. Based upon the information contained in this report, it is recommended that the City of
Rocklin Sphere of Influence remain unchanged.
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Chapter 12. Comments Received
Placer LAFCO and consultants prepared and circulated a Public Draft of the City of Rocklin MSR/SOI
Study. The LAFCO Commission formally opened the 30-day public comment period during their January
15, 2025, public hearing. The Draft MSR/SOI Study was posted on the Placer LAFCO website at that time.
Written public comments were requested to be submitted by February 14, 2025.
12.3 LAFCO Commission Hearing Comments
Comments were made by LAFCO Commission members and the public during the January 15, 2025,
hearing. A total of six comments were made and two resulted in edits to the report. The comments that
resulted in edits to the report are summarized in Table 12-1 below.
Table 12-1: Comments/Edits Table for Commission Hearing on January 15, 2025
Add /
Summary of Edit / Summary of Change
No. LAFCO/Consultant Response
Comment No Changes Location
Change
This information was added
Removal of SB based on a comment provided by
1383 reference the City. While the details will Removal of Chapter
in the report as remain in the report, the reference to SB 10 &
1 Edit
it does not reference in the 1383 in the Section
pertain to the recommendation will be recommendation 8.7.1
City. removed as the City received a
grant to help offset costs.
Review if there
is any overlap in Consultants reviewed other Expanded
services with agencies which overlap with the discussion in Section
2 Edit
CSA 28 or other City of Rocklin and found two Section 11.6 and 11.6
agencies in the additional overlapping areas. new Figure 11-5
TRAs
Additionally, commissioners and members of the public expressed appreciation for the report, LAFCO
staff, and the Commission as well as the City of Rocklin for their cooperation. It is worth noting that the
City Manager made a statement which highlighted that the City’s bond rating was updated to AAA in the
summer of 2024 and that the City is fiscally sound. She also mentioned that the City has allocated
resources to work on an update to the website, and that the City is allocating resources to create a zero
emissions vehicle plan for the planned replacement of City vehicles in the future to move towards meeting
state mandates.
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12.4 Comment Letters and Responses
Placer LAFCO received one comment from the Placer County Office of the County Executive which is
provided on the next page with LAFCO’s response.
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12.4.1.1 Comment Letter
#1
#2
#3
Chapter 12 Comments Received 250 of 266
City of Rocklin MSR/SOI Study – Final
#4
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City of Rocklin MSR/SOI Study – Final
12.4.1.2 Response to Comment Letter
#1 Comment noted. Consultant will consider formatting future reports to allow for an easy
bifurcation of the MSR and SOI sections should concerns arise.
#2 It is not standard practice for any one agency, apart from the subject agency, to participate in the
creation of an MSR or SOI study prior to the public review period. No issues were identified during
the creation of this report that would have necessitated input from the County.
#3 An update to the map shown in Figure 11-5 provides additional instances of TRA overlap that
agencies could consider correcting in the future.
#4 This comment is not related to the subject of this report.
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Chapter 13. References
Chapter 3
Quarry Park Adventures. 2024. Quarry Park Adventures website. Accessed in April 2024. Available online
at: https://quarrypark.com/.
Placer County. 1994. Placer County General Plan Update: Countywide General Plan Final Environmental
Impact Report Volume I. Available online at:
https://www.placer.ca.gov/DocumentCenter/View/68110/Placer-County-General-Plan-EIR-
1994-PDF?bidId=.
____. May 21, 2013. Placer County General Plan Update: Countywide General Plan Policy
Document. Available online at:
https://www.placer.ca.gov/DocumentCenter/View/8571/Introduction-PDF.
____. 2024. Regional Forest Health webpage. Accessed in April 2024. Available online at:
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Agency-Formation-Commission-LAFCO.
Chapter 4
California Fair Political Practices Commission. Statements of Economic Interests – Form 700. Available
online at: https://www.fppc.ca.gov/Form700.html#:~:text=The%20Form%20700%20provides%2
0transparency,not%20enhancing%20their%20personal%20finances.
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___. 2024b. City Council Agendas and Minutes. Available online at: https://www.rocklin.ca.us/city-
council-meetings.
___. 2024c. City Council Boards and Commission. Available online at: https://www.rocklin.ca.us/boards-
and-commissions.
___. 2024d. City of Rocklin Website Homepage. Available online at: https://www.rocklin.ca.us/.
___. 2023a. Rocklin City Council. Available online at: https://www.rocklin.ca.us/city-council.
___. 2023b. Council Appointments to Committees and Regional Boards. Available online at: https://www.
rocklin.ca.us/council-appointments-committees-and-regional-boards.
___. 2023c. Annual Budget, Fiscal Year 2023/24. Available online at: https://www.rocklin.ca.us/post/city-
rocklin-budgets.
Chapter 13 References Page 253 of 266
City of Rocklin MSR/SOI Study – Final
___. 2023d. Fair Political Practices Commission Forms. Available online at: https://www.rocklin.ca.us/fair-
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___. 2023e. Campaign Docs eRetrieval. Available online at:
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___. 2023g. Administrative Policies. Available online at: https://www.rocklin.ca.us/node/1354.
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___. November 12, 2014. Resolution No. 2014-248. Resolution of the City Council of the City of Rocklin
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personnel_rules_0.pdf?1621958477.
___. September 2007. Resolution No. 2007-279: Resolution of the City Council of the City of Rocklin
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1490995819.
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online at: https://www.placer.courts.ca.gov/general-information/grand-jury/grand-jury-reports-
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Chapter 5
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___. 2023b. Report E-5: Population and Housing Estimates for Cities, and the State, 2020-2023. May 1,
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housing-estimates-for-cities-counties-and-the-state-2020-2023/. Accessed 3/17/24.
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City of Rocklin MSR/SOI Study – Final
___. 2023c. Report E-5. Population and Housing Estimates for Cities, Counties and the State, 2010-2020.
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___. 2024b. Housing Element 2021-2029. Available at: https://www.rocklin.ca.us/sites/main/files/file-
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___. 2024c. City of Rocklin Current Projects. Available at:
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2dbf5f2596f59. Accessed February 28, 2024.
___. 2024d. Successor Agency. Available at: https://www.rocklin.ca.us/successor-agency. Accessed
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___. April 2023. Major Employers. Available at: https://www.rocklin.ca.us/major-employers. Accessed
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___. October 2012 (2012a). General Plan. Land Use Element. Available at:
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land_use_errata_edits_accepted_11-2-12_0.pdf?1484085258. Accessed March 24, 2028.
___. October 2012 (2012b). General Plan. Chapter III, Background Description. Available at:
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1484085258. Accessed March 21 and 28, 2024.
___. October 2012 (2012c). General Plan. Public Services & Facilities Element. Available at:
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_1.pdf?1484085258. Accessed March 21, 2024.
___. October 2012 (2012d). General Plan. Circulation Element. Available at:
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_element_0.pdf?1648508338. Accessed March 21, 2024.
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Redfin. 2024. Rocklin, CA Housing Market analysis. Available at:
https://www.redfin.com/city/16023/CA/Rocklin/housing-market. Accessed May 22, 2024.
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https://www.sacog.org/planning/blueprint/2020-mtp-scs/2023-federal-metropolitan-
transportation-plan. Accessed March 28, 2024.
U.S. Census Bureau. 2022. American Community Survey 5-Year Estimates, Table S1101: Households and
Families, 2022: ACS 5-Year Estimates. Available at:
https://data.census.gov/table/ACSST5Y2022.S1101?q=S1101&g=160XX00US0662364. Accessed
March 21, 2024.
Chapter 6
California State Geoportal. 2022. i16 Census Tract Disadvantaged Communities 2020: Census Tract GIS
Tiger file with ACS (American Community Survey) Median Household Income (MHI) data at the
census tract level. Available online at:
https://gis.data.ca.gov/datasets/2826deb491014208bcfd59b4f4473f6f_0/about.
U.S. Census Bureau. (2020). 2022 ACS 5-Year Estimates Data Profiles: DP03 Selected Economic
Characteristics. Available online at:
https://data.census.gov/table/ACSDP5Y2022.DP03?g=040XX00US06&d=ACS%205-
Year%20Estimates%20Data%20Profiles.
Chapter 7
Law Enforcement & Fire and Emergency Services
California Governor’s Office of Planning and Research (OPR). 2024. SB 743 Frequently Asked Questions.
Available online at: https://opr.ca.gov/ceqa/sb-743/faq.html#what-is.
____. 2017. State of California General Plan Guidelines, Chapter 4 Required Elements. Available online at:
https://opr.ca.gov/docs/OPR_C4_final.pdf.
City of Loomis. 2024. City of Loomis Website. Accessed on January 9, 2024. Available online at:
https://loomis.ca.gov/departments/placer-county-sheriff/.
City of Rocklin. November 2010. Rocklin Police Department Procedures Manual. Available online at:
https://www.rocklin.ca.us/sites/main/files/file-attachments/rocklin_pd_procedures_manual__-
_posted_2020_redacted.pdf?1623427172
____. June 2015. City of Rocklin Program Effectiveness Assessment and Improvement Plan. Available
from LAFCOs files upon request.
____. 2018. Rocklin Police Department Annual Report. Available online at:
https://www.rocklin.ca.us/sites/main/files/file-attachments/2018_annual_report_final_1.pdf?1
576793984.
Chapter 13 References Page 256 of 266
City of Rocklin MSR/SOI Study – Final
____. 2019. Rocklin Police Department Annual Report. Available online at:
https://www.rocklin.ca.us/sites/main/files/file-attachments/2019_annual_report_finalfinal.pdf?
1585584005.
____. 2020. Rocklin Police Department Annual Report. Available online at:
https://www.rocklin.ca.us/sites/main/files/file-attachments/2020_annual_report_final.pdf?161
7045972.
____. 2021. Rocklin Police Department Annual Report. Available online at:
https://www.rocklin.ca.us/sites/main/files/file-attachments/2021_rocklin_police_department_a
nnual_report.pdf?1648077299.
____. August 2021b. City of Rocklin Community Safety Element. Available online at:
https://www.rocklin.ca.us/post/general-plan.
____. 2022a. Rocklin Police Department Annual Report. Available online at:
https://www.rocklin.ca.us/sites/main/files/file-attachments/2022_annual_report_final_final.pd
f?1680101721.
____. January 18, 2022b. Rocklin Fire Department Community Risk Assessment and Standards of Cover
Report. Available online at: https://www.rocklin.ca.us/sites/main/files/file-
attachments/rocklin_fire_standards_of_cover_report_2022.pdf?1647536185.
____. June 30, 2022c. City of Rocklin Annual Comprehensive Financial Report for the Fiscal Year Ended
June 30, 2022. Available online at: https://www.rocklin.ca.us/sites/main/files/file-
attachments/city_of_rocklin_annual_comprehensive_financial_report_2021-
22.pdf?1681336313.
_____. July 1, 2023c. City of Rocklin Fiscal Year 2023/2024 Annual Budget. Available online at:
https://www.rocklin.ca.us/city-budgets.
_____. October 6, 2023d. City of Rocklin Phase II Small Municipal Separate Storm Sewer System Annual
Effectiveness Assessment Tenth Year Reporting Period July 1, 2022, to June 30, 2023. Available
from LAFCOs files upon request.
____. April 11, 2023e. City Council Regular Meeting Agenda of April 11, 2023, Staff Report Item Number
6.A. Available online at: https://d2kbkoa27fdvtw.cloudfront.net/rocklin-
ca/4abddded0379e35fe5339330bd564a1f0.pdf.
_____. January 9, 2024a. City of Rocklin Police Department Webpages. Accessed January 2024 through
April 2024. Available online at: https://www.rocklin.ca.us/police.
____. 2024b. MSR/SOI Update Response to Request for Information – Police Department. Available at the
Placer LAFCO office upon request.
City of Roseville. 2022. City of Roseville Police Department 2022 Annual Summary. Available online at:
https://cdnsm5-
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hosted.civiclive.com/UserFiles/Servers/Server_7964838/File/Police/forms%20and%20reports/a
nnual%20summary/Police_AnnualSummary_2022.pdf.
Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA). 2024. Website Page: What is
Accreditation. Available online at: https://calea.org/what-accreditation.
FLINT Builders. 2024. City of Rocklin Police Station webpage. Available online at:
https://flintbuilders.com/projects/rocklin-police-station/.
Parks & Recreation
____. February 14, 2017a. City of Rocklin Parks and Trails Master Plan. Available online at:
https://www.rocklin.ca.us/sites/main/files/file-
attachments/rocklin_parks_and_trails_master_plan_final.pdf.
____. February 14, 2017b. Trails Strategy & Action Plan. Available online at:
https://rocklin.ca.us/sites/main/files/file-attachments/trail_strategy_action_plan-final.pdf.
____. 2023a. City of Rocklin Website, Parks Webpage. Accessed November 2023 through March 2024.
Available online at: https://www.rocklin.ca.us/parks.
National Recreation and Parks Association. 2023 NRPA Agency Performance Review. Available online at:
https://www.nrpa.org/contentassets/f6baf1e9c3354aeca52dc548251bc4f4/2023-agency-
performance-review.pdf.
Stormwater & Road Maintenance
California State Water Resources Control Board (SWRCB). 2024. CIWQS – Regulated Facility Report (Detail)
City of Rocklin Storm Water Program MNSTW2. Available online at:
https://ciwqs.waterboards.ca.gov/ciwqs/readOnly/CiwqsReportServlet?reportID=8176084&inC
ommand=drilldown&reportName=RegulatedFacilityDetail&place=Rocklin&program=Storm%20
Water&subprogram=MNSTW2.
City of Rocklin. September 2003. City of Rocklin Stormwater Management Program in Compliance with
the Phase II Regulations of the National Pollutant Discharge Elimination System. Available online
at:
https://www.waterboards.ca.gov/water_issues/programs/stormwater/swmp/rocklin_swmp.pdf
.
____. October 2012a. City of Rocklin General Plan: Open Space, Conservation & Recreation
Element and Public Services & Facilities Element. Available online at:
https://www.rocklin.ca.us/post/general-plan.
____. October 2012b. City of Rocklin General Plan: Public Services & Facilities Element. Available online
at: https://www.rocklin.ca.us/post/general-plan.
____. October 2012c. City of Rocklin General Plan: Circulation Element. Available online at:
https://www.rocklin.ca.us/post/general-plan.
Chapter 13 References Page 258 of 266
City of Rocklin MSR/SOI Study – Final
____. 2023b. City of Rocklin – Community Map, Geographic Information Systems (GIS) & Park Finder.
Available online at:
https://cityofrocklin.maps.arcgis.com/apps/webappviewer/index.html?id=58cc59c5e4f444ab89
609ac0d662b635.
_____. October 6, 2023d. City of Rocklin Phase II Small Municipal Separate Storm Sewer System Annual
Effectiveness Assessment Tenth Year Reporting Period July 1, 2022, to June 30, 2023. Available
from LAFCOs files upon request.
____. 2024c. City of Rocklin Public Works Department Webpages. Accessed January 2024, through April
2024. Available online at: https://www.rocklin.ca.us/public-works.
____. 2024d. City of Rocklin GIS Mapping Tool. Accessed March 2024. Available online at:
https://www.arcgis.com/apps/webappviewer/index.html?id=58cc59c5e4f444ab89609ac0d662b
635.
Placer LAFCO. March 2023. Final Final City of Lincoln Municipal Service Review. Available online at:
https://www.placer.ca.gov/DocumentCenter/View/68150/0a_-Final-
Final_Lincoln_MSR_8March2023_v2.
Placer County Flood Control and Water Conservation District (PCFCWCD). November 2011. Update to
the Dry Creek Watershed Flood Control Plan. Available online at:
https://www.placer.ca.gov/DocumentCenter/View/1397/Full-Version-PDF.
Chapter 8
California Air Resources Control Board (CARCB). 2022. Appendix A-1 Final Regulation Order Advanced
Clean Fleets Regulation State and Local Government Agency Fleet Requirements. Available online
at: https://ww2.arb.ca.gov/sites/default/files/barcu/regact/2022/acf22/ac/acffro11.pdf.
California Public Employees Retirement System (CalPERS). 2020a. Actuarial Valuation as of June 30, 2020,
for the Miscellaneous Plan of the City of Rocklin Required Contributions for Fiscal Year July 1, 2022-June
30, 2023. Available online at: https://www.calpers.ca.gov/docs/actuarial-reports/2020/rocklin-
city-miscellaneous-2020.pdf.
____. 2020b. Actuarial Valuation as of June 30, 2020, for the PEPRA Safety Fire Plan of the City of Rocklin
Required Contributions for Fiscal Year July 1, 2022-June 30, 2023. Available online at:
https://www.calpers.ca.gov/docs/actuarial-reports/2020/rocklin-city-pepra-safety-fire-
2020.pdf.
____. 2020c. Actuarial Valuation as of June 30, 2020, for the PEPRA Safety Police Plan of the City of Rocklin
Required Contributions for Fiscal Year July 1, 2022-June 30, 2023. Available online at:
https://www.calpers.ca.gov/docs/actuarial-reports/2020/rocklin-city-pepra-safety-police-
2020.pdf.
Chapter 13 References Page 259 of 266
City of Rocklin MSR/SOI Study – Final
____. 2020d. Actuarial Valuation as of June 30, 2020, for the Safety Fire Plan of the City of Rocklin
Required Contributions for Fiscal Year July 1, 2022-June 30, 2023. Available online at:
https://www.calpers.ca.gov/docs/actuarial-reports/2020/rocklin-city-safety-fire-2020.pdf.
____. 2020e. Actuarial Valuation as of June 30, 2020, for the Safety Police Plan of the City of Rocklin
Required Contributions for Fiscal Year July 1, 2022-June 30, 2023. Available online at:
https://www.calpers.ca.gov/docs/actuarial-reports/2020/rocklin-city-safety-fire-2020.pdf.
____. 2021a. Actuarial Valuation as of June 30, 2021, for the Miscellaneous Plan of the City of Rocklin
Required Contributions for Fiscal Year July 1, 2023-June 30, 2024. Available online at:
https://www.calpers.ca.gov/docs/actuarial-reports/2021/rocklin-city-miscellaneous-2021.pdf.
____. 2021b. Actuarial Valuation as of June 30, 2021, for the PEPRA Safety Fire Plan of the City of Rocklin
Required Contributions for Fiscal Year July 1, 2023-June 30, 2024. Available online at:
https://www.calpers.ca.gov/docs/actuarial-reports/2021/rocklin-city-pepra-safety-fire-
2021.pdf.
____. 2021c. Actuarial Valuation as of June 30, 2021, for the PEPRA Safety Police Plan of the City of Rocklin
Required Contributions for Fiscal Year July 1, 2023-June 30, 2024. Available online at:
https://www.calpers.ca.gov/docs/actuarial-reports/2021/rocklin-city-pepra-police-fire-
2021.pdf.
____. 2021d. Actuarial Valuation as of June 30, 2021, for the Safety Fire Plan of the City of Rocklin
Required Contributions for Fiscal Year July 1, 2023-June 30, 2024. Available online at:
https://www.calpers.ca.gov/docs/actuarial-reports/2021/rocklin-city-safety-fire-2021.pdf.
____. 2021e. Actuarial Valuation as of June 30, 2021, for the Safety Police Plan of the City of Rocklin
Required Contributions for Fiscal Year July 1, 2023-June 30, 2024. Available online at:
https://www.calpers.ca.gov/docs/actuarial-reports/2021/rocklin-city-safety-fire-2021.pdf.
____. 2022a. Actuarial Valuation as of June 30, 2022, for the Miscellaneous Plan of the City of Rocklin
Required Contributions for Fiscal Year July 1, 2024-June 30, 2025. Available online at:
____. 2022b. Actuarial Valuation as of June 30, 2022, for the PEPRA Safety Fire Plan of the City of Rocklin
Required Contributions for Fiscal Year July 1, 2024-June 30, 2025. Available online at:
https://www.calpers.ca.gov/docs/actuarial-reports/2022/rocklin-city-pepra-safety-fire-
2022.pdf.
____. 2022c. Actuarial Valuation as of June 30, 2022, for the PEPRA Safety Police Plan of the City of Rocklin
Required Contributions for Fiscal Year July 1, 2024-June 30, 2025. Available online at:
https://www.calpers.ca.gov/docs/actuarial-reports/2022/rocklin-city-pepra-safety-police-
2022.pdf.
____. 2022d. Actuarial Valuation as of June 30, 2022, for the Safety Fire Plan of the City of Rocklin
Required Contributions for Fiscal Year July 1, 2024-June 30, 2025. Available online at:
https://www.calpers.ca.gov/docs/actuarial-reports/2022/rocklin-city-safety-fire-2022.pdf.
Chapter 13 References Page 260 of 266
City of Rocklin MSR/SOI Study – Final
____. 2022e. Actuarial Valuation as of June 30, 2022, for the Safety Police Plan of the City of Rocklin
Required Contributions for Fiscal Year July 1, 2024-June 30, 2025. Available online at:
https://www.calpers.ca.gov/docs/actuarial-reports/2022/rocklin-city-safety-police-2022.pdf.
California State Auditor. Accessed September 20, 2023. Local Government High Risk Dashboard.
Information from the Dashboard is no longer available as of October 1, 2023.
California State Controller. 2022. Government Compensation in California, City Detail, Rocklin, 2022.
Available online at: https://publicpay.ca.gov/Reports/Cities/City.aspx?entityid=329&year=2022.
City of Rocklin. 2018. Comprehensive Annual Financial Report for the Fiscal Year Ended June 30, 2018.
Available online at: https://www.rocklin.ca.us/post/city-rocklin-0.
____. 2019. Comprehensive Annual Financial Report for the Fiscal Year Ended June 30, 2019. Available
online at: https://www.rocklin.ca.us/post/city-rocklin-0.
____. 2020. Comprehensive Annual Financial Report for the Fiscal Year Ended June 30, 2020. Available
online at: https://www.rocklin.ca.us/post/city-rocklin-0.
____. 2021. Annual Comprehensive Financial Report for the Fiscal Year Ended June 30, 2021. Available
online at: https://www.rocklin.ca.us/post/city-rocklin-0.
____. 2022a. Annual Comprehensive Financial Report for the Fiscal Year Ended June 30, 2022. Available
online at: https://www.rocklin.ca.us/post/city-rocklin-0.
____. 2022b. Fiscal Year 2022/2023 Annual Budget. Available online at:
https://www.rocklin.ca.us/post/city-rocklin-budgets.
____. 2023. Fiscal Year 2023/2024 Annual Budget. Available online at:
https://www.rocklin.ca.us/post/city-rocklin-budgets.
____. 2024a. Capital Improvement Plan 2024-2028. Available online at:
https://www.rocklin.ca.us/sites/main/files/file-attachments/city_of_rocklin_five-
year_capital_improvement_plan_2024-2028.pdf?1688686186.
____. 2024b. MSR/SOI Update Response to Request for Information – General Info. Available at the Placer
LAFCO office upon request.
____. 2024c. History of Rocklin webpage. Available online at: https://www.rocklin.ca.us/history-rocklin.
____. 2024d. Finance Division webpage. Available online at: https://www.rocklin.ca.us/finance.
National Center for Education Statistics (NCES). 2014. Chapter 5: Financial Reporting – Financial
Statements. Available online at: https://nces.ed.gov/pubs2015/fin_acct/chapter5_7.asp.
Placer LAFCO. 2005. Western Placer Waste Management Authority Joint Powers Agreement, Amendment
No. 6. Available at the LAFCO Office upon Request.
Chapter 13 References Page 261 of 266
City of Rocklin MSR/SOI Study – Final
Chapter 9
City of Rocklin. 2024. MSR/SOI Update Response to Request for Information. Available at the Placer LAFCO
office upon request.
City of Roseville. 2024. Website. Accessed on August 30, 2024. Available online at:
https://www.roseville.ca.us/government/departments/development_services/engineering_land
_development/transportation_planning/Traffic%20Fees/highway_65_joint_powers_authority_j
pa_fee_program.
Pioneer Community Energy. 2024. Pioneer Community Energy website. Accessed on May 16, 2024.
Available online at: https://wpwma.ca.gov/about-us/.
Placer County Air Pollution Control District (PCAPCD). 2023. Board Adopted Strategic Plan 2023-2028:
Improving Placer County’s air quality to protect public health, our economy, and the environment.
Available online at: https://placerair.org/DocumentCenter/View/74787/2023-APCD-strategic-
plan-FINAL.
Placer County Flood Control & Water Conservation District (PCFCWCD). 2024. PFCWCDB webpage on the
Placer County Website. Accessed May 16, 2024. Available online at:
https://www.placer.ca.gov/2349/Flood-Control-Water-Conservation-Distric.
Placer County Transportation Planning Agency (PCTPA). 2024a. PCPTA “About” webpage. Accessed August
30, 2024. Available online at: https://www.pctpa.net/about-pctpa.
____. 2024b. PCTPA SPRTA page. Accessed August 30, 2024. Available online at:
https://www.pctpa.net/sprta.
Western Placer Waste Management Authority (WPWMA). 2024. WPWMA website. Accessed May 16,
2024. Available online at: https://wpwma.ca.gov/about-us/.
Chapter 11
City of Rocklin. October 2012a. Element and Public Services & Facilities Element. Available online at:
https://www.rocklin.ca.us/post/general-plan.
____. October 2012b. City of Rocklin General Plan: Public Services & Facilities Element. Available online
at: https://www.rocklin.ca.us/post/general-plan.
____. October 2012c. City of Rocklin General Plan: Circulation Element. Available online at:
https://www.rocklin.ca.us/post/general-plan.
City of Rocklin. April 17, 2024a. Land Use Designation Map. Available online at:
https://www.rocklin.ca.us/sites/main/files/file-
attachments/existinggeneralplanmap_0.pdf?1683301119.
Chapter 13 References Page 262 of 266
City of Rocklin MSR/SOI Study – Final
____. 2024b. City of Rocklin Community Map. Accessed in April 2024. Available online at:
https://www.arcgis.com/apps/webappviewer/index.html?id=58cc59c5e4f444ab89609ac0d662b
635.
Placer County. May 2013. Land Use/Circulation Diagrams and Standards. Available online at:
https://www.placer.ca.gov/DocumentCenter/View/8572/Land-Use-and-Circulation-PDF.
____. December 2015. Bickford Ranch Specific Plan. Available online at:
https://www.placer.ca.gov/DocumentCenter/View/9084/Bickford-Ranch-Specific-Plan-PDF.
____. October 2019. Sunset Area Plan. Available online at:
https://www.placer.ca.gov/DocumentCenter/View/47887/Sunset_Area_Plan_Dec2020?bidId=.
____. 2024a. Land Information Search. Accessed in April 2024. Available online at:
https://maps.placer.ca.gov/Html5viewer/Index.html?viewer=LIS_Public.LIS_Base-Public.
____. 2024b. Placer County California Land Conservation Act (Williamson Act) webpages. Available
online at: https://www.placer.ca.gov/6089/California-Land-Conservation-Act-William.
Chapter 13 References Page 263 of 266
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Chapter 13 References Page 264 of 266
City of Rocklin MSR/SOI Study – Final
Acknowledgements
Several individuals contributed information that was utilized in this Municipal Service Review and
Sphere of Influence Study.
LAFCO Staff
Michelle McIntyre, Executive Officer
Amy Engle, Commission Clerk
City Staff
Aly Zimmermann, City Manager
Rustin Banks, Chief of Police
Justin Nartker, Director of Public Works
David Mohlenbrok, Director of Community Development Department
Hunter Young, City Engineer/Deputy Director Community Development Department
Anna Leanza, Principal Planner Community Development Department
Report Preparers
Name, Title Project Role
Amanda Ross, Principal Project/Contract Manager, Co-Author
South Fork Consulting, LLC
Judy Stolen, GIS GIS Data Manager
Baracco & Associates Bruce Baracco, Principal Editor, Project Advisor
Yuba Planning Group, LLC Jessica Hankinson Co-Author, CEQA Specialist
Acknowledgements 265 of 266
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Acknowledgements 266 of 266
City of Rocklin MSR/SOI Study – Final
Appendix A
Placer County Demographic
and Socio-Economic Data (2010-2023)
Appendix A
Page A-1 of A-23
Placer County, CA
Placer Executive Summary
Area: 1,501.48 square miles
Placer County 3.24
41.8
Median
Boomburbs Age
Dominant Tapestry
Segment KEY FACTS
420,717 $665,857
Total Population Median Home Value 1.19%
2020-2023
Pop Growth
Rate
16,436 417,083
Businesses Daytime Population
$55,843
Per Capita $107,851
Income
Median Household
2.6
Income
Avg Household
Size
KEY SPENDING FACTS
$6,000 $5,200
$4,000 $3,199 $2,949
$2,000 $1,171 $1,133
$0
Travel Transportation Apparel Entertainment Furniture
Source: This infographic contains data provided by Esri
(2023, 2028), Esri-Data Axle (2023), Esri-U.S. BLS (2023).
Page A-2 of A-23
©2024Esri
Spendingfactsareaverageannualdollarsperhousehold
Community Profile
Placer County 3.24 Prepared by Esri
Population Summary
2010 Total Population 348,544
2020 Total Population 404,848
2020 Group Quarters 4,462
2023 Total Population 420,717
2023 Group Quarters 4,462
2028 Total Population 436,217
2023-2028 Annual Rate 0.73%
2023 Total Daytime Population 417,083
Workers 190,709
Residents 226,374
Household Summary
2010 Households 132,658
2010 Average Household Size 2.60
2020 Total Households 152,133
2020 Average Household Size 2.63
2023 Households 158,729
2023 Average Household Size 2.62
2028 Households 165,559
2028 Average Household Size 2.61
2023-2028 Annual Rate 0.85%
2010 Families 93,560
2010 Average Family Size 3.07
2023 Families 110,653
2023 Average Family Size 3.12
2028 Families 114,998
2028 Average Family Size 3.11
2023-2028 Annual Rate 0.77%
Housing Unit Summary
2000 Housing Units 107,329
Owner Occupied Housing Units 63.7%
Renter Occupied Housing Units 23.3%
Vacant Housing Units 13.0%
2010 Housing Units 152,676
Owner Occupied Housing Units 61.7%
Renter Occupied Housing Units 25.2%
Vacant Housing Units 13.1%
2020 Housing Units 172,384
Owner Occupied Housing Units 63.3%
Renter Occupied Housing Units 24.9%
Vacant Housing Units 11.7%
2023 Housing Units 179,932
Owner Occupied Housing Units 65.4%
Renter Occupied Housing Units 22.8%
Vacant Housing Units 11.8%
2028 Housing Units 186,830
Owner Occupied Housing Units 66.3%
Renter Occupied Housing Units 22.3%
Vacant Housing Units 11.4%
Data Note: Household population includes persons not residing in group quarters. Average Household Size is the household population divided by
total households. Persons in families include the householder and persons related to the householder by birth, marriage, or adoption. Per Capita
Income represents the income received by all persons aged 15 years and over divided by the total population.
Source: Esri forecasts for 2023 and 2028. U.S. Census Bureau 2000 and 2010 decennial Census data converted by Esri into 2020 geography.
March 12, 2024
Page A-3 of A-23
©2024 Esri Page 1 of 8
Community Profile
Placer Prepared by Esri
2023 Households by Income
Household Income Base 158,728
<$15,000 4.8%
$15,000 - $24,999 4.1%
$25,000 - $34,999 5.5%
$35,000 - $49,999 6.4%
$50,000 - $74,999 12.9%
$75,000 - $99,999 11.8%
$100,000 - $149,999 20.6%
$150,000 - $199,999 13.7%
$200,000+ 20.3%
Average Household Income $147,937
2028 Households by Income
Household Income Base 165,558
<$15,000 4.2%
$15,000 - $24,999 2.9%
$25,000 - $34,999 4.2%
$35,000 - $49,999 5.0%
$50,000 - $74,999 11.3%
$75,000 - $99,999 11.3%
$100,000 - $149,999 21.6%
$150,000 - $199,999 16.0%
$200,000+ 23.5%
Average Household Income $168,006
2023 Owner Occupied Housing Units by Value
Total 117,720
<$50,000 1.5%
$50,000 - $99,999 1.4%
$100,000 - $149,999 0.8%
$150,000 - $199,999 0.2%
$200,000 - $249,999 0.6%
$250,000 - $299,999 0.8%
$300,000 - $399,999 4.2%
$400,000 - $499,999 8.0%
$500,000 - $749,999 48.8%
$750,000 - $999,999 20.8%
$1,000,000 - $1,499,999 7.6%
$1,500,000 - $1,999,999 3.2%
$2,000,000 + 2.0%
Average Home Value $739,630
2028 Owner Occupied Housing Units by Value
Total 123,887
<$50,000 1.4%
$50,000 - $99,999 1.5%
$100,000 - $149,999 0.6%
$150,000 - $199,999 0.2%
$200,000 - $249,999 0.5%
$250,000 - $299,999 0.7%
$300,000 - $399,999 3.6%
$400,000 - $499,999 7.1%
$500,000 - $749,999 45.4%
$750,000 - $999,999 23.4%
$1,000,000 - $1,499,999 8.8%
$1,500,000 - $1,999,999 4.2%
$2,000,000 + 2.6%
Average Home Value $780,151
Data Note: Income represents the preceding year, expressed in current dollars. Household income includes wage and salary earnings, interest
dividends, net rents, pensions, SSI and welfare payments, child support, and alimony.
Source: Esri forecasts for 2023 and 2028. U.S. Census Bureau 2000 and 2010 decennial Census data converted by Esri into 2020 geography.
March 12, 2024
Page A-4 of A-23
©2024 Esri Page 2 of 8
Community Profile
Placer Prepared by Esri
Median Household Income
2023 $107,851
2028 $120,507
Median Home Value
2023 $665,857
2028 $689,300
Per Capita Income
2023 $55,843
2028 $63,792
Median Age
2010 40.3
2020 42.4
2023 41.8
2028 41.9
2020 Population by Age
Total 404,848
0 - 4 5.1%
5 - 9 6.3%
10 - 14 7.0%
15 - 24 11.5%
25 - 34 10.3%
35 - 44 13.0%
45 - 54 12.8%
55 - 64 13.4%
65 - 74 11.4%
75 - 84 6.5%
85 + 2.6%
18 + 77.4%
2023 Population by Age
Total 420,715
0 - 4 5.4%
5 - 9 6.2%
10 - 14 6.7%
15 - 24 11.3%
25 - 34 11.6%
35 - 44 13.1%
45 - 54 12.7%
55 - 64 13.2%
65 - 74 11.7%
75 - 84 6.0%
85 + 2.2%
18 + 77.7%
2028 Population by Age
Total 436,219
0 - 4 5.6%
5 - 9 6.1%
10 - 14 6.4%
15 - 24 10.5%
25 - 34 11.9%
35 - 44 13.6%
45 - 54 12.2%
55 - 64 11.9%
65 - 74 12.0%
75 - 84 7.3%
85 + 2.5%
18 + 78.1%
2020 Population by Sex
Source: Esri forecasts for 2023 and 2028. U.S. Census Bureau 2000 and 2010 decennial Census data converted by Esri into 2020 geography.
March 12, 2024
Page A-5 of A-23
©2024 Esri Page 3 of 8
Community Profile
Placer Prepared by Esri
Males 196,998
Females 207,850
2023 Population by Sex
Males 206,778
Females 213,939
2028 Population by Sex
Males 213,581
Females 222,636
2010 Population by Race/Ethnicity
Total 348,543
White Alone 83.5%
Black Alone 1.4%
American Indian Alone 0.9%
Asian Alone 5.9%
Pacific Islander Alone 0.2%
Some Other Race Alone 3.8%
Two or More Races 4.3%
Hispanic Origin 12.8%
Diversity Index 45.3
2020 Population by Race/Ethnicity
Total 404,848
White Alone 71.3%
Black Alone 1.7%
American Indian Alone 0.9%
Asian Alone 8.8%
Pacific Islander Alone 0.3%
Some Other Race Alone 5.0%
Two or More Races 12.1%
Hispanic Origin 15.0%
Diversity Index 60.2
2023 Population by Race/Ethnicity
Total 420,718
White Alone 69.7%
Black Alone 1.8%
American Indian Alone 0.9%
Asian Alone 9.4%
Pacific Islander Alone 0.3%
Some Other Race Alone 5.3%
Two or More Races 12.7%
Hispanic Origin 15.9%
Diversity Index 62.4
2028 Population by Race/Ethnicity
Total 436,217
White Alone 67.1%
Black Alone 1.9%
American Indian Alone 0.9%
Asian Alone 10.3%
Pacific Islander Alone 0.3%
Some Other Race Alone 5.8%
Two or More Races 13.7%
Hispanic Origin 17.1%
Diversity Index 65.3
Data Note: Persons of Hispanic Origin may be of any race. The Diversity Index measures the probability that two people from the same area will be
from different race/ethnic groups.
Source: Esri forecasts for 2023 and 2028. U.S. Census Bureau 2000 and 2010 decennial Census data converted by Esri into 2020 geography.
March 12, 2024
Page A-6 of A-23
©2024 Esri Page 4 of 8
Community Profile
Placer Prepared by Esri
2020 Population by Relationship and Household Type
Total 404,848
In Households 98.9%
Householder 37.6%
Opposite-Sex Spouse 21.1%
Same-Sex Spouse 0.2%
Opposite-Sex Unmarried Partner 2.0%
Same-Sex Unmarried Partner 0.1%
Biological Child 28.0%
Adopted Child 0.6%
Stepchild 1.1%
Grandchild 1.6%
Brother or Sister 0.9%
Parent 1.2%
Parent-in-law 0.5%
Son-in-law or Daughter-in-law 0.5%
Other Relatives 0.9%
Foster Child 0.1%
Other Nonrelatives 2.7%
In Group Quaters 1.1%
Institutionalized 0.6%
Noninstitutionalized 0.5%
2023 Population 25+ by Educational Attainment
Total 296,063
Less than 9th Grade 1.7%
9th - 12th Grade, No Diploma 2.8%
High School Graduate 16.3%
GED/Alternative Credential 1.9%
Some College, No Degree 21.2%
Associate Degree 11.6%
Bachelor's Degree 29.2%
Graduate/Professional Degree 15.2%
2023 Population 15+ by Marital Status
Total 343,418
Never Married 26.6%
Married 58.2%
Widowed 5.5%
Divorced 9.7%
2023 Civilian Population 16+ in Labor Force
Civilian Population 16+ 202,887
Population 16+ Employed 96.6%
Population 16+ Unemployment rate 3.4%
Population 16-24 Employed 11.0%
Population 16-24 Unemployment rate 8.2%
Population 25-54 Employed 63.7%
Population 25-54 Unemployment rate 2.6%
Population 55-64 Employed 18.6%
Population 55-64 Unemployment rate 3.7%
Population 65+ Employed 6.7%
Population 65+ Unemployment rate 2.3%
Source: Esri forecasts for 2023 and 2028. U.S. Census Bureau 2000 and 2010 decennial Census data converted by Esri into 2020 geography.
March 12, 2024
Page A-7 of A-23
©2024 Esri Page 5 of 8
Community Profile
Placer Prepared by Esri
2023 Employed Population 16+ by Industry
Total 195,959
Agriculture/Mining 0.7%
Construction 7.7%
Manufacturing 6.0%
Wholesale Trade 1.7%
Retail Trade 10.0%
Transportation/Utilities 5.3%
Information 2.0%
Finance/Insurance/Real Estate 8.3%
Services 50.2%
Public Administration 8.1%
2023 Employed Population 16+ by Occupation
Total 195,958
White Collar 71.2%
Management/Business/Financial 22.6%
Professional 29.0%
Sales 9.4%
Administrative Support 10.2%
Services 15.1%
Blue Collar 13.8%
Farming/Forestry/Fishing 0.3%
Construction/Extraction 3.8%
Installation/Maintenance/Repair 2.4%
Production 2.7%
Transportation/Material Moving 4.6%
2020 Households by Type
Total 152,133
Married Couple Households 56.5%
With Own Children <18 22.5%
Without Own Children <18 34.0%
Cohabitating Couple Households 5.5%
With Own Children <18 1.6%
Without Own Children <18 3.9%
Male Householder, No Spouse/Partner 14.4%
Living Alone 9.1%
65 Years and over 3.7%
With Own Children <18 1.7%
Without Own Children <18, With Relatives 2.4%
No Relatives Present 1.3%
Female Householder, No Spouse/Partner 23.5%
Living Alone 13.8%
65 Years and over 8.6%
With Own Children <18 3.6%
Without Own Children <18, With Relatives 5.0%
No Relatives Present 1.1%
2020 Households by Size
Total 152,133
1 Person Household 22.9%
2 Person Household 34.8%
3 Person Household 15.7%
4 Person Household 15.4%
5 Person Household 6.9%
6 Person Household 2.7%
7 + Person Household 1.5%
Source: Esri forecasts for 2023 and 2028. U.S. Census Bureau 2000 and 2010 decennial Census data converted by Esri into 2020 geography.
March 12, 2024
Page A-8 of A-23
©2024 Esri Page 6 of 8
Community Profile
Placer Prepared by Esri
2020 Households by Tenure and Mortgage Status
Total 152,133
Owner Occupied 71.7%
Owned with a Mortgage/Loan 53.8%
Owned Free and Clear 18.0%
Renter Occupied 28.3%
2023 Affordability, Mortgage and Wealth
Housing Affordability Index 66
Percent of Income for Mortgage 37.1%
Wealth Index 164
2020 Housing Units By Urban/ Rural Status
Total 172,384
Urban Housing Units 82.0%
Rural Housing Units 18.0%
2020 Population By Urban/ Rural Status
Total 404,848
Urban Population 85.4%
Rural Population 14.6%
Data Note: Households with children include any households with people under age 18, related or not. Multigenerational households are families
with 3 or more parent-child relationships. Unmarried partner households are usually classified as nonfamily households unless there is another
member of the household related to the householder. Multigenerational and unmarried partner households are reported only to the tract level. Esri
estimated block group data, which is used to estimate polygons or non-standard geography.
Source: Esri forecasts for 2023 and 2028. U.S. Census Bureau 2000 and 2010 decennial Census data converted by Esri into 2020 geography.
March 12, 2024
Page A-9 of A-23
©2024 Esri Page 7 of 8
Community Profile
Placer Prepared by Esri
Top 3 Tapestry Segments
1. Boomburbs (1C)
2. Exurbanites (1E)
3. Workday Drive (4A)
2023 Consumer Spending
Apparel & Services: Total $ $468,028,846
Average Spent $2,948.60
Spending Potential Index 134
Education: Total $ $392,040,407
Average Spent $2,469.87
Spending Potential Index 138
Entertainment/Recreation: Total $ $825,342,986
Average Spent $5,199.70
Spending Potential Index 137
Food at Home: Total $ $1,435,342,487
Average Spent $9,042.72
Spending Potential Index 133
Food Away from Home: Total $ $806,896,660
Average Spent $5,083.49
Spending Potential Index 137
Health Care: Total $ $1,581,726,637
Average Spent $9,964.95
Spending Potential Index 135
HH Furnishings & Equipment: Total $ $647,312,193
Average Spent $4,078.10
Spending Potential Index 138
Personal Care Products & Services: Total $ $211,239,533
Average Spent $1,330.82
Spending Potential Index 139
Shelter: Total $ $5,422,315,930
Average Spent $34,160.84
Spending Potential Index 138
Support Payments/Cash Contributions/Gifts in Kind: Total $ $719,671,802
Average Spent $4,533.97
Spending Potential Index 145
Travel: Total $ $507,796,855
Average Spent $3,199.14
Spending Potential Index 142
Vehicle Maintenance & Repairs: Total $ $281,970,829
Average Spent $1,776.43
Spending Potential Index 136
Data Note: Consumer spending shows the amount spent on a variety of goods and services by households that reside in the area. Expenditures are
shown by broad budget categories that are not mutually exclusive. Consumer spending does not equal business revenue. Total and Average Amount
Spent Per Household represent annual figures. The Spending Potential Index represents the amount spent in the area relative to a national average
of 100.
Source: Consumer Spending data are derived from the 2019 and 2020 Consumer Expenditure Surveys, Bureau of Labor Statistics. Esri.
Source: Esri forecasts for 2023 and 2028. U.S. Census Bureau 2000 and 2010 decennial Census data converted by Esri into 2020 geography.
March 12, 2024
Page A-10 of A-23
©2024 Esri Page 8 of 8
LifeMode Group: Affluent Estates
1C
Boomburbs
Households: 2,004,400
Average Household Size: 3.25
Median Age: 34.0
Median Household Income: $113,400
WHO ARE WE? OUR NEIGHBORHOOD SOCIOECONOMIC TRAITS
This is the new growth market, with a profile similar to the • Growth markets are in the suburban • Well-educated young professionals,
original: young professionals with families that have opted periphery of large metropolitan areas. 55% are college graduates (Index 178).
to trade up to the newest housing in the suburbs. The
• Young families are married with children • High labor force participation at 71.3%
original Boomburbs neighborhoods began growing in the
(Index 220); average household size is 3.25. (Index 114); most households have more
1990s and continued through the peak of the housing
than two workers (Index 124).
• Homeownership is 84% (Index 134),
boom. Most of those neighborhoods are fully developed
with the highest rate of mortgages, 71.5% • Longer commute times from the suburban
now. This is an affluent market but with a higher proportion
(Index 173). growth corridors have created more home
of mortgages. Rapid growth still distinguishes the
workers (Index 156).
Boomburbs neighborhoods, although the boom is more • Primarily single-family homes in new
subdued now than it was 10 years ago. So is the housing neighborhoods, 66% built since 2000 • Well connected, own the latest devices
market. Residents are well-educated professionals with a (Index 441). and understand how to use them
running start on prosperity. efficiently; biggest complaints—too many
• Median home value is $350,000 (Index 169).
devices and too many intrusions on
• Lower housing vacancy rate at 3.7%.
personal time.
• The cost of affordable new housing comes
• Financial planning is well under way
at the expense of one of the longest
for these professionals.
commutes to work, over 30 minutes
average, including a disproportionate
TAPESTRYTM
number (33.6%) commuting across county
SEGMENTATION lines (Index 141).
esri.com/tapestry
Note: The Index represents the ratio of the segment rate to the US rate multiplied by 100.
C onsumer preferences are estimated fromP daatga eby AM-R1I-S1im omfo nAs.-23
LifeMode Group: Affluent Estates
TAPESTRYTM
1C Boomburbs
SEGMENTATION
esri.com/tapestry
AGE BY SEX RACE AND ETHNICITY INCOME AND NET WORTH
(Esri data) (Esri data)
The Diversity Index summarizes racial and ethnic diversity. The index Net worth measures total household assets (homes, vehicles,
Median Age: 34.0 US: 38.2
shows the likelihood that two persons, chosen at random from the investments, etc.) less any debts, secured (e.g., mortgages)
Indicates US same area, belong to different race or ethnic groups. The index or unsecured (cred $ i 3 t 5 c 7 a ,6 r 0 d 0 s). Household income and
&'$%45%6$)7!%"#$ Chart Title ranges from 0 (no diversity) to 100 (complete diversity). Esri Median Net Worthnet wort $ h 9 a 3 r ,3 e 0 e 0 stimated by Esri.
80 8 – 5 8 + 4 Fe F m e a m le a l A e g A e g 8 e 0 8 -8 5 4 + ! ! " " # # $ $ % % & & ' ' $ $ % % 2 2 )( + 2 3 *$ Diversity Index: 63.2 US: 64.0
75–79 Female Age 75-79!"#$%&'$%1)+1,$ Median Household Income
70–74 Female Age 70-74!"#$%&'$%1)(1*$ Hispanic*
65–69 Female Age 65-69!"#$%&'$%0)+0,$ $113,400
6 5 0 5 – – 6 5 4 9 F F e e m m a a l l e e A A g g e e 5 6 5 0 - - 5 6 9 4 ! ! " " # # $ $ % % & & ' ' $ $ % % + 0 +) )( + 0 , * $ $ Multiple Esri Median HH Income
50–54 Female Age 50-54!"#$%&'$%+()+*$ $56,100
45–49 Female Age 45-49!"#$%&'$%*+)*,$ Other
4 3 3 0 5 0 – – – 4 3 3 4 9 4 F F F e e e m m m a a a l l l e e e A A A g g g e e e 3 3 4 0 5 0 - - - 3 3 4 4 9 4 ! ! ! " " " # # # $ $ $ % % % & & & ' ' ' $ $ $ % % % / / * ( + ( ) ) ) / / * * , * $ $ $ Pac A . s I i s a la n n a d n e d r $ 0 0 $1 $ 0 100,0 0 00 K $2 $ 0 200,00 0 0 K Se $ ries2 3 Se $ r 3 0 ie 0 s 0 1 ,00 0 0 K $4 $4 0 00,00 0 0 K $5 $5 0 00,00 0 0 K $60 $600, 0 000 K+
25–29 Female Age 25-29!"#$%&'$%.+).,$ American Median Net Worth
20–24 Female Age 20-24!"#$%&'$%.().* Indian
15–19 Female Age 15-19!"#$%&'$%-+)-,$
10–14 Female Age 10-14!"#$%&'$%-()-* Black $357,600
5–9 Female Age 5-9!"#$%&'$%)+,
<5 *"!#$ )"!#$ ("!#$ '"!#$ &"!#$ %"!#$ Female Age 0-4 0.0!"%!# ! $ "#$%&'$%)(* 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% White Esri Median Net Worth $93,300
6$89$:.6$89$:- Series2Series1
8% 4% 0 4% 8% 0 20% 40% 60% 80% 0 $100K $200K $300K $400K $500K $600K+
Male Female US Average. *Hispanic Can Be of Any Race. US Median.
$113,400
Esri Median HH Income
AVERAGE HOUSEHOLD BUDGET INDEX OCCUPATION BY$ 5E6A,10R0 NINGS
The index compares the average amount spent in this market’s household budgets for The five occupations with the highest number of workers in the market are displayed
$0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000
housing, food, apparel, etc., to the average amount spent by all US households. An index by median earnings. Data from the Census BurSeriees2aSeries1u’s American Community Survey.
of 100 is average. An index of 120 shows that average spending by consumers in this market
is 20 percent above the national average. Consumer expenditures are estimated by Esri.
$140,000140000 EMP2
Housing $120,000120000
Food Management
$100,000100000
Apparel & Services Business And Financial
$80,00080000 Operations
Transportation Health-Care
·x Practitioners And
Health Care $60,00060000 Technical
Sales And Related
Entertainment & Recreation $40,00040000
Office And
Education Administrative Support
$20,00020000
Pensions &
Social Security
Other 0 0 0 100000 200000 A 3 x 0 is 0 0 T 0 it 0 le 400000 500000 600000
100,000 200,000 300,000 400,000 600,500,000
• Management • Sales And Related • Office And Administrative Support • Business And Financial Operations • Healthcare Practitioners And Technical
0 50 100 150 200 250 300 350
sgninraE
naideM
161
164
179
162
157
169
163
186
172
Workers (Age 16+)
Page A-12 of A-23
LifeMode Group: Affluent Estates
TAPESTRYTM
1C Boomburbs
SEGMENTATION
esri.com/tapestry
MARKET PROFILE HOUSING
(Consumer preferences are estimated from data by MRI-Simmons.)
• Boomburbs residents prefer late model imports, primarily SUVs, and also luxury cars Median home value is displayed for markets that are primarily
owner occupied; average rent is shown for renter-occupied markets.
and minivans.
Tenure and home value are estimated by Esri. Housing type and average
Chart Title
• This is one of the top markets for the latest in technology, from smartphones to tablets rent are from the Census Bureau’s American Community Survey.
to internet connectable televisions.
• Style matters in the Boomburbs, from personal appearance to their homes.
These consumers are still furnishing their new homes and already remodeling.
• Enjoy gardening but more often contract for home services.
Home-
• Physical fitness is a priority, including club memberships and home equipment. ownership
Own Rent
• Leisure includes a range of activities from sports (hiking, bicycling, swimming, golf) 84.0% US Percentage: 16.0%
62.7% Own
to visits to theme parks or water parks. Typical Housing: 37.3% Rent
• Residents are generous supporters of charitable organizations. Single Family
Median Value:
$350,000
US Median: $207,300
Own Rent
POPULATION CHARACTERISTICS ESRI INDEXES
Total population, average annual population change since Census 2010, and average Esri developed three indexes to display average household wealth, socioeconomic status,
density (population per square mile) are displayed for the market relative to the size and housing affordability for the market relative to US standards.
and change among all Tapestry markets. Data estimated by Esri.
900,000 Population 11,000,000
0 153 350
6,536,700
Wealth Index
-0.5% Population Growth (Annual %) 3.0%
0 62.6 100
3.5%
Socioeconomic Status Index
0 Population Density (Persons per sq. mile) 25,000
0 156 350
1000
1017 Housing Affordability Index
Page A-13 of A-23
LifeMode Group: Affluent Estates
TAPESTRYTM
1C Boomburbs
SEGMENTATION
esri.com/tapestry
SEGMENT DENSITY
This map illustrates the density and
distribution of the Boomburbs
Tapestry Segment by households.
High
Low
For more information
1-800-447-9778
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and products or services mentioned herein may be trademarks, service marks, or registered marks of their respective mark owners.
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Page A-14 of A-23
LifeMode Group: Affluent Estates
1E
Exurbanites
Households: 2,398,200
Average Household Size: 2.50
Median Age: 51.0
Median Household Income: $103,400
WHO ARE WE? OUR NEIGHBORHOOD SOCIOECONOMIC TRAITS
Exurbanites residents are now approaching retirement • Established neighborhoods (most • Residents are college educated; more than half
but showing few signs of slowing down. They are active built between 1970 and 1990) found have a bachelor’s degree or higher; nearly 81%
in their communities, generous in their donations, and in the suburban periphery of large have some college education.
seasoned travelers. They take advantage of their metropolitan markets.
• This labor force is beginning to retire. One in
proximity to large metropolitan centers to support the
• A larger market of empty nesters, married three households currently receive Social Securi-
arts but prefer a more expansive home style in less
couples with no children; average ty or retirement income. Labor force participa-
crowded neighborhoods. They have cultivated a
household size is 2.50. tion has declined to less than 60% (Index 95).
lifestyle that is both affluent and urbane.
• Primarily single-family homes with a high • More of the residents prefer self-employment
median value of $423,400 (Index 204), (Index 178) or working from home (Index 177).
most still carrying mortgages.
• Consumers are more interested in quality than
• Higher vacancy rate at 9%. cost. They take pride in their homes and foster
a sense of personal style.
• Exurbanites residents are well connected, using
the internet for everything from shopping to
managing their finances.
• Sociable and hardworking, they still find time
TAPESTRYTM to stay physically fit.
SEGMENTATION
esri.com/tapestry
Note: The Index represents the ratio of the segment rate to the US rate multiplied by 100.
C onsumer preferences are estimated from data by MPRaI-Sgimem Aon-s1.5 of A-23
LifeMode Group: Affluent Estates
TAPESTRYTM
1E Exurbanites
SEGMENTATION
esri.com/tapestry
AGE BY SEX RACE AND ETHNICITY INCOME AND NET WORTH
(Esri data) (Esri data)
The Diversity Index summarizes racial and ethnic diversity. The index Net worth measures total household assets (homes, vehicles,
Median Age: 51.0 US: 38.2
shows the likelihood that two persons, chosen at random from the investments, etc.) less any debts, secured (e.g., mortgages)
Indicates US same area, belong to different race or ethnic groups. The index or unsecured (credit cards). H $ o 50 u 5 s , e 4 h 00 old income and
Age by Sex -Male Chart Title ranges from 0 (no diversity) to 100 (complete diversity). Esri Median Net Worthnet wort $ h 9 a 3 r ,3 e 0 e 0 stimated by Esri.
80 8 – 5 8 + 4 Fe F m e a m le a l A e g A e g 8 e 0 8 -8 5 4 + M M a a l l e e A A g g e e 8 8 0 5 - + 84 Diversity Index: 35.2 US: 64.0
75–79 Female Age 75-79Male Age 75-79 Median Household Income
70–74 Female Age 70-74Male Age 70-74 Hispanic*
65–69 Female Age 65-69Male Age 65-69 $103,400
6 5 0 5 – – 6 5 4 9 F F e e m m a a l l e e A A g g e e 5 6 5 0 - - 5 6 9 4 M M a a l l e e A A g g e e 5 6 5 0 - - 5 6 9 4 Multiple Esri Median HH Income
50–54 Female Age 50-54Male Age 50-54 $56,100
45–49 Female Age 45-49Male Age 45-49 Other
4 3 3 0 5 0 – – – 4 3 3 4 9 4 F F F e e e m m m a a a l l l e e e A A A g g g e e e 3 3 4 0 5 0 - - - 3 3 4 4 9 4 M M M a a a l l l e e e A A A g g g e e e 3 3 4 0 5 0 - - - 3 3 4 4 9 4 Pac A . s I i s a la n n a d n e d r $ 0 0 $1 $ 0 100,0 0 00 K $2 $ 0 200,00 0 0 K Se $ ries2 3 Se $ r 3 0 ie 0 s 0 1 ,00 0 0 K $4 $4 0 00,00 0 0 K $5 $5 0 00,00 0 0 K $60 $600, 0 000 K+
25–29 Female Age 25-29Male Age 25-29 American Median Net Worth
20–24 Female Age 20-24Male Age 20-24 Indian
15–19 Female Age 15-19Male Age 15-19
10–14 Female Age 10-14Male Age 10-14 Black $505,400
5–9 Female Age 5-9Male Age 5-9
<5 5.0% 4.5% 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5% Female Age 0-4 0.0%0 .0% M ale Age 0-4 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 3.5% 4.0% 4.5% 5.0% White Esri Median Net Worth $93,300
Series2Series1 Series2Series1
8% 4% 0 4% 8% 0 20% 40% 60% 80% 0 $100K $200K $300K $400K $500K $600K+
Male Female US Average. *Hispanic Can Be of Any Race. US Median.
$103,400
Esri Median HH Income
AVERAGE HOUSEHOLD BUDGET INDEX OCCUPATION BY$ 5E6A,10R0 NINGS
The index compares the average amount spent in this market’s household budgets for The five occupations with the highest number of workers in the market are displayed
$0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000
housing, food, apparel, etc., to the average amount spent by all US households. An index by median earnings. Data from the Census BurSeriees2aSeries1u’s American Community Survey.
of 100 is average. An index of 120 shows that average spending by consumers in this market
is 20 percent above the national average. Consumer expenditures are estimated by Esri.
$140,000140000 EMP2
Housing $120,000120000
Food
$100,000100000 Management
Apparel & Services
$80,00080000
Transportation Health-Care
·x Practitioners And
Health Care $60,00060000 Technical
Education, Training,
Entertainment & And Library Sales And Related Recreation $40,00040000
Education
$20,00020000
Ad
O
m
ff
i
i
n
c
i
e
s t
A
ra
n
t
d
iv e
Pensions & Support Social Security
Other 0 0 0 100000 200000 A 3 x 0 is 0 0 T 0 it 0 le 400000 500000 600000
100,000 20 200,000 40 300,000 60400,000 0 500,000 600,000
• Management • Sales And Related • Office And Administrative Support • Healthcare Practitioners And Technical • Education, Training, And Library
sgninraE
naideM
166
159
167
158
173
172
176
179
179
0 50 100 150 200 250 300 350 Workers (Age 16+)
Page A-16 of A-23
LifeMode Group: Affluent Estates
TAPESTRYTM
1E Exurbanites
SEGMENTATION
esri.com/tapestry
MARKET PROFILE HOUSING
(Consumer preferences are estimated from data by MRI-Simmons.)
• Exurbanites residents’ preferred vehicles are late model luxury cars or SUVs. Median home value is displayed for markets that are primarily
owner occupied; average rent is shown for renter-occupied markets.
• Active supporters of the arts and public television/radio. Tenure and home value are estimated by Esri. Housing type and average
Chart Title
rent are from the Census Bureau’s American Community Survey.
• Attentive to ingredients, they prefer natural or organic products.
• Gardening and home improvement are priorities, but they also use a number of
services, from home care and maintenance to personal care.
• Financially active with wide-ranging investments, these investors rely on
financial planners, extensive reading, and the internet to handle their money.
Home-
ownership
Own Rent
84.9% US Percentage: 15.1%
62.7% Own
Typical Housing: 37.3% Rent
Single Family
Median Value:
$423,400
US Median: $207,300
Own Rent
POPULATION CHARACTERISTICS ESRI INDEXES
Total population, average annual population change since Census 2010, and average Esri developed three indexes to display average household wealth, socioeconomic status,
density (population per square mile) are displayed for the market relative to the size and housing affordability for the market relative to US standards.
and change among all Tapestry markets. Data estimated by Esri.
900,000 Population 11,000,000
0 264 350
6,092,100
Wealth Index
-0.5% Population Growth (Annual %) 3.0%
0 63.8 100
0.8%
Socioeconomic Status Index
0 Population Density (Persons per sq. mile) 25,000
0 117 350
1000
288 Housing Affordability Index
Page A-17 of A-23
LifeMode Group: Affluent Estates
TAPESTRYTM
1E Exurbanites
SEGMENTATION
esri.com/tapestry
SEGMENT DENSITY
This map illustrates the density and
distribution of the Exurbanites
Tapestry Segment by households.
High
Low
For more information
1-800-447-9778
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service marks, or registered marks of Esri in the United States, the European Community, or certain other jurisdictions. Other companies info@esri.com
and products or services mentioned herein may be trademarks, service marks, or registered marks of their respective mark owners.
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Page A-18 of A-23
LifeMode Group: Family Landscapes
4A
Workday Drive
Households: 3,541,300
Average Household Size: 2.97
Median Age: 37.0
Median Household Income: $90,500
WHO ARE WE? OUR NEIGHBORHOOD SOCIOECONOMIC TRAITS
Workday Drive is an affluent, family-oriented market • Workday Drive residents prefer the suburban • Education: 40.5% college graduates; more
with a country flavor. Residents are partial to new housing periphery of metropolitan areas. than 72% with some college education.
away from the bustle of the city but close enough to
• Predominantly single family, homes are in • High labor force participation rate at 71%;
commute to professional job centers. Life in this suburban
newer neighborhoods, 34% built in the two out of three households include two
wilderness offsets the hectic pace of two working parents
1990s (Index 236), 31% built since 2000. plus workers (Index 124).
with growing children. They favor time-saving devices,
• Owner-occupied homes have high rate of • Connected, with a host of wireless devices
like banking online or housekeeping services, and
mortgages at 68% (Index 164) and low rate —anything that enables convenience,
family-oriented pursuits.
vacancy at 4%. like banking, paying bills, or even
shopping online.
• Median home value is $257,400.
• Well insured and invested in a range of
• Most households are married couples
funds, from savings accounts or bonds
with children; average household size is 2.97.
to stocks.
• Most households have two or three vehi-
• Carry a higher level of debt, including
cles; long travel time to work including a
first (Index 149) and second mortgages
disproportionate number commuting
(Index 154) and auto loans (Index 149).
from a different county (Index 132).
TAPESTRYTM
SEGMENTATION
esri.com/tapestry
Note: The Index represents the ratio of the segment rate to the US rate multiplied by 100.
C onsumer preferences are estimated fromP daatga eby AM-R1I-S9im omfo nAs.-23
AGE BY SEX RACE AND ETHNICITY INCOME AND NET WORTH
(Esri data) (Esri data)
The Diversity Index summarizes racial and ethnic diversity. The index Net worth measures total household assets (homes, vehicles,
Median Age: 37.0 US: 38.2
shows the likelihood that two persons, chosen at random from the investments, etc.) less any debts, secured (e.g., mortgages)
Indicates US same area, belong to different race or ethnic groups. The index or unsecured $ 2 (c 8 r 4 e ,5 d 0 it 0 cards). Household income and
Age by Sex -Male Chart Title ranges from 0 (no diversity) to 100 (complete diversity). Esri Median Net Worthnet wort $ h 9 a 3 r ,3 e 0 e 0 stimated by Esri.
80 8 – 5 8 + 4 Fe F m e a m le a l A e g A e g 8 e 0 8 -8 5 4 + M M a a l l e e A A g g e e 8 8 0 5 - + 84 Diversity Index: 50.8 US: 64.0
75–79 Female Age 75-79Male Age 75-79 Median Household Income
70–74 Female Age 70-74Male Age 70-74 Hispanic*
65–69 Female Age 65-69Male Age 65-69 $90,500
6 5 0 5 – – 6 5 4 9 F F e e m m a a l l e e A A g g e e 5 6 5 0 - - 5 6 9 4 M M a a l l e e A A g g e e 5 6 5 0 - - 5 6 9 4 Multiple Esri Median HH Income
50–54 Female Age 50-54Male Age 50-54 $56,100
45–49 Female Age 45-49Male Age 45-49 Other
4 3 3 0 5 0 – – – 4 3 3 4 9 4 F F F e e e m m m a a a l l l e e e A A A g g g e e e 3 3 4 0 5 0 - - - 3 3 4 4 9 4 M M M a a a l l l e e e A A A g g g e e e 3 3 4 0 5 0 - - - 3 3 4 4 9 4 Pac A . s I i s a la n n a d n e d r $ 0 0 $1 $ 0 100,0 0 00 K $2 $ 0 200,00 0 0 K Se $ ries2 3 Se $ r 3 0 ie 0 s 0 1 ,00 0 0 K $4 $4 0 00,00 0 0 K $5 $5 0 00,00 0 0 K $60 $600, 0 000 K+
25–29 Female Age 25-29Male Age 25-29 American Median Net Worth
20–24 Female Age 20-24Male Age 20-24 Indian
15–19 Female Age 15-19Male Age 15-19
10–14 Female Age 10-14Male Age 10-14 Black $284,500
5–9 Female Age 5-9Male Age 5-9
<5 4.5% 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5% Female Age 0-4 0.00%.0 % M ale Age 0-4 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 3.5% 4.0% 4.5% White Esri Median Net Worth $93,300
Series2Series1 Series2Series1
8% 4% 0 4% 8% 0 20% 40% 60% 80% 0 $100K $200K $300K $400K $500K $600K+
Male Female US Average. *Hispanic Can Be of Any Race. US Median.
$90,500
Esri Median HH Income
AVERAGE HOUSEHOLD BUDGET INDEX OCCUPATION BY$ 5E6A,10R0 NINGS
The index compares the average amount spent in this market’s household budgets for The five occupations with the highest number of workers in the market are displayed
$0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000
housing, food, apparel, etc., to the average amount spent by all US households. An index by median earnings. Data from the Census BurSeriees2aSeries1u’s American Community Survey.
of 100 is average. An index of 120 shows that average spending by consumers in this market
is 20 percent above the national average. Consumer expenditures are estimated by Esri.
$140,000140000 EMP2
Housing $120,000120000
Food
$100,000100000
Apparel & Services Management
$80,00080000
Transportation Health-Care
·x Practitioners And
Health Care $60,00060000 Technical Office And
Entertainment &
--�--____.___ Administrative Support
Recreation $40,00040000
Education, Training,
Education And Library
$20,00020000
Pensions & Sales And Related
Social Security
Other 0 0 0 100000 200 200 , 00 0 0 00 300000 400 4000 , 00 00A0xis T it le 2 50 0 000 0 60 6 0 0000 , 0 000 7 0 00 00 6 800 8000 , 0 0 0 00 900000
• Office And Administrative Support • Management • Sales And Related • Healthcare Practitioners And Technical • Education, Training, And Library
sgninraE
naideM
LifeMode Group: Family Landscapes
TAPESTRYTM
4A Workday Drive
SEGMENTATION
esri.com/tapestry
127
128
134
128
129
132
132
141
134
0 50 100 150 200 250 300 350 Workers (Age 16+)
Page A-20 of A-23
LifeMode Group: Family Landscapes
TAPESTRYTM
4A Workday Drive
SEGMENTATION
esri.com/tapestry
MARKET PROFILE HOUSING
(Consumer preferences are estimated from data by MRI-Simmons.)
• Most households own at least two vehicles; the most popular types are minivans and SUVs. Median home value is displayed for markets that are primarily
owner occupied; average rent is shown for renter-occupied markets.
• Family-oriented purchases and activities dominate, like four plus televisions (Index 154), Tenure and home value are estimated by Esri. Housing type and average
Chart Title
movie purchases or rentals, children’s apparel and toys, and visits to theme parks or zoos. rent are from the Census Bureau’s American Community Survey.
• Outdoor activities and sports are characteristic of life in the suburban periphery. They
attend sporting events, as well as participate in them like bicycling, jogging,
golfing, and boating.
• Home maintenance services are frequently contracted, but these families also like their
Home-
gardens and own the tools for minor upkeep, like lawn mowers, trimmers, and blowers.
ownership
Own Rent
84.9% US Percentage: 15.1%
62.7% Own
Typical Housing: 37.3% Rent
Single Family
Median Value:
$257,400
US Median: $207,300
Own Rent
POPULATION CHARACTERISTICS ESRI INDEXES
Total population, average annual population change since Census 2010, and average Esri developed three indexes to display average household wealth, socioeconomic status,
density (population per square mile) are displayed for the market relative to the size and housing affordability for the market relative to US standards.
and change among all Tapestry markets. Data estimated by Esri.
900,000 Population 11,000,000
0 143 350
10,565,700
Wealth Index
-0.5% Population Growth (Annual %) 3.0%
0 59.1 100
1.4%
Socioeconomic Status Index
0 Population Density (Persons per sq. mile) 25,000
0 167 350
1000
523 Housing Affordability Index
Page A-21 of A-23
LifeMode Group: Family Landscapes
TAPESTRYTM
4A Workday Drive
SEGMENTATION
esri.com/tapestry
MARKET PROFILE HOUSING
(Consumer preferences are estimated from data by MRI-Simmons.)
• Most households own at least two vehicles; the most popular types are minivans and SUVs. Median home value is displayed for markets that are primarily
owner occupied; average rent is shown for renter-occupied markets.
• Family-oriented purchases and activities dominate, like four plus televisions (Index 154), Tenure and home value are estimated by Esri. Housing type and average
Chart Title
movie purchases or rentals, children’s apparel and toys, and visits to theme parks or zoos. rent are from the Census Bureau’s American Community Survey.
• Outdoor activities and sports are characteristic of life in the suburban periphery. They
attend sporting events, as well as participate in them like bicycling, jogging,
golfing, and boating.
• Home maintenance services are frequently contracted, but these families also like their
Home-
gardens and own the tools for minor upkeep, like lawn mowers, trimmers, and blowers.
ownership
Own Rent
84.9% US Percentage: 15.1%
62.7% Own
Typical Housing: 37.3% Rent
Single Family
Median Value:
$257,400
US Median: $207,300
Own Rent
POPULATION CHARACTERISTICS ESRI INDEXES
Total population, average annual population change since Census 2010, and average Esri developed three indexes to display average household wealth, socioeconomic status,
density (population per square mile) are displayed for the market relative to the size and housing affordability for the market relative to US standards.
and change among all Tapestry markets. Data estimated by Esri.
900,000 Population 11,000,000
0 143 350
10,565,700
Wealth Index
-0.5% Population Growth (Annual %) 3.0%
0 59.1 100
1.4%
Socioeconomic Status Index
0 Population Density (Persons per sq. mile) 25,000
0 167 350
1000
523 Housing Affordability Index
Page A-21 of A-23
LifeMode Group: Family Landscapes
TAPESTRYTM
4A Workday Drive
SEGMENTATION
esri.com/tapestry
SEGMENT DENSITY
This map illustrates the density and
distribution of the Workday Drive
Tapestry Segment by households.
High
Low
For more information
1-800-447-9778
Copyright © 2022 Esri. All rights reserved. Esri, the Esri globe logo, The Science of Where, Tapestry, @esri.com, and esri.com are trademarks,
service marks, or registered marks of Esri in the United States, the European Community, or certain other jurisdictions. Other companies info@esri.com
and products or services mentioned herein may be trademarks, service marks, or registered marks of their respective mark owners.
G2831429 esri.com
Page A-22 of A-23
City of Rocklin MSR/SOI Update – Final
This page is left intentionally blank.
Appendix A
Page A-23 of A-23
City of Rocklin MSR/SOI Study – Final
Appendix B
City of Rocklin Demographic
and Socio-Economic Data (2022)
Appendix B
Page B-1 of B-7
Page B-2 of B-7
Page B-3 of B-7
Page B-4 of B-7
Page B-5 of B-7
Page B-6 of B-7
City of Rocklin MSR/SOI Update – Technical Review Draft
This page is left intentionally blank.
Appendix B
Page B-7 of B-7
City of Rocklin MSR/SOI Study – Final
Appendix C
Projected Population by City Projects
Under Construction, Approved, and Proposed
February 28, 2024
Appendix C
Page C-1 of C-3
City of Rocklin MSR/SOI Study – Final
Number Residential Estimated
Units Population
Project Name1
(Multifamily/Single Increase per
Family) Project2
Proposed
Ambassador Creek Community 9 MF units 26
Grove Street Commons Subdivision 6 SF units 17
West Oaks Apartment 365 MF units 1,044
Greenbrae Parcel Split 2 SF units 6
Lonetree Apartments Phase 2 160 MF units 458
University Apartments 324 MF units 927
Estia Modification 19 MF units 54
Subtotal 885 units 2,531
Approved
342 SF units, 558 MF
College Park 2,574
units
Estia at Rocklin 181 MF units 518
Blue Oaks Marketplace TPM 7 SF units 20
Cool Pools Mixed Use 1 MF unit 3
Granite Lake Estates Units 2-4 64 SF units 183
Highlands Parcel A 20 SF units 57
Quarry Place Apartments and Cobblestone 180 MF units, 40 SF
Subdivisions units 629
South Whitney Mixed Use Townhomes and
Medical Center 20 MF units 57
Quarry Row Subdivision 74 SF units 212
Strikes Parcel Map 3 SF units 9
Sunset Hills Townhomes 148 MF units 423
Lonetree Apartments 240 MF units 686
Vista Oaks 100 SF units 286
Indian Creek Parcel Map 1 SF unit 3
Yankee Hill Parcel Map 2020 4 SF units 11
Placer Creek Apartments 254 MF units 726
Whitney Ranch Unit 49 (Northwest Rocklin
Annexation General Development Plan) 60 SF units 172
Sierra College Senior Apartments 180 MF units 515
Appendix C
Page C-2 of C-3
City of Rocklin MSR/SOI Study – Final
Number Residential Estimated
Units Population
Project Name1
(Multifamily/Single Increase per
Family) Project2
Wildcat West Subdivision 88 SF units 252
Whitney Ranch Unit 1 Subdivision 43 SF units 123
Whitney Ranch Unit 49 Subdivision 60 SF units 172
Subtotal 2,668 units 7,631
Under Construction
Croftwood Phase 4 17 SF units 49
Croftwood Unit 2 Subdivision 60 SF units 172
Granite Terrace 41 SF units 117
Indian Creek Tentative Parcel Map 1 SF unit 3
Rocklin Meadows 27 SF units 77
Subtotal 146 units 418
Total Proposed, Approved, and Under
3,699 units 10,581
Construction Projects
Sources:
1City of Rocklin, 2024c.
2U.S. Census Bureau, 2022: ACS 5-Year Estimates Table S1101:
https://data.census.gov/table/ACSST5Y2022.S1101?q=S1101&g=160XX00US0662364. Calculated population per
project using average household size of 2.86 persons per household for the City of Rocklin.
Appendix C
Page C-3 of C-3
City of Rocklin MSR/SOI Study – Final
Appendix D
CAD-to-CAD System Information
From CentralSquare® UnifyTM
Appendix D
Page D-1 of D-3
Agenda Item 4, Attachment A
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(cid:76)(cid:81)(cid:87)(cid:72)(cid:74)(cid:85)(cid:68)(cid:87)(cid:72)(cid:71)(cid:3)(cid:73)(cid:82)(cid:85)(cid:3)(cid:87)(cid:85)(cid:88)(cid:72)(cid:3)(cid:76)(cid:81)(cid:87)(cid:72)(cid:85)(cid:82)(cid:83)(cid:72)(cid:85)(cid:68)(cid:69)(cid:76)(cid:79)(cid:76)(cid:87)(cid:92)(cid:17)(cid:3)(cid:55)(cid:75)(cid:76)(cid:86)(cid:3)(cid:83)(cid:68)(cid:87)(cid:72)(cid:81)(cid:87)(cid:72)(cid:71)(cid:3)(cid:87)(cid:72)(cid:70)(cid:75)(cid:81)(cid:82)(cid:79)(cid:82)(cid:74)(cid:92)(cid:3)(cid:76)(cid:86)(cid:3)(cid:81)(cid:82)(cid:87)(cid:3)(cid:83)(cid:85)(cid:82)(cid:83)(cid:85)(cid:76)(cid:72)(cid:87)(cid:68)(cid:85)(cid:92)(cid:3)(cid:87)(cid:82)(cid:3)(cid:68)(cid:3)(cid:86)(cid:83)(cid:72)(cid:70)(cid:76)(cid:73)(cid:76)(cid:70)(cid:3)(cid:38)(cid:36)(cid:39)(cid:3)(cid:68)(cid:81)(cid:71)(cid:3)(cid:76)(cid:86)(cid:3)(cid:70)(cid:88)(cid:85)(cid:85)(cid:72)(cid:81)(cid:87)(cid:79)(cid:92)(cid:3)(cid:69)(cid:72)(cid:76)(cid:81)(cid:74)
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Page D-2 of D-3
(cid:113)(cid:4)(cid:125)(cid:39)(cid:85)(cid:125)(cid:39)(cid:35)(cid:3)(cid:125)(cid:39)(cid:29)(cid:62)(cid:85)(cid:90)(cid:79)(cid:90)(cid:58)(cid:154) (cid:116)(cid:39)(cid:4)(cid:79)(cid:557)(cid:125)(cid:65)(cid:84)(cid:39)(cid:3)(cid:35)(cid:4)(cid:125)(cid:4) (cid:119)(cid:65)(cid:125)(cid:128)(cid:4)(cid:125)(cid:65)(cid:90)(cid:85)(cid:4)(cid:79)(cid:3)
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(cid:70)(cid:82)(cid:71)(cid:72)(cid:3)(cid:86)(cid:72)(cid:87)(cid:17) (cid:88)(cid:86)(cid:72)(cid:17)
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(cid:621)(cid:481)(cid:479)(cid:481)(cid:482)(cid:482)(cid:3)(cid:29)(cid:208)(cid:266)(cid:308)(cid:299)(cid:173)(cid:259)(cid:119)(cid:298)(cid:311)(cid:173)(cid:299)(cid:208)(cid:622)(cid:622)(cid:3)(cid:125)(cid:208)(cid:198)(cid:236)(cid:266)(cid:271)(cid:259)(cid:271)(cid:230)(cid:240)(cid:208)(cid:302)(cid:536)(cid:536)(cid:3)(cid:4)(cid:259)(cid:259)(cid:259)(cid:3)(cid:299)(cid:240)(cid:230)(cid:236)(cid:308)(cid:302)(cid:302)(cid:3)(cid:299)(cid:208)(cid:302)(cid:208)(cid:299)(cid:338)(cid:208)(cid:204)(cid:536)
(cid:22)(cid:21)(cid:20)(cid:19)(cid:3)(cid:16)(cid:3)(cid:19)(cid:19)(cid:20)(cid:3)(cid:16)(cid:3)(cid:38)(cid:21)(cid:38)
Agenda Item 4, Attachment A
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(cid:29)(cid:4)(cid:113)(cid:4)(cid:28)(cid:65)(cid:79)(cid:65)(cid:125)(cid:154) (cid:79)(cid:39)(cid:147)(cid:39)(cid:79)(cid:119)
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WHO WE ARE
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(cid:4)(cid:58)(cid:39)(cid:85)(cid:29)(cid:154)(cid:3)(cid:29)(cid:128)(cid:119)(cid:125)(cid:90)(cid:84)(cid:39)(cid:116)(cid:119)
(cid:82)(cid:89)(cid:72)(cid:85)(cid:3)8,000 organizations from the largest metropolitan city
tocounties and towns of every size across North America.
3 in 4
CentralSquare’s broad,(cid:88)(cid:81)(cid:76)(cid:73)(cid:76)(cid:72)(cid:71)(cid:3)(cid:68)(cid:81)(cid:71)(cid:3)(cid:68)(cid:74)(cid:76)(cid:79)(cid:72)(cid:3)(cid:86)(cid:82)(cid:73)(cid:87)(cid:90)(cid:68)(cid:85)(cid:72)
(cid:29)(cid:65)(cid:125)(cid:65)(cid:162)(cid:39)(cid:85)(cid:119)(cid:3)(cid:119)(cid:39)(cid:116)(cid:147)(cid:39)(cid:35)(cid:3)(cid:4)(cid:29)(cid:116)(cid:90)(cid:119)(cid:119)(cid:3)(cid:85)(cid:90)(cid:116)(cid:125)(cid:62)(cid:3)(cid:4)(cid:84)(cid:39)(cid:116)(cid:65)(cid:29)(cid:4)
suite serves 3 in 4 citizens across North America.
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(cid:86)(cid:68)(cid:73)(cid:72)(cid:87)(cid:92)(cid:15)(cid:3)including 911,(cid:70)(cid:82)(cid:80)(cid:83)(cid:88)(cid:87)(cid:72)(cid:85)(cid:3)(cid:68)(cid:76)(cid:71)(cid:72)(cid:71)(cid:3)(cid:71)(cid:76)(cid:86)(cid:83)(cid:68)(cid:87)(cid:70)(cid:75)(cid:3)(cid:68)(cid:81)(cid:71)(cid:3)(cid:85)(cid:72)(cid:70)(cid:82)(cid:85)(cid:71)(cid:86)(cid:3) (cid:21)(cid:19)(cid:19)(cid:19)(cid:14)
(cid:80)(cid:68)(cid:81)(cid:68)(cid:74)(cid:72)(cid:80)(cid:72)(cid:81)(cid:87)(cid:17)(cid:3)(cid:41)(cid:82)(cid:85)(cid:3)(cid:83)(cid:88)(cid:69)(cid:79)(cid:76)(cid:70)(cid:3)(cid:68)(cid:71)(cid:80)(cid:76)(cid:81)(cid:76)(cid:86)(cid:87)(cid:85)(cid:68)(cid:87)(cid:76)(cid:82)(cid:81)(cid:3)(cid:68)(cid:74)(cid:72)(cid:81)(cid:70)(cid:76)(cid:72)(cid:86)(cid:15)
CentralSquare provides software for finance, (cid:75)(cid:88)(cid:80)(cid:68)(cid:81)(cid:3)(cid:70)(cid:68)(cid:83)(cid:76)(cid:87)(cid:68)(cid:79)(cid:3) (cid:39)(cid:84)(cid:113)(cid:79)(cid:90)(cid:154)(cid:39)(cid:39)(cid:119)(cid:3)(cid:57)(cid:90)(cid:29)(cid:128)(cid:119)(cid:39)(cid:35)(cid:3)(cid:90)(cid:85)(cid:3)(cid:119)(cid:39)(cid:116)(cid:147)(cid:65)(cid:85)(cid:58)(cid:3)(cid:125)(cid:62)(cid:39)(cid:3)
(cid:80)(cid:68)(cid:81)(cid:68)(cid:74)(cid:72)(cid:80)(cid:72)(cid:81)(cid:87)(cid:15)(cid:3)(cid:83)(cid:68)(cid:92)(cid:85)(cid:82)(cid:79)(cid:79)(cid:15)(cid:3)(cid:88)(cid:87)(cid:76)(cid:79)(cid:76)(cid:87)(cid:92)(cid:3)(cid:69)(cid:76)(cid:79)(cid:79)(cid:76)(cid:81)(cid:74)(cid:15)(cid:3)(cid:68)(cid:86)(cid:86)(cid:72)(cid:87)(cid:3)(cid:80)(cid:68)(cid:81)(cid:68)(cid:74)(cid:72)(cid:80)(cid:72)(cid:81)(cid:87)(cid:3)(cid:68)(cid:81)(cid:71)(cid:3) (cid:113)(cid:128)(cid:28)(cid:79)(cid:65)(cid:29)(cid:3)(cid:119)(cid:39)(cid:29)(cid:125)(cid:90)(cid:116)
(cid:70)(cid:82)(cid:80)(cid:80)(cid:88)(cid:81)(cid:76)(cid:87)(cid:92)(cid:3)(cid:71)(cid:72)(cid:89)(cid:72)(cid:79)(cid:82)(cid:83)(cid:80)(cid:72)(cid:81)(cid:87)(cid:17)
Page D-3 of D-3
City of Rocklin MSR/SOI Study – Final
Appendix E
Rocklin Police Department
Military Equipment Inventory
Appendix E
Page E-1 of E-15
Rocklin Police Department Military Equipment Inventory
TYPE DJI Matrice 300 RTK Drone with Zenmuse H20 Camera
DESCRIPTION Quadcopter drone with thermal imaging Zenmuse H20 camera, smart
controller and batteries.
QUANTITY 1
CAPABLITIES Flight up to 400 feet in altitude with an unobstructed range of 4.9 miles, or
within line of sight. Zenmuse camera is capable of 23 times hybrid optical
zoom, and 200 times maximum zoom.
EXPECTED LIFESPAN 5 years
MANUFACTURER'S The Matrice 300 RTK is DJI's latest commercial drone platform that takes
DESCRIPTION inspiration from modern aviation systems. Offering up to 55 minutes of flight
time, advanced AI capabilities, 6 direction sensing and more.
PURPOSE AND AUTHORIZED Drones are utilized to enhance the department's mission of protecting lives
USES and property when other means or resources are not available or are less
effective. Uses include, but are not limited to; search / rescue, major collision
investigations, natural disaster management, crime scene photography,
SWAT or other tactical public safety and life preservation mission, and in
response to specific requests from RFD.
FISCAL IMPACT Initial cost - $30,000 / Annual maintenance - $500
LEGAL / PROCEDURAL RULES Rocklin PD Policy 610 / FAA Part 107 Regulations
REQUIRED TRAINING Initial 20 hr Ground School Training. Must pass the FAA Part 107 Test to
obtain license to fly the drones and re-apply for license / test every two
years. Pilots must attend ongoing monthly training.
COMPLIANCE MECHANISIMS Operational use under the review of the drone coordinator.
Rocklin Police Department Page E-2 of E-15
Rocklin Police Department Military Equipment Inventory
TYPE DJI Mavic 2 Enterprise Dual Drone
DESCRIPTION Quadcopter drone with thermal imaging camera, spotlight, speaker, beacon,
smart controller and batteries
QUANTITY 3
CAPABLITIES Flight up to 400 feet in altitude with an unobstructed range of 3.5 miles, or
within line of sight.
EXPECTED LIFESPAN 5 years
MANUFACTURER'S The Mavic 2 Enterprise is the ultimate expression of a tool that delivers
DESCRIPTION beyond expectation to meet current workplace challenges and future
demands.
PURPOSE AND AUTHORIZED Drones are utilized to enhance the department's mission of protecting lives
USES and property when other means or resources are not available or are less
effective. Uses include, but are not limited to; search / rescue, major collision
investigations, natural disaster management, crime scene photography,
SWAT or other tactical public safety and life preservation mission, and in
response to specific requests from RFD.
FISCAL IMPACT Initial cost per drone - $6000 / Annual maintenance per drone - $200
LEGAL / PROCEDURAL RULES Rocklin PD Policy 610 / FAA Part 107 Regulations
REQUIRED TRAINING Initial 20 hr Ground School Training. Must pass the FAA Part 107 Test to
obtain license to fly the drones and re-apply for license / test every two
years. Pilots must attend ongoing monthly training.
COMPLIANCE MECHANISIMS Operational use under the review of the drone coordinator.
Rocklin Police Department Page E-3 of E-15
Rocklin Police Department Military Equipment Inventory
TYPE DJI Mavic Mini 2 Drone
DESCRIPTION Mini quadcopterdrone with camera, controller and batteries
QUANTITY 3
CAPABLITIES Flight up to 400 feet in altitude with an unobstructed range of 3.7 miles, or
within line of sight.
EXPECTED LIFESPAN 5 years
MANUFACTURER'S The DJI Mini 2 is a compact drone with ultra-clear 4k video.
DESCRIPTION
PURPOSE AND AUTHORIZED Drones are utilized to enhance the department's mission of protecting lives
USES and property when other means or resources are not available or are less
effective. Uses include, but are not limited to; search / rescue, major collision
investigations, natural disaster management, crime scene photography,
SWAT or other tactical public safety and life preservation mission, and in
FISCAL IMPACT Initial cost per drone - $500 / Annual maintenance per drone - $200
LEGAL / PROCEDURAL RULES Rocklin PD Policy 610 / FAA Part 107 Regulations
REQUIRED TRAINING Initial 20 hr Ground School Training. Must pass the FAA Part 107 Test to
obtain license to fly the drones and re-apply for license / test every two
years. Pilots must attend ongoing monthly training.
COMPLIANCE MECHANISIMS Operational use under the review of the drone coordinator.
Rocklin Police Department Page E-4 of E-15
Rocklin Police Department Military Equipment Inventory
TYPE Remote Operated Robot - Remotec Andros F5 - SHARED ASSET with Regional
EOD
DESCRIPTION Heavy-duty, remote controlled robot that can be configured with treads or
pnematic wheels / tires. Approximately 800 lbs. Equipped with an
articulating arm.
QUANTITY 1
CAPABLITIES Can be operated up to approximately 300 yards away, able to breach
windows and doors remotely, ablility to clear potential threats remotely via
camera, equipped with speaker, light, and manipulator for multiple
accessories and tool combinations. Safely assess and disrupt potiential
explosive devices.
EXPECTED LIFESPAN 10 years
MANUFACTURER'S Versatile, heavy-duty robot. Proven stair climbing ability, rugged chassis,
DESCRIPTION multiple communication options and tool combinations.
PURPOSE AND AUTHORIZED Used to remotely gain visual / audio data, deliver HNT phones, open / breach
USES doors and windows, disrupt packages and clear buildings and outdoor areas.
FISCAL IMPACT Initial cost - $300,000 / Annual maintenance - $1000
Regional EOD manual, Law enforcement puposes only, Regional MOU
LEGAL / PROCEDURAL RULES
REQUIRED TRAINING EOD personnel participate in ongoing, monthly training.
COMPLIANCE MECHANISIMS Use authorized by Incident Commander, Tactical Commander, EOD
personnel.
Rocklin Police Department Page E-5 of E-15
Rocklin Police Department Military Equipment Inventory
TYPE Remote Operated Robot - ICOR - Mini Caliber - SHARED ASSET with Regional
EOD
DESCRIPTION Remote operated robot, tread driven, approximately 50 lbs in size, equipped
with an articlating arm, camera, speaker, light, and disrupter.
QUANTITY 1
CAPABLITIES Can be operated up to approximately 300 yards away, able to clear potential
threats remotely via camera, equipped with speaker, and manipulator for
multiple accessories and tool combinations. Safely assess and disrupt
potiential explosive devices.
EXPECTED LIFESPAN 10 years
MANUFACTURER'S Highly portable and versitile, simple to operate and deploy for searching
DESCRIPTION buildings and disrupt potentially hazardous packages remotely.
PURPOSE AND AUTHORIZED Used to remotely gain visual / audio data, deliver HNT phones, open some
USES doors, disrupt packages and clear buildings and outdoor areas.
FISCAL IMPACT Initial cost - $75, 000 / Annual maintenance - $500
Regional EOD manual, Law enforcement puposes only, Regional MOU
LEGAL / PROCEDURAL RULES
REQUIRED TRAINING EOD personnel participate in ongoing, monthly training.
COMPLIANCE MECHANISIMS Use authorized by Incident Commander, Tactical Commander, EOD
personnel.
Rocklin Police Department Page E-6 of E-15
Rocklin Police Department Military Equipment Inventory
TYPE Remote Operated Robot - Irobot - 510 Packbot - SHARED ASSET with Regional
EOD
DESCRIPTION Remote operated robot, tread driven, approximately 50 lbs in size, equipped
with an articlating arm, camera, speaker, light, and disrupter.
QUANTITY 2
CAPABLITIES Can be operated up to approximately 300 yards away, able to clear potential
threats remotely via camera, equipped with speaker, and manipulator for
multiple accessories and tool combinations. Safely assess and disrupt
potiential explosive devices.
EXPECTED LIFESPAN 10 years
MANUFACTURER'S Man-transportable robot that performs bomb disposal, surveillance and
DESCRIPTION reconnaissance. Climbs stairs, navigates narrow passages, relaying video and
audio while keeping the operator safe through distance. Deployable by one
person in under two minutes.
PURPOSE AND AUTHORIZED Used to remotely gain visual / audio data, deliver HNT phones, open / breach
USES doors and windows, disrupt packages and clear buildings and outdoor areas.
FISCAL IMPACT Initial cost $75,000 / Annual maintenance - $1000
Regional EOD manual, Law enforcement puposes only, Regional MOU
LEGAL / PROCEDURAL RULES
REQUIRED TRAINING EOD personnel participate in ongoing, monthly training.
COMPLIANCE MECHANISIMS Use authorized by Incident Commander, Tactical Commander, EOD
personnel.
Rocklin Police Department Page E-7 of E-15
Rocklin Police Department Military Equipment Inventory
TYPE ARMORED VEHICLE - Tactical Response Vehicle (TRV) - SHARED ASSET
between Rocklin PD, Roseville PD and Placer County Sheriff's Office
DESCRIPTION 2005 LENCO BEARCAT - Armored personnel carrier, four wheeled, green in
color. Equipped with red / blue lights, siren, loudspeaker, winch, ram,
spotlights and rotating overwatch turret. Can hold a driver and 8-10 personel.
QUANTITY 1
CAPABLITIES Open floor plan allows for transport, security and rescue of personnel /
citizens. Armor provides greater saftey to personnel / citizens from various
projectiles up to .50 caliber rounds.
EXPECTED LIFESPAN 20 - 25 years
MANUFACTURER'S Four-wheeled, five-speed automatic transmission, Ford F550 chasis, diesel
DESCRIPTION engine powered personnel carrier with ballistic glass and armor rated up to
.50 caliber.
PURPOSE AND AUTHORIZED To be used in response to critical incidents to enhance officer and community
USES safety, improve scene containment and stabilization, and assist in resolving
critical incidents to include active shooters. Use of the armored vehicile
authorized by watch commander or SWAT commander.
FISCAL IMPACT Initial cost - $250,000 // Annual Maintenance - $10,000
LEGAL / PROCEDURAL RULES Rocklin Policy 418.11 and Roseville / Rocklin SWAT Team Manual
REQUIRED TRAINING To be used only by officers trained in familiarization and deployment and in a
manner conisitent with Department policy.
COMPLIANCE MECHANISIMS Operational use under the reviewof the watch commander or SWAT
commander.
Rocklin Police Department Page E-8 of E-15
Rocklin Police Department Military Equipment Inventory
TYPE Mobile Command Trailer
DESCRIPTION 2 axle, custom TPD box style bumper pull trailer, with loading door and
personnel door, black and white with Rocklin Police Department identifiers
on it, retractable awning, equipped with a generator and multiple
communication systems.
QUANTITY 1
CAPABLITIES Provides shelter and a mobile office for command post personnel. Equipped
with a 7,500 watt generator, multiple computer systems and multiple radio
systems.
EXPECTED LIFESPAN 25 years
MANUFACTURER'S High quality, extremely durable Mobile Command Trailer. Highly
DESCRIPTION customizable with multiple configurations and options.
PURPOSE AND AUTHORIZED Used as a command post office for incident command at extended critical
USES incidents, natural disaster assistance and large preplanned events. Use
authorized by watch commander or incident commander.
FISCAL IMPACT Initial cost - $75,000 / Annual maintenance - $500
LEGAL / PROCEDURAL RULES Rocklin Policy 705.6 / California State Law vehicle operation
REQUIRED TRAINING Mobile Command Trailer to be used by personnel who have been properly
trained the safe handling and trailering.
COMPLIANCE MECHANISIMS Use limited to trained personnel at the authorization of the watch
commander or incident commander.
Rocklin Police Department Page E-9 of E-15
Rocklin Police Department Military Equipment Inventory
TYPE Breaching Shotgun and Rounds
DESCRIPTION Royal Arms Remington 870 12 Gauge Express Breaching Shotgun, pump
action, short barrell with stand off compensator, pistol grip and single point
sling. Ammunition used - Royal Arms TESAR - #2, 425 grain, compressed
copper frangible breaching round.
QUANTITY 2 shotguns / 25 rounds of ammunition
CAPABLITIES Shotgun designed specifically for the operator to quickly breach doors by
destroying deadbolts, locks and hinges. The stand-off compensator allows for
positilve placement for correct position and vents gases to prevent
overpressure.
EXPECTED LIFESPAN 30,000 rounds
MANUFACTURER'S Using the Remington 870 Express Model 12 Gauge Shotgun as the base, we
DESCRIPTION completely modify it with custom CNC machined parts. Royal Arms invented
breaching shotguns.
PURPOSE AND AUTHORIZED To quickly and safely gain entry into a structure at the authorization of the
USES Incident Commander or SWAT Commander during an incident or in training.
FISCAL IMPACT Initial cost per shotgun - $850 / Cost per round of ammunition - $5
LEGAL / PROCEDURAL RULES Roseville / Rocklin SWAT Team Manual / Rocklin Policy 308.3.2
REQUIRED TRAINING Users limited to active SWAT personnel who have attended a 16 hour
Shotgun Breacher Course, continued annual training.
COMPLIANCE MECHANISIMS Use designated at the discretion of the SWAT Commander or appropriate
SWAT Team supervisor.
Rocklin Police Department Page E-10 of E-15
Rocklin Police Department Military Equipment Inventory
TYPE AR‐15 Rifle and Ammunition
DESCRIPTION Colt, AR‐15, Semi‐Automatic Rifle, chambered in 5.56 / .223, magazine fed,
shoulder fired with a pistol grip, outfitted with a sling and light. Rifles
assigned to patrol feature 16 inch barrels and rifles assigned to SWAT
personnel feature 10.5 inch barrels for increased maneuverablility.
AMMUNITION ‐ Speer LE, Gold Dot , .223 caliber, 62 grain
QUANTITY 52 AR‐15 Rifles / 30,000 rounds of Speer Gold Dot Ammunition
CAPABLITIES Rifles provide greater accuracy at distance and the ability to defeat threats
utilizing body armor. Provides personnel with the ability to meet or exceed a
suspects firepower.
EXPECTED LIFESPAN Rifle ‐ 15,000 rounds / Ammunition ‐ no experation
MANUFACTURER'S RIFLES ‐ Colt AR‐15 is the finest tool for local, regional and national law
DESCRIPTION enforcement agencies. Dependable and thoroughly field‐tested.
AMMUNITION ‐ Speer Gold Dot features nickel plated brass cases and boxer
primers with a non‐corrosive round. Gold Dot rifle ammunition asserts
remarkable accuracy.
PURPOSE AND AUTHORIZED To be used as precision weapons to address a potentially lethal threat with
USES more accuracy and from greater distances than a pistol; providing more
standoff in order to protect personnel and civilians alike.
Per Rifle ‐ $1,500 / Annual maintenance per rifle ‐ approximatley $30 /
FISCAL IMPACT Ammunition ‐ $260 per case of 500 rounds
LEGAL / PROCEDURAL RULES Rocklin policy 301, 308.3.3, 410.6
REQUIRED TRAINING Personnel must be POST certified in patrol rifle and pass annual qualification
conducted during annual rifle training.
COMPLIANCE MECHANISIMS POST patrol rifle certification, Rocklin Police Department patrol rifle
qualification.
Rocklin Police Department Page E-11 of E-15
Rocklin Police Department Military Equipment Inventory
TYPE LIGHT-SOUND DISTRACTION DEVICE
DESCRIPTION Defense Technology, Low Roll Distraction Device, model 27914, reloadable
flashbang // Combined Tactical Systems, model 7290-9, nine-bang,
flashbang, non-reloadable
QUANTITY Defense Technology Low Roll Flash Bang Bodies - 24
Defense Technology Flash Bang reload - 100
Combined Tactical Systems 9-Bang Flashbang - 6
CAPABLITIES Non-bursting, non-fragmenting device that creates a thunderous bang with
an intense bright light.
EXPECTED LIFESPAN No expiration
MANUFACTURER'S Defense Technology - non-bursting, designed to limit movement and rolling
DESCRIPTION once deployed. Once deployed, emits a burst of light at 6-8 million Candelas
and a 175dB bang. Combined Tactical System 9-bang - non-fragmenting,
minimal movement that outputs arrhythmic bursts approximately .5 seconds
apart at 180 dB and 1 million Candelas.
PURPOSE AND AUTHORIZED To produce atmospheric over-pressure and billiant while light and, as a
USES result, can cause short-term (6-8 seconds) of physiological / psychological
sensory deprivation to give officers a tactical advantage. To be used during
high-risk situations such as hostage rescues, high-risk search warrants, high-
risk vehicle take downs, and other situations where there use would enhance
officer safety.
FISCAL IMPACT Defense Technology Low Roll Flash Bang Bodies - $55 per body
Defense Technology Flash Bang reload - $33 per reload
Combined Tactical Systems 9-Bang Flashbang - $140 per 9-bang
LEGAL / PROCEDURAL RULES Roseville / Rocklin SWAT Manual
REQUIRED TRAINING Personnel deploying light-sound distraction devices shall attend an 80 hr
POST certified SWAT school, Authorized personnel to attend ongoing
COMPLIANCE MECHANISIMS Use of light-sound distraction devices shall be persuant to use of force policy.
Rocklin Police Department Page E-12 of E-15
Rocklin Police Department Military Equipment Inventory
TYPE 40MM Launcher and Rounds
DESCRIPTION Defense Technology, 40MM Single shot launcher, shoulder fired with a front
grip and sling. Rounds - Defense Technology, 40MM Exact Impact Sponge,
#6325 less lethal, lightweight plastic and foam projectile capable of 325 FPS.
QUANTITY 5 - 40MM Launchers / 30 - 40MM Rounds
CAPABLITIES Rifled barrel, single shot, launcher capable of firing various munitions in
40MM. 40MM exact impact sponge is a 30 gram foam projectile that delivers
120 ft/lbs of energy on impact. Operational range of 5 feet up to 131 feet.
EXPECTED LIFESPAN 40MM Launcher - 10,000 rounds / 40MM Exact Impact Rounds - 5 years
MANUFACTURER'S 40MM Launcher is a tactical single shot launcher. It will fire standard 40MM
DESCRIPTION less lethal ammunition. 40MM Exact Impact Sponge rounds provide accurate
and effective performance.
PURPOSE AND AUTHORIZED To limit the escalation of conflict when applicable and compel an individual
USES to cease their actions when 40MM less lethal rounds present a reasonable
option. Can be used to control potentially vicious animals. Potential use to
gain tactical advantages. Can be used against specific, violent agitators in riot
/ crowd control situations. Effective de-escalation tactic due to increased
distance from personnel to subject.
FISCAL IMPACT Per 40MM Launcher - $1000 / Per 40MM impact round - $18
LEGAL / PROCEDURAL RULES Rocklin policy 301, 304.9 / Roseville / Rocklin SWAT Manual
REQUIRED TRAINING Personnel utilizing 40MM shall be trained by a POST certified instructor and
subject to additional annual training.
COMPLIANCE MECHANISIMS Use is subject to applicable policy and by authorized personnel.
Rocklin Police Department Page E-13 of E-15
Rocklin Police Department Military Equipment Inventory
TYPE Less Lethal Shotgun and Rounds
DESCRIPTION Remington 870 Less Lethal Shotgun used to deploy 12 gauge less lethal
rounds, shotgun is desginated as solely less lethal by orange stock and fore
end grip, equipped with a sling and light. Rounds - Defense Technology, 12-
gauge drag stabilized less lethal beanbag round, #3027
QUANTITY 7 - Less Lethal Shotguns / 660 - drag stabilized less lethal rounds
CAPABLITIES Fires a 12 gauge less lethal bean bag round at approximately 270 FPS with a
range up to 75 feet.
Less Lethal Shotgun - 30,000 rounds / Drag stablilized less lethal rounds - 5
EXPECTED LIFESPAN years
MANUFACTURER'S The Remington 870 shotgun is a 12 gauge, pump action shotgun. The Defense
DESCRIPTION Technology Drag Sabilized 12 gauge roundis loaded with a 40 gram tear
shaped bag made from cotton and ballistic material blend and filled with #9
shot.
PURPOSE AND AUTHORIZED To limit the escalation of conflict when applicable and compel an individual
USES to cease their actions when less lethal bean bag rounds present a reasonable
option. Can be used to control potentially vicious animals. Potential use to
gain tactical advantages. Can be used against specific, violent agitators in riot
/ crowd control situations. Effective de-escalation tactic due to increased
distance from personnel to subject.
FISCAL IMPACT Per shotgun - $700 / Per round $5
LEGAL / PROCEDURAL RULES Rocklin policy 301, 304.9 / Roseville / Rocklin SWAT Manual
REQUIRED TRAINING Personnel utilizing less lethal shotguns shall be trained by a POST certified
instructor and subject to additional annual training.
COMPLIANCE MECHANISIMS Use is subject to applicable policy and by authorized personnel.
Rocklin Police Department Page E-14 of E-15
Rocklin Police Department Military Equipment Inventory
TYPE PepperBall SA-200 Launcher
DESCRIPTION .68 caliber, air powered, less lethal PepperBall launcher. Rounds - PepperBall,
Capsaicin II, .68 caliber, red in color.
QUANTITY 3 PepperBall Launchers / 400 Rounds of PepperBall rounds
CAPABLITIES Operational range of 5 feet - 150 feet, allows for rapid follow up
engagements.
EXPECTED LIFESPAN PepperBall Launcher - 15 years / PepperBall Rounds - 10 years
MANUFACTURER'S
DESCRIPTION
PURPOSE AND AUTHORIZED To limit the escalation of conflict when applicable and compel an individual
USES to cease their actions when less lethal bean bag rounds present a reasonable
option. Can be used to control potentially vicious animals. Potential use to
gain tactical advantages. Can be used against specific, violent agitators in riot
/ crowd control situations. Effective de-escalation tactic due to increased
distance from personnel to subject.
FISCAL IMPACT Per PepperBall Launcher - $500 / PepperBall Rounds - $1000 for 500 rounds
LEGAL / PROCEDURAL RULES Rocklin policy 301, 301.3, 304, 304.9, 304.10
REQUIRED TRAINING Personnel utilizing Pepperball Launchers shall be trained by a POST certified
instructor and subject to additional annual training.
COMPLIANCE MECHANISIMS Use is subject to applicable policy and by authorized personnel.
Rocklin Police Department Page E-15 of E-15
City of Rocklin MSR/SOI Study – Final
Appendix F
Rocklin Police Department
Vehicles Inventory
Appendix F
Page F-1 of F-5
City of Rocklin MSR/SOI Study – Final
ID # Year Make Type Vehicle
5105 2008 FORD CROWN VICTORIA Car
5111 2011 FORD CROWN VICTORIA Car
5122 2011 FORD CROWN VICTORIA Car
5151 2009 NISSAN SENTRA Car
5152 2009 DODGE CHARGER Car
5154 2010 FORD FUSION Car
5155 2010 FORD FUSION Car
5161 2015 HONDA ACCORD Car
5163 2012 TOYOTA HIGHLANDER SUV
5164 2008 FORD TAURUS Car
5165 2012 FORD TAURUS Car
5166 2020 HONDA INSIGHT Car
5169 2005 FORD CROWN VICTORIA Car
5170 2007 FORD CROWN VICTORIA Car
5173 2006 FORD CROWN VICTORIA Car
5174 2017 TOYOTA CAMRY Car
5175 2017 TOYOTA CAMRY Car
5176 2017 TOYOTA CAMRY Car
5177 2017 TOYOTA CAMRY Car
5178 2021 CHEVROLET MALIBU Car
5179 2021 CHEVROLET MALIBU Car
5178 2006 BMW Motorcycle
5183 2004 BMW Motorcycle
5185 2002 KTM LC4 640 Motorcycle
5190 2012 HARLEY DAVIDSON FLHP Motorcycle
5191 2012 HARLEY DAVIDSON FLHP Motorcycle
5193 2016 BMW R1200 Motorcycle
5194 2020 BMW R1250 Motorcycle
5195 2023 BMW R1250 Motorcycle
5204 2023 CHEVROLET COLORADO Truck
5205 2022 CHEVROLET EQUINOX SUV
5206 2022 CHEVROLET EQUINOX SUV
5207 2002 FORD ESCAPE SUV
5208 2022 FORD RANGER Truck
5209 2003 FORD RANGER Truck
5211 2007 FORD F150 Truck
5212 2007 FORD ESCAPE SUV
5214 2013 FORD EXPLORER SUV
5218 2022 CHEVROLET TAHOE SUV
5219 2022 CHEVROLET TAHOE SUV
5220 2022 CHEVROLET TAHOE SUV
Appendix F
Page F-2 of F-5
City of Rocklin MSR/SOI Study – Final
5221 2022 CHEVROLET TAHOE SUV
5222 2022 CHEVROLET TAHOE SUV
5223 2022 CHEVROLET TAHOE SUV
5224 2023 CHEVROLET TAHOE SUV
5225 2023 CHEVROLET TAHOE SUV
5226 2023 CHEVROLET TAHOE SUV
5227 2023 CHEVROLET TAHOE SUV
5231 2013 CHEVROLET TAHOE SUV
5232 2014 CHEVROLET TAHOE SUV
5233 2014 CHEVROLET TAHOE SUV
5235 2016 CHEVROLET TAHOE SUV
5236 2016 CHEVROLET TAHOE SUV
5237 2016 CHEVROLET TAHOE SUV
5238 2016 CHEVROLET TAHOE SUV
5239 2016 CHEVROLET TAHOE SUV
5240 2016 CHEVROLET TAHOE SUV
5241 2017 CHEVROLET TAHOE SUV
5242 2018 CHEVROLET TAHOE SUV
5243 2018 CHEVROLET TAHOE SUV
5244 2018 CHEVROLET TAHOE SUV
5245 2018 CHEVROLET TAHOE SUV
5246 2018 CHEVROLET TAHOE SUV
5247 2018 CHEVROLET TAHOE SUV
5248 2018 CHEVROLET TAHOE SUV
5249 2019 CHEVROLET TAHOE SUV
5250 2019 CHEVROLET TAHOE SUV
5251 2020 CHEVROLET TAHOE SUV
5252 2020 CHEVROLET TAHOE SUV
5253 2021 CHEVROLET TAHOE SUV
5254 2021 CHEVROLET TAHOE SUV
5255 2021 CHEVROLET TAHOE SUV
5256 2021 CHEVROLET TAHOE SUV
5257 2021 CHEVROLET TAHOE SUV
5258 2021 CHEVROLET TAHOE SUV
5260 2013 CHEVROLET TAHOE SUV
5261 2013 CHEVROLET TAHOE SUV
5262 2015 CHEVROLET TAHOE SUV
5264 2018 CHEVROLET TAHOE SUV
5265 2020 RAM 1500 Truck
5266 2021 CHEVROLET SILVERADO 1500 Truck
5267 2021 CHEVROLET SILVERADO 1500 Truck
5268 2021 CHEVROLET SILVERADO 1500 Truck
Appendix F
Page F-3 of F-5
City of Rocklin MSR/SOI Study – Final
5269 2021 CHEVROLET SILVERADO 1500 Truck
5270 2021 CHEVROLET SILVERADO 1500 Truck
5271 2023 CHEVROLET SILVERADO 1500 Truck
5272 2023 CHEVROLET SILVERADO 1500 Truck
5273 2023 CHEVROLET TAHOE SUV
5274 2023 CHEVROLET TAHOE SUV
5301 2014 FORD F250 Truck
5403 2015 CHEVROLET SILVERADO 3500 Truck
5472 1999 FORD E350 Van
5501 2000 GMC STEP VAN Van
WANCO WSDT3S SPEED RADAR N/A
5804 2018
TRAILER
5855 2014 PJ UTILITY TRAILER N/A
5857 1998 TPD CV181T N/A
5858 1998 PACE CS58SAE N/A
5859 2005 KUSTOM SIGNALS III RADAR UNIT N/A
MPH SPEED MONITOR SPEED MONITOR N/A
5861 2012
19
Appendix F
Page F-4 of F-5
City of Rocklin MSR/SOI Study – Final
This page is left intentionally blank.
Appendix F
Page F-5 of F-5
City of Rocklin MSR/SOI Study – Final
Appendix G
Park and Facility Inventory Matrix
(Exhibit 3.4-3)
Appendix G
Page G-1 of G-3
Exhibit 3.4-3
ID# Park Name Address Size
COMMUNITY PARKS
1 Johnson-Springview 5480 Fifth Street 132.0 7 6 1 1 1 1 1 4 1 1 1 1 270 50 4 1 1 1 2 1 3 49 1 Rec Bldg., Tri-City Little League 3 lighted ballfields
2 Kathy Lund (formerly Lone Tree) 6101 West Oaks Blvd 30.0 2 1 3 4 2 1 224 18 2 2 2 5 46 1 Girls Softball Fields. Rocklin Youth Soccer
3 Margaret Azevedo 1900 Wildcat Blvd 24.1 2 1 1 1 1 180 11 2 1 2 1 24 1 Rocklin Youth Soccer and Softball
4 Twin Oaks 5500 Park Drive 30.0 7 1 1 3 1 316 15 1 1 3 3 75 Rocklin Little League
5 Whitney 1801 Whitney Ranch Pkwy 40.0 18 4 1 3 3 204 24 3 1 44 1 Pony Baseball
Subtotal 256.1
NEIGHBORHOOD PARKS
6 Bolton Bridlewood Wy and Leafy 3.0 1 1 5 1 2 1 6 1
7 Boulder Ridge Park Dr at Blakc Oak Pl 11.6 4 2 1 1 1 12 7 2 5 1
8 Breen 2842 Shelton St 5.9 2 2 1 1 1 12 1 1
9 Brigham & Hawes Ranch Veiw Dr and Spring 3.6 4 1 1 4 1 4 1
10 Clark Domingues 3098 Crest Dr 8.0 4 2 1 1 10 7 1 9 1
11 Clover Valley 4298 Clover Valley Rd 3.7 2 1 6 1 4
12 Corral-Alva Brookshire Dr 5.5 2 1 4 1 2
13 Gayaldo Aitken Dariy Rd 2.0 1 1 1 4 1 1
14 Joe Hernandez 6901 Ballantrae Wy 4.0 1 1 1 1 5 1 5 1
15 Mansion Oaks 2406 St. Andrews Dr 5.8 1 1 1 1
16 Memorial 3980 Rocklin Rd 1.0 3 1 3 5 1 11 1
17 Monte Verde El Don Dr 2.0 1 1 1 7 3 1 3
18 Monument 4401 Hood Rd 7.2 2 1 1 1 6 1 3 1
19 Night Ridge 6299 Night Ridge Dr 4.6 4 2 1 1 1 7 1 1
20 Pernu Old Ranch House Rd. 0.9 1 1 1 1 3
21 Peter Hill Heritage Park Front St. and Rocklin Rd. 0.1 1 12 5 4 Includes Old Timers Park, Heritage Park, and Round House
22 Pebble Creek 5939 Pebble Creek Dr 5.0 2 1 1 1 6 1 8
23 Pleasant Valley Creek Whitney Oaks 9.3 5 1 1 7 4 1 5
24 Ruhkala 2160 Arno,d Dr 5.0 4 4 1 6 1 6 1 1
25 Sasaki 5014 Southside Ranch Rd 2.0 2 1 1 1 1 4 1 3
26 Sierra Meadows 2530 Sierra Meadows Dr 4.8 2 1 1 1 5 1 4
27 Sonora 2101 Great Divide Wy 4.0 2 1 1 1 1 5 1 1
28 Sunset East 5953 Willowynd Dr 2.0 1 1 1 3 1 3
29 Vista Grande 5639 Onyx Dr 3.4 2 1 1 6 1 2
30 Wesley 5376 Wesley Rd 7.8 1 2 1 1 1 6 1 6 1
31 Woodside 3300 Westwood Dr 5.0 1 1 1 1 4 1 4 1
Subtotal 117.2
SPECIAL USE PARKS
32 Finnish Temperance Hall 4090 Rocklin Rd 1.7 1 1 42 1 Banquet Capacity - 144
33 Quarry Park 4060 Rocklin Road 21.8 1 2 1 3 4 7
34 Rocklin Event Center 2650 Sunset Blvd 6.4 1 6 1 243 Banquet Capacity - 320 Main Hall and 96 in Sunset Room
Subtotal 29.9
Facility Subtotals 403.2 1 0 2 81 17 0 17 2 7 0 5 1 1 47 1 0 0 21 0 3 3 26 1530 250 17 1 1 31 9 7 0 6 343 15 2 0 2
Legend/Definitions:
L = Lighted Field/Courts
* = Overlays/ Fields can be used by more than one (1) type of sport
P = Practice Field
p= Portable Restroom
S= Synthetic Sports Field
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Page G-2 of G-3
Exhibit 3.4-3, Continued
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SCHOOL / DISTRICT JOINT-USE FACILITY
Facility Name Address Size
Rocklin High School 1 8 1 1 3 2 8
Victory High School 2
Whitney High School 2 9 1 2 2 1 8
Granite Oaks Middle School 2
Spring View Middle School 6 1
Antelope Creek Elementary 3 1
Breen Elementary 4 1
Cobblestone Elementary 4 1
Parker Whitney Elementary 3 3 1
Rock Creek Elementary 2
Rocklin Elementary 1 3 1 2 Clark Domiguez Memorial Gymnasium (Joint-Use Agreement)
Ruhkala Elementary 3 1
Sierra Elementary 3 1
Sunset Ranch Elementary 4 1
Twin Oaks Elementary 4
Valley View Elementary 3 1
William Jessup University 1
Sierra College 1 1 1 1 5
TRAILS - HIKING Miles
Black Oak 0.68
Clark Dominguez 0.97 1
Foothills 0.14
Granite 0.52
Majestic Oaks 0.2
Sierra Nevada 0.17
Sunset 0.11
Turkey Hill 0.17
Wildlife 0.31
Subtotal (Miles) 3.27
Subtotal (Converted to Acres) 7.93
TRAILS - BICYCLE CLASS I
Whitney Ranch Trail 3.02
Lonetree to Sunset 1.75
Springview Spur 0.21
Subtotal (Miles) 4.98
Subtotal (Acres) 12.07
GRAND TOTAL 423.17
UNDEVELOPED PARK SITES & OPEN SPACE
Two Oaks Park 2.2
Whitney Park 20
Whitney Ranch Neighborhood Park #2 TBD
TOTAL All Facilities & School/Joint Use Facilities 1 0 2 81 21 1 20 64 7 0 5 1 1 47 1 2 0 21 0 3 3 37 1530 250 17 1 1 31 15 13 3 27 343 15 2 2 2
Note: Pools inventory - Rocklin High has two pools, an 8 lane 25 yard x 25 yard pool and a 75' x 40'= 5,625 s.f. and 3,000 s.f.; Whitney High has one pool 115' x 75' (16 lanes)=8,625 s.f.
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Page G-3 of G-3
City of Rocklin MSR/SOI Study – Final
Appendix H
Recommended Projects List (Exhibits 6.1-1 & 6.1-2)
Parks and Trails Master Plan, 2017
Appendix H
Page H-1 of H-7
City of Rocklin
2017
Parks and Trails Master Plan
6.1 Summary of Recommendations at Existing Parks
Exhibit 6.1‐1 identifies potential capital renovation projects or maintenance endeavors at existing parks
operated by the City of Rocklin.
Exhibit 6.1‐1
Recommended Projects for Existing Facilities
RECOMMENDATIONS
Johnson‐Springview Park
Consider installation of a water play area recreation element if funding becomes available.
Create a master plan for +/‐ 20 acre undeveloped portion of the park that responds to the facility needs
identified in this needs assessment
Renovate Community Center and consider expansion of facility into turfed footprints adjacent to the
current facility
Resurface basketball court
Resurface roller hockey
Add or rake additional bark under swings
Schedule replacement of cracking and lifted concrete panels with similar material
Immediately repair damaged areas by either cold crack fill, hot rubberized crack fill, or cold asphalt patch
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Kathy Lund Park
Create master plan for open field area
Add or rake additional bark under swings
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Twin Oaks Park
Master Plan for small undeveloped area south of tennis courts
Installation of new play equipment
Parking lot repair and slurry
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Resurface tennis court
Schedule replacement of cracking and lifted concrete panels with similar material
Reseed or renovate turf as needed
Trees in high‐use public areas should be pruned on a regular cycle, no less than once every seven years
Margaret Azevedo Park
Master Plan for undeveloped area in middle of park
Consider converting 2 soccer fields to multi‐use synthetic turf field
Add interpretative signage to perimeter trail
Add or rake additional bark under swings
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Reseed or renovate turf as needed
6-2
Page H-2 of H-7
City of Rocklin
2017
Parks and Trails Master Plan
Whitney Park
Create master plan for undeveloped 20‐acre area
Improve wayfinding signage
Add or rake additional bark under swings and landing areas
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Bolton Park
Add or rake additional bark under swings
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Boulder Ridge Park
Turf renovation
Resurface basketball court
Breen Park
Minor turf renovation
Add or rake additional bark under swings
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Brigham and Hawes Park
Explore potential trail connection
Add or rake additional bark under swings
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Clarke Dominquez Park
Minor turf renovation
Explore drainage issues
Add or rake additional bark under swings
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Renovate or reseed turf as necessary and treat for gophers—ensure that vehicles stay on pathways
Explore potential causes of drainage issues and possible means to reroute water flow
Clover Valley Park
Minor turf renovation
Remove turf a minimum of 25’ from creek bank/replant with natives
Corral‐Alva Park
Create master plan for Phase II undeveloped area
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Repair decomposed granite walkway
Add mulch to playground and/or regularly rake mulch back under swings
Finnish Temperance Hall
Minor shrub bed maintenance
Gayaldo Park
Create master plan for Phase II area of site
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
6-3
Page H-3 of H-7
City of Rocklin
2017
Parks and Trails Master Plan
Peter Hill Heritage Park
Continue to design park facilities from the Roundhouse to Emerson Street
Continue to design and develop future phases of the B Street Corridor (conversion of road to a pedestrian
corridor connection between Front Street and Johnson‐Springview Park)
Joe Hernandez Park
Minor irrigation repair
Mansion Oaks Park
Add or rake additional bark under swings
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Improve type and number of park amenities such as benches, bike racks, drinking fountains, recycling
containers, and trash cans
Memorial Park
Redesign park to match Quarry Park theme
Turf renovation
Correct drainage issue by playground
Monte Verde Park
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Trees in high‐use public areas should be pruned on a regular cycle, no less than once every two to seven
years
Monument Park
Formalize social trails to reduce erosion
Night Ridge Park
Add or rake additional bark under swings
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Renovate turf
Old Timers Park
None
Pebble Creek Park
Add or rake additional bark under swings
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Pleasant Valley Creek Park
Remove turf a minimum of 25’ from creek bank/replant with natives
Quarry Park (Currently under development)
Design and develop Phases II, III, and IV
Ruhkala Park
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Evaluate opportunity to naturalize area near drainage reducing turf areas and replanting with natives
Sasaki Park
Trees in high‐use public areas should be pruned on a regular cycle, no less than once every two to seven
years
6-4
Page H-4 of H-7
City of Rocklin
2017
Parks and Trails Master Plan
Sierra Meadows Park
Renovate turf
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Evaluate opportunity to naturalize creek area by reducing turf areas and replanting with natives
Sonora Park
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Add mulch to playground and/or regularly rake mulch back under swings
Sunset East Park
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Evaluate opportunity to naturalize creek area by reducing turf areas and replanting with natives
Vista Grande Park
Master plan phase II development of the site
Trees in high‐use public areas should be pruned on a regular cycle, no less than once every two to seven
years
Add mulch to playground and/or regularly rake mulch back under swings
Wesley Park
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Trees in high‐use public areas should be pruned on a regular cycle, no less than once every seven years
Add mulch to playground and/or regularly rake mulch back under swings
Renovate or reseed turf as needed
Correct erosion problem by playground
Woodside Park
Irrigation and turf renovation.
Remove turf from areas under native oaks
Bark/mulch should be regularly placed around the drip line to reduce compaction and water evaporation
Rocklin Event Center
Parking lot repair and replacement
Repair drainage for site
6-5
Page H-5 of H-7
City of Rocklin
2017
Parks and Trails Master Plan
Exhibit 6.1‐2
Recommended Projects for Future Facilities
Based upon input gathered during the need assessment phase of the Master Plan, the following list of
recommended improvements is suggested to be considered in future park and recreation planning. As
funding becomes available and as new development projects are proposed, opportunities should be
considered for including these potential new projects.
RECOMMENDATIONS
Sports Park Facility (could be a new site, or could be phase II 20‐acre expansion of either Whitney Park or
Johnson‐Springview Park) that could include:
Adult Softball Field
Youth Softball Field
Youth Baseball Field x 4
Youth Soccer Fields x 9 (to meet total future demand for long fields [soccer, football, rugby and lacrosse]
one third of these fields should be planned as synthetic turf and two thirds natural sand‐based drainage
system turf [3 synthetic + 6 natural turf]
Fitness Exercise Course
Dog Park
Climbing Walls
Zipline / Ropes Course
Walking/Jogging Paths/Trails – Expand existing facilities to provide for additional connectivity.
Bicycle Trails
6.2 Funding and Implementation Recommendations
The cornerstone of the success of the Parks and Trails Master Plan is Rocklin’s ability to secure stable
funding for the development and operation of parks, recreation facilities, and programs. Two major cost
centers require funding in order to implement the Master Plan. One is capital costs which includes:
potential acquisition and development of new required park lands and facilities and renovation of existing
park and school City properties. The second major cost center is to develop long‐term sustainable
resources for operations and maintenance of existing and new facilities.
With difficult financial constraints and diminishing resources, it will be challenging to find the resources
needed to build or renovate parks and facilities as well as maintain existing parks and infrastructure.
Another vexing task will be sustaining the affordability of recreation fee supported classes to meet needs
and demands for residents.
This section of the Master Plan provides information on funding options for park development,
maintenance, and operations to assist Rocklin in preparing for plan implementation. It discusses current
funding mechanisms and identifies future possibilities and identifies key resources to meet future goals or
6-6
Page H-6 of H-7
City of Rocklin MSR/SOI Study – Final
This page is left intentionally blank.
Appendix H
Page H-7 of H-7
City of Rocklin MSR/SOI Study – Final
Appendix I
Municipal Finance Quick Reference Guide
Appendix I
Page I-1 of I-3
1 2 3 4
CONTINUED FROM BUSINESS LICENSE TAX DEVELOPMENT IMPACT FEES ASSESSMENTS
FRONT PAGE
Business license taxes can be imposed on Development impact fees are imposed to pay Assessments are charges on real property or
persons or entities doing business within for improvements and facilities required to businesses levied to pay for facilities or services
the city. serve new development or otherwise reduce within a predetermined area according to the
PROPERTY TAX
the impacts of new development on a community. benefit to real property or businesses resulting
The property tax is based upon the value of real and Key things to know
from the improvements.
tangible personal property. Key things to know
• Business license taxes are most commonly
Key things to know
Key things to know based on gross receipts or levied at a flat rate, • Development impact fees cover one-time
but are sometimes based on the quantity of goods capital improvements and community amenities. • Benefit assessments are a common financing tool.
• Property tax revenue is collected by counties and
produced, number of employees, number of vehicles, square Procedure for imposing, accounting for, and • Assessment approval requires a majority vote of the owners
allocated according to state law within the county
footage of the business or some combination of factors. using development impact fees is regulated by of the properties subject to the assessments with the votes
to cities, counties, special districts and school districts.
state statute. weighted according to the assessment amount of each property.
• Rates are set at each city’s discretion but may not be
• The tax rate is constitutionally limited to 1 percent of the
discriminatory or confiscatory. • The ordinance or resolution establishing the fee must • State law authorizes bond financing for some
property’s assessed value, plus rates imposed to fund
explain the connection (nexus) between the development assessment districts.
indebtedness approved by voters prior to 1978. • In the event a business operates in more than one city,
project and fee. • Property-owner approval is required to impose
a city may only tax that portion of the business conducted
• For the purpose of taxation, appraised real property values benefit assessments.
within its incorporated boundaries. • The amount of the fee must not exceed the cost of providing
are limited to 1975-76 “full cash value” plus an annual
the service or improvement for which the fee is imposed.
adjustment for inflation not to exceed 2 percent. RENT FOR USE OF CITY PROPERTY
UTILITY USER’S TAX
• Property is reassessed at current full cash value upon Utility user’s taxes can be imposed on the consumer USER FEES RENTS, ROYALTIES AND CONCESSIONS
a change in ownership. (residential or commercial) of any combination of Cities have authority to impose fees, charges and rates Cities may receive revenue through rental or use of city
electric, gas, cable television, water, telephone and for services and facilities they provide. Use of these property. For example, cities may collect royalties from
• Property that declines in value may be reassessed.
other utility services. revenues is limited to paying for the service for which natural resources taken from city property, sell adver-
• Cities may not increase the property tax, nor impose the fees are collected. Examples include plan checking tisements in city publications or receive a percentage of
Key things to know
additional property tax, transaction tax or sales tax on fees or recreation classes. net profits from concessionaires operating on city property.
the sale of real property. • Utility user’s taxes are usually collected by the
utility as part of its regular billing procedure Key things to know Key things to know
and then remitted to the city. • The fee amount may not exceed the cost of • The First Amendment limits cities’ ability to
SALES AND USE TAX
providing the service but may include overhead, control advertising content.
The sales tax is imposed on retailers for the privilege TRANSIENT OCCUPANCY (BED) TAX capital improvements and debt service. • State law limits the maximum term of many types of leases.
of selling tangible personal property in California.
A transient occupancy tax is imposed on persons
A use tax is imposed on purchasers whenever sales staying 30 days or less in a hotel, inn, or other PROPERTY-RELATED FEES FRANCHISE FEES
tax does not apply, such as for goods purchased out
lodging facility. Franchise fees are collected in lieu of rent for use of city streets.
Property-related fees are charges imposed on a parcel
of state for use in California.
or a person as an incident of property ownership.
Key things to know Key things to know
Key things to know
• Most cities use transient occupancy tax revenues Key things to know • Examples of businesses that pay franchise fees
• The state sales tax rate is 6.25 percent. This for general purposes, but some budget a portion include refuse collectors, cable television
• Property-related fees include user fees or
includes one-quarter of one percent that is of them for tourism, business development or companies, electricutilities and oil and natural
charges for public services having a direct
dedicated to repayment of the fiscal recovery related purposes. gas pipelines. The amount of some franchise fees are
relationship to property ownership.
bond issued in 2004. limited by statute (for example, cable television
• Although collected by the hotel operator, the tax is imposed
• A written protest by a majority of owners who will pay the franchise fees).
• Counties may impose a sales and use tax at the rate of
on the guest.
fee, submitted at a public hearing, will prevent imposition
1.25 percent. Cities may impose a sales and use tax at the • Telephone companies and railroads are exempt from local
of the fee.
rate of 1 percent. Payment of the city sales tax is credited franchise fees.
against payment of the county sales tax. The .25 percent REGULATORY AND USER FEES • Fee approval requires a majority vote of the property owners
remaining in the county rate is dedicated to transportation. of the property subject to the fee, or at the option of the FINES, FORFEITURES
REGULATORY FEES
While the fiscal recovery bond is outstanding, one-quarter of agency, a two-thirds vote of the electorate in the area AND PENALTIES
one percent of the city/county sales tax has been suspended. Regulatory fees are imposed to pay for the cost of subject to the fee.
Cities receive a share of fines collected and bail moneys
Cities and counties receive additional property tax in an programs or facilities that a business or other activity
forfeited following conviction of a misdemeanor
amount equal to the sales tax loss. requires. Examples include a fee to pay for the cost
or infraction committed within city boundaries.
of administering the licensing of massage parlors, or UTILITY RATES
• One-half of one percent of the state sales tax rate is a fee to fund graffiti removal from businesses that do
Utility rates are charged to users of city-provided Key things to know
allocated to counties for use by the county and distribution not maintain their property free of graffiti.
to counties and cities for public safety. (Proposition 172). water service, sewer service, and electric service • State law determines the distribution of
Key things to know or other utilities. state-imposed fines and bail forfeitures.
• Cities and counties may impose additional transaction and
use taxes in increments of one-quarter of one percent if the • Regulatory fees are charged to ensure that those Key things to know • Cities determine bail amounts for violations of their
benefiting from an activity pay their fair share of municipal codes.
ordinance proposing the tax is approved by a two-thirds vote • Utility rates cover the cost of providing the
of the governing body before it is submitted to the voters. costs related to their activity. Costs may include issuance service, which may include operations, • Cities may establish and retain civil penalties for municipal
of a license or permit, investigation, inspection, administration, overhead, capital improvements and code violations.
• A city may impose more than one transaction and use tax for and maintenance of a system of supervision and enforcement.
debt service. • Restrictions may apply to use of funds received from motor
specified purposes. One might be for a general purpose; a
• Regulatory fees are charged to fund programs or facilities vehicle code violations.
second might be for a special purpose. The combined rate
that reduce negative impacts of an activity or business on
of these transaction and use taxes may not exceed 2 percent.
the community. TURN TO REVERSE SIDE TO CONTINUE
Page I-2 of I-3
5 6
CONTINUED FROM 4. EXPENDITURES GLOSSARY
INSIDE PANELS
Revenues that are not designated for a specific Appropriation. A legal authorization granted by the city
expenditure go into a fund called the general fund.
council to expend monies, and incur obligations for
2. STATE-ADMINISTERED
General fund revenues include proceeds from property
specific purposes.
REVENUE SOURCES taxes, sales taxes and other revenues that may be used
for discretionary purposes. In most cases revenues Assessment District. Not a separate governmental entity,
MOTOR VEHICLE LICENSE FEE from special taxes, fees and other limited purpose but rather a defined area of land that will be benefited by the
(MOTOR VEHICLE IN-LIEU TAX) revenue sources must be deposited special funds acquisition, construction or maintenance of a public improvement.
www.ilsg.org
associated with their particular purpose.
The Motor Vehicle License Fee (VLF) is a tax on Bonds. A certificate of debt issued by an entity, guaranteeing
ownership of a registered vehicle. The tax rate is PUBLIC PURPOSE payment of the original investment, plus interest, by a specified
0.65 percent of the value of a vehicle paid by owners
future date. Interest on bonds issued by a local agency is
All expenditures of public funds, regardless of their
to the Department of Motor Vehicles.
exempt from state personal income taxes.
source, must be for a public purpose of the agency
Municipal Finance
Key things to know making the expenditure. General Fund. Fund used to account for all financial resources
• VLF is constitutionally dedicated to cities except those required to be accounted for in another fund.
Key things to know Quick Reference
and counties.
• An incidental benefit to an individual does not General Revenue. Those revenues that cannot be associated
• The Constitution guarantees that the VLF at the 0.65 percent make a “public” purpose a “private” purpose. with a specific expenditure, such as property taxes (other
rate goes to counties and cities. State statute specifies the than voter-approved indebtedness), sales tax, and business
allocation among cities and counties. GIFT OF PUBLIC FUNDS license tax.
• In addition to revenues from the 0.65 percent VLF rate paid A city may not make a gift of public funds. This means
Subvention. Financial support provided by another level of
by vehicle owners, cities and counties receive additional property that a city may not spend public funds to benefit a KEY THINGS TO KNOW ABOUT:
government. The state levies certain taxes that are “subvened”
tax equal to the difference between revenues from the VLF at private person or business.
1. Local Revenues to cities, including motor vehicle license fees and the motor
the 2 percent rate and the VLF at the 0.65 percent rate.
Key things to know 2. State-Administered vehicle fuel tax. Local agencies also receive reimbursement
• After fiscal year 2004-05, the property tax in lieu of VLF for • Certain expenditures that benefit private entities – Revenue Sources for revenue lost as a result of various tax exemptions and
each city and county increases annually in proportion to the such as expenditures for affordable housing – reductions, like the homeowners’ property tax exemption.
growth in gross assessed valuation in that jurisdiction from 3. Intergovernmental Grants
are not considered to be gifts of public funds because of
the prior year. the community benefit of the project being funded. 4. Expenditures
• City VLF revenues may be used for any purpose. Special thanks to the following individuals whose
DEBT LIMIT
time and effort contributed to this publication:
GASOLINE TAX (HIGHWAY USERS TAX, Cities may not incur indebtedness or liability for any
1. LOCAL REVENUES
MOTOR VEHICLE FUEL LICENSE TAX) purpose in a given year that exceeds the income and
Michael Coleman Betsy Strauss
revenue they expect to receive that year, without a two-
The gasoline tax is an 18-cent per gallon tax on fuel
Special Consultant Special Counsel
used to propel a motor vehicle or aircraft. thirds vote of the electorate. This prohibition prevents TAXES
League of California League of California
the pledge of general fund revenues beyond the year in
All cities have the power to impose a variety of taxes. Cities Cities
Key things to know which that revenue is received.
All taxes are either general or special taxes. Special
Anita Lawrence
• Use of gasoline tax revenue is restricted to Key things to know taxes must be used for the specific purpose for which
Director of Finance
research, planning, construction, improvement, they are imposed.
• The debt limit does not apply to revenue bonds City of Camarillo
maintenance, and operation of public streets and highways
or other obligations that are paid from a special
or public mass transit guideways. fund rather than from general revenues. Key things to know All final decisions about the content and formatting of this report
• Cities may impose any type of tax not preempted were made by the Institute for Local Self Government.
• An exception applies when not more than one year’s revenue by state law.
3. INTERGOVERNMENTAL is pledged. Example: a lease-purchase agreement when
• Cities may not tax cigarettes, alcohol or personal income.
agreement does not create an immediate indebtedness Generous support for this publication
GRANTS for the entire amount of the debt, but instead limits the • A new or increased general tax requires approval by a
provided by:
liability to each installment as it falls due. majority of voters.
Cities may receive grant funding from other public
agencies. The federal and state governments have been • A new or increased special tax requires approval by
APPROPRIATIONS LIMIT MuniFinancial
significant sources of support in the past, but their two-thirds of voters.
contribution to city revenues has declined. Local agencies are subject to annual spending limits.
• General taxes and special taxes may be reduced or repealed
Key things to know Key things to know by initiative.
Providing arbitrage rebate; municipal disclosure;
• “Categorical” grants support a defined program • Annual appropriations subject to limitation may • Special tax revenues must be accounted for in a separate district formation; economic, fee and rate studies;
area. They are typically allocated either to not exceed an appropriations limit based on a fund. The city must prepare an annual report that includes and district administration services to over 600
applicants whomeet predetermined funding calculated limit for fiscal year 1978-79, adjusted annually (1) the special tax rate; (2) revenues collected and public sector clients since 1988.
criteria or to applicants who compete for project funding for population and cost of living increases. expended and (3) the status of any project funded by
the special tax.
through an application process. • The limit applies only to tax revenues. The limit does not
• “Block” grants provide funding to a broad functional area. apply to proceeds from regulatory licenses, user charges, For additional copies of this publication,
For example, federal Community Development Block Grant user fees, and assessments to the extent that these revenue contact CityBooks at 916.658.8257.
(CDBG) funds support local housing and economic sources do not exceed the costs reasonably borne in SKU 1750 – $10 for set of 5
OPEN NEXT TWO FOLDS TO
development activities. providing the product or service for which the license, INSIDE PANELS TO CONTINUE Copyright © 2004 by the Institute for Local Self Government
charge, fee or assessment is imposed.
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City of Rocklin MSR/SOI Study – Final
Appendix J
City Revenues and Expenditures
FY 2017/2018 through FY 2021/2022
Appendix J
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City of Rocklin MSR/SOI Study – Final
FY 2017/2018 FY 2018/2019 FY 2019/2020 FY 2020/2021 FY 2021/2022
Revenues
Property Taxes $11,412,312 $17,790,239 $19,143,185 $20,385,991 $21,600,498
Sales and use taxes $14,142,141 $16,980,818 $16,316,611 $20,742,761 $22,024,957
Gas tax $5,007,488 $4,997,713 $6,150,082 $4,855,477 $7,311,965
Transient Occupancy Tax $871,468 $1,010,227 $745,025 $688,896 $974,865
Other taxes $9,643,071 $10,398,211 $11,792,731 $12,297,217 $14,683,952
Motor vehicle fees $4,783,848 $32,079 $54,807 $51,597 $81,409
Franchise fees $2,174,681 $2,227,304 $2,267,704 $2,351,705 $2,443,215
Impact fees $1,273,404 $2,932,544 $3,399,165 $3,395,078 $2,734,639
Investment earnings and other revenues $2,401,930 $2,980,840 $2,725,857 $1,327,006 $2,240,964
Charges for Services $13,825,048 $11,307,039 $9,710,103 $13,073,010 $10,950,688
Operating Grants and Contributions $5,630,734 $5,409,336 $5,283,807 $10,405,582 $7,627,523
Capital Grants & contributions $1,502,079 $16,661,798 $3,481,727 $1,647,362 $15,325,597
Special item - gain (loss) on disposal of
capital assets $15,608 $2,731 $(851,548) $13,250 $117,859
Total Revenues $72,683,812 $92,730,879 $80,219,256 $91,234,932 $108,118,131
Expenditures
General Government $13,624,066 $17,129,907 $18,919,254 $13,264,359 $10,100,380
Public safety $25,317,294 $26,650,923 $27,875,173 $31,074,009 $26,806,881
General services $25,484,445 $24,158,972 $22,608,920 $25,316,166 $25,268,546
Culture and recreation $5,156,203 $5,727,541 $5,232,182 $6,195,287 $6,657,032
Community development $5,324,033 $5,083,451 $4,351,848 $4,384,615 $3,827,237
Interest and fiscal charges $871,020 $411,670 $382,640 $336,460 $299,252
Total Expenditures $75,777,061 $79,162,464 $79,370,017 $80,570,896 $72,959,328
Appendix J
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Appendix J
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City of Rocklin MSR/SOI Study – Final
Appendix K
California State Auditor – Process and
Methodology For the Local High-Risk Program
Appendix K
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California State Auditor - Process and Methodology for the Local High-Risk Program
Skip to a section below
About Dashboard Audits
The California State Auditor's Office is a state entity that is independent of the executive branch and
legislative control. The purpose of the California State Auditor is to improve California government by
assuring the performance, accountability, and transparency that its citizens deserve. For more
information on the California State Auditor, please visit www.auditor.ca.gov.
About
California Government Code section 8546.10 authorizes the State Auditor to establish a high-risk local
government agency audit program (local high-risk program) to identify local government agencies that
are at high risk for the potential of waste, fraud, abuse, or mismanagement, or that have major
challenges associated with their economy, efficiency, or effectiveness. We are currently focusing our
efforts on evaluating the risks facing California cities.
The local high-risk program consists of two elements:
Interactive Dashboard: Each year we collect and analyze key financial data about California cities
and use it to develop an interactive dashboard that identifies those cities that could be facing fiscal
challenges. Through this transparent interface, California residents, state and local policymakers,
and interested parties have a data driven view of each city's fiscal health.
Audits: After establishing our list of cities facing fiscal challenges, we conduct initial assessments to
further evaluate the risks those cities face. These initial assessments inform whether we will seek
approval from the Joint Legislative Audit Committee to conduct an audit of the city. If a city is
designated as high risk as a result of a completed audit, it must submit a corrective action plan and
provide updates every six months regarding its progress in implementing the corrective action plan.
We will remove the high risk designation when our professional judgment leads us to conclude that
the city has taken satisfactory corrective action.
See the Audits We've Completed See Our Work in Progress
Regulations that define high risk and describe the workings of the local high-risk program became
effective July 1, 2015.
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Dashboard
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California State Auditor - Process and Methodology for the Local High-Risk Program
Overview
In October 2019, the California State Auditor launched a new tool—an online dashboard—that ranks more
than 470 California cities based on detailed information about their fiscal health. The ranking is part of
our process for determining whether a city is at risk of fiscal distress.
We used various financial indicators to assess the fiscal health of cities as summarized in Figure 1. The
dashboard allows users to view individual city rankings and ratings, which are scored using a stop-light
indicator rating system. This system rates cities based on their risk of experiencing fiscal distress with red
being high risk, yellow being moderate risk, and green being low risk. We review the indicators and
scoring methodology each year to evaluate their relevance in this determination.
Figure 1
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California State Auditor - Process and Methodology for the Local High-Risk Program
To ensure the development of the list included third-party municipal fiscal health expert input, we
established and consulted with an advisory panel made up of experts in municipal fiscal health including
representatives from the Public Policy Institute of California, the California Public Employees' Retirement
System (CalPERS), California Policy Center, S&P Global Rating Services as well as an advisor to the
California Society of Municipal Finance Officers and the League of California Cities, and a professor at the
Daniel J. Evans School of Public Policy and Governance at the University of Washington.
Go to the Dashboard Get the Raw Data Here
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Back to top
Detailed Methodology by Financial Indicator
OVERALL RISK
To identify cities that may be at risk for fiscal distress, we analyzed financial information for over 470
California cities. We assessed risk by performing various financial comparisons and calculations that we
refer to as financial indicators, as discussed in more detail below. We analyzed the finances related to
each city's governmental and business-type activities, including the general fund—the main operating
fund.
Our analysis relied on information from audited financial statements prepared in accordance with
generally accepted accounting principles (GAAP) that we obtained through various sources such as the
Federal Audit Clearinghouse, the Electronic Municipal Market Access website, the California State
Controller's Office (State Controller), and cities themselves. We also analyzed unaudited pension related
information from CalPERS.
Financial Indicators
We selected a set of 10 indicators that enabled us to assess each city's ability to pay its bills in both the
short and long term. Specifically, the indicators measure each city's financial reserves, debt burden, cash
position or liquidity, revenue trends, and ability to pay for employee retirement benefits. In most
instances, the financial indicators rely on information for fiscal years 2014–15 through 2020-21.
Each year, we create and use a points-based system to rank and categorize cities as either high,
moderate, or low risk for fiscal distress. We weight the results of the indicators by assigning varying
numbers of points to each indicator based on our professional judgment of each indicator's relative
importance. Table 1 shows the maximum points assigned to each indicator.
Table 1: Points Possible By Financial Indicators
FINANCIAL INDICATORS POINTS POSSIBLE
1.General Fund Reserves 30
2.Debt Burden 15
3.Liquidity 10
4.Revenue Trends 5
5.Pension Obligations 10
6.Pension Funding 5
7.Pension Costs 5
8.Future Pension Costs 5
9.OPEB Obligations 10
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California State Auditor - Process and Methodology for the Local High-Risk Program
FINANCIAL INDICATORS POINTS POSSIBLE
10.OPEB Funding 5
Maximum Score Possible 100
We assigned points to cities based on the calculated result of each indicator, and then ranked cities based
upon their cumulative scores. Cities could score anywhere from zero points up to the maximum available
points for each indicator. A perfect score across all indicators would equal 100 points with lower scores
representing higher degrees of fiscal risk.
Fiscal Risk Designations
We assigned risk designations to cities based on their cumulative score for all 10 indicators as shown in
Table 2.
Table 2: Methodology for Determining Which Cities Are High Risk
RISK RANGE OF POINTS
DESCRIPTION
DESIGNATION ASSIGNED
HIGH RISK 0 to 41.76 This designation means that a city has significant risk of
experiencing fiscal distress.
MODERATE RISK 41.77 to 71.23 This designation means that a city has some risk of
experiencing fiscal distress.
LOW RISK 71.24 to 100 This designation indicates that a city has low risk of
experiencing fiscal distress.
Our dashboard ranks cities from highest to lowest risk for fiscal distress based on indicators that rely
primarily on audited financial statements and other financial information for fiscal years ending June
2018 through June 2021, which were available as of August 19, 2022, and therefore may not represent
cities' current financial status. Additionally, our dashboard presents historical results for fiscal year 2016-
17 that were last updated in November 2020.
These rankings do not reflect environmental factors such as population trends, unemployment rates, or
levels of household income. Consequently, a high fiscal risk designation does not indicate that a city will
default on its debt or file for bankruptcy. Similarly, a low-risk designation does not mean that a city is
free of financial risk.
We excluded certain cities from our dashboard, generally because they did not publish audited financial
statements that were prepared in accordance with GAAP.
See Which Cities Did Not Publish Financial Reports
City of Compton
We ranked the city of Compton as having high fiscal risk for fiscal years 2016-17, 2017-18 and 2020-21,
because it has not yet published complete audited financial statements for those years and has a history
of not preparing audited financial statements and therefore lacks transparency over its finances. Federal
regulations require cities that spend $750,000 or more in federal awards in a fiscal year to have an audit
performed. In accordance with state law, cities subject to this requirement must submit this information
to the State Controller or notify the State Controller of their exempt status. The State Controller did not
report the city of Compton as exempt from this reporting requirement.
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California State Auditor - Process and Methodology for the Local High-Risk Program
City of Lincoln
As requested by the Joint Legislative Audit Committee, we issued a report on March 21, 2019, pertaining
to the city of Lincoln and its administration of public funds and assets. That report concluded that
Lincoln's mismanagement of public funds, insufficient accountability, and inadequate oversight threatens
its financial stability. Read our report titled City of Lincoln: Financial Mismanagement, Insufficient
Accountability, and Lax Oversight Threaten the City's Stability here.
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GENERAL FUND RESERVES
This indicator evaluates whether a city has sufficient financial reserves to cover its expenditures during
times of declining revenues or increasing costs. A city with insufficient reserves may have difficulty
responding to revenue shortfalls or expenditure overruns while maintaining service levels. Essentially, this
indicator measures the extent to which a city's unrestricted reserves could be used in times of fiscal
distress.
Methodology
We calculated the general fund reserves indicator using information on general fund unrestricted fund
balances (committed, assigned, and unassigned fund balances), as well as expenditures and transfers out
(transfers from the general fund to another city fund) from a city's audited financial statements. We then
determined whether the unrestricted fund balances were trending in a positive or negative direction
using historical financial statements.
We calculated the indicator as follows:
General fund unrestricted fund balances divided by general fund expenditures and transfers out
Correlated with the average annual change in general fund unrestricted fund balances during the past
three fiscal years
This indicator reflects a city's general fund unrestricted fund balances as a percentage of its general fund
expenditures and transfers out, and whether a city's unrestricted fund balances are trending in a positive
or negative direction. Cities that do not have enough reserves to pay for at least two months of
expenditures may have trouble maintaining service levels in times of declining revenues or increasing
costs. Similarly, even cities with sufficient reserves to cover several months of expenditures could have a
difficult time responding to future revenue shortfalls or expenditure overruns if their reserves are
declining.
We calculated the average annual change in unrestricted fund balances over a three-year period. For a
few cities, we were only able to obtain audited financial statements for two years, and we therefore
calculated the change based on those two years. We were unable to calculate these changes for cities
when audited financial statements were only available for one year, and therefore for scoring purposes,
we assumed that these cities had no growth in their unrestricted fund balances.
We awarded points for this indicator using a two-part scoring system. First, we assigned a range of
possible points by comparing a city's unrestricted fund balance in its general fund (fund balance reserve)
to its annual expenditures, including transfers out. We assigned cities with higher reserves compared to
their expenditures a higher range of possible points than cities with relatively lower reserves. For
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example, if a city's fund balance reserve was large enough to pay expenditures for eight months, then the
range of points it could earn was higher. However, if a city's fund balance reserve was only large enough
to pay expenditures for one month, then the range of possible points was much lower.
Second, we determined whether a city's fund balance reserve increased or declined on an annual basis
during the past three years. We awarded relatively more points to cities with increasing fund balances
and fewer points to cities with declining fund balances. Specifically, if a city's fund balance on average
grew by more than 20 percent annually, that city scored at the top of the range of available points. If a
city's fund balance on average declined by 20 percent or more annually, that city scored at the bottom of
the range. Fund balance trends in between these two boundaries were scored based upon a linear scale.
Because we used a two-part scoring system, a city could have a larger fund balance reserve relative to its
expenditures, but it could receive fewer points than another city if its fund balance was declining
significantly. For example, a city with a fund balance reserve large enough to cover expenditures for six
months but whose reserves declined on average by 20 percent annually would earn 15.78 points.
However, a city with a fund balance reserve that was only large enough to pay expenditures for five
months, but whose reserves grew on average by 21 percent annually would earn 16.58 points. We
assigned points and corresponding risk designations for this indicator based on the calculated
percentages, as shown in Table 3 and Table 4.
Table 3: Methodology for Calculating General Fund Reserve Indicator Points
NUMBER OF MONTHS THAT RESERVES COULD BE USED TO PAY RANGE OF POINTS
EXPENDITURES (CALCULATION RESULT) ASSIGNED
0 months (less than or equal to 0%) 0.00
>0 to 1 months (greater than 0% but less than or equal to 8%) 0.31–3.16
>1 to 2 months (greater than 8% but less than or equal to 17%) 2.84–6.71
>2 to 3 months (greater than 17% but less than or equal to 25%) 5.68–9.87
>3 to 4 months (greater than 25% but less than or equal to 33%) 8.21–13.03
>4 to 5 months (greater than 33% but less than or equal to 42%) 10.74–16.58
>5 to 6 months (greater than 42% but less than or equal to 50%) 13.58–19.73
>6 to 7 months (greater than 50% but less than or equal to 58%) 16.1–22.89
>7 to 8 months (greater than 58% but less than or equal to 67%) 18.63–26.44
>8 to 9 months (greater than 67% but less than or equal to 75%) 21.47–29.60
>More than 9 months (greater than 75%) 30.00
Table 4: Methodology for Measuring Risks Related to General Fund Reserves.
RISK
DESCRIPTION
DESIGNATION
HIGH RISK The high risk designation has a range of possible points from 0.00 to 6.50 and indicates that
a city's general fund has insufficient reserves to cover its expenditures in the event of a
fiscal emergency.
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RISK
DESCRIPTION
DESIGNATION
MODERATE RISK The moderate risk designation has a range of possible points from 6.51 to 16.00 and
indicates that a city's general fund may have sufficient reserves to cover its expenditures in
the event of a fiscal emergency.
LOW RISK The low risk designation has a range of possible points from 16.01 to 30.00 and indicates
that a city's general fund has substantial reserves to cover its expenditures in the event of a
fiscal emergency.
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DEBT BURDEN
This indicator measures the extent to which a city is burdened by debt by comparing its long-term
obligations (excluding retirement obligations) to the revenues the city collects. High amounts of debt can
strain a city's ability to provide essential services to its residents, especially if its revenues decline.
Methodology
We calculated the debt burden indicator using information on long-term obligations such as bonds, notes
payable, and leases, as well as revenues, from a city's audited financial statements. We calculated the
indicator as follows:
Long-term obligations (excluding retirement obligations) divided by governmentwide revenue
This indicator reflects a city's long-term obligations (excluding retirement obligations) as a percentage of
its governmentwide revenue. A result greater than or equal to 100 percent indicates that a city may have
excessive debt, which can strain its ability to pay its long-term obligations. We assigned points and
corresponding risk designations for this indicator based on the calculated percentages, as shown in Table
5.
Table 5: Methodology for Measuring Risks Related to Debt Burden
RANGE OF
RISK CALCULATION
POINTS DESCRIPTION
DESIGNATION RESULT
ASSIGNED
HIGH RISK greater than or equal 0 to 8.33 This designation indicates that a city's
to 100% revenues are substantially burdened by debt,
and it may have difficulty paying those debts
without lowering other expenses.
MODERATE RISK less than 100%, but 8.34 to 13.33 This designation indicates that a city likely
greater than or equal has sufficient revenues to pay its debts.
to 40%
LOW RISK less than 40% 13.34 to 15 This designation indicates that a city has
substantial capacity to pay its debts and
greater flexibility to respond to economic
changes.
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Back to top
LIQUIDITY
This indicator measures a city's ability to pay its bills in the coming fiscal year by comparing the amount
of cash and investments at year-end in the general fund to the fund's obligations (or liabilities). A city
with insufficient cash and investments may have difficulty paying the costs of providing services to
residents.
Methodology
We calculated the liquidity indicator using information on general fund cash and investments and general
fund liabilities from a city's audited financial statements. We calculated the indicator as follows:
General fund cash and investments divided by general fund liabilities
This indicator reflects a city's general fund cash and investments as a percentage of its general fund
liabilities. A result of less than 100 percent indicates a city's cash and investments may not be sufficient
to cover its short-term obligations. We assigned points and corresponding risk designations for this
indicator based on the calculated percentages, as shown in Table 6.
Table 6: Methodology for Measuring Risks Related to Liquidity
RANGE OF
RISK CALCULATION
POINTS DESCRIPTION
DESIGNATION RESULT
ASSIGNED
HIGH RISK less than 100% 0 to 4.99 This designation indicates that a city's general
fund may not have sufficient cash and
investments at fiscal year-end to pay its short-
term liabilities.
MODERATE RISK 100% or greater, but 5.00 to 7.49 This designation indicates that a city's general
less than 150% fund likely has sufficient cash and investments
at fiscal year-end to pay its short-term
liabilities.
LOW RISK 150% or greater 7.50 to 10 This designation indicates that a city's general
fund has cash and investments at fiscal year-
end in an amount that substantially exceeds its
short-term liabilities.
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REVENUE TRENDS
This indicator measures the extent to which a city's general fund revenues are increasing or declining
over time. A city with relatively flat or declining revenues may have difficulty maintaining service levels,
especially in times of rising costs.
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Methodology
We calculated the revenue trends indicator using information on general fund revenues from a city's
audited financial statements. We calculated the indicator as follows:
Average annual change in general fund revenues during the past three fiscal years
The revenue trends indicator measures the extent to which a city's general fund revenues increased or
declined over a three-year period. A city with relatively flat or declining revenues may have difficulty
paying for rising costs, such as rising pension costs, while also maintaining service levels. For a few cities,
we were only able to obtain audited financial statements for two years, and therefore we calculated the
trend based on those two years. We were unable to calculate trends for those cities when audited
financial statements were only available for one year, and therefore such cities received a score of 0
points for this indicator. We assigned points and corresponding risk designations for the revenue trends
indicator based on the calculated percentages, as shown in Table 7.
Table 7: Methodology for Measuring Risks Related to Revenue Trends
RANGE OF
RISK CALCULATION
POINTS DESCRIPTION
DESIGNATION RESULT
ASSIGNED
HIGH RISK less than or equal to 0 to 2.50 This designation indicates that a city's general
0% fund revenues are flat or declining, which
could strain its ability to maintain service
levels, especially in times of rising costs.
MODERATE RISK greater than 0%, but 2.51 to 3.75 This designation indicates that a city's general
less than or equal to fund revenues are increasing modestly and
10% may be sufficient to pay rising costs without
reducing service levels.
LOW RISK greater than 10% 3.76 to 5 This designation indicates that a city's general
fund revenues are increasing substantially.
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PENSION OBLIGATIONS
This indicator assesses the magnitude of a city's pension obligations by comparing its unfunded pension
liability and any other pension-related debt to the revenues the city collects. A city with large unfunded
pension obligations will have to pay higher pension contributions over time, which may strain its ability to
provide services to its residents, especially if its revenues decline.
Methodology
We calculated the pension obligations indicator using amounts on the net pension liability, pension-
related debt outstanding, and revenues from a city's audited financial statements. We calculated the
indicator as follows:
Sum of net pension liability and pension-related debt outstanding divided by governmentwide revenues
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The pension obligations indicator assesses the magnitude of a city's pension obligations by comparing its
unfunded pension liability (net pension liability) and other outstanding pension-related debt to its
governmentwide revenues. Some cities elect to issue pension obligation bonds and use the proceeds to
fund their unfunded pension obligations, or to pay the annual required contribution(s) to the pension
plan, on the assumption that the interest paid on the bonds will be lower than the earnings from
investments in the pension fund.
When a city issues pension-related debt, its financial statements must immediately report this debt
within long-term obligations. Furthermore, due to the rules outlined in GAAP, there may be a delay in
reporting a corresponding reduction to the city's pension liability. As a result, in the year of debt
issuance, cities will score lower in this indicator. However, a city's pension liability may be reduced in the
following year by an amount that corresponds to the debt, thus increasing the city's score.
We assigned points and corresponding risk designations for the pension obligations indicator based on the
calculated percentages, as shown in Table 8.
Table 8: Methodology for Measuring Risks Related to Pension Obligations
RANGE OF
RISK CALCULATION
POINTS DESCRIPTION
DESIGNATION RESULT
ASSIGNED
HIGH RISK greater than or 0 to 4.00 This designation indicates that a city's unfunded
equal to 100% pension obligations exceed its annual revenues;
therefore, making required contributions to the
plan(s) will likely strain the city's financial
resources.
MODERATE less than 100% but 4.01 to 8.00 This designation indicates that a city's unfunded
RISK greater than or pension obligations represent a substantial portion
equal to 50% of its annual revenues; therefore, making required
contributions to the plan(s) may strain the city's
financial resources.
LOW RISK less than 50% 8.01 to 10.00 This designation indicates that a city's unfunded
pension obligations represent a relatively smaller
portion of its annual revenues; therefore, making
No Defined Benefit 10
required contributions to the plan(s) may not
Pension Plan
strain the city's financial resources. This
Reported*
designation was also used for cities that do not
offer defined benefit pension plans.
*Defined benefit pension plans provide income or other benefits to employees at or after separation from employment as defined by
the benefit terms. These pension benefits may be expressed as a specific dollar amount or an amount that is based on one or more
factors such as an employee's age, years of service, and compensation.
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PENSION FUNDING
This indicator measures the extent to which a city has set aside assets to pay for the pension benefits
earned by its employees. Specifically, it assesses the soundness of a city's pension plan by comparing the
amount of accumulated pension plan assets to pension liabilities. A city with a pension plan that does not
have sufficient assets will likely have to make higher contributions to its plan in the future, potentially
supplanting other spending priorities.
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Methodology
We calculated the pension funding indicator for those cities participating in CalPERS using unaudited
information provided by CalPERS on the value of pension plan assets and accrued pension liabilities from
actuarial valuations. An actuarial valuation is a type of appraisal of a pension fund's assets versus
liabilities, that uses investment, economic, and demographic assumptions to determine the funded status
of a pension plan. For pension plans outside of CalPERS, we obtained similar information from cities'
audited financial statements. For cities with both CalPERS plans and plans outside of CalPERS, we
combined both data sets to calculate the pension funding indicator.
We calculated the pension funding indicator as follows:
Value of pension assets divided by accrued pension liabilities
We determined that a funding ratio of 70 percent or less indicates that a city's pension plan(s) does not
have sufficient assets to fund a substantial portion of the cost of pension benefits already earned by its
employees. We assigned points and corresponding risk designations for the pension funding indicator
based on the calculated percentages, as shown in Table 9.
Table 9: Methodology for Measuring Risks Related to Pension Funding
RANGE OF
RISK CALCULATION
POINTS DESCRIPTION
DESIGNATION RESULT
ASSIGNED
HIGH RISK less than or equal to 0 to 3.50 This designation indicates that a city's pension
70% plan(s) does not have sufficient assets to fund a
substantial portion of the pension benefits
earned by its employees.
MODERATE greater than 70%, 3.51 to 4.00 This designation indicates that a city's pension
RISK but less than or plan(s) is not fully funded but has enough assets
equal to 80% to fund a moderate portion of the pension
benefits earned by its employees.
LOW RISK greater than 80% 4.01 to 5.00 This designation indicates that a city's pension
plan(s) has enough assets to fund all or a
substantial portion of the pension benefits
No Defined Benefit 5.00
earned by its employees. This designation was
Pension Plan
also used for cities that do not offer defined
Reported*
benefit pension plans.
*Defined benefit pension plans provide income or other benefits to employees at or after separation from employment as defined by
the benefit terms. These pension benefits may be expressed as a specific dollar amount or an amount that is based on one or more
factors such as an employee's age, years of service, and compensation.
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PENSION COSTS
This indicator measures the current financial burden of a city's pension costs by comparing its actuarially
determined contributions to its pension plan(s) to its annual revenue. High pension costs can supplant
other spending priorities and even cause cities to curtail critical services when facing revenue shortfalls
or expenditure overruns.
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California State Auditor - Process and Methodology for the Local High-Risk Program
Methodology
We calculated the pension costs indicator using information on actuarially determined contributions and
governmentwide revenue from a city's audited financial statements. The actuarially determined
contribution is the amount an employer must contribute to adequately fund its pension plan. This
indicator evaluates the current financial burden of each city's pension costs by comparing actuarially
determined pension contributions to governmentwide revenue. We calculated the indicator as follows:
Actuarially determined pension contributions divided by governmentwide revenue
We assigned points and corresponding risk designations for the pension costs indicator based on the
calculated percentages, as shown in Table 10.
Table 10: Methodology for Measuring Risks Related to Pension Costs
RANGE OF
RISK CALCULATION
POINTS DESCRIPTION
DESIGNATION RESULT
ASSIGNED
HIGH RISK greater than or 0 to 2.22 This designation indicates that a city's actuarially
equal to 10% determined pension contributions constitute a
significant portion of its revenues and will likely
strain its financial resources.
MODERATE less than 10%, but 2.23 to 3.33 This designation indicates that a city's actuarially
RISK greater than or determined pension contributions constitute a
equal to 6% moderate portion of its revenues and may strain
its financial resources.
LOW RISK less than 6% 3.34 to 5.00 This designation indicates that a city's actuarially
determined pension contributions constitute a
relatively small portion of its revenues. This
No Defined Benefit 5.00
designation is also used for cities that do not
Pension Plan
offer defined benefit pension plans and, thus, are
Reported*
not required to make pension contributions.
*Defined benefit pension plans provide income or other benefits to employees at or after separation from employment as defined by
the benefit terms. These pension benefits may be expressed as a specific dollar amount or an amount that is based on one or more
factors such as an employee's age, years of service, and compensation.
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FUTURE PENSION COSTS
This indicator measures the future financial burden of a city's pension costs by comparing its projected
actuarially determined contributions to its pension plan(s) to its present level of annual revenue. The
actuarially determined contribution is the amount an employer needs to contribute to adequately fund its
pension plan. Increasing pension costs may supplant a city's other spending priorities and potentially
cause it to curtail critical services, unless it is able to generate additional revenues to offset these
increasing costs.
Methodology
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California State Auditor - Process and Methodology for the Local High-Risk Program
We calculated the future pension costs indicator for cities participating in CalPERS using unaudited
information provided by CalPERS on projected required contributions and governmentwide revenue from
a city's audited financial statements. According to CalPERS, projected required contributions were based
on its most recent actuarial valuation reports as of June 30, 2021. These projected contributions were
increased by CalPERS to reflect the estimated impact of the negative 7.5 percent investment return
experienced by the fund during the fiscal year ending June 30, 2022. The estimation approach used for
this purpose may overstate projected contributions for plans that were in excess of 100 percent funded
as of June 30, 2021. An actuarial valuation is a type of appraisal of a pension fund's assets versus
liabilities that uses investment, economic, and demographic assumptions to determine the funded status
of a pension plan.
For cities that only have plans outside of CalPERS we allocated the same proportional share of points to
this indicator as those cities earned for the pension obligations indicator. For example, if a city earned
half of the available points for the pension obligations indicator, then that city also earned half of the
available points for the future pension costs indicator.
For cities with both CalPERS and non-CalPERS plans, we determined which of the plans was larger. If the
non-CalPERS plan was larger, we allocated the same proportional share of points to this indicator as those
cities earned for the pension obligations indicator. If the CalPERS plan was larger, we used the same
approach as if it was the city's only plan. Therefore, we calculated the indicator for those cities
participating in CalPERS or whose CalPERS plan was larger than an outside plan, as follows:
Fiscal Year 2016–17: Projected required pension contributions for fiscal year 2024–25 divided by
governmentwide revenue
Fiscal Year 2017–18: Projected required pension contributions for fiscal year 2025–26 divided by
governmentwide revenue
Fiscal Year 2018–19: Projected required pension contributions for fiscal year 2026–27 divided by
governmentwide revenue
Fiscal Year 2019-20: Projected required pension contributions for fiscal year 2027-28 divided by
governmentwide revenue
Fiscal Year 2020-21: Projected required pension contributions for fiscal year 2028-29 divided by
governmentwide revenue
We assigned points and corresponding risk designations for the future pension costs indicator based on
the calculated percentages, as shown in the Table 11.
Table 11: Methodology for Measuring Risks Related to Future Pension Costs
RANGE OF
RISK CALCULATION
POINTS DESCRIPTION
DESIGNATION RESULT
ASSIGNED
HIGH RISK greater than or 0 to 2.22 This designation indicates that a city's future
equal to 10% projected pension costs constitute a significant
portion of its current revenues, and will likely
strain its financial resources.
MODERATE less than 10%, but 2.23 to 3.33 This designation indicates that a city's future
RISK greater than or projected pension costs constitute a moderate
equal to 6% portion of its current revenues and may strain its
financial resources.
LOW RISK less than 6% 3.34 to 5.00 This designation indicates that a city's future
projected pension costs constitute a relatively
small portion of its current revenues. This
No Defined Benefit 5.00
designation is also used for cities that do not
Pension Plan
offer defined benefit pension plans and, thus, are
Reported*
not required to make pension contributions.
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California State Auditor - Process and Methodology for the Local High-Risk Program
*Defined benefit pension plans provide income or other benefits to employees at or after separation from employment as defined by
the benefit terms. These pension benefits may be expressed as a specific dollar amount or an amount that is based on one or more
factors such as an employee's age, years of service, and compensation.
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OPEB OBLIGATIONS
This indicator assesses the magnitude of a city's other post-employment benefits (OPEB), such as health
and dental benefits, obligations by comparing its unfunded OPEB liability to the revenues the city
collects. Specifically, this indicator assesses a city's OPEB burden by comparing its unfunded OPEB
obligations to its revenues. A city with significant unfunded OPEB obligations will have to make larger
payments in the future to fund these obligations, which may strain its ability to provide services to its
residents, especially if its revenues decline.
Methodology
We calculated the OPEB obligations indicator using information on the OPEB unfunded liability and
governmentwide revenue from a city's audited financial statements. We calculated the indicator as
follows:
Net OPEB liability (or OPEB unfunded actuarial accrued liability) divided by governmentwide revenue
We assigned points and corresponding risk designations for the OPEB obligations indicator based on the
calculated percentages, as shown in Table 12.
Table 12: Methodology for Measuring Risks Related to OPEB Obligations
RANGE OF
RISK CALCULATION
POINTS DESCRIPTION
DESIGNATION RESULT
ASSIGNED
HIGH RISK greater than or 0 to 4.00 This designation indicates that a city's unfunded
equal to 100% OPEB obligations exceed its annual revenues;
therefore, making contributions to the plan(s) will
likely strain the city's financial resources.
MODERATE less than 100%, but 4.01 to 8.00 This designation indicates that a city's unfunded
RISK greater than or OPEB obligations represent a substantial portion
equal to 50% of its annual revenues; therefore, making
contributions to the plan(s) may strain the city's
financial resources.
LOW RISK less than 50% 8.01 to 10.00 This designation indicates that a city's unfunded
OPEB obligations represent a relatively smaller
portion of its annual revenues; therefore making
No Defined Benefit 10
contributions to the plan(s) may not strain the
OPEB Plan
city's financial resources. This designation is also
Reported*
used for cities that do not offer defined benefit
OPEB plan(s).
*Defined benefit OPEB plans provide benefits to employees at or after separation from employment as defined by the benefit terms.
These OPEB benefits may be expressed as a specific dollar amount; an amount that is based on one or more factors such as an
employee's age, years of service, and compensation; or a type or level of coverage such as prescription drug coverage or a percentage
of the cost of health insurance premiums.
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California State Auditor - Process and Methodology for the Local High-Risk Program
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OPEB FUNDING
This indicator measures the extent to which a city has set aside assets to pay for OPEB, such as health
and dental benefits, earned by its employees. Specifically, this indicator assesses the soundness of a city's
OPEB plan(s) by comparing the amount of accumulated plan assets to related obligations. A city with
OPEB plans that do not have sufficient assets will likely have to make higher contributions to those plans
in the future, thus potentially supplanting other spending priorities. Funding levels for OPEB plans are
generally much lower than for pension plans.
Methodology
We derived the OPEB Funding indicator for cities offering these benefits to employees by using each city's
audited financial statements. The OPEB funded ratio is calculated as follows:
Fiduciary net position divided by total OPEB liability (post-GASB Statement No. 75)
Actuarial value of assets divided by the actuarial accrued liability (pre-GASB Statement No. 75)
A funding ratio of 70 percent or less indicates that a city's OPEB plan(s) does not have sufficient assets to
fund a substantial portion of the cost of the post-employment benefits already earned by employees. We
assigned points and corresponding risk designations for the OPEB funding indicator based on the
calculated percentages, as shown in Table 13.
Table 13: Methodology for Measuring Risks Related to OPEB Funding
RANGE OF
RISK CALCULATION
POINTS DESCRIPTION
DESIGNATION RESULT
ASSIGNED
HIGH RISK less than or equal 0 to 3.50 This designation indicates that a city's OPEB
to 70% plan(s) does not have sufficient assets to fund a
substantial portion of the other post-employment
benefits, such as health and dental benefits,
earned by its employees.
MODERATE greater than 70%, 3.51 to 4.00 This designation indicates that a city's OPEB
RISK but less than or plan(s) is not fully funded but has enough assets to
equal to 80% fund a moderate portion of the other post-
employment benefits, such as health and dental
benefits, earned by its employees.
LOW RISK greater than 80% 4.01 to 5 This designation indicates that a city's OPEB
plan(s) is fully funded or has enough assets to fund
a substantial portion of the cost of the other post-
No Defined Benefit 5
employment benefits, such as health and dental
OPEB Plan
benefits, earned by its employees. This
Reported*
designation is also used for cities that do not offer
defined benefit OPEB plans.
*Defined benefit OPEB plans provide benefits to employees at or after separation from employment as defined by the benefit terms.
These OPEB benefits may be expressed as a specific dollar amount; an amount that is based on one or more factors such as an
employee's age, years of service, and compensation; or a type or level of coverage such as prescription drug coverage or a percentage
of the cost of health insurance premiums.
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California State Auditor - Process and Methodology for the Local High-Risk Program
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CITIES THAT ARE EXCLUDED FROM OUR INTERACTIVE DASHBOARD
We excluded the following cities from our interactive dashboard, generally because they did not publish
audited financial statements that were prepared in accordance with generally accepted accounting
principles (GAAP).
FISCAL YEAR
2017–18 2018–19 2019–20 2020-21*****
Albany*** Amador** Adelanto Adelanto
Amador** Artesia** Amador** Amador
Compton Fort Jones** Artesia Arcata
Fort Jones*** Holtville* Avenal Artesia
Holtville* Ripon* Calipatria Avenal
Ripon* Westmorland* Fort Jones** Baldwin Park
Westmorland** Gridley** Bradbury
Holtville* California City
Huntington Park Calipatria
Imperial*** Ceres
Ione Clearlake
Novato Compton
Portola Valley Davis
Ripon* Dorris
Sonoma** Dos Palos
Taft** El Segundo****
Westmorland Etna
Willits Fairfax
Fort Jones
Fowler
Greenfield
Gridley
Hollister
Holtville*
Huntington Park
Huron
Imperial
Ione
Isleton
Livingston
Loyalton
Manteca
McFarland
Mill Valley
Nevada City
Novato
Orange Cove
Placerville
Portola Valley
Ripon*
Riverbank
Santa Maria
Shafter
Shasta Lake
Sonoma
Taft
Turlock
Union City
Westmorland
Willits
Windsor
Woodland
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California State Auditor - Process and Methodology for the Local High-Risk Program
* These cities issued audited financial statements prepared on a basis other than GAAP. We do not believe these financial statements
are comparable to statements prepared in accordance with GAAP, so we excluded these cities from our analysis.
** These cities did not issue audited financial statements and are not included in our analysis. The State Controller reports that these
cities were exempt from federal reporting requirements (as described above).
*** These cities' auditors disclaimed opinions on the cities' financial statements, citing issues that would affect our analysis. Therefore,
we excluded these cities from our analysis. The State Controller also reported that these cities were exempt from federal reporting
requirements.
**** For fiscal year 2020-21, El Segundo changed the end of its fiscal year from September 30 to June 30, resulting in the financial
statements for that year consisting of only nine months of financial activity instead of 12 months. Because this shorter period results in
this city's financial statements not being comparable to those of other cities, or to its own prior year financial statements, we excluded
this city from the 2020-21 analysis.
***** These cities did not issue their audited financial statements by August 19, 2022, the deadline for being included in this year's
dashboard. Also, for fiscal year 2020-21, the federal government extended the deadline for submitting audited financial statements to
September 30, 2022.
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Audits
Overview
After completing the dashboard, we perform an independent, data-driven analysis to determine which
cities to send audit teams into to obtain local officials' perspective regarding the areas of concern. If the
assessment determines it would be beneficial to conduct an official audit of the respective city to
determine the extent of the fiscal challenges and to recommend corrective actions, the State Auditor will
request approval to do so from the Joint Legislative Audit Committee.
If a city is designated as high risk as a result of a completed audit, it must submit a corrective action plan
and provide updates every six months regarding its progress in implementing the corrective action plan.
Corrective action plans must outline the specific actions the city will take to address the conditions
causing us to designate it as high risk, and the proposed timing for undertaking those actions. We will
remove the high risk designation when, in our professional judgment, we determine that the city has
taken satisfactory corrective action.
See the Audits We've Completed See Our Work in Progress
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California State Auditor - Process and Methodology for the Local High-Risk Program
Process
Figure 2 outlines the process for identifying and seeking approval to audit high-risk cities as well as
information about our local high-risk audit process.
Figure 2: High-Risk Local Government Audit Process
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City of Rocklin MSR/SOI Study – Final
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Appendix K
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