Brief History/Discussion of Key Issues

Staff is presenting the following Fiscal Services’ items for Board Approval:

1. Warrant Register Summary
2. Warrant Register List

The financially significant vendor warrants include:

* Monthly:  Amount May Vary           ** Semi-Annual: Amount May Vary            ***Annual

All of the equipment identified in the Disposal of Obsolete Computers, Related Equipment and other Electronics document is over three years old (most of it much older) which is the generally accepted threshold for determining whether it has any resale value.  The identified equipment has predominantly been used for instructional applications and has been replaced by newer equipment during the last two or three years.  With the exception of some old units that were relocated from school sites to the District Warehouse, most of the units have been stored at school sites that can use occupied space for other purposes.  The quantity of items at each site could increase slightly between preparation of this agenda item and actual disposal since new electronic items are arriving daily to replace the obsolete equipment.

From time to time, the Board acts on recommendations to declare old equipment as surplus and to authorize disposal by the appropriate means, most recently was on March 23, 2016.

As per Santa Rosa City Schools' Board Policy 3311 and California Public Contract Code Section 20018, when it is in the best interest for the District, the Board may determine that is it best to piggyback onto the contract of another public agency or corporation for the lease or purchase of furniture, equipment or supplies to the extent authorized by law. Utilizing piggyback bids, CMAS and NASPO contracts and CO-OPs will allow the District to secure better pricing and will save time when making purchases that exceed bid limits as processing and awarding bids can run in excess of ninety (90) days.

Throughout the years the Board has approved the use of piggyback bids, CMAS and NASPO (formerly WSCA) contracts and CO-OPs. A few approvals for the 2015-16 school year included: 

September 9, 2015 - Use of the Master Intergovernmental Cooperative Purchasing Agreement with U.S. Communities Government Purchasing Alliance for the purchase of goods and services for the 2015-16 school year. 

April 13, 2016- Approval to acquire Chromebooks and storage carts for Santa Rosa High School using CMAS and NASPO (formerly WCSA) contracts. 

June 22, 2016- Approval of EYEP Solutions CMAS contract for the acquisition and installation of data storage and disaster recovery solution.

After submitting a grant proposal in Spring 2015, SRCS was awarded the Wine Country Weekend Fund the Future grant in the amount of $146,800. The grant was awarded to support the Links to Literacy Project. This project incorporates three evidence-informed programs focused on increasing the number of students reading at or above grade level by the end of third grade. The project includes 1) Expanding the United Way’s Schools of Hope Program to Lehman and Biella Elementary Schools 2) Providing all Kinder Academy students in SRCS with United Way’s School Readiness Backpacks and 3) Conducting the Latino Family Literacy Project at 8 SRCS elementary schools on Sonoma County’s First 5 list of schools: Lincoln, Monroe, Steele Lane, Lehman, Brook Hill, Biella, Burbank and Cesar Chavez Language Academy.

SRCS submitted and application for the 2016-17 Wine Country Weekend Grant and has been awarded $95,000.  

Summary of Previous Board Activity: 

June 10, 2015 - Board gave retroactive approval for the submission of the 2015-16 Wine Country Weekend Grant.         

March 9, 2016 - Board received an update on the Links to Literacy Project funded by the Wine Country Weekend Grant received in August 2015.

Santa Rosa City Schools (SRCS) is seeking proposals from qualified architectural, project, and construction management services provide professional services relating to the planning, development, design and construction of projects funded by Measures I & L.

SRCS requests proposals from qualified consultants to assist SRCS with overall management, coordination, and administration of the Bond funded projects, interfacing with SRCS staff of various departments and representatives of outside organizations.

SRCS is exploring the option of hiring a firm to provide Program and Construction Manager services. The advantage of a firm is the collective knowledge of the organization. They will have manager(s) available to assist in addition to other individuals within the firm with expertise in Program and Construction Manager services.

A disciplined project management process is important to the success of any project. Project managers are expected to deliver results, on time (if not sooner) and on budget. Solid project management and planning reduces the risks associated with any project we take on. The following are some reasons why there’s a need for project management:

• Receive cost estimates for projects

• Ensure technicians and other workers are completing the tasks on time

• Negotiate project scope with…
• Administration
• Directors
• Managers
• Technical staff
• Task identification and sequencing
• Track task status/completion
• Send out project communications
• Manage lists of projects
• Run interference between managers and technical staff
• Create Project schedules and keep them updated
• Collect/track project deliverables

• Explain to people what is going on with a project
• Manage team meetings
• Measure and manage project performance
• Control scope and manage change of projects

• Focus the project team on the solution

• Define the critical path to optimally complete projects

• Provide a process for estimating project resources, time, and cost

• Facilitate and communicate project progress, risks, and changes

• Surface and explore project assumptions

• Prepare for unexpected project issues

• Risk management planning

• Document, transfer, and apply lessons learned from projects

• Project close-out

The duties of the Program and Construction Manager fall outside the scope of existing SRCS positions and these duties are not included in any current SRCS position descriptions. There is no current staffing impact, but as projects are identified this will change. Any financial costs from staffing changes will be funded through the Bond proceeds.

SRCS is at a procedural point where it is appropriate to select a Architectural firm(s) to assist with the development of the projects approved and identified in the Facilities Master Plan implementation plan. The Architect(s) will be the Architect(s) of Record for DSA plan submittal and will approve the documents prepared by other professions.

SRCS used these portables most recently to store unused and broken equipment and furniture. As these three (3) portables are non-conforming and are scheduled for demolition, SRCS doesn't have a use for these portables at any other site. Facilities at Cook Middle School will be improved by the removal of these portables. In addition, this will make room for the addition of three (3) new portables for the Head Start program scheduled to start in the 2017-18 school year.

This same process was followed last year with two (2) portables at the Cook site. The accompanying Agenda item to this item will recommend the sale and transfer of title of the two (2) non-conforming and unusable portables to Tree of Life Charter School in Ukiah.

The District used these portables most recently to store unused and broken equipment and furniture. As these portables are non-conforming and were scheduled for demolition, the District doesn’t have a use for these portables at any other sites and this is the most economical method to remove the portables.

Tree of Life Charter School in Ukiah has submitted a proposal to purchase Cook Middle School portable classrooms 58 and 59 for $1 each. Tree of Life Charter will also remove the portables at no cost to SRCS. Removal of the buildings will take place between August 15 and August 26, 2016.

The same process was followed last year with portables at the Cook site.

The costs associated with the removal of the two buildings will be borne by Tree of Life Charter School and will result in a projected cost avoidance to the District of $16,000 to $20,000 that would otherwise be incurred to remove and/or demolish the buildings. The Facilities Advisory Subcommittee has asked that when future SRCS assets are disposed of that we ensure the best possible return for capital assets that are no longer needed in the district.

Proceeds from the sale of the portables will be deposited into the Developer Fee Fund in the amount of $2.

The two  (2) surplus non-conforming and unusable portables will be removed from SRCS inventory.

The following items are included in Construction Change Order #03 for review and approval:

This list is a continuation of Construction Change Order #01 and #02.

Item 24: Casework - $0 Allowance from original contract will be used
Item 25: Electrical and Exit Signs - $6,902
Item 26: Carpeting - $6,612
Item 27: Framing - $665
Item 28: Staining - $26,570
Item 29: Parking Light Lighting - $4,788
Item 30: Overhead Gas Line - $4,745
Item 31: Building Trim - ($928) - CREDIT
Item 32: Wall Construction - $2,544
Item 33: TV Brackets - $14,309
Item 34: Framing in Building B - $1,005
Item 35: Insurance and Bond - $735
Item 36: Low Voltage, Security Infrastructure and AV Systems - $219,803. This full item is included in the supporting documents.  This work was not in the original scope of work and allows all classrooms to have the same technology upgrades and capabilities. 

Due to the timing of the receipt of these proposed change orders, a Board Facilities Sub-Committee was convened on July 11, 2016.  At this meeting, the proposed change order was reviewed.  This process allowed the project to continue to move forward. Per Board Policy 7115, the proposed change order is being brought to the full Board for ratification. 

The California Voting Rights Act (CVRA) was signed into law in 2002. It applies to jurisdictions that elect boards and councils at-large (all voters in the jurisdiction may vote for all seats on the governing board or council). The CVRA disallows the use of the at-large method if it “impairs the ability of a protected class to elect candidates of its choice or its ability to influence the outcome of an election.” The law was intended to enable members of protected groups (Hispanics, African Americans, Asian Americans, other non-White groups) to elect or to influence the election of representatives of their choice by requiring the election of board and council members from single-member districts (rather than at-large).

The CVRA expanded on the Federal Voting Rights Act of 1965, making it much easier for California’s protected groups to compel jurisdictions to change their election methods. The CVRA requires that if protected groups have not been able to elect representatives of their choice in past elections, the jurisdiction can be compelled by the courts to change the election method. Furthermore, if there is any statistical evidence that protected and unprotected groups have different voting patterns in any kind of election, even statewide races, and ballot measures, the change is required.

Santa Rosa City Schools (SRCS, the District) currently elects the seven members of its board of trustees at large: voters cast ballots in all trustee races.  However, under the relatively new California Voting Rights Act (CVRA), jurisdictions like SRCS with populations of groups protected by the Federal Voting Rights Act (VRA) are vulnerable to lawsuits that challenge at-large election of trustees.  Jurisdictions that elect trustees from single-member districts (in which the voters and candidates reside) are protected from CVRA lawsuits.

In addition, the SRCS Board of Trustees may wish to reduce the number of trustees from seven (7) to five (5).  As a result, plans were developed to elect by trustee area for both a five-member board and a seven-member board. This report describes two (2) sets of preliminary (draft) plans for individual trustee areas (TAs) for consideration by the Board and by the public.  Adjustments to the proposed plans will be made at the Board’s direction, entirely different plans will be developed.

Lapkoff and Gobalet Demographic Research, Inc. (LGDR) provide four (4) draft plans for electing trustees by voting district (trustee area, or TA).  These plans were developed to illustrate some possible plans, but many others are possible.

Two of the four plans assume seven trustees and the other two assume five trustees.  All plans meet all legal requirements and to the best of our understanding would protect the district against a California Voting Rights Act challenge.

Both versions of Draft Plan 1 (seven trustees and five trustees) were designed to follow feeder district boundaries as closely as possible when defining TAs, although Santa Rosa Elementary District is too populous to be in a single TA. Both versions of Plan 1 have easy to understand boundaries and would be relatively easy for the Sonoma County Registrar of Voters to implement.

Both versions of Draft Plan 2 (seven trustees and five trustees) were designed to divide Santa Rosa Elementary District (SRED) among as many TAs as possible.  This plan assumed that because the SRCS district’s board also governs SRED, as many trustees as possible should represent portions of SRED.  When possible, we kept other elementary feeder districts intact and used major roads as boundaries.

Draft Plans 1 and 2 were created using different assumptions. It will be helpful for the school board to decide whether it is important to have as many SRCS trustees as possible with some constituents in SRED.

1. This report details why the SRCS should move to by-district elections and the legal requirements that must be met when doing so.  Legal requirements include that (1) election districts must be fairly equal in total population, and (2) groups protected by the Federal Voting Rights Act should be able to elect or to influence the election of representatives of their choice.  In addition to these legal requirements, we have tried to keep “communities of interest,” including elementary feeder districts and cities as intact as possible. Finally, we made every attempt to use easily identified boundaries, such as city limits, feeder district boundaries and major roads.

2. This report describes the demographic profile of the SRCS district (using Census 2010 counts). One important finding is that although Hispanics are the most numerous student group, Hispanics comprises only about one-fourth of the voting age population. All other protected groups are quite small in number.

3. A substantial majority of California school districts have five, rather than seven, trustees.

January 13, 2016 Approval of Contract with Lapkoff & Gobalet Demographic Research, Inc.

April 13, 2016      The Board approved Resolution 2015/16-059 to study the establishment of Trustee areas including the possibility of reducing the number of Trustees from seven (7) to five (5).

The current work order system used by SRCS Maintenance & Operations staff is outdated and labor intensive. SchoolDude is a cloud-based software that streamlines maintenance work orders. Work orders can be submitted, viewed, and tracked from any computer or smartphone, with no uploads or upkeep. SRCS will be able to streamline the work order process to save time, money, and valuable resources.

SchoolDude will:

• Track and document maintenance work in real time
• Centralize data to provide a clear view of the total picture
• Keep administrators informed by generating daily, weekly and monthly reports
• Properly prioritize maintenance projects
• Show immediate status updates
• Automate SRCS work order processes

SchoolDude will monitor:

• Work order requests. Tracks all submitted work orders and allows them to be instantly sent and received using SchoolDude’s cloud-based format.
• Priorities. Each work order is prioritized by selected criteria so SRCS staff can easily keep track of what’s most important.
• Labor production. By automatically assigning tasks to individuals, SRCS will be able to justify overtime or staffing numbers.
• Job status. Generate automated emails to requesters updating them of the status of their request.
• Inventory needs. Will determine what kind and how much inventory will be needed to complete each work order and SRCS can see stock pools updated in real-time.
• Budget. Customize detailed reports and charts detailing every job upon completion so M&O can stay on top of the maintenance budget.

Conducting regular preventive maintenance and rapidly responding to corrective maintenance requests is an important way to keep staff and students warm, safe, and dry. SchoolDude will help SRCS improve staff and student satisfaction in a consistent and cost-effective way. It will:

• Customize solutions to SRCS specific processes and priorities
• Manage and streamline all aspects of preventive and corrective maintenance processes throughout SRCS
• Allow work order requests to be viewed by maintenance workers the minute they’re uploaded.
• Capture the total picture of facility support services with a centralized database
• Improve communication within the department and with end-users
• Extend the life of SRCS equipment by up to 25% with recurring maintenance
• Reduce risk by ensuring that needed maintenance is properly prioritized
• Improve accountability with accurate work tracking
• Improve customer satisfaction by enabling end-users to submit requests and sending automatic status updates

In addition, SchoolDude has a large variety of reports that will analyze all of SRCS work orders. SchoolDude also will allow SRCS to track contracted vendor work with transactions on work orders. Information regarding Tracking Vendors and Contracted Work is attached. In addition SchoolDude will provide SRCS with the robust, data rich work order system needed to ensure maintenance is preformed in a timely manner. Full implementation is scheduled to occur by the end of September. The Implementation Timeline is attached.

Vehicle Replacement Plan

SRCS vehicle fleet is part of the infrastructure that must be maintained in order to provide service to all Santa Rosa City Schools. The fleet allows the workers to transport tools, materials, supplies, and equipment to sites to facilitate repairs, construction, maintenance, and service.

SRCS vehicle fleet is currently 27 vehicles. The oldest vehicle in the fleet is a 1969 Chevy C-10 pickup truck (47 years old) and the newest vehicles are a 2012 Ford flat bed and a Chevy flat bed. Both vehicles have dumping capabilities. Two (2) vehicles are out of service permanently because of emissions and safety reasons. The remaining 25 vehicles in the fleet range from poor to good condition. While regular and routine maintenance is performed on the SRCS fleet, the vehicles are requiring more and more repairs as they age. The average age of the fleet is 23.5 years and the average mileage is over 100k.The table below shows the decade each of the current vehicles is from. 

Worker safety is a concern with some of the vehicles, as well as the carbon footprint of older vehicles. The older vehicles in the fleet do not have the modern safety components such as air bags, adequate seat belt restraint devices, four wheel disc brakes, or anti-lock brakes.

Historically SRCS has purchased fleet vehicles at used vehicle auctions. The vehicles purchased had exceeded the sellers company's age, mileage, or condition rating. A number of SRCS current fleet were purchased in this manner and are former PG&E vehicles. There are options available to SRCS as we replace our current fleet. Those options are listed below along with the pros and cons of each option.

Equipment Replacement Plan

This report is a general condition of existing equipment owned by Santa Rosa City Schools. It will identify the need for replacement equipment based upon an evaluation of the age and general condition and type of equipment and typical usages. This report identifies equipment typically utilized for grounds keeping activities and minor excavation of soils, turf, wood chips, asphalt, and concrete, transfer of soils or other product and many other uses. It includes mowers, tractors and mules, and turf vehicles.

When purchasing equipment of this type the best policy is to purchase new. If used equipment is purchased, the actual hours of operation should be considered along with price.

Another factor to consider is some of the equipment owned by SRCS is obsolete and no longer available for sale in California or hybrid pieces of equipment such as the trencher/Backhoe. Both pieces are great in their normal operation, but having a bulky backhoe device on a trencher can be difficult to operate and also unsafe. In addition, a backhoe of this size is suited for smaller scale backyard type of tasks where a larger commercial piece of equipment is better suited for SRCS needs and safer to operate.

Another factor is the ability to legally drive a piece of equipment on roads. This applies to tractors, larger mowers, and backhoes. The requirement of loading and unloading onto a trailer is time consuming and may require special licensing for tractor trailer type of operation and a class A driver’s license.

The recommendations of when to replace the current equipment is based on age, condition, and overall safety of each piece of equipment. Recommendations for replacement on a schedule would be based upon an average lifespan of this type of commercial equipment.

Having an adequate, safe, and up to date equipment and vehicle fleet for use by the Maintenance and Operations staff is important; therefore, the M&O staff recommends the leasing option. This is the most economical option available while still meeting the needs of the department. SRCS would be able to "piggyback" off an existing contract authorized by West Contra Costa Unified School District. If funding is not approved the M&O department will continue to do their best with the current equipment.

SRCS owns a portion of undeveloped property adjacent to the Santa Rosa Junior College Campus (the "Property") that has been used by the Santa Rosa Junior College ("SRJC") as a student parking lot for more than twenty years. On August 21, 1990, the District entered into a lease agreement with the SRJC to lease the Property for use as a parking lot ("1990 Lease"). The original term of the 1990 Lease was almost three years, commenced on August 21, 1990 and continued through June 30, 1993. The 1990 Lease provided that it would terminate on June 30, 1993 unless extended pursuant to the provisions of the lease. The 1990 Lease provided that if SRJC wished to extend the lease term, SRJC needed to provide the District with a written request for lease extension no later than March 30, 1993.  

There is no indication that SRJC provided a written request to extend the 1990 Lease under these procedures. There is also no indication that a subsequent lease has been entered into between SRCS and SRJC. SRJC has continued to occupy and use the Property as a parking lot for SRJC students.

Under the 1990 Lease, SRJC was required to pay SRCS $4.50 per parking lot space, per month, in the last year of the lease. SCJC has not paid SRCS rent for use of the Property since 1995. 

In light of the fact that the 1990 Lease has ended, SRCS has the following options: (1) the District could follow the procedures for leasing surplus property, (2) SRCS could seek a waiver from some of the procedures detailed in option 1 to the State Board of Education and enter into a new lease agreement, or (3) follow neither option. Below is a summary of each of the options.

    Option 1:  Engage in Surplus Property Procedures

SRCS may enter into a new lease agreement for the Property (and the personal property located thereon) pursuant to the procedures discussed below. (See Cal. Educ. Code § 17455)

• Form a "7-11" Committee.

    Option 2: The District May Seek a Waiver of Some of the Procedures of Option 1 

If SRCS wishes to enter into a lease agreement for the Property, it may avoid some of the procedures discussed above by filing a waiver request with the State Board of Education. (See Cal. Educ. Code § 33050 (a).) Based on our discussions with the SBE, SRCS cannot waive the "7-11" Committee process required under the surplus property procedures but may have some of the procedures waived. 

    Option 3:  Do Neither of the Above Options

    CONCLUSION

If SRCS wishes to enter into a new lease agreement for the Property, SRCS must either follow the surplus property procedures outlined above, obtain a waiver from the State Board of Education, or do neither of the above Options.

It has been two years since SRCS has increased meal charges.  SRCS meal charges are on the lower end compared to what other local districts charged for breakfast and lunch during the 2015-16 school year (see attachment: 2015-16 Meal Pricing Survey). The cost of CNS to produce meals is continually increasing. Personnel costs (+14%) and services and operating costs (+5%) increased from the 2014-15 fiscal year. In addition, during the 2016-17 CNS will implement changes with the goal of improving the quality, presentation, and taste of the meals.

The request to increase the cost of meals for SRCS is based on a formula that determines the cost for CNS to produce the meals. The formula is: total expenditures divided by equivalent meals produced. The increase in the cost of the meals will offset the anticipated increase in expenditures. The estimated revenue from the $0.25 increase is approximately $40,000. The amount only applies to the full price meals sold. For the 2015-16 fiscal year, approximately 10% of the meals served were full price meals.

The proposed charge per meal for both breakfast and lunch by school level is illustrated in the table below.

Cost differences between the Elementary and Secondary district is due to the quantity of food served and the nutritional requirements of the meals.

CNS will concentrate on the quality of meals produced in the 2016-17 school year and beyond. The goal is to provide the best possible meals that meet the required nutritional requirements and are cost effective. Using new recipes, fresher ingredients, surveying students and staff, and reallocating current CNS staff or possibly adding additional staff to pay more attention to the presentation and quality of the food. 

For the 2015-16 fiscal year CNS had a loss of $348,856. There are several components that make up the CNS budget. The largest portion of the loss is due to the low number (10%) of fully paid meals compared to Free or Reduced price meals. SRCS receives a per meal allocation from the Federal and State Government for each eligible meal for participation in the Free or Reduced Price Meal program. The Federal and State government funding continues to be less than the cost to produce the meals.

Also included in the CNS budget are the following:

• French-American food service program. For the 2015-16 fiscal year this program was fiscally neutral after reimbursement from the French-American Foundation for their program losses. 
• Contracts CNS has with other Districts. For the 2015-16 fiscal year, CNS had a net profit of approximately $180,000 from contracts.

The net loss for 2015-16 was $168,856.

Labor and food costs are projected to increase in 2016-17, therefore it is recommended that CNS raise the price of breakfast and lunch by $0.25 each for the 2016-17 fiscal year. Because CNS will only receive additional revenue from this increase on fully paid meals, this increase is expected to generate an additional $40,000 in 2016-17. It is expected that costs will continue to rise and increases in meal prices are likely in subsequent fiscal years. With the increased prices CNS is still anticipated to show a loss without an increase in the number of paid meals and/or a reduction in expenditures.

Child Nutrition Services has provided meals to Districts without their own food service program for over 20 years. This service adds revenue to CNS to support the district nutritional program.

For the 2016-17 school year the following districts are requesting the continuation of this service.

• Mark West Union
• Piner-Olivet Union
  
• Gravenstein Union
• Sebastopol Union
  
• Stony Point Academy Charter School  
• Migrant Education
• Sierra School 
• Redwood Empire Food Bank

The Board approved the continuation of the CNS meal contract program on 9/25/13, 8/13/14, and 7/22/15.

If the Board does not approve the renewal of the Credential, the District would be unable to retain Dr. Larocque as a teacher which would have a negative impact on the students at Maria Carrillo High School. I In addition, qualified science teachers are difficult to hire. 

At the November 4, 2014 election, the High School District received authorization from the voters within the High School District to issue $175,000,000 aggregate principal amount of general obligation bonds. The proceeds of the bonds will be used to finance certain capital improvements for the High School District in accordance with the Project List approved by the voters at the election. 

With the completion of the Facilities Master Plan and Board approval of the prioritization plan, this is a required part of the process that authorizes the sale of bonds in late 2016/early 2017 and ensures funding is available for anticipated future projects. Projects will be determined based on available dollars and will be brought back to the Board for approval. The authorization allows SRCS to move forward with planning and design. Attached is the Measure I & L schedule.

The High School District now intends to issue a portion of the authorized bonds in an amount not to exceed $50,000,000. The bonds will be repaid from a tax to be levied on the taxable property within the boundaries of the High School District. Costs of issuing the bonds will be paid from the proceeds of the bonds and not from the general fund of Santa Rosa City Schools.

July 23, 2014- Board approved Resolution No, 2014/15-003 High School District called election and requested County to consolidate with Statewide election

February 25, 2015  - District certified election results

December 9, 2015 - Board approved Resolution 2015/16-003 authorizing the issuance and sale of High School District General Obligation Bonds, 2014 Election, 2016 Series A.

At the November 4, 2014 election, the Elementary School District received authorization from the voters within the High School District to issue $54,000,000 aggregate principal amount of general obligation bonds. The proceeds of the bonds will be used to finance certain capital improvements for the Elementary School District in accordance with the Project List approved by the voters at the election.

With the completion of the Facilities Master Plan and Board approval of the prioritization plan, this is a required part of the process that authorizes the sale of bonds in late 2016/early 2017 and ensures funding is available for anticipated future projects. Projects will be determined based on available dollars and will be brought back to the Board for approval. The authorization allows SRCS to move forward with planning and design. Attached is the Measure I & L schedule. 

The Elementary School District now intends to issue a portion of the authorized bonds in an amount not to exceed $15,000,000. The bonds will be repaid from a tax to be levied on the taxable property within the boundaries of the Elementary School District. Costs of issuing the bonds will be paid from the proceeds of the bonds and not from the general fund of Santa Rosa City Schools.

July 23, 2014 - Board approved Resolution No, 2014/15-002 Elementary School District called election and requested County to consolidate with Statewide election

February 25, 2015  - District certified election results

December 9, 2015 - Board approved Resolution 2015/16-042 authorizing the issuance of elementary school district General Obligation Bonds.