Rohnert Park council adopts balanced FY2025–26 budget after hours of debate over pay, services and flooding

The Rohnert Park City Council on June 10 adopted the city’s FY2025–26 operating budget and five‑year capital improvement program, approving a package of post‑study session adjustments that rely in part on one‑time casino transfers and targeted revenue amendments to balance the general fund.

City Manager Pedra and Finance Director Betsy Ho presented the final budget, describing a plan that uses a $4.3 million transfer from casino supplemental funds, $1.5 million in set‑aside infrastructure transfers and several post‑study session revenue adjustments to present a balanced operating budget for the coming year.

Supporters of the plan said it keeps core services running while the city confronts a multi‑year structural shortfall. “We are presenting a balanced budget for fiscal year 2025–26,” Finance Director Betsy Ho said, outlining changes to revenues, internal cost allocations and carry‑forwards.

Opponents and public commenters pressed elected officials to address pressing community concerns the budget does not immediately resolve. Residents from neighborhoods that flood repeatedly asked council to delay adoption until the city commits funds for a hydrologic study and coordinated mitigation. “This is a safety issue,” Denise Lynch, a Hartwood Drive homeowner, told the council, describing streets flooded for hours and saying the proposed budget allocates no funding for a hydrologist.

Labor advocates and city employees—represented by SEIU Local 1021—urged the council to invest more in wages. “Please show them some respect and give them the pay and benefits that they deserve,” SEIU regional vice president Travis Balzerini said. Several employees, including a water system supervisor, testified that many positions remain well below market rates and that staffing shortages are impairing service delivery.

Council members pressed staff on the size and sustainability of the city’s revenue base. Pedra and Ho emphasized the difference between recurring revenues and one‑time transfers, and explained that the city faces a projected funding gap over the next five years unless structural changes or new revenue sources are adopted. Council members directed the city manager to continue exploring options—cuts, revenue measures and targeted one‑time solutions—while prioritizing immediate safety concerns.

After questions and a final public comment period, the council adopted the budget and CIP by roll call vote. The motion carried 5–0. Following the vote, councilmembers asked staff to return with options at mid‑year for a near‑term hydrology study to evaluate neighborhood flooding and to reexamine pool schedules for seniors who said recent changes reduced midday lap swim hours.

What happens next: Staff will implement the adopted budget, proceed with the projects and transfers described in the budget documents, and return at mid‑year with options to address the flooding requests and staffing‑related issues. The city manager also said staff would continue to refine multi‑year forecasts and evaluate potential revenue measures.

Votes and formal action: The council approved the operating budget and five‑year CIP (motion carried 5–0). The council also instructed staff to prioritize follow‑up on flood mitigation and to review pool schedules for seniors.

Sources and provenance: Council presentation and vote (agenda item 9A), staff budget slides and public comments; primary transcript segments beginning at the budget introduction (SEG 1435) through the adoption vote (SEG 4962–4967).