Agenda packet — Cotati City Council, June 27, 2023 (part 1 of 2)

AGENDA

JOINT MEETING OF THE COTATI CITY COUNCIL AND THE SUCCESSOR

AGENCY TO THE FORMER COTATI COMMUNITY REDEVELOPMENT AGENCY City Council Chamber, City Hall 201 W. Sierra Avenue
Tuesday June 27, 2023
6:00 PM REGULAR MEETING
The Cotati City Council welcomes you to its meetings that are generally scheduled for the 2nd and 4th Tuesday of every month. Your interest and participation are encouraged and appreciated.

City Council meeting agendas, minutes, and recordings are posted on the City’s Meeting Portal at www.cotaticity.org.

For questions about the agenda of to receive the City Council agenda by email, contact the Deputy City Clerk at [email protected] or (707) 665-3622.

Cotati City Council Meetings will be conducted in person in the Council Chamber, and, as a courtesy, participate virtually through Zoom Online video conferencing, and will be available to watch or listen in the following ways:

1. Using the following online livestream meeting portal link: http://cotaticityca.iqm2.com/citizens/default.aspx;

2. Cable T.V. Broadcast, local channel 28
Members of the public can participate in the meeting online by clicking the link below:
https://us02web.zoom.us/j/88549577774?pwd=djBQOUJlOWdNWEdNMjRjTDNhOGdkZz09 If you do not have the ability to join online, but would like to participate in the meeting, you can call into the meeting using your telephone, by dialing one of the following numbers and entering the meeting credentials:

Webinar ID: 885 4957 7774
Passcode: 033902
+1 (669) 900-6833 or +1 (346) 248-7799 or +1 (253) 215-8782 or +1 (301) 715-8592 or +1 (312) 626-6799 or +1 (929) 436-2866
Attendees may join the meeting any time after 5:45pm. Attendees will be muted until they are called upon for Public Comment. To make a public comment, use the “raise hand” icon on your smart device or desktop computer, or dial *9 if you are using just your telephone. Please listen carefully for the Mayor or City Clerk to address you by name (or phone number) and for the audible Zoom notification that you have been unmuted. Once you begin your public comment, your three minutes will begin.

If you would prefer to submit your public comment in writing, please email your comments to [email protected]. If you are commenting on a specific agenda item or items, please state the agenda item number(s) in the subject line of the email. All comments received via email will be provided to the City Council or Planning Commission in writing and included as part of the record of the meeting. ###
Notice is hereby given that Council may discuss and/or take action on any or all of the items listed on this agenda.

Any writings or documents provided to a majority of the Cotati City Council regarding any item on this agenda will be made available for inspection in the online Meeting Portal at www.cotaticity.org and in the City Manager’s office located at 201 West Sierra Ave, Cotati, CA during the City’s posted business hours.

Cotati City Council Agenda June 27, 2023

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Disabled Accommodations: Upon request, this agenda will be made available in appropriate formats to persons with disabilities as required by Section 202 of the Americans with Disabilities Act of 1990. Any person with a disability who requires a modification or accommodation in order to participate in a meeting should contact the Deputy City Clerk at [email protected], or (707) 665-3622, at least 48 hours in advance of the meeting.

Closed Captioning/Live Transcription: This meeting will be transcribed live via the Zoom platform. Zoom attendees running Zoom version 5.0.2 or higher will be able to see the transcription at the bottom of their personal Zoom screen.

Learn more at https://support.zoom.us by searching “closed captions.” Rules of Decorum: To avoid distraction, the following meeting etiquette shall be enforced. • Silence electronic devices, including cell phones.
• Audience members are advised to keep conversations to a minimum of conduct them outside the building. • Photographs or video recordings using tri-pods or other means that would be distracting are to be taken only from the designated media area.
• The Presiding Officer shall request that the audience withhold expressions of support or opposition for speakers in the interest of time and to encourage the full expression of differing views. (City Council Policy 2021-01 III.B.1.)
Public Comment (Action Items): Public comment on any one agenda item where the City Council will be taking some action is limited to no more than three (3) minutes per person. Action items are typically designated on the agenda title.

Public Comment (Non-Action Items): Public comment on non-action agenda items shall be received during the designated portion of the agenda. Comments shall be limited to no more than three (3) minutes for all non-action agenda items.

Waiver Warning: If you challenge decisions/direction of the City Council of the City of Cotati in court, you may be limited to raising only those issues you or someone else raised at public hearing(s) described in this agenda, or in written correspondence delivered to the City of Cotati at, or prior to, the public hearing(s).

City Council meetings are conducted according to City Council Policy 2021-01: City Council Rules. This policy is available for inspection in the online Meeting Portal at www.cotaticity.org and in the City Manager’s office located at 201 West Sierra Ave, Cotati, CA, during the City’s posted business hours.

Those wishing to address the Council are asked to complete a speaker card and give it to the Deputy City Clerk. When you are called, step to the podium and state your name and address for the record. Persons wishing to address the Council are not required to identify themselves or complete a speaker card; (Gov’t Code § 54953.3); however, this information assists the Mayor by ensuring that all persons wishing to address the Council are recognized and it assists the Deputy City Clerk in preparing the City Council meeting minutes.

1. CALL TO ORDER
Members of the public may participate in the meeting at 201 W. Sierra Ave, or online by pasting the following link into your web browser:
https://us02web.zoom.us/j/88549577774?pwd=djBQOUJlOWdNWEdNMjRjTDNhO GdkZz09

2. ROLL CALL

3. PLEDGE OF ALLEGIANCE

4. APPROVAL OF MINUTES AND NOTICE OF WAIVING OF READING OF ALL

RESOLUTIONS AND ORDINANCES INTRODUCED AND/OR ADOPTED

UNDER THIS AGENDA (ACTION)
A. COTATI CITY COUNCIL - REGULAR MEETING - JUN 13, 2023 6:00 PM Cotati City Council Agenda June 27, 2023

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5. ANNOUNCEMENTS
A. Meeting Orientation for New Attendees/Viewers. In conformance with the Brown Act and the adopted City Council Rules, the meeting agenda includes items labeled as Action Items, where the City Council will consider the item and citizens are afforded the opportunity to provide comments relevant to the item being discussed. The meeting agenda also includes a Citizens Business item, which is the designated place on the agenda where citizens have the right to say whatever they wish.

The City Council may, or may not, choose to respond to comments, as the Government Code allows. However, if the City Council declines to respond, it should not be perceived as giving credence to or agreeing with any statements that the City Council or its members believe are incorrect, misinformed or purposefully biased.

B. Measure S supports police services, a variety of recreation programs for all ages, and the maintenance of our streets, parks, and public buildings. See details on the web at cotaticity.org
C. Citizens interested in receiving City of Cotati community alerts via text or email are encouraged to sign up with Nixle by downloading the Everbridge app from the IOS or Android app store or by texting your zip code (94931) to 888777.

D. Like always, we love to hear from you, so please feel free to contact the City at 707- 792-4600 or [email protected]. If you have a non-emergency issue after normal business hours, you can contact us at 707-792-4611 and of course if you have an emergency, please contact 9-1-1. Continue to look for updates on the City's website and social media channels available on Facebook, Instagram, and Nixle.

6. PRESENTATIONS
A. PRESENTATION ON CONTINUUM OF CARE 5 YEAR STRATEGIC PLAN

TO PREVENT AND END HOMELESSNESS
It is recommended that the City Council receive a presentation on the Continuum of Care 5 Year Strategic Plan to Prevent and End Homelessness. No action will be taken.

7. APPROVAL OF FINAL AGENDA (ACTION)

8. CITIZEN BUSINESS AND PUBLIC COMMENT FOR CONSENT CALENDAR ITEMS
Any member of the public wishing to speak to the Council on any item(s) listed on the Consent Calendar or any matter(s) not listed on the agenda that are within the subject matter jurisdiction of the Council may do so at this time. Pursuant to the Brown Act, the Council is not allowed to consider issues or take action on any item not listed on the agenda during this period. Pursuant to City Council Policy 2021-01, comments of any member of the public are normally restricted to a total of three (3) minutes in length per person for matters not on the agenda and a total of three (3) minutes per person in length for any and all items on the Consent Calendar.

The Mayor may extend the time limit for a reasonable time where a disability accommodation has been requested.

Cotati City Council Agenda June 27, 2023

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9. CONSENT CALENDAR (ACTION)
A. AUTHORIZE IMPLEMENTATION OF A CITY WIDE ASSET

MANAGEMENT SYSTEM
It is recommended that the City Council adopt a motion authorizing the City Manager to execute a license agreement with NexGen for implementation of a city-wide asset management system.

B. DESIGN AGREEMENTS FOR PUTNAM AND CATOR FIELD UPDATES It is recommended that the City Council adopt a resolution authorizing the City Manager to execute design agreements for the update to Putnam Park and partial update to Cator Field.

C. SECOND READING AND ADOPTION OF THE CITY OF COTATI

DOWNTOWN SPECIFIC PLAN (DSP) ZONING CODE AMENDMENTS

ORDINANCE
It is recommended by the Planning Commission and the Community Development Department that the City Council conduct the second reading and adopt an ordinance making amendments to Chapter 17 of the Cotati Municipal Code, implementing recent changes to the Downtown Specific Plan (DSP) and responding to various changes in State housing law.

D. ELECTRIC VEHICLE CHARGING REACH CODE ORDINANCE
It is recommended by the Community Development Department that the City Council conduct the second reading and adopt an ordinance an ordinance amending the City’s Building Code (Chapter 14, Building and Construction, of the Cotati Municipal Code) to require increased electric vehicle charging infrastructure and equipment in building projects.

E. ACCEPTANCE OF PUBLIC IMPROVEMENTS FOR STRUCTURES AT
8125, 8145, AND 8175 GRAVENSTEIN HIGHWAY
It is recommended the City of Cotati City Council adopt a resolution accepting the Public Improvements for the structures at 8125, 8145, and 8175 Gravenstein Highway as described in the Public Improvement Agreement executed on December 16, 2021, and authorizing the City Clerk to record the notice of completion and to release any Public Improvement Agreement Securities upon the passage of 35 days of noticing with no protests.

F. ORDINANCE CLARIFYING WATER CONNECTION FEES WITH FIRE FLOWS
It is recommended that the City Council of the City of Cotati conduct a second reading and adopt an ordinance clarifying water connection fees for mixed domestic and fire flow meters.

10. DIRECTION ON FUTURE AGENDA ITEMS
Cotati City Council Agenda June 27, 2023

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11. PUBLIC HEARINGS (ACTION)
A. ESTABLISHING THE OUTSTANDING BACKFLOW TESTING CHARGES

AND LEVYING OF ASSESSMENTS
It is recommended that the City Council receive comment from any public attending to hear this item and then continue the item and hold the public hearing on July 25, 2023.

B. RESOLUTION TO APPROVE THE ENGINEER'S REPORT, CONFIRM THE

ASSESSMENT DIAGRAM AND ANNUAL ASSESSMENT AMOUNTS, AND

LEVYING AND COLLECTION OF THE ANNUAL ASSESSMENTS FOR

THE COTATI LANDSCAPING AND LIGHTING ASSESSMENT DISTRICT FOR FISCAL YEAR 2023-24.

It is recommended the City Council of the City of Cotati adopt a resolution approving the Annual Engineer's Report, confirming the assessment diagram and annual assessment amounts, and authorizing the levying and collection of assessments for Fiscal Year 2023-24 for the Cotati Landscaping and Lighting Assessment District for Zones 1, 2, 3, 4, 5, 6, 7, 8, 9 and 10 (Pursuant to the Landscaping and Lighting Act of 1972).

12. REGULAR AGENDA (ACTION)
A. CITY OF COTATI LICENSE AGREEMENT FOR USE OF THE COTATI

VETERANS BUILDING FACILITIES
It is recommended that the City Council approve a resolution authorizing the City Manager to execute a license agreement between the City of Cotati and the County of Sonoma for use of the Cotati Veterans Building.

B. RECOGNITION AND FLAG POLICY
It is recommended that the City Council adopt a resolution approving an official policy on recognitions and ceremonial flags and separately adopt a motion directing staff on the annual calendar of desired proclamations, including ceremonial flags and flag raising ceremonies.

13. CITY MANAGER'S REPORT

14. CITY COUNCIL MEMBER REPORTS

15. PUBLIC COMMENT ON NON-ACTION AGENDA ITEMS

16. CLOSED SESSION
Cotati City Council Agenda June 27, 2023

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A. CONFERENCE WITH REAL PROPERTY NEGOTIATOR PURSUANT
TO GOVERNMENT CODE SECTION 54956.8. PROPERTY: PORTION OF APN 144-275-001 AND RIGHT OF WAY ADJACENT TO THE SOUTHEAST BOUNDARY OF APN 144-275-001, COTATI. CITY NEGOTIATOR: CITY MANAGER. NEGOTIATING PARTY: TESLA, INC. UNDER
NEGOTIATION: PRICE AND TERMS OF PAYMENT

17. REPORT OUT OF CLOSED SESSION

18. INFORMATION RECEIVED AFTER THE AGENDA WAS POSTED
A. INFORMATION RECEIVED AFTER THE AGENDA WAS POSTED
Information or written comments pertaining to this meeting, and which was received after the agenda was posted, is attached below.

19. ADJOURNMENT
Certification of Posting of the Notice: I declare under penalty of perjury that I am employed by the City of Cotati and that I posted this notice on the City's website, bulletin boards of City Hall, Veterans' Memorial Building and the SMART Train Depot, on or before June 23, 2023.
/s/ Kevin Patterson, Deputy City Clerk

MINUTES

JOINT MEETING OF THE COTATI CITY COUNCIL AND THE SUCCESSOR

AGENCY TO THE FORMER COTATI COMMUNITY REDEVELOPMENT AGENCY City Council Chamber, City Hall 201 W. Sierra Avenue
Tuesday June 13, 2023
6:00 PM REGULAR MEETING

1. CALL TO ORDER
Mayor Harvey called the meeting to order at 6:00pm.

2. ROLL CALL
Attendee Name Title Status
Susan Harvey Mayor Present
Laura Sparks Vice Mayor Present
Ben Ford Councilmember Remote
Sylvia Lemus Councilmember Present
Kay Rivers Councilmember Present
Staff present: City Attorney John Bakker, City Manager Damien O’Bid, Deputy City Clerk Kevin Patterson, Police Chief Michael Parish, Director of Public Works/City Engineer Craig Scott, Director of Administrative Services Angela Courter, Director of Community Development Noah Housh, Senior Planner JP Harries, Associate Planner Autumn Buss

3. PLEDGE OF ALLEGIANCE

4. APPROVAL OF MINUTES AND NOTICE OF WAIVING OF READING OF ALL

RESOLUTIONS AND ORDINANCES INTRODUCED AND/OR ADOPTED

UNDER THIS AGENDA (ACTION)
A. COTATI CITY COUNCIL - REGULAR MEETING - MAY 23, 2023 6:00 PM RESULT: ACCEPTED AS AMENDED [UNANIMOUS]
MOVER: Laura Sparks, Vice Mayor
SECONDER: Sylvia Lemus, Councilmember
AYES: Harvey, Sparks, Ford, Lemus, Rivers
No public comment.

5. ANNOUNCEMENTS

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Minutes Acceptance: Minutes of Jun 13, 2023 6:00 PM (APPROVAL OF MINUTES AND NOTICE OF WAIVING OF READING OF ALL Cotati City Council Minutes June 13, 2023

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A. Meeting Orientation for New Attendees/Viewers. In conformance with the Brown Act and the adopted City Council Rules, the meeting agenda includes items labeled as Action Items, where the City Council will consider the item and citizens are afforded the opportunity to provide comments relevant to the item being discussed. The meeting agenda also includes a Citizens Business item, which is the designated place on the agenda where citizens have the right to say whatever they wish.

6. PROCLAMATIONS
A. PROCLAMATION OF THE CITY COUNCIL OF THE CITY OF COTATI

CELEBRATING JUNETEENTHPROCLAMATION OF THE CITY

COUNCIL OF THE CITY OF COTATI CELEBRATING JUNETEENTH
Mayor Harvey read the proclamation.

Councilmembers comment.

No public comment

7. APPROVAL OF FINAL AGENDA (ACTION)
No changes.

No public comment.

8. CITIZEN BUSINESS AND PUBLIC COMMENT FOR CONSENT CALENDAR ITEMS
Public Comment:

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Minutes Acceptance: Minutes of Jun 13, 2023 6:00 PM (APPROVAL OF MINUTES AND NOTICE OF WAIVING OF READING OF ALL Cotati City Council Minutes June 13, 2023

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Neil Hancock of Cotati

9. CONSENT CALENDAR (ACTION)
RESULT: ADOPTED [UNANIMOUS]
MOVER: Laura Sparks, Vice Mayor
SECONDER: Sylvia Lemus, Councilmember
AYES: Harvey, Sparks, Ford, Lemus, Rivers
A. FY23/24 SB 1 LIST OF PROJECTS AS REQUIRED BY THE ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017
B. APPROVAL OF 2023 THE LIME FOUNDATION BATTLE OF THE BANDS EVENT IN LA PLAZA PARK.

C. SETTING A PUBLIC HEARING DATE FOR CONSIDERATION OF

OBJECTIONS TO THE OUTSTANDING BACKFLOW TESTING CHARGES
AND LEVYING OF ASSESSMENTS FOR FISCAL YEAR 2023-24

10. DIRECTION ON FUTURE AGENDA ITEMS
None.

11. PUBLIC HEARINGS (ACTION)
A. CONSIDERATION OF AN ORDINANCE REZONING 7.83 ACRES OF

VACANT LAND LOCATED AT THE NORTHEAST CORNER OF THE

INTERSECTION OF ALDER AVENUE AND GRAVENSTEIN HIGHWAY
(APNS 144-050-009 &0 46-286-021) FROM COMMERCIAL, GRAVENSTEIN CORRIDOR: PLANNED UNIT DEVELOPMENT (CG:PUD) TO
COMMERCIAL, GRAVENSTEIN CORRIDOR (CG) (PA# 23-08)
RESULT: INTRODUCED [UNANIMOUS]
Next: 8/22/2023 6:00 PM
MOVER: Ben Ford, Councilmember
SECONDER: Kay Rivers, Councilmember
AYES: Harvey, Sparks, Ford, Lemus, Rivers
Presentation by Senior Planner JP Harries.

Councilmembers comment.

Public Comment:

Jennifer Coleman of Cotati
Tom Monahan
Collin Monahan
Eric Radcliffe of Cotati

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Minutes Acceptance: Minutes of Jun 13, 2023 6:00 PM (APPROVAL OF MINUTES AND NOTICE OF WAIVING OF READING OF ALL Cotati City Council Minutes June 13, 2023

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Elizabeth Forester of Cotati
Nic Buccellato of Cotati
Sharon Bello of Cotati
Howard Daulton of Cotati
Clinton Courier of Cotati
Jose Safont of Cotati
Rachel Angress of Cotati
Elmer Glasser of Cotati
Michael Parks of Cotati
Vincent Newman of Cotati
Council introduced the ordinance, and directed staff to bring back for a second reading no sooner than 60 days later, to give additional time to work with the Cottages community and developer, including holding a community meeting.

B. CITY OF COTATI DOWNTOWN SPECIFIC PLAN (DSP) AND ZONING

CODE AMENDMENTS
RESULT: INTRODUCED [4 TO 0]
Next: 6/27/2023 6:00 PM
MOVER: Sylvia Lemus, Councilmember
SECONDER: Laura Sparks, Vice Mayor
AYES: Harvey, Sparks, Lemus, Rivers
RECUSED: Ford
Councilmember Ford recused from this item, as he owns property within the Downtown Specific Plan zoning district.

Presentation by Director of Community Development Noah Housh and Bret McNulty of 4Leaf.

Councilmembers comment.

No public comment.

Council requested a change to the introduced ordinance, adding in additional outdoor lighting requirements for commercial projects to match objective design standards already in place for residential and mixed use projects, including that outdoor lighting must be directed downward and shielded, along with standards for energy efficiency and color temperature.

C. ELECTRIC VEHICLE CHARGING REACH CODE ORDINANCE

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Minutes Acceptance: Minutes of Jun 13, 2023 6:00 PM (APPROVAL OF MINUTES AND NOTICE OF WAIVING OF READING OF ALL Cotati City Council Minutes June 13, 2023

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RESULT: INTRODUCED [UNANIMOUS]
Next: 6/27/2023 6:00 PM
MOVER: Ben Ford, Councilmember
SECONDER: Kay Rivers, Councilmember
AYES: Harvey, Sparks, Ford, Lemus, Rivers
Presentation by Associate Planner Autumn Buss.

Councilmembers comment.

Public Comment:

Neil Hancock of Cotati
D. INTRODUCTION OF AN ORDINANCE CLARIFYING WATER

CONNECTION FEES WITH FIRE FLOWS
RESULT: INTRODUCED [UNANIMOUS]
Next: 6/27/2023 6:00 PM
MOVER: Sylvia Lemus, Councilmember
SECONDER: Laura Sparks, Vice Mayor
AYES: Harvey, Sparks, Ford, Lemus, Rivers
Presentation by City Manager Damien O'Bid.

Councilmembers comment.

No public comment.

E. ADOPTION OF THE MULTI-YEAR CAPITAL IMPROVEMENT PLAN
RESULT: ADOPTED [UNANIMOUS]
MOVER: Ben Ford, Councilmember
SECONDER: Sylvia Lemus, Councilmember
AYES: Harvey, Sparks, Ford, Lemus, Rivers
Presentation by Director of Public Works/City Engineer Craig Scott.

Councilmembers comment.

Public Comment:

Neil Hancock of Cotati

12. REGULAR AGENDA (ACTION)

13. CITY MANAGER'S REPORT

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Minutes Acceptance: Minutes of Jun 13, 2023 6:00 PM (APPROVAL OF MINUTES AND NOTICE OF WAIVING OF READING OF ALL Cotati City Council Minutes June 13, 2023

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Report by City Manager Damien O'Bid.

14. CITY COUNCIL MEMBER REPORTS
Councilmembers report out on local and regional events and meetings.

15. PUBLIC COMMENT ON NON-ACTION AGENDA ITEMS

16. CLOSED SESSION
A. CONFERENCE WITH REAL PROPERTY NEGOTIATOR PURSUANT
TO GOVERNMENT CODE SECTION 54956.8. PROPERTY: PORTION OF APN 144-275-001 AND RIGHT OF WAY ADJACENT TO THE SOUTHEAST BOUNDARY OF APN 144-275-001, COTATI. CITY NEGOTIATOR: CITY MANAGER. NEGOTIATING PARTY: TESLA, INC. UNDER
NEGOTIATION: PRICE AND TERMS OF PAYMENT
Mayor Harvey adjourned to closed session at 10:15pm.

17. REPORT OUT OF CLOSED SESSION
Mayor Harvey announced there is nothing to report out of closed session.

18. INFORMATION RECEIVED AFTER THE AGENDA WAS POSTED
A. INFORMATION RECEIVED AFTER THE AGENDA WAS POSTED

19. ADJOURNMENT
Mayor Harvey adjourned the meeting at 10:59pm.
/s/ Kevin Patterson, Deputy City Clerk

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Minutes Acceptance: Minutes of Jun 13, 2023 6:00 PM (APPROVAL OF MINUTES AND NOTICE OF WAIVING OF READING OF ALL Cotati City Council
Agenda Staff Report
Item type: PRESENTATIONS
To: City Council
Subject: Presentation on Continuum of Care 5 Year Strategic Plan to Prevent and End Homelessness
Date: June 27, 2023
Written by: Damien O'Bid, City Manager
Recommendation
It is recommended that the City Council receive a presentation on the Continuum of Care 5 Year Strategic Plan to Prevent and End Homelessness. No action will be taken.

Attachments:

Presentation - Homelessness Strategic Plan (Cotati - June 2023) (PPTX) 5 Year Strategic Plan to Prevent and End Homelessness (DOCX)

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2023-2027 Continuum of Care
Homelessness Strategic Plan
(and a bit more) COTATI CITY COUNCIL
TUESDAY, JUNE 27, 2023

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Attachment: Presentation - Homelessness Strategic Plan (Cotati - June 2023) (Homeless Strategic Plan) Presentation
Summary
About the CoC Strategic Plan •Three Themes •Priority Action Steps Putting the Strategic Plan into
Action
Related Items – PIT Count

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Attachment: Presentation - Homelessness Strategic Plan (Cotati - June 2023) (Homeless Strategic Plan) 2023-2027 CoC
Homelessness Strategic Plan
Sponsored by/Undertaken by the Continuum of Care
Took a year to complete
Extensive stakeholder involvement
Multiple public hearings once the draft was finalized
Involved discussion, compromise, and re-drafts
The numbers: • Three main themes • Seven high priorities • Eighteen strategies • About 90+ action steps

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Attachment: Presentation - Homelessness Strategic Plan (Cotati - June 2023) (Homeless Strategic Plan) Three Main Themes
More Housing, Better
Prevention
• 200 more units needed of
interim housing
• 1,000 more units needed
of Permanent Supportive
Housing (PSH)
Stronger Supportive
Services
• Our service providers are
strained – we need to do
better
• Re-orient how we
approach outreach, and do
it consistently
Operate as One Coordinated
System
• Adopt and follow a longterm funding strategy
• Evaluate programs better –
direct funding accordingly
• Communicate better
across the board
• Address inequity, including
replacing the VI-SPDAT

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Attachment: Presentation - Homelessness Strategic Plan (Cotati - June 2023) (Homeless Strategic Plan) 2023 Priority
Action Steps
Add 100 non-congregate shelter beds and 200 PSH
Adopt the long-term funding strategy
Communicate better
Evaluate programs on performance
Move to:
• A Single By Names List
• Subregional street outreach
Replace the VI-SPDAT
Strengthen and prioritize existing supportive services
Prevention inventory - prevention works, but what works best?

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Attachment: Presentation - Homelessness Strategic Plan (Cotati - June 2023) (Homeless Strategic Plan) Reasons for optimism
We have a number to shoot for – 200 IH + 1,000 PSH
We are close to finalizing the long-term funding plan – it will show that what we want to do is challenging but doable.

We have a commitment across the system of care to work
together, and the right people in the right places.

We’re starting to use data and performance metrics better This CAN be solved – we know how to reach Functional Zero • Being unhoused is brief, one-time, rare – no more chronic homelessness.

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Attachment: Presentation - Homelessness Strategic Plan (Cotati - June 2023) (Homeless Strategic Plan) Biggest
Challenges:

Consistency of funding & application of funding (right
sources going to the right strategies)
Siting! The Sonoma County public either needs to be OK
with encampments or we need more program sites (the
latter is better)
Our supportive services network is strained post-COVID
Being willing to bust things up and start again with what works
New construction is still very costly in Sonoma County – how can we best maximize new while repurposing
existing?

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Attachment: Presentation - Homelessness Strategic Plan (Cotati - June 2023) (Homeless Strategic Plan)

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Attachment: Presentation - Homelessness Strategic Plan (Cotati - June 2023) (Homeless Strategic Plan)

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Attachment: Presentation - Homelessness Strategic Plan (Cotati - June 2023) (Homeless Strategic Plan) Sonoma County
5 Year Strategic Plan
to Prevent and End
Homelessness
2023 – 2027
Adopted by the Sonoma County CoC Board on December 14, 2022 Prepared by Homebase

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 2 EXECUTIVE SUMMARY
No one in Sonoma County should be homeless. But on any given night, 2,900 individuals lack a home they can call their own. That sobering figure drives this strategic plan from a group known as the Sonoma County Continuum of Care.

Most people will not have heard of a Continuum of Care. Every region has one. We have a federal and state role – that being to coordinate and make sense of the homeless system in Sonoma County. We are individuals with lived experience of homelessness; local officials and homeless service providers who volunteered to work on this vital issue; members of the health care, housing, and behavioral health fields; and residents and business owners in Sonoma County. We would not be here, nor would we issue this plan, if we did not think that significant progress can (and must) be made to reach functional zero in homelessness.

The plan takes stock of the work that is already happening across the county, including the efforts of the dozens of organizations and hundreds of people who are working hard every day to prevent and end homelessness. It asks, how can we do better? What can we do to make the hard work of so many people even more effective? What are the gaps in service and needs in the community that we’re not currently filling? What should change in our current system of care so that it better meets the needs of people at risk of or in the midst of a crisis of homelessness? In short, what can we do to put us on a path to move from 2,900 people experiencing homelessness to functional zero?
We looked to many sources to answer those questions. System performance data helped us identify who is being served, who isn’t, and where the gaps and needs in the system lie.

It showed a troubling increase in
the percent of people
experiencing homelessness who
are living unsheltered.

It also showed the difficulty the
homeless system of care has
faced in reducing chronic
homelessness in Sonoma
County. This points to a need
to expand supportive housing
options in the county.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 3 Racial disparities also emerged
from our analysis. Black
individuals make up three times
the share of the homeless
population as they do the
general population and Native
people make up four times
the share.

Hispanic/Latino households
spend more time homeless
than the overall average.

Equally concerning, nearly
two-thirds of households
experiencing homelessness
have a family member with
a disabling condition.

A wide range of stakeholders also informed the plan. Frontline workers told us about the chronic challenges they face due to having too few resources to meet their clients’ complex housing, economic and health needs. Program managers worried openly about burn-out and high turnover among their over-worked and under-paid staff. Equity advocates highlighted the structural factors that leave many people of color and members of the LGBTQIA+ community overrepresented in the homeless system of care. People with lived experience of homelessness spoke with deep appreciation for the support they received, but also highlighted times they felt overlooked or mistreated. Business leaders sought opportunities to partner in support of initiatives to address homelessness. Service providers and government leaders from throughout the County spoke of a need for greater coordination and collaboration across the system of care.

Community and stakeholder input led to the development of three overarching goals, which will guide the direction of the homeless system of care in Sonoma County for the next five years:

1. Invest in more housing and prevention. It is imperative to reduce the inflow of people into homelessness and create more pathways to long-term housing stability. Doing so will require investments in both homelessness prevention and housing solutions.

2. Strengthen supportive services. The current system of care strains to meet the complex and diverse supportive services needs of people in the community who are experiencing the crisis of homelessness. That strain is felt not only by people experiencing homelessness, but also by homeless service providers, who are overtaxed and under-resourced. Building supportive services capacity is critical to ease this strain and better meet the needs of those in a housing crisis.

3. Operate as one coordinated system. Sonoma is a large county with many local governments and a broad array of service providers and other stakeholders whose work directly or indirectly impacts homelessness. To achieve functional zero, partners across

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 4 the county must work to develop shared priorities, aligned investments, seamless coordination, and equitable solutions to the crisis of homelessness.

The strategic plan outlines community-identified strategies, supported by evidence-based best practices, to advance the three goals. It includes detailed ‘Early Action Steps” intended to help the CoC move from plan to action. Sonoma County should see concrete gains from implementing the plan, including:
● Creating more than 500 interim and non-congregate shelter beds over the next two years.
● Creating more than 1,000 permanent housing units or beds over the next five years, with 200 beds added per year.
● Establishing a sub-regionalized approach to street outreach, so that no one is left behind and all outreach teams meet baseline performance standards. ● Implementing more effective approaches to coordinated entry that allow the system to target specific solutions to meet an individual’s specific needs. ● Building systems to better coordinate with institutional actors, such as jails or hospitals, to ensure that people exiting those settings do not immediately become homeless. ● Improving compensation, benefits, and caseload ratios for frontline homeless services workers to avoid burn-out, limit turnover, and provide better care for clients; and ● Providing the public and decision-makers with specific data to evaluate how the system is functioning and improve accountability and system performance on an ongoing basis.

STRATEGIC PLAN VISION
The system of care in Sonoma County strives to be a leader in preventing homelessness, and in ensuring that people experiencing homelessness are supported in achieving housing stability, mental and physical wellness, and economic welfare through a collaborative, client-driven system of care that quickly and effectively delivers accessible, dignified treatment and services.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan)

STRATEGIC PLAN GOALS

MORE HOUSING &

PREVENTION
Create comprehensive housing
interventions, from prevention to permanent
housing, to reduce inflow into homelessness
and increase pathways to housing stability
1 STRONGER SUPPORTIVE

SERVICES
Build supportive services capacity to meet
the complex and diverse needs of people
experiencing homelessness in the Sonoma
County region

OPERATE AS ONE

COORDINATED SYSTEM
Work across the Sonoma County region to
develop shared priorities, aligned investments,
seamless coordination, and equitable solutions
to address homelessness
Strategy 1.1: Preserve housing for those
at risk of homelessness by investing in
prevention and problem-solving
interventions
Strategy 1.2: Enhance and invest in noncongregate interim housing options Strategy 1.3: Develop sustainable
permanent housing solutions
Strategy 1.4: Support efforts to increase
the region’s supply of affordable housing
Strategy 2.1: Standardize minimum
compensation and training and provide
model wellness practices for housing and
supportive service providers
Strategy 2.2: Significantly expand mental
and physical healthcare services for
individuals experiencing homelessness,
including those living in supportive
housing
Strategy 2.3: Improve services dedicated
to the unique needs of specific populations
Strategy 2.4: Coordinate cross-sectors of
healthcare, behavioral health, and
homeless response
Strategy 2.5: Develop, expand, and
coordinate interventions to support those
living on the street, in encampments
Strategy 2.6: Create meaningful pathways
to economic self-sufficiency
Strategy 3.1: Develop a countywide coordinated
funding process to use available resources efficiently
and effectively to drive local priorities and ensure
accountability
Strategy 3.2: Prioritize funding to entities that align with local priorities to promote equity, center the
voices of people with lived experience, and utilize
evidence-based practices
Strategy 3.3: Ensure the voices of individuals with
lived experience of homelessness are consistently
incorporated into planning & evaluating the homeless
system of care
Strategy 3.4: Improve systemwide and project level
data collection, performance, and reporting
Strategy 3.5: Engage the community in the effort to
end homelessness in Sonoma County
Strategy 3.6: Improve transparency and effectiveness
of the Coordinated Entry System (entry points of the
homeless system of care)
Strategy 3.7: Eliminate disparities in access, service
provision, and outcomes in underserved and
overrepresented subpopulations in the homeless
system of care
Strategy 3.8: Monitor and report back as to progress
on the Strategic Plan’s action steps, and adjust
activities as conditions and new information warrants
3 9
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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan)

TABLE OF CONTENTS
EXECUTIVE SUMMARY........................................................................................................... 2 STRATEGIC PLAN VISION........................................................................................................ 4 STRATEGIC PLAN GOALS ........................................................................................................ 5 TABLE OF CONTENTS ............................................................................................................. 6 INTRODUCTION..................................................................................................................... 9 CURRENT SYSTEM OF CARE AND RELATED CHALLENGES....................................................... 10 Overview.....................................................................................................................................10 Leadership and Coordination........................................................................................................11 Current System....................................................................................................................................................11 Challenges............................................................................................................................................................12 Homelessness Prevention and Diversion.......................................................................................13 Current System....................................................................................................................................................13 Challenges............................................................................................................................................................13 Coordinated Entry System............................................................................................................14 Current System....................................................................................................................................................14 Challenges............................................................................................................................................................14 Safe Parking .................................................................................................................................15 Current System....................................................................................................................................................15 Challenges............................................................................................................................................................15 Street Outreach............................................................................................................................16 Current System....................................................................................................................................................16 Challenges............................................................................................................................................................17 Housing Solutions ........................................................................................................................17 Current System....................................................................................................................................................19 Average Length of Time Homeless by Housing Project Type ..............................................................................20 VI-SPDAT Scores by Housing Project Type...........................................................................................................20 Challenges............................................................................................................................................................22 Supportive Services ......................................................................................................................23 Current System....................................................................................................................................................24 Challenges............................................................................................................................................................24 A ROADMAP FOR SONOMA COUNTY: GOALS, STRATEGIES, AND ACTION STEPS ................... 26 Sonoma County High Priorities....................................................................................................26 Goal 1: More Housing and Prevention..........................................................................................27

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 7 Strategy 1.1: Preserve Housing for Those at Risk of Homelessness by Investing in Prevention and ProblemSolving Interventions...........................................................................................................................................27 Strategy 1.2: Enhance and Invest in Non-Congregate Interim Housing Options.................................................29 Strategy 1.3: Develop Sustainable Permanent & Permanent Supportive Housing Solutions .............................31 Strategy 1.4: Support Efforts to Increase the Region’s Supply of Affordable Housing........................................32 Goal 2: Stronger Supportive Services ............................................................................................32 Strategy 2.1: Standardize Minimum Compensation, Training, and Wellness Practices for Housing and Supportive Service Providers...............................................................................................................................32 Strategy 2.2: Significantly Expand Mental and Physical Healthcare Services for Individuals Experiencing Homelessness, Including Those Living in Supportive Housing.............................................................................34 Strategy 2.3 Improve Services Dedicated to the Unique Needs of Specific Populations ....................................34 Strategy 2.4 Coordinate Cross Sectors of Healthcare, Behavioral Health, and Homeless Response ..................35 Strategy 2.5: Develop, Expand, and Coordinate Interventions to Support Those Living on the Street, in Encampments......................................................................................................................................................35 Strategy 2.6 Create Meaningful Pathways to Economic Self-Sufficiency ............................................................36 Goal 3: Operate as One Coordinated System .................................................................................36 Strategy 3.1: Develop a Countywide Coordinated Funding Process to Use Available Resources Efficiently and Effectively to Drive Local Priorities and Ensure Accountability ...........................................................................36 Strategy 3.2: Prioritize Funding to Entities that Align with Local Priorities to Promote Equity, Center the Voices of People with Lived Experience, and Utilize Evidence-Based Practices.............................................................37 Strategy 3.3: Ensure the Voices of Individuals with Lived Experience of Homelessness are Consistently Incorporated into Planning and Evaluating the Homeless System of Care .........................................................37 Strategy 3.4: Improve Systemwide and Project Level Data Collection, Performance, Reporting, and Transparency .......................................................................................................................................................38 Strategy 3.5: Engage the Community in the Effort to End Homelessness in Sonoma County ............................39 Strategy 3.6: Improve Transparency, Safety, and Effectiveness of the Coordinated Entry System ....................40 Strategy 3.7: Eliminate Disparities in Access, Service Provision, and Outcomes in the Homeless System of Care .............................................................................................................................................................................40 Strategy 3.8: Monitor and Report Back as to Progress on the Strategic Plan’s Action Steps, and Adjust Activities as Conditions and New Information Warrants ....................................................................................41 APPENDIX A: EARLY ACTION STEPS ...................................................................................... 42 Lead Agency Initial 2023 Efforts.............................................................................................42 Countywide Early Implementation Efforts ............................................................................43 APPENDIX B: STRATEGIC PLANNING PROCESS ...................................................................... 55 APPENDIX C: ACKNOWLEDGEMENTS.................................................................................... 56 APPENDIX D: QUANTITATIVE DATA SOURCES....................................................................... 58 APPENDIX E: HOMELESSNESS IN SONOMA COUNTY BY THE NUMBERS................................. 60 Homeless Population Overview..............................................................................................60 Chronic Homelessness.........................................................................................................................................61 System Engagement ............................................................................................................................................63

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 8 Racial and Ethnic Disparities in Homelessness...................................................................64 Homeless Population Across County Geography ...............................................................67 Where People Are................................................................................................................................................67 Where People Are Served....................................................................................................................................68 Households With and Without Children ................................................................................69 Homelessness by Household Type ......................................................................................................................69 Exits from Homelessness.....................................................................................................................................71 Vulnerable Populations ...........................................................................................................73 Transitional Age Youth............................................................................................................74 Sheltered vs Unsheltered Transitional Age Youth Homelessness .......................................................................75 Veterans.....................................................................................................................................77 Homeless Veteran Population .............................................................................................................................77 Comparing Homeless Veteran Population to Total Veteran Population .............................................................78 Comparing Veteran Households to Nonveteran Households..............................................................................79 APPENDIX F: ECONOMIC AND HOUSING LANDSCAPE OF SONOMA COUNTY ......................... 80 Income and Poverty .................................................................................................................80 High-Cost Burden.....................................................................................................................81 Barriers for Special Populations ............................................................................................82 Affordable Housing Stock .......................................................................................................83 APPENDIX G: CROSSWALK OF SUBREGIONAL STRATEGIC PLANS ........................................... 84 APPENDIX H: GLOSSARY OF KEY TERMS AND ENTITITES ....................................................... 88

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 9 INTRODUCTION
It would be hard to point to a problem in Sonoma County that needs more attention than homelessness. Climate change’s drought and wildfire ranks right up there too, but the public expects us to have more control over homelessness. Being unhoused, or seeing our unhoused neighbors suffer through cold and heat, often with physical or mental health-related disabilities, is heartbreaking and life-altering. We know that we can and must do better as a system of care.

We’re all part of that system. Whether we’re elected or appointed leaders, agency staff members, volunteers at community-based organizations, persons experiencing homelessness, residential property owners, employers, or Sonoma County neighbors going about their day-today activities; we all have a role to play in making homelessness brief, one-time, and rare.

This plan was prepared at the direction of the Sonoma County Continuum of Care (CoC), a body of representatives from County government, cities, service providers, persons with lived experience in homelessness, the faith community, and others. The CoC’s meetings are monthly and open to the public. The Plan has three goals:

1. More Housing and Homelessness Prevention. We need hundreds of more housing units of multiple types, beds, and more programs to stop homelessness before it happens.

2. Stronger Supportive Services. We all get the concept of housing, but housing for many must be paired with strong, individualized support, including behavioral and physical health care, recovery services, and budgeting financial management skills. Those looking for work need training; those who have a disability need support maintaining benefits.

3. Operate as One Coordinated System. It won’t shock Sonoma County readers to know that the homeless system of care could be more streamlined, effective, and equitable; easier to understand; and supportive of all individuals seeking help rather than perpetuating a system that says, “we don’t do that - they do.”
We believe that the goals, strategies, and action steps in the Plan, which include significant expenditures to modify and build a system that works, are the right ones. The steps outlined represent proven practices, community and expert consensus, and the realities of homelessness in Sonoma County. The goals of the plan are not easy nor cheap, but this is how we start moving the needle back to zero homelessness. We’re excited to implement this plan and to re-home our unhoused neighbors.

Sincerely,
Rebekah Sammet, Member, CoC Board Strategic Planning Committee and Lived Experience and Planning Board
Tom Schwedhelm, Co-chair, CoC Board Strategic Planning Committee Stephen Sotomayor, Co-chair, CoC Board Strategic Planning Committee

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 10 CURRENT SYSTEM OF CARE AND RELATED CHALLENGES
This section of the Strategic Plan reviews the current homeless system of care in Sonoma County. It also highlights many of the challenges surfaced through our conversations with stakeholders in that system of care and our analysis of related quantitative data. A more detailed look at that quantitative data may be found in Appendices D, E and F.

Overview
An effective homeless crisis response system quickly identifies and connects people who are experiencing or are at risk of homelessness to shelter, rehousing assistance, and other services. It works because it aligns a community, its programs, and services around one common goal — to make homelessness rare, brief, and nonrecurring. The figure below illustrates how the Sonoma system is organized, with the aim of preventing homelessness and helping people exit the system quickly when homelessness does occur.

Figure A: Sonoma County Homeless System of Care

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 11 Leadership and Coordination
An effective response to
homelessness requires a
community-wide effort that engages
stakeholders from a wide range of
jurisdictions, agencies, and sectors
in a shared strategy. The Sonoma
County Continuum of Care (CoC) is
the principal body that leads and
coordinates the county-wide
response to homelessness. The
CoC receives significant staff
support from the Sonoma County
Community Development
Commission (CDC or the
Commission). The CDC is the
designated Administrative
Entity/Lead Agency (Collaborative
Applicant) for the CoC, and is the
HMIS Lead that administers the
CoC’s Homeless Management
Information System (HMIS). As of April 1, 2022, the nonprofit, HomeFirst, became the operator of Coordinated Entry (CE), assuming the role of coordinator for Sonoma County’s front door to supportive housing and services.

Current System
The Sonoma County Continuum of Care is membership-based. Any person or entity committed to preventing and ending homelessness in Sonoma County may join the CoC as a participating member. To join as a Voting Member, an individual or entity must submit an application that the CoC Board may approve in its discretion. The Board reviews applications to ensure that voting members are located in Sonoma County and have made material contributions or commitments to supporting the vision of the CoC.

The CoC Board leads the Sonoma County Continuum of Care. It serves as the governing body that determines CoC policy and acts as the CoC's decision-making group. Mandated by the HUD’s Continuum of Care Program, the Board is responsible for oversight of funds designated to the CoC and regional planning/policy development for addressing homelessness.

The Board consists of 17 voting members, including local elected officials, nonprofit representatives, subject matter experts, and individuals with lived experience of homelessness.

Nine of the seats on the Board are appointed by local governments, the County Administrator, and the largest homeless services provider in the County, with provisions made to ensure broad geographic representation across jurisdictions. Five of the remaining seats are filled by people Sonoma County Continuum
of Care (CoC) - A
collaboration of local
stakeholders working
together to prevent and end
homelessness

COC BOARD -
(appoints CES
lead, HMIS
Lead,
Administrative
Entity,
Collaborative
Applicant)
CoC Partners
(Education,
legal, faithbased, medical,
law
enforcement)
CoC
Committees & Workgroups
HMIS Lead
(Sonoma
County)
Coordinated
Entry
(administered
by HomeFirst)
Grantees
(housing and
services)
Cities
Community
Stakeholders
(Businesses,
neighbors, etc.)
Sonoma County
(Administrative
Entity, HMIS
Lead,
Collaborative
Applicant)
Figure B: Sonoma County Continuum of Care

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 12 who represent a range of stakeholder groups, including homeless services providers, health care organizations, people with lived experience of homelessness (both adult and transitional age youth (age 18-24)), and homeless advocacy organizations. The remaining three seats are “at large” positions not designated to represent any particular stakeholder groups, although members are encouraged to consider factors such as geographic diversity, subject matter expertise, and representativeness of people served by the homeless system of care when casting their votes. The CoC Board typically meets once per month, with additional meetings held as necessary.

Much of the work of the CoC is conducted through committees and work groups. Committees and work groups generally consist of some CoC Board members, CoC voting and participating members, and other volunteers. The CoC’s current committees are described in the glossary found in Appendix H.

The CoC designated the Sonoma County Community Development Commission (“CDC” or “Commission”) as the HMIS Lead, Lead Agency, and Collaborative Applicant for the CoC. In this role, the CDC coordinates efforts related to data collection and analysis, grant applications and awards, and system and project monitoring. More information about the CDC’s CoC roles can be found in the glossary found in Appendix H.

Challenges
Stakeholders throughout the homeless system of care see a need for stronger leadership and coordination. Much of the concern around coordination relates to funding. For example, some stakeholders noted that when the Community Development Commission issues a call for proposals from the homeless system of care, it often receives few responses. They speculated that one reason for this is that it is hard for providers to know whether it is worthwhile to submit a proposal – either because another program may be seeking funding for a similar project, or because the commission has a particular project or need in mind for which it wants to award the funding. They called for stronger outreach by the Commission to help providers develop proposals that are likely to win funding approval.

Stakeholders also noted a problem with expiring funding. The County currently has no system in place to track when funding awards expire. This often leaves the County and providers scrambling to replace funding at the end of a grant term. Stakeholders called for stronger tracking systems to allow all parties more time to plan for the end of grant terms and to seek alternative funding streams when available to support the ongoing availability of needed services.

Several stakeholders noted that coordination across the county has been most effective when one person took charge of a particular initiative or effort. Clear leadership roles create accountability and a decision-making chain that make it more likely that proposals for change will be brought to fruition. To that end, several stakeholders called for the creation of a senior position within the County to lead and coordinate the region’s efforts to prevent and end homelessness. The County has recently created just such a position within the Department of Health Services.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 13 Homelessness Prevention and Diversion
In the context of the homeless system of care, prevention and diversion are closely related concepts. “Prevention” refers to the provision of supports, services and problem-solving to avert or avoid homelessness for those at risk of losing housing. “Diversion” refers to efforts to connect households that present at an entry point to the homeless system of care to alternate housing arrangements or supports that help them immediately return to permanent housing. In practice, prevention and diversion efforts use similar strategies, which may include financial assistance (to pay rent, utility bills, security deposits, moving costs, etc.) or supportive services (such as housing advice, landlord or family mediation, benefits advocacy, etc.), or both.

Current System
A range of prevention and diversion services and support are available in Sonoma County. ● The County provided approximately $150,000 in funding for prevention efforts in FY21/22, as well as over $30 million in Emergency Rental Assistance Program (ERAP) funding.
● A Multidisciplinary Team of County Safety Net partners shares data in IBM’s Watson Care Manager to coordinate discharge planning with jails and health care clinics to prevent homelessness of individuals with chronic health issues. ● The CoC partners with McKinney-Vento Liaisons in school districts to rapidly connect families at risk of homelessness with the Coordinated Entry system. ● Legal Aid of Sonoma County helps low-income tenants with eviction defense, Section 8 issues, mobile home park issues, habitability problems and price gouging. ● Access Point staff engage new clients in a housing problem solving conversation, to help them self-resolve their housing issues and divert out of the homeless system of care.

Through these efforts, the CoC hopes to reduce first-time homeless by 3% by 2024.

Challenges
A challenge in increasing prevention and diversion efforts in Sonoma County lies in a lack of clarity about effective strategies. With limited funding for homelessness, stakeholders expressed concern about spending money to keep someone housed when it’s not always clear (1) that the individual or household would become homeless but for the funding provided, and (2) that provided funding will ultimately succeed in keeping an individual or household housed.

Stakeholders called for further exploration of evidence-based best practices and data collection strategies.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 14 Coordinated Entry System
Current System
Sonoma County’s Coordinated Entry System (CES or CE) helps people access an array of housing interventions and services through a single, coordinated process. It is intended to offer a “no wrong door” approach, so that getting help is not a matter of being lucky enough to talk to the right agency or case manager at the right time. Any access point should be able to connect people to appropriate and available services and housing resources. CE makes referrals only to permanent housing (not shelters) and is designed to be dynamic. Rather than operating on a “first come, first served” basis, CE maintains a By Names List that adjusts based on the vulnerability and need of individuals, families, and transition-aged-youth (TAY) entering and exiting the system. Unfortunately, demand for assistance often outpaces the availability of housing and other resources.

HomeFirst has managed CES since April 2022. CE is made-up of four core elements: Access, Assessment, Prioritization, and Referral. More information about these elements can be found in the glossary under the term Coordinated Entry System in Appendix H.

Challenges
● Single By Names List – Agencies currently compile separate By Names Lists (BNL) on a local/regional basis, and then use cross-jurisdictional case conferencing to match clients with available resources. Stakeholders agreed that it would be more efficient to compile a single BNL for all individuals and households in Sonoma County who are seeking assistance. However, some jurisdictions have resources available only to local residents. Accordingly, it is important that any move to create a single BNL retain the capacity to identify resources by region and sort by jurisdiction. ● Prioritization concerns – Stakeholders raised two different sets of concerns regarding prioritization within the CE system.
o VI-SPDAT – Some stakeholders raised concerns about the CE system’s assessment tool – the VI-SPDAT. Concerns include the tool’s equity implications (i.e. that it may bias the prioritization of housing placement against people of color/BIPOC), its intrusiveness, the trauma it may recreate, its inflexibility, and the repetitiveness of the process.
o Fairness – Another set of concerns addressed the need to make sure that prioritization is fairly administered, and that there are agreed-upon, universal priority standards. There is a particular worry that when encampments in unincorporated areas are cleared, residents who are moved out “jump the line” in the CE system. ● Information sharing – Information sharing is a concern both between agencies within the homeless system of care as well as with adjacent agencies that interact frequently with the homeless system of care, such as jails and hospitals. Many cited the challenge of securing proper confidentiality releases to share information across providers. Another issue is addressing information documented in case notes. Providers observed that what

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 15 is shared in case notes may not be accurate and may prejudice others in their willingness to provide care or in the kind of care they provide. They also suggested that it may be enough to know who is working with a particular client, without disclosing other confidential information. This would allow providers to reach out to each other when necessary. Others noted the need for a mechanism through which adjacent agencies could notify agencies in the homeless system of care of the release of a client who is experiencing homelessness. It may be important to prioritize access to emergency shelter beds for released clients, followed by enrollment in Coordinated Entry.

Safe Parking
Current System
A variety of churches and other organizations in Sonoma County offer “safe parking” sites – places where individuals and families who are experiencing homelessness and using a car or RV as their primary residence can safely park their vehicles. Sites typically provide access to bathrooms and may also offer meals or other support. Outreach efforts help connect site users to the homeless system of care.

Challenges
Stakeholders raised two significant concerns regarding Sonoma County’s safe parking sites:
● Safe parking sites are not well-integrated into the homeless system of care – There is no centralized listing of safe parking sites, and Coordinated Entry no longer makes referrals to them. Accordingly, they can be difficult for people experiencing homelessness to find. A barrier to better integration is that some sites do not want to be formally connected to the homeless system of care, for fear that doing so would complicate administration and intake at the site.
● Many parts of the county are not served by safe parking – Gaps in availability seem to be particularly acute in north county areas.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 16 Street Outreach
Current System
A variety of agencies in Sonoma County conduct street
outreach efforts to reach people experiencing
homelessness who are living unsheltered, whether they
are on the streets, in parks, in their cars, or in
encampments (see sidebar). Broadly, the goals of this
work are to build connections with people who might not otherwise seek assistance or come to the attention of the homelessness service system, to ensure that people’s
basic needs are met, and to support people on their paths toward housing stability. Strong outreach and support
efforts can ease the burden on police and help people
experiencing homelessness avoid criminal justice
entanglement. As one outreach team member commented,
“Some officers are good about recognizing mental health issues, so they call us often. Others are scared by mental health issues, so they call us, too.”
Many of the larger communities in Sonoma County support local outreach teams. Sonoma County also supports a
cohort of its Interdepartmental Multidisciplinary Team
(IMDT) group (the cohort is called the HEART team or
Homeless Encampment Access and Resources Team) that
conducts outreach to people living in encampments on land outside of incorporated jurisdictions.

The HEART Team also assists in clearing encampments.

A wide variety of service providers also provide medical care, or “street medicine,” to unsheltered people experiencing homelessness in locations like encampments, parks, and under bridges.

Outreach Teams by
Jurisdiction
Petaluma
Downtown Street Teams
Safe Teams
Santa Rosa
InResponse
Homeless Outreach Services Team
Rohnert Park
Unsheltered Friends Outreach
Homeless Outreach Services Team
Sonoma County
Interdepartmental
Multidisciplinary Team (IMDT)

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 17 Challenges
Encampments – Stakeholders called for a more consistent and coordinated approach toward addressing encampments of homeless individuals. People with lived experience of homelessness were particularly concerned about efforts to remove people from land when there is nowhere else for them to go. And when they must relocate, they lose touch with outreach workers, access to community, and their sense of safety. They called for more supported, alternative housing options such as tiny home villages, safe parking, and sanctioned encampments.

Street Medicine – Coverage and access are uneven. A widespread challenge lies in transporting clients to medical appointments. Some providers have funding to transport seniors, but not clients experiencing homelessness in general. There is also a need for more veterinary care for clients with pets. Stakeholders praised the work of Ruthless Kindness, an organization that provides free veterinary care at some shelters and encampments (among other places), but they noted that even more assistance is needed.

Housing Solutions
Sonoma County, like its peers across the country, embraces a “Housing First” approach to homelessness. As the National Alliance to End Homelessness explains, the Housing First approach “prioritizes providing permanent housing to people experiencing homelessness, thus ending their homelessness, and serving as a platform from which they can pursue personal goals and improve their quality of life. This approach is guided by the belief that people need necessities like food and a place to live before attending to anything less critical, such as getting a job, budgeting properly, or attending to substance use issues. Additionally, Housing First is based on the understanding that client choice is valuable in housing selection and supportive service participation, and that exercising that choice is likely to make a client more successful in remaining housed and improving their life.”1
1 https://endhomelessness.org/resource/housing-first/

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 18 Housing First is viewed by State and Federal funders as essential (and required) to receive State and Federal funding for homelessness solutions. Given the evidence supporting Housing First’s effectiveness,2 as well as the significant funding tied to it,3this Plan embraces a Housing First approach for Sonoma County. While not every individual organization or project providing services can meet the individualized needs of every household, the Plan aims to ensure that anyone facing a housing crisis in Sonoma County has a path to both shortand long-term housing stability.

To advance this model, the Sonoma County region and its CoC have supported a wide range of housing options designed to meet the needs of people experiencing homelessness. These include housing options designed to meet people’s immediate, short-term needs (e.g. emergency shelters and transitional housing), as well as long-term options to help end homelessness permanently (e.g. Rapid Rehousing and Permanent Supportive Housing).

To project the amount of supportive housing needed in Sonoma County, the Housing Working Group (of the CoC Strategic Planning Committee) worked with Homebase and consultant Andrew Hening to identify the existing housing supply by first examining the Housing Inventory Count (HIC) for Sonoma’s Continuum of Care. Then they looked at existing HMIS data to estimate the number of persons who become homeless in any one year, or inflow (this is a number different from the Point-in-Time Count data, which is one day’s count). Finally, they reviewed known models, such as the All Home California 1-2-4 model, to identify the number of interim housing units, permanent housing units, and prevention interventions that would be needed locally to create enough housing to reach Functional Zero. The All Home California 1-2- 4 model assumes that a functioning system of care needs a ratio of 1 unit of interim housing, 2 units of permanent housing, and four prevention interventions. This was not the only model examined, but the recommendations within the Plan generally follow this model. See the upcoming section, “A Roadmap for Sonoma County: Goals, Strategies, and Action Steps” for specifics.
2 https://endhomelessness.org/resource/data-visualization-the-evidence-on-housing-first/ 3 The largest sources of funds to address homelessness countywide come via California’s Homeless Housing, Assistance and Prevention (HHAP) and US HUD’s Continuum of Care (CoC) Programs. CA state law requires programs that receive funding primarily for homeless assistance adhere to Housing First components https://leginfo.legislature.ca.gov/faces/codes_displayText.xhtml?lawCode=WIC&division=8.&title=&part=&chapte r=6.5.&article. HUD reduces the points available (in the CoC competition for funding) to CoCs and new CoC projects for failing to adhere to Housing First principles. See 2022 HUD CoC NOFO, https://www.hud.gov/sites/dfiles/SPM/documents/Continuum_of_Care_Competition_and_Noncompetitive_YHDP .pdf.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 19 Current System
For more information on a housing type listed below in
the Current System, see the glossary in Appendix H.

Table 1: *This number includes two California Project Homekey sites that are slated to be converted to Permanent Supportive Housing in 2023.

Housing Type Number of Beds 2022
Emergency Shelter 886
Transitional Housing* 371
Rapid Rehousing (RRH) 402
Permanent Supportive
Housing (PSH) 1,051
Emergency Shelters
Guerneville
● West County Shelter
Petaluma
● COTS Mary Isaak Center
Santa Rosa
● Catholic Charities’ Sam Jones Hall
● Catholic Charities’ Family
Support Center
● Social Advocates for Youth (SAY)
Dream Center and Coffee House
Teen Shelter
● Nation’s Finest / Hearn House
● Community Action Partnership’s
Sloan House
● YWCA Domestic Violence Shelter
● Redwood Gospel Mission’s The
Rose Women’s Shelter & Men’s
Mission Shelter

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 20 Average Length of Time Homeless by Housing Project Type In 2019 and 2020, households who accessed RRH alone had dramatically lower average length of time homeless. Figure C shows the average length of time homeless according to the type of project(s) households accessed. This could be in part because those receiving RRH services are supported with housing-focused case management, a strategy that could be employed at shelters and other early intervention points.

Figure C: Average Length of Time Homeless Based on Project Type. Data source: 2019 and 2020 Stella.

Households that accessed RRH were much more likely to exit to permanent destinations (Figure E).

VI-SPDAT Scores by Housing Project Type
Analysis of VI-SPDAT scores (vulnerability assessment scores for individuals seeking supportive housing) revealed that accepted referrals to RRH tended to have lower scores than the overall population of accepted referrals, while those in Emergency Shelter (ES) and PSH have the highest scores (Figure D). This suggests that the RRH outcomes discussed above may also be a result of accepted RRH referrals having lower acuity/vulnerability than those referred to PSH. Some providers also require households to have identified a housing option to secure an RRH subsidy.
117 94 115
257
63 184 224
302
381
159
211
105
266
0 50
100
150
200
250
300
350
400
450
Number of Days
Average Length of Time Homeless

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 21 Figure D: VI-SPDAT Scores of Accepted Referrals Based on Project Type. Data source: CE dashboard. Note that because the sample size for certain scores and project types were low, this is the aggregate data for 2018-2022.

Similarly, when looking at exits to permanent versus temporary destinations by project type, RRH interventions (alone or when grouped with others) have the highest rate of exits to permanent housing options (Figure E). And despite PSH being a permanent housing option with no time limit, there are a significant number of exits to temporary locations. Stakeholders have identified increasing supportive services capacity at housing sites as a high priority for the Plan. Investment into staffing and operations capacity at existing Emergency Shelters is also paramount given shelter exits are overwhelmingly to temporary destinations.

Figure E: Exits to Permanent Destinations Based on Project Type. Data source: 2019 and 2020 Stella.

10.05 10.42

12.55 7.57

8.68 0.00

2.00 4.00

6.00 8.00

10.00 12.00
Overall ES PSH RRH Services
VISPDAT Score
Average VI-SPDAT Scores for Accepted Referrals
0 20
40 60
80 100
Percent of All Exits
Exits by Project Type
Percent of Exits to Permanent Destinations Percent of Exits to Temporary Destinations Percent of Exits to Unknown Destinations

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 22 Challenges
The “Housing First” approach to addressing homelessness was a frequent topic of conversation among CoC stakeholders during planning. All generally acknowledged that it is a mandatory approach for state- and federally-funded homeless programs, however, providers shared their challenges in serving the higher needs of those who
have experienced long periods of homelessness. And in
congregate shelter, there can be a higher likelihood that those who have experienced trauma, or struggled with
mental health or substance abuse challenges, will be
challenged by the close quarters. Providers called for
greater investment in physical improvements to existing shelters to maximize non-congregate space. This will
promote safety, recovery, autonomy, and housing
stability.

Moreover, for the Housing First approach to support
those residing in shelter, staff must be able to use “housing-focused case management” strategies, which are aimed at resolving barriers to housing before other challenges or goals.

Adequate staffing and training are critical, as housing has proven integral to supporting physical and mental health recovery. PSH providers echo the
need for increased supportive services capacity.

Without adequate services, providers believe “Housing
First” becomes “Housing Only.” It’s the stability that
housing someone rapidly offers that supports someone
engaging in services, however, Sonoma County lacks
sufficient case management and licensed behavioral
health staff to meet the needs of many high-acuity
individuals. Accordingly, stakeholders called for greater investment in social, health, and behavioral services
across all interventions to support the principles on
which “Housing First” is based.

Not surprisingly, one of the key challenges identified by all stakeholders engaged in the strategic planning
process, is the need for more affordable housing
countywide. Data reviewed shows that many people
spend half their income or more on housing, and too
many cannot find housing they can afford at all.

Stakeholders broadly agreed that if housing were more
affordable, fewer people would be homeless.
“Housing is really hard for everyone –
even people with full time jobs can't
afford to live here.”
-Homeless Advocate
“Because services aren't mandatory, it’s
important to give people grace while
they are actively using [substances]. We
know there are some we won't be able to
reach, but if they stay safe and don't
harm others, we hope we can hold on to
them and hope eventually they do start
using our [support] services.”
-Shelter Staff Member
“I hear from nonprofits, ‘Yes, we're doing
Housing First, but we need the support to
do that well.’ Support means resources
for staffing, training, etc. Staff must be
better prepared to offer case
management for a wide variety of
situations. That's implicit in Housing First,
because not everyone is housing ready.”
-CDC Staff

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 23 Supportive Services
Nonprofits, community groups, and county agencies provide a variety of services that can help people to exit homelessness and stay housed long-term. Programs such as mental health treatment, employment and job training, health care, substance use recovery, and transportation can meaningfully help people attain greater stability.

The Housing-Focused Case Management model is a crucial support for people experiencing, exiting, and at risk of homelessness. Case managers work to identify an individual or household’s barriers to obtaining, and their strengths in maintaining, permanent housing. As many people experiencing homelessness are often facing complex or challenging circumstances, they report being more well-position to address them once housed.

Short-term and ongoing services that help individuals manage physical, mental, and emotional health; disability; aging; and substance abuse are critical for implementing successful Housing First programs. Housing without adequate services will be insufficient for many.

Housing-Focused Case Management
Housing First requires a concentrated focus on assessing barriers to housing and achieving housing stability. For individuals not currently housed, the primary goal is to develop a strategy to assist them in securing housing. Once housed, the goal is to ensure that adequate supports are in place, such as connections to public and community resources, to support permanent housing stability.

Everyone is ready for a housing-focused plan, whether they are on the street, or in their car, a shelter, or a supportive housing unit. But housing must come with a plan for support, services, community, crises, and achieving individual goals.

Creating a Housing-Focused Plan

1. Assess household barriers to housing and strengths for maintain housing

2. Set goals and action steps, recognizing individual choice, and building in flexibility

3. Support long-term housing stability

4. Monitoring progress and follow-up (prevent homelessness) Example: An individual lacks shelter and seeks housing. When they have been employed in the past, they have been able to find housing and stability. When unemployed, they drink alcohol more frequently. A Housing-Focused approach would ask:
● Will working towards gaining employment reduce the drinking and help secure housing, or ● Will quitting drinking lead to employment and stable housing?

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 24 Current System
Many adults experiencing homelessness in Sonoma County have a disability or significant impairment, including chronic physical impairments, mental illness, substance use disorder, or combinations of multiple conditions. While many were disabled prior to losing their housing, others acquired their disability as a result of living on the streets or being without stable housing – an experience that is extremely dangerous and traumatic.4 To return to housing successfully and remain stably housed, people experiencing homelessness often require ongoing treatment and support – both before and after they are housed.

Currently, service providers throughout Sonoma County work to provide wraparound services for clients or connect them to other resources in the community. However, the availability of services is insufficient to meet demand, and access to services varies by provider and across geographies.

Challenges
A concern raised repeatedly by stakeholders across
the homeless system of care was the need to provide
more compensation and support for front-line workers.

Recruiting and retaining qualified staff is a challenge throughout the system. Stakeholders cited high turnover from burn-out and non-competitive salaries as a significant barrier to building rapport with clients and maintaining a skilled, experienced staff that is ready to help those with complex needs.
4 See, e.g., Lilanthi Balsuriya, MD, MMS, Eliza Buelt, MD, Jack Tsai, PhD, “The Never-Ending Loop: Homelessness, Psychiatric Disorder and Mortality,” Psychiatric Times, Vol. 37, Issues 5 (May 29, 2020):
https://www.psychiatrictimes.com/view/never-ending-loop-homelessness-psychiatric-disorder-and-mortality “Our entry-level people are exposed
to the most challenging client and
case situations, but they're paid the
least. We need to do a better job of
getting people who can do that
effectively, without burning them
out.”
-Service Provider

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 25 “We need to make this work for people who
are on the front lines sustainable. This is the
lowest paying job, but it puts people at high
risk. We need to be able to make people who
are doing this work feel like they can have a
career and aren't themselves at risk of
homelessness.”
-Service Provider
“Turnover becomes a challenge. Even at the
shelters the turnover is high. It is a very taxing
job. A lot of people come into a job like this
thinking they want to do something good, but
it is tough work and not everyone is cut out
for it. That is where we see a lot of turnover.”
-Service Provider

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 26 A ROADMAP FOR SONOMA COUNTY: GOALS, STRATEGIES, AND ACTION STEPS
Sonoma County High Priorities
I. Prioritize and fund interventions that are most likely to reduce chronic homelessness, including evidenced-based Housing First projects, such as Permanent Supportive Housing.

II. Fund new permanent and temporary housing solutions in a long-term goal ratio of up to 75% permanent housing units and 25% interim housing units. This ratio may be different in the early years of the Plan – with more funds going to interim housing that can later be transitioned to permanent housing.

III. Expand existing temporary housing programming to provide more non-congregate settings, housing-focused case management, and supportive services.

IV. Ensure direct service providers are paid wages and benefits that allow them to live in Sonoma County, receive adequate training and support, and have caseloads that align with best practices for serving a target population.

V. Fund new and renewing programs that have demonstrated success in supporting people experiencing homelessness in achieving housing stability. The homeless system of care should strive for a funding ratio of up to 80% to existing, evidence-based, or proven programs and 20% to innovative or “promising practice” program concepts with evaluation plans.

VI. Develop a new vulnerability assessment, prioritization, and placement process that results in equitable housing placement. A year after use, examine (and revise if needed), to ensure that BIPOC individuals/families receive equitable placement.

VII. The system of care should allocate funds based on need and aspire to provide the same access to quality services no matter where an individual lives in Sonoma County.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 27 Goal 1: More Housing and Prevention
Create comprehensive housing interventions, from prevention to permanent housing, to reduce inflow into homelessness and increase pathways to housing stability Strategy 1.1: Preserve Housing for Those at Risk of Homelessness by Investing in Prevention and Problem-Solving Interventions Action Steps

1.1a: Develop a needs-based assessment tool for rapid provision of financial assistance to prevent homelessness.

1.1b: Improve role of Sonoma County 211 to make quick connections for prevention information and prevention assistance, helping to quickly address time sensitive cases.

1.1c: Expand training of housing problem-solving techniques to help households identify choices and solutions to quickly end their housing crisis. Include open to the community “office hours” to help caregivers increase their knowledge of and techniques as to how to help an unhoused friend or family member navigate through systems.

1.1d: Review inventory of prevention services and determine the best assessment and services models for implementation.

1.1e: Co-locate prevention resources at existing entry points to the homeless system of care, including CE access points, shelters, and benefits offices.

1.1f: Consult with area property managers as well as Legal Aid of Sonoma County. Following consultation, consider funding legal assistance programs to provide eviction prevention services. A best practice is to fund enough eviction protection to cover the average number of Unlawful Detainers annually that lack legal aid support.

1.1g: Fund landlord and family mediation services to preserve existing housing or support reunification.

1.1h: Offer financial counseling/budgeting classes to support those who are at risk of homelessness or newly housed (attach to those receiving financial assistance).

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 28 Model Prevention Programs5
5 Additional resources for examining homeless prevention: https://nlihc.org/resource/homelessness-preventionprograms-improve-outcomes-and-save-money; https://www.samhsa.gov/homelessness-programs-resources/hprresources/housing-shelter.

Santa Clara County Homelessness Prevention
System (HPS) provides temporary financial
assistance, legal support, and case management
and other services.

Eligibility
● Resident of Santa Clara County (immigration
status not considered)
● Low-income (approx. $134,800 for a 4-
person household)
● Currently housed but at risk of losing
housing within 14 days
o Can’t pay upcoming rent
o Received eviction notice
o Unsafe to stay in housing
o Must leave for other reasons
● At high risk of homelessness based on a
short assessment questionnaire
Documentation requirements are flexible but
may include IDs, a lease, income documentation,
and recent bills.
https://preventhomelessness.org/
Keep Oakland Housed is a coordinated strategy
and partnership to help Oakland residents at risk
of losing their homes through legal
representation, financial assistance, and
supportive services.

Eligibility
● Oakland residents experiencing a housing
crisis
● Household income at or below 30% of Area
Median Income, with priority to extremely
low-income households
● Legal representation will be provided to
tenants with an active eviction lawsuit up to
50% AMI
Documentation required includes proof of
identity and income, eviction related notices,
landlord W-9 or new lease.
https://www.keepoaklandhoused.org/

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 29 Strategy 1.2: Enhance and Invest in Non-Congregate Interim Housing Options Action Steps

1.2a: Fund and develop 200 more non-congregate interim housing options (100 in FY 22-23 and 100 in 23-24)6 via:
● Fund remodeling and creation of additional space in existing congregate shelters to lessen shelter resistance (e.g., privacy barriers, smaller sleeping pods, sober sections, providing pet friendly accommodations), and
● Fund more non-congregate interim housing such as NCS shelters, tiny homes, mobile homes, RVs, Homekey sites. Work to place EHVs here where appropriate, with supportive services.

1.2b: Evaluate existing Safe Parking sites to determine the effectiveness of the intervention in supporting households to achieve housing stability. If appropriate, fund additional sites as a part of 1.2a.

1.2c: Require all renewing and newly contracted interim housing and shelter providers to adhere to Housing First principles and provide Housing-Focused Case Management.

1.2d: With opening of Caritas’ Center and its Nightingale beds, evaluate the current need for medical respite/recuperative care, develop lessons learned from past efforts, and secure funding to meet the outstanding need with the goal of reducing the strain on temporary housing capacity.

1.2e: Develop a recruitment model to increase involvement of people with lived experience in program design at interim housing sites.

1.2f: Secure appropriate interim housing for:
● Families with children and unaccompanied youth; and
● Persons exiting the justice system.
6 These amounts generally follow the All Home California “1-2-4” Model, as applied to Sonoma County, https://www.allhomeca.org/regionalactionplan/.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 30 What is Safe Parking?
For many people who lose their homes, their vehicles become their primary shelters. However, it can be difficult to find a place to legally park vehicles overnight, and people experiencing homelessness can ill afford to pay the fines that come with parking citations. Even when legally parked, people living in their vehicles often face harassment from nearby residents or business operators, risk break-ins when they leave their vehicles unattended, and generally lack reliable access to toilets, showers, laundry, and garbage disposal, to support healthy hygiene and sanitation. It can also be difficult for outreach and support workers to connect with people living in their vehicles as the vehicle dwellers often must move their vehicles regularly to avoid citations and harassment.

Safe Parking sites seek to address these challenges. They are typically run by a nonprofit, social service or religious organization and offer sanctioned access to parking lots at least overnight, and sometimes throughout the day.

Programs usually provide on-site access to bathrooms (either in an adjacent building or a portable toilet) and waste disposal and include case management support or referral to homeless support services. Most also provide other supportive services, such as access to showers, meals, wi-fi and charging stations for electronic devices. A recent study found that over half of the safe parking sites studied also provided funds for repairing vehicles and paying for insurance and vehicle registration.1
Does Safe Parking Work?
Safe Parking programs are relatively new, making it difficult to assess their effectiveness, or to identify the factors that may make some approaches more effective than others. An important measure of success for any program is the percent of people who move from the program to stable housing. One early study suggests that on this measure, Safe Parking programs should be compared to street outreach efforts.2It finds that Safe Parking programs generally achieved stronger outcomes than the street outreach programs in their communities.

FIVE practices that can enhance the effectiveness of Safe Parking programs:3 I. Intentional design – Ensuring that the design of the program is well-suited to the entity sponsoring it. Small organizations, for example, may have difficulty operating distributed-site models. Umbrella organizations such as governments or large nonprofits may need to partner with other entities to establish and support programs on smaller lots where a sense of community and connectedness can help maintain safety and ensure program success.

II. Strategic location. Many different factors define a good location. Sites should not conflict with local zoning, landscaping and other buffers can help minimize complaints from nearby property owners, and convenience relative to employment opportunities and social services can also be a bonus.

III. Building trust and community among parkers. Outreach and support that builds trust and a sense of community helps programs function better. They produce fewer noise complaints and security and sanitation concerns. Strong trust and community may also contribute to site users’ sense of stability, which could help them move on to permanent housing.

IV. Social Service Integration. Nearly all Safe Parking programs provide case management for parkers, whether doing so directly, through a contract with another agency, or by referral to social service providers.

V. Engaging stakeholders. Strong safe parking programs engage site users regularly about their expectations for usage. They also engage community stakeholders, including law enforcement, about the goals and operations of the sites.
1 Christopher Weare, Lindsay McElwain, Daniel Schiele, Laila Waheed, “Safe Parking: Insights from a Review of National Program.” Center for Homeless Inquiries (N.D.). https://static1.squarespace.com/static/5e40681539b77957555f10e0/t/609ef366f1f5035bc056db19/162102973 5677/Safe+Parking+Briefer+Final.pdf
2 Ibid.
3 Lindsay McElwain, Daniel Schiele, Laila Waheed, “Smart Practices for Safe Parking.” Center for Homeless Inquiries (April 2021). https://priceschool.usc.edu/wp-content/uploads/2021/06/Smart-Practices-for-SafeParking-USC-2021.pdf

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 31 Strategy 1.3: Develop Sustainable Permanent & Permanent Supportive Housing Solutions
Action Steps

1.3a: Fund and develop 1,000 more permanent and permanent supportive housing units and programs (200 per year for five years)7 – to include:
● Master leasing, purchasing, or otherwise securing new, existing, or renovated housing units.
● Pairing more units with Project-Based Vouchers (PBV). ● Increasing funding for capital development given it cannot carry debt in permanent supportive housing projects.
● Aligning housing authority policies and preferences for “Move On” placements that help free up other PSH, including the ability of tenants in PBV units to receive “Move On” TBVs after 1 year in PBV.
● Investing in and assigning housing navigators to households receiving vouchers. ● Encourage transition of interim housing to permanent housing if need for transitional has changed; and
● Improve housing location services to identify and support new landlord participants.

1.3b: Facilitate case conferencing around PSH referrals, prioritization, retention, service-right sizing, preservation of landlord relationships.

1.3c: Where property management companies are involved, supportive housing providers should align management with Housing First principles and use eviction as the tool of last resort.

1.3d: Work with local jurisdictions to obtain mainstream (or other) housing vouchers to replace current city-funded housing efforts to free up local dollars to fund additional homeless services.

1.3e: Dedicate approximately eight percent8 of CoC resources to fund recovery housing as described in HUD’s Recovery Housing Policy Brief.9

1.3f: Identify resources to support the Emergency Housing Voucher (EHV) program (e.g. fund supportive services for chronically homeless individuals with vouchers).

1.3g: Evaluate, and if effective, invest in the Community Housing Connectors developed to support individuals using Tenant-Based Rental Assistance in securing market rate housing through marketing, landlord incentives, and housing navigation and stabilization. 7 These amounts generally follow the All Home California “1-2-4” Model, as applied to Sonoma County, https://www.allhomeca.org/regionalactionplan/.
8 The Sonoma County Annual Homeless Census and Survey asks respondents if they desire “clean and sober housing.” The average percentage of affirmative responses from the last three Point-in-Time surveys is 8%. (2019:
8%, 2020: 10%, and 2022: 5%).”
9 HUD Recovery Housing Policy Brief, Recovery Housing is a housing model that uses substance use-specific services, peer support, and physical design features to support individuals and families on a particular path to recovery from addiction, typically emphasizing abstinence. Recovery Housing might not conflict with Housing First, so long as entry into the program is based on the choice of the program participant. https://www.hudexchange.info/resource/4852/recovery-housing-policy-brief/

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 32 Strategy 1.4: Support Efforts to Increase the Region’s Supply of Affordable Housing

1.4a: Collaborate with local jurisdictions to achieve a Prohousing Designation10 from the California Housing and Community Development Department to increase the competitiveness of local grant applications to the State.

1.4b: Serve as a resource to willing local jurisdictions to help meet the Low, Very Low, and Extremely Low-Income unit requirements of their Regional Housing Needs Assessment (RHNA) allocations.

Goal 2: Stronger Supportive Services
Build supportive services capacity to meet the complex and diverse needs of people experiencing homelessness in the Sonoma County region
Strategy 2.1: Standardize Minimum Compensation, Training, and Wellness Practices for Housing and Supportive Service Providers
Action Steps

2.1a: Establish minimum compensation (wages and benefits) for supportive services staff as based on the recommendations from the Sonoma County Service Providers’ Roundtable.

2.1b: Set case management/staffing caseload ratios in line with HUD11 and SAMHSA. 12 guidance, which considers the acuity of the population served, the intensity of case management provided, and the housing setting or project type (e.g., SAMHSA recommends an optimal PSH caseload as 12 to 15 people per staff member).

2.1c: The system of care should prioritize 2.1a and 2.1b over expanding services to other or new programming until such time as 2.1a and 2.1b are accomplished.

2.1d: Provide quarterly no-cost training opportunities for service providers – include Trauma Informed Care, Housing-Focused Case Management, Motivational Interviewing, Psychosocial Rehabilitation, and Cultural Competence.
10 The California Department of Housing and Community Development’s Prohousing Designation Program provides incentives to cities and counties in the form of points or preference in the scoring of competitive housing, community development, and infrastructure programs. Preference may include priority processing or funding points when applying for funding including Affordable Housing & Sustainable Communities, Infill Infrastructure Grant, Transformative Climate Communities, and Transit and Intercity Rail Capital Program. More information can be found here https://www.hcd.ca.gov/planning-and-community-development/prohousing-designation-program. 11 HUD Homeless System Response: Case Management Ratios, https://files.hudexchange.info/resources/documents/COVID-19-Homeless-System-Response-Case-ManagementRatios.pdf 12 SAMHSA Evidence-Based Practices Kit, Evaluating Your Program: Permanent Supportive Housing, https://store.samhsa.gov/sites/default/files/d7/priv/evaluatingyourprogram-psh.pdf

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 33 2.1e: Create model policies and procedures for service providers that promote staff wellness at the organizational level and fund necessary supports including training, consultation, and time off.

2.1f: Ensure providers are equipped with safety plans and adequate security personnel to handle emergencies such as violence or medical crisis.

HUD GUIDANCE FOR HOMELESS SYSTEM RESPONSE CASE MANAGEMENT RATIOS Community-based (Non-housing based) Case Management
Population Intensive/ Therapeutic
Intervention
Targeted Navigation
to Housing
General support to increase
system engagement
Individuals 10-12 20-30 50
Families 8-12 20-25 50
Youth (TAY) 10-12 20-25 50
Housing-based Case Management
Population Scattered Site
Supportive Housing
Caseload
Single Site Supportive
Housing Caseload
Existing Stably Housed Tenants
Individuals 10-20 10-20 20-50
Families 10-12 10-12 12-40
Youth (TAY) 10-15 10-15 15-30
Housing-based Case Management (Critical Time Intervention, useful in RRH) Population Scattered Site Caseload Single Site Caseload Caseload of Mostly Stably Housed Tenants
Individuals 20 20 20
Families 12 12 12
Youth (TAY) 15 15 15
Housing-based Case Management (Intensive Caseloads/High-Acuity Tenants) Population Scattered Site
Caseload
Single Site
Caseload
Existing Stably Housed Tenants
Individuals 10 15 20
Families 10 15 15
Indiv. w/ Dual dx SUD/SMI 10 10 15
Indiv. w/ Intel. Dis./Dev. Dis. 10 10 10
Older Adults 10 15 15
Youth (TAY) 10 15 20
Table 2: HUD Guidance.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 34 Strategy 2.2: Significantly Expand Mental and Physical Healthcare Services for Individuals Experiencing Homelessness, Including Those Living in Supportive Housing
Action Steps

2.2a: Triage outreach and housing care teams in this manner:
(1) Review/affirm baseline standards for supportive services by housing type and for street outreach teams. Fund these base teams accordingly. (2) Where clients have higher needs that exceed the qualifications of our base teams, establish and fund high-skilled crisis & housing placement teams (such as IMDT) that support the base teams across Sonoma County wherever the need is.

2.2b: Leverage CalAIM’s Enhanced Care Management and Community Supports programs to assist in funding intensive care coordination across multiple systems.

2.2c: Build a system that has the ability to refer individuals to:
● At least 1 position at all interim and permanent supportive housing sites (dedicated to people experiencing homelessness) that is trained to provide physical health support (e.g., nurse, paramedic).
● At least 1 position at all interim and permanent supportive housing sites (dedicated to people experiencing homelessness) that is trained to provide mental health and substance abuse support (e.g., LCSW, LMFT).

2.2d: Increase the availability of detox and substance abuse services, including on site AA and NA groups.

2.2e: Provide ongoing medication management services to residents of shelters and supportive housing sites.

2.2f: Review, affirm, and fund mental health supportive services for existing and any new No Place Like Home (NPLH) projects.

2.2g: Report back regularly as to program accountability with Measure O.

2.2h: Develop and report annually on how a needs-based funding allocation for the CoC did or did not reflect population alignment with the Point in Time Count.

Strategy 2.3 Improve Services Dedicated to the Unique Needs of Specific Populations
Action Steps

2.3a: Develop and ensure system connection (via systems mapping and named contacts) with services for:
● Households with criminal justice involvement, including discharge planning for persons exiting jail and prison.
● Transition-Aged Youth.
● Long-term learning and developmental disabilities.
● Persons leaving hospitalization or other health care; and ● Older adults who are aging/experiencing dementia.

6.A.b
Packet Pg. 56
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 35 Strategy 2.4 Coordinate Cross Sectors of Healthcare, Behavioral Health, and Homeless Response
Action Steps

2.4a: Create a system map that shows the current pathway through the system of care. Map would be for community members, elected leaders, and individuals experiencing homelessness. Regularly review and update the System Map to assist in streamlining the system.

2.4b: Secure a neutral facilitator to bring County and sector leaders together to align services, funding, and goals.

2.4c: Identify need for care facilities (inc. skilled nursing, board and care, memory care, inpatient psychiatric, crisis residential, crisis stabilization & social rehabilitation) based on current capacity.

Strategy 2.5: Develop, Expand, and Coordinate Interventions to Support Those Living on the Street, in Encampments
Action Steps

2.5a: Ensure that the homeless system of care reinforces the importance of our unhoused clients’ dignity and respect at all times (via Ombudsperson – Action Step 3.3c).

2.5b: Implement a subregional approach to street outreach to achieve the goals of Built for Zero.

2.5c: Evaluate existing service provider managed encampments to determine the effectiveness of the intervention in supporting households to achieve housing stability. If managed encampments are determined to be appropriate, consider funding following the setting of protocols and standards to ensure safety, provide supportive services, and maintain a housing-focus.

2.5d: Support approaches to outreach and encampment management that include offering services before any clearances, closely aligned partnerships with law enforcement so that outreach and behavioral health specialists are first in, and where outreach workers serve as liaisons who bridge understanding between law enforcement and individuals experiencing homelessness.

2.5e: Prepare for 2024 Care Courts Implementation in Sonoma County.

2.5f: Provide limited HMIS access to individuals seeking services for the purpose of maintaining current contact and location information.

6.A.b
Packet Pg. 57
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 36 Strategy 2.6 Create Meaningful Pathways to Economic Self-Sufficiency Action Steps

2.6a: Increase resource information for residents to increase income through 211 and other entry points to social and homeless services (linked to Action Step 1.1b).

2.6b: Assess Sonoma County-funded peer navigation program (peers support others in identifying relevant supportive services) for impact and reach; continue to fund or expand depending on gaps, needs, and outcomes.

2.6c: Establish a countywide SSI advocacy program, such as SOAR.

2.6d: Increase employment and training opportunities for homeless adults.

Goal 3: Operate as One Coordinated System
Work across the Sonoma County region to develop shared priorities, aligned investments, seamless coordination, and equitable solutions to address homelessness Strategy 3.1: Develop a Countywide Coordinated Funding Process to Use Available Resources Efficiently and Effectively to Drive Local Priorities and Ensure Accountability
Action Steps

3.1a: Task the CoC Funding and Evaluation Committee with monitoring ongoing, expiring, and new funding sources to make recommendations to the CoC Board.

3.1b: Adopt a long-term funding strategy that can align resources to support the Plan’s goals, strategies, and actions steps (see 1.2a; 1.3a; 2.1a; 3.2a; 3.8a for key funding related strategies).

3.1c: Develop a shared service vision and procurement process (consistent with established procurement rules) when funding opportunities within the county that can be received by and awarded to multiple jurisdictions (i.e. County, CoC, Housing Authority).

3.1d: Provide ongoing outreach, coordination, and technical assistance to prospective funding applicants to build confidence and capacity in providers.

3.1e: Create an annual calendar of funding opportunities and related processes to allow jurisdictions and providers to better plan and coordinate activities.

6.A.b
Packet Pg. 58
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 37 Strategy 3.2: Prioritize Funding to Entities that Align with Local Priorities to Promote Equity, Center the Voices of People with Lived Experience, and Utilize Evidence-Based Practices
Action Steps

3.2a: Fund new and renewing programs that have demonstrated success in supporting people experiencing homelessness in achieving housing stability. The homeless system of care should strive for a funding ratio of up to 80% for existing, evidence-based, or proven programs and 20% for innovative or “promising practice” program concepts.

3.2b: Incorporate equity goals into performance measures and invest in programs closing equity gaps, disaggregating data by age, race, ethnicity, and language.

3.2c: Monitor and provide technical assistance to providers related to incorporating input into program service design from people with lived experience.

3.2d: Identify agencies and partners who are led by people of color and/or who offer culturalspecific services. Examine the system to ensure those agencies and partners have the resources necessary to apply for, secure, and successfully administer homeless services funding.

3.2e: Incorporate peer support into housing programs and services whenever the literature on best practices indicates that it is appropriate.

Strategy 3.3: Ensure the Voices of Individuals with Lived Experience of Homelessness are Consistently Incorporated into Planning and Evaluating the Homeless System of Care
Action Steps

3.3a: Provide standing opportunities for input from the Sonoma County Lived Experience Advisory and Planning (LEAP) and (when established) Youth Action Boards at CoC Board (including the Strategic Planning Committee), City Council and Board of Supervisors meetings, and by invitation to other meetings regarding available funding awards and service delivery.

3.3b: Evaluate the potential to improve 211 as a centralized client-friendly platform to share upto-date information for people experiencing homelessness to learn about services (e.g., warming/cooling shelters, portable restrooms, showers, meals, vouchers, etc.), program requirements/timelines (e.g., documentation needed, deadlines). Include avenues for lived experience representatives to share input.

3.3c: Create an ombudsman appeals process where concerns about poor or discriminatory treatment by a provider in shelters or Interim Housing can be addressed.

3.3d: Pay people with lived experience who meet job requirements at rates that mirror the activities performed by existing paid staff.

6.A.b
Packet Pg. 59
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 38 Strategy 3.4: Improve Systemwide and Project Level Data Collection, Performance, Reporting, and Transparency
Action Steps

3.4a: CoC System and Program Performance Metrics. Affirm the below as the key metrics by which the Sonoma County System of Care and its programs will be measured:

1. Placements into permanent housing

2. Retention of permanent housing

3. Reducing the length of time homeless

4. Returns to homelessness

5. Increased client income (earned and non-earned)

3.4b: Establish an Open HMIS that allows for providers across the homeless system of care to view client level data to ensure continuity of care, while balancing privacy concerns.

3.4c: Review progress towards system level goals quarterly and project level goals annually

3.4d: Require HMIS participation by all interim and supportive housing providers who primarily serve people experiencing homelessness.

3.4e: Ensure adequate funding is made available to purchase HMIS licenses and train staff on a regular and ongoing basis.

3.4f: Centralize a system to track outcomes expected of grantees.

3.4g: Establish a working group to explore the expansion of the County’s Accessing Coordinated Care and Empowering Self Sufficiency (ACCESS) Sonoma13 initiative to include additional County departments, local jurisdictions, and nonprofit providers to improve system wide coordination of care (using Allegheny County, Pennsylvania Department of Human Services’ Data Warehouse as a model). 14 13 ACCESS Sonoma is a county initiative that focuses on the critical needs of residents who are experiencing physical and mental health challenges, economic uncertainty, housing instability, substance use disorders, criminal justice engagement and social inequity. It employs a four-pronged approach; an Interdepartmental Multidisciplinary Team staffed by representatives from all the Safety Net Departments, an Integrated Data Hub/Watson Care Manager developed in partnership with IBM, a system of governance led by the County’s Safety Net Collaborative, and partnerships with community-based organizations and academic institutions. The result is coordinated care from across our Safety Net Departments for our most vulnerable residents. https://sonomacounty.ca.gov/administrative-support-and-fiscal-services/county-administratorsoffice/projects/access-sonoma 14 The Allegheny DHS Data Warehouse brings together and integrates person and service data from a wide variety of sources both internal and external to the county. It was created by consolidating publicly-funded human services data (e.g., behavioral health, child welfare, intellectual disability, homelessness and aging) and, over time, expanded to include data from other sources. The Data Warehouse was designed primarily to improve services to people, but also to improve the ability of workers to perform their jobs and to support management decisionmaking.https://www.alleghenycounty.us/human-services/news-events/accomplishments/dhs-datawarehouse.aspx

6.A.b
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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 39 Strategy 3.5: Engage the Community in the Effort to End Homelessness in Sonoma County
Action Steps

3.5a: Communications Plan. Convene the County communications team, city information teams, and outside assistance to effectively and regularly inform the CoC Board, the County, cities, service providers, the media, the public, and persons experiencing homelessness as to current issues, funding, practices, and programs in the Sonoma County System of Care. Information should include:
• Social media posts and print media content.
• Regular opportunities for the public to speak with and ask questions of key officials within the System of Care, including members of the LEAP Board. • A dashboard of data and key metrics associated with the System of Care (as shown in

3.4a), including comparisons to State and National data, as well as trends over the previous 3-year period.
• Progress made on this Strategic Plan.
• Content relevant to persons experiencing homelessness; and • Content relevant to diverse audiences, using culturally competent methods and translations.

3.5b: Develop and regularly distribute materials that explain and educate about the local causes of homelessness.

3.5c: Develop materials to explain the use and success of evidence-based best practices.

3.5d: Organize regular and consistent opportunities for community support such as calls to action, funding needs, donation drives, job fairs, housing opportunities, shadowing opportunities for interested parties/the public with service providers, etc.

3.5e: Develop funding streams from the private sector, philanthropic organizations, and private donors to support individual providers.

6.A.b
Packet Pg. 61
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 40 Strategy 3.6: Improve Transparency, Safety, and Effectiveness of the Coordinated Entry System
Action Steps

3.6a: Use the By Names List (BNL) methodology to better account for all persons experiencing homelessness in the county and in alignment with Built for Zero (BFZ). 15 3.6b: Coordinate encampment solutions and management based on agreed-upon regional priorities such as threats to public health and safety (fire, waterways), organization and size of encampment, and more.

3.6c: Facilitate case conferencing around PSH referrals, prioritization, retention, and service right-sizing. Develop a prioritization hierarchy for placement into supportive housing (linked to Action Step 1.3b).

3.6d: Incorporate existing local and countywide by names lists into HMIS.

3.6e: Ensure that the Coordinated Entry process maintains a person-centered approach that involves the respectful consideration of the following factors:
● Client Choice
● Client Needs
● Safety Considerations
● The Value of Reducing Barriers
● Provider Capacity, Expertise, and Competency
Strategy 3.7: Eliminate Disparities in Access, Service Provision, and Outcomes in the Homeless System of Care
Action Steps

3.7a: Develop a new vulnerability assessment, prioritization, and placement process to replace the VI-SPDAT that includes an analysis of individuals’ housing strengths and results in equitable housing placement. A year after use, examine (and revise if needed) to ensure that BIPOC individuals/families receive equitable placement (part of accomplishing 3.7c and 3.7d).

3.7b: Track access and outcomes data by age, race, ethnicity, gender, and sexual orientation.

3.7c: Ensure that Black, Indigenous, and Persons of Color (BIPOC) are provided equal services within the homeless system of care.

3.7d: Address racial and ethnic disparities access and outcomes of the homeless system of care.

3.7e: Ensure that the CoC Board’s and the system of care’s racial and ethnic representation reflects the population of Sonoma County’s homeless community. Consider updating the Charter to include designated seats for BIPOC members.

3.7f: Build up Equity-Centered Results-Based Accountability (RBA) framework.

3.7g: Accommodate multi-generational households; work to keep households intact. 15 Built for Zero methodology can be found here https://community.solutions/built-for-zero/methodology/.

6.A.b
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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 41 3.7h: Support the LEAP Board in advancing the objectives developed with Bay Area Regional Health Inequities Initiative (BARHII) to address racial and ethnic disparities access and outcomes of the homeless system of care.

3.7i: Ensure that at least two persons with Lived Experience in homelessness serve on the CoC Board.

Strategy 3.8: Monitor and Report Back as to Progress on the Strategic Plan’s Action Steps, and Adjust Activities as Conditions and New Information Warrants
Action Steps

3.8a: Task the CoC Strategic Planning Committee to monitor and report on the progress of Plan implementation and advise the Board of Supervisors, local jurisdictions, and other bodies, including school districts, on how to adhere to the Plan and when to deviate from the Plan based on new information. Regular data review and report out of the three key data metrics quarterly to stakeholders.

3.8b: Track progress towards Early Action Steps (Appendix A), consider investing in project management software to assist.

3.8c: Build out implementation steps for remaining action steps (those not currently outlined in Appendix A: Early Action Steps). Build out shared ownership for these and remaining items between CoC and other partners.

3.8d: When noteworthy research is released, including but not limited to the expected UCSF Benioff Homelessness and Housing Initiative’s California Statewide Survey of Homelessness (CSHH), the CoC shall consider and adjust strategies and actions as needed.

6.A.b
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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 42 APPENDIX A: EARLY ACTION STEPS
Lead Agency Initial 2023 Efforts
The Lead Agency (Sonoma County Community Development Commission) will begin 2023 with the following Early Implementation Efforts (listed in full in the section that follows):
• In alignment with Built for Zero, establish a single By Names List to better serve all individuals experiencing homelessness in Sonoma County (3.6a)
• Create a new vulnerability assessment, prioritization, and placement process to replace the VI-SPDAT that includes an analysis of individuals’ housing strengths and results in equitable housing placement (3.7a) • Develop a robust communication strategy to keep the public and individuals experiencing homelessness more informed of services, policy changes, challenges, and successes (3.5a) • Strengthen and prioritize the supportive services in the existing homeless response system (2.1a+b) • Build an effective and equitable subregional street outreach model (2.5b) • Adopt a long-term funding strategy for homeless services (3.1b) • Ensure the system of care and its individual programs are evaluated based on key performance metrics (3.4a) • Add 200 PSH and 100 non-congregate shelter beds (1.2a, 1.3a) • Ensure an effective transition to Department of Health Services (not listed in Strategic Plan)

6.A.b
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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 43 Countywide Early Implementation Efforts
Goals and Action
Steps
Description of the Priority Action Step Possible
Organization Lead(s) Possible Funding
More Housing and Prevention

1.1a
Develop a needs-based assessment tool for
rapid provision of financial assistance to
prevent homelessness. 2-1-1
County ARPA $$,
possible city
sources or
philanthropy
(Season of Sharing)

1.1b
Improve role of Sonoma County 211 to make
quick connections for prevention information
and prevention assistance, helping to quickly
address time sensitive cases. See also Action
Step 2.6a
SoCo HSD, 2-1-1
County ARPA $$ for
2-1-1

1.1c
Expand training on housing problem-solving
techniques to help households identify choices
and solutions to quickly end their housing
crisis. Include open to the community “office
hours” to help caregivers increase their
knowledge of and techniques as to how to
help an unhoused friend or family member
navigate through systems.

CE Operator, key
service providers
HHAP, Cal-AIM and
Cal-AIM capacity
building grants

1.1d
Review inventory of prevention services and
determine the best assessment and services
models for implementation
Lead Agency Staff TBD

1.2a
Fund and develop 200 more non-congregate
interim housing options (100 in FY 22-23 and
100 in 23-24) via:
- Fund remodeling and creation of additional
space in existing congregate shelters to
lessen shelter resistance (e.g., privacy
CoC Board w/Lead
Agency Staff

HHAP, HHIP,
Homekey, Measure
O, MHSA, EHVs,
more

6.A.b
Packet Pg. 65
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 44 Goals and Action
Steps
Description of the Priority Action Step Possible
Organization Lead(s) Possible Funding
barriers, smaller sleeping pods, sober
sections, providing pet friendly
accommodations), and
- Fund more non-congregate interim
housing such as NCS shelters, tiny
homes, mobile homes, RVs, Homekey
sites. Work to place EHVs here where
appropriate, with supportive services.

1.2b
Evaluate existing Safe Parking sites to
determine the effectiveness of the intervention
in supporting households to achieve housing
stability. If appropriate, fund additional sites as
a part of 1.2a.

City of Santa Rosa,
Lead Agency Staff TBD

1.2c
Require all renewing and newly contracted
interim housing and shelter providers to
adhere to Housing First principles and provide
Housing-Focused Case Management.

Lead Agency Staff N/A

1.3a
Fund and develop 1,000 more permanent and
permanent supportive housing units and
programs (200 per year for five years) – to
include:
- Master leasing, purchasing, or otherwise
securing new, existing, or renovated
housing units.
- Pairing more units with Project-Based
Vouchers.
- Increasing funding for capital development
given it cannot carry debt in permanent
supportive housing projects.

CoC Board, County,
Cities w/Lead Agency
Staff

HHAP, HHIP,
Homekey, Measure
O, MHSA, Housing
Authorities' PBVs,
more
More Housing and Prevention

6.A.b
Packet Pg. 66
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 45 Goals and Action
Steps
Description of the Priority Action Step Possible
Organization Lead(s) Possible Funding
- Aligning housing authority policies and
preferences for “Move On” placements
that help free up other PSH, including the
ability of tenants in PBV units to receive
“Move On” TBVs after 1 year in PBV.
- Investing in and assigning housing
navigators to households receiving
vouchers.
- Encourage transition of Interim Housing to
Permanent Housing if need for interim
housing has changed; and
- Improve housing location services to
identify and support new landlord
participants.

1.3b
Facilitate case conferencing around PSH
referrals, prioritization, retention, service-right
sizing, preservation of landlord relationships
(linked to Action Step 3.6a).

CE Operator, PSH
managers/developers
Existing Case
Conferencing
Processes
Stronger Supportive
Services

2.1a
Establish minimum compensation (wages and
benefits) for supportive services staff as based
on the recommendations from the Sonoma
County Service Providers’ Roundtable.

Service Providers
Roundtable

HHAP, HHIP,
Measure O, more

2.1b
Set case management/staffing caseload ratios
in line with HUD and SAMHSA guidance,
which considers the acuity of the population
served, the intensity of case management
provided, and the housing setting or project
type (e.g., SAMHSA recommends an optimal
PSH caseload as 12 to 15 people per staff
member).

Service Providers
Roundtable

HHAP, HHIP,
Measure O, more

6.A.b
Packet Pg. 67
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 46 Goals and Action
Steps
Description of the Priority Action Step Possible
Organization Lead(s) Possible Funding

2.1c
The system of care should prioritize 2.1a and

2.1b over expanding services to other or new
programming until such time as 2.1a and 2.1b
are accomplished.

CoC Board N/A

2.1d Provide quarterly no-cost training opportunities
for service providers – include Trauma
Informed Care, Housing-Focused Case
Management, Motivational Interviewing,
Psychosocial Rehabilitation, and Cultural
Competence.

Lead Agency Staff in
collaboration with CE
Operator, various
trainers
TBD

2.2a
Triage outreach and housing care teams in
this manner:
1) Review/affirm baseline standards for
supportive services by housing type and
for street outreach teams. Fund these
base teams accordingly.
2) Where clients have higher needs that
exceed the qualifications of our base
teams, establish and fund high-skilled
crisis & housing placement teams (such as
IMDT) that support the base teams across
Sonoma County wherever the need is.

SoCo DHS, Service
Providers, Lead
Agency Staff

HHAP, HHIP,
Measure O, more

2.2b
Leverage CalAIM’s Enhanced Care
Management and Community Supports
programs to assist in funding intensive care
coordination across multiple systems.

SoCo DHS, ID Key
Service Provider Lead Cal-AIM
Stronger Supportive Services

6.A.b
Packet Pg. 68
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 47 Goals and Action
Steps
Description of the Priority Action Step Possible
Organization Lead(s) Possible Funding

2.3a:

Develop and ensure system connection (via
systems mapping and named contacts) with
services for:
- Households with criminal justice
involvement, including discharge planning
for persons exiting jail and prison.
- Transition-Aged Youth.
- Long-term learning and developmental
disabilities.
- Persons leaving hospitalization or other
health care; and
- Older adults who are aging/experiencing
dementia.

Lead Agency Staff /
Consultant
County ARPA
Funds for
Implementation of
Front-End
Assessment

2.4a
Create a System Map that shows the current
pathway through the System of Care. Map
would be for community members, elected
leaders, and individuals experiencing
homelessness. Regularly review and update
the System Map to assist in streamlining the
system.

Lead Agency Staff /
Consultant HHAP Admin

2.5a
Ensure that our system reinforces the
importance of our unhoused clients’ dignity
and respect at all times (via Ombudsperson –
Action Step 3.3c).

CoC Board and Lead
Agency Staff
(Ombudsperson)
HHAP Admin

2.5b
Implement a subregional approach to street
outreach to achieve the goals of Built for Zero.

So Co DHS, Service
Providers, Lead
Agency Staff
Realigned Existing
Funding
Stronger Supportive Services

6.A.b
Packet Pg. 69
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 48 Goals and Action
Steps
Description of the Priority Action Step Possible
Organization Lead(s) Possible Funding

2.5c
Evaluate existing service provider managed
encampments to determine the effectiveness
of the intervention in supporting households to
achieve housing stability. If managed
encampments are determined to be
appropriate, consider funding following the
setting of protocols and standards to ensure
safety, provide supportive services, and
maintain a housing-focus.

TBD
County and city
discretionary funds,

HHAP, HHIP

2.6a
Increase resource information for residents to
increase income through 211 and other entry
points to social and homeless services (linked
to Action Step 1.1b).
211
County ARPA
Funds for 2-1-1
Enhancement

2.6b
Assess Sonoma County-funded peer
navigation program (peers support others in
identifying relevant supportive services) for
impact and reach; continue to fund or expand
depending on gaps, needs, and outcomes.

WCCS is 2022 Lead County ARPA
Funds

2.6c Establish a countywide SSI advocacy
program, such as SOAR.

Lead Agency Staff
Service Providers
SoCo Strategic Plan
funding
Operate as One
Coordinated System

3.1a
Task the CoC Funding and Evaluation
Committee with monitoring ongoing, expiring,
and new funding sources to make
recommendations to the CoC Board.

CoC F&E Committee,
Lead Agency Staff Existing sources

3.1b
Adopt a long-term funding strategy that can
align resources to support the Plan’s goals,
strategies, and actions steps (see 1.2a; 1.3a;
Lead Agency Staff,
Consultant, CoC F&E
Committee
County ARPA
Funds for
Implementation of
Front-End
Assessment
Stronger Supportive Services

6.A.b
Packet Pg. 70
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 49 Goals and Action
Steps
Description of the Priority Action Step Possible
Organization Lead(s) Possible Funding

2.1a; 3.2a; 3.8a for key funding related
strategies).

3.2a
Fund new and renewing programs that have
demonstrated success in supporting people
experiencing homelessness in achieving
housing stability. The homeless system of
care should strive for a funding ratio of up to
80% for existing, evidence-based, or proven
programs and 20% for innovative or
“promising practice” program concepts.

Coc Board, Lead
Agency Staff
Existing resources,
consider more
flexible funding for
sober placements
(such as Measure
O)

3.2b Incorporate equity goals into performance
measures and invest in programs closing
equity gaps, disaggregating data by age, race,
ethnicity, and language
CoC F&E Committee,
Lead Agency Staff Existing resources

3.2c
Monitor and provide technical assistance to
providers related to incorporating input into
program service design from people with lived
experience
LEAP Board, Lead
Agency Staff TBD

3.2d
Identify agencies and partners who are led by
people of color and/or who offer culturalspecific services. Examine the system to ensure those agencies and partners have the
resources necessary to apply for, secure, and
successfully administer homeless services
funding.

Lead Agency Staff HHAP, HHIP Admin

3.3a
Provide standing opportunities for input from
the Sonoma County Lived Experience
Advisory and Planning (LEAP) and (when
LEAP Board, YAB HHAP, HHIP Admin
Operate as One Coordinated System

6.A.b
Packet Pg. 71
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 50 Goals and Action
Steps
Description of the Priority Action Step Possible
Organization Lead(s) Possible Funding
established) Youth Action Boards at CoC
Board (including the Strategic Planning
Committee), City Council and Board of
Supervisors meetings, and by invitation to
other meetings regarding available funding
awards and service delivery.

3.3b
Create a centralized client-friendly platform to
share up-to-date information for people
experiencing homelessness to learn about
services (e.g., warming/cooling shelters,
portable restrooms, showers, meals,
vouchers, etc.), program
requirements/timelines (e.g., documentation
needed, deadlines). Include avenues to share
input.

LEAP Board, Lead
Agency Staff, 2-1-1
HHAP, HHIP Admin

3.3c
Create an ombudsman appeals process
where concerns about poor or discriminatory
treatment by a provider in shelters or Interim
Housing can be addressed.

LEAP Board, Lead
Agency Staff HHAP, HHIP Admin

3.4a
CoC System and Program Performance
Metrics. Affirm the below as the key metrics by
which the Sonoma County System of Care
and its programs will be measured:
1) Placements into permanent housing
2) Retention of permanent housing
3) Reducing the length of time homeless
4) Returns to homelessness
5) Increased client income (earned and nonearned)
CoC Board, Lead
Agency HMIS Staff,
and CoC F&E
Committee
Operate as One Coordinated System
HHAP, HHIP Admin

6.A.b
Packet Pg. 72
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 51 Goals and Action
Steps
Description of the Priority Action Step Possible
Organization Lead(s) Possible Funding

3.4b
Establish an Open HMIS that allows for
providers across the homeless response
system to view client level data to ensure
continuity of care, while balancing privacy
concerns.

HMIS Committee,
Coordinated System
of Care Committee to
CoC Board
TBD

3.4g
Establish a working group to explore the
expansion of the County’s Accessing
Coordinated Care and Empowering Self
Sufficiency (ACCESS) Sonoma initiative to
include additional County departments, local
jurisdictions, and nonprofit providers in order
to improve system wide coordination of care.

HMIS Committee,
Coordinated System
of Care Committee to
CoC Board
TBD

3.5a
Convene the County communications team,
city information teams, and outside assistance
to effectively and regularly inform the CoC
Board, the County, cities, service providers,
the media, the public, and persons
experiencing homelessness as to current
issues, funding, practices, and programs in the
Sonoma County System of Care. Information
should include:
• Social media posts and print media
content.
• Regular opportunities for the public to
speak with and ask questions of key
officials within the System of Care,
including members of the LEAP Board.

Lead Agency Staff
w/County and City
PIOs
County
discretionary funds,
Operate as One
others TBD
Coordinated System

6.A.b
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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 52 Goals and Action
Steps
Description of the Priority Action Step Possible
Organization Lead(s) Possible Funding
• A dashboard of data and key metrics
associated with the System of Care (as
shown in 3.4a), including comparisons to
State and National data, as well as trends
over the previous 3-year period.
• Progress made on this Strategic Plan;
• Content relevant to persons experiencing
homelessness; and
• Content relevant to diverse audiences,
using culturally-competent methods and
translations.

3.5b
Develop and regularly distribute materials that
explain and educate about the local causes of
homelessness.

Lead Agency staff TBD

3.6a
Use the By Names List (BNL) methodology to
better account for all persons experiencing
homelessness in the county and in alignment
with Built for Zero.

CE Operator, City and
County subregional
liaisons, service
providers
HHAP, HHIP, City
and County
discretionary funds,
some existing
sources

3.6b
Coordinate encampment solutions and
management based on agreed-upon regional
priorities such as threats to public health and
safety (fire, waterways), organization and size
of encampment, and more.

SoCo DHS, City and
County subregional
liaisons, service
providers, other City
and County reps
HHAP, HHIP, City
and County
discretionary funds,
some existing
sources

3.6c
Facilitate case conferencing around PSH
referrals, prioritization, retention, and service
right-sizing. Develop a prioritization hierarchy
for placement into supportive housing (linked
to Action Step 1.3b).

CE Operator, PSH
managers/developers,
HCD TA Provider
Existing Case
Conferencing
Processes
Operate as One Coordinated System

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 53 Goals and Action
Steps
Description of the Priority Action Step Possible
Organization Lead(s) Possible Funding

3.7a
Develop a new vulnerability assessment,
prioritization, and placement process to
replace the VI-SPDAT that includes an
analysis of individuals’ housing strengths and
results in equitable housing placement. A year
after use, examine (and revise if needed) to
ensure that BIPOC individuals/families receive
equitable placement (part of accomplishing

3.7c and 3.7d).

HCD TA, Lead Agency
Staff, CE Operator
Existing sources +
no-cost HCD TA

3.7b
Track access and outcomes data by age,
race, ethnicity, gender, language, and sexual
orientation.

Lead Agency Staff HHAP, HHIP, etc.

3.7c
Ensure that BIPOC residents are provided
equal services within the homeless response
system (see 3. 7a).

Lead Agency Staff TBD

3.7d
Address racial and ethnic disparities access
and outcomes of the homeless response
system (see 3.7a).

Lead Agency Staff TBD

3.7e
Ensure that the CoC Board’s and the System
of Care’s race/ethnic representation reflects
the population of Sonoma County’s homeless
community. Consider updating the Charter to
include designated seats for BIPOC members.

CoC Board N/A

3.8a
Task the CoC Strategic Planning Committee
to monitor and report on the progress of Plan
implementation and advise the Board of
Supervisors, local jurisdictions, and other
bodies, including school districts, on how to
adhere to the Plan and when to deviate from
CoC's SP Committee,
Lead Agency Staff HHAP, HHIP
Operate as One Coordinated System

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 54 Goals and Action
Steps
Description of the Priority Action Step Possible
Organization Lead(s) Possible Funding
the Plan based on new information. Regular
data review and report out of the three key
data metrics quarterly to stakeholders.

3.8b
Track progress towards Early Action Steps,
consider investing in project management
software to assist.

CoC's SP Committee,
Lead Agency Staff HHAP, HHIP

3.8c
Build out implementation steps for remaining
action steps (those not currently outlined in
Early Action Steps). Build out shared
ownership for these and remaining items
between CoC and other partners.

CoC's SP Committee,
Lead Agency Staff HHAP, HHIP

3.8d
When noteworthy research is released,
including but not limited to the expected UCSF
Benioff Homelessness and Housing Initiative's
California Statewide Survey of Homelessness
(CSHH), the CoC shall consider and adjust
strategies and actions as needed.

CoC's SP Committee,
Lead Agency Staff TBD
Operate as One Coordinated System

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 55 APPENDIX B: STRATEGIC PLANNING PROCESS
The Sonoma County strategic planning process was highly informed by stakeholder feedback throughout 2022. Extensive outreach was made to solicit input from a diverse group and including many sectors including business leaders, service providers, people with lived experience of homelessness, City and County staff and representatives, physical and mental health experts, law enforcement, private and public funders, and community leaders serving overrepresented and underserved populations. Planning activities included the following:
● In-depth review of Sonoma County’s past efforts to
assess and address homelessness through an
examination of existing reports, plans, and data to
understand the local economic landscape, demographics
of who is homeless, and strategies already being
employed.
● 14 Stakeholder Focus Groups centered around the
following themes and groups:
o Promoting Racial Equity
o Leadership and Coordination
o Crisis Response
o Funding
o Housing First
o Coordination of the System
o Encampments
o Housing Solutions
o Reducing Barriers to Access and Housing
o Business Leaders
o Permanent Supportive Housing Providers
o Permanent Supportive Housing Supportive Services Providers o People with Lived Experience of Homelessness Residing in Emergency Shelter o People with Lived Experience of Homelessness Residing in Permanent Supportive Housing
● Coordination with Lived Experience Advisory and Advocacy Groups o Homeless Action Sonoma (HAS)
o Lived Experience Advisory and Planning (LEAP) Board
● 8 convenings of the Front-End Improvements Working Group focused on enhancing the point of entry to homeless services and Coordinated Entry. ● Planning Meetings with County Ending Homelessness Unit twice a month. ● Monthly CoC Strategic Planning Committee (SPC) meetings to steer the planning process. Committee included representatives from nonprofit and faith-based organizations, City and County agencies and government, and people with lived experience of homelessness. The following SPC subcommittees were also leveraged: Housing, Increasing Income, and Coordinated System of Care.
● Monthly meetings of a newly formed CoC Logistics Working Group to guide stakeholder outreach.
✓ In-Depth Review
of Past Efforts
✓ 14 Focus Groups
✓ Lived Experience
Advisory & Groups
✓ 8 Front-End Focus
Groups
✓ Several Planning
and CoC Meetings

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 56 APPENDIX C: ACKNOWLEDGEMENTS
The Sonoma County Continuum of Care and Homebase wish to thank everyone who gave their time, thoughts, experiences, and well-argued beliefs in the development of this Plan.

Participation was broad, kind, respectful, candid, direct and collaborative. It modeled the “One Coordinated System” called for in the strategic plan’s overarching goals.

Our sincere thanks go to:
● The Strategic Planning Committee of the Sonoma County Continuum of Care, and the chairs and other members of its three working groups (Increasing Income, Housing, and Coordinating the System of Care).
● The 17 members of the Continuum of Care Governing Board. ● Our community-based partners, such as Catholic Charities of Santa Rosa, Reach for Home, COTS, West County Community Services, Homeless Action Sonoma, Sonoma Applied Village Services, Redwood Gospel Mission, Interfaith Shelter Network, Nation’s Finest, SHARE Sonoma County, DEMA, Burbank Housing, and others. ● The Sonoma County Board of Supervisors.
● Our city partners in Healdsburg, Petaluma, Rohnert Park, and Santa Rosa who were willing and able to assign their knowledgeable and busy on-staff housing and homelessness specialists to this effort.
● Our team members with lived experience of homelessness, especially those who serve on our Lived Experience Advisory and Planning (LEAP) Board. ● County of Sonoma Team members, including the Community Development Commission’s Ending Homelessness Division and Sonoma County Housing Authority, leadership at the Department of Health Services (DHS) and DHS’ Interdepartmental Multi-Disciplinary Team cohort known as HEART (Homeless Encampment Access and Resource Team), and representatives of the departments of Human Services, Parks, Probation, and of the County Administrative Office.
● Our colleagues at the Santa Rosa Housing Authority.
● Members of equity-based communities who participated in forums and conversations. ● Our Coordinated Entry provider, HomeFirst.
● Our Health Care partners like Partnership Health Plan, Santa Rosa Community Health, West County Health Center, and others.
● Our colleagues at the US Department of Veterans Affairs. ● Our colleagues at the California Department of Housing and Community Development. ● Members of the public, the business and tourism industry, and all who participated in our Zoom sessions.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 57 Special thanks to:

Strategic Planning Committee, SPC, Chairs
Tom Schwedhelm and Stephen Sotomayor
Chairs of the Three SPC Working Groups
Karen Fies, Tom Bieri, and Tom Schwedhelm
County DHS, as our SPC Meeting and Logistics Lead
Alea Tantarelli
Lead Lived Experience Representative on the SPC
Ludmilla Bade
DHS Experience, Advice, and Counsel
Tina Rivera
DHS Practical Field Ideas
Will Gayowski
The County CDC EH Team - for multiple inputs at multiple times Dave Kiff, Michael Gause, Thai Hilton, Karissa White, Araceli Rivera, Chuck Mottern, Daniel Overbury-Howland, and Adam Siegenthaler
SC Housing Authority for Voucher Counsel and Advice
Martha Cheever
For Additional Expertise
Andrew Hening of Andrew Hening Consulting LLC
Chair of the Lived Experience Advisory and Planning Board Rebkah Sammet,
The Homebase Team Members
Aram Hauslaib, Amanda Wehrman, Emma Beers, Lauren Larin, Matt Weber, Mihir Vorha, and Tania Morales

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 58 APPENDIX D: QUANTITATIVE DATA SOURCES
Given the dynamic nature of homelessness, data concerning people experiencing homelessness is often incomplete. Sonoma County and the CoC are consistently working to improve data collection through the annual Point-In-Time count and the Homeless Management Information System (HMIS). This plan relies on several sources of data using the best information available to understand the demographics and needs of the Sonoma County homeless population. The following data sources were used for this plan: Point-In-Time counts, Housing Inventory Counts, System Performance Measures, Homeless Management Information System, and U.S. Census data.

Data Source What is Measured Limitations
Point-In-Time (PIT)
Count
A count of individuals experiencing
homelessness at a given point in time in a
community.

Estimate that is generally considered low
as it misses hard-to-reach populations,
such as unsheltered populations and
people sleeping in vehicles and
abandoned buildings.

Homeless Inventory
Count (HIC)
A count of all the available beds intended
for individuals in a community
experiencing or who have experienced
homelessness.

Projects are not broken out by county
and thus the locations of service sites are
limited.

Longitudinal
Systems Analysis
(LSA) Data (also
called Stella)
Household-level Homeless Management
Information System (HMIS) analysis that
is processed through HUD’s Homelessness
Data Exchange (HDX) 2.0 Stella system to
measure and track system functionality.

Stella analyzes data from Emergency
Shelter, Safe Haven, Transitional
Housing, Rapid Rehousing, and
Permanent Supportive Housing projects.

While Stella and LSA offer a wealth of
automated data analysis with
visualization, this tool cannot be used to
measure the intersections between
subpopulations, projects, regions, and
household types. For CA-504 we only
have access to Stella data for 2019 and
2020. In this document when Stella data
is shown without a date specified it
reflects 2020 data.

System Performance
Measures (SPMs)
Aggregated Individual-level HMIS Data
used to help CoCs set baselines and
benchmarks. It aggregates the following
project type information: Street outreach,
Emergency Shelter, Safe Haven,
Transitional Housing, Rapid Rehousing,
Permanent Supportive Housing, and
Other Permanent housing.

These measures are better for comparing
different CoCs. Data within a CoC cannot
be analyzed by individual project types,
regions, or subpopulations.

Sonoma County
Coordinated Entry
Dashboard
Publicly available data and visualizations
of information about clients accessing
coordinated entry from FY2018-FY2022.

This dashboard contains client data by
household type, VI-SPDAT score, and
housing project type but no information
on subpopulations or racial demographics.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 59 2020 Census Decennial count of people in Sonoma
County.

This is high-level data with limited
ability to assess intersections between
demographics.
2019 American
Community Survey
The largest household survey
administered by the US Census Bureau.

The survey is sent to about 3.5 million
addresses chosen at random every year.

This is a survey, not a census, so the
people who are randomly chosen to
respond may not be exactly
representative of the entire county.
2021 United Way
California Real Cost
Measure study
United Way of California conducted a
study to measure county-specific cost of
living. It uses costs of housing, health
care, childcare, transportation and other
basic needs to calculate a Real Cost
Measure (RCM), a more comprehensive
measure of cost of living in a county than
state or federal poverty measures.

Not all costs that make up the RCM will
be relevant to all families. By its nature,
RCM will be higher than federal and state
poverty measures and this may obscure
some information about people who earn
the least.
2021 California
Housing Partnership
Affordable Housing
Needs Report
The 2021 Affordable Housing Needs
Report offers specific recommendations
to policymakers to remedy California’s
housing challenges and highlights key
indicators of housing affordability for
low-income families in Sonoma County,
including: market conditions, federal and
state funding, local wages and rent, and
LIHTC production/preservation
Report uses similar sources as other
reports here so face similar limitations
around having high-level data and using
limited sample sizes.
2020 + 2022 Sonoma
County Homeless
Census
Sonoma County and social research firm
ASR conducted this survey alongside the
2020 PIT count to get more in-depth
information about the homeless
population in the county.

Most of this data has a sample size of
about 400 people, which is roughly 15%
of the homeless population. Furthermore,
because of challenges in contacting and
interviewing the population, those
included in the survey may differ
systematically from the total homeless
population in ways that make results not
representative of the population.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 60 APPENDIX E: HOMELESSNESS IN SONOMA COUNTY BY THE NUMBERS Homeless Population Overview
Sonoma County conducts a Point-in-Time (PIT) Count of individuals experiencing homelessness biannually.16 PIT data from 2017 to 2022 (Figure F) provides an overview for the state of homelessness in Sonoma County. Total homelessness slightly increased from 2017 to 2018 as changes in methodology utilizing peer involvement resulted in more comprehensive counts in rural areas of the county. From there, total homelessness steadily decreased for several years. However, in 2022, unsheltered homelessness increased drastically despite sheltered homelessness dropping to the lowest count since 2008. Like in 2018, changes in methodology due to the COVID-19 pandemic meant a more comprehensive unsheltered count was conducted. Even with changes in methodology contributing to a more comprehensive count, it’s likely that other factors similarly contributed to the increase such as hardships due to the pandemic and decreased capacity at congregate shelter sites due to social distancing.

Figure F: Sonoma Homeless Population. Data source: PIT. 16 Due to the COVID-19 pandemic, Sonoma County was not able to conduct a count in 2021 but proceeded to do so in 2022.
2835
2996 2951
2745
2893
988 1067 994 1043
805
1847 1929 1957
1702
2088
0 500
1000
1500
2000
2500
3000
3500
2017 2018 2019 2020 2022
Sonoma Homeless Population
Total Homeless Sheltered Homeless Unsheltered Homeless

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 61 According to the 2022 Sonoma
County Homeless Census, an indepth survey conducted by Sonoma County and social research firm ASR
alongside the 2022 PIT with a sample
size of 354 people, most people who
are homeless in Sonoma County
are also from Sonoma County
(Figure G).

Chronic Homelessness
Chronic homelessness has followed the overall total homeless trends from 2017-2022 (Figure H). Chronic homelessness accounts for about 25% of total homelessness.

Figure H: Total vs Chronic Homeless Population. Data source: 2017-2022 PIT.

As with the total homeless population, most of the chronic homeless population is unsheltered (Figure I).
2835 2996 2951 2745 2893
598 747 675 562 725
0 1000
2000
3000
4000
2017 2018 2019 2020 2022
Total vs Chronically Homeless Population
Total Homeless Total Chronically Homeless
88%
9% 3%
Place of Residence at Time of Housing Loss
Sonoma County Other California County Out of State
The 2022 increase in individuals experiencing unsheltered homelessness requires an effort to target strategies to address the unique needs of households living in places not meant for human habitation to ensure they can access supportive services as appropriate and move into housing as quickly and stably as possible.

Figure G: Place of Residence. Data source: 2022 Sonoma County Homeless Census.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 62 Figure I: Chronic Homeless Population. Data source: 2017-2022 PIT. 0 100
200
300
400
500
600
700
800
2017 2018 2019 2020 2022
Chronically Homeless Population
Total Chronically Homeless Sheltered Chronically Homeless Unsheltered Chronically Homeless
The continued prevalence of households who are chronically homeless, despite efforts to prioritize those with an extended history of homelessness, points to a need to expand supportive housing options to house those currently experiencing chronic homelessness, and to prevent households experiencing homelessness from aging into chronicity.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 63 System Engagement
From where are people entering
the homelessness system of
care? Stella P, a system
performance analysis tool from
the HUD’s Homeless Data
Exchange, provides more detail.

Unlike PIT data, Stella
demonstrates who is served over
time, as opposed to a snapshot
of system use. It is similarly
important to keep in mind that
PIT data measures individuals,
whereas Stella data measures
households. Stella data shows
that most households are first
time homeless in the system
but there are many who are
continuously homeless
(Figure J).

System Performance Measures
(SPMs), key performance metrics from the community’s Homeless Management Information System (HMIS), provide more detail on the first-time homeless population. It is important to keep in mind that like PIT data, this data measures total individuals from a system level, while Stella data measures total households from a system level. The number of people who are first time homeless has been stable since 2018 (Figure K). The first-time homeless population in Sonoma has consistently been above comparable national medians, whether compared to “Largely Suburban CoCs” as HUD had classified the Santa Rosa, Petaluma/Sonoma County CoC (from 2015-2019) or “Other Largely Urban CoC as it was re-classified in 2020.

The average length of time homeless has been relatively stable since 2015, and this has also been above national medians for comparable CoCs (Figure K). The average length of time homeless in 2020 was measured in SPMs as 134 days, though it was measured as 117 days in 2020 Stella data.
1406
1254
62 51
306 343
73 62
855 895
0 500
1000
1500
Number of Households
2019 2020
System Engagement
First Time Homeless in the System
Returning from a Permanent Destination
Re-engaging from a Temporary Destination
Re-engaging from an Unknown Destination
Continuously Homeless
Figure J: System Engagement. Data source: 2019 and 2020 Stella.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 64 Figure K: First Time Homeless Population (left) and Average Length of Time Homeless (right). Data source: SPMs.

Racial and Ethnic Disparities in Homelessness
Black and Native individuals are overrepresented in the homeless population. While White individuals make up nearly the same share of the general population as they do the homeless population, Black individuals make up three times the share of the homeless population as they do the general population and Native people make up four times the share (Figure L). 0 500
1000
1500
2000
2500
3000
2015 2016 2017 2018 2019 2020
Number of People
First Time Homeless
0 20
40 60
80 100
120
140
160
180
200
2015 2016 2017 2018 2019 2020
Number of Days
Average Length of Time Homeless
This HMIS SPM data suggests that relative to comparable CoCs, Sonoma has an opportunity to make improvements to decrease the number of people entering homelessness for the first time by diverting them from the system and reducing the average length of time spent homeless.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 65 Figure L: Racial and Ethnic Demographics of the County and homeless population. Data sources: 2020 census and 2020 PIT.

While Figure L shows the percentage that each racial or ethnic group makes up of the homeless population, another way of considering racial disparity is calculating the percent of each racial or ethnic group that is homeless. This is done by dividing the PIT count for a given group by the census count for that group. As shown in Figure M, this makes racial disparities clear: while about 0.57% of the White population is homeless, 2.04% of the Black population and 2.71% of the Native population is homeless. These racial disparities have been consistent since at least 2015 (data not shown).
63 2
5 2 0
14 15
58 29
64 6
1 9
1 19
75 25
0 10
20 30
40 50
60 70
80 Population in Percentage (%)
Sonoma Demographics
General Population (2020 Census) Homeless Population (2020 PIT)

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 66 Figure M: Percent of Racial and Ethnic Groups that are Homeless. Data Sources: 2020 Census and 2020 PIT.

Of the people that do engage with the system, there are several racial and ethnic disparities in how they move through it.

Hispanic/Latino households spend more time homeless than the overall average. Black, Native, and multiple race households spend less time homeless than average (Figure N). As for Asian and Native Hawaiian/other Pacific Islander (PI) populations, there were too few households identified in homeless data to interpret confidently.

0.57%

2.04%

0.15%

2.71%

2.23%

0.80% 0.72%

0.48%
0 0.5
1 1.5
2 2.5
3 Percent of Total Population by Demographic
Homelessness in Each Demographic

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 67 Figure N: Average Length of Time Homeless by Race and Ethnicity. Data source: 2019 and 2020 Stella.

Homeless Population Across County Geography
Where People Are
According to PIT counts, most people experiencing homelessness are in Santa Rosa (Figure O).

Figure O: Homelessness by Region. Data source: 2019-2022 PIT. 117 121
136
100
130
98 141
91 0
20 40
60 80
100
120
140
160
Number of Days
Average Length of Time Homeless
8 8 7
15 22
27 11 12
5 3 4 4
61 56 58
0 10
20 30
40 50
60 70
2019 2020 2022
Percent of Total Homelessness
Percent of Total Homelessness by Region
North County South County West County Sonoma Valley Santa Rosa

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 68 Across the county, cost of living is highest in Santa Rosa. In 2021 The United Way conducted surveys in many California counties to estimate county-specific thresholds for poverty. This Real Cost Measure (RCM) accounts for the cost of housing, health care, childcare, transportation, and other basic needs. In contrast, traditional poverty guidelines primarily account for the cost of food. A much higher percentage of Santa Rosa households have incomes below this RCM compared to households in other parts of the county. This difference would be overlooked if only measuring households against the federal poverty level. A higher percentage of households in Santa Rosa also pay 30% or more of their income on housing (Figure P), indicating high cost of living and potential for housing instability.

Figure P: Poverty Measures by County Region. Data source: United Way 2021 Real Cost Measure (RCM) study.

Where People Are Served
Regardless of the type of housing project households’ access, most of them are served in a city (Figure Q). Consistent with this data, the county CE dashboard’s map shows that most CE assessments happen in Santa Rosa (data not shown).
19 4
35 34
6 39
23 4
35 0
10 20
30 40
50 Below RCM Below federal poverty level Paying 30% or more on housing PErcent of Households
Poverty Measures
North County Santa Rosa South County
The high cost of living, especially in Santa Rosa, points to the need to increase opportunities for maximizing household income, and to identify or develop flexible funding sources that can support in maintaining housing stability.

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 69 Figure Q: Households Served in Each Geographic Area. Data Source: 2019 and 2020 Stella Households With and Without Children
Whether or not households that are homeless have children is an important distinction to consider because it can have significant effects on their experience, access, service needs, and housing requirements.

Homelessness by Household Type
86% of households that are homeless do not have children (Figure R).

Figure R: Number of households of each household type. Data source: 2019 and 2020 Stella. 1310
483
0 0
662
165
0 0
237
60 0 0
0 200
400
600
800
1000
1200
1400
City
Suburb
Rural
Unknown
City
Suburb
Rural
Unknown
City
Suburb
Rural
Unknown
Served in Shelters and TH Served in RRH Served in PSH
Number of Households
Households Served in Each Type of Area
2424
2094
288
24 0
500
1000
1500
2000
2500
3000
All Households Adult Only Adult and Children Children Only Number of Households
Types of Households that are Homeless

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 70 Interestingly, of these Adult Only households, 97% of them are households of one person (data not shown). This means households made up of individual people make up most of the county’s homeless population.

Stella data is consistent with the data in the County’s Coordinated Entry dashboard: from FY2018-FY2021, single adults made up about 75% of CE clients (Table 3).

Client’s Household Type FY2018 FY2019 FY2020 FY2021
Single Adults 1090 1187 1048 1123
Families 215 264 242 208
Youth 97 117 109 121
Table 3: Clients served in CE organized by their household type. Data source: County CE dashboard.

The County has been increasing the number of RRH and PSH beds for households without children for several years (Figure S). Continuing these trends may help decrease the homeless population.

Figure S: RRH (left) and PSH (right) Beds by Household Type. Data source: HIC.

Overall, households spend an average of 117 days homeless according to 2020 Stella data (Figure T). Although households with children make up a small share of homeless households, these households do spend a longer time homeless, suggesting that these households could face barriers to housing.
0 100
200
300
400
500
600
700
201320142015201620172018201920202021
Number of Beds
RRH Beds by Household Type
0 200
400
600
800
1,000
1,200
200720082009201020112012201320142015201620172018201920202021 Number of Beds
PSH Beds by Household Type

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Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 71 Figure T: Average Length of Time Homeless by Household Type. Data source: 2019 and 2020 Stella.

Exits from Homelessness
When different household types get housed, where are they exiting homelessness to? A majority of Adult Only households exit to temporary destinations while a majority of Adult and Child households exit to permanent destinations (Figure U). Considering that most of the temporary destinations that households exit to are places not meant for human habitation (data not shown), there is a clear need to improve outcomes for Adult Only households.

Figure U: Exits by Household Type. Data source: 2019 and 2020 Stella. 117 116
133
11 0
20 40
60 80
100
120
140
All Adult Only Adult and Children Children Only
Number of Days
Average Days Homeless
32 71 71
54 27 25
14 2 4
0 20
40 60
80 Adult Only Adult and Children Children Only
Percent of Exiting
Households
Exits
Permanent Destinations Temporary Destinations Unknown Destinations Significant progress could be made in decreasing the homeless population by addressing homelessness among Adult Only households as they make up most homeless households.

While the County has been steadily increasing the number of PH beds available, there is also a need to increase staffing and provide additional resources to support staff in housing individuals experiencing homelessness.

6.A.b
Packet Pg. 93
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 72 Overall, most households that are homeless are Adult Only households, and these households are less likely to have successful exits from homelessness. In contrast, households with children have more permanent exits, but they spend a longer time homeless. This indicates a need to improve the homeless system of care for both types of households.

Racial and ethnic disparities persist when households exit homelessness. (See Figure V).

Black, Native, and multiple race households exit to temporary destinations more frequently than average. As these populations all have shorter length of time homeless (see Figure N), but do not have better outcomes, this may mean there are factors within the homeless system of care that cause people of color to stop engaging with the system.

Figure V: Exits by Race and Ethnicity. Data source: 2019 and 2020 Stella.

In contrast, Hispanic/Latino households exit to permanent destinations more frequently than average. During focus groups with providers representing the Hispanic/Latino population, it was suggested that households in this community who are homeless may rely more heavily on family or community ties than non- Hispanic/Latino households and that this may explain the higher rate of exits to permanent destinations by Hispanic/Latino households. However, available data (see Figure P) shows that Hispanic/Latino households exit the homeless system of care to family and friends at rates similar to non- Hispanic/Latino households. While this does not rule out cultural or social factors as playing a role in homelessness or exits from homelessness between ethnic groups, it does indicate that exits to family and friends are not accounting for the overall higher rates of exits to permanent destinations for Hispanic/Latino households.
37% 37%
48%
42%
36%
28%
50% 50%
43%
54% 57% 56%
13% 13% 10%
5% 8%
15%
0%
10%
20%
30%
40%
50%
60%
Percent of All Exits
Exits by Race and Ethnicity
Permanent Destinations Temporary Destinations Unknown Destinations

6.A.b
Packet Pg. 94
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 73 Figure W: Percent of Exits to Friends and Family by Ethnicity. Data source: 2019 and 2020 Stella.

Vulnerable Populations
The County also has a sizeable number of households that are homeless with added vulnerabilities (Figure X, left). About 65% of homeless households have a disabled member and 29% have adults over the age of 55. These vulnerable households spend much longer homeless (Figure X, right), so consideration of these households’ specific housing needs and barriers is warranted.

Figure X: Vulnerable Household Types (left) and Their Length of Time Homeless (right). Data source: 2019 and 2020 Stella.
5%
4%
6%
2%
0%
1%
2%
3%
4%
5%
6%
7%
Permanent Destinations Temporary Destinations
Percent of Exits
Percent of Permanent and Temporary Exits to Friends+Family Non-Hispanic/Non-Latino Hispanic/Latino
2424
691
18 72
1590
0 500
1000
1500
2000
2500
3000
Number of Households
Vulnerable Household Types
117
147
125
139 136
0 40
80 120
160
Number of Days
Average days homeless

6.A.b
Packet Pg. 95
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 74 Transitional Age Youth
Transitional age youth (TAY) is a subpopulation of people ages 18-24 which is defined because of this age group’s unique vulnerabilities and service needs. The Sonoma PIT count began tracking TAY in 2013. As shown in Figure Y, TAY has consistently made up 15-20% of the homeless population from 2013-2022, except for 2020, when they made up 11%.

Figure Y: Sonoma TAY Homeless Population. Data source: PIT. 4280 4266
3097
2906 2835
2996 2951
2745
2893
537 445
263 305 297 226 277 201
23 873 873
647 582
431 490 554
305
498
2870 2948
2187
2019 2107
2280
2120 2239 2372
0 500
1000
1500
2000
2500
3000
3500
4000
4500
2013 2014 2015 2016 2017 2018 2019 2020 2022
Sonoma Homeless Population: TAY
Total Homeless under 18 18-24 (TAY) over 24
The high percentage of households experiencing homelessness who have a disabled family member points to the need to increase the availability of mobile and on-site mental health services, substance abuse services, and physical healthcare services.

It would be worthwhile to assess what strategies were being used in 2020 to serve this population to successfully decrease their homelessness or identify if this was just due to changes in data collection.

6.A.b
Packet Pg. 96
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 75 Sheltered vs Unsheltered Transitional Age Youth Homelessness PIT data also shows that TAY who are homeless may be facing barriers to housing, as they make up a disproportionately large share of the unsheltered homeless population (Figure Z).

Figure Z: TAY Sheltered Homeless Population. Data source: PIT.

Correspondingly, TAY make up a disproportionately small share of the sheltered homeless population at about 5% (Figure AA).
3309 3309
2060
1906 1847 1929 1957
1702
297 297
61 108 119 38 125
64 810 810
593 503
371 423 512
246
2202 2202
1406 1295 1357 1468
1320 1392
0 500
1000
1500
2000
2500
3000
3500
2013 2014 2015 2016 2017 2018 2019 2020
Number of People
TAY Unsheltered Homeless Population
Total Homeless under 18 18-24 (TAY) over 24

6.A.b
Packet Pg. 97
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 76 Figure AA: TAY Sheltered Homeless Population. Data source: 2013-2020 PIT.

This disparity in TAY homelessness
could be a result of TAY not receiving
the services they need to access
housing. It could also mean that TAY
are not being prioritized for housing
due to biases in the prioritization tool
that favor older adults. Using the
County’s CE dashboard, it is
apparent that youth receive on
average slightly lower VI-SPDAT
scores (Figure BB). The VI-SPDAT is
Vulnerability Index & Service
Prioritization Decision Assistance
Tool used by many communities to
determine a household’s vulnerability
and need for supportive housing.
971 957
1037 1000 988
1067
994 1043
240
148
202 197 178 188 152 137
63 63 54 79 60 67 42 59
668
746 781
724 750
812 800 847
0 200
400
600
800
1000
1200
2013 2014 2015 2016 2017 2018 2019 2020
Number of Peoppe
TAY Sheltered Homeless Population
Total Homeless under 18 18-24 (TAY) over 24

9.06 9.40

8.27 7.96

0.00 1.00

2.00 3.00

4.00 5.00

6.00 7.00

8.00 9.00

10.00 11.00

12.00 13.00
Overall single adult family youth
VISPDAT Score
Average VISPDAT Scores for
Accepted Referrals
Figure BB: Figure BB. VI-SPDAT Scores of Accepted Referrals Based on Household Type. Data source: CE dashboard. Note that because the sample size for certain scores and
household types were low, this is the aggregate data for 2018-2022.

6.A.b
Packet Pg. 98
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 77 Veterans
Homeless Veteran Population
As with the total homeless population (see Figure F), unsheltered homelessness among veterans incrementally decreased between 2017-2020 with a drastic increase in 2022, while sheltered counts remained relatively unchanged (Figure CC).

Figure CC: Veteran Homeless Population. Data source: 2017-2020 PIT.

Veteran households make up about 10% of homeless households (Figure DD).

Figure DD: Veteran Status of Homeless Households. Data source: 2019 and 2020 Stella. 211 207 210
139
191
66 63 68
47 45
145 144 142
92 146
0 50
100
150
200
250
2017 2018 2019 2020 2022
Number of People
Sonoma Homeless Veteran Population
Total Homeless Sheltered Homeless Unsheltered Homeless
2124
254
1698
2094
219
1705
0 500
1000
1500
2000
2500
Total Households Veteran Households Nonveteran Households Number of Households
Veteran Status of Homeless Households
2019 2020

6.A.b
Packet Pg. 99
Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 78 The vast majority of veterandedicated beds are PSH
(Figure EE). Because veteran
homelessness has been
decreasing, but dedicated
veteran beds have not, in 2020
there were 3.5 times as many
veteran PSH beds as there
were veterans who were
homeless in the PIT count.

This could point to data quality
issues, or the need to
reallocate resources.

Comparing Homeless Veteran Population to Total Veteran Population Across many factors, the homeless veteran population in the County is very similar to the total veteran population in the County. One stark difference is that homeless veterans are younger:
while most of the veteran population is over the age of 65, about two-thirds of the homeless veteran population is younger than 65 (Figure FF).

Figure FF: Total Veteran Population Compared to Homeless Veteran Population. Data sources: 2019 ACS and 2019 and 2020 Stella.
93 33 36
88 0 0 1 0 2
83 9
91 36
77 83
5 3 0 0
9 78
5 0
10 20
30 40
50 60
70 80
90 100
Percent
Total Veterans vs Homeless Veterans
All Veterans (2019 ACS) Homeless Veterans (2020 Stella) 0 100
200
300
400
500
2017 2018 2019 2020
Number of Beds
Dedicated Veteran Beds

ES TH RRH PSH
Figure EE: Figure 22. Dedicated Veteran Beds. Data source: 2017- 2020 HIC.

6.A.b
Packet Pg. 100 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 79 Comparing Veteran Households to Nonveteran Households Overall, homeless veteran households are similar to homeless nonveteran households in chronic homelessness, first time homelessness, and length of time homeless.

One difference among veteran
households is that they have a
much higher percentage of exits
to permanent destinations than
total households and nonveteran
households (Figure GG).

Providers serving veteran
households may have suggestions
that can be applied throughout the
system to improve outcomes.

32 49
30 0
10 20
30 40
50 60
Total
Households
Veteran
Households
Nonveteran
Households
Percent of Exits to Permanent
Destinations
Exits by Veteran Status
The availability of veteran beds implies that the primary barrier to housing for veterans experiencing homelessness is not subsidies, but access and supportive services. Several factors are likely causing barriers, but the best way to determine what gaps exist in the system are to solicit feedback from households accessing the system.

Figure GG: Exits from Homelessness by Veteran Status. Data source: 2019 and 2020 Stella.

6.A.b
Packet Pg. 101 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 80 APPENDIX F: ECONOMIC AND HOUSING LANDSCAPE OF SONOMA COUNTY
Income and Poverty

6.4% of the total population are living in poverty. Black, Native, and Hispanic/Latino populations have higher poverty rates than the White population. This means they fall below the federal poverty line at rates higher than White people. This fact is important to consider when trying to determine who may be at risk of homelessness, or is in fact facing homeless, but have not been counted formally through the PIT count.

Figure HH: Poverty by Race (left) and Ethnicity (right). Data source: 2019 ACS. Error bars reflect ACS’ calculated margin of error.

7.9 17.7

11.9 9

14.8 14.8

10.3 0
5 10
15 20
25 Percent Below Poverty Line
Poverty by Race

7.7 12.1
0 2
4 6
8 10
12 14
White alone, not
Hispanic or Latino
Hispanic or Latino
origin (of any race)
Percent Below Poverty Line
Poverty by Ethnicity
The PIT count did not show significant disparities based on Hispanic/Latino ethnicity; however, Hispanic/Latino people have higher poverty rates than White people, suggesting that perhaps there are homeless Hispanic/Latino people who do not engage with the system, or who are at-risk of homelessness (see Figure HH). This could be a sign that there are ethnic disparities in homelessness in the County that need to be addressed.

6.A.b
Packet Pg. 102 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 81 The median per capita annual earnings in Sonoma County are $40,183. Black, Native, and Hispanic/Latino populations have lower incomes than the White population. This data is similar to poverty rates examined above and may suggest that more Hispanic/Latino people are homeless than estimated by the PIT count.

Figure II: Mean Per Capita Income by Race (left) and Ethnicity (right). Data source: 2019 ACS. Error bars reflect ACS’ calculated margin of error.

High-Cost Burden
According to a 2021 study, over half of renters in Sonoma County spend more than 30% of their income on rent, with an average rent cost of $1710/month. Disparities are present most visibly for Black renters, as shown in Figure JJ.

Figure JJ: Percent Facing High Housing Burden. Data source: California Housing Partnership. 2021 Sonoma County Affordable Needs Housing Report.
0 10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
Dollars
Mean Per Capita Income by Race
0 10,000
20,000
30,000
40,000
50,000
60,000
70,000
White alone, not
Hispanic or Latino
Hispanic or Latino
origin (of any race)
Dollars
Mean Per Capita Income by
Ethnicity
0%
20%
40%
60%
80%
White, Non-Hispanic / NonLatinoWhite, Hispanic / Latino Black or African-American Asian Percent Facing High Housing Burden

6.A.b
Packet Pg. 103 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 82 From 2016-2021, home prices increased by 40%. Racial disparities are also apparent in terms of homeownership; two in three Asian and white households in Sonoma County own their own homes, double the rate of Black households at 34%, and well above the share of Hispanic/Latino households at 39%.

Barriers for Special Populations
An estimated 9097 people experience homelessness in Sonoma County each year. Of that number, 40% have a disabling condition, 24% are over the age of 55, and 13% are unaccompanied children or transition age youth (TAY).

By contrast, 12% of the general population in Sonoma County report having a disability, with

7.5% of the population under the age of 65 reporting a disabling condition. Overall, 21% of individuals in the County are over the age of 65.

Special populations like the aging population and individuals with disabilities require additional considerations to ensure that supports offered are responsive to their unique needs. Some needs are in respect to accommodations around mobility or other physical supports, but there are also ever-changing needs around income, and supports to help households maintain housing stability.

Planning for appropriate services and staffing to meet the needs of vulnerable populations should emphasize client choice and empowerment. Progress could be made by developing a menu of resources available to vulnerable populations, consisting of options such as housing stability support, tenancy training, substance abuse treatment, and family reunification.

6.A.b
Packet Pg. 104 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 83 Affordable Housing Stock
As of July 2021, there were roughly 205,903
total housing units across the County. Of
those units, 8.3% were vacant. 12,715 lowincome renter households lack access to affordable housing.

Figure KK: Availability of Affordable Housing. Data Source: California Housing Partnership. 2021 Sonoma County Affordable Needs Housing Report.

Creating opportunities for the development and restoration of affordable housing stock will begin to bridge the gap between the need for affordable housing units, and the number of people experiencing homelessness in need of a housing unit.

6.A.b
Packet Pg. 105 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 84 APPENDIX G: CROSSWALK OF SUBREGIONAL STRATEGIC PLANS The Sonoma County strategic planning effort took place in the context of many other planning efforts addressing homelessness in Sonoma County and the State of California. These include:
● City of Cloverdale Homelessness Strategic Plan, adopted August 2022. ● City of Petaluma Strategic Plan to End Homelessness, adopted June 2022 ● City of Santa Rosa Homelessness Solutions Strategic Plan, adopted November 2022 ● City of Sonoma / Sonoma Valley Homelessness Strategic Assessment, adopted June 2022
● Northern Sonoma County Strategic Plan to End Homelessness, adopted May 2021 ● Sonoma County Five Year Strategic Plan 2021-2026, adopted March 2021 ● State of California Action Plan for Preventing and Ending Homelessness in California, adopted March 2021, updated and adopted September 2022
Not surprisingly, these plans share many ideas and strategies in common. Among other things, they call for improving regional collaboration, increasing local government management capacity, expanding and improving both interim and permanent housing options, strengthening street outreach and support, investing in prevention and diversion efforts, strengthening supportive services, increasing the involvement of people with lived experience of homelessness, advancing efforts to implement the “Housing First” approach, boosting efforts to educate and engage the public, increasing the availability and use of housing vouchers, and increasing pathways for economic self-sufficiency. The chart on the following page highlights the provisions from each of the above plans that touch on these shared themes.

6.A.b
Packet Pg. 106 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 85 Common Themes/Actions in Homeless Strategic Plans - Sonoma County and Cities Jurisdiction Improve
Regional
Collaboration
Increase Local
Gov’t Mgmt.

Capacity
Increase/I
mprove
Interim
Housing
Improve
Street
Support
Increase
Prevention/
Emergency
Funding
More
Perm.

Housing
Stronger
Support
Services
Voices of
People With
Lived
Experience
Housing
First
Metrics Ensure
Equity
Better
Public
Engagement
More
Affordable
Housing;
Vouchers
Access to
Jobs
Cloverdale Goals 7d, 6c, 6d Goal 7b Goal 1c Goals 4a,
2d, 2f, 4f,
4b, 4d
Goals 2b, 1b,
3b, 5f
Goals 3c,
3e, 1a, 6a
Goals 4e,
6b, 6c
Goals 2g, 4h Goal 7c Goals 5a,
5c, 5d, 5e,
7a
Goals 1a, 3c,
3e, 6a
Goal 4i
North County "coordinated
approach" and a
"quick response
system", "shared
data systems",
Tactics 4.A.i,

4.A.ii
Tactics

2.A.i,

2.A.ii,

2.A.iii,

2.A.iv,

2.A.vi
Tactics

3.A.ii,

3.A.v
Tactics 5,

5.A.i, 5.A.iv
More
RRH,
Tactics

6.A.i,

6.A.ii
Tactic

3.A.v
Tactic

2.A.i
Referre
d to
Tactics 1,

1.A.ii,

1.A.iii,

1.A.iv,

1.A.v
Tactic 5.A.iii Tactic

1.A.vii
Petaluma Strategy 8 Strategy 5 Strategy 3 Strategy
1, 4
Strategy 4, 6,
others
Strategy 2 Strategy
2, 4
Strategy
7 Strategy 7 Strategy 2 Referred
to
Santa Rosa Theme 1,
Theme 3,
Recs 1a, 1b
Recs 1.3,
1h
Theme 2,
Recs 1.2,
2d, 2b,

2.1, 2.2,
2e, 2.3,

2.4 Theme 2,
Recs 1.1, 1.7
Recs 1.4,
3d
Recs 1e,

3.3, 3e
Recs 3.4, 3g Rec 1.5 Rec 1.7 Recs 3.5,
3h
Recs 1.8,
3b, 3c,

3.1, 3a
Recs 1.4, 3.2,
3d

6.A.b
Packet Pg. 107 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 86 Jurisdiction Improve
Regional
Collaboration
Increase Local
Gov’t Mgmt.

Capacity
Increase/I
mprove
Interim
Housing
Improve
Street
Support
Increase
Prevention/
Emergency
Funding
More
Perm.

Housing
Stronger
Support
Services
Voices of
People With
Lived
Experience
Housing
First
Metrics Ensure
Equity
Better
Public
Engagement
More
Affordable
Housing;
Vouchers
Access to
Jobs
Sonoma
Valley
Findings 4, 5, 6 Finding 2 Finding 7 Findings
4, 5, 6
Referred to Finding 7 Findings
5, 6, 8
Referred
to
Finding
3 Referred
to
Finding 1,
8 Sonoma
County
(Overall Strat
Plan)
Healthy and
Safe
Communities
(HSC) Pillar,
Obj 1.3, Goal 3,
Obj. 4.2, 4.5
HSC Goal
1, Obj.

4.1, 4.4
HSC
Goal 1,
Obj. 1.2,

4.3 HSC Obj 5.5 HSC Obj.

3.2, 4.4
HSC Obj

4.3 HSC Obj 4.1 HSC
Goal 2
HSC
Obj. 2.3,
Racial
Equity
and
Social
Justice
Obj 4.1
Organizational
Excellenc
e Pillar -
Goal 2
HSC Obj.

3.2, 3.3
HSC Obj.

4.1 Sonoma
County
Homeless
Strategic Plan
Operate As One
Coordinated
System (Goal
3), Strategies

3.1, 3.6a-f
Stronger
Supportive
Services
(Goal 2),
Strategy 2.5;
Operate as
One Coord.

System (Goal
3), Strategy

3.6a-d
More
Housing
and
Prevent.
(Goal 1),
Strategy

1.2 Stronger
Supporti
ve
Services
(Goal 2),
Strategy

2.5 More
Housing and
Prevention
(Goal 1),
Strategy 1.1
More
Housing
and
Preven.
(Goal 1),
Strategy

1.3 Stronger
Support
Services
(Goal 2),
Strategies

2.1 - 2.6
More
Housing and
Prevention
(Goal 1),
Strategy

1.2e; Operate
as One
Coord.

System (Goal
More
Housing
and
Prevent.
(Goal 1),
Strat.

1.2c,1.3;
Operate
as One
Coord.

Operate
as One
Coord.

System
(Goal
3),
Strat.

3.4 Operate
as One
Coord.

System
(Goal 3),
Strat.

3.2b &

3.7a-g
Operate
as One
Coord.

System
(Goal 3),
Strategy

3.5 More
Housing and
Prevention
(Goal 1),
Strategies

1.3a, 1.3d
Stronger
Support
Services
(Goal 2),
Strat. 2.6b
& 2.6d

6.A.b
Packet Pg. 108 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 87 Jurisdiction Improve
Regional
Collaboration
Increase Local
Gov’t Mgmt.

Capacity
Increase/I
mprove
Interim
Housing
Improve
Street
Support
Increase
Prevention/
Emergency
Funding
More
Perm.

Housing
Stronger
Support
Services
Voices of
People With
Lived
Experience
Housing
First
Metrics Ensure
Equity
Better
Public
Engagement
More
Affordable
Housing;
Vouchers
Access to
Jobs
3), Strategies

3.2 & 3.7i
System
(Goal 3),
Strategy

3.2a
State of
California
Action Plan
Action Area 1,
Objective 3
Action Area
1, Objectives
3 & 5
Action
Area 3,
Objective
9 Action
Area 2,
Object. 7
& 8
Action Area
5, Objective
15 Action
Area 4,
Object. 12
& 13
Action
Area 2,
Objective
8; Action
Area 3,
Objective
10 Action Area
1, Objective
2 Action
Area 1,
Objective
6; Action
Area 4,
Objective
11 HHAP,
Proc.,
Output
&
Outcom
es
Action
Area 1,
Objectiv
e 1; Area
4,
Object.
11 & 12
Action
Area 1,
Objective
6 Action Area
4, Objective
12 Action
Area 1,
Object. 4;
Action
Area 5,
Object. 14

6.A.b
Packet Pg. 109 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 88 APPENDIX H: GLOSSARY OF KEY TERMS AND ENTITITES
At risk of homelessness is a status given to individuals and their families who have unstable housing and inadequate income and resources.17
Behavioral Health describes the connection between a person's behaviors and the health and wellbeing of the body and mind.18

Case management includes assessment, planning, facilitation, care coordination, evaluation and advocacy with people experiencing homelessness. Staff work with individuals and families to address their comprehensive needs to help them exit homelessness and stay housed.

Chronically Homeless is when a person has been homeless for at least a year, either 12 months consecutively or over the course of at least 4 separate occasions in the past 3 years. To be chronically homeless, the individual or head of household must also have a disability.

By Names List would be a complete and inclusive list of every person experiencing homelessness in the Sonoma County. It would include information collected and shared with the individual’s consent like their name, history, health considerations, and housing needs.

Continuum of Care (CoC) is the group organized to carry out the responsibilities prescribed in the CoC Program Interim Rule19 for a defined geographic area. A CoC is composed of representatives of organizations including nonprofit homeless providers, victim service providers, faith-based organizations, governments, businesses, advocates, public housing agencies, school districts, social service providers, mental health agencies, hospitals, universities, affordable housing developers, law enforcement, organizations that serve homeless and formerly homeless Veterans, and homeless and formerly homeless persons. Responsibilities of a CoC include operating the CoC, designating and operating an HMIS, planning for the CoC (including coordinating the implementation of a housing and service system within its geographic area that meets the needs of the individuals and families who experience homelessness there), and designing and implementing the process associated with applying for CoC Program funds.

CoC Board is the governing body that determines policy and acts as the CoC's decision-making group.

Mandated by HUD's Continuum of Care Program, the board is responsible for oversight of funds designated to the CoC and regional planning/policy development for addressing homelessness. In 17 See 24 C.F.R. § 576.2 for complete definition of “at risk of homelessness” under the Emergency Solutions Grant Program.
18 CDC, The Critical Need for a Population Health Approach: Addressing the Nation’s Behavioral Health During the COVID-19 Pandemic and Beyond. Available at: https://www.cdc.gov/pcd/issues/2020/20_0261.htm 19 CoC Interim Rule, https://www.hudexchange.info/resource/2033/hearth-coc-program-interim-rule/

6.A.b
Packet Pg. 110 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 89 Sonoma County, the CoC Board consists of local elected officials, nonprofit representatives, subject matter experts, and individuals with lived homeless experience. The Sonoma County CoC Board has the following committees:

Coordinated Entry Advisory Committee ensures the CoC is compliant with federal and state requirements, and that a countywide Coordinated Entry System (CES) is in place that is effective and responsive to real-time community needs.

Funding and Evaluation Committee is responsible for the oversight of funding and evaluation of projects for the CoC. Its duties also include reviewing funding applications for new and renewal projects as part of the U.S. Department of Housing and Urban Development’s annual CoC funding competition.

Governance Charter Policy Review Committee is responsible for making recommendations to the CoC Board for any revisions or updates to the CoC’s Governance Charter, bylaws, and policies.

HMIS Data Committee (staffed by the HMIS Lead Agency) is responsible for advising the CoC Board on issues regarding Sonoma County’s web-based Homeless Management Information System (HMIS), developing and maintaining the dashboard of metrics to achieve the vision of functional zero homelessness, and alerting the CoC Board of providers whose data jeopardizes the overall system.

Strategic Planning Committee oversees the strategic planning activities of the CoC to ensure that the homeless system of care operates effectively and efficiently in achieving CoC system performance objectives.

CoC Program is designed to promote communitywide commitment to the goal of ending homelessness; provide funding for efforts by nonprofit providers, and state and local governments to quickly rehouse homeless individuals and families while minimizing the trauma and dislocation caused to homeless individuals, families, and communities by homelessness; promote access to and effect utilization of mainstream programs by homeless individuals and families; and optimize selfsufficiency among individuals and families experiencing homelessness.

CoC Program Interim Rule focuses on regulatory implementation of the CoC Program, including the CoC planning process. The CoC Program was created through the McKinney-Vento Homeless Assistance Act as amended by the HEARTH Act of 2009.20
20 Ibid.

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Packet Pg. 111 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 90 Coordinated Entry System (CES) provides a centralized approach to connect the region’s most vulnerable homeless residents to housing through a single community-wide assessment tool and program matching system. CES is made-up of four core elements:

Access – Sixteen agencies around Sonoma County serve as entry-points for individuals and families in need of housing resources. People may seek help from these agencies in person or by phone. The County’s 211 information system also actively refers people at risk of homelessness or experiencing homelessness to these agencies for assistance.

Assessment – Agencies use a locally modified Vulnerability Index – Service Prioritization Decision Assistance Tool (VI-SPDAT) to assess clients’ housing, health, and social needs. It incorporates factors such as length of time homeless, medical vulnerability, the severity of presenting issues, and individuals’ or households’ ability to address their own housing instability.

Prioritization – People seeking assistance are placed on local “By Names Lists” that prioritize listed individuals and households based on the VI-SPDAT’s assessment of their vulnerability and need. Service providers throughout the County use these lists to prioritize access to available resources, eliminating the need for clients to seek assistance program-by-program.

Referral – Agencies use the By Names Lists to match each client with the best housing and service options available for their needs. Unfortunately, demand for assistance often outpaces the availability of housing and other resources. Eligible individuals and households who are the most vulnerable and the most in need – as ranked on the By Names List – will be connected to available supportive housing programs first.

Congregate Shelters are facilities with overnight sleeping accommodations, in shared quarters, the primary purpose of which is to provide temporary shelter for the homeless.

Cost burden is the ratio of housing costs to household income. For renters, housing cost is gross rent (contract rent plus utilities). For owners, housing cost is "select monthly owner costs,” which includes mortgage payment, utilities, association fees, insurance, and real estate taxes.

Diversion is a strategy that prevents homelessness for people seeking shelter by helping them identify immediate alternate housing arrangements and, if necessary, connecting them with services and financial assistance to help them return to permanent housing.

Emergency Shelter is any facility with overnight sleeping accommodations, the primary purpose of which is to provide temporary shelter for the homeless in general or for specific populations of the homeless. Shelter may include year-round emergency shelters, winter and warming shelters, navigation centers and transitional housing. These types of shelter have varying hours, lengths of stay, food service, and support services.

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Packet Pg. 112 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 91 Emergency Solutions Grants (ESG) provides federal funds to assist people to quickly regain stability in permanent housing after experiencing a housing crisis and/or homelessness.

Encampment is a group of people living in public places outside.

Federal Poverty Guidelines are issued each year by the federal Department of Health and Human Services. The guidelines are a simplification of the federal poverty thresholds and are used to determine financial eligibility for certain federal programs.

Flexible Funds have increasingly been permitted and encouraged as an allowable expense by federal, state, and County funders. Flexible funds can be used for different purposes. They can pay for costs that will result in an immediate solution of a housing crisis. They can bridge the gap while permanent housing is secured. They can cover household needs that will help people keep their housing. Flexible funding can be used to purchase grocery cards, gas cards, certificates or licenses to work, car repair, furniture, pest extermination, storage, essential minor repairs to make living space more habitable, transportation vouchers/passes, costs for birth certificates or other documents, bus or train tickets, shipping belongings, housing application fees, credit checks, rental deposits, past due rent, onemonth rent on new units, utility deposit, and/or utility payments.

Functional Zero means that the number of people experiencing homelessness at any time does not exceed the community's ability to house that many people within a brief period of time. This requires systems to prevent homelessness, be able to quickly detect homelessness when it occurs, and permanently and promptly resolve it.

Homeless is defined by HUD in four categories:
(1) individuals and families who lack a fixed, regular, and adequate nighttime residence and includes a subset for an individual who resided in an emergency shelter, or a place not meant for human habitation and who is exiting an institution where he or she temporarily resided; (2) individuals and families who will imminently lose their primary nighttime residence; (3) unaccompanied youth and families with children and youth who are defined as homeless under other federal statutes who do not otherwise qualify as homeless under this definition; and (4) individuals and families who are fleeing, or are attempting to flee, domestic violence, dating violence, sexual assault, stalking, or other dangerous or life-threatening conditions that relate to violence against the individual or a family member.

Homeless Emergency Assistance and Rapid Transition to Housing Act (HEARTH Act) was signed into law in 2009. HEARTH reauthorized the McKinney-Vento Act. It also provided substantial changes to the law, updating the definition of homelessness and chronic homelessness, as well as

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Packet Pg. 113 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 92 other changes including consolidating competitive grants, simplifying match requirements, and providing prevention resources.

Homeless Housing, Assistance and Prevention (HHAP) Program is a $650 million one-time block grant that provides local jurisdictions with funds to support regional coordination and expand or develop local capacity to address their immediate homelessness challenges.

Homeless Management Information System (HMIS) is a local information technology system used to collect client-level data and data on the provision of housing and services to homeless individuals and families and persons at risk of homelessness.

Housing and Urban Development (HUD), U.S. Department of, is the federal agency responsible for national policy and programs that address housing needs, improve and develop communities, and enforce fair housing laws.

Housing First is a well-accepted, national, evidenced-based best practice that eliminates barriers to housing, ensuring individuals and families can exit homelessness as quickly as possible. Housing First is an approach to connect households experiencing homelessness quickly and successfully to permanent housing without preconditions and barriers to entry, such as sobriety, treatment, or service participation requirements. Supportive services are offered on a voluntary basis to maximize housing stability and prevent returns to homelessness as opposed to addressing predetermined treatment goals prior to permanent housing entry.21
Low-barrier shelters are emergency shelters that have removed most requirements/obstacles for entry into the program so that households are more likely go indoors to connect to services rather than stay on the street. For example, unhoused residents are allowed to bring their pets and possessions, to live with their partners, and do not have to exit the shelter each morning. They are not expected to abstain from using alcohol or other drugs, so long as they do not engage in these activities in common areas of the shelter and are respectful of other residents and staff.

Mainstream Voucher is rental assistance voucher for non-elderly persons with disabilities.

McKinney-Vento Act is a federal statute that has a more expansive definition of homelessness than the HUD definition. The Act requires schools to track students experiencing homelessness. For public education programs up through high school, homelessness includes people experiencing homelessness under the HUD definition, but also includes youth who are couch surfing or doubled-up (e.g., with multiple families sharing the same space).
21 What Housing First Really Means, National Alliance to End Homelessness (NAEH), https://endhomelessness.org/what-housing-first-really-means/

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Packet Pg. 114 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 93 Motivational Interviewing is a client-centered, evidence-based approach used by direct service providers working with people experiencing homelessness. It focuses on allowing individuals to direct their own path toward the change they seek, rather than trying to convince them of what they need to do. The provider builds trust, listens, and then acts as a guide to help the client to identify their own personal next steps.

Non-congregate shelters provide overnight sleeping accommodations with individual quarters, such as hotels, motels, and dormitories.

People with lived experience is a term used to refer to people who have lived through the experience of homelessness and have first-hand knowledge of what it feels like to live unsheltered and/or to move through the homeless system of care.

Point-in-Time (PIT) Count is a biennial process required of CoCs by HUD to count the number of people experiencing homelessness on a single night in January. The PIT count provides a snapshot of data available on the size and characteristics of the homeless population in a CoC over time.

Permanent Supportive Housing (PSH) provides long-term housing with intensive supportive services to persons with disabilities. These programs typically target people with extensive experiences of homelessness and multiple vulnerabilities and needs who would not be able to retain housing without significant support.

Prevention is a strategy intended to target people who are at imminent risk of homelessness (whereas diversion usually targets people as they are initially trying to enter shelter).

Project-Based Voucher (PBV) is a rental assistance voucher that is attached to a particular unit, meaning if you live in a rental unit under the PBV Program and move, the assistance stays with the unit. The tenant enters into a Housing Assistance Payments contract with the property owner for a specified unit and for a specified term.

Rapid Rehousing (RRH) provides rental housing subsidies and tailored supportive services for up to 24-months, with the goal of helping people achieve permanent housing stability. RRH is considered a permanent housing solution by HUD.

Shared housing is a living arrangement between two or more unrelated people who choose to live together to take advantage of the mutual benefits it offers. Families, students, young adults, seniors, and Veterans have been using this arrangement for generations. It is now recognized as a viable option for people exiting homelessness.

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Packet Pg. 115 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 94 Sonoma County Community Development Commission (CDC or the Commission) exists to open doors to permanent housing and opportunity through the following initiatives: Rental Assistance, Ending Homelessness, and Housing & Neighborhood Investments.

HMIS Lead is responsible for developing HMIS data quality, privacy, and security plans and monitoring compliance with HUD regulations. The CoC designated the CDC as the HMIS Lead.

Lead Agency (and Collaborative Applicant) is responsible for the financial management of funds received by the CoC, including applying for state and federal grants, running local competitions for funding, and administering grants to local service providers. The CoC has designated the CDC as the Lead Agency and Collaborative Applicant. The CDC drafts and submits grant applications on behalf of the CoC, receives grant awards, develops and administers agreements with subgrantees on behalf of the CoC, and conducts ongoing project and system monitoring and state reporting. The CDC provides staff support to the CoC, its Board, committees, and work groups.

Street outreach involves multi-disciplinary teams who work on the streets or in encampments to engage with people experiencing homelessness who may be disconnected or alienated from services and supports that are offered at an agency.

Substance Abuse and Mental Health Services Administration (SAMHSA) is the agency within the U.S. Department of Health and Human Services (HHS) that leads public health efforts to advance the behavioral health of the nation and to improve the lives of individuals living with mental and substance use disorders, and their families. As stable housing is a critical component of recovery, SAMHSA’s homelessness programs and resources work to end homelessness by improving access to treatment and services that support health and wellness.

Supportive services include assistance applying for benefits, mental health and substance use services, outpatient health services, information and referral services, child care, education, life skills training, employment assistance and job training, housing search and counseling services, legal services, outreach services, transportation, food assistance, risk assessment and safety planning (particularly for individuals and families experiencing domestic violence), and case management services such as counseling, finding and coordinating services, and monitoring and evaluating progress in a program.

Tenant-based Rental Assistance (TBRA) is rental assistance that can be used in the private rental market and is not attached to a particular unit. The tenant enters into a lease with the owner.

Transition Age Youth (TAY) are persons between age 18 and 24 who are transitioning from childhood to adulthood.

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Packet Pg. 116 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) 95 Transitional Housing (TH) provides temporary housing accommodations and supportive services.

While many households benefit most from direct connections to permanent housing programs such as RRH or PSH (which are often more cost-effective over the long term), transitional housing can also be an effective support in the intermediary. Certain subpopulations, such as people fleeing domestic violence and transitional age youth, can meaningfully benefit from a transitional housing environment.

Trauma-informed care is a practice that focuses on understanding and compassion, especially in response to trauma. The practice utilizes tools that empower people to work toward stability. It recognizes a wide range of trauma that can impact people experiencing homelessness; physical, psychological, social, and emotional trauma. It emphasizes the safety of both clients and providers.

Vulnerability Index & Service Prioritization Decision Assistance Tool (VI-SPDAT) is a prescreening/triage tool designed to assess the vulnerability of an individual experiencing homelessness and prioritize them for housing based on their relative need as compared to others seeking supportive housing. The VI-SPDAT is used at Coordinated Entry access points.

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Packet Pg. 117 Attachment: 5 Year Strategic Plan to Prevent and End Homelessness (Homeless Strategic Plan) Cotati City Council
Agenda Staff Report
Item type: CONSENT CALENDAR (ACTION)
To: City Council
Subject: Authorize Implementation of a City Wide Asset Management System Date: June 27, 2023
Written by: Damien O'Bid, City Manager
Recommendation
It is recommended that the City Council adopt a motion authorizing the City Manager to execute a license agreement with NexGen for implementation of a city-wide asset management system.

Background
At their core, asset management systems are programs that allow for the inventory of physical assets (roads, signs, manholes, pumps, etc.), service and work orders and tracking their condition and scheduling maintenance and repair (work orders) based on predetermined or dynamic criteria. Systems such as NexGen also include the ability to track and project costs and feed potential projects into the capital improvement program.

Currently, the City performs regular maintenance and repairs primarily based on visual inspections or complaints received. The City’s financial system currently does issue work orders for water and sewer related issues (meter turn on/offs, etc.), but is very limited in scope.

Comments or complaints from the public or internal staff are routed through a variety of methods (text messages, emails, verbally, letters, etc.) to public works. This can be overwhelming for public works to manage and track, difficult report on in any meaningful way at the end of the year, and requires awareness to follow up with the requestor, sometimes months after the request was made. At a departmental level, it is difficult to assess work performed and status of outstanding work. For the physical infrastructure, physical asset information and maintenance routines and histories are not readily available, which is critical for succession planning to ensure we capture as much information as possible before longtime staff retire.

The City does contract with the City of Santa Rosa to host a GIS system. This system is currently used to host available asset information, such as water and sewer system information (pipe sizes, manhole and valve locations, fire hydrant locations, etc.), street light locations, and scanned copies of available record improvement plans that created the city infrastructure. In essence, it acts as a spatial library of assets. Recently, the City also inventoried all regulatory and informational street signage.

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Packet Pg. 118
Analysis/Discussion
Over several years, the City reviewed several leading asset management systems, in terms of functionality, ease of use, cost of licensing, and ability to meet current city needs and grow to meet expected future needs. Based on this assessment, NexGen was the leading asset management program that best meet all of these criteria. Follow up with every reference in comparable cities provided positive feedback.

The goal of this implementation is to import all existing asset information to establish a baseline of city infrastructure and set up simple service orders and workflows without getting too fancy initially. This will promote use and familiarization initially and set the stage for growth into higher level functions such as capital planning and cost tracking in the future. In the initial set up, a key module is the service order interface. This will be used by the public and staff internally to request maintenance, repairs, etc. on public infrastructure. This is then routed to public works for review and if applicable, converted to a work order and assigned to staff. If the requestor leaves contact information, the program will keep the requestor appraised on the status of the request. On the City side, it will be possible to see all outstanding service orders and work orders and easily determine status and provide aggregate reports of work to the public or as needed for regulatory or other reporting.

Financial Considerations
The adopted Fiscal Year 23/24 budget includes $75,500 to implement this program, so no additional appropriation is requested. The implementation cost is a one-time expense, but the software license will cost $20,000 per year plus an annual CPI escalator not to exceed 5% in future years, which is allocated across the city funds.

While this has a significant on-going cost commitment, in staffs’ opinion, it is a long planned and critical system needed to comprehensively inventory and manage city infrastructure.

Environmental Issues
This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has a potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, pursuant to CEQA Guideline section 15378.

Attachments:

NEXGEN AM Software License Agreement(DOCX)

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Packet Pg. 119
1 S o f t w a r e L i c e n s e A g r e e m e n t
NEXGEN Asset Management Software License
Agreement
City of Cotati
This Agreement, effective as of July 1, 2023, ("Agreement") is between NEXGEN Asset Management ("NEXGEN"), and the City of Cotati, a municipal corporation ("LICENSEE"), with an office at 201 West Sierra Avenue, Cotati, California 94931.

RECITALS
Whereas, NEXGEN owns certain software programs, referred to collectively as the NEXGEN Asset Management® (NEXGEN AM) products;
Whereas, Licensee desires to use those programs, while protecting the copyrights, trade secrets, confidential information, and other valuable intellectual property contained in the programs.

Now, therefore, NEXGEN and Licensee agree as follows:

1. DEFINITIONS
"Program(s)" means the object code version of the software programs and related documentation provided by NEXGEN to Licensee at any time under terms of this agreement.
"Users" means the number of users (i.e., the number of users using the Program at one time) permitted to use a Program.
“Domains” means the number of individual database setups that can be accessed by a Program.

2. LICENSE GRANT
License of Program(s). Subject to the terms and conditions of this Agreement NEXGEN grants Licensee a nonexclusive, nontransferable license to use the object code version of the Program(s) during the term of this Agreement.

Limited Grant. Except as expressly set forth in this Section 2, NEXGEN grants and Licensee receives no right, title or interest in or to the Program(s) or any other deliverables provided by NEXGEN in connection with this Agreement.

3. LICENSE RESTRICTIONS
No Reverse Engineering. Licensee will not disassemble, decompile, reverse analyze, or reverse engineer the Program(s).

No Modification. Licensee will not modify the Program(s).

No Copying. Licensee will not copy the Program(s), in whole or in part.

No Third Party Use. Licensee will not use the Program(s) in any manner to provide services to any third parties.

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Packet Pg. 120 Attachment: NEXGEN AM Software License Agreement (Asset Management Agreement)

NEXGEN ASSET MANAGEMENT SOFTWARE LICENSE AGREEMENT

CITY OF COTATI
2 4. PROPRIETARY RIGHTS
NEXGEN Property. The Program(s), in whole and in part and all copies thereof, are and will remain the sole and exclusive property of NEXGEN.

Proprietary Notices. Licensee will not delete or alter any copyright, trademark, and other proprietary rights notices of NEXGEN and its licensors appearing on the Program(s). Licensee agrees to reproduce such notices on all copies it makes of the Program(s).

5. CONFIDENTIAL INFORMATION
Definition. "Confidential Information" refers to: (i) the Program(s), including, but not limited to their software source code, and any related documentation or technical or design information related to the Program(s); (ii) the business or technical information of NEXGEN, including but not limited to any information relating to NEXGEN's product plans, designs, costs, product prices and names, finances, marketing plans, business opportunities, personnel, research, development or knowhow, unless such information has been provided to Licensee and qualifies as a public record in accordance with the California Public Records Act; (iii) any information designated by NEXGEN as "confidential" or "proprietary" or which, under the circumstances taken as a whole, would reasonably be deemed to be confidential.

Confidential Information will not include information that: (i) is a public record in accordance with the California Public Records Act; (ii) Licensee is legally obligated to release; (ii) is in or enters the public domain without Licensee's breach of this Agreement; (iii) Licensee receives from a third party without restriction on disclosure and without breach of a nondisclosure obligation; or (iv) Licensee develops independently, which it can prove with clear and convincing written evidence.

Confidentiality Obligations. Licensee agrees to take all measures reasonably required in order to maintain the confidentiality of all Confidential Information in its possession or control, which will in no event be less than the measures Licensee uses to maintain the confidentiality of its own information of equal importance. NEXGEN agrees that Licensee will, at all times, be obligated to release requested records to the public in accordance with the California Public Records Act, and in accordance with any legally issued subpoenas and court orders.

Injunctive Relief. Licensee acknowledges that NEXGEN is a beneficiary of this Agreement and is specifically a beneficiary of this Section. Licensee further acknowledges that the Confidential Information of NEXGEN includes trade secrets of NEXGEN, the disclosure of which would cause substantial harm to NEXGEN that could not be remedied by the payment of damages alone. Accordingly, Licensee agrees that NEXGEN will be entitled to preliminary and permanent injunctive relief and other equitable relief for any breach of this Section.

6. MAINTENANCE AND SUPPORT
Maintenance or support is provided assuming the LICENSEE pays the annual maintenance and support fees in advance. Any new versions or modules of software provided to Licensee are automatically licensed according to provisions of this Agreement.

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Packet Pg. 121 Attachment: NEXGEN AM Software License Agreement (Asset Management Agreement)

NEXGEN ASSET MANAGEMENT SOFTWARE LICENSE AGREEMENT

CITY OF COTATI
3 7. INDEMNIFICATION
To the fullest extent permitted by law, NEXGEN shall indemnify, defend (with counsel acceptable to Licensee), and hold harmless Licensee and its elected and appointed officers, officials, employees, agents, contractors and consultants (collectively, the “Licensee Indemnitees”) from and against any and all liability, loss, damage, claims, expenses and costs (including, without limitation, attorneys’ fees and costs of litigation) (collectively, “Liability”) of every nature arising out of or in connection with NEXGEN’s performance under this Agreement or NEXGEN’s failure to comply with this Agreement, except such Liability caused by the gross negligence or willful misconduct of the Licensee Indemnitees.

8. INSURANCE
Prior to providing Programs and services under this Agreement, continuing throughout the term of this Agreement, NEXGGEN shall, at NEXGEN’s sole cost and expense, furnish the City with certificates of insurance evidencing that NEXGEN has obtained and maintains insurance in the following amounts:

A. Workers’ Compensation that satisfies the minimum statutory limits.

B. Commercial General Liability and Property Damage Insurance in an amount not less than ONE MILLION DOLLARS ($1,000,000) combined single limit per occurrence, TWO MILLION DOLLARS ($2,000,000) annual aggregate, for bodily injury, property damage, products, completed operations and contractual liability coverage. The policy shall also include coverage for liability arising out of the use and operation of any City-owned or City-furnished equipment used or operated by the Contractor, its personnel, agents or subcontractors.

C. Comprehensive automobile insurance in an amount not less than ONE MILLION DOLLARS ($1,000,000) per occurrence for bodily injury and property damage including coverage for owned and non-owned vehicles.

All insurance policies shall be written on an occurrence basis and shall name Licensee Indemnitees as additional insureds. The certificates shall contain a statement of obligation on the part of the carrier to notify Licensee of any material change, cancellation, termination or non-renewal of the coverage at least thirty (30) days in advance of the effective date of any such material change, cancellation, termination or non-renewal.

Further, if NEXGEN’s insurance policy includes a self-insured retention that must be paid by a named insured as a precondition of the insurer’s liability, or which has the effect of providing that payments of the self-insured retention by others, including additional insureds or insurers do not serve to satisfy the self-insured retention, such provisions must be modified by special endorsement so as to not apply to the additional insured coverage required by this agreement so as to not prevent any of the parties to this agreement from satisfying or paying the self-insured retention required to be paid as a precondition to the insurer’s liability. Additionally, the certificates of insurance must note whether the policy does or does not include any self-insured retention and also must disclose the deductible.

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Packet Pg. 122 Attachment: NEXGEN AM Software License Agreement (Asset Management Agreement)

NEXGEN ASSET MANAGEMENT SOFTWARE LICENSE AGREEMENT

CITY OF COTATI
4 9. LIMITATIONS OF LIABILITY
Licensee agrees that, as material consideration for NEXGEN extending to Licensee the license rights provided herein, in no event will NEXGEN be liable to Licensee under this Agreement for any Indirect, Special, Incidental, or Consequential Damages, whether based on breach of contract, product liability, or otherwise, and whether or not NEXGEN has been advised of the possibility of such damage.

The parties have agreed that the limitations specified in this Section 8 will survive and apply even if any limited remedy specified in this Agreement is found to have failed of its essential purpose.

10. Compliance with All Applicable Laws
NEXGEN shall comply with all applicable local, state and federal laws, regulations and ordinances in the performance of this Agreement. Contractor shall not discriminate in the provision of service or in the employment of persons engaged in the performance of this Agreement on account of race, color, national origin, ancestry, religion, gender, marital status, sexual orientation, age, physical or mental disability in violation of any applicable local, state or federal laws or regulations.

11.. TERM AND TERMINATION
Term. This Agreement shall be for the period of one year from the effective date above and shall automatically renew for one year periods. This Agreement may be terminated by NEXGEN at any time at its sole discretion for any reason including but not limited to: (i) Licensee breaches any material term or condition of this Agreement; (ii) Licensee becomes the subject of a voluntary petition in bankruptcy or any voluntary proceeding relating to insolvency, receivership, liquidation, or composition for the benefit of creditors; or (iii) Licensee becomes the subject of an involuntary petition in bankruptcy or any involuntary proceeding relating to insolvency, receivership, liquidation, or composition for the benefit of creditors, if such petition or proceeding is not dismissed within sixty (60) days of filing.

The Agreement may be terminated by Licensee at any time in its sole discretion.

Effect of Termination. On termination of this Agreement, Licensee will immediately return to NEXGEN or (at NEXGEN's request) destroy all copies of the Program(s) in its possession or control, and an officer of Licensee will certify to NEXGEN in writing that it has done so.

Survival. The provisions of Sections 4 (Proprietary Rights) and 6 (Confidential Information) will survive termination of this Agreement for any reason.

Nonexclusive Remedy. The exercise by NEXGEN of any remedies under this Agreement will be without prejudice to its other remedies under this Agreement or otherwise.

12. GENERAL PROVISIONS
Assignment. The parties shall not assign this Agreement, and any attempted assignment shall be void.

Modifications. This Agreement may only be modified, or any rights under it waived, by a written document executed by NEXGEN and Licensee.

Conflicting Terms. Purchase orders or similar documents relating to the Program(s) will have no effect on the terms of this Agreement.

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Packet Pg. 123 Attachment: NEXGEN AM Software License Agreement (Asset Management Agreement)

NEXGEN ASSET MANAGEMENT SOFTWARE LICENSE AGREEMENT

CITY OF COTATI
5 Notices. All notices under this Agreement will be deemed given when delivered personally or sent by U.S. certified mail, return receipt requested, to the address shown below or as may otherwise be specified by either party to the other in accordance with this Section.

Severability. If any provision of this Agreement is found illegal or unenforceable, it will be enforced to the maximum extent permissible, and the legality and enforceability of the other provisions of this Agreement will not be affected.

Waiver. No failure of either party to exercise or enforce any of its rights under this Agreement will act as a waiver of such rights.

Entire Agreement. This Agreement is the complete and exclusive agreement between the parties with respect to the subject matter hereof, superseding and replacing any and all prior agreements, communications, and understandings (both written and oral) regarding such subject matter.

Choice of Law. This Agreement will be governed by and construed in accordance with the laws of the State of California applicable to agreements entered into, and to be performed entirely, within California, and shall be venued in Sonoma County.

Independent Contractor. It is understood and agreed that this Agreement is not a contract of employment and does not create an employer-employee relationship between Licensee and NEXGEN. At all times NEXGEN shall be an independent contractor and is not authorized to bind Licensee to any contracts or other obligations.

Non-Liability of Officials, Employees and Agents. No officer, official, employee or agent of Licensee shall be personally liable to NEXGEN in the event of any default or breach by LICENSEE or for any amount which may become due to NEXGEN pursuant to this Agreement.

Execution in Counterparts. This Agreement may be executed in counterparts and/or by facsimile or other electronic means, and when each Party has signed and delivered at least one such counterpart, each counterpart shall be deemed an original, and, when taken together with other signed counterpart, shall constitute one Agreement, which shall be binding upon and effective as to all Parties.

13. SOFTWARE COSTS
The software will be hosted by Microsoft Azure. The following annual cost is for 2023. LICENSEE has 5 concurrent users, 1 TB of storage limit and 10 GB/month of data transfer limit. The costs include every module on the web and mobile applications. The 311 Service Request Portal and Contractor Portal are optional items for unlimited requesters. The annual maintenance and support fees include all the upgrades and technical support. NEXGEN has 2 major releases a year in April and October and potentially 2-4 additional mini releases to resolve bugs and improvements.

NEXGEN Cloud
Tier Concurrent
Users
Storage
Limit
Data Transfer
Limit
2023 Cost ($)
NEXGEN Cloud 110 (1TB/10GB) 5 1 TB 10 GB/Month $15,000
NEXGEN Cloud 220 (2TB/20GB) 5 2 TB 20 GB/Month $20,000
Note that the annual cost could increase no more than 5% a year

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Packet Pg. 124 Attachment: NEXGEN AM Software License Agreement (Asset Management Agreement)

NEXGEN ASSET MANAGEMENT SOFTWARE LICENSE AGREEMENT

CITY OF COTATI
6 311 Service Request Portal & Contractor Portal (optional) Option Users 2023 Cost ($)
NEXGEN 311 Service Request Portal Unlimited $5,000
NEXGEN Contractor Portal Unlimited $5,000
Note that the annual cost could increase no more than 5% a year.

14. IMPLEMENTATION SERVICES
The implementation services include the following. The implementation cost is a one time cost.

Core Implementation Services
Task 1. Project Management
Objectives The purpose of this task is to manage the project within schedule, budget and delivery.

Assumptions 1) City will provide a project management/coordinator to work with City staff to coordinate meetings and tasks.
2) NEXGEN will provide and manage the project in zoho.com, a project management web tool.

Activities 1) NEXGEN’s project delivery approach will plan, schedule, and deliver a benchmark project on schedule and within budget.
2) Project work plan with scope, deliverables and schedule. 3) Project chartering and kickoff meeting.
4) Weekly communication with project team to track project delivery tasks, deliverables and schedules.

Deliverables • Project Kickoff Meeting.
• Project work plan with tasks and schedules.
• Project delivered within budget and schedule.
• Meeting agendas, minutes and action items.

Task 2. User Requirements & Map Business Processes
Objectives The purposes of this task are to assess City’s AM user requirements and map business processes to be used for configurations.

Assumptions 1) City will allocate time with Asset Management Team to meet to identify user requirements and develop business process maps.

Activities 1) We will meet with users (specific to AM functionalities) to identify functional requirements of AM, based on their user needs. Desired functionalities of AM will drive the configurations. 2) Document the City’s AM functional requirements & acquire validation from Asset Management Team.
3) Work with City staff to identify the business processes that are required to support the functional requirements for Asset Management Team.
4) Develop data standards including asset hierarchy, asset classification and attribute domain, service request and work order type, failure hierarchy (problem, cause, remedy), 5) Review existing data and develop a data upload plan.

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Packet Pg. 125 Attachment: NEXGEN AM Software License Agreement (Asset Management Agreement)

NEXGEN ASSET MANAGEMENT SOFTWARE LICENSE AGREEMENT

CITY OF COTATI
7 Deliverables • Technical memorandum summarizing the City’s AM user requirements and mapped business processes.

Task 3. Data Migration
Objectives The purpose of this task is to migrate City’s asset data into NEXGEN AM.

Assumptions 1) City will provide vertical asset inventory data in a spreadsheet format arranged by locations and classes.
2) City to provide all preventative maintenance and job planning details and schedules.

Activities 1) Upload all vertical asset inventory into NEXGEN. 2) Upload the City warehouse inventory with inventory, details, counts, locations and categories.
3) City to sign off approving the completion of the data migrations.

Deliverables • Populated data into NEXGEN AM.

Task 4. Configure System
Objectives The purposes of this task are to configure the NEXGEN AM to support City’s user needs, functional requirements and asset management best practices.

Assumptions 1) City will provide completed spreadsheets for configurations that will include the following:
a) Users and security groups with rights.
b) Employee names, user logins, billable rates, emails and mobile numbers c) Equipment numbers, names and billable rates
d) Notification requirements.
e) Departments and divisions.
f) Service request types and priorities organized by department and divisions. g) Work order types, tasks, causes and resolutions by department and divisions.

Activities 1) Configure NEXGEN AM to support the user requirements and business processes. 2) Set up user logins and security rights. City will provide the list of employees, roles, emails, mobile phone numbers and security rights.
3) Configure resources such as employee, equipment, vendors, contractors, crews and training.
4) Configure all pull down menus such as Work Order Type, Tasks, Cause and Resolution.

Configure cascade of service request types and work order tasks to departments and divisions. City will provide the necessary configurations in a spreadsheet template that may be provided to facilitate gathering and providing that data. 5) Setup notifications for City’s work flows and business processes. Set up notifications content for alerts, emails and text messages.

Deliverables • NEXGEN AM configured to fit the City’s requirements and business processes.

Task 5. Training & Post Support
Objectives The purposes of this task are to provide pre deployment training and provide post deployment support.

Assumptions 1) City will provide training facilities.
2) City will coordinate and schedule training groups.

Activities 1) NEXGEN will be training the trainer for core users, administrative users, management users and warehouse inventory users, engineers, group foremen. 2) 2 days of pre deployment training (16 hours) on-site training. 3) 8 (1 hour/each) weekly web conference call “office hours” after deployment to provide users opportunities to ask questions, acquire additional training and support.

9.A.a
Packet Pg. 126 Attachment: NEXGEN AM Software License Agreement (Asset Management Agreement)

NEXGEN ASSET MANAGEMENT SOFTWARE LICENSE AGREEMENT

CITY OF COTATI
8 4) NEXGEN will provide a training environment, separate from the City’s production environment that replicates the production environment at the time of Go Live. The City will inform NEXGEN when to copy the production environment to the training environment. The training environment will remain live and available for 2 months after deployment.

Deliverables • 2 days of pre deployment training (16 hours) on-site training sessions with City staff. • 8 (1 hour) of post deployment weekly office hour support for 2 months after deployment. • Individual Production and Training Environments
Implementation Services Costs
Task Cost ($)

1. Project Management $11,440

2. User Requirements $6,864

3. Data Migration $10,560

4. Configuration $13,420

5. Training $13,216
Implementation Services Total = $55,500
Total Costs
Task Cost ($)

1. NEXGEN Cloud 110 (1TB/10GB) 5 Concurrent Users (Annual Subscription Fee) $15,000

2. NEXGEN 311 Service Request Portal (Annual Subscription Fee) $5,000

3. Implementation Services (One Time Fee) $55,500
Total = $75,500
In Witness Whereof, the parties have caused this Agreement to be executed by their duly authorized representatives.

NEXGEN Asset Management LICENSEE
By: _____________________________ By: ____________________________ Name: Vincent Yee, P.E. Name:

Title: President Title:

9.A.a
Packet Pg. 127 Attachment: NEXGEN AM Software License Agreement (Asset Management Agreement)

NEXGEN ASSET MANAGEMENT SOFTWARE LICENSE AGREEMENT

CITY OF COTATI
9 Date: ___________________________ Date: __________________________

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Packet Pg. 128 Attachment: NEXGEN AM Software License Agreement (Asset Management Agreement) Cotati City Council
Agenda Staff Report
Item type: CONSENT CALENDAR (ACTION)
To: City Council
Subject: Design Agreements for Putnam and Cator Field Updates Date: June 27, 2023
Written by: Damien O'Bid, City Manager
Recommendation
It is recommended that the City Council adopt a resolution authorizing the City Manager to execute design agreements for the update to Putnam Park and partial update to Cator Field.

Background
In late 2019, the City of Cotati (City) approved the Parks Capital Plan for all parks in Cotati. The plan includes concepts for amenities, improvements, and upgrades to Cotati parks based on community input, with planning level cost estimates and relative priorities.

In 2020, the City began public workshops and design for Kotate Park, the first park to advance to detailed design. Kotate Park subsequently went into construction early this year and is anticipated to be complete in July. The next major park improvement was identified in the capital improvement program to be Putnam Park.

Additionally, the City entered into a 10 year license agreement with the NorCal Oaks Little League, which included advanced improvements to the baseball fields at Putnam Park and Cator Field. These improvements include extensive renovation of the baseball fields and related fencing, stands and dugouts, which are underway now. To minimize off leash dogs in the newly renovated fields, NorCal Oaks has also offered to assist in construction of dog parks at Cator and possibly Putnam, both of which were identified as potential improvements in the Parks Capital Plan.

Finally, although not part of this item, the City recently received a grant from the State to improve Sunflower Park. Therefore, this project will advance in priority and a scope of work to initiate design will come to the City Council in the near future.

Analysis/Discussion
Now that the City is concluding the Kotate Park improvements, it is time to begin work on Putnam, the next park in priority. This park was prioritized by the City Council due to the age of infrastructure and heavy usage by the community. The proposed scope of work recognizes that

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Packet Pg. 129
the planned baseball field infrastructure will advance separately by NorCal Oaks, will prioritize the dog park design given the potential for NorCal Oaks assistance, while also working on the overall park upgrades, focused on a perimeter pathway and connecting pedestrian bridge to the Laguna de Santa Rosa train, picnic areas, benches and amenities. The design will also potentially include a replacement restroom and consolidated snack shack. The work will kick off with a public workshop to gather community priorities to refine the previous input received during the Capital Plan process. The City Council should also be aware that some citizens have separately expressed to staff that they would like to see landscaped buffered areas between the planned pathway and the existing drainage swale that runs along the south side of the parking lot, continuing along the east side of the park and connecting to the Laguna de Santa Rosa. This will be part of the workshop and design conversation.

Although Cator Field is behind Putnam in priority, it is very common for people to run dogs off leash in the Cator baseball field. Inconsiderate dog owners allow their pets to defecate in the field and don’t pick up the waste and was a regular complaint from Cal Ripkin Little League before they ended the license agreement with the City. There is no dog park at or near Cator, making enforcement and encouraging pet owners to do the right thing difficult. To correct this, the Capital Plan identified a future dog park at Cator. With NorCal Oaks currently renovating the baseball field for use and offering to assist the City with the dog park, the priority of the dog park has escalated to address this issue. Separately, the City has observed that there is a lot of interest in youth beach volleyball but very few good facilities in the county. Currently, the only good facility is at Ragle Ranch in Sebastopol and Santa Rosa plans to upgrade their courts at the Finley Center in the near future. Cotati has one of the few quality courts in the county at Veterans Park and currently has a license agreement with Aloha youth volleyball to use the single court for practice only. Games for any of the youth teams are generally played out of county or out of state. Providing sand volleyball courts at Cator Field would further energize this largely unused field and could encourage games and league play in Cotati, drawing in families that are likely to visit our restaurants and businesses before or after matches. Therefore, the design of sand volleyball courts are also included in the advanced design work. Other improvements identified in the Capital Plan (skatepark, playground, pathways, tables and amenities, etc.) would be deferred to a future design effort but would be considered in the planning of this initial work to ensure space is reserved for these potential future improvements.

Integra Planning and Landscape Architecture’s (Integra) proposed scope of work entails working with City Staff to conduct up to two separate public engagement meetings and workshops for each park to gain community input on design options and amenities that they would like to see.

Following staff and community meetings, Integra will aggregate the results from community meetings and will create a final design and cost estimate for bidding and construction.

A more detailed description of the services to be provided is included in the proposed scope of work attached to this staff report.

City Staff has reviewed the scope and rates and finds the rates and charges to be of good value for the proposed work.

Financial Considerations

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Packet Pg. 130
The projected cost of the Professional Services Agreement is $59,470 for Cator Field and $192,250 for Putnam Park (Total of $251,720). The City’s adopted Fiscal Year 2023/24 Budget allocates $285,000 for both Putnam Park and Cator Field. The budget for Putnam Park anticipated design only expenses in Fiscal Year 23/24, with construction planned for Fiscal Year 24/25. Construction funding has not yet been identified for construction of Putnam Park improvements.

The budget for Cator Field anticipates both design and construction in Fiscal Year 23/24. As previously stated, the dog park elements would be advanced at both parks given the timing of NorCal Oaks field improvements. If NorCal Oaks is able to contribute to the construction of the dog parks, these elements may advance to construction in Fiscal Year 23/24. Lastly, if approved by the City Council and budget allows, the volleyball courts at Cator Field may also advance to construction in Fiscal Year 23/24.

The design agreements for both projects are one time costs, with no on-going commitment of funds. Future facilities, if constructed, would add additional on-going maintenance costs that could be better quantified once design is complete.

Environmental Issues
The action of entering into a consulting agreement is exempt from the California Environmental Quality Act (CEQA), because it is not a project which has a potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, pursuant to CEQA Guideline section 15378.

As part of the design process, the City will perform a CEQA review of each park once the full extent of the project impacts are known.

Attachments:

Helen Putnam Park Scope of Work (PDF)
Cator-Civic Center Park Scope of Work (PDF)

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June 01, 2023 Proposal # 2023-023
Damien O’Bid, City Manager
City of Cotati
201 West Sierra Avenue
Cotati, CA 94931
VIA EMAIL: [email protected]
RE: Landscape Architecture & Construction Management Services for Helen Putnam Park Enhancement & Bridge Project, Cotati, California Dear Mr. O’Bid,
Thank you for the opportunity to present you with this proposal for Landscape Architectural and Construction Management Services for the Helen Putnam Park Enhancement & Bridge Project in Cotati, California. This letter establishes the scope of services and budget for collaborating with you.

Based upon the City of Cotati’s 2019 Parks Capital Plan and discussions to date, INTEGRA Planning + Landscape Architecture (INTEGRA+) is proposing to provide landscape architectural and construction management services as outlined below and required by the City of Cotati for this project.

As we understand it, the scope of work will consist of designing the addition of a fenced dog park for large and small dogs, perimeter walking paths including benches, trash receptacles and drinking fountains, prefabricated restroom/concessions facility and bridge connection to the Santa Rosa de Laguna trail. Services anticipated include Topographic Survey, Geotechnical Exploration, Civil and Structural Engineering, and lighting services. The plans will consist of Conceptual Plans, Community Workshop, PSE’s, Bidding assistance and Construction Management services. We look forward to providing you with exceptional design and customer service assistance through the design process and construction process, while having your project approved and constructed as envisioned.

Thank you for considering INTEGRA+ for your landscape architectural services. If you have any questions or need further clarification, please call me at (805) 441-7537/ (707) 852-0500 or contact me by email at [email protected].

We look forward to collaborating with you on this project.

Cordially,
Ric J. Hendricks, PLA #5094

9.B.a
Packet Pg. 132 Attachment: Helen Putnam Park Scope of Work (Putnam and Cator Park Design Scopes) HELEN PUTNAM ENHANCEMENT & BRIDGE 2
Principal Landscape Architect
Approach and Scope of Work
Project Approach:

INTEGRA+ understands the request is to provide Professional Landscape Architectural Design Services for Helen Putnam Park to add fenced dog runs to include facilities for small and large dogs, perimeter walking paths including benches, trash receptacles and drinking fountains, prefabricated restroom/concessions facility and pedestrian bridge connection to the Santa Rosa de Laguna trail. In addition, confirming ADA accessibility and landscape screening from adjacent properties is to be provided.

We fully understand INTEGRA+ will be working in full coordination and cooperation with the City of Cotati. We have had many similar opportunities over the years to have such working relationships.

Project scope, as we understand it, is to provide landscape architectural design services to include project administration, conceptual design options, up to two (2) community workshop, preliminary PS&E’s at 50%, 100% and final bid set with specifications and estimates for each submittal for City of Cotati review and approval. This includes meetings and conferences calls with city and project team members throughout the various phases and one (1) City Council meeting with the City of Cotati.

For project management, INTEGRA+ will be providing a dedicated project manager, Ric J.

Hendricks, or Michael Cook, who will be the main point of contact for the project and oversee the overall project which will include progress reports, issue resolution and internal and external coordination. We have also assembled an experienced team of local subconsultants for various phases of the project. They include Cinquini & Passarino for topographic survey, RGH Consultants for geotechnical exploration for the bridge & restroom/concessions facility, BKF Engineering for civil and ADA compliance issues, ZFA Structural Engineers for bridge foundation/abutments, and Brokaw Design for bridge & restroom/concessions lighting.

The initial phase of the project is the most critical for the success of the project. Gathering necessary information to begin the process is essential to developing a sound design that then dovetails into a complete and successful documentation package in concert with the design team members. For quality control, we use a system of checks, balances, and peer review with insight from our team of licensed Landscape Architects. Our team of licensed professionals with 40 years of experience will each review the drawings for completion, regulatory compliance, and constructability.

Our primary objectives for the Helen Putnam Park Enhancement Project are to:
 Provide aesthetically pleasing, fun and safe play for humans and dogs that enhances the area and user experience.
 Provide walkable paths and site amenities that are functional and complement the site.  Drought tolerate plant materials and low precipitation rate and highly efficient irrigation system using the latest technology.
 Design a project that satisfies the client and the community.

9.B.a
Packet Pg. 133 Attachment: Helen Putnam Park Scope of Work (Putnam and Cator Park Design Scopes) HELEN PUTNAM ENHANCEMENT & BRIDGE 3
SCOPE OF WORK:

Task 1 – Project Administration:

1. Kick-Off meeting
a. Establish roles and contacts to define effective lines for communication. b. Discuss approach, scope of work, limit of work, project specifics, scheduling and design criteria developing a general framework for the project. c. Identify problem areas and discuss potential conceptual ideas and solutions. d. Share ideas about the project.

2. Request / review available data including mapping, utility mapping and information, R.O.W. information, topographic mapping, geotechnical reports, as-built drawings, utility information, easements, setbacks, etc. that will assist in the development of the plans.

3. Field investigation to determine the functionality of the existing irrigation system.

4. On-going meetings and coordination with the City of Cotati.

INTEGRA + will review all available information on the project including client information to gain a general knowledge of the existing conditions.

As project manager, Ric J. Hendricks or Michael Cook will be the team’s main point of contact at INTEGRA + and will oversee the entire project from start to finish. His responsibilities will include:

1. Scheduling updates

2. Key issue resolution

3. Team coordination

4. Team meetings/Conference calls

5. Document review and compliance

6. Assist City of Cotati with negative declarations

TASK 2 – Topographic Survey (Cinquini & Passarino):

The topographic survey will be at a drawing scale of 1 inch = 20 feet, unless otherwise requested, with a one-foot contour interval. The topographic survey will include the following:

1. Topographic survey coverage area will cover approximately 9.2 acres and include above referenced parcel, 60’ wide strip of land for the proposed bridge crossing at the northeast corner of the park and extend to the centerline of Myrtle Avenue along the southerly park frontage.

2. Topographic survey will include all necessary work to produce a topographic map, including features such as, but not limited to; building corners and elevations, curb lines, water meters, sewer cleanouts, valves, manholes (including rim, invert and pipe information), utility markings on the pavement, utility poles, driveway and doorway locations, sidewalks, trees four (4) inches and larger, retaining wall or decorative walls, and any other pertinent information that could apply to the project during design.

3. Topographic survey will be provided on North American Vertical Datum of 1988 as established by GNSS observations.

4. Topographic map to horizontally relate to California Coordinate System of 1983, Epoch 2017.50.

5. A BOUNDARY SURVEY IS NOT A PART OF THIS SCOPE OF WORK.

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Packet Pg. 134 Attachment: Helen Putnam Park Scope of Work (Putnam and Cator Park Design Scopes) HELEN PUTNAM ENHANCEMENT & BRIDGE 4
TASK 3 – Geotechnical Exploration (RGH Consultants):

RGH will review selected published geologic data available for the park area and our geotechnical reports in the general area of the park. Our engineer or geologist will conduct a surficial reconnaissance of the park and mark planned exploration locations with painted white stakes. We will contact Underground Service Alert (USA or 811) so that their members can mark their facilities within the area of our planned exploration.

Once cleared for utilities, we will explore the subsurface conditions at the bridge location by drilling one boring on each side of the creek on the order of 15 feet deep using a Bobcat-mounted auger rig.

We will explore for the new restroom building by drilling one boring on the order of 15 feet deep using the same drill rig. Our engineer or geologist will locate and log the borings and obtain bulk and relatively undisturbed samples for visual examination, classification, and laboratory testing. Selected samples representative of the material types encountered will be laboratory tested to determine certain characteristics pertinent to our analysis. These may include moisture content, dry density, shear strength, expansion potential (Expansion Index), and classification (Atterberg Limits and percent of silt and clay).

Based on the geologic literature review and analysis of the field and laboratory work, we will develop the following geotechnical information:

1. A brief description of soil and groundwater conditions observed during our study;

2. A discussion of seismic hazards that may affect the proposed improvements;

3. Seismic design criteria per guidelines in the 2022 California Building Code; and

4. Specific conclusions and recommendations concerning:
a. Primary geotechnical engineering concerns and mitigating measures, as applicable; b. Site preparation and grading including treatment of weak, porous, compressible and/or expansive surface soils;
c. Alternative foundation types, design criteria and settlement behavior; d. Geotechnical engineering drainage improvements; and
e. Supplemental geotechnical engineering services.

We will consult with INTEGRA+ and your design team during the course of our work to transmit preliminary design data as needed. Upon completion, we will present the results of our study in a written report including summaries of the field and laboratory work.

After submittal of the report, we will provide on-call consultation during design regarding the geotechnical aspects of the project. In addition, we will review the project plans for conformance with our recommendations. Our comments, if any, will be provided to INTEGRA+. Once the comments are addressed, we will provide a final letter for submittal.

TASK 4 – Conceptual Designs:

Based upon the outcome of the kick-off meeting and discussions with the client, INTEGRA+ will begin the Conceptual Phase of the project. They will include the following:

1. Three (3) alternative site plan concepts to include alternate dog runs and perimeter path configurations.

2. Image boards to help explain design concepts.

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Packet Pg. 135 Attachment: Helen Putnam Park Scope of Work (Putnam and Cator Park Design Scopes) HELEN PUTNAM ENHANCEMENT & BRIDGE 5

3. Plant palette for screen adjacent properties.

Task 5 – Community Workshop (Up to Two (2) Workshops)

1. Present the three (3) concepts to the public for community input on preferable concept.

2. One (1) Final site plan Concept based on community input.

3. Preliminary State of Probably Construction Cost.

4. Assist City with on-line survey.

5. Excludes advertising and proving physical location for workshop.

Task 6 – 50% Design Development Submittal
The 50% Design Development Plans will take the preferred concept plan and refine the design based on comments and site changes received from the concept review process. The following will be included in the Design Development package:

Demolition Plan – INTEGRA+ will prepare a preliminary demolition plan showing items to be removed and preserved.

Utility Plan – INTEGRA+ and BKF will prepare a utility plan showing waterline connection for drinking fountains. It is anticipated that we will tap into an existing drinking fountain line. The plan will include a material schedule, notes, details, and specifications.

Site Plan – INTEGRA+ will prepare a refined landscape site plan showing the approved site amenities with appropriate callouts. The plan will include a material schedule, notes, details, and specifications. This includes bridge abutment design and calculations from ZFA.

Grading Plan – INTERA + BKF will prepare a grading plan showing spot elevations and contours.

This will include an accessible route of travel for the new improvements only. BKF will provide bridge grading plans as their scope of work including 100-year flood mark. The plans will include a legend, notes, and specifications.

Layout Plan – INTEGRA+ will prepare a layout plan showing horizontal dimensioning control.

The plan will include a legend, notes, and specifications.

Irrigation Plan – INTEGRA+ will prepare a landscape irrigation plan to include initial connection to existing system, mainline routing, valves and hydrozone locations. The plan will include water use calculations (MWELO), a material legend, notes, and details.

Planting Plan – INTEGRA+ will prepare a planting plan showing the approved plant palette trees, shrubs, and groundcover locations. The plan will include a refined plant palette legend of appropriate plant species for the site with botanical and common name, water use, container size and spacing requirements and standard notes and details.

Lighting Plan -Brokaw Design will prepare lighting plans for updated electrical services to the new restroom and the bridge to include bridge exterior lighting, lighting controls, title 24 documentation and lighting loads. The plan will include a legend, notes, and specifications.

Statement of Probable Construction Costs – we will prepare a statement of probably construction cost for review and approval from the City of Cotati.

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Packet Pg. 136 Attachment: Helen Putnam Park Scope of Work (Putnam and Cator Park Design Scopes) HELEN PUTNAM ENHANCEMENT & BRIDGE 6
Task 7 – 100% Construction Document Submittal
The 100% Construction Documents, Specifications and Estimate will be prepared based on comments from the 50% submittal. 100% PS&E’s will be submitted to the City of Cotati for review and approval.

Task 8 – Final Bid Set
The Final Bid Set of Landscape Construction Documents, Specifications and Estimate will be prepared with signatures and provided in both digital AutoCAD and PDF formats. We will assist in putting the bid package together and posting it on appropriate distribution sites.

Task 9 – Assistance During Bidding
Integra + Team shall be available during the bidding phase to provide responses to RFI’s and will assist the city in the evaluation of the bids.

Task 10 – Construction Management and Close-out
Integra+ shall provide construction management services to include the following:

1. Weekly meetings with City of Cotati staff and general contractor during construction.

2. Agenda & Minutes.

3. Periodic site inspections to confirm installation is compliant with plans and specifications.

4. Submittal and RFI review and resolutions.

5. Change order review and recommendations.

6. General contractors invoicing review & coordination.

7. The City of Cotati pay application preparation.

8. Scheduling tracking & updates.

9. Key issue resolution.

10. Close-out and record drawings.

9.B.a
Packet Pg. 137 Attachment: Helen Putnam Park Scope of Work (Putnam and Cator Park Design Scopes) HELEN PUTNAM ENHANCEMENT & BRIDGE 7
PROPOSED FEES:

Fee__________
Task 1 – Project Administration $ 12,800
Task 2 – Topographic Survey (Cinquini & Passarino) $ 18,500 Task 3 – Geotechnical Exploration & Report (RGH) $ 15,500 Task 4 – Conceptual Plans $ 8,100
Task 5 – Community Workshop $ 4,350
Task 6 – 50% Design Development Submittal $ 33,800
Task 7 – 100% Construction Document Submittal (PS&E) $ 55,500 Task 8 – Final Bid Set $ 5,200
_______________________________ _______________________ DESIGN SUB-TOTAL FEE $ 153,750
Time & Material Tasks:

Task 9 – Assistance During Bidding $ 5,000
Task 10 – Construction Management & Close-out $ 32,000
_______________________________ _______________________ T&M SUB-TOTAL FEE $ 37,000
Reimbursable Expenses (per Rate Schedules) $ 1,500
_________________________________________________________________ GRAND TOTAL FEE $ 192,250
Except where noted, this is a fixed fee proposal, not to exceed amounts above without prior written approval. Invoices will be billed on a monthly basis of the percentage of completed work (per our most current hourly rate and billing policy - updated annually) and are due upon receipt.

INTEGRA+ reserves the right to stop work on any project for which any invoice has not paid within 30 days of the date of the invoice. Additional and out of scope services will be billed at cost plus a 15% service charge.

ITEMS TO BE PROVIDED BY CLIENT:

The following items are requested by INTEGRA Planning + Landscape Architecture prior to us starting work on the project, if available:

1. Easements, underground contamination, and Environmental restrictions.

2. Arborist Report, if needed.

3. Authorization to enter property.

EXCLUSIONS:

We exclude the following items from this proposal, as the work required to complete them cannot be determined at this time.

1. City, County, or State application, permit, or plan checking fees that may be required.

2. Any work, mapping, research, or meetings not listed above.

3. Response to normal/minor plan check comments are included in our fee. Additional meetings, and response to plan check comments (that require outside the scope site plan changes) will require an approved change order based on our current billing rate schedule.

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Packet Pg. 138 Attachment: Helen Putnam Park Scope of Work (Putnam and Cator Park Design Scopes) HELEN PUTNAM ENHANCEMENT & BRIDGE 8

4. Iterations or changes to the site plan that are beyond our control.

5. Additional design review meetings or other planning meetings.

6. Offsite improvement that are not part of overall development plans.

7. Stormwater/SWPPP requirements (Not anticipated to trigger threshold).

8. Mechanical, electrical, and plumbing, not included above, by others.

9. Environmental Documents (Biotic studies, Negative Declarations, etc.).

10. The determination or evaluation of the presence or absence of hazardous materials, toxic mold or the corrosion potential of the site soils/rock or providing provisions for controlling moisture vapor migration through slabs.

11. Illustrative color renderings.

12. Additional services from sub-consultants: artists, sculptor, arborist, etc. (costs + 15%).

Thank you again for considering INTEGRA Planning + Landscape Architecture for your landscape architecture services. If you have any questions or need further clarification, please feel free to call me at (805) 441-7537 or contact me by email at [email protected].

We look forward to collaborating with you on this project.

Values:

Integrity/Honesty – Truthful, sincere, honest, objective, fair, appreciative, and authentic.

Innovative – Creative, imaginative and excellent.

Dependable – Client focused, communication, responsive, reliable, accountable, and unfailing.

Sustainability – Environmental sensitive, local sources.

Collaborative – Helpful, reassuring and produced by two or more parties working together. “It takes less time to do a thing right than to explain why you did it wrong.” Henry Wadsworth Longfellow

9.B.a
Packet Pg. 139 Attachment: Helen Putnam Park Scope of Work (Putnam and Cator Park Design Scopes) May 26, 2023 Proposal #2023-042
Damien O’Bid, City Manager
City of Cotati
201 West Sierra Avenue
Cotati, CA 94931
VIA EMAIL: [email protected]
RE: Proposal – Landscape Architecture Services for Cator/Civic Center Park Enhancement Project, Cotati, California
Dear Mr. O’Bid,
Thank you for the opportunity to present you with this proposal for Landscape Architectural Services for the Cator/Civic Center Park Enhancement Project in Cotati, California. This letter establishes a proposed scope of services, budget, and schedule for working with you.

Based upon the City of Cotati’s recent Parks Capital Plan and discussions to date, INTEGRA Planning + Landscape Architecture (INTEGRA+) is proposing to provide landscape architectural services as outlined below and required by the City of Cotati for this project.

Our landscape plans will satisfy the requirements for the City of Cotati, including Topographic Survey, Conceptual Plans, Community Workshop, PSE’s and Design Assistance during Bidding and Construction phases along with Construction Management services. We look forward to providing you with exceptional design and customer service assistance through the design and construction process, and having your project approved and constructed as envisioned.

Based on our current workload, we can begin work within 2 weeks of receiving a signed contract and the requested items below. If the enclosed proposal is agreeable to you, please contact our office to process a formerly contract agreement.

We look forward to working with you on this project.

Cordially,
Ric J. Hendricks, PLA #5094
Principal Landscape Architect

9.B.b
Packet Pg. 140 Attachment: Cator-Civic Center Park Scope of Work (Putnam and Cator Park Design Scopes) CATOR/CIVIC CENTER PARK ENHANCEMENT 2
Approach and Scope of Work
Project Approach:

INTEGRA+ understands the request is to provide Professional Landscape Architectural Design Services for a portion of Cator/Civic Center Park to include a dog run for large and small dogs and professional sand volleyball courts. In addition, reviewing ADA accessibility and landscape screening from adjacent properties is to be provided.

We fully understand INTEGRA+ will be working in full coordination and cooperation with the City of Cotati. We have had many similar opportunities over the years to have such working relationships.

Project scope, as we understand it, is to provide landscape architectural design services to include project administration, topographic survey for selected areas, conceptual design options, two (2) community workshop, preliminary PS&E’s at 50%, 100% and final bid set with specifications and estimates for each submittal for City of Cotati review and approval. This includes meetings and conferences calls with project team members throughout the various phases and one (1) City Council meeting with the City of Cotati.

For project management, INTEGRA+ will be providing a dedicated project manager, Ric J.

For quality control, we use a system of checks, balances, and peer review with insight from our team of licensed Landscape Architects. Our team of licensed professionals with 40 years of experience will each review the drawings for completion, regulatory compliance, and constructability.

Our primary objectives for the Cator/Civic Center Park Project are to:
 Provide aesthetically pleasing, fun and safe play for humans and dogs that enhances the area and user experience.
 Provide site amenities that are functional and complement the site.  Drought tolerate plant materials and low precipitation rate and highly efficient irrigation system using the latest technology.
 Design a project that satisfies the client and the community.

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Packet Pg. 141 Attachment: Cator-Civic Center Park Scope of Work (Putnam and Cator Park Design Scopes) CATOR/CIVIC CENTER PARK ENHANCEMENT 3
SCOPE OF WORK:

Task 1 – Project Administration:

3. Field investigation to determine the functionality of the existing irrigation system.

4. On-going meetings and coordination with the City of Cotati.

INTEGRA + will review all available information on the project including client information to gain a general knowledge of the existing conditions.

1. Scheduling updates

2. Key issue resolution

3. Team coordination

4. Team meetings/Conference Calls

5. Document review and compliance

TASK 2 – Topographic Survey (Cinquini & Passarino):

The topographic survey will be at a drawing scale of 1 inch = 20 feet, unless otherwise requested, with a one-foot contour interval. The topographic survey will include the following:

1. Topographic survey coverage area will include selected area of the park once concepts have been approved.

2. Topographic survey will include all necessary work to produce a topographic map, including features such as, but not limited to; building corners and elevations, curb lines, water meters, sewer cleanouts, valves, manholes (including rim, invert and pipe information), utility markings on the pavement, utility poles, driveway and doorway locations, sidewalks, trees six (6) inches and larger, retaining wall or decorative walls, and any other pertinent information that could apply to the project during design. The existing playground equipment will be outlined.

3. Topographic survey will be provided on North American Vertical Datum of 1988 as established by GNSS observation.

4. Topographic map to horizontally relate to California Coordinated Systems of 1983, EPCOH 2017.50.

5. A BOUNDARY SURVEY IS NOT A PART OF THIS SCOPE OF WORK.

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Packet Pg. 142 Attachment: Cator-Civic Center Park Scope of Work (Putnam and Cator Park Design Scopes) CATOR/CIVIC CENTER PARK ENHANCEMENT 4
TASK 3 – Conceptual Designs:

Based upon the outcome of the kick-off meeting and discussions with the client, INTEGRA+ will begin the Conceptual Phase of the project. They will include the following:

1. Two (2) alternative site plan concepts to include alternate play equipment and configurations.

2. Image boards to include dog run enclosures, volleyball courts and site amenities.

3. Plant palette for screen adjacent properties.

4. Preliminary State of Probable Construction Cost for each concept.

Task 4 – Community Workshop (Up to Two (2) Workshops)

1. Present the two (2) concepts to the public for community input on preferable concept.

2. One (1) Final site plan Concept based on community input.

3. Final Preliminary State of Probably Construction Cost.

4. Assist City of Cotati with on-line survey.

5. Excludes advertising and proving physical location for workshop.

Task 5 – 50% Design Development Submittal
The 50% Landscape Design Development Plans will take the preferred concept plan and refine the design based on comments and site changes received from the concept review process.

The following will be included in the Design Development package at an appropriate scale:

Demolition Plan - we will prepare a preliminary demolition plan showing items to be removed and preserved.

Site/Layout Plan - we will prepare a refined landscape site plan showing the approved dog runs, volleyball courts, and site amenities with appropriate callouts. The plan will include a standard material schedule, notes and specifications.

Grading Plan - we will prepare a rough grading plan showing spot elevations and accessible route. The plan will include a standard material schedule, notes and specifications.

Irrigation Plan - we will prepare a landscape irrigation plan to include initial connection to existing system, mainline routing, valves and hydrozone locations. The plan will include preliminary water use calculations (MWELO) if needed, standard material legend and notes.

Planting Plan - we will prepare a refined landscape planting plan to show the approved plant palette trees, shrubs, and groundcover locations. The plan will include a refined plant palette legend of appropriate plant species for the site with botanical and common name, water use, container size and spacing requirements and standard notes.

Preliminary Statement of Probable Construction Costs – we will prepare a preliminary statement of probably construction cost for the landscape items including site amenities, irrigation, and planting.

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Packet Pg. 143 Attachment: Cator-Civic Center Park Scope of Work (Putnam and Cator Park Design Scopes) CATOR/CIVIC CENTER PARK ENHANCEMENT 5
Task 6 – 100% Construction Document Submittal
The 100% Construction Documents, Specifications and Estimate will be prepared based on comments from the 50% submittal. 100% PS&E’s will be submitted to the City of Cotati for review and approval.

Task 7 – Final Bid Set
The Final Bid Set of Landscape Construction Documents, Specifications and estimate will be prepared with signatures and provided in both digital AutoCAD and PDF formats. INTEGRA+ will assist the City of Cotati in preparing the bid package for solicitation to including coalition of front end and technical specifications and posting to bid site.

Task 8 – Bidding Assistance
Integra+ shall be available during the bidding to review and provide responses to RFI’s. We will provide any addendums as necessary during this phase.

Task 9 – Construction Management and Close-out
Integra+ shall provide construction management services to include the following:

1. Weekly meetings with City of Cotati staff and general contractor during construction.

2. Agenda & Minutes.

3. Periodic site inspections to confirm installation is compliant with plans and specifications.

4. Submittal and RFI review and resolutions.

5. Change order review and recommendations.

6. General contractors invoicing review & coordination.

7. The City of Cotati pay application preparation.

8. Scheduling tracking & updates.

9. Key issue resolution.

10. Close-out and record drawings.

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Packet Pg. 144 Attachment: Cator-Civic Center Park Scope of Work (Putnam and Cator Park Design Scopes) CATOR/CIVIC CENTER PARK ENHANCEMENT 6
PROPOSED FEES:

Fee__________
Task 1 – Project Administration $ 8,000
Task 2 – Topographic Survey (Cinquini & Passarino) $ 5,700 Task 3 – Conceptual Plans $ 5,400
Task 4 – Community Workshop $ 4,350
Task 5 – 50% Design Development Submittal $ 8,100
Task 6 – 100% Construction Document Submittal (PS&E) $ 10,800 Task 7 – Final Bid Set $ 1,620
_______________________________ _______________________ DESIGN SUB-TOTAL FEE $ 43,970
Time & Material Tasks:

Task 8 – Assistance During Bidding $ 2,200
Task 9 – Construction Management & Close-out $ 12,800
_______________________________ _______________________ T&M SUB-TOTAL FEE $ 15,000
Reimbursable Expenses (per Rate Schedules) $ 500
_________________________________________________________________ GRAND TOTAL FEE $ 59,470
Except where noted, this is a fixed fee proposal, not to exceed amounts above without prior written approval. Invoices will be billed on a monthly basis of the percentage of completed work (per our most current hourly rate and billing policy - updated annually) and are due upon receipt.

ITEMS TO BE PROVIDED BY CLIENT:

The following items are requested by INTEGRA Planning + Landscape Architecture prior to us starting work on the project, if available:

1. Easements, underground contamination, and Environmental restrictions.

2. Civil Engineering, if needed.

3. Structural engineering, if needed.

4. Geotechnical Report, if needed.

5. Arborist Report, if needed.

6. Authorization to enter property.

EXCLUSIONS:

We exclude the following items from this proposal, as the work required to complete them cannot be determined at this time.

1. City, County, or State application, permit, or plan checking fees that may be required.

2. Any work, mapping, research, or meetings not listed above.

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Packet Pg. 145 Attachment: Cator-Civic Center Park Scope of Work (Putnam and Cator Park Design Scopes) CATOR/CIVIC CENTER PARK ENHANCEMENT 7

4. Iterations or changes to the site plan that are beyond our control.

5. Additional design review meetings or other planning meetings.

6. Offsite improvement that are not part of overall development plans.

7. Stormwater requirements.

8. SWPPP

9. Lighting and photometrics.

10. Mechanical, electrical, and plumbing by others.

11. Environmental Documents (Biotic studies, Negative Declarations, etc.).

12. LEED, SITE, ReScape or any other certification.

13. Illustrative color renderings.

14. Additional services from sub-consultants: artists, sculptor, arborist, Civil engineer, structural engineer, geotechnical engineer, etc. (costs + 15%).

We look forward to collaborating with you on this project.

Values:

Integrity/Honesty – Truthful, sincere, honest, objective, fair, appreciative, and authentic.

Innovative – Creative, imaginative, and excellent.

Dependable – Client focused, communication, responsive, reliable, accountable, and unfailing.

Sustainability – Environmental sensitive, local sources.

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Packet Pg. 146 Attachment: Cator-Civic Center Park Scope of Work (Putnam and Cator Park Design Scopes) RESOLUTION NO.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COTATI AUTHORIZING

THE CITY MANAGER TO EXECUTE DESIGN AGREEMENTS FOR THE PUTNAM

PARK AND CATOR FIELD IMPROVEMENTS
WHEREAS, the City of Cotati has a desire to make upgrades and improvements to Putnam Park and Cator Field; and
WHEREAS, Integra Planning and Landscape Architecture has submitted proposals for consulting services for the Putnam Park and Cator Field Improvement Projects; and WHEREAS, City Staff has reviewed the scope of service and rates and finds the services offered and rates and charges to be of good value to the City; and WHEREAS, the action of authorizing the City Manager to execute an agreement for consulting services for a Putnam Park and Cator Field Improvement Projects does not constitute a project as defined by California Environmental Quality Act Guidelines Section 15378; therefore, no further environmental review is required.

NOW THEREFORE BE IT RESOLVED THAT that the City Council of the City of Cotati does hereby authorize the City Manager to enter into a Professional Services Agreement with Integra Planning and Landscape Architecture, in an amount not to exceed the budgeted total of $285,000, to provide professional consulting services related to the preparation of the City’s Putnam Park and Cator Field Improvements Project, as outlined in the scope of service and budget attached to the staff report.

IT IS HEREBY CERTIFIED that the foregoing resolution was duly adopted at a regular meeting of the City Council of the City of Cotati held on the June 27th, 2023, by the following vote, to wit:

Approved:________________________________
Mayor
Attest:____________________________
Kevin Patterson, Deputy City Clerk
Approved as to form:
____________________________
City Attorney
Packet Pg. 147
Cotati City Council
Agenda Staff Report
Item type: CONSENT CALENDAR (ACTION)
To: City Council
Subject: Second Reading and Adoption of the City of Cotati Downtown Specific Plan (DSP) Zoning Code Amendments Ordinance
Date: June 27, 2023
Written by: Noah Housh, Director of Community Development Recommendation
It is recommended by the Planning Commission and the Community Development Department that the City Council conduct the second reading and adopt an ordinance making amendments to Chapter 17 of the Cotati Municipal Code, implementing recent changes to the Downtown Specific Plan (DSP) and responding to various changes in State housing law.

Project Description
At the direction of the City Council, the focus of this Ordinance was to prepare amendments to update and clarify land use regulations to ensure the City is both consistent with state housing laws and maintain the City’s vision for downtown as expressed in the adopted DSP. Staff and the Planning Commission recommended that the City Council find an Addendum to the Downtown Specific Plan EIR as the appropriate environmental compliance document for the DSP Amendments, approve the related Plan Amendments, and adopt an Ordinance with zoning text amendments (rezoning).

Background
On January 17, 2023, city staff introduced the community to the project, presented the intent of the project and summarized the issues being addressed, and sought input from residents, business-owners and both the Planning Commission and City Council. Comments received from the community and decision-makers are summarized below.

Concerns that changes to state housing law would result in the loss of local land use controls developed by the City.

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Concerns were raised that the DSP Amendments accommodating new housing would not be compatible with Cotati’s small-town character and the existing businesses downtown.

Conversely, participants who supported retaining the DSP primarily as a commercial and mixed-use district, consistent with the General Plan provided comments and direction requesting minor edits to Land Use/ Zoning design guidance which would seek to incentivize commercial development in the DSP zoning districts.

On May 15, 2023, staff presented the EIR Addendum, draft resolutions modifying the DSP and the draft ordinance to the Planning Commission at a duly noticed public hearing. After reviewing the proposal and conducting the public hearing, the Planning Commission voted unanimously (5- 0) to recommend that the City Council adopt the resolution and support the ordinance. In making this recommendation, the Commission further recommended that the City Council prioritize bicycle and pedestrian infrastructure improvements within the DSP area.

On June 13, 2023, the City Council reviewed the Planning Commission recommendation, proposed EIR Addendum, draft resolutions and Ordinance at a duly noticed public hearing. After receiving the staff presentation and Commission recommendation the City Council voted unanimously to support the Addendum, adopt the resolution modifying the DSP, and waive first reading and introduce the Ordinance to update and clarify land use regulations to ensure consistency with state housing laws and maintain the City’s vision for downtown.

Analysis
Prior to making their decision to adopt the resolutions and waive first reading of the Ordinance, the City Council provided direction to staff to:

1. Update the EIR Addendum to add clarifying information to the Finding section of the Addendum.

2. Incorporate light standards and requirements included within the City’s Objective Design Guidelines into the City’s Zoning Code development criteria and introduce the Ordinance with this language change.

3. Address several typo’s within the EIR Addendum.

Staff has updated the Ordinance to incorporate the direction of the City Council and it is being presented for a second reading and adoption. If Council adopts the Ordinance, these changes will go into effect 30 days after adoption. A more robust discussion of technical elements and

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additional details on the DSP amendment process are outlined in the June 13, 2023, Council report (attached hereto for reference).

Financial Considerations
The general fund cost of making the proposed amendments to the DSP and zoning code has totaled approximately $40,000 to date, in keeping with the Council adopted 4Leaf contract.

Additional efforts were made whereby the consultant and staff requesting additional one-time appropriations of $1,300. These funds will be adjusted for the fiscal year 2022/23 budget within the professional services contract account 00-80188-000000, within the Excess Bond Proceeds Special Revenues Fund 219. The increase in budget for fiscal year 2022/23 will be offset with a reduction in available funds for the budget in fiscal year 2023/24.

No additional or ongoing costs, beyond those presented above, have been identified.

Environmental Issues
According to CEQA Guidelines Section 15164(a), an addendum shall be prepared if some changes or additions to a previously adopted EIR are necessary, but none of the conditions enumerated in CEQA Guidelines Sections 15162(a)(1) through (3) calling for the preparation of a subsequent EIR have occurred. As stated in CEQA Guidelines Section 15162 (Subsequent EIRs and Negative Declarations). The City Council certified the DSP Environmental Impact Report (EIR) with adoption of the DSP on August 26, 2009. The Addendum to the City Council Certified DSP EIR, found that the DSP Amendments and associated Zoning Code modifications propose minor, insubstantial changes in the circumstances that were present during the prior DSP EIR analysis of the DSP. Further, the proposed zoning code amendments described above would not result in new significant environmental effects or an increase in the severity of previously identified significant effects. Based on the analysis above, no major revision of the previous DSP EIR is necessitated by the DSP Amendments.

Attachments:

June 13, 2023 CC Staff Report + Attachments (PDF)

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Cotati City Council
Agenda Staff Report
Item type: PUBLIC HEARINGS (ACTION)
To: City Council
Subject: City of Cotati Downtown Specific Plan (DSP) and Zoning Code Amendments Date: June 13, 2023
Written by: Noah Housh, Director of Community Development Recommendation
It is recommended by the Community Development Department and the Planning Commission that the City Council approve resolutions and an ordinance adopting an Addendum to the Downtown Specific Plan (DSP) EIR and finding the proposed amendments to the Downtown Specific Plan (DSP) consistent with the DSP EIR and the General Plan EIR; amending the Downtown Specific Plan; and making further amendments to Chapter 17 of the Cotati Municipal Code, as identified herein.

Project Description
The DSP Amendments project proposes to add clarifying language, remove inconsistent policy requirements, and address recent state law requirements including that multifamily housing be allowed in the Plan area while also making efforts to incentivize mixed use and commercial development in the downtown. At the direction of the City Council, the focus of this project is to prepare amendments that would update and clarify the DSP land use regulations to ensure the City is both consistent with state housing laws and which maintain the City’s vision for downtown as expressed in the adopted DSP. Based on the following analysis, staff and the Planning Commission recommends that the City Council accept the Addendum to the Downtown Specific Plan EIR as the appropriate environmental compliance document for the DSP Amendments and approve the related Plan Amendments and zoning text amendments (rezoning).

Background
The Downtown Specific Plan (DSP) provides development regulations for the entire 60-acre downtown area, stretching from Henry Street on the southern end of downtown, to the Laguna De Santa Rosa at the northern City boundary (shared with Rohnert Park). The goals of the Plan include providing additional public space and multi-modal street circulation throughout downtown; ensuring mixed use is the primary development type downtown; providing a variety

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Packet Pg. 151 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) of building types, shapes, and sizes to ensure architectural interest; and ensuring a mix of retail and housing types served by adequate parking. The policy direction for these goals is provided by separating the downtown into four distinct districts (Historic Core, La Plaza Park, Northern Gateway, and Commerce Avenue) and tailoring the development criteria to each of these areas in the plan. The City Council adopted the Downtown Specific Plan and certified an Environmental Impact Report (EIR) in 2009.

A. Housing Regulation Changes and the DSP
Over the last decade, the California Legislature has passed an increasingly complex portfolio of housing laws in a statewide response to a shortage of housing affecting persons at all economic levels. With more than 40 housing bills adopted since 2017 (primarily intend to overcome the lack of affordable housing in the state), the City of Cotati is subject to provisions of California state law that have changed since the Downtown Specific Plan was adopted in 2009. In addition, the City recently adopted an update to its Housing Element, which was subsequently certified by the state Housing and Community Development Department (HCD). Any proposed modifications to the DSP and properties included within must maintain consistency with the policies and programs in the adopted Housing Element. A summary of the recent legislation affecting preparation of the DSP includes the following:

SB 35 (2017) requires ministerial approval of housing and mixed-use development in jurisdictions not meeting their regional housing needs goals. The City of Cotati is currently subject to SB 35 provisions for projects with at least 50% affordable housing, and the determination is reissued each year at the end of June. In 2021, the City Council adopted the new Objective Design Standards for Streamlined and Ministerial Developments to the Cotati Municipal Code (Title 17, Chapter 17.39.to ensure compliance by objective design guidance for projects that qualify for ministerial streamlined processing under SB 35 (Ord. 905 § 5, 2021).

AB 2162 (2018) requires that supportive housing be a use that is permitted by right in zones where multifamily and mixed-use development is permitted.

AB 101 (2021) requires a Low Barrier Navigation Center (LBNC) be a use that is permitted by right in areas zoned for mixed-use and nonresidential zones permitting multifamily uses.

AB 2011 & SB 6 (2022) require non-discretionary, staff-level (ministerial) approval of 100% residential and mixed-use housing projects in existing commercial zones that allow office, retail, or parking as a permitted use along commercial corridors and within ½ mile of transit when certain labor and affordability requirements are met. AB 2011 & SB 6 provide two avenues for developers; AB 2011 requires higher amounts of affordable housing, and SB 6 requires higher standards for use of skilled and trained labor. These two concurrently adopted bills go into effect on July 1, 2023. The City has adopted Objective Design Guidelines consistent with the State - mandated ministerial review procedures and the city reviewed these existing Guidelines for conformance with AB 2011 and SB 6.

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Packet Pg. 152 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) AB 1551 (2022) added Section 65915.7 to the Government Code which requires a city to grant a concession to a commercial developer who is also including affordable housing within a project located within ½ mile of a major transit stop. The concession may include, but is not limited to, a 20% increase in density; a 20% increase in floor area; a 20% increase in height; a 20% reduction in minimum parking; a limited use elevator; and/ or an exception to a zoning or land use regulation. AB 1551 goes into effect January 1, 2023.

AB 2244 (2022) allows affordable housing development located on a religious property up to a 50% reduction of required religious-use parking spaces, as of January 1, 2023.

SB 330 (2019) extensively amended the Housing Accountability Act to prohibit downzoning and other intended or unintended efforts to preclude the development of housing through 2030 (as amended by SB 8, 2021).

In the fall of 2022, the City initiated an effort to identify draft DSP and Zoning (Title 17) amendments in anticipation of the Housing Element Update and changes in State Housing Law.

The project description below describes the proposed amendments.

Analysis/Discussion
Downtown Specific Plan Amendments
The purpose of the City of Cotati (City) Downtown Specific Plan (DSP) Amendments project is to adopt minor changes to the DSP and implementing Land Use/ Zoning Ordinance (Title 17) that clarify and provide technical guidance for development projects to be consistent with the City’s vision for downtown, considering numerous changes to State housing and planning law.

These Amendments serve to strike a balance between consistency with recent changes in State planning and housing law, as reflected in the City’s General Plan Housing Element Update and reaffirms the DSP direction to foster development of a vibrant, pedestrian oriented mix of retail businesses, housing for all economic segments of the community, and recreation amenities, while preserving Cotati’s historic character (DSP, page 1:14).

Proposed DSP Documents Revisions
The DSP Amendments include two sets of document amendments. The first will be to the Plan itself and is intended to clarify development standards and affirm the mix of residential uses consistent with the build out (units, square feet) and forms (height, setbacks, and landscaping) anticipated under the Plan and the supporting DSP EIR environmental analysis.

The second set of amendments will be to the Land Use/ Zoning Code, inclusive of the land use tables, Objective Residential and Mixed-Use Design Standards amendments (DSP Area) and other related Municipal Code standards as necessary to address the new housing regulations and promote commercial land use in the DSP. Specific development projects are not included in the

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Packet Pg. 153 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) DSP Amendments. All future construction projects in the DSP Area must comply with the DSP, as well as the Cotati General Plan, DSP, Zoning Ordinance, development standards, and relevant state and federal jurisdictional regulations. In addition, future discretionary actions (i.e., use permits, site plan review) require independent and project-specific environmental review by the City and compliance with the (CEQA). The specific plan document edits are included in Attachment A.

Land Use Code/ Zoning Amendments
Clarifying minor compliance changes occur in the following Land Use/Zoning categories that ensure DSP and implementing regulations accommodate State Housing Law changes. These categories include Purpose of DSP Zone Districts; Allowed Land Uses and Permit Requirements for the DSP Districts; Special Purpose Zone and Overlay Zone Standards; Objective design standards; Mixed-use standards; Density Bonuses; Parking Requirements and Definitions as detailed in underline and strike-through text in Attachment B.

General Plan Consistency
Adoption of the DSP Amendments is consistent with the General Plan and advances the following General Plan policies and actions:

Policy LU2.4: Maintain the character of existing neighborhoods by ensuring new development is compatible in style, size, color, and footprint with existing residences in the neighborhood.

Require new residential development to be consistent with the small-town character of Cotati and designed and landscaped in an aesthetically pleasing and sustainable manner.

Policy LU2.7: Encourage social interaction between neighbors in new residential developments by providing opportunities for community gathering in common areas, parks, and neighborhood commercial centers.

Action LU 4a: Review and update the City’s development permitting process to provide a streamlined and straightforward process. At a minimum, the review may consider,

1. Methods to streamline and simplify the process, including the process for review by City staff as well as the various committees and commissions.

2. Opportunities to reduce redundancies and delays.

3. Methods to prioritize and fast-track in-fill development projects and re-use projects that are consistent with the General Plan and Land Use Code.

4. Updating the City’s website to provide additional information to the public regarding development application requirements, and the building permit and land use approval process.

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Packet Pg. 154 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Policy H-3-2: Provide incentives for affordable housing development, including density bonus, expedited processing, relaxation of development standards, and either reduction, delay, or waiver of fees when financially feasible.

Land Use/ Zoning Code Consistency
Following is a summary of the key Land Use Code/ Zoning Amendments that are proposed to be applied to multifamily and mixed-use developments when the applicant chooses to use the ministerial (by-right) process at the time of development application detailed in Attachment B.

Projects must comport with the Purpose of the zoning districts detailed in the Land Use Code (Chapter 17.20.030.D) (Purposes of the Zone Districts)(DSP Districts).

Allowed uses must be consistent with allowed uses and the design standards applicable for each DSP Zone District as amended, (Chapter 17.22)(Allowable Land Uses)(Table 2- 4: Allowed Land Uses and Permit Requirements for Downtown Specific Plan Districts).

Residential use proposals in DSP zoning districts must comply with the City’s Ministerial Objective Design Guidelines (Chapter 17.28.050.C)(Special Purpose Zone and Overlay Zone Standards)(Specific plan, downtown zoning districts)(Development standards).

Residential projects in mixed-use development must comply with objective design standards identified in the revised DSP design guidance in and integrated into and Land Use/ Zoning Code (Chapter 17.42.100)(Mixed-use projects),as well as Chapter 17.39 (Objective Design Guidelines)
Allowed density bonuses are modified to be consistent with current requirements under State Density Bonus and State Housing Law, commercial developers who include residential uses with specific parameters (Chapter 17.32.030)(Allowed density bonuses).

In compliance with state regulations governing density bonuses and housing, parking requirements shall not be imposed or enforced on a residential, commercial, or other development project, except for non-residential use transient lodging, including hotels, motels, bed, and breakfast inns. (Chapter 17.32).(Density Bonus) Changes to Parking and Loading requirements are amended to ensure compliance with existing parking requirements located further than ½ mile from existing public transit; limited parking requirements for projects within ½ mile of transit, and added religious use parking exceptions which are established in the Government Code Section 65853, Additionally, should the City determine, a primary use will provide adequate parking for the entire project (Chapter 17.36)(Parking and Loading).

Residential developments across the street or along the same frontage as existing Downtown Commercial and Mixed Use must include consistent frontage and designs as

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Packet Pg. 155 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) required in each DSP Zone and the Objective Design Guidelines. All building design and site design requirements and criteria in the Objective Design Guidelines and the City’s adopted plans-including the DSP (Chapter 17.39.030.H) (Objective Residential Design Guidelines)(Mixed-use development).

DSP Amendments Application Process
Consistent with current application standards, should an applicant request the streamlined ministerial process and submit a checklist documenting how the project meets all the required State and City objective standards under AB 52 as described above.

In this case City staff conducts an initial review to verify that the project is eligible for streamlined processing under AB 52.

Senate Bill SB 35 (as amended by SB 765) project review must be completed within 90 days for 150 units or fewer and 180 days for projects with more than 150 units, measured from the date the application is submitted.

The process allows for a staff-level, or ministerial review and approvals. SB 35 does allow boards/commissions to conduct the project review for consistency with adopted Guidelines. However, the project review by an approval body, such as the Planning Commission, would generally occur in charter cities where the voter approved charter requires the project approval to be done by an appointed board or commission. The review board would not be allowed to use any discretionary judgement. As such, SB 35 decisions are made at the staff level in Cotati.

Public noticing would be limited and could include a webpage or possibly a notice of project application prior to approval.

These residential projects are exempt from the requirements of the California Environmental Quality Act (CEQA).

Generally, the City would not conduct any public meetings or hearings on these projects unless a General Plan or Land Use/Zoning Code is requested.

Community Outreach and Comments
To involve members of the Cotati community and help refine the City Council’s direction, this project included the following public outreach activities to gain public input on the DSP Amendments.

Public Surveys. January 2023
The City, in coordination with its consultant, developed a concise survey and distributed the survey via multiple channels to ensure a robust response. Staff highlighted the survey’s

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Packet Pg. 156 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) availability at the workshop event described below. The City received over 400 individual responses to the Public Survey questions which are summarized in Attachment C. The survey requested that the participants indicate their initial reaction to the downtown generally by seeking responses to topics specific to the DSP Amendments (generally allowing more housing projects to develop downtown) and more generally to what they liked or did not like about the downtown. As identified, the City received over 400 individual responses however it is assumed that a number of these responses were provided by “bots” seeking to win the gift card prize. Staff attempted to “de-bot” the survey responses. Because the spreadsheet format does not lend itself to static printing and static viewing, portions of the assumed valid responses (totaling over 60) are included in a separate attachment to allow a better presentation.

Generally, the comments identified the following main issues and suggestions.

Bike-ability and walkability is one of the most appreciated and valued elements of the downtown
Generally, some Housing-only development projects in the downtown are acceptable to the community
Generally, an expanded range of commercial businesses and activity are desired in the downtown
Workshop Event - In Person Outreach. January 2023
City staff hosted an informational presentation and workshop at a joint meeting of the City Council and Planning Commission on the DSP Amendments on January 17, 2023. Staff introduced the community to the project, informed them about the issues being addressed, and sought input from residents, business-owners and both the Commissioners and Council Members. Comments received from the community and decision-makers are summarized below.

Concerns that changes to state housing law would result in the loss of local land use controls developed by the City.

Concerns were raised that the DSP Amendments accommodating new housing would not be compatible with Cotati’s small-town character and the existing businesses downtown.

Downtown Plan Amendments Website

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Packet Pg. 157 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) The Cotati Planning Department posted the Draft DSP Amendments on the Community Development Department website to serve as the public clearinghouse of information on the project, that includes:

Access to draft documents.

Provides a portal to the project survey and its results.

Agenda notices, staff reports and materials for public hearings by the Planning Commission and City Council are available in advance.

New Housing in Zones Allowing Commercial and Mixed Uses. State law now allows 100% housing developments “by-right” in areas zoned for commercial and mixed use. The DSP Amendments address the application of Objective Design Guidelines to these projects to ensure the designs of these project are consistent with DSP design guidance.

Density. Housing development in the DSP would provide opportunities for housing among the local community and region who are currently unable to obtain housing. New housing in a commercial area would be consistent with the existing DSP which seeks to provide increased vibrance and housing for all economic segments of the community. Commercial uses in the downtown would benefit from an increase in its customer base and residents would be provided retail and services within walking distance and opportunities to work near homes and access to increased alternative modes of transportation.

Parking. The changes to Parking and Loading requirements are amended to ensure compliance with recent changes in state law; limiting parking requirements for projects within ½ mile of transit as established in the Government Code Section 65853, may result in a lack of parking in specific DSP areas near new housing projects. The DSP provides for public parking to be constructed should future parking problems manifest downtown. In addition, some limited changes are being proposed to support and incentivize the development of commercial land uses within the DSP.

Incentives to commercial development. Given the changes to State housing law allowing more housing only development in commercial zoning districts, staff and the City Council discussed several potential changes to the DSP zoning districts to provide incentives to commercial land uses within the DSP. Several minor changes are included in the zoning districts to provide such incentives and support for commercial land uses, including a potential density bonus for mixed use development and reducing the review process from a Use Permit to a Minor Use Permit for certain activity generating uses.

9.C.a
Packet Pg. 158 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Housing Bonus for Mixed Use in the Downtown Specific Plan districts: One additional story of housing units (above 35 ft) shall be allowed by the City if the housing project includes the following:
a. Indoor publicly available community areas (administrative, shared work, meeting and/or exercise) to be located on the ground floor; or
b. In exchange for reduced community common areas being provided, 50% of the project’s ground floor street or La Plaza Park frontages shall include restaurant and/or retail commercial uses.
c. A mix of private shared areas, commercial frontages, and/or public access outdoor space easements may also satisfy the above requirements and the DSP objective residential design guidelines open space requirements.
d. Design is otherwise consistent with the DSP objective residential design guidelines.

Other housing related changes. Staff has included some minor changes to the land use tables to add “Low Barrier Navigation Center” and “Supportive Housing” as a land use as required under recent changes to state law. These changes and the definitions of each are included within these zoning amendments. Further, staff has identified that “tobacco retail stores” are prohibited as a land use within the City. This prohibition currently exists in Cotati Municipal Code Section 9.31 Smoking and Secondhand Smoke, but also belongs in the zoning code.

In general, it is staff’s position that the issues/questions identified above are addressed by the DSP Amendments and that generally, the changes in the DSP Amendments are minor and are complementary to existing land use regulations and new State Housing and Planning Laws. The additional changes being recommended are primarily “housekeeping” type zoning changes.

Additional efforts were made whereby the consultant and staff requesting additional one-time appropriations of $1,300. These funds would be adjusted for the fiscal year 2022/23 budget within the professional services contract account 00-80188-000000, within the Excess Bond Proceeds Special Revenues Fund 219. The increase in budget for fiscal year 2022/23 will be offset with a reduction in available funds for the budget in fiscal year 2023/24.

To the best of City Staffs knowledge there is no additional or ongoing costs, except what is presented above.

9.C.a
Packet Pg. 159 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Environmental Issues
According to CEQA Guidelines Section 15164(a), an addendum shall be prepared if some changes or additions to a previously adopted EIR are necessary, but none of the conditions enumerated in CEQA Guidelines Sections 15162(a)(1) through (3) calling for the preparation of a subsequent EIR have occurred. As stated in CEQA Guidelines Section 15162 (Subsequent EIRs and Negative Declarations): The City Council certified the DSP Environmental Impact Report (EIR) with adoption of the DSP on August 26, 2009. The proposed Addendum to the City Council Certified DSP EIR, found that The DSP Amendments propose minor, insubstantial changes in the circumstances that were present during the prior DSP EIR analysis of the DSP.

Further, the DSP Amendments described above would not result in new significant environmental effects or an increase in the severity of previously identified significant effects.

Based on the analysis above, no major revision of the previous DSP EIR is necessitated by the DSP Amendments.

Attachments:

Attachment A-DSP Amendments (DOCX)
Attachment B-DSP Zoning Amendments (DOCX)
Attachment C - Survey Summary-Open Questions (DOCX)

9.C.a
Packet Pg. 160 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Attachment A: Downtown Cotati Specific Plan Amendments
This document shows the currently proposed changes to the Downtown Cotati Specific Plan (DSP). For each page with changes, a “edits” version of the page is included, indicating where there are insertions and deletions. Below this, the document contains a table showing the plan contents before and after, along with a description of what has changed.

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Packet Pg. 161 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) DSP Page 3.3

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Packet Pg. 162 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) ‘
DSP Page 3:3
Before Changes After
Remove FAR
Clarify
residential
density.

Clarify
nonresidential
density.

Add visual
Remove FAR
Clarify
residential
density.

Clarify
nonresidential
density.

Add visual

9.C.a
Packet Pg. 163 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Remove FAR
Clarify
residential
Density
Clarify
nonresidential
density
Add visual
Remove FAR
Add residential
Density
Add
nonresidential
density
Add visual

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Packet Pg. 164 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Remove FAR

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Packet Pg. 165 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading)

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Packet Pg. 166 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) DSP Page 3:11
Before Changes After
Remove
table and
note
Remove
illustrative
sequence
(blank)

9. Accessory Dwellings Not Allowed Correct to
allow
Accessory
Dwelling
Units (ADUs)
per State law

9. Accessory Dwellings Allowed

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Packet Pg. 167 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading)

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Packet Pg. 168 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) DSP Page 3
-12
Before Changes After
Remove
table and
notes,
leaving
section B.

Remove
illustrative
sequence
(blank)

9. Accessory Dwellings Not Allowed Correct to
allow
Accessory
Dwelling
Units (ADUs)
per State law

9. Accessory Dwellings Allowed

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Packet Pg. 169 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Attachment B: DSP Land Use/Zoning Code Amendments
Section Code Chapters with Redline Markup

17.20 Zoning Map

17.20.030
Purposes of
the zoning
districts.

D. Downtown Specific Plan (DSP) Districts
The Downtown Specific Plan permits a mix of ground floor commercial (office, government, retail, and services) uses with frontages toward the Old Redwood Highway and La Plaza Park with offices and residential (town homes, studios, or live work) uses above commercial, or residential only projects. Buildings with frontages facing other streets may develop with the same uses or mix of uses, or residential only projects, and may be between one and two stories subject to the Downtown Specific Plan objective designs, forms, and zone district densities detailed below and the streamlined, ministerial review process consistent with state regulations and objective residential design guidelines (Cotati Municipal Code Chapters 17.39 and 17.42 and Downtown Specific Plan design principles).

1. Historic Core (HC). The Historic Core district implements the Downtown Specific Plan General Plan designation and includes the portions of the Cotati downtown located south of La Plaza along both sides of Old Redwood Highway to the southern plan boundary. This area is intended to maintain its smaller scale pedestrian orientation, with building facades located primarily at the back of the public sidewalk. The historic character of existing buildings is to be preserved, and new buildings are to be designed to be compatible with the historic character. The allowable residential density is up to 12 units per acre. Allowable land uses include ground floor commercial facing Old Redwood Highway Office and residential uses may be permitted above or on the ground floor on other streets as shown in the regulating plan and consistent with the city of Cotati zoning code. Facade renovation and/or restoration is encouraged. The HC district is subject to the applicable historic code regulations of the city’s land use codes.

2. La Plaza (LP). The La Plaza district implements the Downtown Specific Plan General Plan designation and includes the historic La Plaza Park, and properties along La Plaza Street surrounding the original park site. Policies and programs related to restoration and enhancement of the park facilities are included in the specific plan. The allowable residential density is up to 19 units per acre. Properties around the park are intended to provide for small-scale ground floor retail with some office and restaurant uses that are highly compatible with the residential above, emphasizing opportunities for business operators to live above their workspaces. Buildings are intended to emphasize small-scale ground floor pedestrian oriented storefronts or frontages, with upper floor office or residential uses. The LP district is subject to the applicable regulations of the city’s land use codes.

3. Northern Gateway (NG). The Northern Gateway district implements the Downtown Specific Plan General Plan designation and includes properties on both sides of Old Redwood Highway north of the La Plaza district to the southern boundary of the Commerce Avenue district. This area is intended for a new mixed-use core, accommodating a wide variety of retail, restaurants and entertainment uses, with offices and primarily residential above. The allowable residential density is up to 9 units per acre. Buildings are intended to emphasize ground floor pedestrian-oriented storefronts, with upper floor office or residential uses. The NG district is subject to the applicable regulations of the city’s land use codes.

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Packet Pg. 170 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup

4. Commerce Avenue (CA). The Commerce Avenue district implements the Downtown Specific Plan General Plan designation and includes properties on the east side of Old Redwood Highway across from the Highway 101 right-ofway and up to the north city limits adjacent to the entrance to Highway 101. This area is intended to accommodate a variety of land use types ranging from automobile-oriented uses that serve the traveling public, to retail, office and residential uses. The allowable residential density is up to 12 units per acre. These regulations are intended to encourage pedestrian-oriented site and building design, but the area can also accommodate automobile-oriented development. The CA district is subject to the applicable regulations of the city’s land use codes.

Chapter 17.22 Allowable Land Uses
Table 2-2 Allowable Land Uses and Permit Requirements for Low Density and Neighborhood Zones

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Packet Pg. 171 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup
Table 2-2
Allowed Land Uses and Permit Requirements for Low Density and Neighborhood Zones P Permitted Use, Zoning Clearance required
MUP Minor Use Permit required
UP Use Permit required
S Permit requirement set by Specific Use Regulations
– Use not allowed
Land Use(1)
Permit Required by District
OSC OSR RR RVL NL NM NU Specific Use
Regulations
Agricultural and Open Space Uses
Agricultural accessory structure UP UP P P – – – 17.42.020 Animal keeping S S S S S S S 17.42.040
Crop production, horticulture, orchard,
vineyard(5)
– UP UP UP – – – 17.42.240
Market garden – – P P P P P 17.42.230, 17.42.240
Plant nursery – UP UP – – – –
Winery, small scale – – UP(2) – – – –
Industry, manufacturing and processing,
wholesaling – – – – – – –
Artisan/craft product manufacturing – UP UP(3) – – – –
Recreation, Education and Public Assembly Uses
Community garden(5) – UP P P P P P 17.42.220, 17.42.240 Equestrian facility – UP UP – – – –

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Packet Pg. 172 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup
Meeting facility, public or private–MUP–– UP UP UP
Park UPPPPPPP
Playground–PPPPPP
Private residential recreation facility––– UP UP UP UP
School – Elementary, middle, secondary––– UP UP UP–
Residential Uses
Accessory dwelling unit––PPPPP 17.42.170
Caretaker quarters UP UP–––––
Cottage housing––––SSS 17.42.125
Home occupation––PPPPP 17.42.080
Junior accessory dwelling unit––PPP–– 17.42.170
Low Barrier Navigation Center -------
Mobilehome park–– UP UP UP UP UP 17.42.110
Mobile/manufactured home––PPPPP 17.42.110
Multifamily housing, 2 units–––– UPPP 17.42.120
Multifamily housing, 3 or 4 units–––––PP 17.42.120
Multifamily housing, 5 to 9 units–––––PP 17.42.120
Multifamily housing, 10 or more units––––––P 17.42.120
Multifamily housing, up to 100 units with 25%
affordable
––––––P 17.42.120
Organizational house (sorority, monastery,
etc.)
–––––– UP
Residential accessory use or structure––PPPPP 17.42.160

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Packet Pg. 173 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup
Residential care facility for the elderly (RCFE) – – UP UP UP UP UP Residential care, 11 or more clients – – UP UP UP UP UP Residential care, 6 or fewer clients, in a singlefamily dwelling– – P P P P P Residential care, 7 to 10 clients – – UP UP UP UP UP
Residential component of a mixed use project – – – – UP UP UP 17.42.100 Rooming or boarding house – – – – – – UP
Single-family dwelling – – P P P UP(4) UP(4)
Supportive Housing - - - - - P P
Retail Trade
Accessory retail and services – – – – UP UP UP
Convenience store, 1,200 sq. ft. or less – – – – UP UP UP Farmers Market(5) – UP – – – – –
Garden Stand – – P P P P P 17.42.130, 17.42.230
Produce stand(5) – UP UP UP – – – 17.42.130
Services – Business and Professional
Medical services – Extended care – – – – – UP UP
Office – Accessory – P P P P P P
Services – – – – – – –
Adult day care – 6 or fewer clients – – P P P P P
Adult day care – 7 to 14 clients – – UP UP UP UP UP
Adult day care – 15 or more clients – – UP UP UP UP UP
Child day care – Small family day care home – UP P P P P P

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Packet Pg. 174 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup
Child day care – Large family day care home – – P P P P P 17.42.060 Child day care – Day care center – UP – – – UP UP 17.42.060 Kennel, animal boarding – – UP – – – –
Lodging – Bed and breakfast inn (B&B) – – UP UP – – – 17.42.050 Personal services – 1,000 sq. ft. or less – – – – – UP UP Public safety facilities – – UP UP UP UP UP
Transportation, Communications and Infrastructure
Electric vehicle charging station(5) P P P P P P P 14.38 Solar collector S S S S S S S 17.30.084
Windmills – – UP – – – – 17.42.190
Key to Zoning District Symbols
OSC Open Space – Conservation NL Neighborhood – Low Density OSR Open Space – Recreation NM Neighborhood – Medium Density RR Rural Residential NU Neighborhood – Urban
RVL Residential, Very Low Density
Notes:
(1) See Article 9 of this title for land use definitions. (2) May be approved only in conjunction with an on-site vineyard of three acres or larger. (3) May be approved only on a site of three acres or larger.

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Packet Pg. 175 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup
(4) Use permit approval shall require that the review authority first find that the location of a proposed singlefamily dwelling on a parcel that may be further subdivided will not preclude future subdivision and development in compliance with the general plan.
(5) Permitted as an accessory use.
(6) Fees for crop production, horticulture, orchard, vineyard; community garden; farmers market; and produce stand planning permit applications shall be calculated at fifty percent of the fees set forth in the fee schedule as described in Section 17.60.060, Application fees. Use permit approval shall require that the review authority first find that the proposed use will be compatible with any nearby residential uses. Notices of public hearing for these uses shall be mailed to property owners within a radius from the subject site of six hundred feet, or greater at the director’s discretion.

Table 2-3 Allowable Land Uses and Permit Requirements for Mixed Use Corridors and Districts

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Packet Pg. 176 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup
Table 2-3
Allowed Land Uses and Permit Requirements for Mixed Use Corridors and Districts P Permitted Use, Zoning Clearance required
MUP Minor Use Permit
UP Use Permit required
S Permit requirement set by Specific Use Regulations
– Use not allowed
Land Use(1)
Permit Required by District
CE CG CD CI IG PF Specific Use
Regulations
Industry, Manufacturing and Processing, Wholesaling
Agricultural product processing – – – – P –
Artisan/craft product manufacturing MUP MUP MUP P P – See Note 5 Below
Brewery – Brew pub MUP MUP MUP – – –
Brewery – Production – – – UP UP –
Construction contractor – – – – UP –
Food and beverage product manufacturing – – – – MUP MUP Furniture and fixtures manufacturing,
cabinet shop
– – – P P –
Industrial research and development – MUP – P MUP –
Laboratory – Medical, analytical, research
and development
P P – P MUP –
Laundry, dry cleaning plant – – – – UP –

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Packet Pg. 177 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup
Manufacturing/processing – Light––– MUPP–
Manufacturing/processing – Medium
intensity
––– MUP MUP–
Manufacturing/processing – Heavy–––– UP–
Media productionPP–PP–
Printing and publishing UP UP–PP–
Recycling – Reverse vending machine MUP MUP––––
Recycling – Small collection facility UP UP– UPP– 17.42.150 Recycling – Medium collection facility––– UP UP– 17.42.150 Storage – Outdoor––– UP UP– 17.42.140
Storage – Personal storage facility (mini-
storage)
––––––
Storage – Warehouse, indoor storage––– UP––
Wholesaling and distribution––– UP UP–
Winery – Boutique– UP– MUP MUP–
Winery – Production––– MUP MUP–
Recreation, Education and Public Assembly Uses
Adult-oriented business––––S– 17.40
Commercial recreation facility – Indoor –
5,000 sq. ft. or less
UPP–P––
Commercial recreation facility – Indoor –
More than 5,000 sq. ft.

UP MUP– UP––
Commercial recreation facility – Outdoor––– UP––

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Packet Pg. 178 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup
Conference/convention facility – 5,000 sq. ft.
or less
UP MUP UP(2) MUP– UP
Conference/convention facility – More than
5,000 sq. ft.

UP UP UP(2) UP– UP
Health/fitness facility UPP UP(2)P UP–
Library, museumPP MUPP–P
Meeting facility, public or private – 5,000 sq.
ft. or less
UP MUP MUP(2) MUP– MUP
Meeting facility, public or private – More than
5,000 sq. ft.

UPMUPMUP(2) UP– UP
ParkPPP––P
School – Elementary, middle, secondary UP(2) UP(2)––– UP School – Specialized education/training UP(2) UP(2) UP(2) UP– UP Sports and entertainment assembly––– UP– UP
Studio – Art, dance, martial arts, music, etc.PP MUP(2)P UP– Theater UP MUP MUP MUP– UP
Residential Uses
Accessory dwelling unitPPP––– 17.42.170
Emergency/transitional shelter––S––S 17.42.072
Home occupationPPP––– 17.42.080
Live/work unit UP UP–PUP UP– 17.42.090
Low Barrier Navigation CenterPP----
Residential care facility for the elderly (RCFE) UP MUP––– UP

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Packet Pg. 179 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup
Residential care facility, 7 or more clients UP–––– UP
Residential component of a mixed use
project
PPP––– 17.42.100
Supportive HousingPP----
Retail Trade(3)
Accessory retail or servicesPPPPPP
Alcoholic beverage sales – Associated with a
restaurant(4)
PPPP UP– 17.42.030
Alcoholic beverage sales UP UP UP––– 17.42.030
Antique or collectible store MUPP MUP–––
Artisan shopPPPP––
Auto and vehicle sales and rental– UP– MUP UP–
Auto parts sales with no installation services–P–P––
Bar, tavern UP UP UP–––
Building and landscape materials sales –
Indoor
–P–PP–
Building and landscape materials sales –
Outdoor
– UP– MUP–– 17.42.130
Construction and heavy equipment sales and
rental
––– MUP MUP– 17.42.130
Convenience store UP UP– UP––
Drive-through retail– UP– UP–– 17.42.070
Extended hour retail UP MUP MUP MUP––
Farm supply and feed store–P–P––

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Packet Pg. 180 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup
Farmers market(8) MUP MUP MUP MUP UP UP
Formula-based fast food restaurantSSS––– 17.42.071
Fuel dealer (propane for home and farm use,
etc.)
––– UP UP–
Furniture, furnishings and appliance storePP UPP UP–
General retail – Less than 5,000 sq. ft.PPPP––
General retail – 5,000 sq. ft. to 20,000 sq. ft.PPPP––
General retail – More than 20,000 sq. ft. UPP UPP––
Groceries, specialty foods – 10,000 sq. ft. or
less
PPPP––
Groceries, specialty foods – More than 10,000
sq. ft.

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Packet Pg. 181 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup
Warehouse retail– MUP– UP––
Services – Business, Financial, Professional
ATMPPPP––
Bank, financial servicesPP UPP––
Business support servicePPP(2) UP––
Medical services – Doctor office UPP(2)P(2)–––
Medical services – Clinic, urgent care UP–––––
Office – AccessoryPPPPPP
Office – Business/service UP UP(2)P(2)P––
Office – Government MUP MUP MUP MUP MUP MUP
Office – Processing UP(2) MUP UP(2) MUP––
Office – Professional/
administrative
PPP(2)P––
Services – General
Accessory retail or servicesPPPPPP 17.42.015
Adult day care UP–––– UP
Catering service–––PP–
Child day care center MUPP MUP MUP– UP
Drive-through service– UP–––– 17.42.070
Equipment rental–––MUP UP– 17.42.140
Kennel, animal boarding– MUP– MUP UP–
Lodging – Bed and breakfast inn (B&B)PP MUP–––
Lodging – Boutique hotel or motel UP UP UP–––

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Packet Pg. 182 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup
Lodging – Hotel or motel UP UP UP–––
Maintenance service – Client site services–––PP–
Mortuary, funeral home UP–––––
Personal servicesPPPP––
Personal services – Restricted UP(2)–––––
Public safety facility UP UP UP UP UPP
Repair service – Equipment, large appliances,
etc.
–––PP–
Social service organization MUP(2) MUP(2)– MUP– UP
Vehicle services – Major repair/body work––– UP MUP–
Vehicle services – Minor maintenance/repair––– UP UP–
Veterinary clinic, animal hospital MUPP–P MUP–
Transportation, Communications and Infrastructure
Ambulance, taxi, or limousine storage–––– UP–
Broadcasting studio– UP(2) UP(2) MUP––
Electric vehicle charging station(7)PPPPPP 14.38
Parking facility, public or commercial UP UP UP––P
Telecommunications facility–––SSS 17.44
Transit station or terminal UP UP UP UP– UP
Utility facility––– UP UP UP
Vehicle storage–––– UP–
Key to Zoning District Symbols
CE East Cotati Avenue Corridor CI Commercial/Industrial District

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Packet Pg. 183 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup
CG Gravenstein Highway Corridor IG General Industrial District CD Downtown Commercial PF Public Facility District
Notes:
(1) See Article 9 for land use definitions.
(2) Use allowed only on second or upper floors, in compliance with Section 17.24.050(C), Limitation on the Location of Allowable Land Uses, or behind an allowed ground floor street frontage use. (3) See Section 17.42.165, Retail use maximum floor area. (4) When the Department of Alcoholic Beverage Control allows customers under twenty-one years of age on the premises.
(5) Artisan/craft product manufacturing uses proposed in the CE, CG, CD, HC, LP, NG, and CA districts must be located within buildings and suites designed and oriented to engage and encourage pedestrian activity and interaction with the surrounding uses. Uses in these districts must also include retail storefront presence and design characteristics, with production and manufacturing design elements (such as loading doors, material storage, etc.) oriented away from the primary entrances and street frontages of developments where they are located.
(6) MUP required for outdoor dining on private property in the CD district when the dining use abuts a residential land use.
(7) Permitted as an accessory use.
(8) Fees for farmers market planning permit applications shall be calculated at fifty percent of the fees set forth in the fee schedule as described in Section 17.60.060, Application fees. Use permit approval shall require that the review authority first find that the proposed use will be compatible with any nearby residential uses. Notices of public hearings shall be mailed to property owners within a radius from the subject site of six hundred feet, or greater at the director’s discretion.

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Packet Pg. 184 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup
Table 2-4 Allowed Land Uses and Permit Requirements for Downtown Specific Plan Districts Table 2-4
Allowed Land Uses and Permit Requirements for Downtown Specific Plan Districts P Permitted Use, Zoning Clearance required
MUP Minor Use Permit required
UP Use Permit required
S Permit requirement set by Specific Use Regulations
– Use not allowed
LAND USE(1) PERMIT REQUIRED BY DISTRICT Specific Use
HC LP NG CA Regulations

RESIDENTIAL USES
Residential Multifamily Project S S S S 17.28.050
Accessory dwelling unit P P P P 17.42.170
Emergency/transitional shelter S S S S 17.42.072

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Packet Pg. 185 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup
Home occupationPPPP 17.42.080
Live/work unitPPPP 17.42.090
Low Barrier Navigation CenterPPPP
Residential component of a mixed-use projectPPPP 17.42.100 Residential care facility for the elderly (RCFE)– UP UP UP Residential care facility, 7 or more clients– UP––
Supportive HousingPPPP

TRANSPORTATION, COMMUNICATIONS & INFRASTRUCTURE
Broadcasting studio UP(2)– UP(2)–
Electric vehicle charging station(7)PPPP 14.38
Parking facility UP UP UP(2) UP
Transit station or terminalPPPP

RETAIL TRADE
Accessory retail or servicesPPPP
Alcoholic beverage sales – associated with a
restaurant(4)
PPPP 17.42.030
Alcoholic beverage sales – off-sale UP UP UP UP 17.42.030 Antique or collectible storePPPP
Artisan/craft product manufacturing MUP MUP MUP MUP See Note (5) below Artisan shopPPPP
Auto parts sales with no installation services–––P
Bar, tavern UP UP UP UP 17.42.030
Brewery – Brew pub MUP MUP MUP MUP
Convenience store–– UP UP

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Packet Pg. 186 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Section Code Chapters with Redline Markup
Extended hour retail UP MUPPP
Furniture, furnishings and appliance store UP– MUP MUP
General retail – Less than 5,000 sfPPPP
General retail – 5,000 sf to 20,000 sfP–PP
General retail – More than 20,000 sf (Max. 43,000 sf)–– MUP MUP Groceries, specialty foods – 10,000 sf or lessPPPP
Groceries, specialty foods – More than 10,000 sf––P UP
Night club UP– UP UP
Outdoor display and sales MUP MUP MUP MUP 17.42.130
Restaurant – Outdoor dining on private property(6) P/MUP P/MUP P/MUP P/MUP 17.42.130 Restaurant – Outdoor dining in public right-of-wayPPPP 17.42.130 Restaurant, cafe, coffee shopPPPP
Retail complex–– UP UP
Retail display galleryPPPP 17.90.020
Retail Tobacco Store -- -- -- --
Second hand store UP–––
Service station (non-fossil fuels sales)––– UP 17.42.180 Tasting roomPPPP
SERVICES – BUSINESS, FINANCIAL, PROFESSIONAL

ATMPPPP
Bank, financial servicesPPPP
Business support serviceP
(2)
P
(2)
P
(2)
P
Medical services – Doctor officePPPP

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Medical services – Clinic, urgent care–––P
Office – AccessoryPPPP
Office – Business/serviceP
(2)
P
(2)
P
(2)
P
Office – Government UP UP UP UP
Office – Processing UP(2)– UP(2)–
Office – Professional/administrativeP
(2)
PP
(2)
P
Veterinary clinic, animal hospitalPPPP
SERVICES – GENERAL
Accessory retail or servicesPPPP 17.42.015
Adult day care UP(2) UP(2) UP(2) UP
Child day care center UP UPP UP
Lodging – Bed & breakfast inn (B&B)PPP UP
Lodging – Boutique hotel and motel UP UPPP
Lodging – Hotel UP(2) UP(2)PP
Personal servicesPPPP
Public safety facility––––
Social service organization– UP(2) UP(2) UP
Vehicle services – Minor maintenance/repair––– UP
Key to Zoning District Symbols
HC Historic Core NG Northern Gateway
LP La Plaza CA Commerce Avenue
Notes:
(1) See Article 9 for land use definitions.

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(2) Use allowed only on second or upper floors, in compliance with Section 17.24.050(C) (Limitation on the Location of Allowable Land Uses), or behind an allowed ground floor street frontage use. (3) Where allowed by the downtown specific plan’s regulating plan. (4) When the Department of Alcoholic Beverage Control allows customers under twenty-one years of age on the premises.
(5) Artisan/craft product manufacturing uses proposed in the CE, CG, CD, HC, LP, NG, and CA districts must be located within buildings and suites designed and oriented to engage and encourage pedestrian activity and interaction with the surrounding uses. Uses in these districts must also include retail storefront presence and design characteristics, with production and manufacturing design elements (such as loading doors, material storage, etc.) oriented away from the primary entrances and street frontages of developments where they are located. (6) MUP required for outdoor dining on private property in the CD district when the dining use abuts a residential land use.
(7) Permitted as an accessory use.
(Ord. 910 § 3, 2022; Ord. 908 § 5 (Exh. 1 § 7), 2022; Ord. 906 § 6, 2021; Ord. 902 § 6, 2021; Ord. 895 § 2(A) Exh. 2 (part), 2020: Ord. 893 § 5, 2020; Ord. 888 § 1, 2019; Ord. 883 § 6 (Att. A), 2018; Ord. 823 § 2(C) Exh. C (part), 2009; Ord. 812 § 1, 2008; Ord. 801 § 1, 2007; Ord. 787 § 2, 2007; Ord. 766 § 2 Exh. A (part), 2004).

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Chapter 17.28 SPECIAL PURPOSE ZONE AND OVERLAY ZONE STANDARDS

17.28.050 Specific plan, downtown (SPD) zoning district.

A. Applicability. The SPD zoning district is applied to the area covered by the downtown specific plan, which provides detailed and comprehensive guidance and standards for development. The SPD zoning district is consistent with and implements the residential, general commercial and parks land use designations of the general plan.

B. Allowable Land Uses and Planning Permit Requirements. The land uses allowed within the SPD zoning district and the planning permit requirement for establishing an allowed use are determined by the downtown specific plan and Section 17.22.020, Table 2-4.

C. Development Standards. Subdivision, site planning, building and development standards are determined by the downtown specific plan. (Ord. 823 § 2(C) Exh. C (part), 2009). In addition, design of residential uses in the downtown specific plan shall be consistent with the objective residential design standards in Chapter 17.39.

Chapter 17.32 DENSITY BONUSES
Chapter

17.32.030
Allowed
density
bonuses.

The amount of a density bonus allowed in a housing development shall be determined by the council in compliance with this section and requirements under State Density Bonus and Housing law..

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A. Density Bonus. A housing project that complies with the eligibility requirements in Section 17.32.020(A)(1), (A)(2), (A)(3), or (A)(4) shall be entitled to density bonuses as follows, unless a lesser percentage is elected by the applicant:
a. 1. General Density Bonus. The city shall grant at least a twenty-percent increase in the number of dwelling units normally allowed by the applicable general plan designation and zoning, except that:
a. For each one percent increase above ten percent in the percentage of units affordable to lower income households, the density bonus shall be increased by one and one-half percent up to a maximum of thirtyfive percent; and b. For each one percent increase above five percent in the percentage of units affordable to very lowincome households, the density bonus shall be increased by two and one-half percent, up to a maximum of thirty-five percent.
b. 2. Bonus for Condominium or Planned Development Project. A density bonus for a condominium project that complies with the eligibility requirements in Section 17.32.020(A)(3) of this chapter shall consist of at least a five percent increase in the number of dwelling units normally allowed by the applicable general plan designation and zoning district, except that for each one percent increase above ten percent of the percentage of units affordable to moderate-income households, the density bonus shall be increased by one percent up to a maximum of thirtyfive percent. c. 3. Density Bonus for Land Donation. When an applicant for a tentative map, parcel map, or other residential development approval donates land to the city in compliance with this subsection, the applicant shall be entitled to a density bonus for the entire development, as follows; provided that nothing in this subsection shall be construed to affect the authority of the city to require a developer to donate land as a condition of development. a. Basic Bonus. The applicant shall be entitled to a fifteen percent increase above the otherwise maximum allowable residential density under the applicable general plan designation and zoning. b. Additional Bonus. For each one percent increase above the minimum ten percent land donation described in subsection (A)(3)(c)(ii) of this section, the density bonus shall be increased by one percent, up to a maximum of thirty-five percent. This increase shall be in addition to any increase in density required by subsections (A)(1) and (A)(2) of this section, up to a maximum combined mandated density increase of

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thirty-five percent if an applicant seeks both the increase required in compliance with subsections (A)(1) through (A)(3) of this section.
c. Eligibility for Bonus. An applicant shall be eligible for the increased density bonus provided by this subsection if all of the following conditions are met:
a. The applicant donates and transfers the land no later than the date of approval of the final subdivision map, parcel map, or residential development application; ii. The developable acreage and zoning classification of the land being transferred are sufficient to permit construction of units affordable to very low-income households in an amount not less than ten percent of the number of residential units of the proposed development; iii. The transferred land is at least one acre, or of sufficient size to permit development of at least forty units, has the appropriate general plan designation, is appropriately zoned for development as affordable housing, and is or will be served by adequate public facilities and infrastructure. The land shall have appropriate zoning and development standards to make the development of the affordable units feasible. No later than the date of approval of the final subdivision map, parcel map, or of the residential development, the transferred land shall have all of the permits and approvals, other than building permits, necessary for the development of the very low-income housing units on the transferred land, except that the local government may subject the proposed development to subsequent design review to the extent authorized by Government Code Section 65583.2(l) if the design is not reviewed by the city prior to the time of transfer; iv. The transferred land and the affordable units shall be subject to a deed restriction ensuring continued affordability of the units consistent with Section 17.32.070 (Continued affordability) of this chapter, which shall be recorded on the property at the time of dedication; v. The land is transferred to the city or to a housing developer approved by the city. The city may require the applicant to identify and transfer the land to the developer; vi. The transferred land shall be within the boundary of the proposed development or, if the city agrees, within one-quarter mile of the boundary of the proposed development.

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d. 4. Senior Housing Density Bonus. For housing developments meeting the criteria of Section 17.32.020(A)(4), the city shall grant a density bonus that is twenty percent of the number of senior housing units. e. 5. Mixed Use Density Bonus. For mixed-use projects meeting the criteria of Section 17.32 and Section 17.42.100, the City Council, at it’s sole discretion, may grant up to 100-percent residential density bonus to facilitate and support the development of commercial elements within a mixed-use or commercial zoning district.

B. Greater or Lesser Bonuses. The city may choose to grant a density bonus greater than provided by this section for a development that meets the requirements of this section, or grant a proportionately lower density bonus than required by this section for a development that does not comply with the requirements of this section, in keeping with the requirements and allowance of state density bonus law.

1. When an applicant for approval of a commercial development has entered into an agreement for partnered housing to contribute affordable housing through a joint project or two separate projects encompassing affordable housing, the city shall grant to the commercial developer a development bonus as prescribed in Government Code Section 65915.7 and in Municipal Code Section 17.32.040 (Allowed incentives or concessions.).

C. Density Bonus Calculations. The calculation of a density bonus in compliance with this subsection that results in fractional units shall be rounded up to the next whole number, as required by state law. For the purpose of calculating a density bonus, the residential units do not have to be based upon individual subdivision maps or parcels.

D. Requirements for Amendments or Discretionary Approval. The granting of a density bonus shall not be interpreted, in and of itself, to require a general plan amendment, zoning change, or other discretionary approval.

E. Location of Bonus Units. The developer may locate density bonus units in geographic areas of the housing development other than the areas where the units for the lower income households are located, in keeping with the requirements and allowances of state density bonus law. (Ord. 854 § 2 (part), 2015; Ord. 766 § 2 Exh. A (part), 2004).

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Chapter 17.39 Objective Design Guidelines (Chapter 17.39 is included at the end of this table for reference)

17.39.030
Objective
residential
design
standards.

H. Mixed Use Developments. Projects consisting of both commercial and residential uses shall also be consistent with each of the following standards below:

1. Site planning and building design shall provide for pedestrian access from the public street into the nonresidential and residential portions of the project, through courtyards, plazas, and walkways.

2. Horizontal mixed use projects shall include a pedestrian network connecting the residential components of the project with the nonresidential components through the provision of courtyards, plazas and walkways.

3. All building design and site design requirements and criteria identified herein, shall be incorporated into mixed use projects.

Chapter 17.42 STANDARDS FOR SPECIFIC LAND USES

17.42.100
Mixed use
projects.

This section provides standards for the design of mixed-use projects, where allowed by Chapter 17.22 (Allowable Land Uses) of this title. A mixed use project combines residential and nonresidential uses on the same site, with the residential units typically located above the nonresidential uses (vertical mixed use) however mixed use projects where the commercial and residential uses are located within separate structure are also permissible (horizontal mixed use).

Consistent with state law, projects with residential units shall be allowed in the Mixed Use zone (See Special Housing Standards in Table 3-7). Residential units may be also allowed at ground level behind street-fronting nonresidential uses (horizontal mixed use) only under the limited circumstances specified by this section subject to Section 17.39.030, Objective residential design standards.

A. Design Considerations. A mixed-use project with residential uses shall achieve the following objective design standards:

1.All building materials will be low reflective, include noise reducing materials in exterior doors and windows and walls, and between residential and nonresidential uses.

2. The windows and doors of residential units shall be installed so as to not open or view directly into other units and ensure appropriate privacy between residential units and other uses on the site is provided.

3. Site planning and building design shall provide for delineated pedestrian access from the public street into the residential and nonresidential portions of the project, through courtyards, plazas, walkways, or similar features;

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4. Site planning and building design shall be compatible with and enhance the adjacent and surrounding residential neighborhood in terms of building design, color, exterior materials and amenities, landscaping, street furniture, lighting, roof styles, scale, and signage.

B. Mix of Uses.

1. CG Zoning District and SPD Districts. Within the CG zoning district and SPD districts, residential development shall be located on the second and higher floors for vertical mixed use projects; horizontal mixed use projects must incorporate a predominant mix of commercial uses into the street frontage of the project site. Residential uses are permitted as required by state law or as part of mixed use project consistent with the subject to the provisions of subsection C of this section. Residential use components in a mixed use project shall be allowed, provided that a minimum FAR of 0.25 of 25-percent of the floor area is achieved for the nonresidential use component.

2. Other Zoning Districts. Within other zoning districts, the floor area of the nonresidential portions of a mixed use project shall equal at least forty percent of the combined residential and nonresidential floor area on the entire site, or as defined in the Downtown Specific Plan.

3. Allowable Nonresidential Uses. A mixed use project may combine residential uses with any other use allowed in the applicable zoning district by Article 2 (Community and Project Design) of this title, subject to the planning permit requirements of Article 2 for each use.

C. Density. The residential component of a mixed use project shall comply with the density requirements of the general plan, downtown specific plan, and subsection B of this section.

D. Site Layout and Project Design Standards. Each proposed mixed use project shall comply with the property development standards of the applicable zoning district, and the following requirements:

1. Location of Units. Residential units in mixed use projects shall not be the predominant land use occupying ground floor space within the first seventy-five feet of area measured from each building face adjacent to Old Redwood Highway or La Plaza Park. Residential only projects shall locate shared community spaces on the ground floor and incorporate street facing designs consistent with commercial uses in the Downtown Specific Plan.

2. Parking. In order to encourage the development of residential uses in existing and new commercial areas, the use of shared parking provisions shall be incorporated into mixed use projects in compliance with Section 17.36.080 (Reduction of parking requirements) of this title. The review authority may grant automotive parking reductions of up to 100% for commercial land uses (on a case-by-case basis), when significant multi-modal transportation infrastructure and curb-demand management is incorporated into the project design and significant impacts resulting from such a reduction are not identified.

3. Loading Areas. Commercial loading areas shall be located away from residential units and shall be screened from view from the residential portion of the project to the maximum extent feasible.

4. Refuse and Recycling Areas. Areas for the collection and storage of refuse and recyclable materials shall be located on the site in locations that are convenient for both the residential and nonresidential uses.

E. Performance Standards.

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17. Lighting. Lighting for commercial uses shall be appropriately shielded and incorporate “dark sky” cut off lenses and shields to limit impacts on the residential units and the surrounding environment.

2. Noise. Each residential unit shall be designed and constructed to minimize adverse impacts from nonresidential project noise, in compliance with Section 17.30.050 (Noise standards) of this title. (Ord. 895 § 2(A) Exh. 2 (part), 2020:

Ord. 766 § 2 Exh. A (part), 2004).

17.32.050
Parking
requirements
in density
bonus
projects.

A. Applicability. This section subdivision applies to a development that meets the requirements of Section 17.32.020 (Eligibility for bonus, incentives, or concessions) of this chapter, but only at the request of the applicant. An applicant may request additional parking incentives or concessions beyond those provided in this section in compliance with Section 17.32.040 (Allowed incentives or concessions) of this chapter.

B. Number of Parking Spaces Required. At the request of the developer, the city will require the following vehicular parking ratios for a project that complies with the requirements of Section 17.32.020 (Eligibility for bonus, incentives or concessions) of this chapter, inclusive of handicapped and guest parking: Consistent with state regulations, minimum automobile parking requirements shall not be imposed or enforced on a residential, commercial, or other development project (except that minimum automobile parking requirements may be required of non-residential use hotel, motel, bed and breakfast inn, or other transient lodging) if the project is located within one-half mile of public transit, unless specific findings are made within 30 days of submittal to the City of a complete application, pursuant to Government Code Section 65853.2:

1. Zero to one bedroom: One on-site parking space;

2. Two to three bedrooms: Two on-site parking spaces;

3. Four and more bedrooms: Two and one-half parking spaces.

If the total number of parking spaces required for a development is other than a whole number, the number shall be rounded up to the next whole number.

C. Location of Parking. For purposes of this section, a development may provide on-site parking through tandem parking or uncovered parking, but not through on-street parking. (Ord. 766 § 2 Exh. A (part), 2004).

Chapter 17.36 PARKING AND LOADING (Note: These are included as they make current parking consistent with changes to Government Code.

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17.36.10 Purpose
The requirements of this chapter are intended to ensure that sufficient off-street parking is provided for all uses and structures located more than one-half mile from public transit, consistent with Government Code Section 65853.2, and that parking facilities are properly designed, attractive, and located to be unobtrusive, generally to the rear of the site, while meeting the needs of the specific use or structure. (Ord. 766 § 2 Exh. A (part), 2004).

17.36.020
Applicability
Each land use and structure located more than one-half mile from public transit, consistent with Government Code Section 65853.2., including a change or expansion of a land use or structure shall be provided continuously maintained off-street parking and loading areas in compliance with this chapter. A land use shall not be commenced and a structure shall not be occupied until the improvements required by this chapter are satisfactorily completed. (Ord. 766 § 2 Exh. A (part), 2004).

17.36.040
General
parking
regulations.

A. Location of Parking on a Site. Parking and loading spaces shall be located as required in Section 17.36.090(A) of this chapter.

B. Timing of Installation. A new or altered structure shall not be occupied, and a new land use not requiring a structure shall not be established, until all off-street parking and loading facilities required by this chapter are in place and approved by the city.

C. Parking and Loading Spaces to be Permanent. Each parking and loading space shall be permanently available, marked, and maintained for parking or loading purposes for the use it is intended to serve, notwithstanding replacement of religious-use parking as provided for in Government Code Section 65913.6. The approval of a limited term permit (Section 17.62.030), may allow the temporary use of a parking or loading space for other purposes.

D. Parking and Loading to be Unrestricted. An owner, lessee, tenant, or other person having control of the operation of a premises for which parking or loading spaces are required by this chapter, shall not prevent, prohibit, or restrict authorized persons from using the spaces without the prior approval of the director.

E. Vehicles for Sale. See Section 17.42.045 (Auto and vehicle sales) of this title. (Ord. 766 § 2 Exh. A (part), 2004).

17.36.050
Number of
parking spaces
required.

Each land use shall be provided the number of off-street parking spaces required by this section. See Section 17.36.070 of this chapter for off-street parking requirements for bicycles and motorcycles.

A. Parking Requirements by Land Use.

1. Each land use shall provide the number of off-street parking spaces required by Table 3-7, except where a greater number of spaces is required through discretionary permit review, or where a reduction of parking is granted in compliance with Section 17.36.080 (Reduction of parking requirements) of this chapter. Minimum automobile parking requirements shall not be imposed or enforced on a residential, commercial, or other development project, if the project is located within one-half mile of public transit, unless specific findings are made within 30 days of submittal to the City of a complete application, consistent with Government Code Section 65853.2.1

2. A land use not specifically listed by Table 3-7 shall provide parking as required by the review authority. The review authority shall use the requirements in Table 3-7 as a guide in determining the number of off-street parking spaces required, except for residential, commercial, or other development projects located within one-half mile of public transit, (except for parking requirements applicable to non-residential use hotel, motel, bed and breakfast inn, or other

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transient lodging uses) or unless specific findings are made within 30 days of submittal to the City of a complete application, consistent with Government Code Section 65853.2.

3. In any case where Table 3-7 establishes a parking requirement based on floor area in square feet (for example: one space per one thousand square feet of gross floor area), the floor area shall be construed to mean gross interior floor area.

4. A single use with accessory components shall provide parking for primary use, and each component except in instances where the review authority finds that the parking provided for the primary use is adequate to meet the overall parking demands of the entire project. For example, a hotel with a meeting room shall may provide the parking spaces required by Table 3-7 for a hotel (e.g., the guest rooms), and for a meeting room, as deemed necessary by the review authority.

B. Expansion of Structure, Change in Use. When a structure is enlarged, or when a change in its use requires more offstreet parking than the previous use, additional parking spaces shall be provided in compliance with this chapter except where the number of additional spaces required is ten percent or less of the number of existing spaces. See also Chapter 17.82 (Nonconforming Uses, Structures, and Parcels) of this title.

C. Multi-tenant Sites. A site with multiple tenants shall provide the aggregate number of parking spaces required for each separate use; except where the site is developed as an integrated center or mixed-use development with shared parking and no spaces reserved for a particular use, parking shall be provided as required by Table 3-7 for a retail complex, or as deemed appropriate by the review authority based on project analysis and information provided by the applicant. When a multi-tenant center includes one or more uses that will need more parking than retail uses (for example, a fitness center, restaurant, or theater), additional parking shall be required for the nonretail use unless a parking reduction is approved in compliance with Section 17.36.080 (Reduction of parking requirements) or Section

17.36.050 4. of this chapter.

D. Excessive Parking. The city discourages a land use being provided more off-street parking spaces than required by this chapter, to avoid the inefficient use of land, unnecessary pavement, and excessive storm water runoff from paved surfaces. The provision of off-street parking spaces in excess of the requirements in Table 3-7 is allowed only with use permit approval, and only when additional landscaping and pedestrian amenities are also provided to the satisfaction of the review authority.

E. Bench or Bleacher Seating. Where fixed seating (e.g., benches, bleachers, pews, or similar seating) is provided, a seat shall be defined as eighteen inches of bench space for the purpose of calculating the number of required parking spaces as provided in Table 3-7.

F. Nonconforming Parking. A structure with nonconforming off-street parking may be physically changed or undergo a change in use subject to the following provisions:

1. Residential Uses. No additional parking spaces shall be required; provided, the change does not increase the floor area, nor increase the number of dwelling units, nor eliminate the only portion of the site that can be used for the required or existing parking or access.

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2. Nonresidential Uses. The number of existing parking spaces shall be maintained on the site and additional parking shall be provided in compliance with this chapter for any additional floor area. If the use of the structure is changed to one that requires more parking than the previous use, the difference between the parking spaces required for the previous use and the new use shall be provided.

3. Waiver by Commission. The commission may waive covered parking requirements when a nonconforming structure is proposed for rehabilitation if the commission determines, in compliance with Section 17.62.050 (Use permit and minor use permit) of this title, that the existing structure location, lot size, or topography renders the requirement infeasible or unnecessary.

G. State Parking Exceptions. Parking requirement exceptions are available consistent with Government Code Section 65853.2 for projects located within one-half mile of qualifying public transit and apply to all uses except for projects subject to specific 30-day findings, and parking requirements for non-residential use hotel, motel, bed and breakfast inn, or other transient lodging uses.

Table 3-7
Parking
Requirements
by Land Use
See Section 17.36.050.G for all projects located more than one half mile of public transit, or projects subject to specific 30-day findings pursuant to Government Code Section 65853.2.).

17.90.020
Definitions of
specialized terms
and phrases.

Low-Barrier Navigation Centers. A housing-first, low-barrier, service-enriched shelter focused on moving people into permanent housing that provides temporary living facilities while case managers connect individuals experiencing homelessness to income, public benefits, health services, shelter, and housing. “Low barrier” means best practices to reduce barriers to entry, and may include, but is not limited to, the following:
(1) The presence of partners if it is not a population-specific site, such as for survivors of domestic violence or sexual assault, women, or youth.
(2) Pets.
(3) The storage of possessions.
(4) Privacy, such as partitions around beds in a dormitory setting or in larger rooms containing more than two beds, or private rooms.

Supportive Housing. Housing with no limit on the length of stay, that is occupied by the target population, and is linked to on-site or off-site services that assist the supportive housing resident in retaining the housing, improving their health status, and maximizing their ability to live and, when possible, work in the community. Target populations include homeless individuals, youth and families, and people with disabilities. (CA-HSC 50675.14).

Retail tobacco store. A retail store utilized primarily for the sale of tobacco products and tobacco accessories and for which the sale of other products is merely incidental. Incidental sale of tobacco products up to 25-percent of a business retail floor area or gross sales does not qualify as a retail tobacco store.

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Packet Pg. 199 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Tobacco product. Any substance containing tobacco or nicotine that is intended for human consumption, whether smoked, heated, chewed, absorbed, dissolved, inhaled, snorted, sniffed or ingested by any other means, including, but not limited to, cigarettes, cigars, pipe tobacco, snuff and chewing tobacco. “Tobacco product” also means any device that delivers nicotine or other smoked substances to the person inhaling from the device, including, but not limited to, an electronic cigarette, cigar, pipe, or hookah.

Tobacco product. Does not include any cessation product specifically approved by the United States Food and Drug Administration for use in treating nicotine or tobacco dependence.

Chapter 17.39

OBJECTIVE DESIGN STANDARDS

FOR STREAMLINED AND MINISTERIAL RESIDENTIAL DEVELOPMENTS Sections:

17.39.010 Purpose of chapter.

17.39.020 Applicability.

17.39.030 Objective residential design standards.

17.39.010 Purpose of chapter.

This chapter establishes objective residential design standards that are generally derived from design and development guidelines and policies contained in the land use code, the general plan, the downtown specific plan, the Santero Way specific plan and the 1990 residential design criteria. Typically, new residential development is required to go through the city’s discretionary design review process, which includes review for compliance with the city’s design and development standards.

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Packet Pg. 200 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) Many of the city’s design and development standards demonstrate preferences while allowing discretion and flexibility and, as such, cannot be enforced through a streamlined ministerial process such as that described in Senate Bill 35. The objective design standards for streamlined and ministerial residential developments aim to incorporate Cotati’s existing design and development standards to the greatest extent possible, while complying with the intent of state legislation to facilitate and expedite the construction of housing.

These objective design standards strive to ensure high quality designs that maintain the rural, small-town feel balanced against a downtown that reflects a focus on intensified development. These objective design standards aim to strike a balance between a discretionary design review process and a ministerial process to achieve creative designs that enhance character and livability, but without the use of separate standards for specific areas of the community. (Ord. 905 § 5, 2021).

17.39.020 Applicability.

The provisions of this chapter apply to all residential projects which demonstrate eligibility pursuant to California Senate Bill 35 (or similar state or city legislation as may be amended), and therefore qualify for streamlined and ministerial processing.

The streamlined approval process is an opt-in program for developers who must request streamlined ministerial approval (such as the process outlined in SB 35) at the time a permit application is submitted to the city. (Ord. 905 § 5, 2021).

17.39.030 Objective residential design standards.

Consistent with existing state law, objective standards are those that involve no personal or subjective judgment by a public official and are uniformly verifiable by reference to an external and uniform benchmark and are applied through a ministerial review process.

Residential developments that are subject to this chapter must be consistent with each of the standards below:

A. Neighborhood Compatibility. The purpose of the neighborhood compatibility design standards is to minimize impacts to established neighborhoods and their distinctive characteristics by requiring new multifamily development projects to include features most relevant to the Cotati community. Design characteristics that differentiate one neighborhood from another add variety to a city. It can be handled through the public realm (city-initiated enhancements) and further emphasized from

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Packet Pg. 201 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) building to building or development to development. These differentiated neighborhoods create a sense of ownership and when done well create a visual diversity that make cities and towns interesting.

1. Multifamily projects fronting on an existing or proposed public street shall orient the buildings to the street with individual entries, porches, and landscaping facing the street. Street-facing parking lots, parking spaces, carports, and garages are not allowed.

2. A third story (or more) portion of the multifamily building shall be set back a minimum of thirty feet from any property line adjacent to properties developed with single-family residences.

B. Building Design. The intent of these building design standards is to enhance the quality and character of neighborhoods with new multifamily developments that include design features of traditional craftsman style homes.

1. Buildings shall include traditional design features of craftsman style homes consisting of:
a. Visible roof styles shall incorporate low to moderately pitched roofs (gabled or hipped) with slopes ranging between 4:12 and 9:12. Other roof types such as flat, parapet, butterfly, and shed shall not be visible elements of the architecture, except a dormer, porch or architectural projection may include a shed roof. A shed roof with a projecting dormer(s) is permissible.
b. Rooflines shall extend past the wall of the building with a minimum eave width of eighteen inches and shall include exposed roof beams and/or rafters.
c. The upper portion (quarter to half) of a window shall include divided lights or simulated divided lights. Tinted and reflective glass is prohibited.
d. Windows shall be limited to double hung, single hung, casement, or fixed, and shall include a wood surround with a minimum width of four inches.
e. Exterior entry doors shall include recessed panels and/or glazing and shall include a wood surround with a minimum width of four inches.

9.C.a
Packet Pg. 202 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) f. Exterior wall materials shall include at least two of the following materials: solid wood or concrete based wood siding, solid wood or concrete based shingle siding, stucco, brick, and stone. Materials such as T1-11 siding, particle board, vinyl, and EIFS are prohibited.
g. Building materials and details shall be consistent on all elevations. h. All ground-level residential units fronting onto a public street, plaza, park, or courtyard shall have their primary access from a porch. The porch shall be a minimum of six feet clear depth and a clear width of eight feet minimum.

Porches shall be covered with a roof that is supported by square/rectangular columns which may be straight and/or tapered. Cantilevered roofs are not permitted.

2. Affordable units and market rate units in the same development shall be constructed of the same exterior materials and details such that the units are not distinguishable.

3. Blank walls shall not exceed twenty linear feet without being interrupted by a window or entry. Walls without entries or windows shall include shrubs and trees or art.

4. Buildings over three stories must provide a ground-floor elevation that is distinctive from the upper stories by providing a material change or horizontal articulation with a minimum dimension of ten feet between the first floor and upper floors along at least seventy-five percent of the building facade with frontage upon a street, adjacent public park or public open space.

5. Covered front porches of existing homes to remain shall not be enclosed.

6. Window Orientation. Where one or more windows are proposed ten feet or less from a side lot line, or ten feet from another residential structure on the same site, the windows shall be oriented and/or screened by an architectural feature to provide privacy for the residents of both structures.

7. Entry points into multifamily housing shall be distinguished from the facade using articulation, projections or other distinguishing characteristics which highlight the point of entry.

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Packet Pg. 203 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading)

8. All roof-mounted and/or ground-mounted equipment with the exception of solar collector panels shall be screened from view using architectural and/or landscape features.

C. Massing/Articulation. The intent of massing/articulation standards is to require building designs that minimize the perceived scale of large buildings to enhance the pedestrian experience and incorporate variety in massing and details to add visual interest.

1. A minimum of two features such as balconies, cantilevers, dormers, bay windows, porches, and individualized entries, shall be incorporated into each project building facade.

2. The building facade facing a street, public park, or publicly accessible outdoor space shall incorporate a horizontal offset for every fifty feet of continuous building wall length with a minimum depth of eighteen inches.

3. Rooflines shall be vertically articulated at least every fifty feet along the street frontage, by varying rooflines, height and/or building form.

D. Usable Open Space/Landscape. The intent of the open space/landscape standards is to require new multifamily development to support a high quality of life with appropriate usable open space, indoor and outdoor community amenities, retention of heritage trees, and new planting of trees, shrubs, and ground cover that add variety and interest. “Usable open space” means on-site area or areas, accessible to the residents of the development it serves and designed for safe and convenient active use for recreational, leisure, and social activities. Other open spaces such as areas within a street side setback (other than a permitted private porch and/or patio), creek setback, stormwater management facility, wetland/habitat preservation areas, and sloped areas over five percent are not considered “usable open space.”

1. Usable Open Space and Amenities. Each multifamily residential project shall provide permanently maintained usable open space and/or amenities. The total amount of usable open space and/or amenities included for the project shall at a minimum provide a total of one hundred fifty square feet of usable common and/or private open space per unit. Projects directly adjacent to a public park or directly across a local street from a public park need to only provide a total of fortyeight square feet of common and/or private usable open space per unit on the project site. Usable open space and/or amenities shall be provided as follows:

9.C.a
Packet Pg. 204 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) a. Ground-level units shall include a private porch and/or private patio/garden. Each private porch or private patio/yard shall include a minimum clear dimension of six feet by eight feet. b. Projects of more than ten units, and not directly adjacent to a public park or directly across the street from a public park, shall include usable common open space which may be a courtyard or rooftop terrace. c. Projects of more than ten units shall include a minimum of three of the following additional usable open space amenities:
i. Private balconies above the ground floor.
ii. Playground.
iii. Swimming pool.
iv. Community center. (Interior portions of the building devoted to recreational and social uses count as usable open space up to a maximum of fifteen percent of the total usable open space requirement for the development. Other uses such as offices, utility rooms, or hallways are not counted as usable open space.) v. Community garden.
vi. Play/sport court(s) – teen/adult (i.e., bocce ball, basketball). vii. Courtyard.
viii. Rooftop terrace.

2. Outdoor seating shall be provided at common usable open space areas.

3. Any playground area must be visible to multiple units to provide casual surveillance and be separated from traffic.

Benches or picnic tables for adults that are accompanying younger children shall be provided.

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Packet Pg. 205 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading)

4. Configuration of Usable Open Space. Required usable open space areas shall be designed and located as follows:
a. Courtyards shall be enclosed fully or partially on a minimum of two sides by buildings that include residential units and/or community buildings; and shall have a minimum dimension of twenty feet. Courtyards shall at a minimum include hardscape, landscaping, seating with a table or tables. b. Rooftop terraces shall include tables, chairs, and landscaping at a minimum. The rooftop terrace shall be designed and constructed to ensure that interior noise levels of adjacent uses are in compliance with Section 17.30.050.

5. Open space landscaping shall comply with the requirements of Chapter 17.34 (Water Efficient Landscaping Standards).

6. Maintenance and Control of Common Open Space. Required common open space shall be controlled and permanently maintained by a homeowners’ association (HOA) or similar entity within a common ownership interest development. Provisions for control and maintenance shall be included in property covenants of all common interest developments.

7. Project does not include the removal of a native oak tree or development within the root zone of a native oak (black, valley, or live oak with a minimum circumference of twelve inches measured fifty-four inches above the natural grade).

E. Outdoor Lighting. The intent of outdoor lighting standards is to require high quality lighting fixtures to provide safety and security for persons and property, and to minimize light pollution, sky glow and glare. Outdoor lighting shall be installed and maintained along all vehicular access ways and pedestrian walkways, in compliance with Section 17.30.060 (Outdoor lighting).

The lighting shall be shielded and directed downward onto the driveways and walkways within the development and away from adjacent properties to eliminate glare and minimize light trespass. Lighting of at least one foot-candle shall also be installed and maintained within all covered and enclosed parking areas and shall be screened with full cutoff luminaires to minimize sky glow and glare onto public sidewalks and adjacent residences. Lighting fixtures/lamps shall be energy efficient and be a warm light with a broad color spectrum to minimize sky glow. An all-night light shall not exceed 3000K (Kelvin Color Temperature Scale) and lights with an on/off timer shall not exceed 4000K.

Proposed lighting shall be shown on the required landscape plan and supported by a photometric analysis.

9.C.a
Packet Pg. 206 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) F. Site Design. The intent of site design standards is to ensure the integration of new multifamily development into the surrounding neighborhood and to enhance the appearance, safety, convenience, and social interaction through the provision of circulation connectivity. Further, these standards are intended to identify the appropriate location and appearance of parking and other features serving these developments.

1. Project shall provide or extend streets as shown in the adopted Cotati general plan or the adopted specific plan.

2. When dwelling units are abutting common open space areas, a minimum of one window from each dwelling abutting the common open space area shall overlook the common open space.

3. Accessory Structure Design. Accessory structures and uses (e.g., bicycle storage, garages, carports, laundry rooms, recreation facilities, etc.) shall be designed and constructed with an architectural style, exterior colors and materials that match the structures in the project containing dwelling units.

4. Screen all parking areas, covered and uncovered, from public street frontages. Screening may be accomplished through building placement, landscaping, a planted earth berm, planted fencing, topography, or some combination of the above. Landscaping used for screening purposes shall be no less than fifteen feet wide (from the back of sidewalk or street curb to the parking lot paving, whichever is greater) and no less than three feet tall.

5. Structures listed on Table 9.1-1 (Buildings Potentially Eligible for the California Register) of the Cotati general plan background report shall be preserved/restored in their existing location and incorporated into the proposed development.

6. Street and driveway widths shall not exceed the minimum widths established by the city or fire district.

7. A pedestrian walkway system shall be provided to connect each unit to facilities within the project, to public streets, and to public pedestrian/bicycle paths abutting the project where legally permissible.

8. Street trees within a planter strip or tree well shall be provided except in cases where the public works standards call for a contiguous sidewalk or no sidewalk.

9.C.a
Packet Pg. 207 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading)

9. Front Setback Pavement. No more than forty percent of the front setback area shall be paved for walkways, driveways, and/or other hardcover pavement.

10. Parking Location. Off-street parking shall be located so that garage doors, carports, and open parking spaces are not visible from the street fronting the parcel.

G. Accessory Elements. The intent of accessory elements standards is to ensure that certain accessory uses are provided and appropriately screened.

1. Perimeter fencing utilized along public streets shall be constructed of decorative iron, pre-painted welded steel, stone, or wood pickets or a combination of such materials. Chain-link fencing is prohibited.

2. The height of solid fencing between private yards and common open spaces shall be limited to four and one-half feet in height.

3. Screen rooftop equipment (solar panels are exempt) from visibility. The point of view for determining visibility shall be five feet above grade at a distance of two hundred feet.

4. Screen all exterior trash, recycling, storage utility boxes, wood service poles, electric and gas meters, fire sprinkler valves and backflow preventers and transformers, or other ground-mounted infrastructure.

5. Refuse Containers.
a. Four units or less may be served by individual garbage containers. When individual garbage cans are used, they must either fit in the garage or into a special enclosure. b. When there are five units or more, provide dumpsters for garbage collection within a roofed enclosure. c. When dumpsters are to be used, coordination with the refuse pickup provider to determine the size and number of dumpsters is required and dumpsters shall accommodate all waste streams (landfill, recycling and compost, etc.).

9.C.a
Packet Pg. 208 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) d. Dumpsters enclosures shall be roofed and incorporate walls a minimum of six feet tall. Allow adequate size to accommodate the needed dumpsters, compost, and recycling containers. All enclosures and gates should be designed to withstand heavy use. Provide wheel stops or curbs to prevent dumpsters from banging into walls of enclosure.
e. Provide an opening so that pedestrians can access the dumpsters without opening the large gates. f. Provide lighting at trash enclosures for nighttime security and use. g. Locate dumpster enclosures so that no dwelling is closer than twenty feet (including those on abutting properties), or more than one hundred feet from a residential unit. No minimum distance from dwellings is required if dumpsters are located within a fully enclosed room.

6. Storage. A minimum of one hundred cubic feet of lockable storage area shall be provided for each dwelling outside of the unit, with no dimension less than thirty inches. This section does not apply to vertical mixed use.

7. Laundry Facilities. Each multifamily unit shall be provided a plumbed individual laundry area within the unit or its garage, of a size large enough to accommodate a clothes washer and dryer, except that a multifamily project of five or more units may be designed to provide common laundry facilities as determined by the project applicant. If located in the garage for an individual unit, the laundry area shall not encroach into the required parking area.

H. Mixed Use Developments. Projects consisting of both commercial and residential uses shall also be consistent with each of the following standards below:

3. All building and site design requirements and criteria identified herein, shall be incorporated into mixed use projects.

9.C.a
Packet Pg. 209 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) I. Solar On Site. Projects shall include on-site solar photovoltaic panels/equipment to help achieve energy efficiency standards contained within California Code of Regulations Title 24.

J. Additional Objective Standards Within Zoning Code. Projects subject to this chapter must comply with all other applicable objective standards within the City’s adopted plans and this zoning code including, but not limited to:

1. Development standards as indicated in
Sections 17.22.020, 17.22.030, 17.24.030 17.24.040, 17.24.050, 17.28.050, 17.30.010, 17.30.020, 17.30.030, 17.30.040, 17.3

0.042, 17.30.050, 17.30.060, 17.30.070, 17.30.080, 17.30.082, 17.30.084, 17.30.090, and 17.30.100, and as may be amended.

2. Street and streetscape standards as indicated in Sections 17.26.010, 17.26.020, 17.26.030, and 17.26.040, as may be amended.

3. Landscaping standards as indicated in Sections 17.34.050, 17.34.060, and 17.34.070, as may be amended.

4. Parking and loading standards as indicated in
Sections 17.36.040, 17.36.050, 17.36.060, 17.36.070, 17.36.080, 17.36.090, and 17.36.100, as may be amended, unless otherwise superseded by state law.

5. Mixed use projects standards as indicated in Section 17.42.100.

6. Multifamily and small lot single-family project standards as indicated in Section 17.42.120.

7. Condominium and common interest project standards as indicated in Section 17.42.065.

8. Creekside development standards as indicated in Sections 17.50.030, 17.50.040, and 20-30.040(B)(1), (B)(2), (C), (D), and (E), as may be amended.

9. Fences, walls and screening standards as indicated in Section 17.30.030, as may be amended.

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Packet Pg. 210 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading)

10. Height measurement and exception standards as indicated in Section 17.30.040, as may be amended.

11. Hillside development standards as indicated in Sections 17.53.020, 17.53.040, 17.53.050, and 17.53.060, as may be amended.

12. Resource conservation standards as indicated in Sections 17.51.030, 17.51.040, and 17.51.050, as may be amended.

13. Downtown specific plan standards, as may be amended.

14. Santero Way specific plan standards, as may be amended. (Ord. 905 § 5, 2021).

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Packet Pg. 211 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading)

DOWNTOWN COTATI COMMUNITY SURVEY OPEN QUESTION RESPONSE SUMMARY What do you like most about Downtown Cotati?
That it’s walkable.

The small town feel, convenience, feels “original”
Variety of local restaurants and shops, and all the community events I like the walkability of some parts of the corridor and access to restaurants and a few of the services I need.

Walkable, the history, the friendliest
Walkability. I walk my dogs through downtown all the time, and I enjoy seeing people about. The areas with wide sidewalks are great. I also love having some great restaurants close enough to walk to.

I like that it is small, walkable and that the few open businesses are owned by locals.

Being able to walk easily to and around businesses and La Plaza Park; bus service; native plant garden; older buildings e.g. Ner Shalom; Frogsong cohousing community; access to creek trails. Bulletin boards for community info. Local, independently owned businesses e.g. Redwood Cafe, China Chef, Tiny Thai, Cafe Salsa, etc. Hub Cyclery. Stone's Throw gifts.

The focus on small town values, like a hallmark movie come true Restaurants
Everything
I like that it has a strip that is cute and fun and clean. I love the park and being close to Oliver’s. I love a couple of the restaurants.

The small town feel, the free parking, the events in the park. I love my town! The restaurants and cafe
It’s walkable, charming
Easy to get to. A big grassy area for events. You can walk.

Somehow there's usually enough parking. Also, the restaurants aren't absurdly overpriced like so many downtowns. And the convenience store being open so late is great.

Very walkable.

The walkability and range of great local businesses.

I like the ability to walk through nature along the creek to get there, and the variety of restaurants, many with outdoor seating. I like that the sidewalks feel very pedestrian-friendly in the southern downtown area.

Small town character
The charm
Bow and Arrow
Sideways
I like that Cotati is quaint and small. I like that there is t an abundance of traffic. I do not want it turning into to another city like Petaluma.

The restaurants.

The park & restaurant/retail area. I think the Holiday/Christmas event is exceptional. Maybe bring more of that activity to the summer Farmers Markets.

It’s quiet and not too busy.

Walkable
Music in the park during the summer. Enjoy eating at all the restaurants downtown.

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Packet Pg. 212 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading)

DOWNTOWN COTATI COMMUNITY SURVEY OPEN QUESTION RESPONSE SUMMARY Restaraunts, Bars
That it is a "Downtown" with at least semi-historic buildings that have been here for awhile.

The community. We keep it small town but grow our community opportunities.

That we actually have one.

Nice little strip
Walkable to home. Park activities in the summer.

Small, free parking
The small consolidated area with a narrow street through it. The outdoor seating for the various restaurants is very pleasant.

Quiet
Restaurants and music venues
Small town scale brings small town charm. Generally vibrant atmosphere. Traffic is slowed and truck route doesn't go thru downtown allowing people to enjoy sidewalk dining and drinking.

LaPlaza Park
Nice collection of restaurants
La plaza park
It’s cute
The park and the walkability.
ever
ever
It's close to my home so I don't have to worry about parking Eating outside, take out, dentist, bike friendly
I like Cotati as it is, with one story buildings, and not multistory buildings. I like that it looks like an average downtown, complete with its own history
Variety of businesses, good restaurants
openness, walkability, low profile (no highrise buildings), variety of businesses and events Walkable. Human scale. Buildings from different time periods.

The parks and close shopping areas.

Small town character.,,not jammed packed like Rohnert Park.

The possibility for more pedestrian friendly streets and local shopping.

Walkability. Friendly businesses. That it has a downtown.

Restaurants & locally owned establishments
Local restaurants
Cotati's unique community character that is derived from its long pioneering history and its independent culture.

I like the small town feel. I also like that there locally owned establishments.

It’s small, hope it stays that way.

Small town feel

9.C.a
Packet Pg. 213 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading)

DOWNTOWN COTATI COMMUNITY SURVEY OPEN QUESTION RESPONSE SUMMARY Businesses are nice to browse, good food, nice atmosphere The Park! And neighborhoods around the park
Ample space, Redwood Cafe, diversity of bars and restaurants. Safe, attractive. Public bathroom. small town feeling. cozy. An actual downtown space. Lighting elements. That we have good diversity - bike store, hardware store, music store. Let's always have a bike store.

Small, quaint
Love our small town feel and sense of community.

That it is quaint and well kept
Easy access. Close to home. Nice range of dining options.

The proximity of parks and Cotati Creek.

What do you like least about Downtown Cotati?
Closed businesses and empty lots. :( There's a lot of empty space between the north side of the specific plan area and the Historic Core (the new sidewalks are great!), but there is nothing to distract from the fumes of Old Redwood Hwy.

The horrible white tents in front of the restaurants. They look cheap, are dirty and zero welcoming.

Traffic and traffic noise. That traffic lights across Old Redwood Hwy take so long to change for pedestrians.

We need more charming businesses
Nothing but bars, not enough shopping or restaurants. I really like the way Windsor town green is designed. Mix use commercial and living.

No late night food options
Too many bars.

Too many bars, not enough family friendly spots.

Lack of parking, not a new issue. First step to new building is more parking Smoking areas make the downtown smell bad. Poor lighting at night worst we’ve ever seen in any town.

Traffic
I wish that there was a bit more diversity among food, although it is doing really well. I’d love for an ice cream shop or an upscale restaurant.

La Plaza park is old/outdated and I wish it had some sort of fence around it since it’s so close to the busy road! A little dangerous for my little ones.

The empty business front
Vacant buildings, lack of diver retail businesses, needs a anchor restaurant Too small.

The Accordian Festival. Seems like locals should be offered discounted tickets or something as compensation for the annual nightmare traffic and the tourists.

All the cars.

Needs a bookstore and more parking.

As a pedestrian, crossing E. Cotati @ Old Redwood Highway sometimes feels dangerous because cars making a left turn run the red light.

Traffic from Rohnert Park, as they continue to sprawl and use our streets.

The lack of basic amenities, would be nice to have more activity other than just bars and restaurants

9.C.a
Packet Pg. 214 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading)

DOWNTOWN COTATI COMMUNITY SURVEY OPEN QUESTION RESPONSE SUMMARY too many noisy bars and too many restaurants, also the outdoor dining setups need to be rethought/redesigned and made more aesthetically pleasing if to remain not enough diversity, too many bars compared to other businesses. too spread out. needs better signage to direct people to businesses,
Limited in both of above
The bars and the bar crowds.

The road between La Plaza and 101 is underdeveloped and has little character.

Congestion of residential and commercial streets. It can be very stressful driving downtown at times due to unsafe streets or a lack of stop signs on certain roads.

Traffic and growth of traffic because of excessive building in Rohnert Park.

Traffic and NOISE
It tends to be stretched out along thoroughfares, and is too oriented toward driving & strip-malls.

There isn't much window-shopping.
empty or closed buildings
Traffic. The stretch of Redwood from the Plaza to Gravenstein is not pleasant to drive or walk.

Smokers. No drive up window. No ice cream cones.

How the historic core keeps having the roads get skinnier, i.e. "parklets" in public parking spaces and the upcoming Quickstrike project, that narrows West Sierra Avenue from the Hub to 101 exits, when it is a busy thoroughfare.

Traffic through downtown
The empty vacancy at friars. The ugly outdoor eating in the parking area that is rarely used by people, Need better lighting when driving thru downtown at night. Maybe flashing lights for pedestrian crossing by Cafe Salsa.

Business variety, Lighting
Lack of parking, even off downtown parking is tough. Forces me to walk though.

I’d like to see more stability within new businesses. I’d also like to see our farmer’s market grow. Im looking forward to the hotel.

Businesses leaving
Not enough shops
The empty space where Friar Tucks, we need a couple places for food and evening music now that Redwood Cafe isn't active with music anymore. We also need to get Flagship and Spring Thai help! Noise - not enough parking in surrounding neighborhoods, skinny eoads I wish frair tucks was not empty and I don't like the people who smoke near outdoor seating. Also the drivers can be a bit aggressive since it's a highway bisecting the downtown.

A lot of businesses aren't friendly from the outside, too alcohol-focused, cars are aggressive in the area
Old Redwood Hwy car noise
Too many bars, a few more upscale dining options would be welcome. The street is often dirty or messy, local businesses should clean up in front of their store fronts.

The downtown intersection
Lack of small shops
Not kept up very well,should be swept up every morning,dressed up ! It looks a little run down.

9.C.a
Packet Pg. 215 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading)

DOWNTOWN COTATI COMMUNITY SURVEY OPEN QUESTION RESPONSE SUMMARY The vacant spaces that bring down the look and feel. It’s an unfinished canvas. Too many bars per one street
No where to shop Benches garage cans all need to be wiped down. They are covered in cobwebs Parking
I don’t like the tents set up in the streets for restaurant seating. Wish it had a few more shops.

The illegal smoking areas in font of the bars. They make the downtown area smell like an ashtray. .

Poor Traffic patterns and flow. . Very Poor nighttime lighting for pedestrians.

Traffic seems to be increasing as motorists cut thru town to other destinations.

That cars can no longer turn from E Cotati to old redwood. When they use Charles st they don’t look for pedestrians.

The traffic. The light at East Cotati and Old Redwood also 116 and Old Redwood are big fat messes.

The crosswalks need to be lit up when occupied by pedestrians.

TRAFFIC & MULTI RESIDENTIAL PROPERTIES that clog the streets with parked cars 24/7 because the rental units do not offer adequate off street parking for their tenants. Cars are choking out the neighborhood streets while speeding cars make pedestrians unsafe traffic. that there will be an increase in traffic lights on ORH. ugly outdoor seating -Should foster nice beautiful outdoor areas, like Cafe Salsa already had for years.

Busy 4 way stop at redwood market
Speeding traffic cutting through the hub neighborhoods at very high rates of speed. Ie 49-50 in 25 MPH zones..And the number cars that use our neighborhood to cut through instead of using the light at ORH and W Sierra.,
When there’s no parking
Insane traffic on old redwood highway and east cotati. Dangerous for pedestrians. Too many stupid bars. Lack of practical or useful shops.

The abundance of bars makes it a pretty uninviting place.

What types of businesses are missing from Downtown?
We could use a brewpub, now that Grav South has closed. A *quiet* bar would be nice --- a place with the acoustic treatment for actual conversation. It's a shame we have no tasting rooms. I wouldn't want them to dominate, but zero seems too few. A hotel, but it looks like that's on the way?
Everything!!! So few things around.

Stationery/office supplies. Tools, hardware, garden supply (although Cotati Oaks hardware not too far away). Repair shop.

More destination style businesses. We have enough bars. We need more cute shops More restaurants, stroll through Shops, parking!!
Local market
Shoe repair. Bank. Frozen yogurt. Mailbox/copy shop.

Family friendly restaurants and shops.

Nothing that isn't already nearby
I listed a couple Above but also a wine bar or somewhere nice to get a beverage.

Sandwich shop, ice cream shop, wellness shop for healthy food/juices/smoothies, yoga/Pilates studio or any type of fitness facility, plant based restaurants, art studio, indoor kids play center Ice cream shop, bagel shop, juice shop

9.C.a
Packet Pg. 216 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading)

DOWNTOWN COTATI COMMUNITY SURVEY OPEN QUESTION RESPONSE SUMMARY Retail, ice cream/frozen yogurt, brewery with full menu, wine bar, fitness clasess Dog Park. Bookstore. Art store. Cat cafe.

This town seriously needs something gay. What kind of self-respecting California downtown doesn't have a gay spot? Also, another local coffee shop. Solution: LGBTQ+ coffee shop! Bonus points for attached bookshop. Also: Indian food. This city desperately needs Indian food (and more ethnic food in general).

Wing place
Bookstore. Gift shop. Fabric store. Bakery. Ice cream/candy store.

I wish that we had a wine bar or fancy cocktail lounge. A basic hardware store farther south would be nice, I always end up driving to Lowe's for simple things that I could pick up closer to home.

Fine dining, most current restaurants are fast food or casual dining oriented.

It’s mostly food and bars, would like to see more community based activities that are diverse and more inclusive
Starbucks, a hardware store, a knitting/craft shop, Whole Foods!, a plant store/nursery, more boutiques
more and diverse retail.

Shops, more variety of eateries, lodging, entertainment venues Maybe a grocery store or some less bougie stores
Bookstore.

Child and animal friendly stores, especially for tourists.

Variety of businesses.

Bookstores
there is a great variety but often only one option - would like more choices of clothing, music venues, bakery - perhaps local art gallery, technology store, beer and wine store - sales not consumption, a few more nice restaurants and definitely a hotel - hoping reverb/Cotati Hotel place actually happens Can’t think of what could be added. There is a lot of variety now.

Ice cream cone. Pizza slice (that’s ready, not a 40 min wait). Drive up coffee window. Shoe shine. ice cream/quick snack stores, theatre/performing arts venue, recreational type facility (i.e.

Kindergym), etc.

Bakery, ice cream shop
Italian restaurant;
Bars with good food
General merchandise stores, gift shops. Cotati hardware is too far away to walk to. Plenty of Resteraunts and bars though.

Sit down restaurants, not just walk up and order. Another coffee shop. An ice cream shop.

A business that was the epicenter of town like friar tucks was Clothing - shoe business - winery- bakery
See above
Postal services, sit down service Resturant’s, clean manufacturing companies Higher quality bar/fine eating. Gift/house hold goods stores.

Gas station
Bookstore, cafe, small community based market,

9.C.a
Packet Pg. 217 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading)

DOWNTOWN COTATI COMMUNITY SURVEY OPEN QUESTION RESPONSE SUMMARY Quality bookstore like Copperfields, more clothing stores, good ice cream shop, indian restaurant, interesting antique shops (like Petaluma), generally more variety would be welcome.

We’re good on bars, but a vegan option in restaurants would be terrific.

Bookstore, bakery, clothing/shoes, refill store, small hotel, jewelry, art Ice cream shop,bakery
We have a nice mix currently
Retail. Art Supplies. Gardening. Boutiques.
infrastructure construction
Economic and financial development
Retail shops, it needs something like a ‘Hello Penngrove’ store.

Card Store Shoe Store Hotel Gift store
I think we need something othet then traditional retail. Maybe ficus on learning, participatory museums around agriculture, music 1st people/native Americans, etc.

A good Italian restaurant. Toy store. Book store. Housewares.

Even though I like small locally owned businesses I’d love to see a Trader Joe’s. I like to see unique type stores. Clothing or gift stores.

Gift store
Clothing/ hardware/printer-copy shop /bookstore/ pet supplies Music venue.

None
miss our Exchange Bank!
A Trader Joe’s within town would be great. I also miss the ice cream shop Spacious cafe for socializing. Better and more affordable groceries and produce. More appealing name brand shops or franchises.

A sit down coffee shop would be nice. It would be good to be able to buy produce and nutritious food downtown.

Do you have any other comments, questions or concerns regarding changes to the rules for development in Cotati?
The current plan's support for non-homogeneous architecture is excellent; let us continue with it. I'd like to see some more modern stuff as well!
Change the rules but do something. I feel like there are a lot of missed opportunities with regard of businesses
Pedestrian and bicycle access/connectivity between main part of Cotati east of Hwy 101, and west of Hwy 101, needs to be improved. I have comments on this survey: 1) It is hard to find unless you already know where to look. 2) It would be good to include a link to the DSP. 3) It would be good to clearly define "downtown Cotati" with a map. 4) Some questions don't allow for full answers e.g. #3 "existing and new expansion and development" - two questions! I think it's a higher priority to support existing businesses than to bring in new ones. But prefer development here rather than sprawl out west along Hwy 116.

9.C.a
Packet Pg. 218 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading)

DOWNTOWN COTATI COMMUNITY SURVEY OPEN QUESTION RESPONSE SUMMARY Just make sure there is Parking. If you’re looking at Cotati to become a “day destination” where people will go out of their way to visit and patron shops and restaurants, you’ll need parking.

I'm in favor of more dense housing as well as more affordable housing. I agree with incentives to keep businesses so there is a THERE in Cotati and it's lively and inviting. A mix of services that people need/want and retail. Retail in these days of internet shopping and chain stores is tricky. (What people say they want and how they actually shop may not line up). When adding housing to the downtown area it is important to consider the impact on both residents and businesses to minimize issues such as noise and smells. Businesses deserve to be able to operate in ways necessary to make a profit but the atmosphere needs to work for residents, as well. Parking is very tricky. More housing = more residents = (hopefully) more people walking and less need for parking. But, a certain amount of parking is needed in this current way of life or businesses won't get the business they need. It's a tricky balance. I'm in favor of as little parking and car infrastructure as is feasible for businesses to remain viable.

Will any traffic changed me make to do more traffic calming out reminding traffic entirely? Clean up north end. Reduce the traffic lanes southbound at the hub. Make traffic go somewhere else.

The State is not in control of this, and your video is misleading. We have had a limited amount of buildable land for 20 years now, and these state laws are mostly about new multi-story housing developments on any kind of zoning. But people aren't selling their private properties in Cotati, so no matter what is "planned", it will not look like a state takeover. If we had lots of open parcels, yes, the state has that much control, but in Cotati it is a misrepresentation that we'll just have multi-story housing units popping up anywhere in the DSP or Cotati
No
No
Pursue a mixed-use development around the SMART station A rose garden with fountains. Less cars. More walkways with sidewalks. Path adjacent the creeks. Bike paths.

I want the chickens back at Peet's! Those birds are Cotati icons. I worked there for years and the chickens made that spot memorable for locals and tourists alike. Now it's just another chain coffee shop with no local character. Such a shame.

Do not want to see 6 story buildings in Cotati.

Bringing Copperfield's Books would be a lovely addition to downtown.

We already have unused/vacant commercial space, we can afford to build more pure residential in my opinion.

Do not want to see 5/6 story buildings in Cotati. That would be out of character for our community.

Possibly growing too fast, but adding residential downtown would also add clients. I don’t have to drive into downtown maybe adding a grocery store that’s walkable to the downtown hub I would like to see hanging flower baskets and plantings like the ones in The Village in Corte Madera that are maintained by an outside company, as I don't feel that the business owners keep up with their planters etc. I like live/ work buildings where the business is quiet in early am and at night...

Not at this time.

I don't think we need a downtown specific plan. There is so little development, I think each development should be considered on a case by case basis.

Over the years there have many projects proposed, but nothing goes through. Get something done.

Please continue focus on fixing up ORH and 116 area. (Walgreens, etc to La Plaza) It still seems under utilized and kind of dumpy.

9.C.a
Packet Pg. 219 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading)

DOWNTOWN COTATI COMMUNITY SURVEY OPEN QUESTION RESPONSE SUMMARY No
No
Just work to make it work, even if it looks like poor fit, try it and let the market decide the best mix and aesthetic.

I feel like Cotati is trying to meet requirements at the detriment of our quality community environment.

I want to be notified about changes around me via mail
No
Look at reducing to eliminating parking requirements on multi-story mixed used commercial/residential projects, where this would be appropriate, as this will bring more people to downtown core area
Cotati has to stay within the law, but beyond that should resist all state efforts to greatly densify it.

That would destroy the character that people actually like about this town.

Allow up to 4 stories for affordable housing, add more low-income housing, consider reunification of La Plaza hexagon
If we have a shortage of water and are asked to cut back,I don’t think we can ask more people to live here, until we solve the water problem ,I also wonder how we are doing on sewer capacity ? Nope
I don’t want to see tall commercial buildings and tons of cars. I like that it is walkable. I’d like it to stay that way.

Better parking
Some forward motion- hotel
More housing equals more traffic can our roads handle it.

Not that I can think of now
Avoid the use of modern looking buildings that don’t fit the style of Cotati Downtown residential streets do NOT need more multi residential build up with inadequate off street parking allowed. There is too little off street parking as is due to inadequate parking for parcels with Granny units already built that do not offer any parking off street, multi residential units not using off street parking efficiently, commuters parking on hubstreets to catch public transportation to travel out of county...not pedestrian friendly with no sidewalks!! Keep a commercial corridor and foster business development. I do not support large residential projects in the city core. Mixed use - sure. But not large scale residential. I like our DSP and was involved in it's design so long ago. I don't think it wise to change what was worked on so diligently and with lots of comment without re-doing the whole process. Let's work on what we created.

Whatever happened to the traffic survey results we completed last year? I am happy having it be clean and safe
We badly need more affordable housing options - more than new commercial ventures.

Given the limited demand for new commercial uses I would highly recommend the City give preference to developing moderate density multi-family housing in the downtown area.

9.C.a
Packet Pg. 220 Attachment: June 13, 2023 CC Staff Report + Attachments (DSP Update Ordinance Second Reading) ORDINANCE NO.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF COTATI AMENDING TITLE 17 (LAND USE) OF THE COTATI MUNICIPAL CODE TO INCORPORATE AMENDMENTS TO THE 2009 DOWNTOWN SPECIFIC PLAN AND CHANGES TO

STATE OF CALIFORNIA HOUSING LAW WHICH NECESSITATE REVISIONS TO ALLOWABLE USES IN TITLE 17 FILE NO. PA22/14
WHEREAS, the City of Cotati (City) adopted resolutions No. 2009-65 and 2009-66 on August 26, 2009 approving amendments to the City of Cotati General Plan and adopting the Downtown Specific Plan as part of the City's ongoing effort to implement the City of Cotati General Plan and Housing Element consistent with California Government Code §65453; and WHEREAS, on September 9, 2009, the City Council adopted Ordinance No.823 amending Title 17 (Land Use) to integrate Downtown Specific Plan zone districts into the General Plan and establish development and design standards in Downtown Cotati; and WHEREAS, the availability and affordability of housing is the highest priority for individuals of all demographics, ages, and economic backgrounds in communities throughout California; and
WHEREAS, the State of California Legislature has revised the Government Code to require jurisdictions to utilize a ministerial and streamlined process for specified housing projects; and allow residential projects in commercial zone districts; and eliminate certain parking requirements for commercial zoned land including the Downtown Specific Plan; and WHEREAS, the 2015 General Plan and adopted 2023 Housing Element update include policies and programs to support and create affordable housing, encourage housing with a priority on in-fill development, and encourage social interaction in residential developments by providing opportunities for community gathering in common areas consistent with the 2009 Downtown Specific Plan; and
WHEREAS, Government Code §65453(a) establishes that a specific plan shall be prepared, adopted, and amended in the same manner as a general plan, except that a specific plan may be adopted by resolution or by ordinance and may be amended as often as deemed necessary by the legislative body; and
WHEREAS, in Fall 2022, the City Council directed staff to initiate amendments to the Downtown Specific Plan and Zoning Ordinance to address changes to State Law; and WHEREAS, in January 2023, City staff distributed an online survey to gather community opinions regarding the Downtown Specific Plan Amendments and Zoning Ordinance Amendments; and
WHEREAS, on January 17, 2023, the City Council and Planning Commission held a Joint meeting and community workshop to introduce the community to the Downtown Specific Packet Pg. 221
Plan Amendments and Zoning Ordinance Amendments; and obtain opinions and comments to inform a decision; and
WHEREAS, based on the record, the Planning Commission finds that the proposed Downtown Specific Plan Amendments and Zoning Ordinance Amendments are consistent with the 2009 Downtown Specific Plan and City Council certified EIR, and facilitates implantation of the General Plan and Housing Element consistent with State Law; and WHEREAS, feedback from the Planning Commission and community has been incorporated into the standards as feasible; and
WHEREAS, additional code amendments are necessary to clarify and maintain consistency with various Sections within the Zoning Ordinance; Title 17 (Land Use) of the Cotati Municipal Code; and
WHEREAS, on May 15, 2023, the Cotati Planning Commission held a duly noticed public hearing at which time all interested persons were given an opportunity to be heard; and WHEREAS, by Resolution No. PC-2023-05 the Planning Commission did consider and recommend, by a vote of 5-0 that the City Council adopt the Addendum to Final Environmental Impact Report for the 2009 Downtown Specific Plan as appropriate environmental review and the 2009 Downtown Specific Plan Amendments and Ordinance No. XX-X incorporating Amendments to Title 17, Land Use, Zoning Ordinance to ensure consistency with changes to State Law and implementation of the Downtown Specific Plan; and WHEREAS, based on the record, the City Council finds that the proposed zoning ordinance amendments are consistent with and facilitate implementation of the General Plan and its Housing Element; and
WHEREAS, on June 13, 2023, the City Council of the City of Cotati held a duly noticed public hearing, received the staff report, and reviewed a presentation from the Planning Division, and considered all oral and written comments submitted to the City regarding the item prior to taking its action on the item; and
WHEREAS, on June 27, 2023, the City Council of the City of Cotati held a second duly noticed public hearing, received all presented information and considered all oral and written communications submitted to the City regarding the item prior to taking action.

NOW THEREFORE THE CITY COUNCIL OF THE CITY OF COTATI DOES ORDAIN AS FOLLOWS:

SECTION 1: Recitals.

The above recitals are true and correct and are incorporated into the findings herein.

SECTION 2: Record
Packet Pg. 222
The Record of Proceedings (“Record”) upon which the City Council makes its decision includes, but is not limited to: 1) the 2015 General Plan and certified FEIR, 2) the City Council adopted 2023 Housing Element 3) the Addendum to the City Council certified FEIR for the 2009 Downtown Specific Plan, and 4) all staff reports, City files and records and other documents prepared for and/or submitted to the City Council related to adoption of the Downtown Specific Plan and Zoning Ordinance amendments.

SECTION 3: General Plan Consistency
The City Council of the City of Cotati does hereby find that the proposed ordinance to amend the Land Use Code to establish multi-family and affordable housing, apply the objective design standards for qualifying multifamily developments are in the best interest of the City because it furthers established goals, policies and implementation programs of the General Plan to promote housing opportunities, maintain a diverse range of housing options with a focus on in-fill development, and limits the extension of city services.

Specifically, these amendments are consistent with and implement the following General Plan and Housing Element policies and programs:

Policy CON 2.1: Improve air quality through continuing to require a compact development pattern that focuses growth in and around existing urbanized areas, locating new housing near places of employment, encouraging alternative modes of transportation, and requiring projects to mitigate significant air quality impacts.

Policy CSF 2.2: Prior to the approval of development, infrastructure, Specific Plans, or other projects that would result in increased demand for public water production, conveyance, treatment or storage, project proponents must demonstrate proof of adequate water supply (e.g., that existing services are adequate to accommodate the increased demand, or improvements to the capacity of the system to meet increased demand will be made prior to project implementation) and that potential cumulative impacts to water users and the environment will be addressed.

Policy EV 1.2: Ensure the long-term public services and infrastructure needs of the community are met as part of the overall approach to economic vitality and sustainability.

Policy EV 1.9: Maintain distinctive landscaping with native plants, trees, and flowers in public areas, including transit stops, City parks, City parking lots, City entry/exit points, to the extent that space is available for landscaping.

Objective LU 1B: Ensure that new growth is focused around existing development and does not facilitate the inefficient extension of city services.

Objective LU 1C: Encourage and, when possible, prioritize development of infill and underutilized sites within mostly developed areas, in order to minimize the premature extension of infrastructure
Packet Pg. 223
Action LU 1c: Prioritize the processing of development applications for infill, underutilized, or vacant parcels designated for urban uses over those projects requiring annexation.

Policy LU 2.2: Encourage clustering of housing so that larger areas of open space may be permanently preserved.

Objective LU 4A: Ensure a streamlined and equitable process for project permitting and outside agency coordination without compromising the enforcement of local land use regulations.

Policy LU 2.5: Locate medium and higher density housing within easy walking or bicycling distance of public facilities, services, transit, and major employers.

Goal H-1: Conserve and improve the existing housing stock to provide adequate, safe, and decent housing for all Cotati residents.

Goal H-2: Provide adequate sites to accommodate the housing needs of all economic segments of the community.

Policy H-2.1 Ensure that adequate land designated for residential and/or mixed-use development is available to accommodate the City’s fair share of ABAG’s Regional Housing Needs Allocation (RHNA) and monitor on an annual basis to ensure continual compliance with State law. (Source:

Previous Policies H 2.1 & 2.2
Policy H-2.3 While the City is able to accommodate its share of the regional housing need without rezoning during the current Housing Element period, to the extent necessary, the City will consider land use re-designation and promotion of existing innovations like the Cottage Housing Ordinance in order to accommodate development capacity that affirm all other goals of the City’s General Plan and maintain Cotati’s rural character. (Source: Previous Policy H-2.4.

Policy H-2.4 Ensure that public infrastructure planning activities, including sewer, water, and drainage facilities, accommodate the City’s fair share of regional housing needs and that developments including lower income units are granted priority in accordance with Government Code Section 65589.7. (Source: Previous Policy H-2.5)
Policy H-2.5 Ensure that the City’s development requirements, including the standards established by the General Plan and Land Use Code, accommodate, and provide for available housing sites that are appropriate for a range of income levels and housing types, including housing to accommodate special needs populations. (Source: Previous Policy H-2.6) Policy H-2.6 Encourage mixed use development, including residential and live/work uses in commercial and office areas where the viability of the non-residential activities would not be adversely affected. (Source: Previous Policy H-2.7)
Policy H-2.7 Require housing developments to provide housing units at a range of affordability levels to assist in meeting the City’s housing needs as required by Chapter 17.31 of the Land Use Packet Pg. 224
Code. (Source: Previous Policy H-2.8)
Policy H-2.8 Continue to address the impacts of large-scale commercial and office projects on housing needs through the affordable housing requirements established by Chapter 17.31 of the Land Use Code. Prioritize workforce housing developments and inclusionary units dedicated to lower and moderate-income workers. (Source: Previous Policy H-2.9) Policy H-2.11 Encourage housing development on existing infill sites in order to efficiently utilize existing infrastructure. (Source: Previous Policy H-2.12) Policy H-2.12 Assist in the development of affordable housing, particularly extremely low and very low income units, through the use of in-lieu affordable housing funds as well as CDBG and HOME funds, when available. (Source: Previous Policy H-2.13) Goal H-3: Expand Affordable Housing Opportunities for Lower Income Households and Persons with Special Housing Needs, including Seniors, Disabled Persons, Developmentally Disabled Persons, and Homeless Persons and Families.

Policy H-3-1: Ensure that the City’s development standards encourage development of a range of housing types, including multifamily, mixed use, high density residential, accessory dwelling units, cottage housing units, and single family units; implement objective design and development standards in triannual building code review; and incentivize production of lower income housing. (Source: Previous Policy H-3.1)
Policy H-3-2: Provide incentives for discretionary affordable housing development that address community priorities, including density bonuses, expedited processing, relaxation in development standards through the use of concessions and incentives, and either reduction, delay, or waiver of fees when financially feasible. (Source: Previous Policy H-3.2) Policy H-3-3: Continue to provide density bonuses to eligible projects as required by Government Code Section 65915, including projects that meet the minimum amount of total units affordable to extremely low, very low and low income households or provide units restricted to occupancy for senior households. (Source: Previous Policy H-3.3) Policy H-3-7: Coordinate with regional and local service groups to facilitate linkages between at-risk individuals and families, and organizations that provide 42 support services, such as rapid re-housing programs, house share programs, and services for the homeless. (Source:

Previous Policy H-3.9)
Goal H-4: Promote Housing Opportunities for All Persons Regardless of Race, Gender, Age, Marital Status, Ancestry, National Origin, Color, or Sexual Orientation.

Policy H-5-1: Encourage and facilitate public participation in the formulation and review of the City's housing and development policies. (Source: Previous Policy H-6.1) Packet Pg. 225
SECTION 4: Compliance with the California Environmental Quality Act.

The City Council of the City of Cotati does hereby find that the proposed ordinance to amend the development standards in the Downtown Specific Plan and the Land Use Code to establish consistency with State Law, with an Addendum to the City Council certified Final Environmental Impact Report (SCH# 2006032072) for the 2009 Downtown Specific Plan that was certified on March 24, 2015 (Resolution Number 2015-11), and pursuant to Section 15168 of the CEQA Guidelines, no further environmental review is required.

SECTION 5: Amendment to the Cotati Municipal Code. Chapter 17.20.030 is amended as follows:

2. La Plaza (LP). The La Plaza district implements the Downtown Specific Plan General Plan designation and includes the historic La Plaza Park, and properties along La Plaza Street surrounding the original park site. Policies and programs related to restoration and enhancement of the park facilities are included in the specific plan. The allowable residential density is up to 19 units per acre. Properties around the park are intended to provide for small-scale ground floor retail with some office and restaurant uses that are highly compatible with the residential above, emphasizing opportunities for business operators to live above their workspaces. Buildings are intended to emphasize small-scale ground floor pedestrian oriented storefronts or frontages, with Packet Pg. 226
upper floor office or residential uses. The LP district is subject to the applicable regulations of the city’s land use codes.

3. Northern Gateway (NG). The Northern Gateway district implements the Downtown Specific Plan General Plan designation and includes properties on both sides of Old Redwood Highway north of the La Plaza district to the southern boundary of the Commerce Avenue district. This area is intended for a new mixed-use core, accommodating a wide variety of retail, restaurants and entertainment uses, with offices and primarily residential above. The allowable residential density is up to 9 units per acre. Buildings are intended to emphasize ground floor pedestrianoriented storefronts, with upper floor office or residential uses. The NG district is subject to the applicable regulations of the city’s land use codes.

4. Commerce Avenue (CA). The Commerce Avenue district implements the Downtown Specific Plan General Plan designation and includes properties on the east side of Old Redwood Highway across from the Highway 101 right-of-way and up to the north city limits adjacent to the entrance to Highway 101. This area is intended to accommodate a variety of land use types ranging from automobile-oriented uses that serve the traveling public, to retail, office and residential uses. The allowable residential density is up to 12 units per acre. These regulations are to encourage pedestrian-oriented site and building design, but the area can also accommodate automobileoriented development. The CA district is subject to the applicable regulations of the city’s land use codes.

SECTION 6: Amendment to the Cotati Municipal Code. Chapter 17-22: Allowable Land Uses is amended as follows:

TABLE 2-2 Allowed Land Uses for Low Density and Neighborhood Zones, TABLE 2-3 Allowable Land Uses and Permit Requirements for Mixed Use Corridors and Districts & TABLE 2-4 Allowed Land Uses and Permit Requirements for Downtown Specific Plan Districts.

Table 2-2
Allowed Land Uses and Permit Requirements for Low Density and Neighborhood Zones P Permitted Use, Zoning Clearance required
MUPMinor Use Permit required
UP Use Permit required
S Permit requirement set by Specific Use Regulations
– Use not allowed
Land Use(1)
Permit Required by District
OSC OSR RR RVL NL NM NU Specific Use
Regulations
Agricultural and Open Space Uses
Packet Pg. 227
Agricultural accessory structure UP UP P P – – – 17.42.020 Animal keeping S S S S S S S 17.42.040
Crop production, horticulture,
orchard, vineyard(5)
– UP UP UP – – – 17.42.240
Market garden – – P P P P P 17.42.230, 17.42.240
Plant nursery – UP UP – – – –
Winery, small scale – – UP(2)– – – –
Industry, manufacturing and
processing, wholesaling – – – – – – –
Artisan/craft product
manufacturing
– UP UP(3)– – – –
Recreation, Education and Public Assembly Uses
Community garden(5)– UP P P P P P 17.42.220, 17.42.240
Equestrian facility – UP UP – – – –
Meeting facility, public or private – MUP – – UP UP UP
Park UP P P P P P P
Playground – P P P P P P
Private residential recreation
facility
– – – UP UP UP UP
School – Elementary, middle,
secondary
– – – UP UP UP –
Residential Uses
Accessory dwelling unit – – P P P P P 17.42.170
Caretaker quarters UP UP – – – – –
Cottage housing – – – – S S S 17.42.125
Home occupation – – P P P P P 17.42.080
Junior accessory dwelling unit – – P P P – – 17.42.170
Low Barrier Navigation Center - - - - - - -
Mobilehome park – – UP UP UP UP UP 17.42.110
Mobile/manufactured home – – P P P P P 17.42.110
Multifamily housing, 2 units – – – – UP P P 17.42.120
Multifamily housing, 3 or 4 units – – – – – P P 17.42.120 Packet Pg. 228
Multifamily housing, 5 to 9 units – – – – – P P 17.42.120 Multifamily housing, 10 or more
units
– – – – – – P 17.42.120
Multifamily housing, up to 100
units with 25% affordable
– – – – – – P 17.42.120
Organizational house (sorority,
monastery, etc.)
– – – – – – UP
Residential accessory use or
structure
– – P P P P P 17.42.160
Residential care facility for the
elderly (RCFE)
– – UP UP UP UP UP
Residential care, 11 or more
clients
– – UP UP UP UP UP
Residential care, 6 or fewer
clients, in a single-family dwelling
– – P P P P P
Residential care, 7 to 10 clients – – UP UP UP UP UP
Residential component of a mixed
use project
– – – – UP UP UP 17.42.100
Rooming or boarding house – – – – – – UP
Single-family dwelling – – P P P UP(4) UP(4)
Supportive Housing - - - - - P P
Retail Trade
Accessory retail and services – – – – UP UP UP
Convenience store, 1,200 sq. ft. or
less
– – – – UP UP UP
Farmers Market(5)– UP – – – – –
Garden Stand – – P P P P P 17.42.130, 17.42.230
Produce stand(5)– UP UP UP – – – 17.42.130
Services – Business and Professional
Medical services – Extended care – – – – – UP UP
Office – Accessory – P P P P P P
Services – – – – – – –
Adult day care – 6 or fewer clients – – P P P P P
Adult day care – 7 to 14 clients – – UP UP UP UP UP
Packet Pg. 229
Adult day care – 15 or more
clients
– – UP UP UP UP UP
Child day care – Small family day
care home
– UP P P P P P
Child day care – Large family day
care home
– – P P P P P 17.42.060
Child day care – Day care center – UP – – – UP UP 17.42.060 Kennel, animal boarding – – UP – – – –
Lodging – Bed and breakfast inn
(B&B)
– – UP UP – – – 17.42.050
Personal services – 1,000 sq. ft. or
less
– – – – – UP UP
Public safety facilities – – UP UP UP UP UP
Transportation, Communications and Infrastructure
Electric vehicle charging station(5) P P P P P P P 14.38 Solar collector S S S S S S S 17.30.084
Windmills – – UP – – – – 17.42.190
Key to Zoning District Symbols
OSC Open Space – Conservation NL Neighborhood – Low Density OSR Open Space – Recreation NM Neighborhood – Medium Density RR Rural Residential NU Neighborhood – Urban
RVL Residential, Very Low Density
Notes:
(1) See Article 9 of this title for land use definitions. (2) May be approved only in conjunction with an on-site vineyard of three acres or larger. (3) May be approved only on a site of three acres or larger. (4) Use permit approval shall require that the review authority first find that the location of a proposed singlefamily dwelling on a parcel that may be further subdivided will not preclude future subdivision and development in compliance with the general plan.
(5) Permitted as an accessory use.

Packet Pg. 230
(6) Fees for crop production, horticulture, orchard, vineyard; community garden; farmers market; and produce stand planning permit applications shall be calculated at fifty percent of the fees set forth in the fee schedule as described in Section 17.60.060. Application fees. Use permit approval shall require that the review authority first find that the proposed use will be compatible with any nearby residential uses. Notices of public hearing for these uses shall be mailed to property owners within a radius from the subject site of six hundred feet, or greater at the director’s discretion.

Allowable Land Uses and Permit Requirements for Mixed Use Corridors and Districts Table 2-3
Allowed Land Uses and Permit Requirements for Mixed Use Corridors and Districts P Permitted Use, Zoning Clearance required
MUP Minor Use Permit
UP Use Permit required
S Permit requirement set by Specific Use Regulations
– Use not allowed
Land Use(1)
Permit Required by District
CE CG CD CI IG PF Specific Use
Regulations
Industry, Manufacturing and Processing, Wholesaling
Agricultural product processing – – – – P –
Artisan/craft product manufacturing MUP MUP MUP P P – See Note 5 Below
Brewery – Brew pub MUP MUP MUP – – –
Brewery – Production – – – UP UP –
Construction contractor – – – – UP –
Food and beverage product
manufacturing
– – – – MUP MUP
Furniture and fixtures
manufacturing, cabinet shop
– – – P P –
Industrial research and development – MUP – P MUP –
Laboratory – Medical, analytical,
research and development
P P – P MUP –
Packet Pg. 231
Laundry, dry cleaning plant – – – – UP –
Manufacturing/processing – Light – – – MUP P –
Manufacturing/processing –
Medium intensity
– – – MUP MUP –
Manufacturing/processing – Heavy – – – – UP –
Media production P P – P P –
Printing and publishing UP UP – P P –
Recycling – Reverse vending
machine
MUP MUP – – – –
Recycling – Small collection facility UP UP – UP P – 17.42.150 Recycling – Medium collection
facility
– – – UP UP – 17.42.150
Storage – Outdoor – – – UP UP – 17.42.140
Storage – Personal storage facility
(mini-storage)
– – – – – –
Storage – Warehouse, indoor
storage
– – – UP – –
Wholesaling and distribution – – – UP UP –
Winery – Boutique – UP – MUP MUP –
Winery – Production – – – MUP MUP –
Recreation, Education and Public Assembly Uses
Adult-oriented business – – – – S – 17.40
Commercial recreation facility –
Indoor – 5,000 sq. ft. or less
UP P – P – –
Commercial recreation facility –
Indoor – More than 5,000 sq. ft.

UP MUP – UP – –
Commercial recreation facility –
Outdoor
– – – UP – –
Conference/convention facility –
5,000 sq. ft. or less
UP MUP UP(2) MUP – UP
Conference/convention facility –
More than 5,000 sq. ft.

UP UP UP(2) UP – UP
Health/fitness facility UP P UP(2) P UP –
Library, museum P P MUP P – P
Packet Pg. 232
Meeting facility, public or private –
5,000 sq. ft. or less
UP MUP MUP(2) MUP – MUP
Meeting facility, public or private –
More than 5,000 sq. ft.

P P MUP(2) P UP –
Theater UP MUP MUP MUP – UP
Residential Uses
Accessory dwelling unit P P P – – – 17.42.170
Emergency/transitional shelter – – S – – S 17.42.072
Home occupation P P P – – – 17.42.080
Live/work unit UP UP P UP UP – 17.42.090
Low Barrier Navigation Center P P - - - -
Residential care facility for the
elderly (RCFE)
UP MUP – – – UP
Residential care facility, 7 or more
clients
UP – – – – UP
Residential component of a mixed
use project
P P P – – – 17.42.100
Supportive Housing P P - - - -
Retail Trade(3)
Accessory retail or services P P P P P P
Alcoholic beverage sales –
Associated with a restaurant(4)
P P P P UP – 17.42.030
Alcoholic beverage sales UP UP UP – – – 17.42.030
Antique or collectible store MUP P MUP – – –
Artisan shop P P P P – –
Packet Pg. 233
Auto and vehicle sales and rental – UP – MUP UP –
Auto parts sales with no installation
services
– P – P – –
Bar, tavern UP UP UP – – –
Building and landscape materials
sales – Indoor
– P – P P –
Building and landscape materials
sales – Outdoor
– UP – MUP – – 17.42.130
Construction and heavy equipment
sales and rental
– – – MUP MUP – 17.42.130
Convenience store UP UP – UP – –
Drive-through retail – UP – UP – – 17.42.070
Extended hour retail UP MUP MUP MUP – –
Farm supply and feed store – P – P – –
Farmers market(8) MUP MUP MUP MUP UP UP
Formula-based fast food restaurant S S S – – – 17.42.071 Fuel dealer (propane for home and
farm use, etc.)
– – – UP UP –
Furniture, furnishings and appliance
store
P P UP P UP –
General retail – Less than 5,000 sq.
ft.

P P P P – –
General retail – 5,000 sq. ft. to
20,000 sq. ft.

P P P P – –
General retail – More than 20,000
sq. ft.

UP P UP P – –
Groceries, specialty foods – 10,000
sq. ft. or less
P P P P – –
Groceries, specialty foods – More
than 10,000 sq. ft.

UP MUP UP MUP – –
Mobilehome, boat, or RV sales – – – MUP – –
Night club UP UP UP – – –
Outdoor display and sales MUP MUP MUP MUP – – 17.42.130 Plant nursery – MUP – MUP MUP –
Packet Pg. 234
Restaurant – Outdoor dining(6) P/
MUP
P/
MUP
P/
MUP
P/
MUP
– – 17.42.130(E)
Restaurant, cafe, coffee shop P P P P UP –
Retail complex UP P UP P – –
Retail display gallery – P P – – – 17.90.020
Second hand store UP UP UP – – –
Service station (nonfossil fuels
sales)
UP UP UP – – – 17.42.180
Tasting room UP P P P – –
Warehouse retail – MUP – UP – –
Services – Business, Financial, Professional
ATM P P P P – –
Bank, financial services P P UP P – –
Business support service P P P
(2) UP – –
Medical services – Doctor office UP P
(2) P(2)
– – –
Medical services – Clinic, urgent
care
UP – – – – –
Office – Accessory P P P P P P
Office – Business/service UP UP(2) P
(2) P – –
Office – Government MUP MUP MUP MUP MUP MUP
Office – Processing UP
(2) MUP UP(2) MUP – –
Office – Professional/
administrative
P P P
(2) P – –
Services – General
Accessory retail or services P P P P P P 17.42.015
Adult day care UP – – – – UP
Catering service – – – P P –
Child day care center MUP P MUP MUP – UP
Drive-through service – UP – – – – 17.42.070
Equipment rental – – – UP UP – 17.42.140
Kennel, animal boarding – MUP – MUP UP –
Lodging – Bed and breakfast inn P P MUP – – –
Packet Pg. 235
(B&B)
Lodging – Boutique hotel or motel UP UP UP – – –
Lodging – Hotel or motel UP UP UP – – –
Maintenance service – Client site
services
– – – P P –
Mortuary, funeral home UP – – – – –
Personal services P P P P – –
Personal services – Restricted UP(2)– – – – –
Public safety facility UP UP UP UP UP P
Repair service – Equipment, large
appliances, etc.
– – – P P –
Social service organization MUP(2) MUP(2)– MUP – UP
Vehicle services – Major
repair/body work
– – – UP MUP –
Vehicle services – Minor
maintenance/repair
– – – UP UP –
Veterinary clinic, animal hospital MUP P – P MUP –
Transportation, Communications and Infrastructure
Ambulance, taxi, or limousine
storage
– – – – UP –
Broadcasting studio – UP(2) UP(2) MUP – –
Electric vehicle charging station(7) P P P P P P 14.38
Parking facility, public or
commercial
UP UP UP – – P
Telecommunications facility – – – S S S 17.44
Transit station or terminal UP UP UP UP – UP
Utility facility – – – UP UP UP
Vehicle storage – – – – UP –
Key to Zoning District Symbols
CE East Cotati Avenue Corridor CI Commercial/Industrial District CG Gravenstein Highway Corridor IG General Industrial District CD Downtown Commercial PF Public Facility District
Notes:

Packet Pg. 236
(1) See Article 9 for land use definitions.
(2) Use allowed only on second or upper floors, in compliance with Section 17.24.050(C), Limitation on the
Location of Allowable Land Uses, or behind an allowed ground floor street frontage use. (3) See Section 17.42.165, Retail use maximum floor area. (4) When the Department of Alcoholic Beverage Control allows customers under twenty-one years of age on
the premises.
(5) Artisan/craft product manufacturing uses proposed in the CE, CG, CD, HC, LP, NG, and CA districts must be located within buildings and suites designed and oriented to engage and encourage pedestrian activity and interaction with the surrounding uses. Uses in these districts must also include retail storefront presence and design characteristics, with production and manufacturing design elements (such as loading doors, material storage, etc.) oriented away from the primary
entrances and street frontages of developments where they are located. (6) MUP required for outdoor dining on private property in the CD district when the dining use abuts a
residential land use.
(7) Permitted as an accessory use.
(8) Fees for farmers market planning permit applications shall be calculated at fifty percent of the fees set
forth in the fee schedule as described in Section 17.60.060, Application fees. Use permit approval shall require
that the review authority first find that the proposed use will be compatible with any nearby residential uses.

Notices of public hearings shall be mailed to property owners within a radius from the subject site of six
hundred feet, or greater at the director’s discretion.

Table 2-3
Allowed Land Uses and Permit Requirements for Mixed Use Corridors and Districts P Permitted Use, Zoning Clearance required
MUP Minor Use Permit
Packet Pg. 237
UP Use Permit required
S Permit requirement set by Specific Use Regulations
– Use not allowed
Land Use(1)
Permit Required by District
CE CG CD CI IG PF Specific Use
Regulations
Industry, Manufacturing and Processing, Wholesaling
Agricultural product processing – – – – P –
Artisan/craft product manufacturing MUP MUP MUP P P – See Note 5 Below
Brewery – Brew pub MUP MUP MUP – – –
Brewery – Production – – – UP UP –
Construction contractor – – – – UP –
Food and beverage product
manufacturing
– – – – MUP MUP
Furniture and fixtures
manufacturing, cabinet shop
– – – P P –
Industrial research and development – MUP – P MUP –
Laboratory – Medical, analytical,
research and development
P P – P MUP –
Laundry, dry cleaning plant – – – – UP –
Manufacturing/processing – Light – – – MUP P –
Manufacturing/processing –
Medium intensity
– – – MUP MUP –
Manufacturing/processing – Heavy – – – – UP –
Packet Pg. 238
Media production P P – P P –
Printing and publishing UP UP – P P –
Recycling – Reverse vending
machine
MUP MUP – – – –
Recycling – Small collection facility UP UP – UP P – 17.42.150 Recycling – Medium collection
facility
– – – UP UP – 17.42.150
Storage – Outdoor – – – UP UP – 17.42.140
Storage – Personal storage facility
(mini-storage)
– – – – – –
Storage – Warehouse, indoor storage – – – UP – –
Wholesaling and distribution – – – UP UP –
Winery – Boutique – UP – MUP MUP –
Winery – Production – – – MUP MUP –
Recreation, Education and Public Assembly Uses
Adult-oriented business – – – – S – 17.40
Commercial recreation facility –
Indoor – 5,000 sq. ft. or less
UP P – P – –
Commercial recreation facility –
Indoor – More than 5,000 sq. ft.

UP MUP – UP – –
Commercial recreation facility –
Outdoor
– – – UP – –
Conference/convention facility –
5,000 sq. ft. or less
UP MUP UP(2) MUP – UP
Conference/convention facility – UP UP UP(2) UP – UP
Packet Pg. 239
More than 5,000 sq. ft.

Health/fitness facility UP P UP(2) P UP –
Library, museum P P MUP P – P
Meeting facility, public or private –
5,000 sq. ft. or less
UP MUP MUP(2) MUP – MUP
Meeting facility, public or private –
More than 5,000 sq. ft.

P P MUP(2) P UP –
Theater UP MUP MUP MUP – UP
Residential Uses
Accessory dwelling unit P P P – – – 17.42.170
Emergency/transitional shelter – – S – – S 17.42.072
Home occupation P P P – – – 17.42.080
Live/work unit UP UP P UP UP – 17.42.090
Low Barrier Navigation Center P P - - - -
Residential care facility for the
elderly (RCFE)
UP MUP – – – UP
Packet Pg. 240
Residential care facility, 7 or more
clients
UP – – – – UP
Residential component of a mixed
use project
P P P – – – 17.42.100
Supportive Housing P P - - - -
Retail Trade(3)
Accessory retail or services P P P P P P
Alcoholic beverage sales –
Associated with a restaurant(4)
P P P P UP – 17.42.030
Alcoholic beverage sales UP UP UP – – – 17.42.030
Antique or collectible store MUP P MUP – – –
Artisan shop P P P P – –
Auto and vehicle sales and rental – UP – MUP UP –
Auto parts sales with no installation
services
– P – P – –
Bar, tavern UP UP UP – – –
Building and landscape materials
sales – Indoor
– P – P P –
Building and landscape materials
sales – Outdoor
– UP – MUP – – 17.42.130
Construction and heavy equipment
sales and rental
– – – MUP MUP – 17.42.130
Convenience store UP UP – UP – –
Drive-through retail – UP – UP – – 17.42.070
Extended hour retail UP MUP MUP MUP – –
Packet Pg. 241
Farm supply and feed store – P – P – –
Farmers market(8) MUP MUP MUP MUP UP UP
Formula-based fast food restaurant S S S – – – 17.42.071 Fuel dealer (propane for home and
farm use, etc.)
– – – UP UP –
Furniture, furnishings and appliance
store
P P UP P UP –
General retail – Less than 5,000 sq.
ft.

P P P P – –
General retail – 5,000 sq. ft. to
20,000 sq. ft.

P P P P – –
General retail – More than 20,000
sq. ft.

UP P UP P – –
Groceries, specialty foods – 10,000
sq. ft. or less
P P P P – –
Groceries, specialty foods – More
than 10,000 sq. ft.

UP MUP UP MUP – –
Mobilehome, boat, or RV sales – – – MUP – –
Night club UP UP UP – – –
Outdoor display and sales MUP MUP MUP MUP – – 17.42.130 Plant nursery – MUP – MUP MUP –
Restaurant – Outdoor dining(6) P/
MUP
P/
MUP
P/
MUP
P/
MUP
– – 17.42.130(E)
Restaurant, cafe, coffee shop P P P P UP –
Retail complex UP P UP P – –
Packet Pg. 242
Retail display gallery – P P – – – 17.90.020
Second hand store UP UP UP – – –
Service station (nonfossil fuels
sales)
UP UP UP – – – 17.42.180
Tasting room UP P P P – –
Warehouse retail – MUP – UP – –
Services – Business, Financial, Professional
ATM P P P P – –
Bank, financial services P P UP P – –
Business support service P P P
(2) UP – –
Medical services – Doctor office UP P
(2) P(2)
– – –
Medical services – Clinic, urgent
care
UP – – – – –
Office – Accessory P P P P P P
Office – Business/service UP UP(2) P
(2) P – –
Office – Government MUP MUP MUP MUP MUP MUP
Office – Processing UP(2) MUP UP(2) MUP – –
Office – Professional/
administrative
P P P
(2) P – –
Services – General
Accessory retail or services P P P P P P 17.42.015
Adult day care UP – – – – UP
Catering service – – – P P –
Packet Pg. 243
Child day care center MUP P MUP MUP – UP
Drive-through service – UP – – – – 17.42.070
Equipment rental – – – UP UP – 17.42.140
Kennel, animal boarding – MUP – MUP UP –
Lodging – Bed and breakfast inn
(B&B)
P P MUP – – –
Lodging – Boutique hotel or motel UP UP UP – – –
Lodging – Hotel or motel UP UP UP – – –
Maintenance service – Client site
services
– – – P P –
Mortuary, funeral home UP – – – – –
Personal services P P P P – –
Personal services – Restricted UP(2)– – – – –
Public safety facility UP UP UP UP UP P
Repair service – Equipment, large
appliances, etc.
– – – P P –
Social service organization MUP(2) MUP(2)– MUP – UP
Vehicle services – Major repair/body
work
– – – UP MUP –
Vehicle services – Minor
maintenance/repair
– – – UP UP –
Veterinary clinic, animal hospital MUP P – P MUP –
Transportation, Communications and Infrastructure
Ambulance, taxi, or limousine – – – – UP –
Packet Pg. 244
storage
Broadcasting studio – UP(2) UP(2) MUP – –
Electric vehicle charging station(7) P P P P P P 14.38
Parking facility, public or
commercial
UP UP UP – – P
Telecommunications facility – – – S S S 17.44
Transit station or terminal UP UP UP UP – UP
Utility facility – – – UP UP UP
Vehicle storage – – – – UP –
Key to Zoning District Symbols
CE East Cotati Avenue Corridor CI Commercial/Industrial District CG Gravenstein Highway Corridor IG General Industrial District CD Downtown Commercial PF Public Facility District
Notes:
(1) See Article 9 for land use definitions.
(2) Use allowed only on second or upper floors, in compliance with Section 17.24.050(C), Limitation on the Location of Allowable Land Uses, or behind an allowed ground floor street frontage use. (3) See Section 17.42.165, Retail use maximum floor area. (4) When the Department of Alcoholic Beverage Control allows customers under twenty-one years of age on the premises.
(5) Artisan/craft product manufacturing uses proposed in the CE, CG, CD, HC, LP, NG, and CA districts must be located within buildings and suites designed and oriented to engage and encourage pedestrian activity and interaction with the surrounding uses. Uses in these districts must also include retail storefront presence and design characteristics, with production and manufacturing design elements (such as loading doors, material storage, etc.) oriented away from the primary entrances and street frontages of developments where they are located.
(6) MUP required for outdoor dining on private property in the CD district when the dining use abuts a residential land use.

Packet Pg. 245
(7) Permitted as an accessory use.
(8) Fees for farmers market planning permit applications shall be calculated at fifty percent of the fees set forth in the fee schedule as described in Section 17.60.060, Application fees. Use permit approval shall require that the review authority first find that the proposed use will be compatible with any nearby residential uses.

Notices of public hearings shall be mailed to property owners within a radius from the subject site of six hundred feet, or greater at the director’s discretion.

Table 2-4
Allowed Land Uses and Permit Requirements for Downtown Specific Plan Districts P Permitted Use, Zoning Clearance required
MUP Minor Use Permit required
UP Use Permit required
S Permit requirement set by Specific Use
Regulations
– Use not allowed
LAND USE(1)

PERMIT REQUIRED BY
DISTRICT Specific Use
Regulations

HC LP NG CA

RECREATION, EDUCATION & PUBLIC ASSEMBLY USES
Commercial recreation facility – Indoor MUP – MUP MUP
Conference/convention facility – – UP(2) UP
Health/fitness facility UP(2)– P P
Library, museum P – P P
Meeting facility, public or private – MUP MUP(2) MUP
Park, Playground P P P P
School – Specialized education/training UP – UP UP
Studio – Art, dance, martial arts, music, etc. P P P P
Packet Pg. 246
Table 2-4
Allowed Land Uses and Permit Requirements for Downtown Specific Plan Districts P Permitted Use, Zoning Clearance required
MUP Minor Use Permit required
UP Use Permit required
S Permit requirement set by Specific Use
Regulations
– Use not allowed
LAND USE(1)

PERMIT REQUIRED BY
DISTRICT Specific Use
Regulations

HC LP NG CA
Theater (cinemas or performing arts) MUP – P P

RESIDENTIAL USES
Residential Multifamily Project S S S S 17.28.050
Accessory dwelling unit P P P P 17.42.170
Emergency/transitional shelter S S S S 17.42.072
Home occupation P P P P 17.42.080
Live/work unit P P P P 17.42.090
Low Barrier Navigation Center P P P P
Residential component of a mixed-use
project
P P P P 17.42.100
Residential care facility for the elderly
(RCFE)
– UP UP UP
Residential care facility, 7 or more clients – UP – –
Supportive Housing P P P P
Packet Pg. 247
Table 2-4
Allowed Land Uses and Permit Requirements for Downtown Specific Plan Districts P Permitted Use, Zoning Clearance required
MUP Minor Use Permit required
UP Use Permit required
S Permit requirement set by Specific Use
Regulations
– Use not allowed
LAND USE(1)

PERMIT REQUIRED BY
DISTRICT Specific Use
Regulations

HC LP NG CA

TRANSPORTATION, COMMUNICATIONS & INFRASTRUCTURE
Broadcasting studio UP(2)– UP(2)–
Electric vehicle charging station(7) P P P P 14.38
Parking facility UP UP UP(2) UP
Transit station or terminal P P P P

RETAIL TRADE
Accessory retail or services P P P P
Alcoholic beverage sales – associated with a
restaurant(4)
P P P P 17.42.030
Alcoholic beverage sales – off-sale UP UP UP UP 17.42.030 Antique or collectible store P P P P
Artisan/craft product manufacturing MUP MUP MUP MUP See Note (5) below
Artisan shop P P P P
Packet Pg. 248
Table 2-4
Allowed Land Uses and Permit Requirements for Downtown Specific Plan Districts P Permitted Use, Zoning Clearance required
MUP Minor Use Permit required
UP Use Permit required
S Permit requirement set by Specific Use
Regulations
– Use not allowed
LAND USE(1)

PERMIT REQUIRED BY
DISTRICT Specific Use
Regulations

HC LP NG CA
Auto parts sales with no installation services – – – P
Bar, tavern UP UP UP UP 17.42.030
Brewery – Brew pub MUP MUP MUP MUP
Convenience store – – UP UP
Extended hour retail UP MUP P P
Furniture, furnishings and appliance store UP – MUP MUP General retail – Less than 5,000 sf P P P P
General retail – 5,000 sf to 20,000 sf P – P P
General retail – More than 20,000 sf (Max.
43,000 sf)
– – MUP MUP
Groceries, specialty foods – 10,000 sf or less P P P P
Groceries, specialty foods – More than
10,000 sf
– – P UP
Night club UP – UP UP
Packet Pg. 249
Table 2-4
Allowed Land Uses and Permit Requirements for Downtown Specific Plan Districts P Permitted Use, Zoning Clearance required
MUP Minor Use Permit required
UP Use Permit required
S Permit requirement set by Specific Use
Regulations
– Use not allowed
LAND USE(1)

PERMIT REQUIRED BY
DISTRICT Specific Use
Regulations

HC LP NG CA
Outdoor display and sales MUP MUP MUP MUP 17.42.130
Restaurant – Outdoor dining on private
property(6)
P/MUP P/MUP P/MUP P/MUP 17.42.130
Restaurant – Outdoor dining in public rightof-wayP P P P 17.42.130 Restaurant, cafe, coffee shop P P P P
Retail complex – – UP UP
Retail display gallery P P P P 17.90.020
Retail Tobacco Store -- -- -- --
Second hand store UP – – –
Service station (non-fossil fuels sales) – – – UP 17.42.180 Tasting room P P P P
SERVICES – BUSINESS, FINANCIAL, PROFESSIONAL

ATM P P P P
Packet Pg. 250
Table 2-4
Allowed Land Uses and Permit Requirements for Downtown Specific Plan Districts P Permitted Use, Zoning Clearance required
MUP Minor Use Permit required
UP Use Permit required
S Permit requirement set by Specific Use
Regulations
– Use not allowed
LAND USE(1)

PERMIT REQUIRED BY
DISTRICT Specific Use
Regulations

HC LP NG CA
Bank, financial services P P P P
Business support service P
(2) P(2) P(2) P
Medical services – Doctor office P P P P
Medical services – Clinic, urgent care – – – P
Office – Accessory P P P P
Office – Business/service P
(2) P(2) P(2) P
Office – Government UP UP UP UP
Office – Processing UP(2)– UP(2)–
Office – Professional/administrative P
(2) P P(2) P
Veterinary clinic, animal hospital P P P P
SERVICES – GENERAL
Accessory retail or services P P P P 17.42.015
Adult day care UP(2) UP(2) UP(2) UP
Packet Pg. 251
Table 2-4
Allowed Land Uses and Permit Requirements for Downtown Specific Plan Districts P Permitted Use, Zoning Clearance required
MUP Minor Use Permit required
UP Use Permit required
S Permit requirement set by Specific Use
Regulations
– Use not allowed
LAND USE(1)

PERMIT REQUIRED BY
DISTRICT Specific Use
Regulations

HC LP NG CA
Child day care center UP UP P UP
Lodging – Bed & breakfast inn (B&B) P P P UP
Lodging – Boutique hotel and motel UP UP P P
Lodging – Hotel UP(2) UP(2) P P
Personal services P P P P
Public safety facility – – – –
Social service organization – UP(2) UP(2) UP
Vehicle services – Minor maintenance/repair – – – UP
Notes:
(1) See Article 9 for land use definitions.
(2) Use allowed only on second or upper floors, in compliance with Section 17.24.050(C) (Limitation on the Location of Allowable Land Uses), or behind an allowed ground floor street frontage use.
(3) Where allowed by the downtown specific plan’s regulating plan. (4) When the Department of Alcoholic Beverage Control allows customers under twenty-one years of age on the premises.

Packet Pg. 252
(5) Artisan/craft product manufacturing uses proposed in the CE, CG, CD, HC, LP, NG, and CA districts must be located within buildings and suites designed and oriented to engage and encourage pedestrian activity and interaction with the surrounding uses. Uses in these districts must also include retail storefront presence and design characteristics, with production and manufacturing design elements (such as loading doors, material storage, etc.) oriented away from the primary entrances and street frontages of developments where they are located. (6) MUP required for outdoor dining on private property in the CD district when the dining use abuts a residential land use.
(7) Permitted as an accessory use.
(Ord. 910 § 3, 2022; Ord. 908 § 5 (Exh. 1 § 7), 2022; Ord. 906 § 6, 2021; Ord. 902 § 6, 2021; Ord. 895 § 2(A) Exh. 2
(part), 2020: Ord. 893 § 5, 2020; Ord. 888 § 1, 2019; Ord. 883 § 6 (Att. A), 2018; Ord. 823 § 2(C) Exh. C (part), 2009; Ord.
812 § 1, 2008; Ord. 801 § 1, 2007; Ord. 787 § 2, 2007; Ord. 766 § 2 Exh. A (part), 2004).

SECTION 7: Amendment to the Cotati Municipal Code. 17. 28.050 Specific plan, downtown (SPD) zoning district is amended as follows:

A. Applicability. The SPD zoning district is applied to the area covered by the downtown specific plan, which provides detailed and comprehensive guidance and standards for development. The SPD zoning district is consistent with and implements the general commercial and parks land use designations of the general plan.

C. Development Standards. Subdivision, site planning, building and development standards are determined by the downtown specific plan. (Ord. 823 § 2(C) Exh. C (part), 2009). In addition, the design of residential uses in the downtown specific plan shall be consistent with the objective residential design standards in Chapter 17.39.

SECTION 7: Amendment to the Cotati Municipal Code. 17.32.030 Allowed Density Bonuses is amended as follows:

The amount of a density bonus allowed in a housing development shall be determined by the council in compliance with this section and requirements under State Density Bonus and Housing Law.

A. Density Bonus. A housing project that complies with the eligibility requirements in Section 17.32.020(A)(1), (A)(2), (A)(3), or (A)(4) shall be entitled to density bonuses as follows, unless a lesser percentage is elected by the applicant:

Packet Pg. 253

1. General Density Bonus. The city shall grant at least a twenty-percent increase in the number of dwelling units normally allowed by the applicable general plan designation and zoning, except that:
a. For each one percent increase above ten percent in the percentage of units affordable to lower income households, the density bonus shall be increased by one and one-half percent up to a maximum of thirty-five percent; and
b. For each one percent increase above five percent in the percentage of units affordable to very low-income households, the density bonus shall be increased by two and one-half percent, up to a maximum of thirty-five percent.

2. Bonus for Condominium. A density bonus for a condominium project that complies with the eligibility requirements in Section 17.32.020(A)(3) of this chapter shall consist of at least a five percent increase in the number of dwelling units normally allowed by the applicable general plan designation and zoning district, except that for each one percent increase above ten percent of the percentage of units affordable to moderate-income households, the density bonus shall be increased by one percent up to a maximum of thirty-five percent.

3. Density Bonus for Land Donation. When an applicant for a tentative map, parcel map, or other residential development approval donates land to the city in compliance with this subsection, the applicant shall be entitled to a density bonus for the entire development, as follows; provided that nothing in this subsection shall be construed to affect the authority of the city to require a developer to donate land as a condition of development. a. Basic Bonus. The applicant shall be entitled to a fifteen percent increase above the otherwise maximum allowable residential density under the applicable general plan designation and zoning.
b. Additional Bonus. For each one percent increase above the minimum ten percent land donation described in subsection (A)(3)(c)(ii) of this section, the density bonus shall be increased by one percent, up to a maximum of thirty-five percent. This increase shall be in addition to any increase in density required by subsections (A)(1) and (A)(2) of this section, up to a maximum combined mandated density increase of thirty-five percent if an applicant seeks both the increase required in compliance with subsections (A)(1) through (A)(3) of this section. c. Eligibility for Bonus. An applicant shall be eligible for the increased density bonus provided by this subsection if all of the following conditions are met:
i. The applicant donates and transfers the land no later than the date of approval of the final subdivision map, parcel map, or residential development application; ii. The developable acreage and zoning classification of the land being transferred are sufficient to permit construction of units affordable to very low-income households in an amount not less than ten percent of the number of residential units of the proposed development; Packet Pg. 254
iii. The transferred land is at least one acre, or of sufficient size to permit development of at least forty units, has the appropriate general plan designation, is appropriately zoned for development as affordable housing, and is or will be served by adequate public facilities and infrastructure.

The land shall have appropriate zoning and development standards to make the development of the affordable units feasible. No later than the date of approval of the final subdivision map, parcel map, or of the residential development, the transferred land shall have all of the permits and approvals, other than building permits, necessary for the development of the very lowincome housing units on the transferred land, except that the local government may subject the proposed development to subsequent design review to the extent authorized by Government Code Section 65583.2(l) if the design is not reviewed by the city prior to the time of transfer; iv. The transferred land and the affordable units shall be subject to a deed restriction ensuring continued affordability of the units consistent with Section 17.32.070 (Continued affordability) of this chapter, which shall be recorded on the property at the time of dedication; v. The land is transferred to the city or to a housing developer approved by the city. The city may require the applicant to identify and transfer the land to the developer; vi. The transferred land shall be within the boundary of the proposed development or, if the city agrees, within one-quarter mile of the boundary of the proposed development.

4. Senior Housing Density Bonus. For housing developments meeting the criteria of Section 17.32.020(A)(4), the city shall grant a density bonus that is twenty percent of the number of senior housing units.

5. Mixed Use Density Bonus. For mixed-use projects meeting the criteria of Section 17.32 and Section 17.42.100, the City Council, at its sole discretion, may grant up to 100-percent residential density bonus to facilitate and support the development of commercial elements within a mixed-use or commercial zoning district.

C. Density Bonus Calculations. The calculation of a density bonus in compliance with this subsection that results in fractional units shall be rounded up to the next whole number, as Packet Pg. 255
required by state law. For the purpose of calculating a density bonus, the residential units do not have to be based upon individual subdivision maps or parcels.

E. Location of Bonus Units. The developer may locate density bonus units in geographic areas of the housing development other than the areas where the units for the lower income households are located, in keeping with the requirements and allowances of State density bonus law. (Ord. 854 § 2 (part), 2015; Ord. 766 § 2 Exh. A (part), 2004).

SECTION 8: Amendment to the Cotati Municipal Code. Section 17.39.030. H Objective Residential Design Standards is amended as follows:

H. Mixed Use Developments. Projects consisting of both commercial and residential uses shall also be consistent with each of the following standards below:

3. All building design and site design requirements and criteria identified herein, shall be incorporated into mixed use projects.

SECTION 9: Amendment to the Cotati Municipal Code. 17.42.100. Mixed Use Projects is amended as follows:

This section provides standards for the design of mixed-use projects, where allowed by Chapter

17.22 (Allowable Land Uses) of this title. A mixed use project combines residential and nonresidential uses on the same site, with the residential units typically located above the nonresidential uses (vertical mixed use) however mixed use projects where the commercial and residential uses are located within separate structure are also permissible (horizontal mixed use).

A. Design Considerations. A mixed-use project with residential uses shall achieve the following objective design standards:

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1. All building materials will be low reflective, include noise reducing materials in exterior doors and windows and walls, and between residential and nonresidential uses.

4. Site planning and building design shall be compatible with adjacent and surrounding residential neighborhood in terms of building design, color, exterior materials and amenities, landscaping, street furniture, lighting, roof styles, scale, and signage.

B. Mix of Uses.

1. CG Zoning District and SPD Districts. Within the CG zoning district and SPD districts, residential development shall be located on the second and higher floors for vertical mixed use projects; horizontal mixed use projects must incorporate a predominant mix of commercial uses into the street frontage of the project site. Residential uses are permitted as required by state law or as part of mixed use project consistent with the subject to the provisions of subsection C of this section. Residential use components in a mixed use project shall be allowed, provided that a minimum of 25-percent of the floor area is achieved for the nonresidential use component.

C. Density. The residential component of a mixed use project shall comply with the density requirements of the general plan, downtown specific plan, and subsection B of this section.

D. Site Layout and Project Design Standards. Each proposed mixed use project shall comply with the property development standards of the applicable zoning district, and the following requirements:

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The review authority may grant automotive parking reductions of up to 100% for commercial land uses (on a case-by-case basis), when significant multi-modal transportation infrastructure and curb-demand management is incorporated into the project design and significant impacts resulting from such a reduction are not identified.

3. Loading Areas. Commercial loading areas shall be located away from residential units and shall be screened from view from the residential portion of the project to the maximum extent feasible.

E. Performance Standards.

1. Lighting. Lighting for commercial uses shall be installed and maintained along all vehicular access ways and pedestrian walkways, in compliance with Section 17.30.060 (Outdoor lighting).

The lighting shall be shielded and directed downward onto the driveways and walkways within the development and away from adjacent properties to eliminate glare and minimize light trespass. Lighting of at least one foot-candle shall also be installed and maintained within all covered and enclosed parking areas and shall be screened with full cutoff luminaires to minimize sky glow and glare onto public sidewalks and adjacent residences. All on-site lighting fixtures/lamps shall be energy efficient and be a warm light with a broad color spectrum to minimize sky glow. Any all-night light shall not exceed 3000K (Kelvin Color Temperature Scale) and lights with an on/off timer shall not exceed 4000K.

SECTION 11: Amendment to the Cotati Municipal Code. 17.32.050 Parking requirements in density bonus projects is amended as follows:

B. Number of Parking Spaces Required. At the request of the developer, the city will require the following vehicular parking ratios for a project that complies with the requirements of Section

17.32.020 (Eligibility for bonus, incentives or concessions) of this chapter, inclusive of handicapped and guest parking: Consistent with state regulations, minimum automobile parking Packet Pg. 258
requirement shall not be imposed or enforced on a residential, commercial, or other development project (except that minimum automobile parking requirements may be required of nonresidential use hotel, motel, bed and breakfast inn, or other transient lodging) if the project is located within one-half mile of public transit, unless specific findings are made within 30 days of submittal to the City of a complete application, pursuant to Government Code Section 65853.2:

1. Zero to one bedroom: One on-site parking space;

2. Two to three bedrooms: Two on-site parking spaces;

3. Four and more bedrooms: Two and one-half parking spaces.

If the total number of parking spaces required for a development is other than a whole number, the number shall be rounded up to the next whole number.

SECTION 12: Amendment to the Cotati Municipal Code. 17.36.010 Purposes is amended as follows:

The requirements of this chapter are intended to ensure that sufficient off-street parking is provided for all uses and structures located more than one-half mile from public transit, consistent with Government Code Section 65853.2, and that parking facilities are properly designed, attractive, and located to be unobtrusive, generally to the rear of the site, while meeting the needs of the specific use or structure. (Ord. 766 § 2 Exh. A (part), 2004).

SECTION 13: Amendment to the Cotati Municipal Code. 17.36.020 Applicability is amended as follows:

Each land use and structure located more than one-half mile from public transit, consistent with Government Code Section 65853.2., including a change or expansion of a land use or structure shall be provided continuously maintained off-street parking and loading areas in compliance with this chapter. A land use shall not be commenced, and a structure shall not be occupied until the improvements required by this chapter are satisfactorily completed. (Ord. 766 § 2 Exh. A (part), 2004).

SECTION 14: Amendment to the Cotati Municipal Code. 17.36.040 General Parking Regulations is amended as follows:

A. Location of Parking on a Site. Parking and loading spaces shall be located as required in Section 17.36.090(A) of this chapter.

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B. Timing of Installation. A new or altered structure shall not be occupied, and a new land use not requiring a structure shall not be established, until all off-street parking and loading facilities required by this chapter are in place and approved by the city.

D. Parking and Loading to be Unrestricted. An owner, lessee, tenant, or other per Wilson’ having control of the operation of a premises for which parking or loading spaces are required by this chapter, shall not prevent, prohibit, or restrict authorized persons from using the spaces without the prior approval of the director.

E. Vehicles for Sale. See Section 17.42.045 (Auto and vehicle sales) of this title. (Ord. 766 § 2 Exh. A (part), 2004).

SECTION 15: Amendment to the Cotati Municipal Code. 17.36.050 Number of parking spaces required is amended as follows:

Each land use shall be provided the number of off-street parking spaces required by this section.

See Section 17.36.070 of this chapter for off-street parking requirements for bicycles and motorcycles.

A. Parking Requirements by Land Use.

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4. A single use with accessory components shall provide parking for primary use, and each component except in instances where the review authority finds that the parking provided for the primary use is adequate to meet the overall parking demands of the entire project. For example, a hotel with a meeting room may provide the parking spaces required by Table 3-7 for a hotel (e.g., the guest rooms), and for a meeting room, as deemed necessary by the review authority.

B. Expansion of Structure, Change in Use. When a structure is enlarged, or when a change in its use requires more off-street parking than the previous use, additional parking spaces shall be provided in compliance with this chapter except where the number of additional spaces required is ten percent or less of the number of existing spaces. See also Chapter 17.82 (Nonconforming Uses, Structures, and Parcels) of this title.

When a multi-tenant center includes one or more uses that will need more parking than retail uses (for example, a fitness center, restaurant, or theater), additional parking shall be required for the nonretail use unless a parking reduction is approved in compliance with Section 17.36.080 (Reduction of parking requirements) of this chapter.

D. Excessive Parking. The city discourages a land use being provided more off-street parking spaces than required by this chapter, to avoid the inefficient use of land, unnecessary pavement, and excessive storm water runoff from paved surfaces. The provision of off-street parking spaces in excess of the requirements in Table 3-7 is allowed only when additional landscaping and pedestrian amenities are also provided to the satisfaction of the review authority.

F. Nonconforming Parking. A structure with nonconforming off-street parking may be physically changed or undergo a change in use subject to the following provisions:

2. Nonresidential Uses. The number of existing parking spaces shall be maintained on the site and additional parking shall be provided in compliance with this chapter for any additional floor area. If the use of the structure is changed to one that requires more parking than the previous Packet Pg. 261
use, the difference between the parking spaces required for the previous use and the new use shall be provided.

G, State Parking Exceptions. Parking requirement exceptions are available consistent with Government Code Section 65853.2 for projects located within one-half mile of public transit and apply to all uses except for projects subject to specific 30-day findings, and parking requirements for non-residential use hotel, motel, bed and breakfast inn, or other transient lodging uses.

SECTION 16: Amendment to the Cotati Municipal Code. Chapter 36 Parking and Loading, Table 3-7 Parking Requirements by Land Use is amended as follows:

See Section 17.36.050.G for all projects located more than one half mile of public transit, or projects subject to specific 30-day findings pursuant to Government Code Section 65853.2.).

SECTION 17: Amendment to the Cotati Municipal Code. 17.90.020 Definitions of specialized terms and phrases is hereby amended to include new definitions as follows:

Packet Pg. 262
Tobacco product. Any substance containing tobacco or nicotine that is intended for human consumption, whether smoked, heated, chewed, absorbed, dissolved, inhaled, snorted, sniffed or ingested by any other means, including, but not limited to, cigarettes, cigars, pipe tobacco, snuff and chewing tobacco. “Tobacco product” also means any device that delivers nicotine or other smoked substances to the person inhaling from the device, including, but not limited to, an electronic cigarette, cigar, pipe, or hookah.

Tobacco product. Does not include any cessation product specifically approved by the United States Food and Drug Administration for use in treating nicotine or tobacco dependence.

SECTION 18: Effective date. This ordinance shall take effect thirty (30) days after its adoption pursuant to California Government Code.

SECTION 19: Publication. The city clerk shall cause this ordinance to be published and/or posted as required in Section 36933 of the California Government Code.

Approved:________________________________
Mayor
Attest:____________________________
Kevin Patterson, Deputy City Clerk
Approved as to form:
___________________________
John Bakker, City Attorney
This document is a true and correct copy of Ordinance Number and has been published or posted pursuant to law. California Government Code § 40806
_______________________________
Kevin Patterson, Deputy City Clerk
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Addendum to the 2009 DSP Final EIR
February 2023 | Cotati Downtown Specific Plan Amendments

ADDENDUM TO THE CITY COUNCIL CERTIFIED

DOWNTOWN SPECIFIC PLAN EIR
SCH No. 2006032072
City of Cotati
Prepared for:

City of Cotati
Contact: Noah Housh
Director of Community Development
201 West Sierra Avenue | Cotati, CA 94931
Office: (707) 665-3635
http://www.cotaticity.org/
Prepared by:
4LEAF, INC.

Contact: Bret McNulty
Principal Planner
2126 Rheem Drive | Pleasanton, California 94588
Mobile : (805)722-5585
bmcnulty @4leafinc.com | www.4leafinc.com/

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Table of Contents
February 2023 Page i
Section Page

1. ADDENDUM TO THE SPECIFIC PLAN EIR............................................................................ 1

1.1 BACKGROUND ........................................................................................................................1

1.2 PROJECT DESCRIPTION.........................................................................................................3

2. CEQA ANALYSIS.................................................................................................................. 7

2.1 PURPOSE OF AN EIR ADDENDUM........................ERROR! BOOKMARK NOT DEFINED.

2.2 DOWNTOWN SPECIFIC PLAN EIR FINDINGS......................................................................8

2.3 ENVIRONMENTAL ANALYSIS...............................................................................................11

2.4 FINDINGS ...............................................................................................................................14 Table Page
TABLE 1: COTATI DOWNTOWN SPECIFICPLAN LAND USE 4
TABLE 2: TITLE 17 (LAND USES) CHAPTER 17.22 ALLOWABLE LAND USES AMENDMENTS 5

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Page ii 4LEAF, INC.

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1. ADDENDUM TO THE SPECIFIC PLAN EIR

1.1 PURPOSE
This document serves as the analysis and environmental documentation for the City’s proposed DSP Amendments required by the California Environmental Quality Act (CEQA). This addendum to the DSP Environmental Impact Report (EIR) (State Clearinghouse Number 2006032072), certified on August 8, 2012, with approval of the DSP by the City Council, pursuant to CEQA Guidelines section 15164. The Addendum demonstrates that the analysis contained in that EIR anticipates and adequately addresses the potential physical impacts associated with implementation of the DSP Amendments. Further, none of the conditions described in CEQA Guidelines section 15162 would result from the DSP Amendments that call for the preparation of a subsequent EIR or negative declaration.

1.2 BACKGROUND
The Downtown Specific Plan Amendments
The City of Cotati (City) Downtown Specific Plan (DSP) Amendments project proposes minor changes to the DSP and Zoning Ordinance that clarify and provide technical guidance for development projects to be consistent with the City’s vision for downtown, in light of numerous changes to State housing and planning law. These Amendments serve to strike a balance between consistency with recent changes in State planning and housing law, as reflected in the City’s General Plan Housing Element Update and reaffirms the DSP direction to foster development of a vibrant, pedestrian oriented mix of retail businesses, housing for all economic segments of the community, and recreation amenities, while preserving Cotati’s historic character (DSP, page 1:14).

Downtown Specific Plan
The DSP provides the development regulations for the entire 60-acre downtown area, stretching from Henry Street on the southern end of downtown, to the Laguna De Santa Rosa at the northern City boundary (shared with Rohnert Park). The goals of the plan include providing additional public space and multi-modal street circulation throughout the downtown; ensuring mixed-use is the primary development type downtown; providing a variety of building types, shapes, and sizes to ensure architectural interest; and ensuring a mix of retail and housing types served by adequate parking. The policy direction for these goals is provided by separating the downtown into four distinct districts (Historic Core, La Plaza Park, Northern Gateway, and Commerce Avenue) and tailoring the development criteria to each of these areas in the plan.

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1. Addendum to the Certified Downtown Specific Plan EIR

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Cotati City CouncilJune 27, 2023

Cotati City Council
June 27, 2023