Sonoma LAFCO – City of Sonoma
Public Review Draft Municipal Service Review Recommendations 2 from property owners,the City should considersupporting area-wide annexations of each territory.
Four Corners: These areas can be included in a specific area plan or individual annexation proposals for the un-annexed properties at the southern gateway to the City.
Train Town: The City should seriously consider proposing the annexation of this unincorporated island of territory fully surrounded by the City. While it is clearly preferable to have the property owner consent to annexation, the City could request application of the island annexation provision in Cortes-Knox-Hertzberg, in tandem with the Master Property Tax Exchange Agreementin place in Sonoma County,to cause the annexation absent property ownersupport.
An expansion of the City’s boundaries to include developed areas such as the Springs (El Verano, Agua Caliente, FettersHot Springs, and Boyes Hot Springs) might provide the basis for a more diverse economic base, more comprehensive and cohesive land use planning, and opportunities to address broad, regional needssuch as housing availability and cost.
Although this Municipal Service Review does not recommend amendmentsto the City’s Sphere of Influence,the City remains well-positioned to consider partnerships with other local agencies, up to and including an expansion of the City’s territory.
Determinations:
11.1 The City is encouraged to continue discussions with the County, community, and other local public agencies to consider improvementsto the effectiveness and efficiency of providing municipal services in the Sonoma Valley region. There may be a possibility in the future of expansion of City boundaries through Sphere of Influence amendments and subsequent annexations to include areas in the Valley that are largely developed and urbanized.
11.2 The City should review its intentions regarding the potential annexation of two park areas (Maxwell Farms and Montini Preserve), which would inform amendmentsto the City’s Sphere of Influence.
11.3 The City should consider directly supporting appropriate annexations in the Denmark Street, Four Corners, and Harrington Drive areas. Potential actions could include annexation proposals made directly by the City, preparation of a specific area plan, and subsequent annexation of the Four Corners area.
11.4 The City should engage in discussions with the owners of Train Town, which constitutes an unincorporated island wholly surrounded by the City, seeking agreementto annex the island.
The City could requestthe annexation under the island annexation provisions in Cortes- KnoxAgenda Item #6.1:
Sonoma LAFCO – City of Sonoma
Public Review Draft Municipal Service Review Recommendations 3 Hertzberg, in tandem with the MasterProperty Tax Exchange Agreementin place in Sonoma County, to cause the annexation absent property ownersupport.
Agenda Item #6.1:
Sonoma LAFCO – City of Sonoma
Public Review Draft Municipal Service Review Summary of Determinations 1 12.SUMMARY OF DETERMINATIONS
12.1.Municipal Service Review Factors
The following is a summaryof determinationsfor each of the seven areas.
Growth and Population Projections for the Affected Area.
3.1 Demographic data shows Sonoma with an aging population. It is estimated that by 2023 the 65 and overpopulation will represent 33.4% of the City’s population.
3.2 Vacancy rates in Sonoma are comparatively high compared to elsewhere in the county and the state, exacerbating a housing availability imbalance. Between 2014 and 2017 they doubled from 6% to 12%.
3.3 The population of the City of Sonoma on January 1, 2021 was estimated as 10,924. It is the second year in a row that Sonoma’s population has declined. Between 2019 and 2020 the City lost 114 people. Never-the-less population trends indicate a slight increase in population. The population is expected to grow at an average rate of 0.4% per year through 2045 when the estimated population would be around 13,000. Based on this information the population is expected to range between 11,000 and 13,000.
The location and characteristics of any disadvantaged unincorporated communities within or contiguous to the sphere of influence.
4.1 Disadvantaged Unincorporated Communities are defined as inhabited unincorporated areas whose median household income is less than 80% of the statewide median household income.
For 2018 that figure is $56,982. The DWR mapping tool identified two areas that fell below 80% of the statewide MHI. One area is within city limits so is not a DUC by definition. The other area is within the northwest portion of the City’s SOI. It already receives city water and sewer services. Fire protection is provided by the Sonoma Valley Fire District.
Present and Planned Capacity of Public Facilities and Adequacy of Public Services Including Infrastructure Needs or Deficiencies.
Water
5.1 The City operates and maintains 4,404 waterservice connections/meters, 1,437 valves, 476 fire hydrants, six water tanks, eight wells, two booster pump stations, and 58 miles of underground water main pipes.
5.2 The City receives most of its water from Sonoma County Water Agency (SCWA). TheCity’s wells contribute approximately 9% of the total demand.
5.3 In 2020 total demand was 2,174 AFY. In the next 25 years demand is expected to grow to 2,283 AFY, which represents an increase of 5%.
Agenda Item #6.1:
Sonoma LAFCO – City of Sonoma
Public Review Draft Municipal Service Review Summary of Determinations 2 5.4 Future year watersupply and demand estimates for normal yearsingle dry year and multiple dry years shows an excess of supply over demand.
5.5 The City plans to begin using 55 AFY recycled water forsome of its non-potable demands by 2025.
Wastewater
5.6 The Sonoma Valley County Sanitation District (SVCSD) provides wastewater collection, treatment, disposal, and water recycling services for the City’s service area. The SVCSD has a treatment plant on Eighth Street East. Current permitted capacity is 3 MGD which is greater than the current average dry-weatherflow of 2.7 MGD.
Cemeteries
5.7 The City operates and maintains three cemeteries, Mountain Cemetery, Valley Cemetery and Veterans Cemetery. The Veteran’s cemetery is reserved for veterans only.
5.8 All the cemeteries are at capacity. Only one burial site is available in the Valley Cemetery, howeverin ground cremains placement is available in the Mountain and Valley Cemeteries. In addition, there are full crypt burial sites available in Mausoleum#11 in Mountain Cemetery.
Public Works
5.9 The Public Works Department operates,maintains, and upgrades the City of Sonoma’s water and transportation systems, parks, and cemeteries. Public Works has three divisions:
Parks, Cemeteries & Facilities; Streets; and Water. The StreetsDivision maintains the City’s streets, bridges, sidewalks, and right-of-way. The Streets Division maintains 33.8 miles of streets, 11 bridges, 40 miles of storm drainage piping, 3 miles of roadside ditches, and 485 catch basins.
5.10 The Department routinely surveys the condition of its streetsto determine maintenance requirements. There are three classes of streetsin Sonoma, arterial, collector, and residential.
The condition is rated by a PavementCondition Index. The PCI for arterials averages 74, for collectors 76, and residential 70. The total system average is 72. A PCI of 70 to 90 is considered very good.
5.11 Public works is also responsible for maintaining the storm drain system. Storm water collected in the storm drain systemis discharged untreated into Nathanson Creek, Sonoma Creek, or Fryer Creek.
Law Enforcement
5.12 The City has a long-standing contract for law enforcementservices with the Sonoma County Sheriff’sOffice. The contract allows administrative and managerial functions to be handled by the Sheriff’smain office in Santa Rosa. The Police Department has a staff of 16 Agenda Item #6.1:
Sonoma LAFCO – City of Sonoma
Public Review Draft Municipal Service Review Summary of Determinations 3 employees,translating to 1.1 sworn officers perthousand population, which is generally considered good for a community the size of Sonoma. The contract arrangement allows the City to determine the level of service that is desired. Capacity is limited by what the City determines it needs and resources available in the budget.
5.13 In FY 2019-20 the Sheriff’s departmentresponded to 10,854 calls for service in the City of Sonoma. That lead to 447 arrests. The City does not have a jail. The Sheriff’sOffice operates two in the vicinity of Santa Rosa.
Fire and Emergency Medical Services
5.14 The City contracts for fire protection service with Valley of the Moon Fire Protection District (VMFPD), which is now the Sonoma Valley Fire District. The City formed the Sonoma Valley Fire and Rescue Authority to share expenseswithVMFPD. Although the VMFPD recently consolidated to form the Sonoma Valley Fire District the contract with the City remains intact.
5.15 The SVFRA Station 1 is in the City of Sonoma. It operates three engines, a ladder truck, an ambulance, and a command vehicle out of the station. Station 1 also handles administration, featuresliving quarters and a vehicle maintenance and repair building.
5.16 The Fire Department responded to average of 1961 calls per year overthe last five years, with the highest call volume of 2242 in 2019. The range indicates the department has the capacity to handle at least 2200 calls per year. Two thirds of the calls are for emergency medical services. Response time goal has been set at 7 minutes. The City department has an ISO rating of 1, the highest rating possible.
Parks and Recreation
5.17 The City owns and operates 17 parks and partners with several non-profits and other agencies for maintenance.
5.18 The City does not provide recreational activities itself but partners with and financially supports activities of several non-profits at its facilities.
5.19 Through its partnerships and sponsorships the City is able to tailor park and recreation activities to the needs of its residents and has the capacity to expand or reduce services as needed.
Financial Abilityof Agenciesto Provide Services.
6.1 In FY 21/22the City Council allocated a budget of $21.7 million. The City’s economy depends on tourism, so the major revenue sources are sales tax, 20%, and transient occupancy tax, 24%. Property tax adds another 19% ofthe revenues.Nearly 60% of expenses are allocated for law enforcement and fire protection.
Agenda Item #6.1:
Sonoma LAFCO – City of Sonoma
Public Review Draft Municipal Service Review Summary of Determinations 4 6.2 The City also operatestwo enterprise funds, water and cemeteries, whose main source of revenue is charges. The City provides potable water to some 4,400 connections. The water fund revenues average nearly $6 million. The City operates and maintains three cemeteries. The FY 21/22 budget estimates Cemetery Fund revenues as $371,000 and expenses as $354,000.
6.3 In 2018 the City conducted a water rate study and determined the need to raise rates overa five-yearperiod to cover anticipated cost increases in purchased water. Residential rates depend on the size of the meteralong with a usage fee. The current rate for a residential meter is $30.46 base rate plus the usage fee based on consumption of 1000 gallons per month.
6.4 The City has adopted a five-year capital improvement plan, extending from FY 21/22 to FY 25/26. The plan identifies 22 projects at a cost of $19.5 million.
6.5 The City maintains reservesthat are used to addressshortfalls in operating expenses. The City has established policies to maintain reserves. Current reserves are approximately $7.3 million.
6.6 The City has one outstanding long-term debt. In 2007 the City was awarded $1,156,000 to finance a solar paneling project at four differentmunicipal facilities within the City limits. Their share, in the form of a bond,requires payments of $41,749 due on December 15 of each year, with the final installment due on December15, 2024.
6.7 Sonoma addressed a portion of its employee pension obligations through the issuance of a bond. The bond allowed the City to cover its pension obligations at a lower interestrate. The bond required an annual payment of approximately $400,000. It was paid off in FY 20/21.
6.8 The City of Sonoma is the successor agency of the former Sonoma Community Development Agency,the Sonoma redevelopment agency.
Status of and Opportunities for Shared Facilities.
7.1 The City works cooperatively with a number of agencies to provide services. The City contracts out for law enforcement,fire protection, wastewaterservices, and the city attorney.
The City works cooperatively with the Chamber of Commerce and the SVVB. Although the City owns and operates parks within its jurisdictional boundaries, the City contracts for recreation programs and community activities.
7.2 Management efficiencies contribute to cost reduction and more efficientservice delivery.
Management efficiencies can be measured through planning activities. The City has its General Plan, Water Master Plan, Urban Water Management Plan, and Emergency Operations Plan. In addition, the City adopts an annual spendingplan, the budget,supported by a five-year financial plan.
Agenda Item #6.1:
Sonoma LAFCO – City of Sonoma
Public Review Draft Municipal Service Review Summary of Determinations 5 Accountability for Community Service Needs, Including Government Structure and Operational Efficiencies.
8.1 The City is a general law city governed by a five-member city council elected to four-year staggered terms. City Council members are eligible for a stipend of $300 per month and healthcare for themselves and their dependents.
8.2 The City Council meets on the first and third Wednesday of each month at 6:00 p.m. in council chambers. Meetings are noticed and held according to the Brown Act.
8.3 The City encourages residentinvolvement on a numberof city committees and commissions as well as regional committees and commissions.
8.4 The city communicates with its residents via its weekly e-newsletter “About Town”. It also encourages residentsto subscribe to electronic agendas and minutes of the Council as well as its committees and commissions.
8.5 The city is staffed by 41 full time employees and some part time employees. It provides many key services through contracts. The City contracts for law enforcement,fire, economic development, wastewater,solid waste collection, the City Attorney, code enforcement, and recreational services.
Matters Related to Effective or Efficient Service Delivery, as Required by Commission Policy.
9.1 Expansion of the City is limited by the voter-approvedUrbanGrowth Boundary ordinance.
Sonoma LAFCO policy generally sets City spheres as coterminous with UGBs.
9.2 The City of Sonoma has a number of areas that are currently within the sphere and the UGB that have yet to be annexed to the City. These include two parks; several areas that are substantially developedwith suburban/rural residential development; a large, developed unincorporated island; and one area with larger parcels suitable for new development(at the City’s southern gateway). Should the City choose to annex them, Commission policies regarding annexationswould apply. LAFCO sphere policies would apply to areas in the sphere that are not likely to be served.
9.4 Out of area service policies apply to the area outside the eastern boundary of the City that receiveswaterservice from the City.
9.2 There are several areas that are eligible for annexation within the existing SOI/UGB boundaries. These include two parks; several areas that are substantially developedwith suburban/rural residential development; a large, developed unincorporated island; and one area with larger parcels suitable for new development(at the City’s southern gateway).
Agenda Item #6.1:
Sonoma LAFCO – City of Sonoma
Public Review Draft Municipal Service Review Summary of Determinations 6 12.2.Sphere of Influence Factors
10.1 The Sphere of Influence of the City, which is coterminous with the City’s Urban Growth Boundary, is not recommended for amendment at this time.
12.3.Recommendations
11.1 The City is encouraged to continue discussions with the County, community, and other local public agencies to consider improvementsto the effectiveness and efficiency of providing municipal services in the Sonoma Valley region. There may be a possibility in the future of expansion of City boundaries through Sphere of Influence amendments and subsequent annexations to include areas in the Valley that are largely developed and urbanized.
11.2 The City should review its intentions regarding the potential annexation of two park areas (Maxwell Farms and Montini Preserve), which would inform amendmentsto the City’s Sphere of Influence.
11.3 The City should consider directly supporting appropriate annexations in the Denmark Street, Four Corners, and Harrington Drive areas. Potential actions could include annexation proposals made directly by the City, and preparation of a specific area plan, and subsequent annexation of the Four Corners area.
11.4 The City should engage in discussions with the owners of Train Town, which constitutes an unincorporated island wholly surrounded by the City, seeking agreementto annex the island.
The City could requestthe annexation under the island annexation provisions in Cortes- KnoxHertzberg, in tandem with the MasterProperty Tax Exchange Agreementin place in Sonoma County, to cause the annexation absent property ownersupport.
Agenda Item #6.1:
Sonoma LAFCO – City of Sonoma
Public Review Draft Municipal Service Review References 1 13.REFERENCES
Assembly Committee on Local Government. 2020. Guide to the Cortese-Knox-Hertzberg Local GovernmentReorganization Act of 2000. November.
California Departmentof Finance Demographic Research Unit Report E-1.2021. Population Estimates for Cities, Counties, and the State January 1, 2020 and 2021. May 7.
California Departmentof Water Resources.2021.DAC Mapping Tool. Website:
https://gis.water.ca.gov/app/dacs. Accessed June 28.
City of Sonoma.2006. 2020 GeneralPlan. October 2006.
City of Sonoma. 2009. Emergency Operations Plan. February.
City of Sonoma.2016. Comprehensive Annual Financial Report Fiscal Year Ended June 30, 2015.
June 28.
City of Sonoma.2017. Comprehensive Annual Financial Report Fiscal Year Ended June 30, 2016.
December6.
City of Sonoma.2018a. Recreation and Community Services Program funding and Policy Guidelines. March 5.
City of Sonoma.2018b. City of Sonoma & Successor Agency Adopted FY 2018/2019 Operating and Capital Budget. June 18.
City of Sonoma.2019a. City of Sonoma Audited Financial StatementsJune 30, 2017. April 29.
City of Sonoma.2019b. City of Sonoma & Successor Agency Adopted FY 2019/2020 Operating and Capital Budget. June 17.
City of Sonoma.2020a. City of Sonoma Audited Financial StatementsJune 30, 2018. February 4.
City of Sonoma.2020b. City of Sonoma Budget in Brief Fiscal Year 2020-2021.June 20.
City of Sonoma.2021a. City of Sonoma Audited Financial StatementsJune 30, 2019. February 1.
City of Sonoma.2021b. Staff Report: Discussion, and Possible Action to Adopt a Resolution Approving Water Utility Rates for Fiscal Year 21-21 and Fiscal Year 22-23 and Making Findings Underthe California Environmental Quality Act. May3.
City of Sonoma.2021c. Website: https://www.sonomacity.org/departments/fire-department.
Accessed June 8.
City of Sonoma.2021d. Website:www.sonomacity.org/city-servicess-during-covid-19/ .
Accessed June 14.
Agenda Item #6.1:
Sonoma LAFCO – City of Sonoma
Public Review Draft Municipal Service Review References 2 City of Sonoma.2021e. City of Sonoma & Successor Agency FY 2021/2022 ProposedOperating and Capital Budget. June 21.
City of Sonoma.2021f. Website: https://www.sonomacity.org/departments/public-works/) / Parks, Cemeteries & Facilities Division. Accessed June 30.
City of Sonoma.2021g. Website: https://sonomacity.org/urban growth boundary. Accessed Website accessed July 10.
City of Sonoma 2021h.Website: https://www.sonomacity.org/community. AccessedOctober
27. City of Sonoma.2021i. https://ww.sonomacity.org/departments/public-worka. Accessed October 29.
City of Sonoma.2021j. Website: https://sonomacity.org/urban growth boundary. Accessed November16.
EKI Environmental and Water.2021.2020 Urban Water Management Plan for City of Sonoma.
Public Review Draft. May 20.
Fugro.2020.MTC P-TAP Round 20 Final Report for City of Sonoma. February 17.
Rita Gipson. 2021a.Personal Communication - email. November 1 Rita Gipson. 2021b.Personal Communication - email. November 5 Sonoma County Sheriff. 2021. Website https://www.sonomasheriff.org/. AccessedNovember
10. Sonoma Economic DevelopmentBoard.2019.Sonoma City Profile ad Projections Report.
Sonoma LAFCO.2019. Municipal Service Review and Sphere of Influence Study for Sonoma Valley fire and Emergency Service Agencies Public Review Draft. October.
Sonoma LAFCO.2021. Website: https://www. http://sonomalafco.org/. Accessed October 27.
Sonoma Valley Fire and Rescue Authority. 2008. Standards of Response Coverage. May.
Sonoma Valley Fire and Rescue Authority.2015.2015-2020 Strategic Plan.
Sonoma Valley Fire and Rescue.2018. Annual Report 2017.
Sonoma Valley Fire and Rescue:2021. Website: https://www.svfra.org/ Accessed.July 30.
Sonoma Valley Groundwater Sustainability Agency.2021, Website:
https:\\https://sonomavalleygroundwater.org. AccessedNovember30.
Storer, David. 2021. Personal Communication Email. June 18.
Agenda Item #6.1:
City of Sonoma
Commission Committee Roster ‐ September 30 2022
Commission / Committee First Name Last Name Notes ‐ Other Term End CFAC Deb Emerson Appointed by CM Harrington 1/31/2025
CFAC Steve Hagstrom Appointed by Previous
CM Harvey 1/31/2023
CFAC Lauren Kershner Appointed by Previous
CM Hundley 1/31/2023
CFAC Veronica Napoles Appointed by CM Agrimonti 1/31/2023 CFAC Constance Schlelein At‐Large Member 1/31/2023
CFAC Ryan Smull Alternate Member 1/31/2023
CFAC George Thompson Appointed by CM Ding 1/31/2025
CFAC Francie Ward At‐Large Member 1/31/2023
DRHPC Kelly Amar Appointed by CM Ding 1/31/2025
DRHPC Vicki Haraszthy Appointed by CM Lowe 1/31/2025
DRHPC Charles Cormany Appointed by CM Agrimonti 1/31/2023 DRHPC Christopher Johnson Appointed by Previous
CM Harvey 1/31/2023
DRHPC Micaelia Randolph Appointed by Previous
CM Hundley 1/31/2023
DRHPC Ahmad Jaharomi Alternate 1/31/2023
Planning Commission Matthew Wirick Appointed by CM Agrimonti 1/31/2023 Planning Commission Steve Barbose Appointed by Previous CM Harvey 1/31/2023
Planning Commission Robert (Bob) McDonald Appointed by Previous CM Harrington 1/31/2025
Planning Commission Larry Barnett Appointed by CM Ding 1/31/2025 Planning Commission William (Bill) Willers Appointed by Previous CM Barnett
1/31/2023
Planning Commission Ron Wellander At‐Large Member 1/31/2023 Planning Commission Sheila O'Neill At‐Large Member 1/31/2023 Planning Commission Alternate Member 1/31/2023
Traffic Safety Committee Yvonne Bowers Appointed by CM Agrimonti 1/31/2023 Traffic Safety Committee Nancy Parmelee Appointed by Previous CM Harrington 1/31/2025
Traffic Safety Committee Mark Demenno Appointment by CM Ding 1/31/2025 Traffic Safety Committee Appointment by previous
CM Hundley 1/31/2023
Traffic Safety Committee Armando Zimmerman Appointed by Previous CM Harvey 1/31/2023
Traffic Safety Committee Alternate 1/31/2023
Vacant
Vacant
Vacant
Agenda Item #10.1: