Sonoma City Council
May 3, 2023

5 Ord. Title 19 SMC 2023
d. Limited Detached on Multifamily Lot. No more than two detached ADUs on a lot that has an existing multifamily dwelling if each detached ADU satisfies the following limitations:
i. The side and rear yard setbacks are at least four feet. ii. The total floor area is 800 square feet or smaller.

2. ADU Permit.
a. Except as allowed under subsection (D)(1) of this section, no ADU may be created without a building permit and an ADU permit in compliance with the standards set forth in subsections (E) and (F) of this section.
b. The city may charge a fee to reimburse it for costs incurred in processing ADU permits, including the costs of adopting or amending the city’s ADU ordinance. The ADU permit processing fee is determined by the planning and community services director and approved by the city council by resolution.

3. Process and Timing.
a. An ADU permit is considered and approved ministerially, without discretionary review or a hearing.
b. The city must act on an ADU permit application or building permit application to create an ADU or JADU within 60 days from the date that the city receives a completed application, unless either:
i. The applicant requests a delay, in which case the 60-day time period is tolled for the period of the requested delay; or
ii. In the case of a JADU and the application to create a junior accessory dwelling unit is submitted with a permit application to create a new single-family dwelling on the lot, the city may delay acting on the permit application for the JADU until the city acts on the permit application to create the new single-family dwelling, but the application to create the JADU will still be considered ministerially without discretionary review or a hearing.

E. General ADU and JADU Requirements. The following requirements apply to all ADUs and JADUs that are approved under subsection (D)(1) or (D)(2) of this section:

Agenda Item #7.6:

6 Ord. Title 19 SMC 2023

1. Zoning.
a. An ADU or JADU subject only to a building permit under subsection (D)(1) of this section may be created on a lot in a residential or mixed-use zone. b. An ADU or JADU subject to an ADU permit under subsection (D)(2) of this section may be created on a lot that is zoned to allow single-family dwelling residential use or multifamily dwelling residential use.

2. Fire Sprinklers. Fire sprinklers are required in an ADU if sprinklers are required in the primary residence.

3. Rental Term. No ADU or JADU may be rented for a term that is shorter than 30 days.

4. No Separate Conveyance. An ADU or JADU may be rented, but no ADU or JADU may be sold or otherwise conveyed separately from the lot and the primary dwelling (in the case of a single-family lot) or from the lot and all of the dwellings (in the case of a multifamily lot).

5. Septic System. If the ADU or JADU will connect to an on-site water-treatment system, the owner must include with the application a percolation test completed within the last five years or, if the percolation test has been recertified, within the last 10 years.

6. Owner Occupancy.
a. All ADUs created before January 1, 2020, are subject to the owner-occupancy requirement that was in place when the ADU was created. b. All JADUs are subject to an owner-occupancy requirement. A natural person with legal or equitable title to the property must reside on the property, in either the primary dwelling or JADU, as the person’s legal domicile and permanent residence.

However, the owner-occupancy requirement of this subsection does not apply if the property is entirely owned by another governmental agency, land trust, or housing organization.

7. Deed Restriction. Prior to issuance of a building permit for an ADU or JADU, a deed restriction must be recorded against the title of the property in the county recorder’s office and a copy filed with the planning and community services director. The deed Agenda Item #7.6:

7 Ord. Title 19 SMC 2023
restriction must run with the land and bind all future owners. The form of the deed restriction will be provided by the city and must provide that:
a. The ADU or JADU may not be sold separately from the primary dwelling. b. The ADU or JADU shall be restricted to the floor area granted at the time of building permit. Any owner wishing to incorporate the floor area of the ADU or JADU back into the primary dwelling unit must request termination of the ADU or JADU use under this section, satisfying all zoning and development standards such as setbacks, floor area and lot coverage.
c. Owner-occupancy is required for parcels with a JADU, consistent with subsection (E)(6)(b) of this section.
d. The deed restriction runs with the land and may be enforced against future property owners.
e. The deed restriction is enforceable by the planning and community services director or his or her designee for the benefit of the city. Failure of the property owner to comply with the deed restriction may result in legal action against the property owner, and the city is authorized to obtain any remedy available to it at law or equity, including, but not limited to, obtaining an injunction enjoining the use of the ADU or JADU in violation of the recorded restrictions or abatement of the illegal unit.

F. Specific ADU Requirements. The following requirements apply only to ADUs that require an ADU permit under subsection (D)(2) of this section:

1. Maximum Size.
a. The maximum size of a detached or attached ADU subject to this subsection (F) is 850 square feet for a studio or one-bedroom unit and 1,000 square feet for a unit with two bedrooms. No more than two bedrooms are allowed.
b. An attached ADU that is created on a lot with an existing primary dwelling is further limited to 50 percent of the floor area of the existing primary dwelling. c. A detached ADU exceeding 650 square feet in floor area that is created on a lot with an existing single-family dwelling is further limited to 50 percent of the floor area of the existing single-family dwelling.

Agenda Item #7.6:

8 Ord. Title 19 SMC 2023
d. Application of other development standards in this subsection (F), such as FAR or lot coverage, might further limit the size of the ADU, but no application of FAR lot coverage, or open-space requirements may require the ADU to be less than 800 square feet.

2. Floor Area Ratio (FAR) and Lot Coverage. An ADU shall conform to all lot coverage and floor area ratio regulations applicable to the zoning district in which the property is located, subject to subsection (F)(1)(d) of this section.

3. Setbacks.
a. No setback is required for an existing living area or accessory structure or a structure constructed in the same location and to the same dimensions as an existing structure that is converted to an accessory dwelling unit or to a portion of an accessory dwelling unit.
b. A setback of four feet from the side and rear lot lines is required for detached and attached ADUs.
c. Front setbacks shall comply with those established in the zoning district where the parcel is located. Detached accessory dwelling units shall comply with front setback restrictions for accessory structures while attached accessory dwelling units shall comply with front setback restrictions for primary structures.

4. Height.
a. A single-story attached or detached ADU may not exceed 16 feet in height above grade, measured to the peak of the structure.
b. A second story or two-story attached ADU may not exceed the height of the primary dwelling.

5. Location. A detached ADU shall be separated from the main dwelling unit a minimum of 10 feet.

6. Parking.
a. Generally. One off-street parking space is required for each ADU. The parking space may be provided in setback areas or as tandem parking, as defined by subsection (C)(10) of this section.

Agenda Item #7.6:

9 Ord. Title 19 SMC 2023
b. Exceptions. No parking under subsection (F)(6)(a) of this section is required in the following situations:
i. The ADU is located within one-half mile walking distance of public transit, as defined in subsection (C)(9) of this section.
ii. The ADU is located within an architecturally and historically significant historic district.
iii. The ADU is part of the proposed or existing primary residence or an accessory structure under subsection (D)(1)(a) of this section.
iv. When on-street parking permits are required but not offered to the occupant of the ADU.
v. When there is an established city-approved car share vehicle stop located within one block of the ADU.
c. No Replacement. When a garage, carport, or covered parking structure is demolished in conjunction with the construction of an ADU or converted to an ADU, those off-street parking spaces are not required to be replaced.

7. Architectural and Building Form Requirements.
a. An ADU shall include a kitchen for cooking and eating and other permanent provisions for living and sleeping, including a closet or other reasonable storage. b. An ADU shall be similar in materials, color, style, and form of the primary residence.

Architectural details, including, but not limited to, windows, roof pitch, and trim shall be similar to the main building on the property.
c. Lighting shall be shielded or directed so that it does not glare off site or illuminate the primary residence or adjacent property.
d. Windows shall be located to avoid line of sight to windows of adjacent properties.

Obscured glass and other techniques may be used to avoid line of sight. e. An ADU shall have a separate exterior access. The exterior access shall be a standard exterior door and shall be located in a manner that will preserve, to the Agenda Item #7.6:

10 Ord. Title 19 SMC 2023
greatest extent feasible, the privacy of the primary residence, other accessory structures, and any adjoining residences.
f. A permanent foundation shall be required for all ADUs.

G. Fees.

1. Impact Fees.
a. No impact fee is required for an ADU that is less than 750 square feet in size. b. Any impact fee that is required for an ADU that is 750 square feet or larger in size must be charged proportionately in relation to the square footage of the primary dwelling unit (e.g., the floor area of the primary dwelling, divided by the floor area of the ADU, times the typical fee amount charged for a new dwelling). “Impact fee” here does not include any connection fee or capacity charge for water or sewer service.

2. Utility Fees.
a. Converted ADUs and JADUs on a single-family lot, created under subsection (D)(1)(a) of this section, are not required to have a new or separate utility connection directly between the ADU or JADU and the utility. Nor is a connection fee or capacity charge required unless the ADU or JADU is constructed with a new single-family home.
b. All ADUs and JADUs not covered by subsection (G)(2)(a) of this section require a new, separate utility connection directly between the ADU or JADU and the utility. The connection is subject to a connection fee or capacity charge that is proportionate to the burden created by the ADU or JADU, based on either the floor area or the number of drainage-fixture units (DFU) values, as defined by the Uniform Plumbing Code, upon the water or sewer system. The fee or charge may not exceed the reasonable cost of providing this service.

H. Nonconforming ADUs and Discretionary Approval. Any proposed ADU or JADU that does not conform to the objective standards set forth in subsections (A) through (G)(2) of this section may be allowed by the city with a use permit, in accordance with the other provisions of this title.

I. Termination of Permit and Use for ADUs and JADUs.

Agenda Item #7.6:

11 Ord. Title 19 SMC 2023

1. Termination of Permit
a. No building permit shall be issued to remove permanent features of an ADU, including the provisions for eating, cooking and sanitation, and separate exterior entrance until written approval to terminate the use of living space as an ADU or JADU is granted by the planning and community services director or his or her designee. b. At its discretion, the planning and community services director may grant an owner’s written request to terminate an ADU or JADU and deed restriction. The planning and community services director shall consider the length of time such permit has been in force, the conditions of approval, the exceptions granted for the ADU or JADU, and the impact on the city’s affordable housing supply. c. As a condition of termination, the planning and community services director shall require the owner to make modifications to the property to comply with: (i) current building code requirements and (ii) current development standards in effect at the time the request is made to terminate use, including but not limited to setbacks, height, parking and floor area. The owner shall apply for a building permit to make such modifications as required by the city’s building and fire codes.

J. Violations and Enforcement for ADUs and JADUs.

1. Violations.
a. It is unlawful for any person to violate any provision or to fail to comply with any of the requirements of this section. An ADU or JADU will be found in violation of this section when the dwelling unit has been created without the required city approvals, or does not comply with standards and deed restrictions established in this section.

Violations are subject to the enforcement penalties and procedures of Chapter 1.28 SMC.
b. In addition to the enforcement penalties and procedures included in Chapter 1.28 SMC, the city may pursue any remedies provided by law against the owner of an ADU or JADU found to be in violation of this chapter, or an ADU or JADU not maintained in conformance with this chapter including:
i. Revocation of the ADU or JADU permit;
Agenda Item #7.6:

12 Ord. Title 19 SMC 2023
ii. Where an ADU or JADU has been improperly terminated and is being used as habitable space for the primary dwelling, removal of the floor area serving as habitable space may be required; and
iii. In any civil enforcement action, the city is entitled to recover attorneys’ fees and costs from an owner who is determined to have an illegal ADU or JADU, or is in violation of this chapter. (Ord. 01-2021 § 1(3), 2021; Ord. 01-2017 § 3 (Exh.

C), 2017).

B. New Chapter 19.45 (Accessory dwelling units) is added to Title 19 as follows:

Chapter 19.45

ACCESSORY DWELLING UNITS
Sections:

19.45.010 Purpose.

19.45.020 Effect of Conforming.

19.45.030 General ADU and JADU Requirements.

19.45.040 ADU Development Standards.

19.45.050 Design Standards.

19.45.060 Approval Process.

19.45.070 Nonconforming ADUs and Discretionary Approval.

19.45.080 Termination of Permit and Use.

19.45.090 Violations and Enforcement.

19.45.010 Purpose.

The purpose of this chapter is to allow and regulate accessory dwelling units (ADUs) and junior accessory dwelling units (JADUs) in compliance with California Government Code Sections 65852.2 and 65852.22 and to encourage the development of affordable housing.

19.45.020 Effect of Conforming.

An ADU or JADU that conforms to the standards in this chapter will not be:

A. Deemed to be inconsistent with the city’s General Plan and zoning designation for the lot on which the ADU or JADU is located.

Agenda Item #7.6:

13 Ord. Title 19 SMC 2023
B. Deemed to exceed the allowable density for the lot on which the ADU or JADU is located.

C. Considered in the application of any local ordinance, policy, or program to limit residential growth.

D. Required to correct a nonconforming zoning condition. This does not prevent the city from enforcing compliance with applicable building standards in accordance with Health and Safety Code Section 17980.12.

19.45.030 General ADU and JADU Requirements.

A. Fire Sprinklers. Fire sprinklers are required in an ADU if sprinklers are required in the primary residence; provided however that construction of an ADU shall not trigger a requirement for fire sprinklers to be installed in the existing primary dwelling.

B. Rental Term. No ADU or JADU may be rented for a term that is shorter than 30 days.

C. No Separate Conveyance. An ADU or JADU may be rented, but no ADU or JADU may be sold or otherwise conveyed separately from the lot and the primary dwelling (in the case of a single-family lot) or from the lot and all of the dwellings (in the case of a duplex or multifamily lot).

D. Septic System. If the ADU or JADU will connect to an existing on-site water-treatment system, the owner must include with the application a percolation test completed within the last five years or, if the percolation test has been recertified, within the last 10 years.

E. Owner Occupancy.

1. All ADUs permitted before January 1, 2020, are subject to the owner-occupancy requirement that was in place when the ADU was permitted.

2. All JADUs are subject to an owner-occupancy requirement. A natural person with legal or equitable title to the property must reside on the property, in either the primary dwelling or JADU, as the person’s legal domicile and permanent residence. However, the owner-occupancy requirement of this subsection does not apply if the property is entirely owned by another governmental agency, land trust, or housing organization.

F. Deed Restriction. Prior to issuance of a building permit for an ADU or JADU, a deed restriction must be recorded against the title of the property in the county recorder’s office and a copy filed with the planning and community services director. The deed restriction must run with the land and bind all future owners.

The form of the deed restriction will be provided by the city and must provide that:

Agenda Item #7.6:

14 Ord. Title 19 SMC 2023

1. The ADU or JADU may not be sold separately from the primary dwelling.

2. Owner-occupancy is required for parcels with a JADU, consistent with SMC 19.45.030 (E)(2) of this chapter.

4. The deed restriction runs with the land and may be enforced against future property owners.

5. The deed restriction is enforceable by the planning and community services director or his or her designee for the benefit of the city. Failure of the property owner to comply with the deed restriction may result in legal action against the property owner, and the city is authorized to obtain any remedy available to it at law or equity, including, but not limited to, obtaining an injunction enjoining the use of the ADU or JADU in violation of the recorded restrictions or abatement of the illegal unit.

19.45.040 ADU Permit Development Standards.

The following requirements apply only to ADUs that require an ADU permit under SMC Section 19.45.060 (B):

A. Maximum Size.

1. The maximum size of a detached or attached ADU requiring an ADU Permit is 850 square feet for a studio or one-bedroom unit and 1,000 square feet for a unit with two bedrooms. No more than two bedrooms are allowed.

2. Application of other development standards may further limit the size of the ADU, but the application of development standards that impose limits on lot coverage, floor area ratio, open space, front setbacks, and minimum lot size shall not require an attached or detached ADU to be less than 800 square feet with a minimum four-foot side and rear yard setback.

B. Floor Area Ratio (FAR) and Site Coverage. An ADU shall conform to all site coverage and floor area ratio regulations applicable to the zoning district in which the property is located but no application of FAR or site coverage standards requirements may require the ADU to be less than 800 square feet.

C. Setbacks.

1. No setback is required for a legally constructed existing living area or accessory structure or a structure constructed in the same location and to the same dimensions as a legally constructed existing structure that is converted to an accessory dwelling unit or to a portion of an accessory dwelling unit.

Agenda Item #7.6:

15 Ord. Title 19 SMC 2023

2. A minimum setback of four feet from the side and rear lot lines is required for detached and attached ADUs.

3. Front and street-side setbacks shall comply with those established in the zoning district where the parcel is located. Detached accessory dwelling units shall comply with front and streetside setback restrictions for accessory structures while attached accessory dwelling units shall comply with front setback restrictions for primary structures. However, where the imposition of front or street-side setbacks under this subsection would prohibit the development of an ADU of at least 800 square feet on the parcel, front and street-side setbacks shall be a minimum of four feet.

D. Height.

1. Lots with an existing or proposed single family dwelling unit. a. A single-story detached ADU shall not exceed 16 feet in height above grade, measured to the peak of the structure.
b. An attached ADU shall not exceed the maximum allowable height of the primary dwelling as allowed by the underlying zoning development requirements. c. A two-story detached ADU shall not exceed 25 feet measured from the finished grade to the highest point of the roof. Additionally, one-story walls shall not exceed a plate height of 12 feet above finished grade, two-story walls shall not exceed an overall plate height of 20 feet above finished grade, and the plate height on any new second story shall not exceed eight feet.

2. Lots with a proposed or existing duplex or multi-family dwelling unit a. A detached accessory dwelling unit shall not exceed 18 feet on a lot with an existing or proposed multifamily, multistory dwelling.
b. A single-story detached ADU shall not exceed 16 feet in height above grade, measured to the peak of the structure.
c. An attached ADU may not exceed the height of the primary dwelling as allowed by the underlying zoning development requirements.
d. A two-story detached ADU shall not exceed 25 feet measured from the finished grade to the highest point of the roof. Additionally, one-story walls shall not exceed a plate height of 12 feet above finished grade, two-story walls shall not exceed an overall plate height of 20 feet above finished grade, and the plate height on any new second story shall not exceed eight feet.

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16 Ord. Title 19 SMC 2023
E. An ADU shall include a kitchen and other permanent provisions for living and sleeping, including a closet or other reasonable storage.

F. Lighting shall be shielded or directed so that it does not glare off site or illuminate any dwelling unit or adjacent property.

G. Windows shall be located to avoid line of sight to windows of adjacent properties. Obscured glass and other techniques may be used to avoid line of sight.

H. An ADU shall have a separate exterior access. The exterior access shall be a standard exterior door and shall be located in a manner that will preserve, to the greatest extent feasible, the privacy of the primary residence, other accessory structures, and any adjoining residences.

I. A permanent foundation shall be required for all ADUs.

J. Fees.

1. Impact Fees.
a. No impact fee is required for an ADU that is less than 750 square feet in size. b. Any impact fee that is required for an ADU that is 750 square feet or larger in size must be charged proportionately in relation to the square footage of the primary dwelling unit (e.g., the floor area of the primary dwelling, divided by the floor area of the ADU, times the typical fee amount charged for a new dwelling). “Impact fee” here does not include any connection fee or capacity charge for water or sewer service.

2. Utility Fees.
a. Converted ADUs and JADUs on a single-family lot, created under Section 19.45.060 (A)(1), are not required to have a new or separate utility connection directly between the ADU or JADU and the utility main. A connection fee or capacity charge shall not be required unless the ADU or JADU is constructed with a new primary dwelling.
b. All ADUs and JADUs not covered by Section 19.45.050 (A)(2)(a) above require a new, separate utility connection directly between the ADU or JADU and the utility. The connection is subject to a connection fee or capacity charge that is proportionate to the burden created by the ADU or JADU, based on either the floor area or the number of drainage-fixture units (DFU) values, as defined by the California Plumbing Code, upon the water or sewer system. The fee or charge may not exceed the reasonable cost of providing this service.

Agenda Item #7.6:

17 Ord. Title 19 SMC 2023

19.45.060 Approval Process.

A. Building Permit Only. If an ADU or JADU complies with each of the general requirements in Section

19.45.030 (General ADU and JADU Requirements), it is allowed with only a building permit in the following scenarios:

1. ADU Established from Existing Converted Space - Single-Family. Only one ADU or JADU on a lot with a proposed or existing single-family dwelling on it, where the ADU or JADU:
i. Is either: within the space of a proposed single-family dwelling; within the existing space of an existing single-family dwelling; or within the existing space of an accessory structure, plus up to 150 additional square feet if the expansion is limited to accommodating ingress and egress.
ii. Has exterior access that is independent of that for the single-family dwelling. iii. Has side and rear setbacks sufficient for fire and safety, as dictated by applicable building and fire codes.

2. New Detached ADU – Single Family. One detached, new-construction ADU on a lot with a proposed or existing primary residence (in addition to any JADU that might otherwise be established on the lot under Section 19.45.060 (A)(1)), if the detached ADU satisfies the following limitations:
i. The side and rear yard setbacks are at least four feet. ii. The total floor area is 800 square feet or smaller. iii. The peak height above grade is 16 feet or less.

3. ADU Established from Existing Converted Space - Multifamily. ADUs may be created within portions of existing multifamily dwelling structures that are not used as livable space, including but not limited to storage rooms, boiler rooms, passageways, attics, basements, or garages, if each converted ADU complies with state building standards for dwellings. At least one converted ADU is allowed within an existing multifamily dwelling, and up to 25 percent of the existing multifamily dwelling units may each have a converted ADU under this subsection.

4. New Detached ADU – Multifamily and Duplexes. No more than two detached ADUs on a lot that has an existing or proposed duplex or multifamily dwelling if each detached ADU satisfies the following limitations:

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18 Ord. Title 19 SMC 2023
i. The side and rear yard setbacks are at least four feet. If the existing multifamily dwelling has a rear or side setback of less than four feet, no modification of the existing multifamily dwelling shall be required as a condition of approving the application to construct an accessory dwelling unit that satisfies the requirements of this subsection. ii. The total floor area is 800 square feet or smaller. iii. Complies with the height limit in Section 19.45.040(D)(2)(a) or (b).

B. ADU Permit Required.

1. Except as allowed under Section 19.45.060 (A) of this section, no ADU may be created without a building permit and an ADU permit in compliance with the standards set forth in 19.45.030 (General ADU and JADU Requirements) and 19.45.040 (ADU Permit Development Standards).

2. The city may charge a fee to reimburse it for costs incurred in processing ADU permits, including the costs of adopting or amending the city’s ADU ordinance. The ADU permit processing fee is determined by the planning and community services director and approved by the city council by resolution.

C. Process and Timing.

1. An ADU permit is considered and approved ministerially, without discretionary review or a hearing.

2. The city must approve or deny an ADU permit application or building permit application to create an ADU or JADU within 60 days from the date that the city receives a completed application, unless either:
i. The applicant requests a delay, in which case the 60-day time period is tolled for the period of the requested delay; or
ii. In the case of a JADU and the application to create a junior accessory dwelling unit is submitted with a permit application to create a new single-family dwelling on the lot, the city may delay acting on the permit application for the JADU until the city acts on the permit application to create the new single-family dwelling, but the application to create the JADU will still be considered ministerially without discretionary review or a hearing.

Agenda Item #7.6:

19 Ord. Title 19 SMC 2023

19.45.070 Nonconforming ADUs and Discretionary Approval.

Any proposed ADU or JADU that does not conform to the objective standards set forth in 19.45.010 through 19.45.060 may be allowed by the city with a use permit, in accordance with the other provisions of this title.

19.45.080 Termination of Permit and Use for ADUs and JADUs.

A. No building permit shall be issued to remove permanent features of an ADU, including the provisions for eating, cooking and sanitation, and separate exterior entrance until written approval to terminate the use of living space as an ADU or JADU is granted by the planning and community services director or his or her designee.

B. At its discretion, the planning and community services director may grant an owner’s written request to terminate an ADU or JADU and deed restriction. The planning and community services director shall consider the length of time such permit has been in force, the conditions of approval, the exceptions granted for the ADU or JADU, and the impact on the city’s affordable housing supply.

C. As a condition of termination, the planning and community services director shall require the owner to make modifications to the property to comply with: (i) current building code requirements and (ii) current development standards in effect at the time the request is made to terminate use, including but not limited to setbacks, height, parking and floor area. The owner shall apply for a building permit to make such modifications as required by the city’s building and fire codes.

19.45.090 Violations and Enforcement.

A. It is unlawful for any person to violate any provision or to fail to comply with any of the requirements of this section. An ADU or JADU will be found in violation of this section when the dwelling unit has been created without the required city approvals, or does not comply with standards and deed restrictions established in this section. Violations are subject to the enforcement penalties and procedures of Chapter 1.28 SMC.

B. In addition to the enforcement penalties and procedures included in Chapter 1.28 SMC, the city may pursue any remedies provided by law against the owner of an ADU or JADU found to be in violation of this chapter, or an ADU or JADU not maintained in conformance with this chapter including:

1. Revocation of the ADU or JADU permit;

2. Where an ADU or JADU has been improperly terminated and is being used as habitable space for the primary dwelling, removal of the floor area serving as habitable space may be required; and Agenda Item #7.6:

20 Ord. Title 19 SMC 2023

3. In any civil enforcement action, the city is entitled to recover attorneys’ fees and costs from an owner who is determined to have an illegal ADU or JADU, or is in violation of this chapter. (Ord. 01- 2021 § 1(3), 2021; Ord. 01-2017 § 3 (Exh. C), 2017).

C. Section 19.92 of the Sonoma Municipal Code is amended to add the following definitions:
“Accessory structure” means a structure that is accessory and incidental to a dwelling located on the same lot.
“Accessory structure” means a structure that is physically detached from, secondary and incidental to, and commonly associated with the primary structure. For the purposes of this development code, accessory structures and uses include: detached accessory dwelling units, detached garages, greenhouses, artist’s studios, and workshops; hot tubs, jacuzzis, spas, and swimming pools, together with any enclosures; and any other open air enclosures, including gazebos and detached patio covers.

SECTION 2. Findings for Development Code Amendments.

Pursuant to Section 19.86.070(B) of the Sonoma Municipal Code, the proposed amendments of the development code under this ordinance:

A. Are consistent with the goals, policies, and actions of the General Plan because the amendments promote and preserve the use of property for housing;
B. Would not be detrimental to the public interest, health, safety, convenience, or welfare of the city for the reasons described in the recitals above;
C. Comply with the provisions of the California Environmental Quality Act (CEQA) as described in Section 3 below; and
D. Are internally consistent with other applicable provisions of this development code because the amendments facilitate permitting of duplexes in the low density residential zoning district and multifamily residential dwellings in the medium density and high density residential zoning districts, clarify the review process for concurrent applications to streamline permit processing, and clarify development standards for residential development projects.

SECTION 3. CEQA
This Ordinance has been assessed in accordance with the authority and criteria contained in the California Environmental Quality Act (CEQA), the State CEQA Guidelines, and the environmental regulations of the city.

City Planning Staff has determined that the adoption and implementation of the Ordinance is exempt from further environmental review under Public Resources Code Section 21080.17 and the general rule in California Environmental Quality Act (CEQA) Guidelines Section 15061(b)(3) that CEQA only applies to projects that have the potential for causing a significant effect on the environment. As a series of text amendments and additions without any physical project being approved, it can be seen with certainty that there is no possibility that the ordinance will have a significant effect on the environment. The proposed ordinance amendments are Agenda Item #7.6:

21 Ord. Title 19 SMC 2023
therefore exempt from the provisions of CEQA because it does not involve a commitment to any specific project that may result in a potentially significant physical impact on the environment. The City Council concurs in these findings and adopts them as its own. The City Council, therefore, directs that a Notice of Exemption be filed with the County Clerk of the County of Sonoma in accordance with CEQA Guidelines.

SECTION 4. Severability.

If any section, subsection, subdivision, sentence, clause, phrase, or portion of this Ordinance for any reason is held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have adopted this Ordinance, and each section, subsection, subdivision, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more sections, subsections, subdivisions, sentences, clauses, phrases, or portions thereof be declared invalid or unconstitutional.

SECTION 5. Effective Date.

This ordinance shall take effect thirty (30) days after passage thereof.

SECTION 6. Publication.

This ordinance shall be published in accordance with the provisions of Government Code section 36933, subdivision (c)(1).

SECTION 7. This Ordinance Prevails Where There is Conflict.

To the extent that this Ordinance conflicts with any other provision in the Sonoma Municipal Code or city ordinance (urgency or otherwise), policy or regulation, this Ordinance will control. * * * * * *
PASSED AND ADOPTED at a Regular Meeting of the City Council of the City of Sonoma on this 3rd day of May 2023 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:
__________________________
Sandra Lowe, Mayor
ATTEST:
_________________________
Rebekah Barr, MMC, City Clerk
Agenda Item #7.6:

City of Sonoma
Agenda Item Summary
Meeting: City Council - 03 May 2023
Department
Administration
Staff Contact
Lisa Janson, Senior Management Analyst
Agenda Item Title
Adopt a Resolution Approving and Consenting to the Use of City Streets for the July 4th Parade on Monday, July 4, 2023
Summary
Special event permit applications that include requests for the closure of City streets in conjunction with the event must obtain City Council approval of the related street closure.

Because the event involves use of SR 12, the applicant must also obtain permission and an encroachment permit from Caltrans.

The Sonoma Volunteer Firefighters’ Association has requested temporary closure of portions of East Napa Street, Broadway (Highway 12), Spain Street, First Street East and First Street West in conjunction with the 2023 July 4th Parade. Details of the requested street closures are specified in the attached resolution.

Similar to 2019 the event organizer is requesting the use of Spain Street between 1st Street West and 1st Street East to be included in the parade route. The Sonoma Volunteer Firefighters Association is requesting to include the north side of the Plaza for the route in order to provide additional viewing for the spectators. The route will start at the intersection for 1st Street East and Spain Street and proceed down 1st Street East making a right turn on Napa Street, right on 1st Street West, right on Spain Street and then it will cross through the parade and exit down Spain Street and exit towards 2nd Street East. At the corner of Spain Street East and 2nd Street East, the parade entries will have the opportunity to either make a left and head back to the Veteran’s parking lot or exit the route.

The Special Events Committee recommends the following conditions of approval. • Applicant shall contact Police Department and California Highway Patrol to finalize traffic control plan and contract with the Sonoma County Sherriff’s Department for services as required.
• Applicant must provide a sufficient number of parade monitors. • Applicant to provide contact information for the onsite Parade Manager and Security Advisor to the City of Sonoma Police Department, CHP and the Special Events Manager.
• Applicant shall provide a written request to the Public Works Department for special barricading at least thirty-days prior to the event.
• Applicant shall schedule a meeting with the Streets Supervisor, Police Department and Special Events Manager two weeks prior to go over finalized plans. • Applicant shall provide notice of the event and temporary impediment of free passage of traffic along parade route to all businesses and residents no later than thirty days prior to the event. Special emphasis being placed on the addition of Spain Street to the route.
• Applicant shall comply with City of Sonoma standard insurance requirements.

Agenda Item #7.7:

Recommended Council Action
Adopt the resolution approving the Use of City Streets application and recommending Caltrans approval.

Alternative Actions

1. Approve the request with specified modifications.

2. Deny the request.

Financial Impact
This is a City supported event. Additional costs to the City include the increase in Police services estimated at $49,440 and Public Works estimated at $8,000. Per the City’s Recreation and Community Services Policy, the City waives the special event permit fees for this heritage event as part of the annual budget process.

Environmental Review Status
Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Attachments
4th of July Resolution
4th of July Parade Street-Use-Application 2023
4th of July Parade Road Closure Map
Alignment with Council Goals:

Not Applicable
Compliance with Climate Action 2020 Target Goals:

CC:

Bob Norrbom, [email protected]
Gary Johnson, [email protected]
Agenda Item #7.7:

City of Sonoma
RESOLUTION # - 2023

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SONOMA APPROVING AND CONSENTING TO THE USE OF CITY STREETS FOR THE JULY 4th PARADE ON MONDAY, JULY 4, 2023
WHEREAS, Sonoma Volunteer Firefighters’ Association has submitted an application to conduct the July 4th Parade, which will involve use of State Route 12; and WHEREAS, the July 4th Parade, scheduled for July 4, 2022, will temporarily impede and restrict the free passage of traffic on State Route 12 between First Street East and First Street West.

NOW THEREFORE BE IS RESOLVED, that the City Council of the City of Sonoma as follows:

1. The City Council approves and consents to the street closure associated with the proposed July 4th Parade and recommends approval of and consents to the proposed restriction of State Route 12 upon terms and conditions deemed appropriate and necessary by the State of California, Department of Transportation.

2. The approval of the street closure is subject to the following conditions and limitations:

A. Applicant shall contact Police Department and California Highway Patrol as soon as possible to finalize traffic control plan and contract with the Sonoma County Sherriff’s Department for services as required.

B. Applicant shall provide a written request for special barricading to the Public Works Department at least thirty days prior to the event and meet with the Street Supervisor, Police Departments and Special Events Manager two weeks prior to the event.

C. Applicant shall provide notice of the event and the street closure to all businesses located on First Street East and West (between Spain and the Sonoma Veterans Memorial Building, down Broadway to Patten Street and on all sides of Plaza no later than thirty days prior to the event with the emphasis on the addition of Spain Street to the parade route.

D. Applicant shall comply with City of Sonoma standard insurance requirements.

BE IT FURTHER RESOLVED, that the following traffic and parking restrictions necessary to conduct the parade are hereby approved.

1. No parking on Spain Street between 2nd Street East and 2nd Street West between 6am until the conclusion of the parade.

2. No parking on 1st Street East between Blue Wing Dr. and Napa Street between 6am until the conclusion of the parade.

3. No parking on 1st Street West between Depot Park and Napa Street between 6am until the conclusion of the parade.

4. No parking on Napa Street between 1st Street East and 1st Street West between 6am and noon.

Agenda Item #7.7:

5. Traffic will be detoured from State Route 12 at Napa Road, Leveroni Road, MacArthur Street and Andrieux Street and State Route 12 will be closed from Patten Street and McDonnell Street from 9:00 a.m. until conclusion of the parade.

PASSED AND ADOPTED, at a Regular Meeting of the City Council on this 3rd day of May 2023, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
_________________________
Sandra Lowe, Mayor
ATTEST:
__________________________
Rebekah Barr, MMC, City Clerk
Agenda Item #7.7:

PERMIT APPLICATION

FOR USE OF CITY STREETS
Application Fee: $878.00
(Encro 100-00000-000-30203)
Note: Events utilizing any portion of Highway 12 must also obtain permission from Caltrans, District 4, 111 Grand Avenue, Oakland 94612, (510) 286-4404.

Name of Applicant: __Sonoma Volunteer Firefighters Association________________ Name of Sponsoring Organization: ___same____________________________________________________ Address: __630 Second St. West
Sonoma_________________________________________________________ Telephone Numbers: Day: 7079750857_______________ Email: [email protected] Name of Event: Sonoma's Fourth of July Celebration
________________________________________________________________________________ Type of Event – Mark Appropriate Box
Run or Walk Rally or Assembly Parade
Other
__________________________________________________________________________ Date(s) of Event: _7/4/19_____________________________________________________________________ Street Closure(s) Requested:
_Spain St._____ between _2nd St East____ and __1st St West____ from __8am_____ am/pm to __12pm__ am/pm __1st St East__ between _Napa St___ and __Blue Wing___ from __8am_____ am/pm to __12pm_____ am/pm _Napa St_______ between _1st St East_ and __1st St West__ from __8am_____ am/pm to __12pm_____ am/pm Complete Description of Event. Using additional sheets if necessary, describe the number of participants; duration of the event; the number, type, size and material of all entries including any floats or banners; the number and type of animals and a plan for cleaning up after them; any seating being provided; and Judges Tables. Attach a map of the route to be used and indicating the location of the staging area, announcer’s stand, barricade placement, vendors, banners, signs and booths, etc.:
_____________________________________________________________________________________________ _Annual 4th of July parade, begins at 10am running to 12pm. Approx. 60 float entries. Reviewing stand on Napa St. in front of
horseshoe.____________________________________________________________________________________ ________
_____________________________________________________________________________________________ Estimated Daily Attendance: ___5,000_____________________________________________________ If a Sound Amplification is be used, describe the type, location, purpose and hours of use: _____________________ __Parade entrants play music. Announcers on 1st St. West, 1st East and Napa St. _____________________________________________________________________________________________ City of Sonoma
No. 1 The Plaza
Sonoma CA 95476
_1st St West____ between _Napa_____ and ___Depot Park__ from __8am_____ am/pm to __12pm_____ am/pm X
Agenda Item #7.7:

City of Sonoma Permit Application For Use of City Streets Page 2 General Conditions of Approval:

Applicant is responsible for obtaining permission from Caltrans for use of any portion of Highway 12. All facilities placed upon a City street are subject to continuing safety approval and inspection by the appropriate City departments. A clear path of a minimum width of 20 feet through the length of the portion of roadway being used must be maintained for emergency vehicle access. Obstructions shall not be placed along the curb or the roadway within 10 feet of any fire hydrant. All facilities used for the event shall be removed from City streets immediately after the close of the event. All costs for barricading, traffic control, street sweeping and clean up shall be borne by the applicant. Applicant will be required to submit a deposit equal to the amount estimated by the City for services performed by City personnel in relation to the event. The deposit is due no later than two weeks before the first day of the event. If actual costs exceed the amount of the deposit, applicant will be required to pay the difference. If actual costs are less than the deposit, the excess will be returned to applicant or applied to any other fees or charges owed to the City. Applicant must provide a certificate of insurance and a policy endorsement naming the City of Sonoma as additional insured as described in the City of Sonoma Facility Use Insurance Requirements. * * * * *
I do hereby acknowledge and affirm that all information contained herein is accurate to the best of my knowledge and agree to assume full responsibility and liability for and indemnify, and suits for or by reason of injury to any person or damages to any property of the parties hereto or of the third persons for any and all cause or causes whatsoever on in any way connected with the holding of said event or any act or omission or thing in any manner related to said event and its operation irrespective of negligence, actual or claimed, upon the part of the City, its agents or employees.
________________________________________ _____________________________ Applicant’s Signature Date
For City Use Only
POLICE DEPARTMENT RECOMMENDATION: Approve Deny
Amount of Deposit Required: $ ____________
COMMENTS:
______________________________________________ ______________________ Authorized Signature Date
PUBLIC WORKS DEPARTMENT RECOMMENDATION: Approve Deny
Amount of Deposit Required: $ ____________
COMMENTS:
________________________________________________ ______________________ Authorized Signature Date
Date Approved by City Council: __________________________________________________ 4/25/2023
Agenda Item #7.7:

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Agenda Item #7.7:

City of Sonoma
Agenda Item Summary
Meeting: City Council - 03 May 2023
Department
Administration
Staff Contact
Mark Linder, Interim City Manager
Agenda Item Title
Adopt a Resolution Approving the Full Employment Terms and Conditions for NonRepresented Confidential Personnel and Executive/At-Will, Management and Administrative Personnel
Summary
The City Council is being asked to approve a resolution containing the full employment terms, and conditions for Non-Represented Confidential Personnel and Executive/At-Will, Management and Administrative Personnel.

This agenda item is requesting the City Council approve the same salary and benefit changes for the Non-Represented Confidential Personnel and Executive/At-Will, Management and Administrative Personnel that were negotiated and adopted for SEIU Local 1021 at the August 17, 2022 City Council meeting for the period of July 1, 2022, through June 30, 2025:
• Effective the first pay period following the ratification of the MOU, (August 17, 2022), the salary schedule will be improved by eight percent (8%) • Effective the first pay period following July 1, 2023, and the first pay period following July 1, 2024, the salary schedule shall be adjusted by the lesser of the following, not to be less than two percent (2%) or to exceed two-point five percent (2.5%) or the City's revenue change as measured by revenue receipts on June 30th. • Should the City's Transient Occupancy Tax (TOT) revenue from the period of March to March come in 2% below, the same period in the preceding year, the same period in the preceding year, the parties will meet to discuss whether the planned modifications to the salary schedule are appropriate. These negotiations shall stay the increase referenced in section 1.b above, and will commence not later than June. • During the term of the contract, the City will conduct a total compensation study.

Should the median total compensation be more than five percent (5%) below comparable cities, the Parties shall meet to negotiate. • Health Insurances:
o Effective the first full pay period following August 17, 2022, the City's maximum contribution towards benefits premiums us as follows:
▪ $708 Employee Only
▪ $1,415 Employee +1
▪ $2,002 Employee +2 or more
▪ Each July 1 thereafter, the Parties shall cost share increases in premiums based upon the Kaiser plan, not to exceed a six percent (6%) increase over the prior year. The City shall cover two-thirds (2/3) and the unit member will cover one-third (1/3) of the premium increase. The City's maximum contribution increase shall not exceed four percent (4%) in any one year. All premium increases in excess of six percent (6%) shall be borne by the unit member.

Agenda Item #7.8:

The City Council is being asked to approve a resolution containing the full employment terms, and conditions for Non-Represented Confidential Personnel and Executive/At-Will, Management and Administrative Personnel to be retroactive to the first full pay period following August 17, 2022. There are 12 budgeted full-time employees, and 2 part-time employees within in the Executive/At-Will, Management and Administrative Personnel group.

This is an employee group which is not unionized, the Non-Represented Confidential Personnel and Executive, Management and Administrative Personnel, for which the terms and conditions of employment are established by City Council resolution rather than a negotiated MOU. No adjustments to the previously approved salary and benefits for employees within this group are being requested.

Employee and Compensation Programs
The proposed changes to the compensation program for Non-represented Confidential Personnel Executive/At-Will, Management and Administrative Personnel are the same as was negotiated by SEIU and are noted below:
• Three year term commencing July 1, 2022;
• Cost of living adjustments of eight percent (8%) effective the first full pay period following August 17, 2022;
• Effective the first full pay period following July 1, 2023, and the first full pay period following July 1, 2024, the salary scheduled shall be adjusted by the lesser of the following, not to be less than two percent (2%) or to exceed two-point five percent (2.5%);
• The Consumer Price Index (CPI-U) for the West Region (as found on the U.S.

Department of Labor, Bureau of Labor Statistics web site) for March to March of the previous year; or
• The City's revenue change as measured by revenue receipts on June 30th; • An increase in the City's contribution to health care benefits for qualifying members as effective the first pay period following August 17, 2022 and an additional increase effective the first full pay period following July 1, 2023 and an additional increase effective the first full pay period following July 1, 2024; • Bereavement Leave per AB1949 and consistent with Resolution 55-2022 City Council previously adopted the following Resolutions approving compensation adjustments for the Non-Represented Confidential Personnel and Executive/At-Will, Management and Administrative Personnel:

Resolution 55-2022 on September 12, 2022,
Resolution 74-2022 on December 7, 2022 and
Resolution 77-2022 on December 14, 2022.

This agenda item is requesting the City Council adopt the attached resolution that contains the full employment terms, and conditions for the Non-Represented Confidential Personnel and Executive/At-Will, Management and Administrative Personnel.

Recommended Council Action
Adopt the resolution.

Alternative Actions
Council Discretion
Agenda Item #7.8:

Financial Impact
The FY 2022/23 budget was adopted with sufficient funds to cover all terms and conditions and compensation adjustments for the Non-Represented confidential Personnel and Executive, Management and Administrative Personnel as put forth in the attached resolution.

Environmental Review Status
Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Attachments
Resolution 55-2022
Resolution 74-2022
Resolution 77-2022
Resolution Terms-Non-Represented Employees
Exhibit A Employee Salary Benefits Spreadsht 082622
Alignment with Council Goals:

Compliance with Climate Action 2020 Target Goals:

N/A
CC:
n/a
Agenda Item #7.8:

Qtitp of Snnuma
RESOLUTION# - 2022

ADOPT A RESOLUTIONOF THE CITYCOUNCILOF THE CITYOF SONOMAAPPROVING

COMPENSATIONADJUSTMENTSFOR THE NON-REPRESENTEDCONFIDENTIAL

PERSONNELAND EXECUTIVEIAT-WILL,MANAGEMENTAND ADMINISTRATIVE

PERSONNEL, AND IMPLEMENTINGTHE ADJUSTEDSALARIESANDWAGES OF THE

NON-REPRESENTEDCONFIDENTIALPERSONNEL
WHEREAS, the City Council wishes to provide an adjustment to compensation for Executive, Management, Administrativeand Non-Represented Confidential personnel (Unrepresented Employees or Positions) which accounts for a recent settlement with the Service Employees internationalUnion, Local No. 1021 (“SElU”);and
WHEREAS, thereafter, the salary schedule for Unrepresented Positions shall be improved by the same percentage agreed to between the City and SEIU as follows:

1. SALARY
a. Effective the first full pay period following August 17, 2022, the salary schedule for Unrepresented Positions shall be improved by eight percent (8%). b. Effective the first full pay period following July 1, 2023, and the first full pay period following July 1, 2024, the salary schedule for Unrepresented Positions shall be adjusted by the lesser of the following, not to be less than two percent (2%) or to exceed two~pointfive percent (2.5%):
(1) The Consumer Price Index (CPI-U)for theIWest Region (as found on the U.S. Department of Labor, Bureau of Labor Statistics web site) for March to March of the previous year; or
(2) The City’s revenue change as measured by revenue receipts on June 30th. c. Should the City’s Transient Occupancy Tax (TOT) revenue from the period of March to March come in 2% below the same period in the preceding year, the salary increases set forth in 1.b. shall be null and void.

2. HEALTH&WELFAREBENEFITS
Effective the first full pay period following August 17, 2022, the City’s maximum contributiontoward benefits premiums shall be as follows:
a. $708.00 Employee
b. $1,415.00 Employee +1
(2. $2,002.00 Employee + 2 or more
Each July 1 thereafter, the Parties shall cost share increases in premiums based upon the Kaiser plan not to exceed a six percent (6%) increase over the prior year. The City shall cover two-thirds(2/3) and the employee willcover one~third(1/3) of the premiumincrease.

The City’s maximum contribution increase shall not exceed four percent (4%) in any one year. Allpremiumincreases in excess of six percent (6%)shall be borne by the employee.

Agenda Item #7.8:

WHEREAS, upon adoption of this Resolution adjusting salaries and wages for the Executive, Management, Administrative and Non—Represented Confidential Personnel (Unrepresented Employees or Positions), a comprehensive Resolution incorporating these changes along with the current terms and conditions willbe produced.

NOW, THEREFORE, BE IT RESOLVED that:

The City Manager shall effectuate the changes set forth in this agreement.

PASSED AND ADOPTED at a Regular Meeting of the City Council on September 12, 2022.

AYES: AGRIMONTI, BARNETT, LOWE, DING
NOES:

ABSENT: FELDER
‘ /
ABSTAIN:

Q/5/é
Jack g, Mayor 97
Rebekah Barr, M, ity Clerk
Agenda Item #7.8:

Qllityof Snnuma
RESOLUTION# -2022

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SONOMA APPROVING

COMPENSATION ADJUSTMENTS FOR CERTAIN NON-REPRESENTED CONFIDENTIAL PERSONNEL AND EXECUT|VElAT—WILL, MANAGEMENT AND ADMINISTRATIVE

PERSONNEL, AND IMPLEMENTING THE ADJUSTED SALARIES AND WAGES OF THE

NON-REPRESENTED CONFIDENTIAL PERSONNEL AND EXECUTIVEIAT-WILL,

MANAGEMENT AND ADMINISTRATIVE PERSONNEL
WHEREAS, the City Council wishes to provide an adjustment to compensation for the following Non-Represented Confidential Personnel and Executive/At—Wi||, Management and Administrative Personnel classifications, in line with a recent compensation study:

City Clerk
Development Services Director/ Building Official
Finance Director
Human Resources Manager
Planning and Community Services Director
Public Works Director/ City Engineer; and
WHEREAS, the salary for the above-referenced classifications shall be raised by ten percent (10%) retroactive to August 17, 2022; and
WHEREAS, /itis the intent of the City Council that all other Supervisory/Management positions shall be reviewed after the appointment of a permanent City Manager.

NOW, THEREFORE, BE IT RESOLVED that:

The Acting City Manager shall effectuate the changes set forth in this resolution.

PASSED AND ADOPTED at a Regular Meeting of the City Council on December 7, 2022.

AGRIMONTI, FELDER, LOWE, BARNETT, DING
ABSENT:

A ,
ABSTAIN:

Jack g, Mayor
Rebekah Barr, City Clerk
002066958
Agenda Item #7.8:

Qtitpof énnnma
RESOLUTION # I7- 2022
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SONOMA (1) APPOINTING WAYNE WIRICK AS ACTING CITY MANAGER FROM DECEMBER 5, 2022 THROUGH JANUARY 1, 2023, (2) AGREEING TO PAY HIMA SALARY FOR THAT PERIOD EQUAL TO THE CITY MANAGER’S SALARY, AND (3) APPROVING AND IMPLEMENTINGAN

ADJUSTMENT IN THE SALARY AND WAGES OF THE POSITION OF DEVELOPMENT

SERVICES DIRECTORIBUILDING OFFICIAL
WHEREAS, Wayne Wirick is the City’s Development Services Director/Building Official; WHEREAS, the City Council has offered to Wayne Wirick the opportunity to serve as the City’s Acting City Manager from December 5, 2022 through January 1, 2023, and perform the duties of the City Manager as specified in Chapter 2.08 of the Sonoma Municipal Code during that period of time;
WHEREAS, Wayne Wirick has agreed to so serve as the Acting City Manager during said period of time on the condition that (a) he be paid a salary during that period of time based upon the annual salary payable to the City Manager and (b) the 10% increase in the salary of the Development Services Director/Building Official approved by the City Council at its meeting on December 7, 2022, pursuant to Resolution #74-2022 be made retroactive to July 1, 2022; and WHEREAS, the City Council is agreeable to these conditions:

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SONOMA RESOLVES AS FOLLOWS:

1. Wayne Wirick is hereby appointed as Acting City Manager to perform those services, discharge those duties and exercise those powers of a City Manager as specified in the Sonoma Municipal Code, Chapter 2.08, during the period December 5, 2022 through January 1, 2023 (the “Period of Time”). During the Period of Time, Mr. Wirick will also perform those duties of the Development Services Director/Building Official.

2. During the Period of Time, Mr. Wirick will be paid a salary based on an annual salary of $215,900. Except for this increase insalary for the Period of Time, all other compensation and benefits paid or provided to Mr. Wirick during the Period of Time willremain the same as they existed as of December 4, 2022.

3. The adjustment in the salary for the position of the Development Services Director/ Building Official approved by the City Council at its meeting on December 7, 2022, pursuant to

4. Mr. Wirick’s concurrence with the terms and conditions of him acting as the‘Acting City Manager during the Period of Time shall be evidenced by him affixing his signature to this Resolution and a copy hereof being placed in his personnel file. 5. The Acting City Manager shall effectuate the salary change for the Development Services Director/Building Official position set forth above. **********
Agenda Item #7.8:

PASSED AND ADOPTED at a Regular Meeting of the City Council on December 14, 2022.

AYES: DING, FARRAR-RIVAS, GURNEY, WELLANDER, LOWE
NOES:

ABSENT
ABSENN:

Dated: [Z1F7‘ Z Z Agenda Item #7.8:

00217086.4
1 CITY OF SONOMA
RESOLUTION #________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SONOMA

ADOPTING TERMS AND CONDITIONS OF EMPLOYMENT FOR

NON-REPRESENTED, EXECUTIVE, MANAGEMENT/ADMINISTRATIVE,

AND CONFIDENTIAL PERSONNEL
WHEREAS, the City Council of the City of Sonoma wishes to establish terms and conditions of employment for Executive/At-Will, Management, Administrative, and Non-Represented Confidential personnel; and
WHEREAS, the Non-Represented Executive, Management/Administrative, and Confidential personnel shall consist of the following job classifications:

Executive Management/Administrative Confidential
Assistant City Manager/
Administrative Services Director Deputy City Manager Accountant Development Services Director/
Building Official Finance Director
Public Works Director/
City Engineer Public Works Operation Manager
Planning & Community Services
Director
Public Works Administrative & Project
Manager
City Clerk / Executive Assistant
Deputy Finance Director
Human Resources Manager
Senior Management Analyst
Senior Planner
Accounting Manager
NOW, THEREFORE, BE IT RESOLVED, that the terms and conditions of employment for Non-represented Confidential Personnel, Executive/At-Will, Management and Administrative personnel shall be as follows:

A. SALARY

1. Base Wages:
a. Each employee shall be paid base wages in accordance with the Salary Schedule that is Attachment A.

Agenda Item #7.8:

00217086.4
2 b. Effective the first full pay period following Council approval of this Resolution, the salary schedule shall be improved by eight percent (8%). c. Effective the first pay period following July 1, 2023, and the first pay period following July 1, 2024, the salary schedule shall be adjusted by the lesser of the following, not to be less than two percent (2%) or to exceed two point five percent (2.5%):
(1) The Consumer Price Index (CPI-U) for the West Region (as found on the U.S. Department of Labor, Bureau of Labor Statistics web site) for March to March of the previous year; or
(2) The City’s revenue change as measured by revenue receipts on June 30th.
(3) Should the City’s Transient Occupancy Tax (TOT) revenue from the period of March to March come in 2% below the same period in the preceding year, the Council will re-examine compensation.

B. OVERTIME
This section shall apply only to employees holding the positions of Accountant and any future confidential positions, but not to positions in the “Executive” or “Management/Administrative” group. The Accountant shall be paid overtime at the rate of time and one-half (1.5) their regular rate of pay. All overtime shall be recorded and paid on the basis of fifteen (15) minute increments.

C. LONGEVITY
The City agrees to provide longevity pay to all employees covered by this Resolution as follows:

1. two and one-half percent (2.5%) of base pay at the commencement of the sixth (6th) consecutive year; and

2. two and one-half percent (2.5%) of base pay at the commencement of the eleventh (11th) consecutive year.

D. RECOGNITION FOR COMPLETION OF SPECIAL PROJECTS/
ACCOMPLISHMENTS (Incentive Award or Recognition Award)
The City Manager has the authority to provide an incentive or recognition award to an employee or a team of employees for performance above and beyond expectations. The City Manager also has the authority to provide additional leave time to an employee or team of employees in recognition of outstanding performance. Any monetary incentive or recognition award is separate from any annual adjustment or award. Individual Department Directors, with the approval of the City Manager, have the authority to Agenda Item #7.8:

00217086.4
3 provide recognition to an employee or team of employees for performance above and beyond expectations. Recognition may be in the form of additional leave time. Any incentive or recognition award is separate from the annual adjustment or award.

E. RETIREMENT

1. Classic:

Employees covered by this Resolution who were hired on or before December 31, 2012, and those who are not deemed “New Members” are considered “Classic” employees by the California Public Employees Retirement Systems (CalPERS) and shall be eligible for the 2% at age 55 CalPERS benefit formula with the highest single year provision for all represented employees. These employees shall also be provided the sick leave conversion benefit and the 1959 survivor’s benefit as defined in the PERS handbook.
a. Employees eligible for the CalPERS 2% at age 55 retirement formula shall pay 7% of salary to fund the employee share of the pension. b. Effective the first full pay period following January 1, 2017, employees eligible for the CalPERS 2% at age 55 retirement formula shall contribute an additional one percent (1%) of PERS-able compensation toward the City’s cost of pension benefits for a total of eight percent (8%) contribution.
c. Effective the first full pay period following ratification, employees eligible for the CalPERS 2% at age 55 retirement formula shall contribute an additional one-half percent (0.5%) of PERS-able compensation toward the City’s cost of pension benefits for a total of eight and one-half percent (8.5%) contribution.

2. New Members:

Employees who were hired on or after January 1, 2013, are subject to provisions of the Public Employee Pension Reform Act of 2013 (“PEPRA”), Assembly Bill No. 340 and Government Code 7522.02. PEPRA provides the following:
a. A new defined benefit formula of two percent (2%) at age sixty-two (62) for employees who first become members of CalPERS on or after January 1, 2013.
b. The final compensation based on the employee’s highest annual compensation earnable averaged over a consecutive 36-month period. c. Employees subject to PEPRA provisions shall contribute fifty percent (50%) of the total annual normal cost of their pension benefit to the pension plan as determined by the City’s CalPERS actuary.

Agenda Item #7.8:

00217086.4
4 d. Effective the first full pay period following January 1, 2017, employees subject to PEPRA provisions shall contribute an additional one percent (1%) of PERS-able compensation toward the City’s cost of pension benefits for a total of one percent (1%) contribution to CalPERS in addition to half the normal cost as described in 2.c.
e. Effective the first full pay period following ratification, employees subject to PEPRA provisions shall contribute an additional one-half percent (0.5%) of PERS-able compensation toward the City’s cost of pension benefits for a total of one and one-half percent (1.5%) contribution to CalPERS in addition to half the normal cost as described in 2.c.

3. Employee contributions to CalPERS described above shall be made through payroll deductions with state and federal income tax on the contribution deferred to the extent permitted by Internal Revenue Code, 26 USC Section 414(h)(2).

F. SICK LEAVE

1. Sick leave shall be permitted for the following purposes:
a. diagnosis, care, or treatment of an existing health condition of, or preventative care for, an employee or a member of the employee’s immediate family; or
b. for an employee who is a victim of domestic violence, sexual assault, or stalking, the purposes described in subdivision (c) of Section 230 and subdivision (a) of Section 230.1 of the Labor Code.
c. Abuse or improper use of sick leave will subject the employee to disciplinary action including possible dismissal.

2. If the need for paid sick leave is foreseeable, the employee shall provide reasonable advance notification. If the need for paid sick leave is unforeseeable, the employee shall provide notice of the need for the leave as soon as practicable.

3. After a sick leave absence of three (3) days or more, the employee may be required to submit a physician’s certificate stating the diagnosis, prognosis and the date the employee may return to work. In some instances, the employee may be required to submit a release form from his or her physician before returning to work. A physician’s certificate is a written document signed by a licensed physician relative to an employee’s illness. The employee must have been examined by the physician and have been determined, as a result of such examination, to be too ill to report for work.

4. Sick Leave Accrual
Agenda Item #7.8:

00217086.4
5 a. Sick leave shall be granted at the rate of eight (8) hours for each full calendar month of service. There is no limit on accumulated sick leave. b. Employees with a date of hire on or before September 1, 2019 shall have forty-eight (48) hours of sick leave designated as alternate leave per calendar year. The forty-eight (48) alternate leave hours may be used for any reason of the employee’s choosing, subject to scheduling considerations by the department head. The forty-eight (48) hours will be awarded on the basis of twenty-four (24) hours on January 1 and twentyfour (24) hours on July 1. Alternate leave cannot accumulate but must be used during the calendar year in which it is granted. Should an employee choose not to use the forty-eight (48) hours of alternate leave during the calendar year, the hours will be credited toward the employee’s sick leave accumulation and will be subject to the same policies as other sick leave. c. The City will purchase one-half (1/2) of the current calendar year’s unused alternate leave [if requested by the employee] to a maximum of twentyfour (24) hours. The purchase will occur on the first payroll of November of each year. In order to exercise this option, forty (40) hours of sick leave must be remaining at the end of the purchase.

5. Employees covered under this Resolution who are separated from the service due to industrial disability after ten (10) years of continuous service shall be eligible for reimbursement of accrued sick/alternate leave and shall be provided health, dental and vision insurance for a period of time equal to the number of sick leave hours accrued.

6. An employee absent from work for sixty (60) calendar days or more due to injury or illness, and eligible for long-term disability insurance benefits, shall not accrue additional sick leave or vacation leave, nor shall such employee participate in the Public Employee’s Retirement System during such an absence.

7. Except as required by Labor Code section 245 et seq. and other applicable law, sick leave with pay will not be granted to any employee who has served less than three (3) months in the service of the City.

8. With the preceding exceptions, all eligibility for sick leave with pay shall be canceled upon separation of the employee from the City service.

G. VACATION

1. Vacation Accrual: Employees shall accrue vacation as follows:

Months of Employment Monthly Vacation Hours Accrued
1 – 36 6.67
37 – 60 8
Agenda Item #7.8:

00217086.4
6 61 – 120 11.33
121 – 180 12.67
181 and thereafter 14.67

2. Bonus Vacation: An employee shall be granted bonus vacation on the commencement of:
a. their sixty-first (61st) month of continuous employment, a bonus of forty (40) hours of vacation shall be added to his/her account;
b. their one hundred eighty-first (181st) month of continuous employment, a bonus of forty (40) hours of vacation shall be added to his/her account.

3. Maximum Accrual: The maximum accumulation of vacation leave shall be double the amount of vacation time earned by the employee in an accrual year.

When an employee reaches his/her maximum accrual limit, the employee shall cease to accrue vacation.
a. If an employee requests vacation and is denied due to staffing, the time requested may remain in the employee’s accrual even if the employee has achieved maximum accrual.
b. This over-cap vacation time is to be used as soon as allowed, but not later than six (6) months.

4. Payment on Separation: Employees who terminate or retire shall be paid a lump sum for all unused and accrued vacation.

5. Annual Cash-Out: Employees may request and receive payment at the base hourly rate for up to forty (40) hours of accrued vacation on an annual basis, provided that the employee has a minimum remaining vacation balance of eighty (80) hours following payment. An employee may request to sell back vacation by entering the number of desired hours on his/her timecard. Payment for the hours shall be made in a supplemental paycheck in the following month. The vacation sell-back option is only available once each fiscal year for each employee.

H. ADMINISTRATIVE LEAVE

1. The following classifications shall be entitled to eighty (80) hours of Administrative Leave: Assistant City Manager/Administrative Services Director, Finance Director, City Clerk/Executive Assistant, Development Services Director/Building Official, Planning and Community Services Director, Senior Planner and Public Works Director/Engineer.

2. The following classifications shall be entitled to sixty-four (64) hours of Administrative Leave: Deputy City Manager, Human Resources Manager, Deputy Agenda Item #7.8:

00217086.4
7 Finance Director, Accounting Manager, Public Works Administrative and Project Manager, and Senior Management Analyst.

3. The Accountant position shall not receive Administrative Leave due to the provision for Overtime pay.

4. Administrative Leave days will be available on the first day of July of each year.

5. Administrative Leave shall not accrue and will not be compensable under any circumstances.

I. SCHEDULING PAID LEAVE
Scheduling leave shall be done in accordance with established City Personnel Policies.

J. HOLIDAYS

1. Specified Holidays: Employees are normally paid eight (8) hours for each of the following holidays:

January 1 New Years’ Day
Third Monday in January Martin Luther King Jr. Day
Third Monday in February Presidents’ Day
Last Monday in May Memorial Day
July 4 Independence Day
First Monday in September Labor Day
November 11 Veterans’ Day
Fourth Thursday in November Thanksgiving Day
Fourth Friday in November The day following Thanksgiving December 24 Christmas Eve
December 25 Christmas
December 31 New Years’ Eve
Every day proclaimed by the Mayor as a holiday

2. If a listed holiday occurs on a Saturday or a Sunday, the following Monday or the preceding Friday (provided such days are not also a holiday) will be designated by the City for observance.

3. Employees whose normal schedule does not include any of the specified holidays listed above may arrange to take a different eight (8) hours off during the pay period in which the holiday occurs.

4. Floating Holidays:
a. In addition to Section 1., employees shall receive two (2) floating holidays each year.

Agenda Item #7.8:

00217086.4
8 b. In addition to Sections 1. and 4.a., Water Operations Supervisors and Public Works Supervisors shall receive two (2) floating holidays each year.

K. JURY DUTY LEAVE
Jury Duty Leave shall not exceed two (2) work weeks per year for service on a trial jury.

Greater jury duty benefits may be awarded by the City Manager on a case-by-case basis.

L. BEREAVEMENT LEAVE
A total of five (5) days of bereavement leave shall be provided in the event of the death of a parent, parent-in-law, child / step-child, spouse / registered domestic partner, sibling, grandparent or grandchild. Three (3) days of paid bereavement leave shall be provided to the employee with two (2) days unpaid bereavement leave. An employee may use vacation, personal leave, accrued and available sick leave, or compensatory time off that is otherwise available to the employee for the two (2) days of unpaid bereavement. The leave must be completed within three (3) months of the death. Greater bereavement benefits may be awarded by the City Manager on a case-by-case basis.

M. HEALTH-RELATED INSURANCE
A. Medical:

1. Effective the first full pay period upon ratification, the City’s maximum contribution towards medical insurance premiums for employees and dependents as set forth in Attachment B.

2. Effective upon ratification, the City’s maximum contribution toward benefits premiums shall be as follows:
a. $708 Employee
b. $1,415 Employee + 1
c. $2,002 Employee +2 or more

3. Each July 1 thereafter, the City shall cost share increases in premiums based upon the Kaiser plan not to exceed a six percent (6%) increase over the prior year. The City shall cover two-thirds (2/3) and the employee will cover one-third (1/3) of the premium increase. The City’s maximum contribution increase shall not exceed four percent (4%) in any one year.

All premium increases in excess of six percent (6%) shall be borne by the employee.

4. If employees elect medical, dental or vision coverage other than the group plans offered by the City, the City shall pay the premium on those plans, Agenda Item #7.8:

00217086.4
9 up to the amount currently paid by the City for Blue Cross medical and REMIF dental and vision.

B. In Lieu of Medical:

1. Any employee employed prior to July 1, 2019, may receive, if requested, a payment in lieu of medical insurance equal to fifty percent (50%) of the City’s contribution.

2. Any employee employed on or after July 1, 2019, may, if requested, receive Three Hundred Dollars ($300.00) per month in lieu of medical, if the employee provides proof of coverage under an alternate policy.

3. Provided the employee has proof of comparable insurance, he/she may receive dollars in lieu of medical insurance as set forth above.

4. Payments will be made on a monthly basis.

C. Dental: The City will pay for dental/orthodontic insurance (currently Redwood Empire Municipal Insurance Fund) for the employee and dependents.

D. Vision: Vision coverage will be paid by the City for the employee and dependents.

E. Life: Employees shall receive, at City expense, a One Hundred Thousand Dollar ($100,000.00) term life insurance policy.

F. Long-Term Disability: The City agrees to provide employees with long-term disability insurance with all premiums paid by the City.

G. Waiting Period:

1. The waiting period for long-term disability benefits shall be sixty (60) days.

2. There shall be no City-required waiting period for newly hired employees to become eligible for all other insurance coverage (medical, vision, and dental). There may be a waiting period imposed by the insurance providers, which shall be followed.

N. DEFERRED COMPENSATION
The City shall contribute Twenty-Five Dollars ($25.00) per pay period on behalf of each employee. The Twenty-Five Dollar ($25.00) contribution is being made on behalf of the employee and does not require an additional Twenty-Five Dollar ($25.00) contribution by the employee.

Agenda Item #7.8:

00217086.4
10 O. AT-WILL EMPLOYMENT
City of Sonoma Resolution 73-81, Section 6, is hereby amended to exclude “Executive” classified employees from Competitive Service. Executive Employees hired prior to May 2017, are grandfathered and are not subject to this provision.

Nothing in this Resolution shall prevent, limit or otherwise interfere with the right of the City to terminate employment of an employee, with or without cause.

P. EXECUTIVE STAFF/AT-WILL SEVERANCE PACKAGES
Executive classified employees are entitled to a severance package if they are terminated from their position by the City, unless the termination is the result of criminal activity or behavior. Executive employees will receive a six (6) month severance package (base salary only).

Q. LAY-OFF POLICY
If an employee is laid off during the initial term of this Resolution, the City shall provide:

1. three (3) month’s severance pay; and

2. ninety (90) days of medical insurance coverage.

R. RULES AND REGULATIONS
City of Sonoma Personnel Resolution No. 73-81 (and any subsequent revisions) is incorporated herein and, by reference, is binding except where in conflict with State or Federal law.

S. PROBATION
Personnel covered by this resolution will be subject, upon hire, to a probationary period equivalent to one year.

T. TERM
The term of this Resolution shall be July 1, 2022, through and including June 30, 2025.

PASSED AND ADOPTED at a Regular Meeting of the City Council on , 20___.

AYES:

NOES:

ABSENT:

ABSTAIN:

Agenda Item #7.8:

00217086.4
11 _________________________________
Sandra Lowe, Mayor
_________________________________
Rebekah Barr, MMC, City Clerk
Agenda Item #7.8:

00217086.4
12 Attachment A to
Resolution ____________
[insert salary schedule]
Agenda Item #7.8:

00217086.4
13 Attachment B to
Resolution ___________

CITY CONTRIBUTION TO MEDICAL INSURANCE
Family Unit Effective July 2018 Effective 2019
Employee Only $ 619 $ 632
Employee Plus 1 $1,182 $1,208
Employee Plus 2 or more $1,691 $1,727
Agenda Item #7.8:

ABCDE A B C D E
General
General Accounting Technician 5,878 6,172 6,481 6,805 7,145 70,539 74,066 77,770 81,658 85,741 General Administrative Assistant (Misc) 5,377 5,646 5,929 6,225 6,536 64,530 67,756 71,144 74,701 78,436 General Administrative Assistant (Police) 5,377 5,646 5,929 6,225 6,536 64,530 67,756 71,144 74,701 78,436 General Administrative Assistant (PW) 5,377 5,646 5,929 6,225 6,536 64,530 67,756 71,144 74,701 78,436 General    *** Administrative Clerk (Police) 4,573 4,802 5,042 5,294 5,559 54,880 57,624 60,505 63,531 66,707 General    *** Assistant Planner 6,961 7,309 7,675 8,059 8,462 83,536 87,713 92,098 96,703 101,538 General Associate Planner 8,220 8,631 9,063 9,516 9,992 98,642 103,574 108,752 114,190 119,899 General Building Inspector I 6,828 7,170 7,528 7,905 8,300 81,939 86,036 90,338 94,855 99,598 General    *** Building Inspector II 7,508 7,884 8,278 8,692 9,126 90,100 94,605 99,336 104,302 109,517 General Development Services Supervisor 6,185 6,494 6,819 7,159 7,517 74,215 77,926 81,822 85,913 90,209 General Environmental Compliance Analyst 6,961 7,309 7,675 8,059 8,462 83,536 87,713 92,098 96,703 101,538 General Maintenance Worker I (Streets) 4,873 5,117 5,373 5,641 5,923 58,479 61,403 64,473 67,696 71,081 General Maintenance Worker I (Water) 4,873 5,117 5,373 5,641 5,923 58,479 61,403 64,473 67,696 71,081 General Maintenance Worker II (Parks) 5,361 5,629 5,910 6,205 6,516 64,326 67,542 70,920 74,465 78,189 General Maintenance Worker II (Streets) 5,361 5,629 5,910 6,205 6,516 64,326 67,542 70,920 74,465 78,189 General Maintenance Worker II (Water) 5,361 5,629 5,910 6,205 6,516 64,326 67,542 70,920 74,465 78,189 General Management Analyst 5,878 6,172 6,481 6,805 7,145 70,539 74,066 77,770 81,658 85,741 General Permit Technician I 4,840 5,082 5,336 5,603 5,883 58,077 60,981 64,030 67,232 70,593 General    *** Permit Technician II 5,377 5,646 5,929 6,225 6,536 64,530 67,756 71,144 74,701 78,436 General Plans Examiner 8,094 8,499 8,924 9,370 9,838 97,129 101,986 107,085 112,439 118,061 General Public Works Supervisor (Parks) 6,781 7,120 7,476 7,850 8,242 81,373 85,442 89,714 94,200 98,910 General Public Works Supervisor (Streets) 6,781 7,120 7,476 7,850 8,242 81,373 85,442 89,714 94,200 98,910 General Senior Maintenance Worker (Cemetery) 5,897 6,191 6,501 6,826 7,167 70,759 74,297 78,012 81,912 86,008 General Senior Maintenance Worker (Water) 5,897 6,191 6,501 6,826 7,167 70,759 74,297 78,012 81,912 86,008 General Water Supervisor 7,120 7,476 7,850 8,242 8,654 85,441 89,713 94,199 98,908 103,854 Administrative/Management
Management Accountant 6,728 7,065 7,418 7,789 8,179 80,742 84,779 89,018 93,469 98,142 Management   *** Accounting Manager 8,742 9,179 9,638 10,119 10,625 104,899 110,143 115,651 121,433 127,505 Management Administrative Services Director 12,650 13,283 13,947 14,644 15,376 151,803 159,393 167,362 175,730 184,517 Management Assistant to City Manager 8,469 8,892 9,337 9,804 10,294 101,626 106,707 112,043 117,645 123,527 Management City Clerk 8,469 8,892 9,337 9,804 10,294 101,626 106,707 112,043 117,645 123,527 Management Deputy Finance Director 10,719 11,255 11,817 12,408 13,029 128,625 135,056 141,809 148,899 156,344 Management Development Services Director / Building Official 11,061 11,614 12,195 12,805 13,445 132,733 139,370 146,338 153,655 161,338 Management Human Resources Manager 8,469 8,892 9,337 9,804 10,294 101,626 106,707 112,043 117,645 123,527 Management Planning and Community Services Director 11,880 12,474 13,098 13,753 14,441 142,565 149,694 157,178 165,037 173,289 Management Public Works Administrative and Project Manager 8,066 8,469 8,892 9,337 9,804 96,786 101,626 106,707 112,042 117,644 Management Public Works Director / Engineer 12,650 13,283 13,947 14,644 15,376 151,803 159,393 167,362 175,730 184,517 Management Public Works Operations Manager 9,493 9,968 10,466 10,989 11,539 113,915 119,611 125,592 131,871 138,465 Management Senior Management Analyst‐Community Activities 8,066 8,469 8,892 9,337 9,804 96,786 101,626 106,707 112,042 117,644 Management   *** Senior Planner 8,469 8,892 9,337 9,804 10,294 101,626 106,707 112,043 117,645 123,527 Executive
Management City Manager/Executive Dir Community Development Agency 17,992 215,900 Part‐Time Position (Salary steps at Full Time Equivilant) Part Time Deputy City Manager 11,061 11,614 12,195 12,805 13,445 132,733 139,370 146,338 153,655 161,338 Part Time Finance Director 11,061 11,614 12,195 12,805 13,445 132,733 139,370 146,338 153,655 161,338 Part Time *** Management Analyst 5,874 6,168 6,476 6,800 7,140 70,490 74,014 77,715 81,601 85,681 Part Time Senior Management Analyst‐PIO 8,066 8,469 8,892 9,337 9,804 96,786 101,626 106,707 112,042 117,644 Part Time Sustainability Coordinator 6,956 7,304 7,669 8,053 8,456 83,476 87,650 92,033 96,634 101,466 Part Time (Part‐Time rates are stated per hour)
Part Time Parks Maintenance Worker Part Time 21.50 n/a
Part Time *** Student Intern ‐ College Student 13.50 14.50 15.50 16.50 17.50 No built in increase Part Time *** Student Intern ‐ Grad Student 17.50 18.50 19.50 20.50 21.50 No built in increase Council
Council  Council Member 300 3,600
*** Authorized and NOT Budgeted for 2022‐23
Per Management MOU Resolutions dated 7/1/19 ‐ 6/30/22
Per SEIU MOU Resolution #49‐2022, dated August 17, 2022, for the period of July 1, 2022 to June 30, 2025 Effective the first full pay period following August 17, 2022 ‐ SEIU Additional 8% COLA increase to Base Pay These rates may be modified by publicly approved negotiated benefits under Meyers‐Milias Brown Act CITY OF SONOMA
Effective August 26, 2022
Assignments of Classifications to the Salary Schedule
Monthly Annual
Exhibit A
Agenda Item #7.8:

City of Sonoma
Agenda Item Summary
Meeting: City Council - 03 May 2023
Department
Planning and Community Services
Staff Contact
Kristina Tierney, Associate Planner
Agenda Item Title
Discussion, Consideration, and Possible Action to Introduce an Ordinance Amending Sonoma Municipal Code Title 2 (Administration and Personnel), Chapter 2.60 (Design Review and Historic Preservation Commission); Title 14, Section 14.32.070 (Review Requirements and Procedures); Title 19, Chapter 19.52 (Applications: Filing and Processing), Chapter 19.54 (Planning Permit Approval or Disapproval), and Chapter 19.88 (Public Hearings) to streamline the Design Review Process, and finding the proposed amendments are exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15061(B)(3) – General Rule – of the CEQA Guidelines
Summary
In recent years, the State has enacted a number of new laws to increase housing supply, affordability and reduce obstacles to housing production. Toward that end, the City seeks to streamline the design review permitting process. The proposed ordinance would:
• Remove references to "site design and architectural review" and replace them with "Design Review" for consistency;
• Align dates for historic structures with the State CEQA Guidelines (50 years or older rather than constructed in 1945 or earlier)
• Create a "Major" and "Minor" Design Review, with Minor Design Review applications being approvable by staff. Major Design Review applications would be approvable by the Design Review and Historic Preservation Commission (DRHPC) or the Planning Commission.
• Removes the review of landscape plans from the purview of the DRHPC; • Establish requirements for the submittal of a Historic Resource Evaluation (HRE) for potentially historic structures requiring Design Review or a Demolition Permit; and • Establish a process for noticing administrative decisions in Chapter 19.88 (Public Hearings)
Future efforts to further streamline the design review process will include amending the sign ordinance and eliminating the requirement for signs to obtain DRHPC approval. Also, staff will continue efforts to consider eliminating design review from the purview of the DRHPC and create a "Historic Preservation Commission" that would focus on historic preservation initiatives. Staff presented a draft ordinance to the Planning Commission on February 16, 2023 and received direction regarding permitting of potentially historic structures and procedures for historic resource evaluation consultants to ensure they are prepared by an independent third party. On March 16, 2023, the Planning Commission reviewed a revised ordinance and unanimously recommended that the ordinance be forwarded to the City Council for introduction.

Recommended Council Action
Introduce an Ordinance Amending Sonoma Municipal Code Title 2 (Administration and Personnel), Chapter 2.60 (Design Review and Historic Preservation Commission); Title 14, Agenda Item #8.1:

Section 14.32.070 (Review Requirements and Procedures); Title 19, Chapter 19.52 (Applications: Filing and Processing), Chapter 19.54 (Planning Permit Approval or Disapproval), and Chapter 19.88 (Public Hearings) to streamline the Design Review Process, and finding the proposed amendments are exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15061(B)(3) – General Rule – of the CEQA Guidelines.

Alternative Actions
Council discretion.

Financial Impact
N/A
Environmental Review Status
Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Attachments
Design Review Streamlining Ordinance May 3 2023 City Council Introduction Draft Alignment with Council Goals:

Compliance with Climate Action 2020 Target Goals:

CC:
n/a
Agenda Item #8.1:

1 City of Sonoma
ORDINANCE NO.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SONOMA AMENDING THE CITY OF SONOMA MUNICIPAL CODE INCLUDING AMENDING TITLE 2 (ADMINISTRATION AND PERSONNEL) , CHAPTER 2.60 (DESIGN REVIEW AND HISTORIC PRESERVATION COMMISSION); TITLE 14, SECTION 14.32.070 (REVIEW REQUIREMENTS AND PROCEDURES); TITLE 19, CHAPTER 19.52 (APPLICATIONS:

FILING AND PROCESSING), CHAPTER 19.54 (PLANNING PERMIT APPROVAL OR DISAPPROVAL), AND CHAPTER 19.88 (PUBLIC HEARINGS) TO STREAMLINE THE

DESIGN REVIEW PROCESS AND FINDING THE PROPOSED AMENDMENTS ARE

EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL ACT (CEQA) PURSUANT TO SECTION 15061(B)(3) - GENERAL RULE - OF THE CEQA GUIDELINES.

WHEREAS, the California Legislature has declared that there is a severe shortage of affordable housing and has changed laws to expedite the local residential development process; and WHEREAS, California Governor Gavin Newsom signed several housing bills into law (SB 13, SB 330, AB 68, AB 881, AB 587 and AB 670) in fall of 2019 that amend California Government Code requiring the City to modify local regulations to further facilitate development of housing; and WHEREAS, the City desires to amend its local regulatory scheme to facilitate the construction of housing to comply with State law; and
WHEREAS, the Sonoma City Council and Planning Commission have independently discussed the need for updates to the Development Code for greater clarity, consistency and ease of use and understanding.

The proposed ordinance would streamline the Design Review process to facilitate permitting; and WHEREAS, on February 16, 2023, the Planning Commission discussed amendments including Title 2 (Administration and Personnel), Chapter 2.60 (Design Review and Historic Preservation Commission); Title 18 (Signs and Display Advertising); and Title 19, Chapter 19.52 (Applications: Filing and Processing), Chapter 19.54 (Planning Permit Approval or Disapproval), Chapter 19.88 (Public Hearings) to streamline the Design Review process. Staff presented a draft ordinance to the Planning Commission on February 16, 2023 and received direction regarding permitting of potentially historic structures and procedures for historic resource evaluation consultants to ensure they are prepared by an independent third party; and
WHEREAS, on March 16, 2023 the Planning Commission reviewed a revised ordinance and unanimously recommended that the ordinance be forwarded to the City Council for introduction; and WHEREAS, the City Council found this Action to be Exempt from the California Environmental Quality Act (Pub. Resources Code, § 21000 et seq.) (“CEQA”) and the State CEQA Guidelines (Cal. Code Regs., tit. 14, § 15000 et seq.), pursuant to CEQA Guidelines section 15282(h) and 15061(b) (3) prior to taking action; and
WHEREAS, on May 3, 2023, the City Council considered amendments to the Sonoma Municipal Code, consistent with the applicable policies of the Sonoma General Plan; and Agenda Item #8.1:

2 WHEREAS, the proposed amendments to the Sonoma Municipal Code are consistent with State Law.

THE CITY COUNCIL OF THE CITY OF SONOMA DOES ORDAIN AS FOLLOWS:

SECTION 1. MUNICIPAL CODE AMENDMENTS
The Sonoma Municipal Code is hereby amended as follows:

A. Title 2, Chapter 2.60.030 (Duties and responsibilities) is amended as follows:

2.60.030 Duties and responsibilities.

The design review and historic preservation commission shall have the following responsibilities:

A. Exercise the authority set forth in this chapter and as otherwise provided in the municipal code.

B. Recommend to the city council policies and programs in support of historic preservation including but not limited to goals and policies for the general plan and other regulatory plans as well as programs for historic preservation incentives.

C. Review and make recommendation to the State Office of Historic Preservation regarding nominations of property located within the city to the National Register of Historic Places.

D. Perform the duties pursuant to the certified local government provisions of the National Historic Preservation Act of 1966. This shall include undertaking review and comment upon those projects on which the city as a certified local government has an obligation or opportunity to provide review and comment under the National Historic Preservation Act including but not limited to private and public projects undertaken within the Sonoma Plaza National Landmark District, in accordance with the applicable provisions of the municipal code.

E. Administer the nomination, designation, and registry of local historic resources and districts as set forth in SMC 19.42.020.

F. Develop and administer historic preservation plans, historic resource inventories, context statements, design guidelines and other information, plans and procedures related to historic preservation.

Agenda Item #8.1:

3 G. Implement the applicable provisions of the California Environmental Quality Act pertaining to historic and cultural resources, consistent with its authority under the provisions of Chapter 19.54 SMC.

H. Conduct the review of applications for the demolition or relocation of buildings and structures within the historic overlay zone and of potentially historic buildings and structures located outside of the historic overlay zone, in accordance with SMC 19.54.090 (Demolition permit).

I. Conduct architectural review, in accordance with SMC 19.54.080 (Site design and architectural review).

J. Conduct sign review in accordance with the provisions of SMC Title 18.

K. Conduct landscaping review in accordance with the provisions of Chapter 14.32 SMC.

K L. Consult with, advise, and report to the city council on a regular basis in connection with the exercise of the commission’s duties and functions.

The above-listed duties and functions shall be performed in compliance with SMC 19.52.020 (Authority for land use and zoning decisions), Table 5-1 (Review Authority for Planning Permits), and the California Environmental Quality Act (CEQA), as applicable. (Ord. 06-2013 §§ 1 (Exh. A), 3, 2013; amended during June 2011 supplement; Ord. 96-2 § 1, 1996).

B. Title 14, Section 14.32.040 (Landscape design plan) shall be amended as follows:

14.32.040 Landscape design plan.

A. The landscape design plan, at a minimum, shall:

1. Delineate and label each hydrozone by number, letter, or other method;

2. Identify each hydrozone as very low, low, moderate, high water, or mixed water use;

3. Identify new and existing trees, shrubs, groundcovers, turf, and any other planting areas;
Agenda Item #8.1:

4 4. Identify plants by botanical name and common name;

5. Identify plant sizes and quantities;

6. Identify recreational areas;

7. Identify areas permanently and solely dedicated to edible plants;

8. Identify areas irrigated with recycled water;

9. Identify type of mulch and application depth;

10. Identify soil amendments, type, and quantity;

11. Identify type and surface area of pools, fountains and water features;

12. Identify property lines, new and existing building footprints, streets, driveways, sidewalks and other hardscape features (pervious and nonpervious);

13. Identify location, installation details, and size of any stormwater best management practices, including rainwater harvesting or catchment technologies that will provide stormwater retention, infiltration, and/or treatment. Project applicants shall refer to the city or North Coast Regional Water Quality Control Board for information and approval requirements;

14. Identify any applicable graywater discharge piping, system components and area(s) of distribution;

15. Contain the following statement: “I have complied with the criteria of the ordinance and applied them for the efficient use of water in the landscape design plan”; and

16. Bear the signature of a licensed landscape architect, licensed landscape contractor, or any other person authorized to design a landscape. (See Business and Professions Code
Sections 5500.1, 5615, 5641, 5641.1, 5641.2, 5641.3, 5641.4, 5641.5, 5641.6, 6701, 7027.5, 16 CCR Section 832.27, and Food and Agriculture Code Section 6721.) B. For each landscape project subject to this chapter applicants shall submit a landscape design plan in accordance with the following:

Agenda Item #8.1:

5 1. Amendments, Mulching and Soil Conditioning.
a. Prior to the planting of any materials, compacted soils shall be transformed to a friable condition. On engineered slopes, only amended planting holes need meet this requirement.
b. Soil amendments shall be incorporated according to recommendations of the soil report and what is appropriate for the plants selected. c. Incorporate compost at a rate of a minimum of four cubic yards per 1,000 square feet of permeable area shall be incorporated to a depth of six inches into the soil. Soils with greater than six percent organic matter in the top six inches of soil are exempt from adding compost and tilling.
d. A minimum three-inch layer of mulch shall be applied on all exposed soil surfaces of planting areas except in turf areas, creeping or rooting groundcovers or direct seeding applications. To provide habitat for beneficial insects and other wildlife, up to five percent of the landscape area may be left without mulch.

Designated insect habitat must be included in the landscape design plan as such.

2. Plants.
a. Selected plants shall not cause the estimated water use to exceed the maximum applied water allowance (see calculation in maximum applied water allowance).
b. Plants with similar water use needs shall be grouped together in distinct hydrozones and where irrigation is required the distinct hydrozones shall be irrigated with separate valves.
c. Very low, low and moderate water use plants can be mixed, but the entire hydrozone will be classified as moderate water use for MAWA calculations. d. High water use plants shall not be mixed with very low, low or moderate water use plants.
e. All nonturf plants shall be selected, spaced and planted appropriately based upon their adaptability to the climatic and topographical conditions of the project site.

Agenda Item #8.1:

6 f. Turf shall not be planted in the following conditions:
i. Slopes exceeding 25 percent where the toe of the slope is adjacent to an impermeable hardscape and where 25 percent means one foot of vertical elevation change for every four feet of horizontal length (rise divided by run x 100 = slope percent).
ii. Front yard landscape of single-family residential subdivisions where backyard landscape is not developer installed.
g. Turf irrigation may be considered at the discretion of the city planner design review and historic preservation commission in the following conditions:
i. Slopes exceeding 10 percent;
ii. Planting areas eight feet wide or less;
iii. Street medians, traffic islands, planter strips or bulbouts of any size. h. Invasive plants as listed by the California Invasive Plant Council are prohibited.

3. Water Features.
a. Recirculating water systems shall be used for water features. b. Recycled water shall be used when available on site. c. Surface area of a water feature shall be included in the high water use hydrozone area of the water budget calculation. (Ord. 02-2017 § 1, 2017).

C. Title 14, Section 14.32.070 (Review requirements and procedures) shall be amended as follows

14.32.070 Review requirements and procedures.

Projects shall be subject to the following review requirements and procedures:

A. Landscape Design Review. Landscape design review shall be conducted prior to plan check.

1. Administration. Landscape design review of projects requiring a use permit, variance, or other entitlement requiring review by the planning commission Agenda Item #8.1:

7 shall be reviewed concurrently in compliance with SMC Section 19.52.030 (Concurrent permit processing) and shall be approved by the planning commission. shall be conducted by the design review and historic preservation commission, except as follows, in which case Landscape design review of all other projects shall be conducted by the city planner planning director or his/her designee. Review of the below project types shall be conducted by the city planner:
a. Rehabilitated landscape project for a single-family home. b. Rehabilitated landscape project for an existing multifamily development with a landscaped area less than or equal to 2,500 square feet. c. Rehabilitated or new landscape project for a single-family home (which includes entitled subdivisions) that are not part of a new subdivision, planned development, or within the historic overlay zone area, provided the following criteria are met:
i. No turf is planted; and
ii. Only medium and low water use plants are planted; and iii. No overhead irrigation sprinklers are installed. (Ord. 02-2017 § 1, 2017).

D. Section 19.52.050 (Application fees) is amended to read as follows:

19.52.050 Application fees.

The council shall, by resolution, establish a schedule of fees for permits, amendments, and other matters pertaining to this development code. The schedule of fees may be changed or modified only by resolution of the council. The city’s processing fees are cumulative, unless otherwise specified in the city fee resolution. Processing shall not commence on any application until all required fees have been paid. No new application shall be filed for a property until all outstanding fees, including late changes and penalties, have been paid for the subject property(Ord. 2003-02 § 3, 2003).

E. Section 19.52.060 (Initial application review) is amended to read as follows:

19.52.060 Initial application review.

Agenda Item #8.1:

8 All applications filed with the city planner in compliance with this development code shall be initially processed as follows:

A. Completeness Review. The city planner shall review all applications for completeness and accuracy before they are accepted as being complete.

1. Notification of Applicant. The applicant shall be informed, as required by the Government Code, either that the application is complete and has been accepted for processing, or that the application is incomplete and that additional information shall be provided. All additional information needed shall be specified in the letter providing notice of an incomplete application.

2. Appeal of Determination. Where the city planner has determined that an application is incomplete, and the applicant believes that the application is complete and/or that the information requested by the city planner is not required, the applicant may appeal the determination in compliance with Chapter 19.84 SMC, Appeals.

3. Environmental Information. The city planner may require the applicant to submit additional information needed for the environmental review of the project in compliance with SMC 19.52.070, Environmental assessment.

4. Expiration of Application. If the applicant does not provide sufficient information to complete an application within six months after the first filing with the city planner, the application shall be deemed withdrawn. A new application, including fees, plans, exhibits and other materials that are required to commence processing of any development project on the same property, must then be filed in compliance with this division before processing will begin. No new application shall be filed for a property until all outstanding fees, including late changes and penalties, have been paid for the subject property.

B. Referral of Application. At the discretion of the city planner, or where otherwise required by this development code, state or federal law, any application filed in compliance with this development code may be referred to any public agency that may be affected by or have an interest in the proposed land use activity.

Agenda Item #8.1:

9 Table 5-1
Review Authority for Planning Permits1
Role of Review Authority2
Type of Decision City
Planner
Planning
Commission
Design Review
and Historic
Preservation
Commission
City
Council
Administrative Approvals and Amendments
Development Agreements Recommend Recommend Decision
Interpretations Decision3 Appeal Appeal Appeal
General Plan Amendment4 Recommend Recommend Decision
Development Code
Amendment
Recommend Recommend Decision
Zoning Map Amendment Recommend Recommend Decision
Planning Permits and Development Approvals
Zoning Clearance Decision Appeal Appeal Appeal
Temporary Use Permits Decision Appeal Appeal
Use Permits Recommend Decision Appeal
Exceptions Recommend Decision Appeal
Variances Recommend Decision Appeal
Planned Development Permit Recommend Decision Appeal
Design Review – Major Site
Design and Architectural
Review
Recommend Decision Decision Appeal
Design Review - Minor Decision Appeal Appeal
Agenda Item #8.1:

10 Table 5-1
Review Authority for Planning Permits1
Role of Review Authority2
Type of Decision City
Planner
Planning
Commission
Design Review
and Historic
Preservation
Commission
City
Council
Demolition Permit Recommend Decision Appeal
Notes:

1. The review authority for subdivision-related approvals is set forth in Table 6-1 (Division VI, Subdivisions).

2. “Recommend” means that the review authority makes a recommendation to a higher decision-making body; “Decision” means that the review authority makes the final decision on the matter; “Appeal” means that the review authority may consider and decide upon appeals to the decision of an earlier decision-making body, in compliance with Chapter 19.84 SMC, Appeals.

3. The city planner may refer any matter subject to his/her decision to the planning commission, so that the commission may instead make the decision.

4. See Chapter 19.86 SMC, General Plan and Development Code/Zoning Map Amendments. (Ord. 06-2013 § 3, 2013; Ord. 2003-02 § 3, 2003).

F. Section 19.52.080 (Staff report and recommendations) is amended to read as follows:

19.52.080 Staff report and recommendations.

A. Staff Evaluation. City planner shall review all applications filed in compliance with this chapter to determine whether they comply and are consistent with the provisions of this development code, other applicable provisions of the municipal code, and the General Plan, and shall provide a recommendation to the reviewing commission and/or council (as applicable) on whether the application should be approved, approved subject to conditions, or disapproved.

Agenda Item #8.1:

11 B. Staff Report Preparation. A staff report shall be prepared by the city planner that describes their conclusions about the proposed land use and any development as to its compliance and consistency with the provisions of this development code, other applicable provisions of the municipal code, applicable specific plans, and the General Plan. The staff report shall include recommendations on the approval, approval with conditions, or disapproval of the application, based on the evaluation and consideration of information provided by an initial study or environmental impact report.

C. Report Distribution. Staff reports shall be furnished to applicants at the same time as they are provided to members of the commission and/or council prior to a hearing on the application. If no hearing is required, the staff report will be distributed to the applicant and interested parties only. (Ord. 2003-02 § 3, 2003).

G. Chapter 19.54.080 (Site Design and Architectural Review) is amended to read as follows:

19.54.080 Design review Site design and architectural review.

A. Purpose. This section establishes the review procedures necessary to ensure that all applicable development projects comply with the required standards, design guidelines and ordinances of the city; minimize potential adverse effects on surrounding properties and the environment; implement general plan policies regarding community design; and promote the general health, safety, welfare, and economy of the residents of the city. Therefore, it is the purpose of this section to:

1. Protect and enhance historic buildings and the city’s historic character;

2. Encourage the orderly and harmonious appearance of structures and property within the city along with associated facilities, landscaping, parking areas, and streets;

3. Recognize the interdependence of land values and aesthetics and provide a method by which the city may implement this interdependence; and

4. Ensure that new developments, including residential, institutional, commercial, and industrial developments, build on the city’s character and do not have an adverse aesthetic impact upon existing adjoining properties, the natural environment, or the city in general.

B. Applicability. Design review The review of project site planning and architectural design is an integral part of the development approval process. Therefore, each project Agenda Item #8.1:

12 that requires approval of a building permit, unless exempted as set forth below, shall require review and approval by the city planner, design review and historic preservation commission (DRHPC) or the planning commission and/or the design review and historic preservation commission (DRHPC), as applicable, prior to the issuance of a building permit or the commencement of any work on a new structure, or improvements to alter, enlarge, remodel, repair, or otherwise change the exterior of an existing structure.

1. Residential Development. Design review shall be required for new residential development, the alteration and enlargement of existing residential structures, and residential accessory structures, as set forth in the Table 5-2 below following table:

Table 5-2
Design Review Requirements for Residential Development
Design Review
Requirement
Development Type/Condition
Inside
Historic
Overlay
District
Outside
Overlay
District

1. Design Review Exemptions – Existing Residential Development Building and site maintenance, repainting, in-kind replacement of exterior materials
No No
Interior remodeling No No
Exterior alterations for which no building permit is required No No Exterior painting No No
Rehabilitated Landscaping less than 2,500 square feet requiring a building or landscape permit, plan check or design review
No No

2. New Residential Development
Agenda Item #8.1:

13 Design Review
Requirement
Development Type/Condition
Inside
Historic
Overlay
District
Outside
Overlay
District
Single-family residence and associated accessory structures Major No Single-family development, two to five units, and associated accessory structures Major No Single-family development, five or more units on adjacent parcels Major Major Duplex, and associated accessory structures Major No
Multifamily dwellings and associated accessory structures Major Major New Landscaping: New construction projects with an aggregate landscape area equal to or greater than 500 square feet requiring a building or landscape permit, plan check, or design review
Minor Minor

3. Existing Residential Development, Constructed over 45 years ago Alterations to the rear of existing structures not visible from the public right of way that increase floor area by less than 10% or 200 square feet (whichever is less)
No No
Alterations to the rear of existing structures not visible from the public right of way that increase floor area by more than the lesser of 10% or 200 square feet but less than 20% or 400 square feet (whichever is less) Major Major
Alterations to the rear of existing structures not visible from the public right of way that increase floor area by more than 20% or 400 square feet (whichever is less)
Major Major
Alterations to existing structures requiring a building permit that result in changes to a front or street-side building elevation
Major Major
Building relocation Major Major
Change in roof design (e.g., alterations in pitch and height) Major Major Window modification, including change of window material, configuration, or opening size or location
Major Major
Agenda Item #8.1:

14 Design Review
Requirement
Development Type/Condition
Inside
Historic
Overlay
District
Outside
Overlay
District
Repair or replacement of windows, siding, roofs, or other building material in kind
Major Major
Rehabilitated Landscaping: Rehabilitated landscape projects with an aggregate landscape area equal to or greater than 2,500 square feet requiring a building or landscape permit, plan check or design review
Minor Minor

4. Existing SFD/Duplexes, Constructed less than 45 years ago Additions No No
Exterior alterations (including change in roof design) No No Relocation No No
Detached residential accessory structures No No
Window replacement No No
Repair or replacement of windows, siding, roofs, or other building material in kind
No No
Rehabilitated Landscaping: Rehabilitated landscape projects with an aggregate landscape area equal to or greater than 2,500 square feet requiring a building or landscape permit, plan check or design review
Minor Minor

5. Existing Multifamily, Constructed less than 45 years ago Alterations or additions to existing structures that increase floor area by less than 20%
No No
Alterations or additions to existing structures that increase floor area by more than 20% or result in changes to a primary or street-side building elevation Major Minor
Change in roof design (e.g., alterations in pitch and height) Minor Minor Alterations to approved landscaping plan with an aggregate landscape area equal to or greater than 2,500 square feet requiring a building or landscape permit Major Major
Agenda Item #8.1:

15 Design Review
Requirement
Development Type/Condition
Inside
Historic
Overlay
District
Outside
Overlay
District
(private yard areas excepted)

2. Commercial and Mixed Use Development. Design review shall be required for new commercial and mixed use development (including public and quasi-public facilities) and the alteration and enlargement of existing structures, as set forth in Table 5-3:

Table 5-3
Design Review Requirements for Commercial and Mixed Use Development
Development Type/Condition Design
Review
Requirement
Maintenance and in-kind replacement of exterior materials No Accessory structures not in public view. No
Improvements and additions to provide access for persons with disabilities under the Americans with Disabilities Act (ADA)
No
Repair or replacement of windows, siding, roofs, or other building material, when same or similar materials are used
No
Improvements to existing parking facilities with 10 or fewer spaces Minor New construction and building additions over 400 square feet Major Repair or replacement of windows, siding, roofs, or other building material, when new materials or locations are proposed
Major
Exterior painting, except when the existing color scheme is substantially retained. Major Improvements to existing parking facilities with 10 or more parking spaces. Major Agenda Item #8.1:

16 Development Type/Condition Design
Review
Requirement
Lighting of parking areas Major
Landscaping for a new development or alterations to an approved landscape plan (excluding private yards).

Major
Agenda Item #8.1:

17 Design Review Requirements for Residential Development Design Review
Requirement
Development Type/Condition Inside
Historic
Zone
Outside
Historic
Zone

1. New Development
Single-family development, fewer than five units,
and associated accessory structures.

Yes No
Single-family development, five or more units. Yes Yes
Duplex, and associated accessory structures. Yes No
Triplex, PUD, or other multifamily, and associated
accessory structures.

Yes Yes

2. Existing Development
Maintenance, repainting, in-kind replacement of
exterior materials.

No No
Reroofing. No No
Interior remodeling. No No
Exterior alterations for which no building permit is
required.

No No

3. Existing Residential Development, Constructed Prior to 1945 Alterations to existing structures that increase
floor area by 10% or 200 square feet, whichever is
greater.

Yes No
Alterations to existing structures requiring a
building permit that result in substantive changes
to a primary or street-side building elevation.

Yes No
Other exterior alterations or additions for which a
building permit is required.

No No
Agenda Item #8.1:

18 Design Review Requirements for Residential Development Design Review
Requirement
Development Type/Condition Inside
Historic
Zone
Outside
Historic
Zone
Building relocation. Yes Yes
Change in roof design (e.g., alterations in pitch and
height).

Yes No

4. SFD/Duplexes, Constructed in 1945 or Later
Additions. No No
Exterior alterations (including change in roof
design).

No No
Relocation. No No

5. Multifamily, Constructed in 1945 or Later (Including Planned Unit Developments)
Alterations to existing structures that do not
increase floor area by more than 10% or result in
substantive changes to a primary or street-side
building elevation.

No No
Other exterior alterations or additions that require
a building permit.

Yes Yes
Change in roof design (e.g., alterations in pitch and
height).

Yes Yes

6. Other
Detached residential accessory structures
developed in conjunction with an existing primary
residence.

No No
Landscape modifications, existing single-family
residences and duplexes.

No No
Agenda Item #8.1:

19 Design Review Requirements for Residential Development Design Review
Requirement
Development Type/Condition Inside
Historic
Zone
Outside
Historic
Zone
Significant alterations to approved landscaping
plan, existing multifamily development/PUDs
(private yard areas excepted).

Yes Yes

2. Commercial and Mixed Use Development. Design review shall be required for new commercial and mixed use development (including public and quasipublic facilities) and the alteration and enlargement of existing structures, as set forth in the following table:

Design Review Requirements for Commercial Uses and Mixed Uses Development Type/Condition Design Review
Requirement
New construction and building additions. Yes
Maintenance and in-kind replacement of exterior materials. No Exterior building modifications for which a building permit is required.

Yes
Repainting, except when the existing color scheme is
substantially retained.

Yes
Improvements to existing parking facilities with 10 or less spaces.

No
Improvements to existing parking facilities with 10 or more parking spaces.

Yes
Lighting of parking areas. Yes
Landscaping for a new development or significant alteration to an approved landscape plan (excluding private yards).

Yes
Accessory structures not in public view. No
Agenda Item #8.1:

20 3. Demolitions. Demolitions shall be regulated as provided for under SMC 19.54.090 (Demolition permit).

4. Signs. Signs shall be regulated as provided for under SMC Title 18.

5. Use Permits. Notwithstanding the exemptions identified in subsections (B)(1) and (2) of this section, the planning commission may impose design review as a condition of use permit approval.

C. Authority. Tables 5-2 and 5-3 above identify when minor or major design review is required. Minor design review applications shall be reviewed and approved by the city planner unless referred to the planning commission. Major design review applications shall be approved by the DRHPC or planning commission.

D C. Application Requirements. An application for design review shall be prepared, filed, and processed Any person proposing to construct, alter, enlarge, remodel, or otherwise change a new or existing structure subject to site design and architectural review in compliance with this chapter shall make application for project review prior to the application for a building permit in compliance with SMC 19.52.040 (Application preparation and filing), prior to the application for a building permit.

1. The application shall provide a site plan, building elevation, narrative, and any other information, plans and maps prescribed by the planning and community services director.

2. Historic Resource Evaluation. A historic resource evaluation (HRE) prepared by a qualified architectural historian meeting the Secretary of the Interior’s Professional Qualifications Standards for Architectural History or Historic Architecture shall be submitted for all primary and detached accessory structures over 45 years old. The architectural historian shall be selected and retained by the city planner from a list of qualified members selected by the planning and community services director. Alternatively, at the discretion of the Planning and Community Services Director, an applicant submitted HRE prepared by a qualified architectural historian meeting the Secretary of the Interior’s Professional Qualifications Standards for Agenda Item #8.1:

21 Architectural History or Historic Architecture shall be peer reviewed by an architectural historian selected and retained by the city planner from a list of qualified members. All costs and fees for the services of the HRE shall be paid by the applicant and shall be paid in full at the time of the project application.

The HRE shall evaluate the potential significance of the existing structures and their eligibility for listing on the California Register. For those structures determined to be eligible for listing in the California Register, a report prepared by a qualified architectural historian meeting the Secretary of the Interior’s Professional Qualifications Standards for Architectural History or Historic Architecture shall also be provided which evaluates the proposed project according to the Secretary of the Interior’s Standards for the Treatment of Historic Properties. This report shall determine whether the proposed project would cause a significant impact to a historical resource and shall be prepared by architectural historian selected and retained by the city planner from a list of qualified members. All costs and fees for the services of the report shall be paid by the applicant.

3. It is the responsibility of the applicant to provide evidence in support of the findings required by subsection (H) of this section (Findings, Decision).

D. Review Responsibility. Certain types of projects are subject to review by both the planning commission and the design review and historic preservation commission, while other types of projects are subject to review by only one commission. The responsibilities of the two commissions with regard to site design and architectural review are as follows:

1. Nondiscretionary Projects. Projects subject to site design and architectural review, as set forth in subsection (B) of this section, but which are not otherwise subject to discretionary review by the planning commission (e.g., use permit review), shall be reviewed by the design review and historic preservation commission only.

2. Discretionary Projects. For projects subject to discretionary review by the planning commission, the planning commission shall be responsible for reviewing and acting upon the project site plan, building massing and Agenda Item #8.1:

22 elevation concepts to the extent it deems necessary. Subsequent review by the design review and historic preservation commission shall be limited to elevation details, colors and materials, landscaping (including fences and walls), lighting, site details (such as the placement of bike racks and trash enclosures), and any issues specifically referred to the DRHPC by the planning commission.

3. Single-Family Development of Five or More Units. For new single-family development of five or more units, except in conjunction with a planned development permit, the planning commission shall be responsible for reviewing and approving design guidelines to ensure an appropriate variety of unit types and styles. Design guidelines may include building heights and mix of stories, setbacks, architectural concepts, elevation details, building materials, and landscaping. The topics and level of detail required for the review of a particular project shall be as deemed appropriate by the planning commission. Review by the design review and historic preservation commission shall not be required, except as referred to the design review and historic preservation commission by the planning commission.

E. Review Procedures. Each application for design review site design and architectural review shall be reviewed by the city planner to ensure that the application is consistent with the purpose and intent of this section and with applicable requirements of this development code. The review authority shall hold a public meeting, and may approve, approve with conditions, or disapprove the application for design review site design and architectural review in compliance with this section.

F. Public Notice.

1. Public notice of administrative actions shall be provided as follows:
a. Planning Division website. Notice published on the planning division website at least 10 days before a decision is issued, with an additional publication of the final decision.
b. Mailing. Notice mailed or delivered at least 10 days before the issuance of an administrative decision to the following:

Agenda Item #8.1:

23 i. Affected Owners. All owners of real property as shown on the latest Sonoma County equalized assessment roll, within a radius of 500 feet of the exterior boundaries of the parcel that is the subject of the hearing; and any other person whose property might, in the judgment of the city planner, be affected by the proposed project; ii. Persons Requesting Notice. Any person who has filed a written request for notice with the city planner and has paid the required fee for the notice.

Notice and hearing requirements for such applications are as follows:

1. New Single-Family Residential Structures and Additions within the Historic Overlay Zone. The design review commission shall conduct a public hearing on any application involving a new single-family structure or an addition to a single-family structure within the historic overlay zone. Notice of the public hearing shall be provided, and the hearing shall be conducted in compliance with Chapter 19.88 SMC (Public Hearings).

2. All Other Applications for Site Design and Architectural Review. Notice shall be accomplished through the posting of the meeting agenda at least 72 hours in advance of the meeting date.

2. The design review and historic preservation commission shall conduct a public hearing on applications for a major design review permit. Notice of the public hearing shall be provided, and the hearing shall be conducted in compliance with Chapter 19.88 SMC, Public Hearings, and may approve, approve with conditions, or disapprove the design review permit in compliance with this section.

FG. Factors to Be Considered. In the course of design review site design and architectural review, the consideration of the review authority shall include the following factors:

1. The historical significance, if any, of the site or buildings or other features on the site;

2. Environmental features on or adjacent to the site;
Agenda Item #8.1:

24 3. The context of uses and architecture established by adjacent development;

4. The location, design, site plan configuration, and effect of the proposed development.

These factors shall be considered in relation to the development standards and design guidelines of this development code, other applicable ordinances of the city, and applicable general plan policies.

H. Findings, Decision. The review authority may approve, approve subject to conditions, or disapprove an application for design reviewsite design and architectural review. The review authority may approve an application, with or without conditions, only if it first makes the findings set forth below.

1. Basic Findings. In order to approve any application for design reviewsite design and architectural review, the review authority must make the following findings:
a. The project complies with applicable policies and regulations, as set forth in this development code (except for approved variances and exceptions), other city ordinances, and the general plan;
b. On balance, the project is consistent with the intent of applicable design standards set forth in this development code; and
c. The project responds appropriately to the context of adjacent development, as well as existing site conditions and environmental features.

2. Projects within the Historic Overlay District or a Local Historic District. In addition to the basic findings set forth in subsection (H)(1) of this section, the review authority must make the following additional findings for any project located within the historic overlay district:
a. The project will not impair the historic character of adjacent historic resourcesits surroundings;
b. The project complies with the Secretary of the Interior’s Standards for the Treatment of Historic Properties substantially preserves the qualities of any significant historic structures or other significant historic features on the site;
Agenda Item #8.1:

25 c. The project substantially complies with the applicable guidelines set forth in Chapter 19.42 SMC (Historic Preservation and Infill in the Historic Zone); and d. The project substantially complies with any applicable preservation plan or other guidelines or requirements pertaining to a local historic district as designated through SMC 19.42.020 and adopted by the City of Sonoma.

These findings shall not apply to demolitions associated with a project which have been approved under SMC 19.54.090 (Demolition permit).

3. Projects Involving Historically Significant Resources. In addition to the basic findings set forth in subsection (GH)(1) of this section, the review authority must make the following additional findings for any project on which site is located a resource that is listed or eligible for listing inon the CaliforniaState Register of Historical Resources or that has been designated as a local historic resource pursuant to SMC 19.42.020:
a. The project substantially preserves the qualities of any significant historic structures or other significant historic features on the site. b. The project substantially complies with the applicable guidelines set forth in Chapter 19.42 SMC (Historic Preservation and Infill in the Historic Zone). c. The project substantially complies with the applicable Secretary of the Interior Standards and Guidelines for the Treatment of Historic Properties.

These findings shall not apply to demolitions associated with a project which have been approved under SMC 19.54.090 (Demolition permit).

I. Post Approval Procedures. Post approval procedures shall comply with Chapter

19.56 (Permit Implementation, Time Limits, Extensions) and Chapter 19.84 (Appeals) after the decision on a design review application.

Expiration. If a building permit has not been applied for and issued within one year of site design and architectural review approval, the approval shall become void, unless an extension is approved in compliance with Chapter 19.56 SMC (Permit Implementation, Time Limits, Extensions). (Ord. 06-2013 §§ 2(B) (Exh.

C), 3, 2013; Ord. 07-2008 § 1, 2008; Ord. 07-2007 § 1 (Exh. A), 2007; Ord. 2003- 02 § 3, 2003).

Agenda Item #8.1:

26 H. Chapter 19.54.090 (Demolition permit) is amended to read as follows:

19.54.090 Demolition permit.

A. Purpose. Sonoma has a significant heritage of historic buildings, as exemplified by the designation of the Sonoma Plaza as a National Historic Landmark. These buildings provide a tangible link to the city’s past, foster civic pride and a sense of community, and constitute an important aesthetic, cultural, and economic resource. In order to preserve this heritage while respecting the rights of the property owners, this chapter establishes provisions for the review of demolitions, including a requirement for demolition permits.

B. Applicability. For any proposed demolition, a demolition permit shall be obtained prior to the issuance of a building permit, unless the demolition is exempted by subsection (C) of this section. Applications for a demolition permit shall be subject to the review and approval by the design review and historic preservation commission (DRHPC).

C. Exemptions. The following categories of demolition shall be exempt from DRHPC review:

1. Structures that are less than 45 50 years of age and that are not identified on the City of Sonoma Inventory of Historic Sites and Structuresin the inventory of historic structures prepared by the League for Historic Preservation;

2. Detached accessory structures less than 45 years of age that are not identified on the City of Sonoma Inventory of Historic Sites and Structures in the inventory of historic structures prepared by the League for Historic Preservation;

3. Structures that the building official has determined present a clear and immediate threat to public safety.

D. Timing. When an application for demolition is associated with a development proposal that requires a discretionary permit from the planning commission, the review of the demolition application shall be completed concurrent with prior to commencing review of any other application for a discretionary permit.

E. Application Requirements and Procedures. Any person seeking approval of a nonexempt demolition in compliance with this chapter shall make application for a demolition permit prior to an application for a building permit, in compliance with SMC 19.52.040, Application Agenda Item #8.1:

27 preparation and filing. It is the responsibility of the applicant to provide evidence in support of the findings required by subsection (G) of this section, Findings, Decision.

1. Commencement of Review. The review of an application for a demolition permit shall not be initiated until the planning division receives a complete application, including all required documentation as specified in the application form and any additional information required by the city planner in order to conduct a thorough review of the proposed demolition, including, if applicable, a historic resource evaluation (HRE) prepared by a qualified architectural historian meeting the Secretary of the Interior’s Professional Qualifications Standards for Architectural History or Historic Architecture. An HRE shall be submitted for all primary and detached accessory structures over 45 years old. The HRE shall evaluate the potential significance of the existing structures and their eligibility for listing on the California Register. The architectural historian shall be selected and retained by the city planner from a list of qualified members selected by the planning and community services director.

Alternatively, at the discretion of the Planning and Community Services Director, an applicant submitted HRE prepared by a qualified architectural historian meeting the Secretary of the Interior’s Professional Qualifications Standards for Architectural History or Historic Architecture may be peer reviewed by an architectural historian selected and retained by the city planner from a list of qualified members. All costs and fees for the services of the HRE shall be paid by the applicant and shall be paid in full at the time of the project application.

2. Notice and Hearing. The design review and historic preservation commission shall conduct a public hearing on an application for a demolition permit. Notice of the public hearing shall be provided, and the hearing shall be conducted in compliance with Chapter 19.88 SMC, Public Hearings, and may approve, approve with conditions, or disapprove the demolition permit in compliance with this section.

3. Factors to Be Considered. In the course of demolition permit review, the consideration of the design review and historic preservation commission shall include the following factors:
a. The relative historical significance, if any, of the structure proposed for demolition;
Agenda Item #8.1:

28 b. The contribution, if any, the structure makes to a historic context; c. The cost of preserving or rehabilitating the structure; d. The potential for adaptive re-use; and
e. The potential for relocating the structure.

4. Cooling-Off Period. Prior to taking final action on an application for a demolition permit, the design review and historic preservation commission may impose a cooling-off period of up to six months in order to allow an opportunity to investigate alternatives to demolition.

F. Determination of Significance. For purposes of requiring an application for a demolition permit, it shall be presumed that a structure possesses historic significance if said structure is over 45 years old and/or identified on the City of Sonoma Inventory of Historic Sites and Structures or found during previous or current evaluation to be eligible for listing in the California Register in the inventory of historic structures prepared by the Sonoma League for Historic Preservation. However, in its review of an application for a demolition permit, the design review and historic preservation commission may determine that a listed structure is not historically significant if, based on evidence in the record, it finds that:

1. The listing in the inventory or finding or eligibility is based on erroneous or incomplete information; or

2. The property no longer meets the eligibility criteria for listing due to loss of integrity. The structure does not meet the criteria for historic significance as defined by the State Office of Historic Preservation.

G. Findings, Decision. Following the public hearing, the design review and historic preservation commission may approve or approve with conditions or disapprove a demolition permit application. In order to approve an application for a demolition permit, the design review and historic preservation commission must find that:

1. The structure is not historically significant, based upon the criteria established by the State Office of Historic Preservation; or
Agenda Item #8.1:

29 2. The structure does not represent a unique and irreplaceable historic or architectural resource;

3. The community benefit of preserving the structure is outweighed by the cost of preservation and rehabilitation;

4. The adaptive re-use of the structure is infeasible or inappropriate, due to economic considerations, structural conditions or land use incompatibility; and

5. The relocation of the structure is infeasible due to cost, structural conditions or lack of an interested taker.

H. Review of Replacement Structures. Notwithstanding the limitations on the architectural design review set forth in SMC 19.54.080(B), the DRHPC may require, as a condition of approval for a demolition permit issued within the historic overlay district zone, that any replacement structures, including single-family residences, be subject to design review in order to assure that the new construction is compatible with the historic context of the site.

I. Post Approval Procedures. Post approval procedures shall comply with Chapter

19.56 (Permit Implementation, Time Limits, Extensions) and Chapter 19.84 (Appeals) after the decision on a design review application. Expiration. If a building permit has not been applied for and issued within two year of demolition permit approval, the approval shall become void, unless an extension is approved in compliance with Chapter 19.56 SMC, Permit Implementation, Time Limits, Extensions. (Ord. 06-2013 § 3, 2013; Ord. 07-2007 § 1 (Exh. A), 2007; Ord. 2003- 02 § 3, 2003).

SECTION 2. CEQA
This Ordinance has been assessed in accordance with the authority and criteria contained in the California Environmental Quality Act (CEQA), the State CEQA Guidelines, and the environmental regulations of the city. City Planning Staff has determined that the adoption and implementation of the Ordinance is exempt from further environmental review under the general rule in California Environmental Quality Act (CEQA) Guidelines Sections 15061(b)(3) that CEQA only applies to projects that have the potential for causing a significant effect on the environment. As a series of text amendments and additions without any physical project being approved, it can be seen with certainty that there is no possibility that the ordinance will have a significant effect on the environment. Each future land use proposal will be independently reviewed for adherence to specific criteria and the requirements of CEQA. The proposed ordinances are therefore exempt from the provisions of CEQA because it does not involve a Agenda Item #8.1:

30 commitment to any specific project that may result in a potentially significant physical impact on the environment. The City Council concurs in these findings and adopts them as its own. The City Council, therefore, directs that a Notice of Exemption be filed with the County Clerk of the County of Sonoma in accordance with CEQA Guidelines.

SECTION 3. Severability.

If any section, subsection, subdivision, sentence, clause, phrase, or portion of this Ordinance for any reason is held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have adopted this Ordinance, and each section, subsection, subdivision, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more sections, subsections, subdivisions, sentences, clauses, phrases, or portions thereof be declared invalid or unconstitutional.

SECTION 4. Effective Date.

This ordinance shall take effect thirty (30) days after passage thereof.

SECTION 5. Publication.

This ordinance shall be published in accordance with the provisions of Government Code Section 36933(c)(1).

SECTION 6. This Ordinance Prevails Where There is Conflict.

To the extent that this Ordinance conflicts with any other provision in the Sonoma Municipal Code or city ordinance (urgency or otherwise), policy or regulation, this Ordinance will control. * * * * * *
PASSED AND ADOPTED, at a Regular Meeting of the City Council of the City of Sonoma on this 3rd day of May 2023 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:
__________________________
Sandra Lowe, Mayor
ATTEST:

Agenda Item #8.1:

31 _________________________
Rebekah Barr, MMC, City Clerk
Agenda Item #8.1:

City of Sonoma
Agenda Item Summary
Meeting: City Council - 03 May 2023
Department
Administration
Staff Contact
Mark Linder, Interim City Manager
Agenda Item Title
Receive and Discuss the City Council 5-Month Priorities Status Report From the Interim City Manager
Summary
On January 31, 2023, City Council held a Goal Setting Session to set its collective 5-Year priorities,1-Year priorities and immediate priorities for the 5-Month period from February 1 to June 30, 2023. The status report being presented reflects the City Council's immediate priority items for the 5-Month period from February 1-June 30, 2023.

SUMMARY
As part of its Goal Setting Session on January 31, 2023, the Mayor and members of City Council directed staff prioritization of the following fourteen (14) items:
• Hiring and Onboarding of New City Manager
• 200th Anniversary of Sonoma' Mission
• Pedestrian Safety Improvements
• Casa Grande Parking Lot
• Ting Pavilion at Depot Park
• Rotating Art Exhibit for City Council Chambers
• Internal Organizational Assessment
• Community Partner Grantee Contract Review
• Feasibility of Free WiFi on the Plaza
• General Plan and Housing Element Review
• Upgrade Plaza Restrooms
• Poll to Determine Resident Support for Potential Local Revenue Initiatives • Homeless Services
• Consideration of Process for Development of Additional Cannabis Dispensary The attached report provides an outline of the current status of each priority item. Of the fourteen (14) Council priority items, seven (7) are complete or nearing completion prior to June 30. Additionally, four (4) items are proposed and funded, pending approvals by outside authorities. Three (3) of the items have some unique challenges that are described in the attached report.

City Council has the opportunity to ask questions or provide comments regarding the report.

Recommended Council Action
Receive report; no action required.

Alternative Actions
Agenda Item #9.1:

Financial Impact
Environmental Review Status
Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Attachments
Council 5-Month Priority Goals Status Report
Alignment with Council Goals:

Compliance with Climate Action 2020 Target Goals:

CC:
n/a
Agenda Item #9.1:

TO: MAYOR AND CITY COUNCIL
FROM: MARK LINDER, INTERIM CITY MANAGER
RE: STATUS REPORT - PRIORITY GOALS FOR FEBRUARY 1 - JUNE 30, 2023 - HIRING AND ONBOARDING OF CITY MANAGER
(Mark Linder, Interim City Manager/WBCP/City Council)
The Council, Interim City Manager and WBCP have completed a successful recruitment and hiring of a new City Manager. The Mayor will introduce David Guhin as Sonoma’s City Manager at the May 3rd Council Meeting. The City will host a Community Reception for Mr. Guhin at the Maysonnave Garden on May 10th from 5-6:30 in partnership with the Sonoma Valley Chamber of Commerce. The Interim City Manager will continue to be available as needed to onboard Mr. Guhin through May 19, 2023. - 200TH ANNIVERSARY OF SONOMA MISSION – JULY 4
(Jenny Yankovich, Assistant to City Manager/Sarah Tracy, Public Information Officer/State Parks/Fire Dept)
City staff has reached out to California State Parks, Sonoma Valley Historical Society, Sonoma Valley Chamber, and other community organizations regarding potential events/programming they are pursuing in acknowledgement of the mission’s 200th anniversary.

Staff has requested that the organizations submit confirmed programming for inclusion on the City Calendar of Events and will continue to update the Council.

There is a proposed California Mission Foundation program scheduled on October 21st and, though there is no mention of the anniversary in the proposal, it does include a tour of the mission along with the plaza, Vallejo’s Home, Depot Park Museum, Casa Grande, Toscano Hotel, Barrack’s, Bartholomew Park Winery and Blue Wing Inn.

Again, staff will provide updates as received.
- PEDESTRIAN SAFETY IMPROVEMENTS - 5th St West/Broadway Crossings & West Napa St Sidewalks (Mike Berger, Public Works Director/CALTRANS- Mayor Lowe) Public Works initiated drilling on Broadway for the installation of the pedestrian crossing lights and ran into a couple of issues that will delay the project. One of the issues was the need for the water level to subside and the other was the placement of a Comcast conduit in the drill path. Staff has coordinated with the utility to schedule its crew to relocate the conduit. Once this relation is complete, the city will commence installation. All improvements along the Broadway and West Napa Street corridors are under the authority of Caltrans, requiring staff to obtain approvals. The Public Works Director and the Mayor are working to move the projects forward. - CASA GRANDE PARKING LOT – Determination of City Action Items (Laura Simpson Interim Planning & Community Services Director/Mike Berger, Public Works Director)
Staff submitted a proposal to the State outlining Capital Improvement Project items the city would complete in exchange for continued use of the Casa Grande Parking lot for free public parking.

Agenda Item #9.1:

including resurfacing and restriping of the lot and provision of electric vehicle charging stations and solar panels.

The State denied the City’s CIP proposal and cited a projected annual revenue potential of $350,000 if the lot were converted to paid parking. Staff has submitted a follow-up inquiry with the State to determine the feasibility for the City to enter into a lease agreement with the State for the lot to remain free public parking and the State has informed staff that they will be considering the City’s request by the end of the month.
- TING PAVILLION AT DEPOT PARK
(Wayne Wirick, Development Services Director/Sonoma Sister Cities) Currently this project is not active due to the expiration of permits and lack of funding for construction and maintenance. The Mayor signed a appeal letter that was distributed by Sonoma Sister Cities for project funding. Staff will continue to support discussions/strategies to move this project forward.
- ROTATING ART EXHIBIT FOR COUNCIL CHAMBERS
(Rebekah Barr, City Clerk/City Attorney/CFAC)
City staff worked with the City Attorney and Risk Managers to provide temporary loan agreements for artists to allow the City to provide a rotating art exhibit at the Council Chambers. The CFAC and staff have completed two installations and a third is underway. - COMPLETE ORGANIZATIONAL ASSESSMENT- Staff Succession and Retention Plan (Mark Linder, Interim City Manager)
The Interim City Manager organized a working group of Department Directors and Human Resource staff to conduct an analysis of current staffing and task assignments, projected staff attrition, levels of service, and inform the organizational assessment. This analysis is based on the goals of increasing customer service levels, streamlining government processes, and promoting interdepartmental coordination. A summary of the findings of the Organizational Assessment will be presented to City Council in mid-May.
- CITY COMMUNITY PARTNER GRANTEE CONTRACT REVIEW – Financial Reports and Scope of Work Fulfillment
(Lisa Janson, Senior Management Analyst)
Starting at its first meeting in March, City Council has received reports from 9 of 15 Community Partner Organizations as defined in the City’s policy. The Community Partner reports serve as the first phase of contract review prior to the City Council FY2023-24 Budget Sessions. Since each of the Community Partner Organizations have different contract terms and conditions, staff will conduct more formal contract review and report to Council prior to future contract funding and/or lease agreement extensions of City owned property/facilities. - FEASIBILITY OF FREE WI-FI ON THE PLAZA
(Mark Linder, Interim City Manager/Wayne Wirick, Development Services Director/ SV Chamber)
Staff is partnering with the Sonoma Valley Chamber of Commerce to determine the demand for and feasibility of this project. The City of West Hollywood has recently provided free wi-fi in its downtown, however the access for outdoor use only. Staff will continue to work with its economic development partners to update Council on options available to offer this service.

Agenda Item #9.1:

- GENERAL PLAN AND HOUSING ELEMENT REVIEW – ID locations for increased densities/ affordable housing
(Laura Simpson, Interim Planning & Community Services Director) The City Council approved the City’s Housing Element by the January 31, 2023, deadline and received the State’s approval of the document on April 13th. Staff proposed a Housing In-lieu Fee structure for review by an Ad-hoc committee prior to recommendation to City Council for consideration.

Staff prepared a Request for Proposals for professional services to guide the public process and provide the technical expertise for the City to complete its required General Plan update to the State.

Staff received four responses to the RFP and after review, conducted panel interviews with three firms. The interview panel unanimously selected a firm to recommend to the City Council for contract approval in March. The City Council elected to postpone its decision to 17th, to allow time for further research regarding the City’s legal obligation and regulatory requirements, due to the significant cost associated with the project.
- UPGRADE PLAZA BATHROOMS – Improve aesthetics, amenities and ensure fully functional.

Mike Berger, Public Works Director)
Staff specified and procured new mirrors and replacement chromed brass drain plumbing for each vanity, changing tables, and high-gloss epoxy sealant for the concrete flooring for the Plaza Restrooms. Public Works staff has completed installation of the mirrors, application of new paint and flooring material, installation of door hooks on the interior of stall doors, and replacement plumbing in the Women’s Restroom. The Mens’ Plaza Restroom upgrades are currently underway. - POLL TO DETERMINE RESIDENT SUPPORT FOR REVENUE INITIATIVES – Vacancy/Transfer tax, TOT increase tax
(Mark Linder Interim City Manager/Jenny Yankovich, Assistant to City Manager) The incoming City Manager will work with Mayor Lowe regarding the timing and scope of this proposed polling to assess voter support for introducing and/or increasing local tax measures to enhance and diversify City revenues. Sonoma Valley Fire District Chief, Steve Akre will continue to keep the City Council apprised of the efforts by Sonoma County Fire Districts to place a Sales Tax Measure on the March 2024 ballot.
- HOMELESS SERVICES – Leverage funding and collaborate with County and private partners – Shared Services Model
(Lisa Janson, Senior Management Analyst / Supervisor Gorin) City staff continue to provide leadership for coordinating with Valley and County providers for Homeless Prevention Services. City Council provided funding for the hiring of a “By-Name List Coordinator” to support case work to connect unhoused individuals identified in Sonoma Valley with resources to get them onto a path for permanent housing. Additionally, the City submitted a grant application for Measure O funding through the County of Sonoma Health and Human Services Department and was awarded $134,000 on April 16, 2023. Measure O funds are allocated to provide a partial match for the “By Name List Coordinator” of $14,000 FY2022/23, $60,000 FY2023/24 and $60,000 2024/25. City staff also granted an extension of the Temporary Use Permit to Homeless Action Sonoma (HAS) and created an interdepartmental team including Police and Fire Department staff to ensure compliant operation of the Emergency Warming & Navigation Center at 867 West Napa Street that was in operation through April 15th. The City continues to work with the County and Agenda Item #9.1:

Community Partners, including SOS and HAS, to provide day services and temporary shelter for Sonoma Valley’s unhoused population.
-INITIATE PROCESS FOR DEVELOPMENT OF ADDITIONAL CANNABIS DISPENSARY (Laura Simpson, Interim Planning & Community Development Director/ City Attorney) A Public Hearing to discuss consideration of the development of an additional cannabis dispensary inside city limits was held as part of the April 19th City Council Meeting Agenda. The City Council took no action at this time citing that they were not in favor of considering the development of a second cannabis dispensary at this time citing that they would like to have an opportunity to evaluate the impact of the two currently permitted dispensary development projects in Sonoma Valley that have not yet opened.

Agenda Item #9.1:

City of Sonoma
Agenda Item Summary
Meeting: City Council - 03 May 2023
Department
Administration
Staff Contact
Mark Linder, Interim City Manager, Rebekah
Barr, MMC, City Clerk
Agenda Item Title
Discussion, Consideration, and Possible Action to Make an Appointment to the City of Sonoma Traffic Safety Committee
Summary
The City Council makes appointments to the City Commissions and Committees using the process outlined in the Commission and Committee Appointment Policy. Per that policy, the terms of those members who are directly appointed follow the council member that appointed them.

At the April 3, 2023, Council Meeting appointments were made to the Traffic Safety Committee.

Because Council Member Farrar-Rivas was absent, her appointment was not completed.

Below is the appointment that up for consideration, along with the applications received for that positions.

Traffic Safety Committee
Per the City's Municipal Code, the Traffic Safety Committee shall consist of five voting members, four of whom shall be residents of the city. The other voting member may be a resident of Sonoma Valley (as defined by the Council Commission and Committee Appointment Policy).

Five members will be directly appointed by Council Members. One non-voting Youth Member, and one Alternate Member will be appointed by the Council as a whole. The Alternate Member must be a resident of the city.

Appointments for Consideration: Directly Appointed member of Council Member Farrar-Rivas.

Applications for Consideration: Three applications were received, however, one individual has removed their name from consideration.

Both of the applicants below are City residents.

Peter Coster
Shelby Wirick
Recommended Council Action
Staff recommends that Council Member Farrar-Rivas make her appointment to the City's Traffic Safety Committee.

Agenda Item #9.2:

Alternative Actions
Council discretion.

Financial Impact
N/A
Environmental Review Status
Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Attachments
Commission Application - Peter Coster
Commission Application - Shelby Wirick
Alignment with Council Goals:

Not Applicable
Compliance with Climate Action 2020 Target Goals:

N/A
CC:
n/a
Agenda Item #9.2:

THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION CA-23-5
NAME:

ADDRESS:

PHONE:

ALTERNATIVE PHONE:

EMAIL ADDRESS:

ARE YOU APPLYING FOR A
YOUTH POSITION?
City of Sonoma

COMMISSION APPLICATION
Received Date: January 3, 2023
Application Type: traffic safety
Other Interest: parks and recreation
peter coster
No
EDUCATIONAL BACKGROUND: (High School, College, Professional, Vocational, or other Schools Attended. Please include Major or Field of Study, Dates attended, Degree and date of Degree) BA. MA. MDiv. PhD. Psychology and Religion
GENERAL QUESTIONS:

What is your understanding of the role and responsibility of this Commission? to provide support and encouragement as well as input addressing the issues of traffic and pedestrian safety in the city of Sonoma.

What would be your goal(s) as a Commissioner?
I am very concerned about the lack of pedestrian crossing signs on Broadway and consider this to be a priority.

What do you feel you could contribute to see these goals realized? Have been researching this issue in other communities and have ideas about implementation Is there anything else you would like us to consider when reviewing your application? Have reached out to the Mayor about this specifc issue and was encouraged to apply for this position.

I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☐ I AGREE
peter coster January 3, 2023
Agenda Item #9.2:

THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION Agenda Item #9.2:

Vita
Peter H. Coster
Founder and Director (2005-Present)
Center for Psychotherapy, Spirituality & Creativity, CA. 501(c)3 non-profit corporation with a mission to provide affordable mental health services to the community, educate and train marriage and family registered interns, provide continuing education in the form of classes, workshops and seminars.

Responsible for the administration of the center, clinieal supervision and training.

Adjunct Faculty/Clinical Supervisor (1998-2014)
John F. Kennedy University Center for Holistic Counseling, Oakland, CA.

Clinical supervisor for graduate level trainees in psychology, trans personal and somatic progrirms. Lndividual and group supervision, in-service training, consultation with Center staffand clinical supervision training.

Adjunct Faculty/Ilew College Berkeley/The Graduate Theological Union (2007-20f0 Develop and teach graduate level accredited course in Para-Professional.

Counseling I and II.

SeminarAilorkshop/Retreat Facilitator (1 997-Present)
San Damiano Retreat Center, Danville, CA.

Conduct workshops and continuing education seminars for licensed professionals. Lead week-end retreat on topic related to spirituality and addiction recovery Utilizing small and large group process and didactic presentations Co-Founder and Co-Directo r (1987 -1992)
The Center forAddiction and Spirituality, Berkeley, CA.

Outpatient treatment for a variety of compulsive and addictive disorders. Focus on Stage II recovery with individuals and groups. Conduct classes, workshops and seminars.

Counselor/Psychotherapist (1 987)
Family Service Center, Alameda Naval Air Station, Alameda, CA.

Provided short-term individual, marriage, and family therapy and crisis Intervention for Navy personnel. Case management, statistical reports and case consultation. Taught classes on stress management and led groups on spousal abuse.

Pastoral Counselor/Campus Minister (1987-1999)
St. Mary's College, Orinda" CA
Developed and implemented student leadership programs with an emphasis on supervision, counseling and spiritual direction. Coordinated campus-wide student retreat programs, weekly liturgies, and social justice issues. Worked closely with the counseling center faculty and staff. Prepared and monitored budget.

Agenda Item #9.2:

Vita
Peter H. Coster
Psyqhoanalvtic Psychotherapist- (1989-2021)
Maintained a full time private psychotherapy practice servicing adults and couples with issues relating to: Addiction recovery PTSD, Shame and attachment dis-orders, Mid life transition, Existential, Spiritual and Religious issues.

Education
PhD Psychology and Religion (2005)
Ecole Superieure Robert De Sorbon, France.

Post-Master's Certifi cation, Clinical Psychology ( 1 984) John F. Kennedy University, Orinda, CA.

Master's ofArts Degree, Pastoral Psychology and Counseling (1983) Pacific School of Religion, Berkeley, CA.

Master's of Divinity Degree (1982)
Pacific School of Religion, Berkeley CA.

Bachelor of General Studies (1978)
Ohio Universiry, Athens, Ohio
Licensure and Certifications
Marriage and Family Therapist, License (1989)
Board of Behavioral Science Examiners" CA.

Certified Clinical Supervisor (200 1 )
The CalifomiaAssociation of /Marriage and Family Therapy Ordination to Ministry (2005)
Trinity Christian Mini stries
Post Graduate Training
The Solano Center, Albany, CA. (1987-1900)
Continuing Education in Psychoanalytic Psychotherapy
The C. G. Jung Institute of San Francisco (1902-04)
The Institute of Contemporary Psychoanalysis, CA. (2005) The Psychotherapy Institute, Berkeley, CA (2006-2008)
The Ridhwan School for Spiritual Development (1985-1995) The Enneagram Institute, NY (2000-2002)
Agenda Item #9.2:

Vita
Peter H. Coster
Professional Affiliations
CaliforniaAssociation of Marriage and Family Therapists Clinical member since 1990
Community Institute for Psychotherapy, San Raphael, CA
The American Psycholo gical Association, 20 02 -Division 3 9 The Association for the Advancement of Psychoanalysis, 2004 The Association for Spirituality and Psychotherapy,2A}4 AmericanAcademy of Experts in Traumatic Stress, 2006
Agenda Item #9.2:

THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma

COMMISSION APPLICATION
Received Date: April 26, 2023
Application Type: Traffic Safety Committee
Other Interest: Parks & Recreation
CA­23­22
NAME: Shelby Wirick
ADDRESS: Sonoma, CA, 95476
PHONE:

EMAIL ADDRESS:

ARE YOU APPLYING FOR A
YOUTH POSITION?
No
EDUCATIONAL BACKGROUND: BS in Business Administration­ Sonoma State University, 2007­2011 BA in Spanish­ Sonoma State University, 2007­2011
OTHER RELEVANT EXPERIENCE: ­Current profession: Financial Advisor at Sonoma Wealth Advisors ­Spouse was former commissioner on Traffic Safety and had a lot of visibility to local projects, community concerns, and attended meetings. ­Familiar with the Circulation Element and the City's General Plan COMMUNITY INVOLVEMENT: Impact100, MS Society, The Father's House­ Napa Campus (serves in various roles within the church).

GENERAL QUESTIONS:

Have you ever attended a meeting of the Commission to which you are applying? If so, how many? Yes, too many to count!
What is your understanding of the role and responsibility of this Commission? As a longtime Sonoma resident, an active and engaged citizen, millennial, mother of young children, and member of a centennial Sonoma family, I have a unique perspective as to the evolution of our City. As demographic trends fluctuate, what remains constant is the need for thoughtful and thorough analyses of the systems, features, and policies that protect both pedestrian traffic and the motoring public. Balancing the interests of both locals and visitors, I intend to carefully weigh and apply relevant changes to existing systems to assist in creating a safer and more efficient circulation environment.

What would be your goal(s) as a Commissioner?
As a mother of two young children, I have seen one too many tragic situations at cross walks and busy streets.

My main goal would be to address some of these concerning areas and work with all stakeholders to find resolutions.

What do you feel you could contribute to see these goals realized? Although I have never served on a commission, I have extensive experience in Executive Leadership working with Fortune 500 companies where I've led teams of over 200 employees. In my current role as a Financial Advisor, I am actively involved in coaching and leading people within their own personal lives and financial RESIDENTAgenda Item #9.2:

THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION journey. I feel that the foundational leadership skillsets that I have acquired over the course of my career history, would be beneficial to serving on the committee and helping make an impact within our community. I feel that as a commissioner, it is important to maintain a balance of listening to the voices of the public, finding resolution to opposing opinions, and then implementing change.

Have you previously served, or do you currently serve, on a Sonoma Commission or Committee? If yes, which one(s) and for what period of time?
No
I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☒ I AGREE
Shelby Wirick April 26, 2023
Agenda Item #9.2:

City of Sonoma
Agenda Item Summary
Meeting: City Council - 03 May 2023
Department
Administration
Staff Contact
Lisa Janson, Senior Management Analyst
Agenda Item Title
Receive Sonoma Valley's Three-Year Action Plan to End Homelessness from the City's Homelessness Consultant Andrew Hening and Discussion, Consideration, and Possible Action to Adopt the Plan
Summary
On March 16, 2022, City Council adopted a resolution authorizing the interim City Manager to hire a homeless expert consultant Andrew Hening who would evaluate all the homeless services being offered in Sonoma and Sonoma Valley, by assessing how these services were working for the local homeless community in conjunction with Sonoma County's (County) Continuum of Care objectives. On June 15, 2022, he presented his findings to City Council, below were the key take-aways that have paved the way for the work leading up to this point. • Homelessness is a regional as well as City issue.
• Given regional, state, and national best practices for addressing homelessness, the local system of care could be more effectively configured, • The most immediate problem, as in the case in many communities, is insufficiently, supporting people experiencing chronic homelessness
• Any future progress will be dependent on creating a strong foundational structure for collaboration.

Over the last year the consultant has brought our homeless service providers (Homeless Action Sonoma, Sonoma Overnight Support, FISH, Sonoma Valley Community Health Center, Sonoma Police and Sonoma Valley Fire District) together in by-weekly meetings where they continue to build Sonoma Valley's “by-name-list” of people currently experiencing homelessness. This type of by-name-list case conferencing is becoming a national best practice for coordinating on-the-street care.

By using this by-name-list methodology, when the project first started in November, we were able to determine that only approximately 10% of the total unhoused population in Sonoma Valley were accounted for in the County’s “Coordinated Entry” System. It is important to note that until individuals are in that system, they are not able to access countywide homelessness and housing resources.

Mr. Hening has been instrumental in partnering with our local homeless service providers to ensure the implementation and coordination of the case conferencing services here in Sonoma Valley, which will ultimately help more people access the resources they need to end their homelessness. It’s this effort that has established a closer working relationship with the County and aided in providing shared services to this vulnerable population. Working with this same group he has developed a strategic action plan to end homelessness here in Sonoma Valley.

Mr. Hening will present the three-year strategic plan to end homelessness in Sonoma Valley.

It is important to note that the plan being presented aligns with the County’s strategic plan to Agenda Item #9.3:

end homelessness. If adopted by City Council, staff will ensure there is funding in the FY 23/24 budget to support these efforts and City Council will have the opportunity during the budget workshops to approve the funding.

Recommended Council Action
City staff recommends that City Council approves the resolution adopting Sonoma Valley's Three-Year Action Plan to End Homelessness: A Pathway to a Coordinated & HousingFocused System which aligns with the County's strategic plan to end homelessness.

Alternative Actions
City Council's discretion.

Financial Impact
For FY22/23, there is no impact. If the strategic plan is adopted City staff will work with the current service providers to develop contracts for services. Costs associate with these agreements will be included in FY 23/24 budget. The City has applied for Measure O funding to help cover 50% of the by name list coordinator position and the City has been recommended to receive $134,000 in funding to cover two-years of this position. The final approval of the Measure O funding will go to the Board of Supervisors for the final vote this month.

Environmental Review Status
Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Attachments
Resolution
Sonoma Valley Homeless Action Plan - FINAL (002)
Alignment with Council Goals:

Compliance with Climate Action 2020 Target Goals:

CC:
n/a
Agenda Item #9.3:

City of Sonoma
RESOLUTION # _____ - 2023

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SONOMA, CALIFORNIA ADOPTING SONOMA VALLEY’S THREE-YEAR ACTION PLAN TO END HOMELESSNES: A

PATHWAY TO A COORDINATED AND HOUSING-FOCUSED SYSTEM
WHEREAS, homelessness is a regional as well as a City issue; and, WHEREAS, City staff are not experts on homelessness, and as there is limited time available to devote to this critical concern, utilizing a consultant, who has the expertise to evaluate all the services currently offered in Sonoma, as well as the Valley and assess how the Continuum of Care is working for the homeless community, helped the City to make critical informed decisions; and,
WHEREAS, the City of Sonoma hired Andrew Hening, Consulting, LLC, to evaluate all the homelessness programs that are currently offered in the City and the Valley, collaboratively worked with current community providers and stakeholders, and then provided recommendations so that Staff and City Council could make decisions regarding homelessness programs; and,
WHEREAS, Andrew Hening presented the findings of his report on homelessness services at a City Council meeting on June 15, 2022; and,
WHEREAS, the report outlined three key findings: Finding #1 Given regional, state, and national best practices for addressing homelessness, the local system of care could be more effectively configured, Finding #2 The most immediate problem, as is the case in many communities, insufficiently supporting people experiencing chronic homelessness and and Finding #3 Any future progress would be dependent on creating a strong foundational structure for collaboration; and,
WHEREAS, Andrew Hening has played a crucial role in coordinating the by-name-list of homeless individuals here in Sonoma Valley, has worked diligently to pull our homeless service providers together and has encourage collaboration and organized the by-weekly meetings; and,
WHEREAS, by using the by-name-list methodology and ensuring all individuals who are homeless here in Sonoma Valley are part of the County’s “coordinated care” system, the City and County are working together and leveraging services for the care of the most vulnerable population in the City of Sonoma and the Valley; and
WHEREAS, this was part of a longer term strategy to end homelessness here in Sonoma Valley, with the goal to identify service gaps and plug into outside providers to help serve the homeless in Sonoma and the Valley; and
WHEREAS, over the previous 12-months Andrew Hening Consultant LLC has worked to assess the issues affecting homelessness in Sonoma Valley and has developed a strategic plan and presented the strategic plan to the City Council for adoption.

Agenda Item #9.3:

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Sonoma, that the City Council adopts the strategic homelessness plan- Sonoma Valley’s Three-Year Action Plan to End Homelessness: A Pathway to a Coordinated & Housing -Focused System PASSED AND ADOPTED at a Regular Meeting of the City Council on this 3rd day of May 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________
Sandra Lowe, Mayor
ATTEST:
_________________________
Rebekah Barr, MMC, City Clerk
Agenda Item #9.3:

1 Andrew Hening Consulting LLC
Sonoma Valley’s
Three-Year Action Plan
to End Homelessness:

A Pathway to a Coordinated
& Housing-Focused System
July 1, 2023 through June 30, 2026
Andrew Hening Consulting, LLC
Agenda Item #9.3:

2 Acknowledgements
This Action Plan would not have been possible without the many local service providers, people with lived experience of homelessness, and community stakeholders who participated and provided valuable input for its development. Thank you!
Agenda Item #9.3:

3 About This Action Plan
This Action Plan seeks to provide a practical roadmap for strengthening Sonoma Valley's current system of care for people experiencing homelessness. For more general context, the Plan opens with an analysis of what’s driving our nation’s current homelessness crisis. It then highlights how these large-scale trends are playing out in Sonoma Valley and, in some cases, are being exacerbated by unique, local conditions. From there, the Plan describes how to think about building an effective homeless system of care, which then leads to an evaluation of our current response. Finally, the Plan concludes with an actionable implementation framework for rapidly building an even more effective and sustainable local system in the coming years.

Agenda Item #9.3:

4 Author’s Note
At times this report will likely feel much broader than the Sonoma Valley. That’s deliberate. “The Modern Homelessness Crisis” is a complex, systemic problem that is playing out in cities, counties, and metropolitan regions all across our country.

Solving this crisis requires a more holistic view of both its upstream causes and the predictable ways in which local communities either effectively or ineffectively respond.

Agenda Item #9.3:

5 Contents
I. THE BIGGER PICTURE: The Modern Homelessness Crisis …….……….... 6 – 14 II. LOCAL NUANCE: Homelessness in the Sonoma Valley .……………..….. 15 - 19 III. THE STATUS QUO: Analysis of Our Current System …..……………..….. 20 - 27 IV. A NEW APPROACH: Our Vision & Strategy …..………………….….……….. 28 - 29 V. IMPLEMENTATION: Focus Areas, Funding & Evaluation .................... 30 - 42 Glossary, Sources & Further Reading ……………………..………………….. 43 - 46 Agenda Item #9.3:

6 Part I. The Modern
Homelessness Crisis
Our country is currently experiencing a unique socioeconomic phenomenon called “The Modern Homelessness Crisis.” It is generally characterized by the destabilizing effects of growing economic inequality and an inability to provide sufficient longterm care for people with disabling health conditions. 6 Agenda Item #9.3:

7 Seeing the System
Homelessness is simultaneously very simple and very complex.

On one hand, the solution is in the name itself. To quote Lloyd Pendleton, the Director of Salt Lake City’s Homeless Task Force, which over a 10-year period reduced long-term homelessness by 72%, “We gave homes to homeless people. It’s simple. You give them housing, and you end homelessness.” While Mr. Pendleton’s insight is certainly true, if you talk to anyone who has worked on this issue for an extended period of time, they will likely tell you that homelessness isn’t simple at all. In fact, it is extremely challenging and complex.

Homelessness is typically framed as an individual problem. Afterall, it is almost always precipitated by some type of individual or household crisis – a job loss, an eviction, a health crisis, domestic violence, or some other relational issue.

Importantly, however, beyond any singular event, the likelihood that a personal crisis will result in an episode of homelessness is ultimately dependent on an even wider array of factors – labor market trends, the real estate industry, healthcare policy, patterns of systemic racism, family dynamics and social capital.

The only way to make sense of all this complexity, to have any hope of sorting through the ever-shifting tug between individual circumstances and societal influences, is to begin to view homelessness as a systemic problem.

As MIT professor Donella Meadows put it in her seminal book Thinking in Systems:

Hunger, poverty, environmental degradation, economic instability, unemployment, chronic disease, drug addiction, and war … persist in spite of the analytical ability and technical brilliance that have been directed toward eradicating them. No one deliberately creates those problems, no one wants them to persist, but they persist nonetheless. That is because they are intrinsically systems problems – undesirable behaviors characteristic of the system structures that produce them.

In the same way that the design of and interactions within a community might hasten or prevent the spread a pandemic, or the structure and shape of political institutions might increase or decrease the effectiveness of a government, the Agenda Item #9.3:

8 socioeconomic dynamics in a given society play a significant role in either increasing or decreasing the likelihood that individual crises will result in homelessness.

This isn’t just an abstract musing. We can test whether this statement is true.

If broader socioeconomic factors influence the extent to which people experience homelessness, then as socioeconomic conditions change, we would expect the nature of homelessness to change too. And that is precisely what has happened over our nation’s history.

From migratory labor (i.e., “hobos”) roaming the country in the early 1900s in search of economic opportunity in rapidly urbanizing cities to the sprawling encampments and “Hoovervilles” resulting from the Great Depression, there have been multiple episodes of widespread homelessness during our nation’s history.

Most recently, beginning in the late 1970s and early 1980s, a number of longterm socioeconomic trends in the United States, including rising housing costs, declining real wages, the ongoing impact of systemic racism, and insufficient health supports for people with mental illness, substance abuse disorders, and other disabling health conditions have had the cumulative impact of reducing the economic capacity of the most vulnerable among us.

This economic vulnerability, in turn, has made it much more likely that individual or household crises will result in an episode of homelessness.

One of the clearest ways to see this vulnerability is to look at the steadily rising cost of living for renters. According to research from Harvard University, between 1960 to 2016, adjusting for inflation, the median American rent payment rose 61% while the median renter’s income increased by only 5%.
1 This pattern is even more acute in Sonoma County. In 2021 alone, there was a

12.9% year-over-year increase in the median countywide rental price. 2 By
comparison, the median household income only increased by 6%. 3 For Sonoma County residents with “extremely low incomes,” the situation has become dire (ELI households are those households earning less than 30% of the area median income). A staggering 70% of ELI households are spending more than half of their disposable income on housing costs, which is one of the highest rates across the nine Bay Area counties.
4 Agenda Item #9.3:

9 Importantly, by using systems thinking to observe the broader historical context of the past 40 years, we can more easily see how recent “shocks” like the Great Recession and the COVID-19 Pandemic, which have each certainly made homelessness worse in their own rights, are more accurately understood as exacerbations of deeper, more underlying problems, such as economic inequality.

When trying to unpack complex issues like homelessness, systems maps can help to depict the various factors at play and, more importantly, show how seemingly disparate elements are actually interconnected. To that end, the systems map on the following page seeks to represent the underlying dynamics driving The Modern Homelessness Crisis. Each box represents a different issue that in some way contributes to modern homelessness, and the arrows show how these different nodes are interconnected.

Interpreting the nature of interconnectedness is critical:

1. First, systems maps should show causation, which should be represented by the direction of the arrows connecting different issues. For example, on the following map we see “administrative delays” and “data-backed programs” both pointing towards and influencing “effectiveness of rehousing efforts.”

2. Second, systems maps should then show how elements are correlated. A solid arrow means the issues are directly correlated. In other words, as issue X goes up, issue Y also goes up (or if issue X goes down, issue Y also goes down). For example, on the following map, as “homelessness” goes up, “public concern” goes up, or as “homelessness” goes down, “public concern” goes down. By comparison, a dotted arrow means the issues are inversely correlated. In other words, as issue X goes up, issue Y goes down (or as issue X goes down, issue Y goes up). For example, on the following map, as the “number of nonprofits” goes up, the “ability to coordinate” goes down, or as the “number of nonprofits” goes down, the “ability to coordinate” goes up.

3. Finally, it can be helpful to group and color-code related elements. For example, on the following map housing-related issues are yellow, economic issues are blue, relational and health issues are grey, and features of our response to homelessness are green.

The critical point here is that the likelihood and duration of homelessness is profoundly shaped by the issues and dynamics represented on this map.

Agenda Item #9.3:

10 Agenda Item #9.3:

11 Predictable Responses
Importantly, even though these societal factors are playing out all across the country, since the dawn of The Modern Homelessness Crisis, local communities (cities, counties) have been largely left to their own devices to figure out how to respond. While there is some limited funding, policy guidance, and programmatic white papers from State and Federal agencies, there has never been a strong, unified, or accountability-driven strategy binding and ensuring consistent and effective local responses. This has led to three major challenges:
#1 A Reluctance to Act
Without a strong State or Federal strategy encouraging and/or compelling collective action across communities, many times the local pressure is to simply push the problem out of sight and out of mind. This approach is often fueled by the seemingly pervasive and pernicious belief that people experiencing homelessness are not from a given community. Indeed, as the reasoning goes, if a local community expands its social safety net, then it will simply create a magnet effect that leads to even more homelessness.

Importantly, the data consistently shows that the vast majority of people experiencing homelessness in a given community lost their housing in that community. For example, seven of the nine Bay Area counties do track the origin of an individual’s homelessness in their Point-in-Time Counts (more about this on

living in that county when they became homeless.
5 Long-term data from the State
of California further reinforces this, showing that 96% of people experiencing homelessness in California only access services in one community. 6 If anything, the relatively higher rates of homelessness in Coastal California communities like the Bay Area are the result of a particularly strong concentration of the societal forces detailed on the previous page.

Agenda Item #9.3:

12 #2 Siloed Social Service Systems
Even when communities do find the courage to act, it can be difficult to know how to proceed. This is particularly true when service systems become increasingly large and uncoordinated. When this happens, structural inefficiencies often emerge that make solving homelessness even harder than it already is. Specifically:
• “Silos” can form when departments, organizations, or agencies operate independently without sharing information or coordinating activities. • When communities are uncoordinated and lack the ability to share data, it’s impossible to effectively measure what works and what does not. • Without a process for determining what works and what doesn’t and investing accordingly, when it appears that existing programs and services are not meeting the need, many communities default to creating new programs and organizations, thus perpetuating and exacerbating the cycle.

Agenda Item #9.3:

13 #3 Misallocated Investment
Aside from structural inefficiencies, for communities that do choose to respond, a second issue often emerges. It stems from not fully understanding the way The Modern Homelessness Crisis manifests itself.

At the risk of oversimplifying what is clearly a very complex experience, the issues detailed on Page 10 are generally leading to two different types of homelessness:
• For most people, homelessness is a relatively short-term occurrence primarily driven by financial and relational crises (e.g., eviction, job loss, divorce, DV).
• For a small but persistent minority, it is a long-term experience exacerbated by disabling conditions (e.g., physical health, behavioral health, traumatic brain injuries).

When communities fail to distinguish between short-term homelessness and longterm chronic homelessness, the result is often costly and ineffective systems of care, primarily because:
• Adding programs and services that don’t address chronic homelessness will not necessarily improve conditions on the street.
• Cheaper housing and an improved cost of living are major aspects of solving the Modern Homelessness Crisis, but they won’t necessarily solve chronic homelessness.
• If short-term homelessness isn’t sufficiently addressed, it can lead to chronic homelessness.

Agenda Item #9.3:

14 • Throwing “short-term” solutions at chronic homelessness will likely produce more distrust (i.e., without the right ongoing support, people will likely not see “the system” as a source of help).
• Throwing “long-term” solutions at short-term homelessness is wasteful and inefficient (e.g., should a one-time job loss lead to lifelong subsidized housing?).

Beyond logistical considerations, there is a critical moral and ethical dimension to this. People experiencing chronic homelessness are some of the most vulnerable people in our communities, languishing unnecessarily on the streets for years, even decades. Studies have even found that, on average, people experiencing long-term homelessness die 20+ years earlier than their housed peers, primarily from untreated chronic illnesses.
7 Importantly, this is also the type of homelessness, as exemplified by issues like encampments, that tends to generate significant community concern.

Agenda Item #9.3:

15 Part II. Homelessness
in the Sonoma Valley
While the trends driving The Modern Homelessness Crisis are playing out all across the country, particularly in our most vibrant metropolitan areas, every community faces its own unique challenges and nuances.
15 Agenda Item #9.3:

16 Local Nuance
In addition to the factors described in the last section, the Sonoma Valley is facing a variety of additional local issues that are in many ways exacerbating these broader socioeconomic trends. For example:
• Due to the Sonoma Valley’s economic reliance on seasonal industries like tourism and agriculture, many residents struggle during slower and wetter winter months.
• Tourism has also contributed to short-term rentals and second homes, which have further reduced the supply of housing and driven up costs for yearround residents. The local housing vacancy rate, which measures the number of unoccupied homes in the community, is 20% higher than the county average.
8 • Like the rest of Sonoma County, Sonoma Valley is acutely at risk from wildfires, which not only threaten local lives but also further jeopardize the local housing inventory.
• Jurisdictionally, the Sonoma Valley runs north / south from Kenwood on Highway 12 to Highway 37 on the San Pablo Bay, and there is ambiguity around City and County roles and responsibilities (e.g., geographic boundaries, charters), which further complicates roles and responsibilities.

These issues provide important qualitative context about what’s driving homelessness in our community, and from a strategic planning perspective, the critical next step is then analyzing what this all means in terms of the on-theground level of need.

Quantifying the Need
There are three primary strategies communities use to determine the level of need among people experiencing homelessness. The first strategy is called the “Homeless Point-in-Time Count” (PIT).

In order to receive federal funding, every two years the United States Department of Housing and Urban Development (HUD) requires communities to conduct a census of every person experiencing homelessness at a given moment in time.

Agenda Item #9.3:

17 The count is usually done in January because it is thought that emergency shelter utilization rates are the highest during the winter, thus making it easier to find people. HUD also requires follow up surveying to gather demographic information.

According to Sonoma County’s most recent PIT, as of January 2022, there were 2,893 people experiencing homelessness on a given day in Sonoma County, 122 of whom were in the Sonoma Valley. 29 were sheltered and 93 were unsheltered.

In practice, the PIT is only as accurate as the canvassing efforts on the day of the count, and this means it is almost universally considered to be an undercount. For example, studies have shown that enumerators fail to identify “plants” (i.e., researchers posing as people experiencing homelessness) up to 40% of the time. 9 In some communities, if people who were in jail or hospitals the day of the count but who would have otherwise been homeless were identified, the PIT could be 25- 60% higher still.
10 The second strategy for determining the level of need in a given community is to create what is referred to as a “By-Name-List” (BNL). Compared to the PIT, the BNL is able to incorporate the knowledge of local service providers, as well as law enforcement and other community partners. Because of this, the BNL is a much more accurate tool for determining who needs help, especially among people experiencing more medium to long-term homelessness.

Since the fall of 2022, a team of local partners, including the City of Sonoma, the County of Sonoma, Homeless Action Sonoma, Sonoma Overnight Support, FISH, the Sonoma Valley Community Health Center, HomeFirst, and Interfaith Shelter Network, has been meeting on a bi-weekly basis to identify, by-name, the most visible and vulnerable people experiencing long-term homelessness in the Sonoma Valley. As of April 2023, there were approximately 80 individuals on our local BNL.

Importantly, the vision, strategy, and focus areas described later in this Plan are rooted in our local BNL process and data.

The third and final strategy for determining the level of need is to use data from the Homeless Management Information System, or as it’s more commonly known, HMIS.

Agenda Item #9.3:

18 The federal government requires local communities receiving homelessness funding to track client-level data and outcomes in HMIS, which is an online database where local organizations and case managers can document program enrollment, service engagement, and case notes.

Similar to the BNL, HMIS is able to account for people who are engaging with the system but might not have been identified during the PIT. Generally speaking, HMIS does a great job of tracking countywide data, but it cannot provide community-level numbers specific to Sonoma Valley in the way the PIT or BNL can. The data is also only as good as the number of people who are enrolled in the system.

For example, when local providers started the Sonoma Valley BNL meeting, just 2% of people on the BNL were in HMIS. Fortunately, thanks to this new forum for coordination, within a few short months, that number jumped to 41%.

Literal Homelessness vs. Precarious Housing
There is one final wrinkle when it comes to quantifying homelessness, which stems from the definition of homelessness itself. This is of particular importance for the Sonoma Valley, given the wide range of ways in which local residents are experiencing housing insecurity.

HUD defines “literal” homelessness as “an individual or family who lacks a fixed, regular, and adequate nighttime residence.” This means that when communities conduct their PIT counts, enumerators are looking for people living on the street, in parks, in encampments, in abandoned buildings, in libraries or other public spaces, and in vehicles (cars, RVs, boats).

Critically, this definition excludes the following arrangements, which are generally referred to as “precarious housing”:
• Couch-surfing (i.e., sleeping on a friend or family member’s couch) • Spending the night in a motel or hotel but would otherwise be homeless • Overcrowded housing (i.e., multiple families sharing a housing unit) Past efforts to quantify homelessness in the Sonoma Valley have tended to conflate literal homelessness and precarious housing. While this has come from a good and Agenda Item #9.3:

19 well-intentioned place, the vast majority of homeless systems of care tend to view precarious housing as a symptom of poverty and a risk factor of homelessness, rather than being homelessness itself. In other words, most homeless systems of care tend to direct homelessness prevention assistance towards people in precarious housing, particularly as crises emerge; whereas, more traditional homeless services, such as emergency shelter, outreach, and day services like showers and laundry, are generally targeted towards people who are literally homeless. The recommendations in this report are intended to help create the optimal local response to literal homelessness.

To put hard numbers to all of this:
• 66% of all renters in some parts of the Sonoma Valley are rent burdened, paying more than 30% of their income on housing.11 This has resulted in significant overcrowding with, in some extreme cases, as many as 26 people sharing one rental unit.
• 92% of farm worker families do not earn enough to meet their basic needs,12 and a recent report commissioned by the Catalyst Fund found that 8,000 of the Valley’s 40,000 residents experience food insecurity throughout the year.13
• Despite the enormity of these challenges, at any given moment, approximately 80 people are experiencing homelessness, and over the course of a year, local providers report serving upwards of 200 unique individuals. • For people the 80 people experiencing literal homelessness at any given moment, the overwhelming majority are unsheltered, with approximately 50% residing in their vehicles.
• An even smaller group of approximately a dozen are people experiencing long-term, chronic homelessness who are also “high utilizers” of local emergency services, such as police, fire, EMS, and the emergency room.

Agenda Item #9.3:

20 Part III. Analyzing
Our Current Response
In theory, homelessness should be relatively simple to solve.

It requires decreasing the inflow of people into the experience of homelessness while increasing the outflow of people back to permanent housing. Operationally, however, even with a seemingly straightforward strategy, it is often extremely difficult and challenging to put the pieces together to form an effective homeless response system.
20 Agenda Item #9.3:

21 The Status Quo
Many communities struggle to build effective homeless response systems. This is driven by a variety of factors:
• Funding & Resources – There are a variety of funders, philosophies, processes, requirements, timelines, and expected outcomes. • Agencies, Programs & People – Organizations responding to homelessness have a variety of different missions, strategies, and cultures, as well as a range of mindsets, practices, and effectiveness levels across staff members. • Public Perception – The pressure to act often leads to investments in shortterm fixes vs. long-term solutions. • Accountability – No one entity is inherently responsible for homelessness, which can lead to unproductive dynamics like cities vs. counties, provider vs. provider, or neighborhood vs. neighborhood.
• Data & Credentialing – Without effective data gathering processes or credentialing bodies, program effectiveness can vary widely within and across communities.

Because of these issues, many local responses to homelessness end up as a jumbled and uncoordinated constellation of programs and services, not a true system of care.

Agenda Item #9.3:

22 STEP
STEP is a framework that has been developed by Andrew Hening Consulting, LLC to bring shared understanding to the way a homeless system of care can and should fit together. It was originally conceived as a “customer journey map” illustrating the ways in which people experiencing homelessness tend to flow through these systems.

Beyond creating a common context and vocabulary for homelessness planning, the long-term goal of this framework is to establish programmatic benchmarks and best practices for each service area (and the connections between and among services areas). From a strategic planning perspective, aligning to these benchmarks can then help to prioritize investments and policy focus areas.

S: Societal
• These are the national, regional, and local societal forces increasing the likelihood and duration of homelessness.
• The most effective strategy for solving The Modern Homelessness Crisis is to reform these issues, and local communities should be constantly evaluating what policy levers they can pull to improve these conditions.

T: Triage
• “Triage” occurs when someone is at immediate risk-of or has just become homeless.
• It includes “prevention”, or literally trying to stop an episode of homelessness from happening. It also includes “diversion”, which is trying to find rapid housing solutions outside of the traditional homeless service system (e.g., reconnecting a person with family or friends). Importantly, given the often finite and limited capacity of homeless services, diversion can and should happen throughout every part of the system of care.

E: Engagement
• If a household does become homelessness, “Engagement” is the process of connecting with a person to chart a path back to housing.

Agenda Item #9.3:

23 • Engagement includes the administration & coordination that supports data sharing, case conferencing, and other service navigation processes. • It also includes outreach and drop-in / basic needs services (e.g., food, hygiene, laundry) designed to connect with people who are primarily unsheltered.
• Finally, it includes shelter placements, which are an interim step on the way back to permanent housing.

P: Placement
• “Placement” is the goal of the entire system – it’s getting people back into permanent housing as quickly as possible.
• It includes “permanent supportive housing” (PSH), the data driven solution to chronic homelessness, and I also includes “rapid rehousing” (RRH), a time-bound case management and housing intervention for people with lower levels of acuity.
• Finally, it also includes the broader ecosystem of “other housing” programs, interventions, and supports (e.g., treatment options, landlord recruitment, home-sharing, financial assistance).

Using STEP
To evaluate the Sonoma Valley homeless service system, including how it stacks up to the STEP framework, this Plan built on the research and findings from a 2022 homelessness strategic assessment report also conducted by Andrew Hening Consulting, LLC. The discovery process for that report included interviewing 19 local, regional, and countywide stakeholders, touring anchor service providers, including SOS, FISH, and La Luz, meeting with the Police and Fire Departments, which included touring local “hot spots,” interviewing people with lived experience of homelessness, and reviewing past reports, assessments, and parallel planning efforts.

Since the original report, Mr. Hening has continued to work with our local system of care, particularly around building out the “by-name-list” process and trying to bring more funding to our community. Those efforts have further informed this analysis.

Agenda Item #9.3:

24 © Andrew Hening Consulting, LLC
Agenda Item #9.3:

25 Strengths of the Current System
• There has been an incredibly strong in-kind and volunteer response to homelessness, with some organizations not even having paid staff. • These types of in-kind services, such as SOS’s food program, are critically important to offsetting costs for low-income residents, thus preventing new homelessness.
• Though not really proactively marketed, community members seem generally well-informed about prevention and crisis services, such as FISH’s rental assistance program.
• Passionate local leaders are successfully raising significant new funding to put towards new services and programs.
• Local providers have a scrappy and tenacious track record of finding creative housing opportunities, even outside of the typical County safety net. • Both the City and the County are at the table, trying to find ways to work together on a challenge that spans any one jurisdiction.

Weaknesses of the Current System
• The Valley is geographically removed from major service hubs in Santa Rosa and Petaluma, and transit is a major barrier to accessing services in these other regions (including Marin County in some cases).
• Even locally in the Sonoma Valley itself, there are logistical challenges seeking different services in multiple locations (while mostly on foot). • People with lived experience of homelessness have cited the lack of “transformational” services (e.g., benefits advocacy, employment) or directly assigned case managers helping them to advocate and navigate through the system.
• There are seemingly bifurcated entry points for white and Latino households.

Agenda Item #9.3:

26 • Housing First is a specific program design / philosophy, which does not seem well integrated, embraced, or understood in the Valley. • Local agencies currently lack the professionalized, full-time staff needed to address the complex physical and behavioral health needs of people experiencing long-term chronic homelessness.
• There are unique fears and concerns for women who are experiencing homelessness, especially around safety.
• There is a lack of a clear vision or strategy to mobilize the community around a shared goal.

Reasons for Hope
• SOS’s new location at the Grange has allowed them to serve even more clients, which is an encouraging sign for where the most need is. • Private and philanthropic funding in the Valley creates much more flexibility and opportunity for innovation.
• HAS has secured site control for land that could provide more housing, shelter, and/or collaborative service provision.
• County leadership is open to partnership and is actively supporting innovation, including with funding.
• There is an emerging case conferencing structure and process to create more coordination and partnership across agencies.
• There is increasing integration between the Sonoma Valley system of care and broader countywide systems like Coordinated Entry and HMIS.

Potential Threats to Progress
• People want to be served and housed in their current community – local solutions need to be part of the mix.
• If left unresolved, structural issues will push more people into homelessness.

Agenda Item #9.3:

27 • Regional providers are struggling to find and retain quality staff, which jeopardizes the ability to develop long-term, therapeutic care relationships. • The lack of a clear vision / plan / taskforce is preventing alignment and more substantial investment.
• The lack of a collaborative structure has been exacerbated by historical managerial / elected turnover at the City, as well as potential future changes to leadership among service providers.
• The longer people go unserved, the harder it becomes to help them later. • People become skeptical of the system when it overpromises / does not deliver results.
• Programs that are overly rules / behavior-based can push people out. • There isn’t clear responsibility or accountability for who helps the people who fall through the cracks.
• The County’s Coordinated Entry System is often the pathway to supportive housing placements, but it can be an onerous and long process.

Overall Findings
• Finding #1: Given regional, state, and national best practices for addressing homelessness, the local system of care could be more effectively configured.
• Finding #2: The most immediate problem, as is the case in many communities, is insufficiently supporting people experiencing long-term chronic homelessness.
• Finding #3: Any future progress will be dependent on creating a strong foundational structure for collaboration.

Agenda Item #9.3:

28 Part IV. Our Strategy
A strategy is “a careful plan or method for achieving a particular goal, usually over a long period of time.” An effective strategic planning process helps a community to articulate a goal, build alignment across all involved, and craft a plan that will guarantee the achievement of the goal.
28 Agenda Item #9.3:

29 Our Goal
Our goal is to reach “Functional Zero” homelessness in the Sonoma Valley by June 30, 2026. Functional Zero is the idea that even though a homeless system of care might not be able to fully reform the upstream issues causing homelessness, it can house every person experiencing long-term homelessness (more than 90 days) and ensure homelessness is rare, brief, and one-time for anyone who becomes homeless thereafter (less than 90 days).

Our Strategy
To achieve this goal, our strategy is to create a highly coordinated, housing-focused system of care that can sustain placement momentum over time. Looking at this strategy a bit more closely:
• A coordinated team …
o Ensures every provider is at the table
o Clearly delineates roles and responsibilities
o Eliminates duplication of services and efforts
o Aligns with countywide efforts and service models
o Operates with a culture of being “one agency”
• A housing-focused system of care …
o Uses a By-Name-List to identify people experiencing homelessness o Develops housing action plans for every person on the BNL o Commits to consistent action towards these plans
o Pursues housing acquisition strategies that suit the local market o Maintains a focus on prevention and “problem-solving” (i.e., doing whatever it takes to get people back inside as quickly as possible) • A sustainable and enduring approach …
o Secures ongoing, multi-year financial commitments
o Supports organizational capacity-building
o Partners with other safety net providers for wraparound care o As needed, recruits new service provider partners to fill gaps Agenda Item #9.3:

30 Part V. Our Implementation Plan
Strategic success is doing the right things.

Tactical success is then doing the right things well.
30 Agenda Item #9.3:

31 Focus Areas
In order to build a coordinated, housing-focused system of care that can sustain housing placement momentum over the next three years, we should focus our efforts on the following implementation areas:
• A coordinated team …
o Focus Area #1 – Coordinated Outreach. In line with the Sonoma County Continuum of Care’s Strategic Plan, support the implementation of a “sub-regionalized” outreach system. o Focus Area #2 – Centralized Services. Build out a more focused service corridor along Highway 12 for people experiencing homelessness.
o Focus Area #3 – Root Causes. Coordinate with broader
community efforts to address the upstream causes of homelessness (e.g., food insecurity, affordable housing development, mental health, healthcare).
• A housing-focused system of care …
o Focus Area #4 – More Local Housing. In line with the Sonoma County Continuum of Care’s Strategic Plan, expand access to both affordable and supportive housing.
o Focus Area #5 – Non-Congregate Shelter. In line with the Sonoma County Continuum of Care’s Strategic Plan, increase noncongregate shelter capacity. • A sustainable and enduring approach …
o Focus Area #6 – Organizational Capacity. Increase and improve the organizational and financial capacity of local service providers.

Agenda Item #9.3:

32 Timing
From a change management perspective, it will be important to pace our investments and policy interventions. As such, each year of our three-year plan will embody a different theme or purpose:
• Year 1
o Fund and launch our most pressing investments
o Focus on the most urgent policy and program changes
o Develop a framework to measure our baseline
• Year 2
o Provide time and space for new investments to blossom o Continue to refine and optimize new approaches
o Do more of what’s working and less of what isn’t
• Year 3
o Evaluate new system against baseline
o Revisit focus areas and pivot as needed
o Begin planning for the next three-year action cycle
The following pages provide a detailed implementation roadmap based on this change management arc. Specific timing can be read as follows:

Not Yet Started
Started / In Progress X
Completed
Agenda Item #9.3:

33 A Coordinated Team
A coordinated team ensures every provider is at the table, clearly delineates roles and responsibilities, eliminates duplication of efforts, aligns with countywide efforts and service models, and operates with a culture of being “one agency.” FOCUS AREA #1 - In line with the Sonoma County Continuum of Care’s Strategic Plan, support the implementation of a “sub-regionalized” outreach system.

Workstreams Owner Year 1
FY23-24
Year 2
FY24-25
Year 3
FY25-26
Fund and recruit for a “Homeless and Housing
Coordinator” position or function to help facilitate
and drive local efforts.

City, County X
Participate in countywide sub-regionalization and
resource sharing discussions, such as Coordinated
Entry placement meetings and the Built for Zero
improvement team.

Coordinator X X X
Fund and recruit three “Outreach Case Managers”
to provide sufficient caseload-based services for all
persons experiencing literal homelessness. At least
one position will be fluent in Spanish.

Homeless
Action
Sonoma (HAS)
X X
Convene and collaborate through weekly or biweekly By-Name-List (BNL) case conferencing meetings.

All Providers X X X
FOCUS AREA #2 - Build out a more focused service corridor along Highway 12 for people experiencing homelessness.

Workstreams Owner Year 1
FY23-24
Year 2
FY24-25
Year 3
FY25-26
Launch expanded homeless meal program access
in the Springs.

Sonoma
Overnight
Support (SOS)
X
Shift laundry and shower day services to new
program locations along Highway 12 and work to
provide evening and weekend access.

HAS, SOS X X
Launch a central site for providing transformational
social safety net services (e.g., workforce
development, benefits advocacy, legal services,
immigration services).

County,
Catalyst
X X
Agenda Item #9.3:

34 FOCUS AREA #3 – Coordinate with broader community efforts to address upstream causes of homelessness (e.g., food insecurity, affordable housing development, mental health, healthcare) but remain laser-focused on housing placements.

Workstreams Owner Year 1
FY23-24
Year 2
FY24-25
Year 3
FY25-26
Provide emergency financial assistance and
resource navigation for households at imminent
risk of homelessness.

FISH X X X
In addition to case conferencing, structure weekly
or bi-weekly BNL Meetings such that there is a
regular time for “system” discussions, including
with the partners described below.

Coordinator X X X
Buildout a more robust partnership with the
Hanna Center to utilize the new behavioral health
drop-in center to support therapy, group
meetings, and medication for clients.

HAS, Hanna
Center
X X X
Work with local food service partners, including
Redwood Food Empire, Food for All, and Meals on
Wheels, to implement the recommendations from
the Catalyst food insecurity report.

SOS, Food
Partners
X X X
Avoid the criminalization of homelessness and
work with local law enforcement officials to
connect criminal justice-engaged people with
social services.

Sheriff’s Office,
Sonoma PD
X X X
Partner with affordable housing advocacy groups
to advance local housing solutions, including
vetting the possibility for expanded renter
protection policies.

TBD Partners X X X
In line with Focus Area #2, ensure local residents
have access to transformational countywide
resources (e.g., workforce development, benefits
advocacy, legal services, immigration services).

County X X
Stop the revolving door of emergency healthcare
utilization and buildout capacity for medical
respite.

Sonoma Valley
Hospital,
Sonoma Valley
Health Center
X X
Homelessness vs. the Broader Social Safety Net
While homeless services are no doubt part of the broader social safety net, which ranges from workforce development to financial assistance to healthcare, in the most effective homeless systems of care, homeless service providers help educate and advocate for these broader issues while remaining laser-focused on the specific goal of rehousing people as rapidly as possible.

Agenda Item #9.3:

35 A Housing-Focused System
A housing-focused system uses a By-Name-List (BNL) to identify people experiencing literal homelessness, develops housing action plans for every person on the BNL, commits to consistent action towards these plans, pursues housing acquisition strategies appropriate for the local market, and maintains a focus on prevention and “problem-solving” (i.e., doing whatever it takes to get people back inside as quickly as possible)
FOCUS AREA #4 - In line with the Sonoma County Continuum of Care’s Strategic Plan, dramatically expand access to both affordable and supportive housing opportunities.

Workstreams Owner Year 1
FY23-24
Year 2
FY24-25
Year 3
FY25-26
Provide support and training to local case
managers to improve housing navigation
capabilities (e.g., enrolling people in the County’s
Coordinated Entry System, signing clients up for
housing waitlists).

Coordinator,
County
X X X
Recruit local landlords to provide rental
opportunities to clients, including accepting rental
assistance subsidies.

Coordinator,
TBD Provider X X X
Pilot and scale a scattered site supportive housing
program (i.e., a program similar to COTS’
“Integrity House” program or SHARE Sonoma).

TBD Provider X X X
Work with local property owners to create shared
housing or living arrangements (e.g., home
sharing, creating ADUs).

TBD Provider X X X
Better align homeless housing efforts and needs
with broader zoning and land use discussions.

Coordinator
X X X
Develop capital and operational funding strategy
for the permanent redevelopment of HAS’s Home
and Safe Village program.

HAS, City,
County, Catalyst X X X
Better utilize County, State, and Federal funding
sources to finance local homeless housing efforts.

Coordinator
X X
Acquire, rehab, and convert existing single family,
multi-family, and commercial properties.

Coordinator,
City, County,
Philanthropy
X X
Agenda Item #9.3:

36 FOCUS AREA #5 - In line with the Sonoma County Continuum of Care’s Strategic Plan, provide non-congregate shelter capacity for at least 50% of people experiencing homelessness in the Sonoma Valley.

Workstreams Owner Year 1
FY23-24
Year 2
FY24-25
Year 3
FY25-26
Open HAS’s Home and Safe Village program. HAS X
Pilot and refine a process for using the BNL to
make referrals to local emergency shelter
programs.

HAS, SOS,
Coordinator X
In line with Focus Area #3, continue to seek
relocation and potential expansion of low-barrier,
local safe parking along Highway 12.

SOS, City,
County, Catalyst X X
Incorporate medical respite and other healthcare
intensive beds into the local shelter system.

Sonoma Valley
Hospital,
Sonoma Valley
Health Center
X X
Launch a “permanent” location for flex-up
inclement weather shelter (e.g., warming, cooling,
air quality, fires).

City, County,
All Providers X
Throughput
Beyond ensuring basic dignity, emergency shelter capacity directly correlates with community impacts from homelessness. For example, the lack of shelter is a major factor behind the encampments and other humanitarian crises that have become a hallmark of homelessness on the West Coast. Importantly, however, if shelter programs are not thoughtfully designed and appropriately managed, they can become yet another barrier to regaining housing. In many communities, people are simply warehoused in these facilities and given an arbitrary time limit to “figure it out.” There will always be some people who thrive in this environment, but for people with more complex challenges, particularly people experiencing chronic homelessness, these settings very rarely lead to retention, let alone permanent housing placements.

When it comes to creating any shelter program, it is critical to remain “housing focused.” Shelter should be a means to an end, not an end in itself, and to ensure that this is the case, shelter programs should be structured around the following outcomes:

Percentage of clients exiting
to permanent housing
(should be as high as possible)
The average length of stay prior to a
successful housing placement
(should be as low as possible)
Agenda Item #9.3:

37 A Sustainable and Enduring Approach
A sustainable and enduring approach means securing ongoing, multi-year financial commitments, supporting organizational capacity building (e.g., developing policy and procedures, assisting with recruitment efforts), partnering with other safety net providers for wraparound care, and as needed, bringing in new service provider partners to fill gaps.

FOCUS AREA #6 - Increase and improve the organizational and financial capacity of local homeless service providers.

Workstreams Owner Year 1
FY23-24
Year 2
FY24-25
Year 3
FY25-26
Develop an employment pipeline that utilizes
people with lived experience of homelessness,
particularly for frontline work (shelter workers,
food service).

HAS, SOS
X X X
Develop and Implement a clearer shared service
and investment strategy among local funders and
policymakers.

City, County,
healthcare,
philanthropy
X
In line with the CoC Strategic Plan, establish and
implement minimum compensation and benefit
standards to support local hiring and retention.

All Providers
X
Strengthen technological capacity and
coordination within and across organizations.

County,
Coordinator X X X
Utilize a data dashboard tracking system-level
performance to monitor progress.

Coordinator
X X X
Agenda Item #9.3:

38 One Year from Now
At times strategic planning can feel abstract and overly conceptual. Consequently, from a change management perspective, it is important to create a visceral, tangible sense of the system we’re trying to create. When we do that, it’s clear that a significant amount of progress is possible in a relatively short period of time. For example, based on our strategy and focus areas, by June 30, 2024:
• There will be a “Homeless and Housing Coordinator” position (or function) serving the entire Sonoma Valley. This work will be funded for three years, with equal contributions from the City and the County. Thanks to added capacity from the Coordinator, our team will be fully participating with the countywide Coordinated Entry System and convening weekly By-Name-List (BNL) case conferencing meetings. The Coordinator will also be regularly including social service partners for systemic discussions and proactively driving affordable and homeless housing opportunities throughout the Valley.
• A new housing provider will be operating in the Valley, providing market appropriate solutions for people experiencing homelessness. In addition to recruiting landlords to accept various housing subsidies, such as housing vouchers, this provider will have launched a handful of master-leased or purchased homes, which will have resulted in housing approximately 20 people who had been on the BNL.
• Homeless Action Sonoma’s (HAS) Home and Safe Village will have one year of operational experience under its belt. It is now serving its second cohort of residents, with the first cohort having successfully transitioned through to housing placements through Coordinated Entry and the scattered site housing program described above.
• Our system will be fully staffed up. We will have at least three full-time “Outreach Case Managers,” one of whom is bilingual. Each of these Outreach Case Managers will have an assigned caseload of approximately 20-25 people, and the Case Managers will be proactively moving their clients through designated engagement buckets towards permanent housing. • In terms of day services for people who are either sheltered or unsheltered, there will be a clearer corridor of care along Highway 12. Sonoma Overnight Agenda Item #9.3:

39 Support (SOS) will be operating an expanded food service program in the Springs, FISH will continue to provide emergency financial assistance at its current location, HAS will be providing shelter and drop-in services at its new Village location, and plans will be in motion to launch a County social service hub nearby.
• Based on our community dashboard, which will be based on data from the BNL, we will know we have reduced the number of people experiencing literal homelessness by at least 25%.
• Finally, there will be a real sense and feeling that we’re operating as “one agency.” Each provider will have found their niche(s), funders will be aligned and making sufficient investments to support the system overall, and in many ways, Sonoma Valley will have become a model for other communities.

Shifting and Growing Resources
In addition to having a workplan that all partners are committed to implementing, one of the most powerful ways to drive systemic change is to realign funding and amend scopes of work to reflect new programmatic priorities. Based on our strategy and focus areas, we can project out what it will likely cost to build our desired system of care and then make a plan for shifting and increasing resources to meet the need.

If we fully operationalized everything proposed in this Action Plan, our system is likely to cost approximately $3.6M a year (not adjusting for inflation). If current levels of private and philanthropic funding continue as they have, our system could expect to bring in approximately $1.7M a year. That leaves a gap of $1.9M.

While a gap of $1.9M is substantial, it is also achievable. Increased and sustained investments from the City and County could potentially generate another $1M per year, bringing the gap down to $900k. For this remaining amount, local providers could more effectively leverage State and Federal grant and funding opportunities (e.g., CDBG, the annual CoC NOFA, CalAIM), other local stakeholders such as the healthcare system could get involved, especially for medical-related services like respite beds, and all of this momentum could spur even more private and philanthropic support.

Agenda Item #9.3:

40 POTENTIAL Annualized Action Plan Budget
Service / Investment POTENTIAL Future Revenue
STEP Program or Position Provider Cost City County State / Fed
Private Other Gap
Triage Emergency Assistance FISH $500,000 $0 $0 $0 $500,000 $0 $0 Engagement BNL Coordinator TBD $120,000 $60,000 $60,000 $0 $0 $0 $0 Engagement Outreach Case
Managers
HAS $300,000 $100,000 $200,000 $0 $0 $0 $0
Engagement Food SOS $800,000 $0 $0 $0 $800,000 $0 $0
Engagement Day Services - Showers
and Laundry
SOS / HAS $150,000 $100,000 $0 $0 $0 $0 $50,000
Engagement Safe Parking SOS $180,000 $0 $0 $0 $0 $0 $180,000 Engagement Home and Safe Village HAS $900,000 $0 $500,000 $0 $400,000 $0 $0 Engagement “As Needed” Inclement
Weather Shelter
TBD $135,000 $0 $0 $0 $0 $0 $135,000
Placement Master Leased
Supportive Housing
TBD $500,000 $0 $0 $0 $0 $200,000 $300,000
$3,585,000 $260,000 $760,000 $0 $1,700,000 $200,000 $665,000 Agenda Item #9.3:

41 Measuring Our Progress
Finally, we come to the million-dollar question. How will we know if our Action Plan is working? The following four questions will help us remain focused on our overarching vision of achieving functional zero homelessness in Sonoma Valley by June 30, 2026:

1. How many people are experiencing long-term chronic homelessness in Sonoma Valley?

2. What percentage of that group is sheltered?

3. How many people exited homelessness over the last quarter? How? o Not seen in 90 days
o Housed (details on type of housing placement)
o Substance use treatment program
o Relocated to a different area
o Incarcerated
o Deceased

4. What type of engagement is happening to support people who are still homeless?
o Identified – Client is known by community providers.
o Initial engagement – Outreach workers and case managers are beginning to build a relationship.
o Fully assessed – Client has all necessary documents to become eligible for Coordinated Entry housing referrals.
o Housing referral / resource – Client has received a housing resource through Coordinated Entry and is searching for housing.

Agenda Item #9.3:

42 o Recently housed – Client was recently permanently housed, and a warm handoff is in motion to the long-term housing provider and / or case manager.

Success would then look like:
• The overall number of people on the BNL is coming down. • An increasingly higher percentage of people are in shelter. • The rate of quarterly exits is increasing, particularly to housing or treatment. • All people on the list being fully assessed for Coordinated Entry.

By the time we reach
Agenda Item #9.3:

43 Appendix
43 Agenda Item #9.3:

44 Glossary
By Name List / BNL - A way to focus on housing the most vulnerable (and often most service-demanding) first by looking at individual needs and histories Case Conferencing - Where service providers strategize about individuals and how to best address their service needs.

Case Management – A social worker helping a person to address their needs.

Chronically Homeless - A federal designation for a person experiencing long-term homelessness with a disabling condition.

Coordinated Entry System - A housing placement system required to receive Federal and State funding that coordinates care and reduces barriers to access Continuum of Care - The governing body that determines federal funding allocations and develops regional policies for addressing homelessness.

Homeless Management Information System / HMIS - A countywide system to collect data about people experiencing homelessness.

Housing First - Putting someone into housing first and then supporting their recovery from homelessness,
Lived Experience - Persons who have been or are currently homeless who serve as representatives for the unhoused.

Sub-regionalization - A strategy in Sonoma County to form by-name-lists (BNL) in smaller subregions throughout the county, facilitate case conferencing around these BNLs, coordinate with the countywide Coordinated Entry System, and ultimately driving housing placements.

Vouchers - Subsidized housing whereby vouchers holders pay 30% of their income to housing costs.

Agenda Item #9.3:

45 Sources

1. The State of the Nation’s Housing 2018, Joint Center for Housing Studies of Harvard University, 2018, p. 5,
https://www.jchs.harvard.edu/sites/default/files/Harvard_JCHS_State_of_the_Nation s_Housing_2018.pdf.

2. Susan Wood, “Napa, Sonoma, Marin, Solano rents jump, burdening tenants, landlords,” The North Bay Business Journal, February 7, 2022. https://www.northbaybusinessjournal.com/article/article/napa-sonoma-marin-solanorents-jump-burdening-tenants-landlords/

3. “Estimate of Median Household Income for Sonoma County, CA,” FRED Economic Data, St. Louis Fed, https://fred.stlouisfed.org/series/MHICA06097A052NCEN

4. State of Housing in Sonoma County, Generation Housing, January 2022, p. 11, https://generationhousing.org/wpcontent/uploads/2022/02/2022_Feb_SOH_Sonoma-County.pdf

5. Santa Clara County Homeless Census & Survey Comprehensive Report 2019, Applied Survey Research, 2019, p. 8,
https://osh.sccgov.org/sites/g/files/exjcpb671/files/2019%20SCC%20Homeless%20C ensus%20and%20Survey%20Report.pdf;San Francisco Homeless Count & Survey 2019 Executive Summary, Applied Survey Research, 2019, https://hsh.sfgov.org/wpcontent/uploads/2020/01/ExecutiveSummary_SanFrancisco2019.pdf; Marin County Homeless Count & Survey 2019 Executive Summary, Applied Survey Research, 2019, https://www.marinhhs.org/sites/default/files/files/servicepages/2019_07/executives ummary_marin2019.pdf; “Continuum of Care,” County of Sonoma, https://sonomacounty.ca.gov/development-services/community-developmentcommission/divisions/homeless-services/continuum-of-care; Solano County Homeless Count & Survey 2019 Executive Summary, Applied Survey Research, 2019, https://nebula.wsimg.com/e464819ebca2a5fd1a08032dec6aa038?AccessKeyId=B6A DA8353DCF8737BDC0&disposition=0&alloworigin=1; Alameda County 2019 EveryOne Counts Homeless Point-in-Time Count & Survey, Applied Survey Research, 2019, https://everyonehome.org/wpcontent/uploads/2019/07/ExecutiveSummary_Alameda2019-1.pdf; Santa Cruz County Homeless Census & Survey 2019 Executive Summary, Applied Survey Research, 2019, https://housingmatterssc.org/wp-content/uploads/2019/08/2019-PIT-CountExec-Summary.pdf.

Agenda Item #9.3:

46 6. “Acting to Prevent, Reduce and End Homelessness,” Homeless Data Integration System, State of California Business, Consumer Services and Housing Agency, https://bcsh.ca.gov/calich/hdis.html.

7. “Mortality among the homeless: Causes and meteorological relationships,” Jerzy Romaszko, Ewa Dragańska, Iwona Cymes, Robert Kuchta, Katarzyna GlińskaLewczuk. December 2017. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5739436/#:~:text=The%20average% 20life%20span%20of,9.85)%20of%20a%20homeless%20female.

8. “City of Sonoma Housing Element Presentation,” City of Sonoma City Council Meeting, January 25, 2022. p. 12.

9. K. Hopper, M. Shinn, E. Laska, M. Meisner, and J. Wanderling, “Estimating Numbers of Unsheltered Homeless People Through Plant-Capture and Postcount Survey Methods,” American Journal of Public Health 98, no. 8 (2008): 1438–1442.

10. “Don’t Count on It: How the HUD Point-in-Time Count Underestimates the Homelessness Crisis in America,” National Law Center on Homelessness & Poverty, 2017, p. 12, https://homelesslaw.org/wp-content/uploads/2018/10/HUD-PITreport2017.pdf.

11. A Portrait of Sonoma County 2021 Update, Measure of America, 2021, p.30 https://upstreaminvestments.org/Microsites/Upstream%20Investments/Documents /Archive/Portrait-of-Sonoma-County-2021-Report.ADA.pdf

12. A Portrait of Sonoma County 2021 Update, Measure of America, 2021, p.27 https://upstreaminvestments.org/Microsites/Upstream%20Investments/Documents /Archive/Portrait-of-Sonoma-County-2021-Report.ADA.pdf

13. Sonoma Valley Food Security Assessment, Community Planning Collaborative, January 2023, p. 14
https://static1.squarespace.com/static/5f86171d99cfba2bdff939d0/t/63dc68f48cd4 4127e74501c1/1675389179278/FINAL+REPORT+SV+Food+Security+2023.pdf Agenda Item #9.3:

47 Agenda Item #9.3: