LAFCO
Mountain House 2025 MSR Update 2025-04-18
Read the report at Local Agency Formation Commissions ↗
City of Mountain House
Municipal Service Review and
Sphere of Influence Plan
2025 Update
Prepared by the City of Mountain House for
San Joaquin LAFCO
April 18, 2025
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
TABLE OF CONTENTS
I. INTRODUCTION ....................................................................................................................... 1
II. MUNICIPAL SERVICE REVIEW ..................................................................................................... 2
II.1 GROWTH AND POPULATION PROJECTIONS .................................................................................. 2
A. CURRENT POPULATION AND DWELLING UNITS ......................................................................................2
B. PROJECTED POPULATION AND DWELLING UNITS ....................................................................................2
Table II-1 Projected Population ........................................................................................................................... 3
C. DETERMINATIONS – GROWTH AND POPULATION PROJECTIONS .................................................................3
II.2 Disadvantaged Unincorporated Communities .................................................................. 4
A. DETERMINATIONS – DISADVANTAGED UNINCORPORATED COMMUNITIES ....................................................4
II.3 Present and Planned Capacity of Public Facilities and Adequacy of Public Services,
including Infrastructure Needs or Deficiencies ........................................................................ 5
A. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES ..........................................................................5
A.1. Fire & EMS Service Delivery .......................................................................................................................... 6
A.2. Training .......................................................................................................................................................... 7
A.3. Equipment ..................................................................................................................................................... 7
A.4. Fire and EMS Responses................................................................................................................................ 8
Table II-2 Fire - EMS Summary Statistics (2024) .................................................................................................. 9
A.5. Ability to Serve Existing and Future Development ....................................................................................... 9
B. LAW ENFORCEMENT...................................................................................................................... 10
Table II-3 San Joaquin Sheriff’s Department Response Times to Mountain House .......................................... 11
Table II-4 Crimes in Mountain House ................................................................................................................ 12
Table II-5 San Joaquin Sheriff’s Department Calls for Service to Mountain House .......................................... 12
C. WATER SUPPLY, CONSERVATION AND TREATMENT ............................................................................... 13
C.1. Water Distribution System .......................................................................................................................... 14
C.2. Water Treatment Plant and Storage ........................................................................................................... 14
C.3. Water Conservation Measures .................................................................................................................... 14
C.4. Future Supply and Demand and Improvements to the System .................................................................. 15
Table II-6 Comparison of Water Supplies to Projected Demands ..................................................................... 16
D. WASTEWATER COLLECTION AND TREATMENT ..................................................................................... 17
D.1. Wastewater Collection System ................................................................................................................... 17
D.2. Wastewater Treatment Plant...................................................................................................................... 18
Table II-7 Total Annual Average Day Flow (AADF) in million gallons per day ................................................... 18
D.3. Effluent Discharge, Sludge Disposal and Industrial Waste Regulation ....................................................... 18
D.4. Future Wastewater Demand and Systems Improvement .......................................................................... 19
E. STORM WATER DRAINAGE.............................................................................................................. 19
E.1. Existing Storm Water Collection System and Planned Expansion ............................................................... 20
E.2. Storm Water Discharge Permit and Water Quality Management Program ............................................... 21
E.3. Future Storm Water Drainage Demands and System Improvements ........................................................ 22
F. PARKS AND RECREATION ................................................................................................................ 23
F.1. Existing and Planned Parks and Recreation Facilities .................................................................................. 23
Table II-8 Mountain House Parks and Open Space ........................................................................................... 23
G. Other Services, Facilities and Infrastructure .............................................................................. 23
H. Determinations -- Present and Planned Capacity of Public Facilities and Adequacy of Public
Services, including Infrastructure Needs or Deficiencies ................................................................ 24
II.4 Financial Ability of the Agency to Provide Services ......................................................... 25
A. FUNDING OF OPERATING SERVICES ................................................................................................... 25
Table of Contents i
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
A.1. Utility Revenues .......................................................................................................................................... 25
A.2. Special Taxes ............................................................................................................................................... 25
Table lI-9: Special Parcel Taxes ........................................................................................................................... 26
A.3. Other Assessment and Community Facility Districts for Services .............................................................. 26
A.4. Revenue from Developers Services............................................................................................................. 27
B. INFRASTRUCTURE FUNDING AND FINANCING ....................................................................................... 27
C. SCHOOL CONSTRUCTION FINANCING ................................................................................................. 28
D. Determinations – Financial Ability to Provide Services and Facilities ......................................... 28
II.5 Status of, and Opportunities for, Shared Services ........................................................... 30
A. Current and Future Potential Shared Facilities .......................................................................... 30
A.1. Law Enforcement, Fire and Emergency Medical Services .......................................................................... 30
A.2. Utility Services ............................................................................................................................................. 30
A.3. Library Services............................................................................................................................................ 30
A.4. Parks and Recreation................................................................................................................................... 31
A.5. Infrastructure .............................................................................................................................................. 31
A.6. Transit .......................................................................................................................................................... 31
B. Determinations -- Status of, and Opportunities for, Shared Services .......................................... 31
II.6 Accountability for Community Service Needs, Including Governmental Structure and
Operational Efficiencies ....................................................................................................... 32
A. Governmental Structure .......................................................................................................... 32
A.1. Public Information and Participation .......................................................................................................... 32
B. Evaluation of Operational Efficiencies ....................................................................................... 33
B.1. Method of Establishing New Operating Systems and Procedures ............................................................. 33
C. Determinations -- Accountability for Community Service Needs, Including Governmental
Structure and Operational Efficiencies .......................................................................................... 33
III. SPHERE OF INFLUENCE PLAN ................................................................................................... 35
A. CITY BOUNDARIES AND SPHERE OF INFLUENCE .................................................................................... 36
Map III-1 Mountain House City Boundary and Sphere of Influence ................................................................. 37
A.1. Present and Planned Land Uses .................................................................................................................. 38
A.2. Future City Annexations Within Current SOI .............................................................................................. 38
Map III-2 Mountain House Master Plan Land Uses ........................................................................................... 39
B. PROJECTED POPULATION WITHIN THE SPHERE OF INFLUENCE .................................................................. 40
C. DETERMINATIONS......................................................................................................................... 40
C.1. Present and Planned Land Uses within the Sphere of Influence ................................................................ 40
C.2. Present and Probable Need for Public Facilities and Services .................................................................... 40
C.3. Present Capacity of Public Facilities and Adequacy of Public Services ....................................................... 41
C.4. Existence of Social and Economic Communities of Interest ....................................................................... 41
Exhibit I Mountain House Master Plan Land Use Summary .................................................. 42
Exhibit II Buildout Potable Water Distribution System.......................................................... 43
Exhibit III Buildout Wastewater Collection Facilities ............................................................. 44
Exhibit IV On-site Watershed Drainage Map ........................................................................ 45
Exhibit V Parks and Amenities ............................................................................................. 46
Exhibit VI Community Facilities ........................................................................................... 47
Exhibit VII Sheriff’s Office Calls for Service to Mountain House ............................................. 48
Table of Contents ii
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
I. INTRODUCTION
In accordance with the 2000 Cortese-Knox-Hertzberg Act, the San Joaquin Local Agency
Formation Commission (LAFCO) is required to prepare a Municipal Services Review (MSR) for
the City of Mountain House prior to establishing or updating the City’s sphere of influence
(SOI). This MSR has been prepared by the City for LAFCO to make determinations regarding the
City's ability to provide services and to reconfirm the existing sphere of influence.
State law and LAFCO Policies and Procedures for Spheres of Influence, Service Reviews, and
Annexations require this Municipal Service Review (MSR) to evaluate and provide the following
written determinations with regard to the ability of an agency to provide services:1
(1) Growth and population projections for the affected area.
(2) The location and characteristics of any disadvantaged unincorporated communities within
and contiguous to the sphere of influence.
(3) Present and planned capacity of public facilities, adequacy of public services, and
infrastructure needs or deficiencies including needs or deficiencies related to sewers, municipal
and industrial water, and structural fire protection in any disadvantaged, unincorporated
communities within or contiguous to the sphere of influence.
(4) Financial ability of agencies to provide services.
(5) Status of, and opportunities for, shared facilities.
(6) Accountability for community service needs, including governmental structure and
operational efficiencies.
(7) Any other matter related to effective or efficient service delivery, as required by commission
policy.
This 2025 MSR updates the 2022 Mountain House CSD (MHCSD) MSR2 which was prepared
prior to the MHCSD’s incorporation as the City of Mountain House. The MSR addresses the
municipal service determinations and provides a Sphere of Influence (SOI) Plan.
This MSR is exempt from the California Environmental Quality Act because it is an information
document that is intended only to be used in the consideration of future actions that have not
been approved or funded. LAFCO will prepare a notice of exemption as part of the process of
reviewing this MSR.
1 Gov’t Code Sec. 56430(a).
2 Municipal Service Review and Sphere of Influence Plan 2022 Update, June 8, 2022.
I. Introduction page 1
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
II. MUNICIPAL SERVICE REVIEW
The subsections in this chapter analyze each MSR determination. At the end of each subsection
is a summary of the required determination.
II.1 GROWTH AND POPULATION PROJECTIONS
This section of the Municipal Services Review provides information on the current and
projected population in Mountain House that will create the need for the services discussed in
Chapter III.
Occupancy in Mountain House began in 2003 following the conclusion of the 2000 federal
census, therefore detailed population data were not available until the 2010 census where
records show a population as of April 1, 2010, of 9,675.
A. CURRENT POPULATION AND DWELLING UNITS
The present population of Mountain House is currently estimated by the California Department
of Finance to be 28,825 as of July 1, 2024.3 The 2021 estimate of persons per household (PPH)
was 3.812,4 and has declined to 3.414 persons per household (occupied units) or 3.26 persons
per total units (including vacant units). The average persons per household is expected to
decline as higher density, smaller residential units and apartments are constructed.
Recent data indicate 8,843 existing units(8,443 occupied units after deducting a vacancy factor
of 4.52 percent).5
B. PROJECTED POPULATION AND DWELLING UNITS
Residential units are projected to total 16,105 units by buildout, and a buildout population of
42,368.6 The projected population averages 2.6 persons over the total units.
The anticipated growth is based on the land uses approved in the most recent Specific Plans
and tentative maps and General Plan designations.
3 Cal. Dept. of Finance letter to Steve Pinkerton, City Manager, City of Mountain House, March 26, 2025.
4 Cal. Dept. of Finance letter to MHCSD, Sept. 7, 2021.
5 Cal. Dept. of Finance letter to Steve Pinkerton, City Manager, City of Mountain House, March 26, 2025.
6 Planned units at buildout per John Anderson, City of Mountain House, 4/16/2025; allowed densities may permit a
slightly different total as shown in Master Plan Table 3.1, updated April 2025. Unit total does not include potential
240 additional Town Center units and 90 bonus units (for high density housing) for a potential additional 660
residents.
II.1 MSR Determination #1: Growth and Population Projections page 2
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
Table II-1 Projected Population7
C. DETERMINATIONS – GROWTH AND POPULATION PROJECTIONS
The Mountain House Master Plan and Specific Plans provide the basis for development of the
community. Together, these plans detail the approved land uses and project the population in
the land uses that will need the services provided by the City of Mountain House.
As shown in Table II-1, the 2024 population of 28,825 as of July 1, 2024, is projected to reach
42,368 by buildout in 2035 to 2040. 8,843 existing units will increase to 16,105 units by
buildout.8
Subsequent determinations conclude that facilities, services and infrastructure are adequate to
meet the needs of the projected buildout population of the Master Plan and Sphere of
Influence area.
7 2020 Urban Water Management Plan (UWMP), Draft Report November 2021, Prepared for MHCSD by West
Yost.
8 Planned units at buildout per John Anderson, City of Mountain House, 4/16/2025; allowed densities may permit
a slightly different total as shown in Master Plan Table 3.1, updated April 2025. Unit total does not include
potential 240 additional Town Center units and 90 bonus units (for high density housing) for a potential
additional 660 residents.
II.1 MSR Determination #1: Growth and Population Projections page 3
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
II.2 Disadvantaged Unincorporated Communities
According to the Department of Water Resource’s Disadvantaged Communities mapping
instrument,9 there are no communities within or contiguous to the City’s SOI that meet the
definition of a disadvantaged unincorporated community.
A. DETERMINATIONS – DISADVANTAGED UNINCORPORATED COMMUNITIES
The State Codes describe a "disadvantaged unincorporated community"10 to mean inhabited
territory,11 or as determined by commission policy, that constitutes all or a portion of a
"disadvantaged community" as defined by the Water Code.12
9 DAC Mapping Tool, https://gis.water.ca.gov/app/dacs/
10 Gov. Code Sec. 56033.5.
11 As defined by Gov. Code Sec. 56046.
12 Water Code Sec. 79505.5.
II.2 MSR Determination #2: Disadvantaged Unincorporated Communities page 4
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
II.3 Present and Planned Capacity of Public Facilities and Adequacy of
Public Services, including Infrastructure Needs or Deficiencies
The purpose of this section is to evaluate infrastructure needs and identify potential
deficiencies of services provided by the City, especially as they relate to current and future
residents. LAFCO is required to make a determination regarding the infrastructure needs, or
deficiencies, within the City and its SOI.
This section of the MSR will address the provision of the following public services, some of
which are directly provided by the City and others which are provided by the City through
contracted services:
• Fire Protection and Emergency Medical Services
• Law Enforcement
• Water Supply, Conservation, Treatment and Distribution
• Wastewater Collection, Treatment and Disposal
• Storm Water Drainage
• Parks and Recreation
• Other Services, Facilities and Infrastructure
In order to approve affirm or change an SOI and/or annexation of land into the City, LAFCO
must determine that the necessary infrastructure and public services exist to support the new
uses at comparable service levels. The information put forward in this MSR demonstrates
support for City buildout within its current SOI boundaries.
A. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES
Fire and Emergency Medical Services are managed through a combination of service providers.
The Fire and Emergency Medical Services (Fire and EMS) are managed through a contract13 with
the French Camp McKinley Fire District (FCMFD), also referred to as the Mountain House Fire
Department (MHFD), since September 13, 2015. Prior to this date the contracted fire services
were managed by the Tracy Rural Fire Protection District (TRFPD) via contract with the City of
Tracy through the South County Fire Authority).14 MHFD holds a public protection classification
of “03/3X”.15
13 Fire Protection and EMS Agreement Between MHCSD and French Camp McKinley Rural County Fire Protection
District, Second Amendment, Aug. 11, 2021.
14 MHCSD 2017 MSR.
15 ISO, January 23, 2017. This means properties located within 5 road miles of municipal water supply were
classified as a 3. Properties located within 5 road miles of a fire station were classified as a 3X.
II.3 MSR Determination #3: Capacity of Public Facilities & Services page 5
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
The MHFD is a recognized member of the San Joaquin County Fire Chief’s Association and
participates in the local and statewide mutual aid system. Automatic aid agreements exist
between MHFD and the following organizations: the Defense Logistics Agency (Tracy Depot),
Montezuma Fire District, along with additional resources available through the San Joaquin
County Mutual Aid system (SCFPA). Currently MHFD and SCFPA have a standing mutual aid
response. MHFD staff attend county training and EMS meetings held within the county.
Emergency Medical Services are provided through a combination of expanded scope Basic Life
Support 7 (Expanded Scope BLS provides additional life saving measures beyond BLS) through
MHFD with transport provided primarily by American Medical Response (AMR); AMR provides
basic life support (BLS), advanced life support (ALS), critical care transport, and neonatal
transport. The expanded BLS scope provided by MHFD allows department personnel to
administer Epinephrine in severe allergic reaction cases and Naloxone to reverse the effects of
opiate (pain killers, narcotics) overdoses. These were formerly only allowed to be given by
Paramedic Personnel. MHFD was the first fire department in the County to participate in this
program under the San Joaquin EMS Agency.16
The MHFD fire and EMS is staffed through a contract with the FCMFD. FCMFD is considered a
combination agency, with full-time line staff and reserve firefighter personnel. FCMFD employs
approximately 31 personnel: 24 full time firefighters working a 48-96, on a three-shift platoon
schedule. One full time Fire Chief, one full time Deputy Fire Chief , one full time Administrative
Manager, and one part-time Administrative Assistant. Three Reserve firefighters support the
paid firefighting staff. Reserve firefighters have the qualifications to assist in firefighting and
driver operating roles as needed.
French Camp Station 11-1 is staffed with three personnel: one officer, engineer, and firefighter.
Mountain House Station 16-1 is staffed with two officers (Captains or Captain & Acting Captain}
two engineers, and one firefighter. The District responded to approximately 2,446 emergency
calls to both Mountain House and French Camp (2024 ). The French Camp McKinley Fire District
has responsibility for several significant life-safety hazards such as the San Joaquin County Jail,
San Joaquin County Juvenile Justice Center, Honor Farm, San Joaquin County Sheriff’s Office,
San Joaquin County General Hospital, and Interstate 5.
A.1. Fire & EMS Service Delivery
MHFD operates out of Mountain House Fire Station 1 (aka Station 16-1) at 911 Tradition Lane.
Mountain House Station 1 is staffed with five personnel daily, with an on-duty officer to
oversee major incidents. Station 1 houses two type 1 engines, a ladder truck, and a type 6
wildland apparatus. MHFD Fire Station 2 (aka Station 16-2), open July 2025, is located at 1448
Stockyard Drive. The new station will house a type 1 engine staffed with a captain and an
engineer. The engine company will cross-staff the water rescue boat.
16 MHCSD 2017 MSR.
II.3 MSR Determination #3: Capacity of Public Facilities & Services page 6
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
Station 16-1 continues to staff five personnel, 24 hours a day, seven days a week, with an
available Duty Officer. They work on a 48-96 hour three platoon system. The shift includes two
Captains (one being a Duty Officer} , two engineers or certified driver operator, and one
firefighter. This staffing allows for a three-person engine company and a two-person cross-
staffed truck or wildland unit to be always available. MHFD’s five fire personnel provide
expanded services to the Mountain House community beyond traditional Fire & EMS duties
including the following: assistance in emergency preparedness to include the City's Emergency
Operation Plan and Emergency Operations Center, Incident Action Plans, Community
Emergency Response Team, education in the classrooms from K-12, and participation in
community events such as National Night Out, Music in the Park, 4th of July, Bike Rodeo,
Farmers Market, Veterans Day, and Santa's Parade and Tree Lighting.
A.2. Training
The Department’s training programs are organized to ensure comprehensive preparedness for
both fire and EMS operations. Fire training is overseen by the deputy fire chief, while EMS
training is assigned to a captain, both of whom are responsible for delivering all cognitive and
psychomotor skill-based training.
Staff training covers a wide range of essential areas, including fire operations (such as live fire
training), technical rescue, special operations, auto extrication, Hazmat First Responder
Operations (FRO) and Decontamination (Decon), as well as professional development,
prevention courses, and EMS procedures. These programs are scheduled annually by the
training officers, adhering to local, state, and national standards. The department maintains
rigorous training standards, requiring two hours of training per shift and a minimum of 240
hours per year. To ensure well-rounded instruction, the Department integrates online training
with hands-on practice, providing staff with the necessary skills and knowledge to excel in an
emergency response.
A.3. Equipment
Equipment at Mountain House Station 16-1:17
Vehicle Type Make/Model Year Flow Capacity
E16-1 Type 1 Rosenbauer 2024 1 500 gpm 500 gal
E16-2 Type 1 Rosenbauer 2024 1500 gpm 500 gal
E16-3 Type 1 Rosenbauer 2016 1537 gpm 1000 gal
T16-1 Aerial 109’ R osenbauer 2021 2000 gpm 400 gal
BC11-1 Chevrolet Tahoe 2 0 17
17 MHFD, 2/14/2025.
II.3 MSR Determination #3: Capacity of Public Facilities & Services page 7
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
BR16-1 Type 6 Chevrolet 5500 2 0 21 250 gpm 400 gal
UT16-1 Chevrolet 1500 2023
Pickup
UT16-2 Honda Pioneer 2022 25 gpm 70 gal
1000 UTV
BT16-1 Water Inmar 430-SR-HD 2023
Rescue
Equipment at French Camp Station 11-1: 18
Vehicle Type Make/Model Year Flow Capacity
E11-1 Type 1 Spartan 2023 1 500 gpm 600 gal
E11-2 Type 1 Spartan 2010 1500 gpm 500 gal
E11-3 Type 3 Pierce 2012 500 gpm 500 gal
Ch11-1 Chevrolet 2021
Ch11-2 Chevrolet 2023
UT11-1 Ford F150 2010
OES4606 Type 6 Ford F550 2020 O50E0S 4g6p0m6 280 gal
Type
MHFD has made significant upgrades to its fleet t o enhance its firefighting and emergency
6 Ford
response capabilities. The district replaced its 1991 Pierce 75' Aerial with a modern 2021
F550 (State
Rosenbauer 109' Viper Aerial, providing greater reach and advanced technology for aerial
owned
operations. Engine E16-1 was also replaced with a 2024 Rosenbauer Type 1 engine, and the
vehicle)
previous E16-1 will now serve as E16-3, a reserve apparatus to bolster readiness during peak
demand. Additionally, MHFD added E16-2, anothe r 2024 Rosenbauer Type 1 engine, which will
be stationed at MHFD Fire Station No. 2, set to open by July 2025. The district also placed a
2021 Type 6 fire apparatus into service, replacing the aging BR16-1. These upgrades ensure
MHFD remains well-equipped to respond effectively to the growing needs of its community
while maintaining operational reliability and safety.
A.4. Fire and EMS Responses
Calls are dispatched through the Valley Regional Emergency Communications Center (VRECC),
as part of a Joint Powers Agreement with the San Joaquin County Joint Radio Users Group
(JRUG) in which the FCMFD participates as a voting member.
18 MHFD, 2/14/2025.
II.3 MSR Determination #3: Capacity of Public Facilities & Services page 8
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
As shown in Table II-2, the average response time (turn out time after receiving the assignment
plus travel time) to all calls is five minutes and 37 seconds. The response time for ninety
percent of all calls is nine minutes and 20 seconds or less; for ninety percent of fire emergencies
the response time is seven minutes and eight seconds or less.
Table II-2 Fire - EMS Summary Statistics (2024)19
A.5. Ability to Serve Existing and Future Development
The Mountain House Master Plan, consistent with the County General Plan, specifies that a
suburban level of fire protection service and emergency medical services will be provided. Fire
protection is provided in compliance with all requirements and standards adopted by the City
of Mountain House.
The MHFD’s ISO rating of “3” has not changed since 2017, although since then, MHFD has
added fire fighting vehicles to its fleet, and currently a second station will be open in the spring
of 2025. In addition to the second fire station opening spring of 2025 MHFD now has three type
1 engines, 109’ aerial truck, type 6 wildland apparatus and a water rescue boat These additions
should improve the next ISO rating.
National Fire Protection Administration and Insurance Service Office performance standards are
met through the current fire and EMS service levels and will continue to be met as demands
increase from the growing population, equipment is added, and when the second fire station is
operational.
A new second fire station, Mountain House Fire Station No. 2, is located north of Byron Road
within the City of Mountain House and master planned areas to help respond to calls from
development north of Byron Highway. With the new station added, MHFD will have a total of
three companies (2 engine/1 truck/ 1 duty officer) and nine total personnel when build-out is
complete. The addition of the new station, more personnel and new engines will improve
response times and services reported in 2024.
The adopted Fiscal Year 2024-25 budget by the City for Fire and Emergency Medical Services
contracted services is $3,455,232 which is sufficient to cover the current staffing levels and
operations and maintenance of the fire station and equipment.20 The need for additional
personnel in the future will be addressed by the City Council, City Manager, the FCMFD Board
of Directors and the FCMFD Fire Chief as new development occurs.
19 MHFD, 2/14/2025.
20 City of Mountain House 2024/2025 Adopted Budget.
II.3 MSR Determination #3: Capacity of Public Facilities & Services page 9
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
B. LAW ENFORCEMENT
Law enforcement is contracted through the San Joaquin County Sheriff's Office (SJCOSO).21 The
SJCOSO command staff and deputies operate out of two facilities: (1) a satellite office located at
the City of Mountain House Town Hall, 251 E. Main Street, Mountain House, California; and (2)
the SJCOSO headquarters located at 7000 Michael Canlis Blvd, French Camp, California. As the
community grows, facilities will be provided at existing City buildings.
The SJCOSO presently assigns six (6) Patrol Deputies, one (1) Sergeant full-time, two (2) Motor
Deputies, one (1) School Resource Deputy, and one (1) full-time Lieutenant to function as the
“Chief of Police” to the City of Mountain House. The total number of Deputies was increased on
July 1st, 2024, upon the incorporation of Mountain House.22 The deputies assigned to Beat 8, a
"beat area" that includes Mountain House and the adjacent unincorporated county area,
provide additional law enforcement service. Investigative and all other law enforcement
support services are provided through the SJCOSO. Table II-3 summarizes response times by
call priority.
Currently, the City of Mountain House and the San Joaquin County Sheriff’s Office have a
Memorandum of Understanding (MOU), which was signed in January 2025 and outlines the
responsibilities of both the City of Mountain House and San Joaquin County Sheriff’s Office. In
addition, the City also has an (MOU) with Lammersville Unified School District, which allows the
assignment of the School Resource Deputy to LUSD.
Due to the City’s incorporation, the Mountain House Police Services is now also responsible for
all traffic-related matters that occur within the City. They are responsible for enforcing traffic
laws as outlined in the California Vehicle Code, investigating traffic accidents, investigating
vehicle thefts, and responding to parking and other traffic-related complaints. Although the
California Highway Patrol (CHP) is no longer solely responsible for traffic within the city, they do
provide assistance when requested for general law enforcement and traffic control.
21 Agreement, Police Protection Services, A-04-432, June 15, 2004.
22 Correspondence from San Joaquin County Sheriff’s Office to City, 4/12/2025.
II.3 MSR Determination #3: Capacity of Public Facilities & Services page 10
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
Table II-3 San Joaquin Sheriff’s Department Response Times to Mountain House23
AVERAGE
RESPONSE
PRIORITY DESCRIPTION
TIME
Priority 1 Highest Priority, requires immediate dispatching, A crime, 8.6
typically in-progress, where the physical well-being of a person is minutes
in jeopardy, e.g., assault, homicide, kidnapping, robbery, home
invasion, burglary (suspect possibly on premises), brandishing a
weapon, bomb threats, coroner’s case, missing or lost children,
disaster, etc.
Priority 2 Priority 2 calls do not require an immediate response but should 9.5
be dealt with as soon as possible. Non-violent persons' crimes and minutes
property crimes with known suspects, e.g., family disturbance,
suspicious person (no weapons seen), burglary (suspect not on
premises), theft of property with possible suspect lead, welfare
check, etc.
Priority 3 The majority of calls fall into Priority 3; these calls are handled in 20.2
the order in which the call is received. Property crimes with no minutes
suspect leads, incidents where the victim delayed reporting the
crime. Examples include cold burglary, property theft or damage,
mail theft, noise complaints, information requests, etc.
Table II-4 reports Mountain House property and violent crimes for the calendar years 2023 and
2024. The number of violent and property crimes declined however other crimes increased.
Additional detail about specific types of crimes occurring in each year is included in Exhibit VII.
23 Correspondence from San Joaquin County Sheriff’s Office to City, 4/12/2025.
II.3 MSR Determination #3: Capacity of Public Facilities & Services page 11
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
Table II-4 Crimes in Mountain House24
Calendar Year
Category 2023 2024
Violent Crimes & Property 202 175
Crimes (UCR Part 1)
Other Crimes (UCR Part 2) 1,126 1,218
TOTAL 1,328 1,393
Table II-5 shows total monthly calls for service for FY2022-23 compared to FY2023-24. The total
calls include traffic stops and officer-initiated activity, so the annual totals are greater than the
calls by crime type shown in Table II-4. City staff work closely with the SJCOSO command staff
and deputies to proactively address concerns, such as crime or traffic safety. The Sheriff's Office
collects monthly statistical data for Mountain House that is available online on the City website
in the monthly Council agenda packages.25
Table II-5 San Joaquin Sheriff’s Department Calls for Service to Mountain House26
The Fiscal Year 2024-25 City Budget contains funds that will ensure a patrol unit 24 hours per
day, seven days a week present within the City’s boundaries and SOI. The Fiscal Year 2024-25
24 Correspondence from Mountain House Police Services, 3/04/2025.
25 https://www.mountainhousecsd.org/government/board-meeting-agendas-and-minutes
26 Correspondence from Mountain House Police Services, 2/12/2025.
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adopted budget for law enforcement services is $4,728,361 which is sufficient to cover the
current law enforcement services.27 The City intends to provide facilities in City buildings for
Sheriff operations and includes equipment and vehicle costs in its CIP.
As the City of Mountain House grows, the need for additional law enforcement personnel will
be addressed by the City Council, City Manager, and the Sheriff's Department. The analysis will
include an assessment of crime statistics, response times, community needs, and revenue
availability.
C. WATER SUPPLY, CONSERVATION AND TREATMENT
The City serves drinking water to the Mountain House community. The City water system
consists of one water treatment plant, four storage tanks, three booster pump stations, and
approximately 74 miles of pipelines.28 All water supply infrastructure, including the diversion
point, conveyance facilities, treatment plant, storage, and pump stations are designed for
ultimate buildout of the community. The City owns the water treatment plant and distribution
system and contracts operations and maintenance (O&M) to a private operator to meet City
contract specifications and State and Federal laws and permit conditions.
Prior to development, the San Joaquin County Board of Supervisors approved a water supply
reliability analysis conducted as part of an Environmental Impact Report in 1994 for Specific
Plan I; subsequently, Specific Plan II and Specific Plan III were the subject of water supply
assessments (WSAs)29 that demonstrated an adequate, reliable water supply.
The City will update its Urban Water Management Plan (UWMP) in 2025 which is a requirement
of State law30 to help water suppliers assess the availability of their water supplies with current
and projected water use to help ensure reliable water service under different conditions. The
UWMP evaluates conditions for the next 20 to 25 years, so required updates every five years
ensure continued, long-term water supply planning. The UWMP provides further details about
the City water system including how it is meeting conservation targets, achieving water service
reliability, and preparing a plan to respond to water shortages.
The City’s current water supplies are exclusively purchased from the Byron Bethany Irrigation
District (BBID). BBID’s primary source of supply is the State Water Project (SWP), which diverts
surface water from the Sacramento-San Joaquin Delta (Delta). The raw water is provided by
BBID through their pump station located along the California Aqueduct downstream of the
Harvey 0. Banks Pumping Plant (BBID's diversion and pumping facilities pre-date the State
Water Project system, and therefore, the BBID possesses a settlement agreement with the SWP
recognizing BBID's right to divert) and is delivered through a BBID-owned 30-inch pipeline to
27 City of Mountain House 2024/2025 Adopted Budget, pg. 107.
28 2020 Urban Water Management Plan (UWMP), Final Report May 2022, Prepared for MHCSD by West Yost.
29 WSAs were required by SB 610 and SB 221 (statutes adopted by the California State Legislature in 2001).
30 Urban Water Management Planning Act.
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the treatment plant, where the raw water becomes the responsibility of the City’s O&M
operator.31
C.1. Water Distribution System
The existing water distribution system includes distribution mains, two treated water storage
tanks and pump station located at the water treatment plant (WTP) site, the Westside Booster
Pump Station, and two College Park Storage Tanks and booster pump stations (BPS).32
The existing distribution system consists of approximately 74 miles of pipelines ranging from 6
to 36 inches in diameter. Most existing pipelines are polyvinyl chloride, with the remainder
being ductile iron or cement-lined steel.
C.2. Water Treatment Plant and Storage33
The BBID diversion to Mountain House is located approximately three miles northwest of the
City WTP. The WTP began operations in 2002 and is currently operated under a third-party
contract with Inframark Water & Infrastructure Operations (Inframark). While the WTP has a
current capacity of 15 million gallons per day (MGD), it will ultimately be expanded to a
capacity of approximately 20 MGD.
At the WTP site, raw water from BBID is treated with conventional filtration technology. The
treated water is then pumped through an ultraviolet disinfection system, chlorinated, and
stored in two treated water storage tanks totaling 4.4 MG.
The existing water system has four treated water storage tanks, which provide water to meet
hourly demand fluctuations, supply demands during emergency and power outage conditions,
and provide a fire flow reserve. There are two treated water storage tanks at the WTP totaling
4.4 MG as described above. The other two tanks (College Park Tanks 1 and 2) are 3.7 MG each
and provide water to the Zone 1 and Zone 2 booster pumps.
C.3. Water Conservation Measures
The City continues to implement demand management measures (DMMs) to promote
conservation and reduce demands on water supplies per State law34. DMMs include water
waste prevention ordinances, required water metering, conservation pricing, public education
and outreach, and programs to assess and manage distribution system losses. The City also
provides staff to support its residential water conservation program and its large landscape
irrigation conservation program.35
31 MHCSD 2017 MSR.
32 Ibid, 2020 UWMP.
33 ibid, 2020 UWMP.
34 Urban Water Management Planning Act.
35 ibid, 2020 UWMP.
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By implementing the DMMs summarized above and described in Chapter 9 of the 2020 UWMP,
the City achieved its interim and final targets established in the 2020 UWMP.36
C.4. Future Supply and Demand and Improvements to the System
The City reviewed development and planning documents to estimate water demands for a fully
developed community (i.e., buildout), which may occur by 2040. Mountain House is projected
to develop the remaining residential neighborhoods over the next 10-15 years. The Town
Center/Central Commercial area, freeway commercial and the industrial and office space areas
of the Master Plan are yet to be built out. Mountain House plans to align with the overall
community goals outlined in the Master Plan as a self-sufficient community offering
employment, goods, services, and recreation to a growing population.
Based on data presented in the 2020 Potable Water System Master Plan Update37 (2020
PWSMP), the buildout population was projected to be 39,062. Recent estimates by the City
indicate a buildout population of 42,368.38 The changes to land use, population and water
needs will be addressed in the City’s UWMP expected to be updated beginning in 2025.
Current total water demand for 2020 of 4,672 Acre Feet (AF), including system losses, was
projected to grow to 9,595 AF by buildout expected in 2040,39 then remain constant after
buildout.40 These projections will be revised in the updated UWMP.
The City is expected to continue to purchase water from BBID. In the future, the City will be
able to use the riparian water rights on properties north of Byron Road as they are developed.
The City is in the process of finalizing the transfer and ability to use these riparian rights;41 a
Mutual Water Company has been formed for this purpose.42 These rights allow for the
beneficial use of Old River water within those properties, and the projected increase in water
supply is approximately 2,570 AF.43 For the City to use Old River water, certain properties near
the river must be developed. After development, Old River water must be used within those
properties.
Table II-6 compares projected buildout demand to future supplies. As shown in the table, the
City will have a surplus of 2,788 AF/yr.44 Therefore, the City will be able to meet projected
buildout demands with available water from BBID and riparian rights. The District is pursuing
36 ibid, 2020 UWMP.
37 MHCSD 2020 Potable Water System Master Plan Update, Nov. 2020, West Yost Associates.
38 See II.1 Growth and Population Projections, and revised Master Plan Table 3.1 in Exhibit I.
39 2020 UWMP, Table 4-3.
40 2020 UWMP.
41 Correspondence from MHCSD, Nadir Shareghi, May 25, 2022.
42 Correspondence from City of Mountain House, K. Morgan, 1/15/2025.
43 2020 UWMP, Table 6-5.
44 2020 Potable Water System Master Plan Update, pg. 4-3.
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additional sources and conservation measures to further bolster water supplies45 and continues
to monitor and update projections of buildout water demands.46
Table II-6 Comparison of Water Supplies to Projected Demands47
The City does not currently have plans to use recycled water (i.e., highly treated wastewater)
though it may in the future.
The City is planning on constructing an Aquifer and Storage Recovery Well. A Request for
Proposals was posted January 9th, 2025, with expected completion Fall 2029.48
The City is working with BBID on the Wicklund Cut Water Supply Reliability Project and entered
into a Cost Share Agreement for a Water Smart Grant in November 2024. This is a ten-year,
three-phased project that can add 20 CFS to the City.49
Mountain House Developers are required to build raw water storage at the Water Treatment
Plant. The storage amount has not been confirmed; however, it is estimated to be 25-75 AF.
Existing distribution systems are sized to serve the community at buildout with additional lines
to be constructed by the developers as future neighborhoods are built. The existing WTP is
designed to be expanded by adding treatment equipment into existing treatment bays with
new water storage tanks to be constructed as a requirement to meet future development
needs.
45 See City of Mountain House Water Update, Jan. 8, 2025, file: “PP 9.X 2025 Water Update.pptx”.
46 City of Mountain House Minimum Water Demands for Public Health and Safety at Buildout, Technical
Memorandum, West Yost, Oct. 4, 2024.
47 2020 Potable Water System Master Plan Update, Table 4-2.
48 Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services RFP PW2025-3, and
comments from K. Morgan 4/1/2025.
49 Wicklund Cut Pump Station Feasibility Report, Final Report, October 28, 2024.
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The City maintains two funds to support its water enterprise fund: (1) annual Operations and
Maintenance fund; and (2) Capital Improvement Plan (CIP)50 to fund water system upgrades.
Plans for both funds are updated each year and adopted as part of the overall annual operation
budget for the City. Revenues for these funds are generated from water rates. Water rates are
reviewed and updated as needed periodically to assure adequate funds are available for
required water system upgrades and maintenance. Expansion to the system to serve new
development is funded by developers.
D. WASTEWATER COLLECTION AND TREATMENT
The City provides wastewater collection and treatment infrastructure for the master planned
Mountain House community. Key documents and primary sources of information include:
• Mountain House Master Plan and subsequent specific plans I, II, and III.
• MHCSD Sanitary Sewer Collection System Study (dated June 1, 1999, revised May 17,
2001)
• Amendment to the Sanitary Sewer Collection System Study (May 17, 2001)
The Master Plan, specific plans, and other studies outline a long-term strategy for meeting
wastewater discharge and capacity requirements in order to serve community needs through
buildout of the Master Plan. A drawing of the Wastewater System Master Plan is attached as
Exhibit III.
The wastewater collection and treatment system are managed by the City's Operations and
Maintenance Department which contracts to a private entity, currently Inframark for the
wastewater collection and treatment system to meet City contract specifications, State and
Federal laws, and permits conditions. The wastewater O&M contract was originally approved
by the MHCSD Board of Directors in May 2008, but has since been renewed through 2029.51
Phase III of the WWTP has been completed as of September 2024. A new NPDES permit was
issued Aug 1, 2023, and will expire on July 31. 2028. A request to reopen the permit was
submitted on January 23, 2025, to Amend Permitted Discharge Rate to 4.0 Million Gallons per
Day (MGD). Wastewater treatment plant (WWTP) phased expansions and additional lift
stations, and collection lines will be constructed by developers as needed to connect the trunk
sewer lines as new development comes online.
D.1. Wastewater Collection System
The wastewater system serving the Mountain House community includes a wastewater
collection, treatment and disposal system. Approximately 80% of the service area drains by
gravity through a backbone collection system to the treatment plant. The remaining 20% is and
will be pumped as development occurs to the treatment plant through lift stations and force
50 The City prepares and annually updates (or more frequently, as needed) its 5-year CIP.
51 Contract for Operation and Maintenance of Water, Wastewater and Stormwater Facilities, effective January 1,
2025, through December 31, 2029.
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mains. For instance, the wastewater collection system located south of Byron Road is a gravity
system to the treatment plant, currently consisting of approximately 67 miles of collection
lines. The wastewater treatment and disposal system were designed and built to serve build
out of the community with phasing for expansion of equipment within the treatment plant to
be added as necessary to meet development needs. Additional wastewater infrastructure will
be constructed by the developers as development occurs to meet new demands.
At buildout of the community, all wastewater will flow to the WWTP located within the
community master plan and SOI boundaries.
D.2. Wastewater Treatment Plant
The WWTP will be sized at total buildout to provide 5.4 million gallons per day (MGD) Average
Dry Weather Flow (ADWF) of treatment capacity (all future references to treatment plant
capacity will be ADWF). During 2007, the present Phase II treatment system and the associated
infrastructure were replaced with 3.0 MGD Sequential Batch Reactor (SBR) system. Subsequent
improvements changed the SBR system to a Membrane Bioreactor (MBR) treatment system. All
new treatment plant facilities have extensive instrumentation and control (I&C) systems, such
as SCADA, and an integrated state-of-the-art security system.
Design of the additional expansion of the WWTP is complete and construction is anticipated as
development triggers the need per the master plan. Final phase of the WWTP expansion will
bring the plant treatment capacity to a total dry weather treatment capacity of 5.4 MGD,
sufficient to treat all of the wastewater generated within the Master Plan and SOI boundaries
and contained within the existing permit conditions.
Past, current (2021) and projected annual flows at the wastewater treatment plant are as
shown in Table II-7:
Table II-7 Total Annual Average Day Flow (AADF) in million gallons per day
Buildout
2008 2015 2021 2024 2040
Flows (MGD) 0.60 0.70 1.25 1.7 5.4
The actual amount of wastewater treated each year between now and buildout of the
community will depend upon the pace of development as determined by market conditions.
D.3. Effluent Discharge, Sludge Disposal and Industrial Waste Regulation
Treated effluent is discharged to the Old River pursuant to Wastewater Discharge
Requirements in the Order No. R5-2023-0033, NPDES Permit No. CA0084271. The permit is
effective August 1, 2023, and expires on July 31, 2028. On January 23, 2025, the City requested
that the permit be amended to increased permitted discharge to 4.0 MGD.
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Biosolids generated from the Membrane Bioreactor is removed as needed and recycled on
permitted lands or disposed of in a landfill of appropriate classification.
The MHCSD Board of Directors adopted an ordinance "Regulating Industrial Waste into the
Mountain House Wastewater Collection and Treatment System."52 The City, which adopted
MHCSD ordinances upon incorporation, is responsible for administration of the programs to
enforce the provisions of this ordinance and expects day-to-day monitoring to be the
responsibility of the contracted services provider. The City's WWTP is governed by an NPDES
permit issued by the Central Valley Regional Water Quality Control Board (Regional Board),
which is required to be reviewed every five years.
D.4. Future Wastewater Demand and Systems Improvement
Based on projected wastewater generation factors for various land use, the projected buildout
plant capacity is 5.4 MGD. The current expansion is for a 4.0 MGD MBR treatment plant that
can be expanded to 5.4 MGD as necessary by adding additional membranes.
The Wastewater Operations and Maintenance (O&M) Fund and the Capital Improvement Plan
(CIP) Fund pay for necessary O&M as well as any system upgrades necessary to meet regulatory
conditions and infrastructure repairs. Revenues for these two funds are generated from
wastewater rates which are reviewed and updated as necessary. Rates are planned to be
reviewed every five years to ensure O&M expenses and CIP requirements are met.
Infrastructure expansion to serve new development is funded by developer impact fees.
The City evaluates its rates and pledged facilities fee structure on a continuous basis to assure
that sufficient funds are generated to pay for the various public improvements needed to
provide wastewater treatment and collection services for the existing and increased
population, and to reimburse initial developers of infrastructure. No funds are budgeted in the
FY2024-25 CIP budget for wastewater improvements.53
During Phase III of the Wastewater Treatment Plant expansion, completed in 2024, the plant
was designed and constructed as an MBR plant with a 4.0 MGD capacity which is expandable to
5.4 MGD or any capacity needed for the buildout of the community.
E. STORM WATER DRAINAGE
The City provides storm water drainage infrastructure for the master planned Mountain House
community. The Mountain House Master Plan establishes objectives, policies and
implementation measures for the community’s storm drain collection system, including off-site
watershed, primary storm drain facilities, secondary storm drain facilities, Mountain House
Creek, BMP treatment, flood protection, and phasing of the storm drain collection system.
Subsequent storm water master plan updates revised the Master Plan. A drawing of the Storm
Water Drainage System Master Plan is attached as Exhibit IV.
52 See Div. 6. – Wastewater Control and Pretreatment Ordinance, City Municipal Codes.
53 MH 2024/2025 fiscal year budget, pg. 135-6.
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The City NPDES permit, and storm water drainage system are managed by the City's Public
Works Department. Operations and maintenance services are contracted to a private entity
Inframark for the storm water drainage system to meet City contract specifications, State and
Federal laws, and permits conditions. The contract was originally approved by the MHCSD
Board of Directors in May 2008, but has since been renewed, including an extension by the City
through 2029.54 Inframark’s responsibility ends at the outfall of the drainage system, and they
are no longer responsible for billing of stormwater fees. Mountain House Creek (excluding
stormwater outfalls maintained by Inframark) will be maintained by a maintenance crew after a
revitalization project of the creek is complete.55
E.1. Existing Storm Water Collection System and Planned Expansion56
The existing "state-of-the-art" storm water collection system collects, filters, conveys, and
treats runoff from within the master planned SOI area and from within the watersheds to Old
River via a gravity flow system.
The Mountain House storm water collection system is a gravity system consisting of street
inlets, carbon filters located at the inlets, water quality storage ponds and treatment basins, an
engineered Mountain House Creek (for further treatment), culverts, inlets, and approximately
78.14 miles of lines.57
The storm water collection system has been designed for buildout through its various master
infrastructure plans. The current system will be expanded as development occurs within the
master planned and SOI area. Additional lines and infrastructure will be constructed by the
developers as neighborhoods are ready for development and as development occurs in Town
Center and other planned development areas.
The charcoal filters located at each existing inlet within the developed area provides initial
treatment of runoff collected from rooftops and streets. The primary treated storm water flows
from the street level inlets to water quality detention and treatment ponds where secondary
treatment occur allowing sediments, debris, and chemicals to settle before runoff is allowed to
enter the primary channel of Mountain House Creek, and ultimately Old River. Maintenance of
the detention basins is contained in a Mountain House Creek O&M plan. Further filtration of
water quality occurs in Mountain House Creek as flow meanders through vegetated areas. In
addition to treatment, the ponds serve as temporary storage regulating storm water flow to the
system downstream. Additional water quality detention basins currently exist north of Byron
Road, adjacent to the railroad and Mountain House Creek, and south of Grant Line Road at
Central Parkway.
54 Contract for Operation and Maintenance of Water, Wastewater and Stormwater Facilities, effective January 1,
2025, through December 31, 2029.
55 Correspondence from City of Mountain House, K. Morgan, 1/22/2025.
56 Correspondence from City of Mountain House, K. Morgan, 1/22/2025.
57 Correspondence from MHCSD, 4/25/2022.
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Storm water quality standards imposed and monitored by the EPA and the State Water
Resources Control Board through the City's storm water NPDES permit require treatment of
storm water runoff prior to its release into the sloughs, creeks, rivers or the Delta. Treatment is
often provided within the detention basins in a separate "wet" area that is adjacent to the main
basin. Other treatments are being provided by on-site source control and by site specific BMP
measures such as inlet filtration fabrics, and street sweeping.
Mountain House Creek has been enlarged to maintain the minimum required freeboard for
100-year flood conditions and to contain detention ponds to regulate flow downstream. The
City has updated a hydraulic model of Mountain House Creek showing capacity to contain flows
in excess of the 100-year flood event. In accordance, with Senate Bill 5 and interrelated flood
management bills passed by the California Legislature in 2007, the County of San Joaquin
defined a 200-year discharge event is in terms of flow. In 2022 the City updated the previous
Mountain House floodplain mapping analysis (2017) that analyzed flood risks to the City lands
to incorporate the consideration of future hydrologic projections due to climate change.58 The
City is completing a revitalization project of the Creek.
E.2. Storm Water Discharge Permit and Water Quality Management Program
The City has obtained a NPDES Storm Water Discharge permit from the Central Valley Regional
Water Quality Control Board.59 These permits issued by the Regional Board set forth the
regulatory requirements that the City is required to follow in order to operate and maintain its
storm water facility with the goal of minimizing any environmental impact to the waterways of
the state. These requirements are contained in the Regional Board's Basin Plan and are better
known as Best Management Practices (BMPs), which identify the following programmatic
requirements to protect water quality. BMPs include the following: educational activities, street
sweeping, periodic testing of storm water runoff and working with commercial and industrial
businesses to minimize their contribution of polluting elements contained in runoff that goes
into the storm water system. The City has installed individual storm drain catch basin carbon-
based filter inserts to treat and capture various debris, litter, waste, and other contaminants at
its collection points prior to entering the storm water conveyance facilities.
A Storm Water Management Program (SWMP) was developed in August 2008.60 In October
2015, the SWMP was revised to comply with the NPDES Phase II requirements for small
municipal separate storm sewer systems (MS4s). The goal of the SWMP is to reduce the
discharge of storm water pollutants to the Maximum Extent Practicable (MEP), protect water
quality and satisfy the requirements of the Clean Water Act (CWA). The SWMP includes the
implementation of best management practices (BMPs) in each of six categories, an
implementation schedule, and measurable goals to help ensure that storm water discharged is
58 Mountain House 200-Year Climate Change Floodplain Mapping, Prepared by R&F Engineering, Inc., March 9,
2022.
59 NPDES permit numbers for Mountain House MS4 Small Non-Traditional Stormwater: ORDER NO. 2013-0001
DWQ NPDES NO. CAS000004.
60 MHCSD Storm Water Management Program, August 2008, Prepared by Jacobs Carter Burgess.
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of the highest quality that is economically possible. The City plans to update the SWMP in the
near future.61
E.3. Future Storm Water Drainage Demands and System Improvements
The City maintains a Storm Water Master Plan (May 2003) with updates (2006) for the
Mountain House community. The existing storm water infrastructure is designed to employ a
variety of drainage concepts, the most critical being the ability to exceed 100-year flood
protection. In 2006, development located along Old River added and graded material to protect
against a 100-year flood event.
The storm water system also serves to improve water quality and enhance the community's
natural aesthetics by providing open space and nature trails along the perimeter of Mountain
House Creek, the primary storm water conveyance that collects storm water from the
residential villages and conveys the storm water to the downstream discharge at Old River.
According to modeling studies,62 Mountain House Creek is able to convey the 200-year flood
event, with several areas of minor over topping of the creek's banks adjacent to woodland and
park areas that can store and regulate the 200-year storm water event without damage to
critical infrastructure or residential areas.
City has an Operations and Maintenance Manual - Mountain House Creek.63 The purpose of this
manual is to determine and provide O&M guidelines for proper management and engineering
of Mountain House Creek.
The Capital Improvement Plan contained in the FY2024-25 adopted City Operating and Capital
Improvement Budget includes $3,350,000 from FY2024-25 through FY2028-29 for Stormwater
Facility Repair for permit related consultation, establishment of staging areas and access for
Creek Park maintenance, and work related to beaver burrows. In addition, $240,000 is
programmed over three years for the City’s NPDES Catch Basins Insert Program. The funding
source for this project is identified as the Storm Water Fund which accumulates stormwater
fees paid by property owners and other stormwater-related funds.
The City evaluates its storm water fee structure on a continuous basis to assure that sufficient
funds are generated from development to pay for the various public improvements needed to
serve the increased population.
61 Correspondence from City of Mountain House, K. Morgan, 1/22/2025.
62 Pace Advanced Water Engineering Technical Memorandum, 200-Year Flood Elevations in Mountain House Creek,
November 2015
63 Operations and Maintenance Manual - Mountain House Creek, 2016, in the process of being updated.
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F. PARKS AND RECREATION
The City of Mountain House provides parks, recreation facilities, trails, and recreation programs
to the community. The City is responsible for “... for overseeing the development, maintenance,
operations, and programming of the community’s parks and recreational facilities. This includes
coordinating with different developers to continue to build out the system, while maintaining
existing assets, stewarding natural resources, and initiating programs and events” in
accordance with its Parks, Recreation and Leisure Plan.64
F.1. Existing and Planned Parks and Recreation Facilities
At buildout, Mountain House will include approximately 482 acres of parks, trails and open
space as shown in Table II-8. The City also operates and maintains other recreation facilities
including community rooms, sports fields, picnic areas and tennis courts. Exhibit V summarizes
park and amenities and Exhibit VI lists facilities. The City provides recreation programs for
youth, teens and seniors.65
The City continually surveys residents to help plan and prioritize desired facilities and is
currently in planning stages for various new facilities including an aquatics center.
Funding for operations and maintenance is provided by Special Tax #3 which is dedicated to
parks and recreation. Initial design and construction costs are developers’ responsibility, and
they are reimbursed by Community Facilities Fees (CFF) which are paid as residential
development occurs.
Table II-8 Mountain House Parks and Open Space66
G. Other Services, Facilities and Infrastructure
The City of Mountain House provides a range of other services and infrastructure including
library facilities and services; streets, sidewalks, lighting, and landscape; affordable housing.
64 Mountain House Parks, Recreation and Leisure Plan. Final Plan May 2021.
65 See also: https://www.mountainhouseca.gov/departments/parks-and-recreation
66 Mountain House Master Plan Land Use Summary, Table 3-1.
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These services and others that may be required in the future, are funded through a
combination of citywide, special taxes, general revenues, regional and State funds, and Mello-
Roos special taxes. Capital costs are paid by Community Facilities Fees (CFF) and Transportation
Impact Fees (TIF), and affordable housing fees. Dedicated gas tax and other road-related
revenues fund street maintenance.
H. Determinations -- Present and Planned Capacity of Public Facilities and Adequacy of
Public Services, including Infrastructure Needs or Deficiencies
The MSR analysis demonstrates that the City has the present and planned capacity of public
facilities and adequacy of public services to meet the existing and growing needs of the
community through buildout of the City and its SOI.
The City provides a full range of municipal services including water, wastewater, storm water,
solid waste, law enforcement, fire and EMS, street lighting, library, building services, road
maintenance, transportation services, graffiti abatement, CC&R enforcement, flood control
protection, pest and weed abatement, wildlife habitat mitigation, telecommunication,
dissemination of information, and park and recreation. Many of these services are currently
provided through contracts for service. As the community grows, contracts for services vs. in-
house departments will be continually re-evaluated for cost-effectiveness, efficiency, and
service quality to the community.
Public facilities, including all water, wastewater, storm water, streets/signals/lighting, parks,
schools, community centers, public safety buildings, library, corporation yard, and town hall are
specified in the Mountain House Master Plan, along with binding agreements with developers
to ensure proper funding and triggers for construction of the facilities are met. New
development within the SOI will support population growth and the need for additional public
facilities and service provisions as stipulated within the development and financing agreements
that serve as implementation of the Master Plan. The City tracks and forecasts the timing and
amount of new development to anticipate and plan for needed public facilities and
infrastructure, and related operating, maintenance and replacement costs; the City continually
updates its long-term plans and its five-year Capital Improvement Program.
II.3 MSR Determination #3: Capacity of Public Facilities & Services page 24
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II.4 Financial Ability of the Agency to Provide Services
This chapter of the Municipal Services Review describes the financing system currently in place
that provides the City of Mountain House with the ability to fund all of the facilities and services
contemplated in the Master Plan. The financing system currently in place was described in the
Public Financing Plan adopted by the County as one of the original "Community Approvals" that
provided guidance for the implementation of the Mountain House Master Plan.
A. FUNDING OF OPERATING SERVICES
This chapter of the MSR addresses the source and adequacy of funding for services provided by
the City of Mountain House.
Operating Services have five principal sources of funding. Utility Services are funded through
user fees. General government services such as public safety, parks and recreation, and road
maintenance are funded through a combination of Special Taxes designated for particular
services, property taxes, and franchise and permit fees from the gas and electric and other
utility type providers and the refuse collection provider. The City also receive other general
revenues including sales taxes and gas taxes. Services to oversee developer construction of
infrastructure are funded entirely through charges to the developers.
Gas Tax, Motor Vehicle in lieu taxes and Sales Taxes which were unavailable to the MHCSD and
retained by the County to provide services were transferred to the new City upon its
incorporation. The County continues to receive a share of property tax from Mountain House to
help pay for social and health services available to Mountain House residents, and to pay for
other Countywide services such as the courts, juvenile services, and other public services.
A.1. Utility Revenues
Water, wastewater and storm water utilities are intended to be funded through user fees,
billed monthly to the customers. With the downturn in the housing market in 2008, the
projected growth did not occur leaving single-family residential construction significantly
behind expectations, along with little in the way of retail, commercial, or industrial
development. As a result, utility user fees revenue continued to be insufficient to cover all of
the costs of operating the three utilities, requiring the use of property tax revenue to balance
the utility enterprise.
In the adopted FY2024-25 budget the City projected increased utility rate revenue based on a
rate study completed in fiscal year 2021/22. The increase in utility rates enables the utility
enterprises to become self-sufficient.
A.2. Special Taxes
Four special taxes by parcel exist in Mountain House - one of the primary funding mechanisms
to adequately fund services and to ensure that the community of Mountain House was not a
financial burden to San Joaquin County residents. The table below summarizes the special taxes
II.4 MSR Determination #4: Financial Ability page 25
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and their use which continue to be collected by the City. Rates are subject to adjustment
annually according to an automatic factor specified in the City’s special tax ordinances.
Table lI-9: Special Parcel Taxes
Tax Use
Special Tax No. 1 - Roads, Maintenance of streets, public
Transportation and transportation, and operational costs not
Community Services adequately funded from other sources
Special Tax No. 2 - Public Fire, police, ambulance, security, graffiti
Safety abatement and animal control
Special Tax No. 3 - Parks Parks, landscaping, open space and
community facilities maintenance and
operation and provision of recreation
services
Special Tax No.4 - Public Street lighting and traffic signals, and other
Works public works services.
Approximately 18 percent of the one percent of property tax collected on property within the
City is returned to the City to fund services. The Byron Bethany Irrigation District collects a
share of the one percent of the property tax within the City because Mountain House is located
within BBID's irrigation district service area, which provides access to the pre-1914 water rights.
A.3. Other Assessment and Community Facility Districts for Services
If the developer chooses to provide open space, park land or lighting infrastructure in excess of
the standards established for Mountain House, they have been required to form an assessment
district under the appropriate state code provisions, so that the properties that will benefit
from the higher level of infrastructure pay the cost of on-going maintenance. Several lighting
and landscape assessment districts were formed at the request of developers pursuant to this
policy.
The City has recently established the ability of new developments to participate in a Mello-Roos
Community Facilities District (CFD) to help pay for maintenance of parks and facilities that serve
their developments. After Mello-Roos CFD debt is repaid, increased special taxes will be
available for capital improvement and replacement.
II.4 MSR Determination #4: Financial Ability page 26
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A.4. Revenue from Developers Services
As developers construct water, wastewater and storm water facilities, parks, roads and
community buildings, the City checks their plans to ensure that they conform to the Master
Plan requirements and that the detailed plans and specifications will provide a facility that is
long-lived and meets the expectations of levels of service in various detailed planning
documents such as the Mountain House Water, Wastewater and Storm Water Master Plans
and the Park and Leisure Plan. As facilities are constructed, the City inspects them to ensure
they are constructed according to the approved plans. This work is preceded by extensive
meetings with the developers as they plan the timing of facility construction. The Master
Acquisition and Reimbursement Agreement (MARA), tentative map conditions, and fee
schedule collectively provide developer funding requirements for City staff time and materials
to facilitate approval of infrastructure development and community planning. No general
government funds are used to support developer activities. Rather, the developers are required
to enter into a Development Reimbursement Agreement (DRA), submit an initial deposit and
then are invoiced and reimburse the City for the cost of services.
B. INFRASTRUCTURE FUNDING AND FINANCING
All infrastructure needs for the Mountain House Master Plan area and SOI are described in the
Mountain House Master Plan and detailed in the Specific Plans and the tentative maps. The
concept approved by the San Joaquin County Board of Supervisors (from the beginning and
carried out today by the City of Mountain House) is that developers would install and fund all
infrastructure necessary for buildout of Mountain House.
Developers would be reimbursed from subsequent development and from bond proceeds as
development occurs for the costs associated with installing this "backbone" infrastructure. This
financial system is managed by the City as developers construct the various required facilities
contained within the conditions of approvals for each subdivision map. Required facilities
include utility collection and distribution lines, water and wastewater treatment plants, pump
and lift stations, storm water basins, arterial and collector streets and associated street lighting,
traffic signals, parks and public facilities - all facilities necessary to provide a high quality of life
for Mountain House residents. These facilities are detailed in the various planning documents.
Costs for infrastructure within the boundaries of individual "tracts" that serve individual parcels
are not reimbursable since this is the developers' cost of preparing parcels for building.
Developer reimbursements occur through two financial vehicles. The first primary financial
reimbursement is to the Master Developer for the construction of the water, wastewater, and
stormwater treatment facilities required prior to any construction in Mountain House. Located
on Mountain House ratepayer monthly utility bills is a line item for debt service. These line
items represent water, wastewater, and stormwater notes payable to the Master Developer
that constructed the original improvements. The other sources of debt are revenues bonds.
Bonds typically contain a fixed repayment schedule at an identified interest rate; notes can
have a repayment schedule as well, but in the case of Mountain House, the debt payments are
paid as they are received from the ratepayers, which means there is no repayment schedule or
II.4 MSR Determination #4: Financial Ability page 27
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term that is defined when the debt should be paid in full. The City discloses the debt numbers
and supporting documentation in the annual financial statements, the most recent available is
for the fiscal year ending June 30, 2024. The current debt balance for the systems identified
above is $310.96 million.67
The second financial vehicle for reimbursing developers for constructing public facilities and
roads is through the Community Facility Fee (CFF) and Transportation Improvement Fee (TIF)
programs. As the community develops, maps are approved that contain conditions of approval
requiring the construction of public facilities, many of which contain triggers when certain
public facilities and roads must be built. Once the facilities are built, the City accepts and
certifies the facility following a detailed inspection to ensure it meets all standards and
specifications. Once accepted by the City, the facility ownership and responsibility for
operations and maintenance (O&M) is transferred to the City. The certification process and the
Master Acquisition and Reimbursement Agreement (MARA) stipulate the amount to be
reimbursed to the developer. As building permits are pulled, a certain amount of each permit
goes into restricted CFF and TIF funds maintained by the City, which are then paid to the
developer next in line for reimbursement.
C. SCHOOL CONSTRUCTION FINANCING
Prior to approval of a final map, the developer must reach a financing mitigation agreement
with the Lammersville Unified School District (LUSD). To date, those mitigation measures have
been the formation of a Mello-Roos District, pursuant to the Mello-Roos Community Facilities
Act of 1982, to have each property pay a tax to generate the revenue for school construction.
While each developer may use some other financing arrangement to pay the cost of school
construction, it is anticipated that all of the property within the Mountain House Master Plan
and Sphere of Influence area will be included in a Mello-Roos District to generate the needed
school construction funds. The City is not legally responsible or involved in any way with the
LUSD and development activities regarding the payment and construction of schools.
D. Determinations – Financial Ability to Provide Services and Facilities
The MSR analysis demonstrates that the City has the present and planned financial ability to
provide services and facilities to meet the existing and growing needs of the community
through buildout of the City and its SOI.
Revenue from the current fee and tax structure is adequate to fund the projected level of
services needed at buildout of the community and planned expansion of its SOI. All property
owners and residents will pay their fair proportionate share toward the provision of services
based on the fee and tax structure adopted by the City Council and approved, as applicable by
voters in the City.
A financing plan was developed that projected the costs of providing an urban level of service
to the Master Plan area at buildout of the community and established financing mechanisms
67 MHCSD Annual Comprehensive Financial Report for Fiscal Year Ended June 30, 2024, Long-term debt, p. 11-12.
II.4 MSR Determination #4: Financial Ability page 28
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sufficient to fund needed facilities. Details regarding the level of services are contained in the
Master Plan and subsequent supporting documents. Sufficient funds are currently available to
meet the needs of the present population and are projected to be sufficient to meet the needs
of the population at buildout including planned annexations within the current SOI.
The City receives funds from utility user service charges, property and special parcel taxes,
franchise and permit fees, and developer reimbursement of City costs in support of developer
construction of infrastructure and planning activities. As lands within the Master Plan and
Sphere of Influence area are annexed to the City, the tax and fee structure of the City will apply
equally to the newly annexed territory.
The expanded tax base that results from new development and annexations will provide
funding for these facilities and services. Development fees collected when building permits are
issued are used to pay back developers for constructing community facilities, while utility debt
service fees collected as part of the monthly utility bill are used to pay back the Master
Developer for design and construction of the state-of-the-art water, wastewater and storm
water treatment systems and revenues repay bonds. Development and connection fees will
fund capital costs with user charges funding operating and maintenance (O&M) expenses.
Current O&M rates are under review by the City to ensure revenues cover O&M expenses.
II.4 MSR Determination #4: Financial Ability page 29
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II.5 Status of, and Opportunities for, Shared Services
This chapter is a review of the current use of shared services and facilities by City and potential
additional opportunities.
A. Current and Future Potential Shared Facilities
A.1. Law Enforcement, Fire and Emergency Medical Services
Currently, the City shares space within its City buildings for the Sheriff’s substation operations;
this space will be expanded as necessary as police protection needs change.
The City’s main fire station and the second station north of Byron Road are part of an overall
fire response and emergency medical system for the community of Mountain House. Mutual
and Automatic Aid is received from and provided to fire districts adjacent to Mountain House
providing additional Fire and EMS services. This sharing of resources and facilities avoids
duplication and overlapping service areas while providing all of the residents with a properly
spaced set of fire stations and a timely response from not only the closest station but also quick
and adequate backup from nearby fire stations.
The current fire station has provided sharing opportunities for community meetings to take
place by sharing their conference rooms for meetings and assembly. The Emergency Operations
Center is housed at the current fire station and is available for shared emergency response and
the California Office of Emergency Services. The fire station parking facility also is utilized for
shared parking of City official vehicles.
A.2. Utility Services
No shared services apply to wastewater. Certain water infrastructure is part of a larger regional
and State system of water supply and delivery.
A.3. Library Services
The Mountain House branch library is part of the Stockton-San Joaquin County unified library
system. The Master Plan for the community and the Public Service Allocation Agreement
between the County and the City both note that the library services will be provided to
Mountain House through this arrangement. The City, like other communities with branch
libraries of the countywide system, provides the library building and building operating
expenses. The initial collection of library material and all furnishings were also provided by
Mountain House. The library system provides the staff and replacement/enhancement of the
collection. Funding for the library system's responsibility comes from a portion of the County
property tax revenue that is earmarked by the County to fund library services to the branches
outside of the City of Stockton and to provide access for all county residents to both the main
library in Stockton and any branch library. Materials can be reserved and will be delivered to
Mountain House from other branches upon request by a library patron.
II.6 MSR Determination #6: Accountability for Community Service Needs page 30
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The City included a new permanent library co-located with the new permanent community
Town Hall on Main Street in the Town Center. The two new buildings share a common
conditioned lobby and courtyard, as well as share a multi-purpose room and conference rooms
accessible to the community. Both facilities are designed to serve the community through
buildout of the Master Plan and SOI.
A.4. Parks and Recreation
The Mountain House community has individual neighborhood parks located in each of the
twelve villages, a Central Community Park and two additional community parks planned within
the College Park neighborhood and north of the Byron area to provide ample park and
recreational shared facilities with various parties, groups, vendors, bands, and others who wish
to hold events, activities, and recreation. The Master Plan discusses the regional trail system
that can have the opportunity to share and link with other regional trails such as the Alameda
County's East Bay Regional Park District's trail system. This trail system connectivity will provide
shared facilities for recreational use on a regional level. Portions of the regional trail system
including the trail along the creek have been built. A proposed trail along the river located
north of Byron Road will be built as development occurs in the area.
A.5. Infrastructure
The current infrastructure in terms of poles, public facilities, and lands offers shared
opportunities with high-tech companies to provide modern technologies (i.e., cell phone
towers, Wi-Fi antennas, 5G facilities, etc.) to the master planned population while providing an
additional revenue stream for the City from franchise fees.
A.6. Transit
The planned Transit Center located within the Town Center will provide shared facilities with
other transit agencies, operators, and entities to/from the master planned community for
commuting or mobility purposes. These shared transit opportunities and facilities will serve and
provide quality of life benefits for the current and future population within and outside the
master plan and SOI boundaries. The City is also working with Commute Connection and
Regional Transit to develop Park-N-Rides strategically located throughout the Mountain House
community using a phased approach to begin providing this service at the earliest possible
date. During this interim period, the City parking lot is used as a Park-N-Ride for commuters to
meet and carpool.
A Mountain House station is a planned component of the ValleyLink light rail connection to
BART. The station will be located west of Mountain House Parkway near the I-205/Mountain
House Parkway interchange.
B. Determinations -- Status of, and Opportunities for, Shared Services
The MSR demonstrates that the City continually evaluates opportunities for shared services to
meet the existing and growing needs of the community through buildout of the City and its SOI.
II.6 MSR Determination #6: Accountability for Community Service Needs page 31
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II.6 Accountability for Community Service Needs, Including
Governmental Structure and Operational Efficiencies
This chapter of the Municipal Services Review considers the accountability for community
service needs given the City's government structure and operational efficiencies. LAFCO is
required to consider the advantages and disadvantages of any options that might be available
to provide the services. In reviewing potential government structure options, consideration
may be given to financial feasibility, service delivery, quality and cost, regulatory or government
frameworks, operational practicality, and public reference.
A. Governmental Structure
The initial stage in Mountain House governance was to create a "dependent district," with the
San Joaquin County Board of Supervisors serving as the District Board of Directors. The state
legislation creating the district specified that an election would be held to determine if the
residents wanted to change the district to an "independent district." This election was held in
November 2008, and the residents voted to convert to an "independent district" governmental
structure also known as the City. The election for the Mountain House Board of Directors was
also held in November 2008 and the new Board took office in December 2008.
MHCSD submitted an application to LAFCO to incorporate and become a city. LAFCO prepared a
Comprehensive Fiscal Analysis (CFA) as required by to determine financial feasibility. The
Incorporation Feasibility Analysis (IFA) prepared by MHCSD in advance of its application to
LAFCO concluded that a new city could be financially viable while increasing and improving local
services and facilities provided to the community.68
LAFCO accepted the CFA and approved the incorporation proposal for the ballot. A majority of
Mountain House voters approved the incorporation. The City of Mountain House became
effective on July 1, 2024. The MHCSD became a subsidiary district of the City and continues to
enforce master restrictions.
A.1. Public Information and Participation
The City Council holds public meetings in the evening. Such Council meetings and other
meetings are widely advertised in advance per the Brown Act and encourage the community to
attend/participate. These same meetings are streamed live online. In addition, for those who
are not able to attend, or are not able to watch real time via streaming services, community
members can watch a recording of the board meeting available through the City website. Over
the past few years, the community has communicated and ramped up its public participation
processes and the City now shares public information through expanding use of social media.
Representatives of the Sheriff's Department and the Fire Department, the Library and local
medical providers continue to make presentations at City Council meetings and other City-
68 MHCSD Incorporation Feasibility Analysis (IFA), Oct. 2, 2020, prepared by Berkson Associates.
II.6 MSR Determination #6: Accountability for Community Service Needs page 32
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sponsored community meetings. Council meetings are well attended and serve to convey
important and timely information to the community.
The City updates its website on a continual basis to provide dynamic, current information to the
community. To assure inclusion of non-digital residents, the City conducts an annual public
survey thru a combination of either or both hard copy mailings and home visits. City offices are
public and access to staff is available to the public.
B. Evaluation of Operational Efficiencies
B.1. Method of Establishing New Operating Systems and Procedures
As a participatory form of local government, residents ultimately have input and oversight on
the provision of community service needs and public services. Residents elect the City Council
members. In turn, the Council appoints a City Manager responsible for carrying out the day-to-
day policy decisions and direction of the Council. The City Manager is responsible for overseeing
and directing City staff and resources for meeting the community service needs.
Since the principal focus of the staff is necessarily on designing and implementing infrastructure
and services, the City uses the services of consultants experienced in managing aspects of
urban services to develop the detailed plans, ordinances, policies, standards and financial
systems. Where appropriate, the City continues to use the services of the County. However, the
City has also developed its own personnel rules and labor relations policy, purchasing
ordinance, waste management, water and sewer ordinances. Many new operating systems and
procedures are continually being developed, implemented, or purchased as they are needed.
The City is constantly evolving to add new operating systems, policies, and procedures in order
to improve its operational efficiencies and service effectiveness. The City staff via the City
Manager brings these issues to the attention of the Council, along with the history and status of
policies and procedures, and recommends new operating systems, policies, and procedures for
the Board to adopt. The Council members work with the City Manager to ensure that staffing
levels are appropriate to the level of service desired by the community and that work processes
are prioritized to the needs of the community and are the most cost effective.
C. Determinations -- Accountability for Community Service Needs, Including
Governmental Structure and Operational Efficiencies
The MSR analysis demonstrates that the City is accountable for community service needs and
continually evaluates improved methods to meet the existing and growing needs of the
community through buildout of the City and its SOI.
Mechanisms are in place within the City to effectively provide for public participation in the
planning and development process to address government structure options to provide
efficient and cost effective public facilities and services. Most of the planning, operational and
financial systems of the City are continually being improved as the City staff implement large
infrastructure projects and establish new services for the growing community. City staff
II.6 MSR Determination #6: Accountability for Community Service Needs page 33
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continues to seek approval and direction from the Council in prioritizing goals and objectives to
assess service levels, appropriate staff levels for the needed services, and to monitor the
effectiveness of service delivery.
The City's use of its budget process and long range infrastructure planning processes ensure
that it is able to provide directly, and through contract, adequate levels of service in a cost-
effective manner within its service areas. The City has demonstrated the ability to work with
other service providers and districts to ensure that adequate, reliable services are provided in a
cost effective manner. Efforts to ensure effective government structure for the provision of fire
protection and emergency medical, law enforcement, water supply, wastewater treatment, and
storm drainage facilities demonstrate the City's foresight to plan and provide for future service
needs as City boundaries expand due to annexations and population increases.
II.6 MSR Determination #6: Accountability for Community Service Needs page 34
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III. SPHERE OF INFLUENCE PLAN
The California Government Code defines a Sphere of Influence (SOI) as a "plan for the probable
physical boundaries and service area of a local agency, as determined by the commission."69 It
is an area within which a city or district may expand through the annexation process.
The SOI is a planning tool and the establishment of a SOI or the inclusion of property within a
SOI of an existing governmental entity does not automatically mean that the area is being
proposed for annexation and development at this time. LAFCO is responsible for determining
that an agency is reasonably capable of providing needed resources and basic infrastructure to
serve areas within the City and in the SOI. The information in this MSR supports the City current
boundaries to expand via annexation to buildout of the master plan community, which
coincides with the existing SOI.
This chapter describes the City’s SOI Plan and analyzes the City's ability to serve current
residents and the projected buildout population within the SOI boundaries. Analysis is provided
that will permit LAFCO to make determinations for the following factors required to be
considered:70
• Present and planned land uses in the area, including agricultural and open-space lands.
• Present and probable need for public facilities and services in the area.
• Present capacity of public facilities and adequacy of public services that the agency
provides or is authorized to provide.
• Existence of any social or economic communities of interest in the area if the
Commission determines that they are relevant to the agency.
• Present and probable need for those public facilities and services71 of any disadvantaged
unincorporated communities within the existing sphere of influence.
LAFCO's guidelines for determining spheres of influence (SOI)72 provide that territory that is
currently receiving services from the City or is projected to need services from the City within a
30 year timeframe, may be considered for inclusion within the City SOI. LAFCO requires that
"Sphere Horizons," or planning increments, should depict the City's logical boundaries at a time
period between 5 and 10 years and up to a 30-year time period. The territory must be
consistent with the General Plan Land Use element. The adopted SOI must also consider the
County general plans, and policies for growth management, annexation, resource management
and any other relevant policies, unless the plans or policies conflict with the legislative intent of
69 Gov. Code Sec. 56076.
70 Gov. Code Sec. 56425(e).
71 Per Gov. Code Sec. 56425(e)(5) which applies to an SOI update of a “...special district that provides public
facilities or services related to sewers, municipal and industrial water, or structural fire protection, that occurs
pursuant to subdivision (g) on or after July 1, 2012.
72 San Joaquin LAFCO Policies and Procedures for Spheres of Influence, rev. Dec. 14, 2012.
III. Sphere of Influence Plan page 35
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the Cortese-Knox-Hertzberg Act.73 LAFCO Policies and Procedures make it clear that LAFCO's
preference is for sphere of influence proposals that are based on general plan policies for
implementing ordinances and programs that address smart growth principles, infill and
redevelopment strategies, mixed use and increased densities, job development centers,
community buffers, and conservation of habitat, agricultural land, and open space.
The SOI determinations are based on this updated 2025 MSR and the MSR determinations
described in its chapters.
A. CITY BOUNDARIES AND SPHERE OF INFLUENCE
This MSR is intended to provide LAFCO with the information and determinations to reaffirm the
existing Sphere of Influence for the City.
Map III-1 shows the City boundaries and the City SOI established by LAFCO upon formation of
the City.74 San Joaquin LAFCO Resolution 23-1526 “finds that the proposed City of Mountain
House Sphere of Influence shall initially be the same as existing MHCSD Sphere of Influence as
further illustrated and described in Attachment "B" of this resolution.”
73 Gov. Code Sec. 56000 et seq.
74 Attachment "B" LAFCo Resolution 23-1526 Mountain House Reorganization Incorporation Area and Sphere of
Influence, Sept. 14, 2023.
III. Sphere of Influence Plan page 36
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Map III-1 Mountain House City Boundary and Sphere of Influence
III. Sphere of Influence Plan page 37
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A.1. Present and Planned Land Uses
The County of San Joaquin created the MHCSD, the predecessor agency to the City, to provide
services within the boundaries of the master planned Mountain House community. A Master
Plan and three Specific Plans have been adopted and subsequently revised that encompass the
entirety of the 4,784-acre territory (approximately 7.5 square miles) intended to be the
maximum geographic extent of growth for City, and which corresponds to the City’s boundary
and SOI. Upon incorporation, the City adopted the County’s General Plan and is in the process
of preparing its own General Plan.75
Map III-2 shows the Master Plan’s land use designations and Master Plan boundaries. As shown
in the map, the Mountain House Master Plan provides for a range of land uses including
residential, commercial, mixed use, industrial, open space, and public (schools, transit, and
utilities).
Currently, approximately 50 percent of Mountain House Master Plan is developed.76 The 28,063
present population represents about seventy percent of projected buildout population
anticipated by 2040; future development is anticipated to include smaller units higher densities
which will reduce average household size per unit. The City anticipates about 2.2 million square
feet of commercial and industrial uses remain to be developed.77
A.2. Future City Annexations Within Current SOI
Not all of the land area within the Master Plan and Sphere of Influence has been annexed to the
City, although Specific Plans have been adopted for the entire area. Map III-1 shows the current
boundaries of City and the portions of the Master Plan area within the SOI but which have not
been annexed to the City.
The property currently outside City boundaries but within the SOI as shown in Map III-1 is
expected to be annexed when the property owners complete their infrastructure design and
are ready for development. These annexations are anticipated in the Master Plan and all of the
associated public facility and public financing plans for Mountain House.
75 Gov. Code 65360 requires the City to have its own General Plan 30 months following incorporation.
76 Correspondence with City of Mountain House, received March 4, 2025; current units compared to estimated
buildout of authorized residential units (not including second units).
77 Correspondence with City of Mountain House, received March 4, 2025.
III. Sphere of Influence Plan page 38
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Map III-2 Mountain House Master Plan Land Uses78
78 Correspondence with City of Mountain House, 3/04/2025.
III. Sphere of Influence Plan page 39
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
B. PROJECTED POPULATION WITHIN THE SPHERE OF INFLUENCE
As described under MSR Determination #1, the 2024 population of 28,825 as of July 1, 2024, is
projected to continue to grow, reaching approximately 42,368 by buildout in 2035 to 2040.79
Existing units totaling 8,843 will increase to 16,105 primary residential units by buildout.80
C. DETERMINATIONS
The City is not requesting, nor does it intend to change the current sphere of influence
boundary. Therefore, the determinations in the following sections describe the continuing
ability of the City to provide services adequate to meet the needs of the current and projected
population within the Mountain House Master Plan and existing Sphere of Influence
boundaries.
C.1. Present and Planned Land Uses within the Sphere of Influence
As described in the 2025 Municipal Services Review and shown in Map III-2, the Mountain
House Master Plan provides for a range of land uses including residential, commercial, mixed
use, industrial, open space, and public (schools, transit, and utilities).
C.2. Present and Probable Need for Public Facilities and Services
The ability of the City to provide services is presented in this MSR with an analysis that
demonstrates the City's capability to provide adequate public facilities and services to meet the
existing and growing needs of the community within its SOI.
Public facilities, including all water, wastewater, storm water, streets/signals/lighting, parks,
schools, community centers, public safety buildings, library, corporation yard, and town hall are
specified in the Master Plan, along with binding agreements with developers to ensure proper
funding and triggers for construction of the facilities are met. New development within the SOI
will lead to population growth and the need for additional public facilities and service
provisions as stipulated within the development and financing agreements that serve as
implementation of the Master Plan.
Master Plan policies, including financing mechanisms, are in place to ensure adequate service
provisions for current and future populations. Greater detail regarding present and planned
public facilities and services, including financing mechanisms is in the MSR Chapter II.
79 Cal. Dept. of Finance letter to Steve Pinkerton, City Manager, City of Mountain House, March 26, 2025.
80 Planned units at buildout per John Anderson, City of Mountain House, 4/16/2025; allowed densities may permit
a slightly different total as shown in Master Plan Table 3.1, updated April 2025. Unit total does not include
potential 240 additional Town Center units and 90 bonus units (for high density housing) for a potential additional
660 residents.
III. Sphere of Influence Plan page 40
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
C.3. Present Capacity of Public Facilities and Adequacy of Public Services
The determinations included in this MSR beginning with Chapter II demonstrate that public
facilities and services are adequate to meet the needs of the current population, are being
improved over time, and specific timeframes and triggers have been established to meet the
public facility and public service needs of future populations as development occurs within the
SOI.
C.4. Existence of Social and Economic Communities of Interest
No change in the Mountain House Sphere of Influence is being proposed. Thus, no adjacent
community or population will be impacted any differently than anticipated in the approved
environmental review of the Master Plan and subsequent Specific Plans.
III. Sphere of Influence Plan page 41
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
Exhibit I Mountain House Master Plan Land Use Summary
Exhibit I page 42
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
Exhibit II Buildout Potable Water Distribution System
Exhibit II page 43
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
Exhibit III Buildout Wastewater Collection Facilities
Exhibit III page 44
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
Exhibit IV On-site Watershed Drainage Map
Exhibit IV page 45
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
Exhibit V Parks and Amenities
Exhibit V page 46
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
Exhibit VI Community Facilities
Exhibit V page 47
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
Exhibit VII Sheriff’s Office Calls for Service to Mountain House
Exhibit VI page 48
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
Exhibit VI page 49
CITY OF MOUNTAIN HOUSE
MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE PLAN 2025 UPDATE
APRIL 18, 2025
Exhibit VI page 50