LAFCO
City of Mount Shasta Municipal Services Review and Sphere of Influence Update - April 2021
Read the report at Local Agency Formation Commissions ↗
SISKIYOU LOCAL AGENCY FORMATION
COMMISSION
CITY OF MOUNT SHASTA
MUNICIPAL SERVICE REVIEW AND
SPHERE OF INFLUENCE UPDATE
APRIL 2021
C M S
ITY OF OUNT HASTA
M S R
UNICIPAL ERVICE EVIEW AND
S I U
PHERE OF NFLUENCE PDATE
Prepared for:
Siskiyou Local Agency Formation Commission
806 South Main Street
Yreka, CA 96097
Contact Person: Rachel Jereb, Executive Officer
Phone: (530) 841-2100
Consultant:
901 E. Main Street
Visalia CA 93292
Contact: Steve Brandt, Project Manager
Phone: (559) 733-0440
Fax: (559) 733-7821
April 2021
© Copyright by Quad Knopf, Inc.
Unauthorized use prohibited.
Project #160369
SISKIYOU LOCAL AGENCY FORMATION COMMISSION
Commissioners
Deborah Baird, Chair, City Representative
Gary Peery, Vice Chair, Public Member-at-Large Representative
Nancy Ogren, Siskiyou County Representative
Ed Valenzuela, Siskiyou County Representative
Matthew Bryan, City Representative
Alternate Commissioners
Michael Kobseff, Siskiyou County Representative
Michelle DeCausmaker, City Representative
Laurel Harkness, Public Member-at-Large Public Representative
Staff
Rachel Jereb, Executive Officer
Janine Rowe, Commission Clerk
Legal Counsel
William Carroll, Legal Counsel
Consultant
901 E. Main Street, Visalia CA 93292
© Copyright by Quad Knopf, Inc.
Unauthorized use prohibited.
Project # 160369
TABLE OF CONTENTS
SECTION 1 - Introduction .............................................................................................................................. 1-1
1.1 - Role and Responsibility of Local Agency Formation Commission (LAFCo) ..................... 1-1
1.2 - Municipal Service Review Purpose .................................................................................................... 1-1
1.3 - Methodology and Approach .................................................................................................................. 1-4
1.4 - Public Review and Adoption Process ................................................................................................ 1-4
1.5 - Required Topic Areas of Analysis ....................................................................................................... 1-4
1.6 - Issues Analyzed ........................................................................................................................................... 1-6
1.7 - Background, Setting and History ......................................................................................................... 1-7
1.8 - Services Currently Provided .................................................................................................................. 1-7
1.9 - Determinations ........................................................................................................................................... 1-9
SECTION 2 - Growth and Population Projections ................................................................................. 2-1
2.1 - Historical Data and Population Projections .................................................................................... 2-1
2.2 - Planning Documents ................................................................................................................................. 2-2
2.3 - Planning Boundaries ................................................................................................................................. 2-3
2.4 - Annexations .................................................................................................................................................. 2-5
2.5 - Land Use ......................................................................................................................................................... 2-8
2.6 - Regional Housing Needs Allocation/Plan (RHNA/P) .............................................................. 2-10
2.7 - Anticipated Service Needs ................................................................................................................... 2-11
2.8 - Determinations ........................................................................................................................................ 2-13
SECTION 3 - Disadvantaged Unincorporated Communities ............................................................ 3-1
3.1 - Determinations ........................................................................................................................................... 3-1
SECTION 4 - Present and Planned Capacity of Public Facilities and Adequacy of Public
Services, Including Infrastructure Needs or Deficiencies ................................................................. 4-1
4.1 - Capital Improvement Program (2014/15-2018/19) ................................................................. 4-1
4.1.1 - Determinations ......................................................................................................................... 4-2
4.2 - Water ............................................................................................................................................................... 4-3
4.2.1 - Summary Of Prior MSR Findings....................................................................................... 4-3
4.2.2 - Current Conditions .................................................................................................................. 4-3
4.2.3 - Determinations ......................................................................................................................... 4-5
4.3 - Wastewater ................................................................................................................................................... 4-6
4.3.1 - Summary Of Prior MSR Findings....................................................................................... 4-6
4.3.2 - Current Conditions .................................................................................................................. 4-7
4.3.3 - Determinations ......................................................................................................................... 4-9
4.4 - Storm Drainage ........................................................................................................................................ 4-11
4.4.1 - Summary Of Prior MSR Findings.................................................................................... 4-11
4.4.2 - Current Conditions ............................................................................................................... 4-11
4.4.3 - Determinations ...................................................................................................................... 4-12
i
4.5 - Road Maintenance .................................................................................................................................. 4-13
4.5.1 - Summary of Prior MSR Findings .................................................................................... 4-13
4.5.2 - Current Conditions ............................................................................................................... 4-13
4.5.3 - Determinations ...................................................................................................................... 4-14
4.6 - Law Enforcement .................................................................................................................................... 4-15
4.6.1 - Summary of Prior MSR Findings .................................................................................... 4-15
4.6.2 - Current Conditions ............................................................................................................... 4-15
4.6.3 - Determinations ...................................................................................................................... 4-18
4.7 - Fire Protection .......................................................................................................................................... 4-19
4.7.1 - Summary of Prior MSR Findings .................................................................................... 4-19
4.7.2 - Current Conditions ............................................................................................................... 4-19
4.7.3 - Determinations ...................................................................................................................... 4-21
4.8 - Parks and Recreation ............................................................................................................................. 4-23
4.8.1 - Summary of Prior MSR Findings .................................................................................... 4-23
4.8.2 - Current Conditions ............................................................................................................... 4-23
4.8.3 - Determinations ...................................................................................................................... 4-24
4.9 - Plans for Future Services ..................................................................................................................... 4-25
4.9.1 - Determinations ...................................................................................................................... 4-25
SECTION 5 - Financial Ability to Provide Services ............................................................................... 5-1
5.1 - City Budget .................................................................................................................................................... 5-1
5.1.1 - Rates and Fees ........................................................................................................................... 5-3
5.1.2 - Proposition 218 ........................................................................................................................ 5-3
5.1.3 - Opportunities for Rate/Fee Restructuring ................................................................... 5-4
5.1.4 - Determinations ......................................................................................................................... 5-4
5.2 - Status of, and Opportunities for, Cost Avoidance and Shared Facilities ............................ 5-4
5.2.1 - Determinations ......................................................................................................................... 5-6
5.3 - Accountability for Community Service Needs, including Governmental Structure and
Operational Efficiencies ..................................................................................................................................... 5-6
5.3.1 - Organizational Structure ...................................................................................................... 5-6
5.3.2 - Practices and Performance ............................................................................................... 5-10
5.3.3 - Determinations ...................................................................................................................... 5-11
SECTION 6 - Sphere of Influence Review ................................................................................................. 6-1
6.1 - Sphere of Influence Overview ............................................................................................................... 6-1
6.2 - Present and Planned Land Uses ........................................................................................................... 6-1
6.3 - Present and Probable Need for Public Facilities and Services ............................................... 6-2
6.3.1 - Disadvantaged Unincorporated Communities ............................................................ 6-2
6.4 - Present Capacity of Public Facilities and Adequacy of Public Services .............................. 6-2
6.5 - Existence of Any Social or Economic Communities of Interest .............................................. 6-3
6.6 - Mt. Shasta Sphere of Influence Recommendations ..................................................................... 6-3
SECTION 7 - References .................................................................................................................................. 7-1
ii
LIST OF FIGURES
Figure 1-1 Regional Location .......................................................................................................................... 1-2
Figure 1-2 City of Mt. Shasta City Limits and Sphere of Influence .................................................. 1-3
Figure 2-1 City of Mt. Shasta Planning Boundaries ............................................................................... 2-4
Figure 2-2 Proposed Annexation – Rosenburg Site ............................................................................... 2-6
Figure 2-3 Existing Developed Areas within the Sphere of Influence ........................................... 2-7
Figure 2-4 Vacant Parcels near Mt. Shasta ............................................................................................. 2-12
Figure 3-1 Median Household Income (2016) ........................................................................................ 3-2
Figure 3-2 Potential Disadvantaged Unincorporated Communities .............................................. 3-3
Figure 5-1 City of Mt. Shasta Organizational Chart ................................................................................ 5-7
LIST OF TABLES
Table 1-1 Services Matrix within the City of Mt. Shasta ...................................................................... 1-9
Table 2-1 Historical Population Growth (1970-2040) ........................................................................ 2-2
Table 2-2 Mt. Shasta 2014-2019 Housing Allocation ........................................................................ 2-11
Table 4-1 Water Operations Fund Expenditures .................................................................................... 4-4
Table 4-2 Wastewater Operations Fund Expenditures ....................................................................... 4-8
Table 4-3 Mt. Shasta Road Projects ........................................................................................................... 4-14
Table 4-4 2013-2016 Reported Crime Statistics (Category I Crimes) ....................................... 4-17
iii
Introduction
SECTION 1 - INTRODUCTION
1.1 - Role and Responsibility of Local Agency Formation Commission (LAFCo)
The Siskiyou Local Agency Formation Commission (LAFCo) is the oversight agency for
special districts and cities within Siskiyou County. The role of LAFCo under the Cortese-
Knox-Hertzberg Reorganization Act of 2000 is to oversee local agency boundary changes and
to adopt spheres of influence for local agencies. Among the purposes of LAFCOs are the
discouragement of urban sprawl and the encouragement of the orderly formation and
development of local agencies.
As such, LAFCo is considered the “watchdog” of local agencies by the State Legislature and is
solely empowered with establishing spheres of influence that dictate the provision of future
service delivery to orderly growth of that agency. Therefore, it is LAFCo’s responsibility to
review the information available regarding services provided by an agency and make
appropriate determinations that will establish future policy for future boundary decisions,
such as annexations, for the corresponding jurisdiction.
1.2 - Municipal Service Review Purpose
The Municipal Service Review (MSR) process is a comprehensive assessment of the ability
of existing government agencies to provide services effectively and efficiently to residents
and users. The form and content of the MSR is governed by requirements of the Cortese-
Knox-Hertzberg Local Government Reorganization Act of 2000 (CKH Act) and the State of
California’s Local Agency Formation Commission (LAFCo) MSR Guidelines (Guidelines),
published in August 2003.
The CKH Act requires all LAFCOs, including Siskiyou LAFCo, to prepare an MSR for each of
its incorporated cities and special districts. The fundamental role of LAFCo is to implement
the CKH Act by providing for the logical, efficient, and most appropriate formation of local
municipalities, service areas, and special districts. These MSRs must be completed prior to,
or in conjunction with, the update of a Sphere of Influence (SOI) or before LAFCo initiates
any reorganization of district boundaries.
This review is intended to provide Siskiyou LAFCo with all necessary and relevant
information related to the operations and management of the City of Mount Shasta, or Mt.
Shasta, (the City). The City is located approximately 38 miles southeast of Yreka, CA along I-
5 in southern Siskiyou County (see Figure 1-1 and Figure 1-2). The information in this report
may be used in considering an update to the City’s SOI by Siskiyou LAFCo or for other policy
related decisions related to the City.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 1-1
Introduction
Figure 1-1
Regional Location
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 1-2
Introduction
Figure 1-2
City of Mt. Shasta
City Limits and Sphere of Influence
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 1-3
Introduction
MSRs are intended to provide LAFCo with a comprehensive analysis of service provision by
cities and other service providers within the legislative authority of LAFCo. The MSR focuses
on service providers within the area of the City and will make determinations in each area
of evaluation, providing the basis for Siskiyou LAFCo to review possible amendments to the
Sphere of Influence or possible reorganization, consolidation, or annexation with those other
service providers.
1.3 - Methodology and Approach
The process of developing the MSR began with a kick-off meeting to discuss the existing
services provided by the City to its residents. Following the meeting, a comprehensive survey
was sent to the City of Mt. Shasta staff. The purpose of the survey was to retrieve more
specific and technical information regarding the City’s operations and delivery of its various
services. The information requested included documents such as planning and budgetary
documents, adopted budgets, Capital Improvement Programs, technical or special studies,
and any other records related to the provision of municipal services by the City.
1.4 - Public Review and Adoption Process
Two drafts of the MSR document will be presented to LAFCo. A first draft will allow for public
comments and a final draft will be presented to the Commission for formal acceptance. The
final draft will incorporate any/all revisions, corrections, and responses to comments
received at the prior public workshop.
1.5 - Required Topic Areas of Analysis
The MSR contains analysis and conclusions, referred to as determinations, regarding six
topic areas set forth in the CKH Act. These areas of analysis contain the essential operational
and management aspects of each service provider, and together constitute a complete
review of the ability of the providers to meet the service demands of the residents and
businesses within the City. The six topic areas used for analysis in this MSR are as follows:
1. Growth and Population Projections
2. Disadvantaged Unincorporated Communities
3. Present and Planned Capacity of Public Facilities and Adequacy of Public Services,
Including Infrastructure Needs or Deficiencies
4. Financial Ability to Provide Services
5. Status of, and Opportunities for, Shared Facilities
6. Accountability for Community Service Needs, Including Governmental Structure and
Operational Efficiencies
An explanation of the specific operational and management aspects considered in each of
these topic areas is provided below.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 1-4
Introduction
1. Growth and Population Projections
Service efficiency is linked to a service provider’s ability to plan for the future need of
a city while also meeting existing service demands. This section reviews projected
service demands and needs based upon existing and anticipated growth patterns and
population projections. This is found in Section 2.
2. The Location and Characteristics of any Disadvantaged Unincorporated Communities
within or Contiguous to the Sphere of Influence
Unincorporated disadvantaged communities, as defined by Water Code §79505.5,
may lack basic infrastructure, such as water, sewer, or fire protection, because they
may have been overlooked during the comprehensive land use planning process due
to their socioeconomic status. To promote equality and environmental justice in
accordance with adopted local policy and Senate Bill 244, which was adopted in 2011,
the proximity of any disadvantaged community to existing service providers is
analyzed and discussed in order to determine if the community should be included in
the SOI of the City. This is found in Section 3.
3. Present and Planned Capacity of Public Facilities and Adequacy of Public Services,
Including Infrastructure Needs or Deficiencies
Infrastructure can be evaluated in terms of condition, capacity, availability, quality,
and relationship to operational, capital improvement and finance planning. This
section assesses the adequacy and quality of the service providers’ physical
infrastructure and analyzes whether or not sufficient infrastructure and capital are in
place (or planned for) to accommodate planned future growth and expansions. This
is found in Section 4.
4. Financial Ability to Provide Services
This section analyzes the financial structure and health of the City with respect to the
provision of services. Included in this analysis is the consideration of rates, service
operations, and the like, as well as other factors affecting the City’s financial health
and stability, including factors affecting the financing of needed infrastructure
improvements and services. Compliance with existing State requirements relative to
financial reporting and management is also discussed. This is found in Section 5.
5. Status of, and Opportunities for, Shared Facilities
Practices and opportunities that may help to reduce or eliminate unnecessary costs
are examined in this section. Occurrences of facility sharing are listed and assessed
for efficiency, and potential sharing opportunities that would serve to better deliver
services are discussed. This is found in Section 5.2.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 1-5
Introduction
6. Accountability for Community Service Needs, Including Governmental Structure and
Operational Efficiencies
This section addresses the adequacy and appropriateness of the agency’s existing
boundaries and Sphere of Influence and evaluates the ability of the City to meet their
service demands under their existing government structure. Also, included in this
section is an evaluation of compliance by the agency with public meeting and records
laws. This is found in Section 5.3.
1.6 - Issues Analyzed
The City of Mt. Shasta (City) is a general law city located approximately 38 miles southeast
of Yreka, CA along I-5 in southern Siskiyou County (Northern California), encompassing
approximately four square miles. The City was established in 1887 and is empowered to
provide various municipal services, including the following, which will be addressed in this
MSR:
• Water Infrastructure
• Wastewater Infrastructure
• Storm Drainage
• Roadways
• Law Enforcement
• Fire Protection
• Parks and Recreation
• City Hall
The preamble of the CKH Act contains a number of legislative findings and declarations that
serve as a general guide for LAFCo’s and their purpose for being. The first and main
declaration is that:
It is the policy of the State to encourage orderly growth and development, which are
essential to the social and economic well-being of the State.
The Legislature goes on to make further declarations in CKH Section 56001 about how the
determination of orderly local government boundaries is important to orderly growth and
development. The Legislature also makes the following declarations in Section 56001:
The Legislature finds and declares that a single multipurpose governmental agency is
accountable for community service needs and financial resources and, therefore, may
be the best mechanism for establishing community service priorities especially in
urban areas.
Nonetheless, the Legislature recognizes the critical role of many limited purpose
agencies, especially in rural communities.
The Legislature also finds that, whether governmental services are proposed to be
provided by a single-purpose agency, several agencies, or a multipurpose agency,
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 1-6
Introduction
responsibility should be given to the agency or agencies that can best provide
government services.
The main purpose of this MSR is to review past findings, if available, for various City services
and evaluate if the level of services currently being provided is operating at a level that is
still encouraging orderly growth and efficient service delivery to residents of Mt. Shasta.
Once that is determined by LAFCo, then questions regarding SOI and boundary change
recommendations can be answered.
1.7 - Background, Setting and History
The City of Mt. Shasta is located in southern Siskiyou County approximately 38 miles south
of Yreka, the county seat, at the base of Mount Shasta, its namesake volcano. The City
encompasses an area of approximately four square miles. With warm summers and cold
winters, the Mt. Shasta area attracts outdoors enthusiasts with its fishing, hunting, camping,
hiking, and skiing opportunities (PMC 2007).
Previously known as Strawberry Valley, Berryvale, and Sisson, the present-day City of Mt.
Shasta was initially a stopover point for the wave of fortune seekers travelling northward
along the Siskiyou Trail after the discovery of gold in Yreka in 1851. Providers of goods and
services quickly became established and with the completion of the Central Pacific Railroad
in 1887, lumber and tourism took hold. In 1905, the City officially incorporated; however, it
was not until 1924 that, by a vote of the people, the City adopted its current name (PMC
2011).
The City is governed by a Council/Manager form of government made up of five Council
members elected to four-year, overlapping terms. The fiscal year of the City is from each July
1 to June 30 of the following year.
The City works with other local and regional government agencies including Siskiyou
County, the State of California, the Mt. Shasta Recreation and Parks District, the Mount Shasta
Fire Protection District, the Shasta Valley Resource Conservation District, the North Coast
Regional Water Quality Control Board, the U.S. Forest Service, the California Department of
Forestry and Fire Protection (CAL FIRE), the California Department of Transportation
(Caltrans) and the Siskiyou County Local Transportation Commission.
1.8 - Services Currently Provided
The City of Mt. Shasta provides a wide range of services including police and fire protection,
street maintenance, water distribution, wastewater collection/treatment, snow removal,
planning, building and safety, public improvements, animal control and general
administration.
City parks are operated and maintained by the Mt. Shasta Recreation and Parks District.
Parks and recreational facilities include the Mt. Shasta City Park, Shastice Park, the Sports
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 1-7
Introduction
Park, Sisson Field, and Sisson Meadows. A further description of each facility and the extent
of its current operations are included in Section 4 of this document.
Other essential services provided to the residents of the City are overseen through various
other agencies. These agencies fill voids in the municipal service needs of City residents
where the City chooses not to or simply cannot provide an identified service, or through
mutual aid agreements. These other public agencies include the Mount Shasta Fire
Protection District, and the Siskiyou County Transportation Division. Other private entities
also meet service needs for residents of the City, such as John Smith Sanitation and Mt. Shasta
Ambulance Service.
Table 1-1 lists the services provided in the Mt. Shasta area. The table specifies whether the
services can and are being provided now or whether those services are authorized but not
being provided currently.
Provides - means that the agency is authorized by LAFCo and State law to provide the
service and that the service is currently being provided. These services may continue
to be provided by the agency at its discretion.
Authorized - means that the agency is authorized by LAFCo and State law to provide
the service, but this service is not currently being provided.
Latent - means that the agency is authorized by State law to provide the service, but
districts are first required to gain LAFCo approval before they may begin providing
the service. The process to gain LAFCo approval is described in CKH Section 56824.10
et seq. It is similar to an annexation process, requiring an initiating resolution from
the agency, followed by LAFCo approval after a public hearing. However, this process
is only applicable to special districts’ ability to provide new services. Cities are not
required to seek LAFCo approval in order to provide another municipal service in
accordance with the State Constitution.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 1-8
Introduction
Table 1-1
Services Matrix within the City of Mt. Shasta
Municipal Service Type Mt. Shasta
Water supply Provides
Water distribution Provides
Sewer collection & disposal Provides
Storm drainage Provides
Flood control Provides
Street construction Provides
Street maintenance Provides
Street lighting Provides
Street sweeping/snow plowing Provides
Street landscaping Provides
Solid waste collection, transfer & disposal Authorized1
Police protection Provides
Fire protection Provides
Animal control Provides
Parks & recreation Authorized2
Airports Authorized
Ambulance service Authorized3
Emergency medical service Provides
Heat and power Authorized
Undergrounding of overhead electrical & communication facilities Authorized
Generate and sell electricity Authorized
Community facilities Authorized
Television/Cable services Authorized
Transportation Authorized4
Cemeteries Authorized
Open space conservation Provides
1.9 - Determinations
Determination 1-1 – Siskiyou LAFCo has the authority to determine the Sphere of Influence
for the City of Mt. Shasta.
Determination 1-2 - A single multipurpose governmental agency, such as a city, County
Service Area, Public Utility District or Community Services District, is the preferred entity by
LAFCo and could be accountable for all community service needs and financial resources
and, therefore, may be the best mechanism for establishing community service priorities
1 Provided under contract through John Smith Sanitation.
2 Provided through Mt. Shasta Recreation and Parks District.
3 Provided through Mt. Shasta Ambulance Service.
4 Provided by Siskiyou County Transportation Division.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 1-9
Introduction
especially in urban areas. Governmental services should be given to the agency or agencies
that can best provide government services.
Determination 1-3 - The City of Mt. Shasta is currently providing the following services:
• Water Infrastructure
• Wastewater Infrastructure
• Storm Drainage
• Road Maintenance
• Snow Removal
• Law Enforcement
• Animal Control
• Fire Protection
• City Hall (Administration)
Determination 1-4 – The following services are currently provided by other agencies or
private entities within or around the City of Mt. Shasta:
• Parks and Recreation (Mt. Shasta Recreation and Parks District)
• Solid Waste Disposal (John Smith Sanitation collects solid waste under contract)
• Public Transportation (Siskiyou County-Transportation Division operates STAGE)
• Ambulance Services (Mt. Shasta Ambulance Service)
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 1-10
Growth and Population Projections
SECTION 2 - GROWTH AND POPULATION PROJECTIONS
The purpose of this section is to evaluate service needs based on existing and anticipated
growth patterns and population projections. The MSR Guidelines call for LAFCo to determine
historic and projected growth and absorption patterns in relationship to a service provider’s
boundaries and SOI. In addition, LAFCo is tasked with evaluating the impact and
compatibility of such growth on and with land use plans, services, local government
structures and growth patterns.
2.1 - Historical Data and Population Projections
Historical population data and future projections have been obtained from the U.S. Census
Bureau, and the California Department of Finance (DOF). For analysis purposes, this data is
compared to other source data relating to growth and population including the City’s General
Plan population projections. According to the California Department of Finance, the City’s
population is currently 3,355 (as of January 1, 2017), making it the second largest city in
Siskiyou County. Historical census data indicates that the City of Mt. Shasta had a population
of 3,470 in 1990, 3,621 in 2000, and 3,394 in 2010. According to the DOF, the City
experienced its most dramatic population growth between 1970 and 1980, but the
population peaked in 2001 and has been declining since then. This negative population trend
has affected many of the small cities within rural Siskiyou County since the decline of the
timber industry in the 1980s and the recession of the early 21st century.
According to U.S Census Bureau, the City’s population, as of January 1, 2015, was 3,312
(1,448 males and 1,864 females). The total number of housing units was 1,966, of which
approximately 1,687 were occupied. The breakdown in household size is as follows: one-
person household – 42%, two-person household – 40.9%, three-person household – 13.5%,
and four or more-person household – 3.6%. The median total household income was
$39,777. The City’s General Plan Housing Element (Mintier Harnish 2014) notes that single-
family dwelling units comprise 65% of the City’s housing inventory, and that 53% of housing
units are renter occupied.
According to the 2011-2015 American Community Survey (ACS) five-year estimates, the
City’s population is comprised of mostly white residents (86.8%). Hispanic/Latino residents
account for the next largest non-white racial/ethnic group, but residents claiming some
degree of Hispanic race or Latino ethnicity only account for 8.6% of the total population. The
City’s General Plan Housing Element (Mintier Harnish 2014) notes that the City’s racial and
ethnic make-up is slowly becoming more diverse.
Based on the City’s General Plan (PMC 2007), the population of Mt. Shasta is projected to
grow by 0.63% per year on average over the next 20 years. This would result in a population
of 4,131 by 2020, 4,368 by 2030, and 4,643 by 2040 (Mintier Harnish 2014). However, based
on current declining population trends throughout Siskiyou County, it is unlikely that the
City’s future growth rates will reach General Plan projections. The California Department of
Finance estimates that between January 1, 2016 and January 1, 2017, the population of Mt.
Shasta declined by -0.2% (or seven people). Smaller than anticipated growth rates over the
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 2-1
Growth and Population Projections
next couple of decades would likely lead to reduced pressure to build new parks and public
facilities as a result of immediate or significant growth periods. Additionally, services
directly linked to population growth have adequate time to properly plan for when
additional resources may be required to accommodate new residents to the region or fill
service gaps with existing service to current residents.
Table 2-1 compares the City of Mt. Shasta’s population to the overall population of Siskiyou
County for years 1970, 1980, 1990, 2000, 2010, and the projected City and County
populations for years 2020, 2030, and 2040.
Table 2-1
Historical Population Growth (1970-2040)
Mt. Shasta Siskiyou County
Average Average
Year Population Annual Population Annual
Growth Rate Growth Rate
1970 2,256 33,224
1980 2,820 +2.50% 39,400 +1.86%
1990 3,470 +2.30% 43,300 +0.99%
2000 3,621 +0.44% 44,281 +0.23%
2010 3,394 -0.63% 44,962 +0.15%
2020 3,343 -0.15%5 44,272 -0.15%
2030 3,359 +0.05% 44,492 +0.05%
2040 3,348 -0.03% 44,339 -0.03%
Source: Department of Finance Population Projections, Tables E1 & E4
The current population of Mt. Shasta is approximately 3,355. Based on the City’s historic
growth rates, and current population trends, it is unlikely that the City will reach the
projected growth rate of 0.63% identified in the General Plan. It is anticipated that the City
will continue to experience negative or slow growth, comparable to that of the County as a
whole, for the foreseeable future. As indicated in Table 2-1, applying County growth rates to
Mt. Shasta results in an estimated City population of 3,343 in the year 2020, and 3,359 by
2030.
2.2 - Planning Documents
The following long-range planning documents have been adopted by the City: 2007 General
Plan; 2014-2019 Housing Element (General Plan); and the 2009 Bicycle, Pedestrian, and
Trails Master Plan.
The City of Mt. Shasta plans for future growth through the implementation of policies and
standards set forth in its General Plan. The General Plan is a long-term, comprehensive
framework to guide physical, social, and economic development within the community’s
5 Growth rate projections beyond 2010 were based on Siskiyou County projected growth rates.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 2-2
Growth and Population Projections
planning area. Mt. Shasta’s General Plan is a long-range guide for attaining the City’s goals
within its ultimate service area and accommodating its population growth to the year 2025.
The City of Mt. Shasta General Plan, adopted in August of 2007, coordinates all components
of the City’s physical development, and sets objectives, policies and standards which guide
future growth within the City’s planning area.
Senate Bill 375 contained a statutory amendment providing an option to applicable
transportation agencies to change the update schedules for the Regional Transportation Plan
(RTP) and Housing Element (HE). A Metropolitan Planning Organization (MPO) or Regional
Transportation Planning Agency (RTPA) on a five-year Regional Transportation Plan (RTP)
update schedule can elect to adopt its RTP every four years. After the election is made, all
local governments within the region of the MPO or RTPA change from a five-year to an eight-
year HE planning period beginning with the next HE update (Department of Housing and
Community Development 2014). The Housing Element also needs to be reviewed and
approved by the California State Department of Housing and Community Development
(HCD). The City of Mt. Shasta Housing Element, while part of the 2007 General Plan, is
separately bound and was last adopted on October 13, 2014. It is a five-year planning
document (2014-2019). The City’s General Plan provides the foundation and policy base to
guide future growth within the City.
The City also plans for future growth through the preparation and implementation of Master
Plans. The City of Mount Shasta Bicycle, Pedestrian, and Trails Master Plan, adopted
February 23, 2009, provides a vision and specific strategies for the improvement of bicycling
and walking in the City. The plan is intended as a guide for developing citywide pedestrian
and bicycle facilities to promote safe and efficient non-motorized travel.
2.3 - Planning Boundaries
The City of Mt. Shasta’s planning area and SOI covers approximately 25 square miles of land,
including the approximately four square miles that comprise the City limits, as well as
unincorporated portions of Siskiyou County that may affect the City’s long-term growth and
development potential (see Figure 2-1). The City’s planning area covers most of the area
known as Strawberry Valley, and is generally defined as the area bound by the crest of
Rainbow Ridge on the west, Black Butte on the north, the Shasta-Trinity National Forest
boundary on the east, and Box Canyon on the Sacramento River to the south (PMC 2007).
SOI boundaries are determined at the point of a city’s ultimate capacity to provide necessary
municipal services, and typically correspond to a city’s planning area boundary. However,
Mt. Shasta’s current (2017) SOI extends well beyond the City’s current incorporated limits
and planning area to areas around Lake Siskiyou, and the Deetz area west of Black Butte.
This large SOI was adopted based on the potential service area of the City-operated regional
wastewater treatment plant, not necessarily on the expectation that the City would someday
annex, or provide services for, the entire area.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 2-3
Growth and Population Projections
Figure 2-1
City of Mt. Shasta Planning Boundaries
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 2-4
Growth and Population Projections
2.4 - Annexations
According to the City of Mt. Shasta Impact Fee Report dated January 26, 2009, the City of Mt.
Shasta is pursuing annexation of a 30-acre portion of the Roseburg property, a City-owned
property that lies within the SOI, as shown in Figure 2-2 (PMC 2009). However, it is projected
that the majority of new growth in Mt. Shasta will occur within the existing City limits.
There are two policies within the 2025 General Plan related to annexations:
Policy LU-1.1: Annexation shall occur only when the proposed use of the property
furthers the City’s economic development, housing, and/or community planning
objectives.
Policy LU-2.1: Require pre-zoning and development plans prior to completing
annexation procedures.
Land within the City Mt. Shasta’s SOI boundary may be annexed into the City upon approval
by the Siskiyou County LAFCo, thereby transferring land use authority for the land within
the SOI from the County of Siskiyou to the City of Mt. Shasta.
The Roseburg property is a 145-acre property that lies at the City’s southern limits. Once a
major lumber mill and the City’s largest employer, the property was deeded to the City in
1989 by the Roseburg Forest Products Company. In 1998, 115 acres of the property were
annexed into the City as the Roseburg Commerce Park, or “The Landing”. This brownfield
site is currently undergoing clean-up and is anticipated to be ready for development by 2020.
According to the City’s General Plan, the remaining 30 acres were not annexed at the time
due to development constraints, but the area was identified as an “opportunity site” for
development of affordable housing in the 2005 Affordable Housing Strategy. Annexation of
the “Orchard” site, as it is called, is considered infill development due to its location and
circumstances (PMC 2009). The City-owned Roseburg property is located near existing
infrastructure, including roads, rail, power, and water.
Because growth in Mt. Shasta is currently staled due to a slowed economy and the City’s
limited housing stock (see Section 2.6), the City is not expected to grow significantly through
the addition of new territory to its boundaries in the coming years and, accordingly, major
annexations are not anticipated. Development needs will be served by infilling vacant lots
within the City’s boundaries. Areas within the City’s planning area, to both the east (past
Everitt Memorial Highway) and west (across I-5) of the City, contain large numbers of single-
family homes on large County parcels, and growth to the south is precluded by topography
and traffic concerns (PMC 2009). Therefore, any new annexations that may occur would
likely be of existing developed areas, which require some form of new service or prefer
enhancement of an existing service. Existing developed areas within the existing SOI are
shown in Figure 2-36.
6 Developed parcels were derived by identifying parcels with an assessed structure value greater than $10,000.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 2-5
Growth and Population Projections
Figure 2-2
Proposed Annexation – Rosenburg Site
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 2-6
Growth and Population Projections
Figure 2-3
Existing Developed Areas within the Sphere of Influence
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 2-7
Growth and Population Projections
2.5 - Land Use
Mt. Shasta is located in the Shasta Cascade region of Northern California. The City is situated
on the gently sloping flanks of Mount Shasta, just nine miles southwest of the volcano’s
summit, and just south of the watershed divide between the Sacramento River and the
Klamath River drainages. The City sits at approximately 3,600 feet above sea level. Major
access roads include Interstate 5 (I-5) and State Route 89 (SR-89). Development is bisected
by the I-5 corridor, while SR-89 terminates at the City’s southern extreme.
According to the DOF, the City’s current population is approximately 3,355, with a current
negative annual growth rate of -0.2%. Although it is the second most populous city in the
County, population projections point to an average annual growth rate of less than 1% for
the foreseeable future. The City’s Housing Element points to a shortage of economic
opportunities as the reason for declining growth over the last decade, or so. Only five single-
family residential building permits were issued within 2016 (City of Mt. Shasta 2016).
The predominant land uses within the City are residential (largely single-family properties),
commercial, and public lands and parks. Tourism and recreational uses form the primary
base of the Mt. Shasta economy. Local business and industry occupations provide
employment for approximately 1,800 workers, distributed among several sectors such as
retail, health and education, recreation and entertainment, and professional services.
The unincorporated area within the City’s planning area primarily includes rural residential
uses, resource lands, and public lands. As previously stated, the City’s Sphere of Influence,
which is much larger than the planning area, was created based on the potential service area
of the regional wastewater treatment plant, which is operated by the City.
According to the General Plan, residential growth in the planning area has occurred
predominately in the unincorporated area outside the City limits. While the City does not
have jurisdiction over the areas outside of its incorporated limits, its General Plan does
convey “appropriate” land use designations for unincorporated land within its planning area.
The City can, and should, encourage the County to not allow conflicting development in areas
that may someday be annexed into the City.
The City’s 2025 General Plan Land Use Element outlines several policies relating to land
management and development within and surrounding the City. Some of these policies, and
the goals they were based upon, which could be seen as applicable to the SOI amendment
and MSR process are reiterated below.
Goal LU‐1: Consider annexation when lands are needed to accommodate the General Plan
growth objectives.
Policy LU-1.1
Annexation shall occur only when the proposed use of the property furthers the City’s
economic development, housing, and/or community planning objectives.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 2-8
Growth and Population Projections
Goal LU‐2: Annexed lands shall be incorporated into the City in conformance with the
General Plan.
Policy LU-2.1
Require pre-zoning and development plans prior to completing annexation procedures.
Goal LU‐10: Develop and regularly update a Capital Improvement Program.
Policy LU-10.1
Utilize the Capital Improvement Program as a means of keeping pace with the needs of
facilities and infrastructure.
Goal LU‐16: Maintain a wastewater collection system and treatment plant that serves the
need of the community.
Policy LU-16.1
Ensure that the growth of the community does not outstrip the capacity of the wastewater
collection system and treatment facility.
Policy LU-16.2
Require connection to the sewer system for multi-family, commercial, and employment
center land uses within the City limits.
Goal LU‐18: Maintain a water supply and distribution system that meets drinking water
standards and that serves the domestic and fire protection needs of the community.
Policy LU-18.1
Ensure that the growth of the community does not outstrip the water supply and distribution
system of the City.
Policy LU-18.2
Require connection to the City’s water system for multi-family, commercial, and employment
center land uses within the City limits, unless the City determines that it will not be able to
serve a proposed project with water service in a timely manner and that the proposed
private water system for the project will be adequate and compatible with the City’s water
system plans.
Goal LU‐19: Provide for the efficient collection, transport, and discharge of stormwater in a
safe manner and protect people and property from flooding.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 2-9
Growth and Population Projections
Policy LU-19.1
Utilize the Storm Drainage Master Plan to improve existing storm drainage conditions and
ensure adequate storm drainage infrastructure design and construction for future
developments.
Goal LU‐20: To establish a clear path for subsequent development of the Spring Hill area and
provision of adequate infrastructure to support that development.
Policy LU-20.1
The City will require that a Specific Plan be prepared to encompass the entire Spring Hill area
generally from I-5 to Everitt Memorial Highway, and from Ski Village Drive to the City limits
north of the Sousa Ready Mix Quarry. The City recognizes that some of the smaller parcels
may develop before the Specific Plan has been completed.
Policy LU-20.2
Until a Specific Plan is adopted for the Spring Hill area, proposed development along Spring
Hill Drive shall be reviewed to consider the following needs:
1. Be designed to connect to municipal services once available;
2. Shall not obstruct or significantly detract from views of Mount Shasta; and
3. Shall incorporate adequate storm water quality provisions.
As prescribed by the General Plan, the City and the County should work closely together to
address and manage land use and resource planning issues in the City’s Sphere of Influence
and planning area.
2.6 - Regional Housing Needs Allocation/Plan (RHNA/P)
California's Housing Element Law (Government Code, §§ 65580 et seq.) mandates that a
local jurisdiction develop and approve a Regional Housing Needs Allocation (RHNA) to
accommodate a share of the region’s projected housing needs as part of the process of
updating local housing elements of the general plan. HCD is responsible for allocating each
region’s share of the statewide housing need to each of California’s Council of Governments
(COG), who in turn allocate a share of the region’s housing needs to each of the cities and
counties in the region for the planning period. In the case of Siskiyou County, which is a non-
COG area, the Siskiyou County Community Development Department is responsible for
allocating the RHNA to individual jurisdictions within the County, including Mt. Shasta.
The 2014-2019 Regional Housing Needs Plan (RHNP) was adopted and submitted to HCD in
July of 2012. The RHNP establishes the total number of housing units that the City of Mt.
Shasta must plan for within a five-year planning period. Based on the adopted RHNP, each
city and county must update the housing element of its general plan to demonstrate how the
jurisdiction will meet the expected growth in housing need over this period of time.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 2-10
Growth and Population Projections
According to Table 2-2 from the City’s Housing Element, the City of Mt. Shasta will need 45
additional housing units based on the anticipated growth between January 1, 2014 and June
30, 2019. Of these 45 units, 18 of them must be designated for extremely low, very low, and
low-income individuals. The Housing Element concluded that “the City had adequate
appropriately zoned sites, with supporting public services and utilities, to accommodate its
housing needs over the current planning period”.
Table 2-2
Mt. Shasta 2014-2019 Housing Allocation
Total # of Projected Extremely Very Low Low Moderate Above
Units Needed Low Income Income Moderate
Based on Growth Income
45 6 (13.3%) 5 (11.1%) 7 (16.1%) 8 (17.7%) 19 (42%)
Source: City of Mt. Shasta General Plan, 2014-2019 Housing Element
2.7 - Anticipated Service Needs
The potential for population growth within the City in the coming years is very limited and
highly dependent on the economy and the availability of housing. The City of Mount Shasta
Impact Fee Report identified the Spring Hill area as the City’s primary growth area, should
the economy improve and foster immigration to the City (PMC 2009).
Spring Hill encompasses 588 acres in the northernmost portion of the City, of which
approximately 341 acres are developable (PMC 2009). According to the City’s General Plan,
it has been identified as a special planning area “because of its unique development
opportunities as well as the challenge of infrastructure limitations and development
constraints”. The Spring Hill area represents a large portion of the City’s vacant land but lacks
the necessary infrastructure for development. The City’s Impact Fee Report identified the
potential for approximately 2,585 dwelling unit equivalents (DUEs) in the Spring Hill area,
but development would require extension to the City’s water system, upgrades to the
existing wastewater system, the development of roads, and additional public works facilities.
Prior to development of the area, the City’s General Plan requires that a Specific Plan be
prepared to set proposed densities. Development of a Specific Plan will ensure that the City
and property owners work together to address and resolve infrastructure constraints.
As shown in Figure 2-4, there are approximately 1,777 parcels which can be identified as
vacant and within the City (642 parcels, 36.1%) and the SOI (1,135 parcels, 63.9%). Any
development within the Spring Hill area would require development of an area Specific Plan
prior to construction. Regardless, these parcels are in areas serviced by the City or other
outside agencies and likely have already been considered in master planning efforts for
infrastructure or already monitored by safety-oriented service departments, such as police
and fire protection.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 2-11
Growth and Population Projections
Figure 2-4
Vacant Parcels near Mt. Shasta
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 2-12
Growth and Population Projections
2.8 - Determinations
Determination 2-1 - U.S. Census data indicates that the City had a 1990 population of 3,470,
a 2000 population of 3,621, and a 2010 population of 3,394. Current trends indicate that the
City’s population is declining at an average annual rate of approximately -0.2%.
Determination 2-2 – Given the City’s recent population decline, it is difficult to project future
population trends with any degree of reliability, but based on the City’s historic growth rates,
and current population trends, it is unlikely that the City will reach the projected annual
growth rate of 0.63% identified in the General Plan.
Determination 2-3 - The City plans for future growth through the implementation of policies
and standards set forth in its General Plan. The City’s General Plan, updated in 2007, is a long-
range guide for attaining the City’s goals within its ultimate service area and accommodating
its population growth to the year 2025. The General Plan provides a policy base to guide
future growth within the City.
Determination 2-4 - The City also plans for future growth through the preparation and
implementation of Master Plans. Applicable plans for the City include the City of Mount
Shasta Bicycle, Pedestrian, and Trails Master Plan.
Determination 2-5 - The City’s large SOI was adopted based on the potential service area of
the City-operated regional wastewater treatment plant, not on the expectation that the City
would someday annex, or provide services for, the entire area.
Determination 2-6 - Present land use in the area includes residential (largely single-family
properties), commercial, and public lands and parks. There are not expected to be any
substantial changes in the planned land use as a direct result of this review.
Determination 2-7 - Present needs for public facilities and services are currently being met.
Probable needs for public facilities and services are not currently anticipated to vary from
present needs, as future demands are expected to remain relatively the same. No significant
growth or population increases are currently anticipated that would affect the City’s ability
to provide services. The City does not have any major plans for future expansion of
boundaries.
Determination 2-8 - The City’s General Plan contains a number of policies that ensure the
City’s infrastructure keeps pace with potential growth and the needs of the community.
Determination 2-9 – The City’s General Plan Housing Element identified the availability of
vacant, residentially zoned sites, with supporting public services and utilities, in excess of
the City’s current share of regional housing needs.
Determination 2-10 – The City will likely accommodate future growth through infill
development and special planning areas within the City, which are already served by the City
or have been planned for in master planning documents.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 2-13
Growth and Population Projections
Determination 2-11 – The City’s annexation of a 30-acre portion of the City-owned Roseburg
property is considered infill development due to its location and circumstances.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 2-14
Disadvantaged Unincorporated Communities
SECTION 3 - DISADVANTAGED UNINCORPORATED COMMUNITIES
Disadvantaged Unincorporated Communities (DUCs) are defined as inhabited territory (12
or more registered voters) that constitutes all or a portion of a community with an annual
median household income that is less than 80% (or $51,026) of the statewide annual median
household income (MHI), which was $63,783 as of 2016 (U.S. Census Bureau 2016). These
communities were identified as an area of concern by Senate Bill 244 that was adopted into
State law in 2011. These communities may lack essential municipal services such as water
or sewer as they may have been developed prior to infrastructure being installed in
proximity to them. Pursuant to State law, LAFCo is now required to identify any DUC adjacent
to the City and determine if they should be included with any SOI amendment.
Much of the area outside the existing City limits has a median household income below
$51,026 annually (Figures 3-1 and 3-2). These areas, all within Census Tract 10, are
identified as Block Group 1 ($25,458 MHI), Block Group 2 (33,880 MHI), Block Group 4
($39,440 MHI), and Block Group 5 ($36,780). It is unclear how many registered voters
actually reside in these areas of the SOI, but pursuant to Government Code Section 56430,
disadvantaged unincorporated communities may lack water, wastewater, and structural fire
protection services.
The City provides water and wastewater services to a portion of these areas that lie within
the City’s planning boundary, especially areas east of the City. However, most of the
surrounding County areas are on individual septic tanks and private wells (PMC 2007). The
Mt. Shasta Fire Department and the Mount Shasta Fire Protection District work together
under an automatic aid agreement to provide fire services throughout the SOI. Based on the
information available, it can be determined that, although these areas are currently receiving
structural fire protection, some of them should be considered DUCs due to lack of municipal
water and wastewater services.
3.1 - Determinations
Determination 3-1 – There are areas currently within the City’s Sphere of Influence that can
be considered unincorporated disadvantaged communities due to median household income
being below 80% of the statewide average.
Determination 3-2 – Some of these identified areas currently receive water and wastewater
services from the City, but most of the County areas are on individual septic tanks and private
wells.
Determination 3-3 – These identified areas currently receive structural fire protection from
the Mt. Shasta Fire Department and the Mount Shasta Fire Protection District through an
automatic aid agreement.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 3-1
Disadvantaged Unincorporated Communities
Figure 3-1
Median Household Income (2016)
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 3-2
Disadvantaged Unincorporated Communities
Figure 3-2
Potential Disadvantaged Unincorporated Communities
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 3-3
Disadvantaged Unincorporated Communities
Determination 3-4 – Due to the identified areas not currently receiving the essential
municipal services of water, and wastewater, there are communities within the existing
Sphere of Influence which may be considered potentially disadvantaged unincorporated
community, as shown in Figure 3-2.
Determination 3-5 – The City should work with the County to develop a memorandum of
understanding stating that County development near the City limits shall comply with City
development standards.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 3-4
Capacity of Facilities and Adequacy of Services
Capital Improvement Program (2014/15-2018/19)
SECTION 4 - 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 the infrastructure needs and deficiencies of the City
of Mt. Shasta in terms of availability of resources, capacity to deliver services, condition of
facilities, planned improvements, service quality, and levels of service.
LAFCo is responsible for determining that an agency requesting an SOI amendment is
reasonably capable of providing needed resources and basic infrastructure to serve areas
within the City and its SOI. It is important that these findings of infrastructure and resource
availability are made when revisions to the SOI and annexations occur. LAFCo accomplishes
this by evaluating the resources and services to be expanded in line with increasing
demands.
4.1 - Capital Improvement Program (2014/15-2018/19)
The preparation of the City’s five-year Capital Improvement Program (CIP) involves several
months of planning and development by key City management team members who evaluate
the City’s capital investment needs to accommodate the community both now and in the
future. The five-year CIP reflects the City Council goals and targets for capital improvements
that implement the key deficiencies or needs within the City.
The City’s General Plan informs the development of the CIP. All projects are derived from
implementation measures outlined in the General Plan, as a means to keep pace with the
City’s facilities, infrastructure, and equipment needs.
All potential CIP projects are critically reviewed from a variety of perspectives before
inclusion in the budget, including (City of Mt. Shasta 2014):
• Input from the community;
• Input from the City Council on area needs that are developed or identified during the
year;
• Master Plans for growth, improvements, and rehabilitation for specific programs such
as Storm Drains, Transportation, Water, and Sewer; and
• Staff-identified projects based on critical need due to safety issues, or to comply with
federal or state mandates.
The most recent CIP available on the City’s website was adopted with the fiscal year (FY)
2014-2015 budget. The projects identified in the CIP all enhance the City’s ability to deliver
essential municipal services to residents within the City limits. The funding for these projects
comes from corresponding sources such as the Transportation Tax Fund, Fire Assessment
Fund and Wastewater Fund, ensuring that funds are properly allocated to the uses for which
the funds were originally established and not reallocated without review by the City Council.
The City’s General Fund has almost no financing capacity for capital improvement projects
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-1
Capacity of Facilities and Adequacy of Services
Capital Improvement Program (2014/15-2018/19)
after funding day to day operations. Only Facilities, Special Projects, and Public Safety
projects under $25,000 are included under the General Plan funding category.
The list of CIP projects includes:
• LED Street Light Conversion Project – Conversion of all City street lights to LED;
• The Landing Cleanup Assessment Project – Cleanup assessment of brownfield
contaminants at a City-owned former lumber mill site. The City plans to redevelop
the site as a commerce park;
• Everitt Memorial/Rockfellow SR2S Project – Pedestrian and bicycle safety upgrades;
• Trail Planning – Planning efforts for a trail between Mt. Shasta and Lake Siskiyou; and
• Sewer Master Plan Update – Consultant update of the City’s Sewer Master Plan.
The Capital Plan also includes the following projects associated with asset maintenance and
replacement needs:
• Streets Rehabilitation - $670,000 towards annual chip seal projects;
• CAD System Replacement – Computer-aided design software replacement;
• Public Safety Facility - $4,000,000 included in the final year of the plan as a
placeholder for a future project; funding unknown; and
• Wastewater Operations – Annual inflow and infiltration repairs and sewer repairs on
Old McCloud Road.
4.1.1 - DETERMINATIONS
Determination 4.1-1 – The City annually adopts the Capital Improvement Program which
identifies key capital projects that are needed in order to enhance services to residents.
Determination 4.1-2 – The projects identified in the Capital Improvement Program all
enhance the City’s ability to deliver essential municipal services to residents within the City’s
service area.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-2
Capacity of Facilities and Adequacy of Services
Water
4.2 - Water
4.2.1 - SUMMARY OF PRIOR MSR FINDINGS
The City of Mt. Shasta MSR from 2011 identified that the City receives its water supply from
Cold Springs and wells within the area, with adequate capacity to meet foreseeable needs.
However, the City’s 2010 Master Water Plan (in draft form at the time) identified that the
existing water infrastructure was aging and in need of upgrades, which included
replacement of leaking supply lines, and upgrading of undersized lines to accommodate fire
flow requirements. The MSR also noted that the City had indicated intent to pursue various
State and federal grants to complete the $6,249,000 worth of improvements listed in the
Master Plan (PMC 2011).
The City’s 2010 Water Master Plan (in draft form at the time) identified numerous
infrastructure improvements to increase water service, decrease losses, provide adequate
fire flows, and improve fiscal viability of the system.
4.2.2 - CURRENT CONDITIONS
The City of Mt. Shasta has owned and operated its own water supply since 1912 (PACE
Engineering 2011). The City’s water supply is derived from natural springs (Cold Springs)
located two miles east of the City at the top of McCloud Avenue, as well as two active deep
underground water wells which have a total maximum production of approximately 3.7
million gallons per day (MGD), or approximately 1,351 million gallons per year (MGY). The
wells only operate during the summer periods of high demand. The City’s water system also
includes four storage reservoirs with a total of 1.7 MG of water storage, one booster pump
station (used when needed to boost pressure during the summer months), approximately
188 fire hydrants, and approximately 185,000 feet of distribution pipelines.
The City’s 2010 Water Master Plan was completed by PACE Engineering in April of 2011. The
2010 Water Master Plan estimated water usage at approximately 635 MGY and 2030 usage
at 775 MGY, based on an annual growth rate of 1%. The City’s water service area
encompasses its incorporated limits and areas outside City boundaries, but within the SOI
(including a significant portion east of the City limits). In 2016, the City had 1,834 water
service accounts of which 95% were residential (PACE Engineering 2017).
In 2015, the City completed the installation of water meters at every service connection
served by the City in compliance with Assembly Bill (AB) 2572, which requires all municipal
users to be metered and billed for usage by 2025. Historically, the City has billed a flat fee for
service, but on May 30, 2017, the City Council approved a Utility Rate Schedule for water and
wastewater based on usage. Annual water utility rate increases were approved through FY
2021-2022, and the new rates went into effect on July 1, 2017. Rates were determined
through the 2017 Water Utility Rate Study prepared for the City by PACE Engineering and
were developed to ensure sufficient revenues to cover the cost of system operations and
maintenance necessary for long-term system reliability.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-3
Capacity of Facilities and Adequacy of Services
Water
Funding for water services has in the past come primarily from the City’s Water Fund. The
Water Fund is an Enterprise Fund established to account for the operations and maintenance
of, and improvements to the City’s water service utility through user fees (monthly fees as
discussed above, and one-time connection fees). On May 26, 2016, the City Council executed
a temporary Housing Incentives Program, which includes a temporary 75% reduction in new
residential water and sewer connection fees. The water connection fees currently range from
$7,299 per multi-family unit to $11,774 for a single-family residence. Connection fees
provide funds for growth-related improvements to the system. The Water Fund is divided
into an Operations Fund and an Improvement Fund. The Water Fund currently has no debt
associated with it and shows reserve funding availability. Table 4-1 provides a summary of
Water Operations Fund expenditures for FY 2014-2015 through FY 2016-2017.
Table 4-1
Water Operations Fund Expenditures
FY FY FY
Source
2016/2017 2017/2018 2018/2019
Personnel & Related Expenses $200,210 $250,801 $217,004
Contract Services $35,350 $124,092 $24,087
Administrative Allocation $77,900 $129,206 $91,840
Repairs, Maintenance, & Utilities $70,700 N/A N/A
Material & Supplies $8,850 $5,271 $9,248
Insurance, Licenses, & Taxes $14,880 N/A N/A
Depreciation and Amortization N/A $328,202 $330,121
Transmission and Distribution N/A $80,263 $121,508
Total $407,890 $917,835 $793,808
The 2017 Water Utility Rate Study points out that it is not practical to fund high-cost capital
infrastructure projects through rate fees alone. However, the City’s newly adopted water
usage fees should provide enough reserve to plan for and secure grant funding. In the last
few years, the City has successfully secured $5.53M in grant funding through the Integrated
Regional Water Management (IRWM) group. In addition, the City is eligible for up to $8M in
Drinking Water State Revolving Fund (DWSRF) Proposition 1 grants over a five-year period
to make improvements to its water infrastructure.
Needs and Deficiencies
Water infrastructure needs are determined though the City’s Water Master Plan, scheduled
through the Capital Improvement Program and implemented as funds allow. Over the last
few years, the City has added water meters to every connection in the City, replaced the old
supply pipeline from Cold Springs, and improved distribution system piping in the Big Lakes
area (PACE Engineering 2017). In addition, according to the 2017 Water Utility Rate Study,
the City is seeking Proposition 1 funding for the following proposed projects:
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-4
Capacity of Facilities and Adequacy of Services
Water
• Replacement of Tank 1 (original concrete water storage tank at the Quail Hill Tank
site) and infrastructure to serve development of Roseburg Commerce Park;
• Replacement of approximately 16,000 feet of steel distribution piping; and
• Development of a new well and storage tank at the base of Spring Hill to improve
pressure and fire flows to the Big Lakes area.
Additional water system infrastructure improvements identified in the 2010 Water Master
Plan should be pursued as funding becomes available. The City should review capital funding
requirements annually and prepare a water rate study every five years to ensure that water
rates are providing sufficient revenues to sustain infrastructure upgrades at levels desired
for long-term sustainability.
4.2.3 - DETERMINATIONS
Determination 4.2-1 – The City provides water to residents within the City limits, and to
other areas within the SOI from Cold Springs, and two wells with a combined maximum
production of approximately 3.7 MGD, or 1,351 MGY.
Determination 4.2-2 – The City’s 2010 Water Master Plan estimated water usage at
approximately 635 MGY and 2030 usage at 775 MGY.
Determination 4.2-3 – The City recently installed water meters at every service connection
and approved a Rate and Fee Schedule for water service based on usage.
Determination 4.2-4 – The City’s Water Enterprise Fund currently has no debt associated
with it and shows reserve funding availability.
Determination 4.2-5 – The City should continue to accrue reserve funding to plan for and
secure grant funding to finance water infrastructure projects.
Determination 4.2-6 – The City’s water infrastructure needs are determined through the
Water Master Plan. The City updated its Water Master Plan in 2010.
Determination 4.2-7 – The City should continue to implement the improvements identified
in the Water Master Plan as needed.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-5
Capacity of Facilities and Adequacy of Services
Wastewater
4.3 - Wastewater
4.3.1 - SUMMARY OF PRIOR MSR FINDINGS
The City of Mt. Shasta MSR from 2011 (PMC 2011) identified that the City was providing
collection, treatment, and disposal of wastewater to City residents and to other areas outside
City boundaries. The City’s wastewater treatment plant (WWTP) was designed with an
average dry weather flow (ADWF) of 0.70 MGD and a peak wet weather flow (PWWF) of 2.1
MGD. In 2003, the WWTP had an ADWF of 0.59 MGD. PWWF could not be calculated at the
time. The MSR noted that the WWTP was generally in very good to excellent condition.
The 2001 MSR also identified that the City’s wastewater collection system consisted of
approximately 30 miles of sewer mains and collectors of varying materials and ages, with
the oldest being up to 70 years old. The MSR noted that some of the sewers were in poor
condition, leading to significant infiltration and inflow of stormwater and groundwater into
the sewer system during extremely wet weather.
Future infrastructure needs are determined through the City’s Master Sewer Plan (1992),
the Wastewater Treatment Plant Capacity Evaluation (2003), and the Sewer System Capacity
Evaluation (2010), all completed by PACE Engineering. The Wastewater Treatment Plant
Capacity Evaluation identified projects needed to increase ADFW capacity to 0.90 MGD.
Recommended improvements that had not yet been completed, include:
• Replace 750 feet of river outfall with 24-inch pipeline and parallel 550 feet with 18-
inch pipeline;
• Add two new aerated lagoons totaling 8.5 MG with clay liner and fencing;
• Headworks for new lagoons;
• Modify effluent piping to allow for discharge of blended lagoon and filtered effluent
to reclamation site;
• Increase reclamation effluent pumps to 200 HP, if necessary; and
• Electrical modifications and additions.
In addition, the Sewer System Capacity Evaluation identified the following recommended
improvements to the City’s wastewater collection system that had not been completed:
• Continue to implement comprehensive infiltration and inflow reduction program;
• Install 800 feet of 18-inch pipe from the West Alma Street to East Alma Street;
• Install new manhole in North Mt. Shasta Boulevard;
• Reroute 50 feet of 15-inch main in East Alma Street;
• Replace 700 feet of West Alma Street and Cedar Street 12-inch mains with 18-inch
mains;
• Install new manhole in West Alma Street; and
• Replace 600 feet of North Mt. Shasta Boulevard 6-inch main with 15-inch main.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-6
Capacity of Facilities and Adequacy of Services
Wastewater
4.3.2 - CURRENT CONDITIONS
Mt. Shasta’s wastewater service area encompasses its City limits, as well as approximately
843 acres outside of the City, including the campground and marina on Lake Siskiyou, Mt.
Shasta Resort and Golf Course, and Siskiyou Lake Highlands Subdivision. The City’s
wastewater infrastructure system consists of approximately 30 miles of collection pipelines,
a treatment plant and discharge facilities. The Mt. Shasta WWTP was constructed in 1976
and includes headworks (Parshall flume, bar screen, comminutor and grit chamber), four
oxidation and stabilization ponds, ballast lagoon dosing basin, dissolved air flotation system,
intermittent backwash filter, chlorine contact chamber, dechlorination system and discharge
line. Treated wastewater is discharged to the Sacramento River during the non-recreation
season (November through April), a leach field located adjacent to SR-89 during recreation
season, or to the Mt. Shasta Resort Golf Course to be used for irrigation, per the City’s
National Pollutant Discharge Elimination System (NPDES) permit.
The Mt. Shasta WWTP is located just south of the City near Lake Siskiyou and provides sewer
treatment to 1,941 accounts as of September 2016 (PACE Engineering 2017). As previously
discussed, the plant was designed with an ADWF of 0.70 MGD and a PWWF of 2.1 MGD. In
2010, the WWTP had an ADWF of 0.55 MGD and a PWWF of 1.8 MGD (PACE Engineering
2011).
In 2007, the WWTP was determined to be out of compliance with discharge requirements
due to new and tighter permit restrictions for copper, ammonia, and zinc. Consequently, the
Regional Water Quality Control Board issued a cease-and-desist order with the requirement
that the City upgrade the treatment plant to bring it into compliance with effluent
requirements. A series of studies and projects were completed for the City to develop a plan
to meet interim and final effluent limitations. Most recently, PACE Engineering completed
the 2016 Preliminary Engineering and Feasibility Study for State-mandated Wastewater
Treatment and Disposal Improvements Project to identify improvements necessary to
comply with the City’s NPDES permit. Estimated project costs for the recommended
improvements total approximately $19.6M.
As previously discussed in Section 4.2, the City completed the installation of water meters at
every service connection served by the City in 2015. Historically, the City has billed a flat fee
for residential service. The rate structure for non-residential customers has been based on
empirical flow factors. However, on May 30, 2017, the City Council approved a Utility Rate
Schedule for water and wastewater based on usage. Single-family residential customers are
now charged a monthly flat rate based on the average wintertime water consumption of 175
GPD, or 5,320 gallons per month, and non-residential customers are charged a monthly flat
rate based on 90% of monthly water consumption (PACE Engineering 2017). Annual water
utility rate increases were approved by through FY 2021-2022, and the new rates went into
effect on July 1, 2017. Rates were determined through the 2017 Wastewater Utility Rate
Study prepared for the City by PACE Engineering and were developed to ensure sufficient
revenues to cover the cost of system operations and maintenance necessary for long-term
system reliability.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-7
Capacity of Facilities and Adequacy of Services
Wastewater
Funding for wastewater services has in the past come primarily from the City’s Wastewater
Fund. The Wastewater Fund is an Enterprise Fund established to account for the operations
and maintenance of, and improvements to the City’s wastewater service utility through user
fees (monthly fees as discussed above, and one-time connection fees). On May 26, 2016, the
City Council executed a temporary Housing Incentives Program, which includes a temporary
75% reduction in new residential water and sewer connection fees. The sewer connection
fees currently range from $9,010 per multi-family unit to $14,533 for a single-family
residence. Connection fees provide funds for growth-related improvements to the system.
The Wastewater Fund is divided into an Operations Fund and an Improvement Fund. The
Wastewater Fund currently has a debt obligation of approximately $1,098,059 from a 2008
California Infrastructure and Economic Development Bank loan for a sewer interceptor
project. The debt is scheduled to be paid off by the end of 2038. Table 4-2 provides a
summary of Wastewater Operations Fund expenditures for FY 2014-2015 through FY 2016-
2017. FY 2016-2017 shows a one-time capital outlay for a sanitary sewer overflow (SSO)
project.
Table 4-2
Wastewater Operations Fund Expenditures
FY FY FY
Source
2016/2017 2017/2018 2018/2019
Personnel & Related Expenses $265,484 $0 $294,311
Contract Services $116,725 $0 $69,138
Administrative Allocation $117,400 $144,125 $188,602
Repairs, Maintenance, & Utilities $183,178 N/A N/A
Material & Supplies $57,900 $0 $77,188
Insurance, Licenses, & Taxes $29,405 N/A N/A
New Connection Expenses $0 N/A N/A
Misc. Expenses $75,000 N/A $3,610
Debt Service (*Interest Only) $76,809 N/A N//a
Treatment and Disposal N/A $498,118 $195,930
Depreciation and Amortization N/A $260,668 $245,621
Transmission N/A $256,810 $41,832
Total $921,901 $1,059,721 $1,116,232
The increase in expenses for FY 2015-2016 was the result of additional administrative
overhead and contract services associated with capital projects. The $75,000 “misc. expense”
listed in FY 2016-2017 is for an SSO into Lake Siskiyou as a result of a downed tree severing
a portion of the wastewater interceptor pipeline.
The 2017 Wastewater Utility Rate Study points out that it is not practical to fund high-cost
capital infrastructure projects through rate fees alone. However, the City’s newly adopted
wastewater usage fees should provide enough reserve to plan for and secure grant funding.
As previously stated, the cost for the State-mandated improvement project is approximately
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-8
Capacity of Facilities and Adequacy of Services
Wastewater
$19.6M, while proposed interceptor/collector upgrades are projected to cost approximately
$7.5M. The City has been successful in securing planning grants to complete planning and
environmental work for these projects. The Rate Study recommended that the City
aggressively pursue Clean Water State Revolving Fund (CWSRF), United States Department
of Agriculture Rural Development (USDA RD), and Proposition 1 funding going forward. The
City has identified the availability of grant sources to fund State-mandated infrastructure
upgrades and system expansions as the primary concern for the continued successful
provision of service.
Needs and Deficiencies
Wastewater infrastructure needs are determined though the City’s Master Sewer Plan, the
Sewer System Capacity Evaluation, and the Wastewater Treatment Plant Capacity
Evaluation, as well as the 2016 Preliminary Engineering and Feasibility Study for State-
mandated Wastewater Treatment and Disposal Improvements Project. All capital projects
are scheduled through the Capital Improvement Program and implemented as funds allow.
In addition to the City’s ongoing Infiltration and Inflow Reduction Program, the following
projects are necessary to comply with requirements set forth in the City’s NPDES permit, and
to ensure continued service of the City’s wastewater collection system (PACE Engineering
2017):
• State-mandated WWTP Improvement Project: Replacement of existing lagoon-based
treatment system with an activated sludge-type treatment system;
• Interceptor Sewer Replacement Project: Replacement of aged and undersized
wastewater interceptor pipeline;
• Downtown Sewer Replacement Project: Replacement of existing gravity sewer on Mt.
Shasta Boulevard, south of Alma Street, to increase capacity; and
• McCloud Avenue Sewer Replacement Project: Replacement of existing vitrified clay
pipe (VCP) on McCloud Avenue, to alleviate root-intrusion problems.
Additional wastewater system infrastructure improvements identified in the City’s Master
Sewer Plan should be pursued as funding becomes available. The City should review capital
funding requirements annually and conduct a wastewater rate study every five years to
ensure that wastewater rates are providing sufficient reserve revenues to sustain
infrastructure upgrades at levels desired for long-term sustainability.
4.3.3 - DETERMINATIONS
Determination 4.3-1 – The Mt. Shasta WWTP provides sewer treatment to 1,941 residential
and commercial accounts located both within the City and in unincorporated areas outside
of the City.
Determination 4.3-2 – The Mt. Shasta WWTP was designed with an average dry weather flow
(ADWF) of 0.70 MGD and a peak wet weather flow (PWWF) of 2.1 MGD. In 2010, the WWTP
had an ADWF of 0.55 MGD and a PWWF of 1.8 MGD.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-9
Capacity of Facilities and Adequacy of Services
Wastewater
Determination 4.3-3 – The City is currently out of compliance with discharge requirements
related to its National Pollutant Discharge Elimination System (NPDES) permit. State-
mandated wastewater treatment and disposal improvements totaling $19.6M are necessary
to bring the system into compliance.
Determination 4.3-4 – The City recently installed water meters at every service connection
and approved a Rate and Fee Schedule for wastewater service based on water usage.
Determination 4.3-5 – The City’s Wastewater Enterprise Fund currently shows no reserve
funding availability (FY 2016-2017 budget) and has a remaining debt balance of
approximately $1,098,059.
Determination 4.3-6 – The City’s wastewater infrastructure needs are determined through
the City’s Master Sewer Plan, the Sewer System Capacity Evaluation, and the Wastewater
Treatment Plant Capacity Evaluation.
Determination 4.3-7 – The City should aggressively pursue State and federal grant funding
to finance State-mandated infrastructure improvements and system upgrades in order to aid
with upgrades and gain compliance with State standards.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-10
Capacity of Facilities and Adequacy of Services
Storm Drainage
4.4 - Storm Drainage
4.4.1 - SUMMARY OF PRIOR MSR FINDINGS
The City of Mt. Shasta MSR from 2011 (PMC 2011) identified that the City was providing
adequate flood control and drainage services through a series of aboveground ditches and
underground pipes. However, it was noted that the City had experienced flooding during
times of heavy rainfall and snow melt.
Future infrastructure needs are determined through the City’s Storm Drainage Master Plan,
completed for the City by Kellogg Engineering in 1998. Recommended improvements that
had not yet been completed at the time of the MSR included:
• Finish curb and gutter along Jessie Street to channelize surface flow from normal
storm events and to accommodate potential overflow from an upstream culvert;
• Install new 36-inch pipe and catch basins to replace a surface pipe and two 24-inch
sections of pipe along Water Street;
• Install new 36-inch pipe and catch basins along Smith Street to an existing surface
ditch above Eiler Road;
• Install curb and gutter along McCloud Avenue to eliminate shoulder erosion and
roadway damage;
• Install asphalt swale on east side of Washington Drive and curb and gutter on a
portion of the west side of Washington Drive to prevent erosion and roadway
damage; and
• Install curb and gutter in an older, existing neighborhood down gradient of the Cold
Creek drainage.
4.4.2 - CURRENT CONDITIONS
The City of Mt. Shasta Public Works Department maintains a storm drain system that is
separate from the sewer system. Urban runoff from areas located within the City limits is
primarily discharged to the Sacramento River, via local tributaries, including Cold Creek and
Old Mill Creek, that drain to Shasta Lake. The drainage infrastructure is comprised of surface
ditches and natural waterways, and a variety of different types of pipes (clay, iron, concrete,
and corrugated metal) below the City’s streets. Within roadways, much of the stormwater
travels along curbs, gutters, and other inlets within the right-of-way. The City has a Storm
Drainage Master Plan that was adopted in 1996. The Master Plan evaluated these storm
drain facilities, and found that, in some instances of heavy rain or snow melt, the system was
incapable of intercepting and conveying flows, resulting in localized flooding. Lack of curb
and gutter to funnel surface flows was noted as a common precondition to property flooding.
The City’s mid-year operating budget for FY 2016-2017 includes $26,270 in expenditures for
drainage services, mostly for salaries and administration. Funding for these services has in
the past come primarily from the City’s General Fund and a Drainage Fund. The Drainage
Fund is an Enterprise Fund established to account for the operations and maintenance of the
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-11
Capacity of Facilities and Adequacy of Services
Storm Drainage
City’s drainage utility through user fees (monthly fees, and one-time connection fees starting
at $200). The Drainage Fund is divided into an Operations Fund and an Improvement Fund,
but according to the City’s Capital Improvement Program, the fund’s current rate structure
does not have the capacity to finance capital projects, and the City cannot easily change their
rates since the fund was established pre-Proposition 218. Therefore, drainage projects rely
on a mix of General Fund monies, the Drainage Fund, Transportation Funds, grants, and
developer contributions.
Needs and Deficiencies
Storm drain infrastructure needs are determined though the City’s Storm Drainage Master
Plan, scheduled through the Capital Improvement Program and implemented as funds allow.
Identified improvements include the installation of new subsurface drainage infrastructure,
as well as curb and gutter. The City requires new development to provide flood retention
facilities as necessary to avoid increasing peak storm runoff in drainage channels.
4.4.3 - DETERMINATIONS
Determination 4.4-1 – The City maintains a storm drainage system that is separate from the
sewer system.
Determination 4.4-2 – The City’s storm drain infrastructure needs are determined through
the Storm Drainage Master Plan.
Determination 4.4-3 – The City utilizes a Capital Improvement Program, a Drainage Fund,
Transportation Funds, grant funding, and developer contributions to aid in the maintenance
and upgrades of storm drainage within the City limits.
Determination 4.4-4 – The City should continue to implement the improvements identified
in the Storm Drainage Master Plan as development occurs and funding allows.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-12
Capacity of Facilities and Adequacy of Services
Road Maintenance
4.5 - Road Maintenance
4.5.1 - SUMMARY OF PRIOR MSR FINDINGS
The City of Mt. Shasta MSR from 2011 (PMC 2011) concluded that the City was providing an
adequate level of streets and road services and noted that the maintenance of existing
roadways comprised the majority of near-term street improvements. The only deficiency
identified was the need to rebuild the City’s snowplow storage shed at the Public Works Yard.
4.5.2 - CURRENT CONDITIONS
The City’s Public Works Department is responsible for the operation and maintenance of City
streets, including traffic signs, snow removal, and the stormwater drainage system. The
City’s current roadway infrastructure includes approximately 50 miles of arterial, collector,
local, and private streets. Several of the City’s streets connect to I-5, which bisects the City,
and SR-89. The City is responsible for plowing local roadways during snow season (City of
Mt. Shasta 2017).
The City’s mid-year operating budget for FY 2016-2017 includes $461,716 for the Public
Works Department, which is 13.3% of the City’s total budget. This budget includes funding
for the central garage, streets and roadways, street-landscape maintenance, street cleaning,
traffic safety, and snow removal. The mid-year budget included an additional $56,000 (over
the adopted budget) for snow removal for additional services related to “unusual snow
accumulation”.
Primary operating funds for the City’s roadway infrastructure come from the City’s General
Fund and taxes. Transportation Tax Funds from the State sales tax on gas are the major
source of streets and roads capital improvement projects. These funds are the source of the
City’s annual Chip Seal Maintenance Program. According to the City’s CIP, it has been the
City’s policy to accrue these funds over time to fund major improvement projects, but the
State’s redirection of Local Transportation Funds (LTF) to provide for public transportation
has limited the City’s ability to accrue resources. Additional funding comes from the State
Transportation Improvement Program (STIP) and other State and federal grants.
Road maintenance is generally funded and scheduled through the City’s CIP. For the 2014-
2015 fiscal year, approximately $1.5M was included in the CIP for street related projects. All
of these projects were supported by the Transportation Tax Fund with monies collected from
taxes and grants. General Fund revenues are not used for street maintenance activities since
it has almost no capacity for funding beyond day-to-day operations.
According to the City’s website, the Public Works Crew consists of five employees, overseen
by the Public Works Supervisor and Public Works Director (City of Mt. Shasta 2017). This
staff also provides snow removal services during the winter months with seven snowplows
and a truck for spreading sand.
The following Mt. Shasta road projects are included in the 2016 Siskiyou County RTP:
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-13
Capacity of Facilities and Adequacy of Services
Road Maintenance
Table 4-3
Mt. Shasta Road Projects
Construction
Route Description Cost
Year
N. Mt. Shasta Blvd.: Ski Replace guardrail $241,000 2016
Village Dr. to Springhill
Ream Ave.: S. Mt. Shasta Overlay $272,000 2016
Blvd. to S. B St.
Sheldon: S. Mt. Shasta Blvd. Overlay $224,000 2018
to S. B St.
N. Mt. Shasta Blvd.: Ski Pavement rehabilitation $140,000 2018
Village Dr. to Springhill
Old McCloud Ave.: Ream to Overlay $55,000 2019
S. Mt. Shasta Blvd.
Cedar: Alma St. to creek Pulverize, regrade, pave $48,000 2019
Alder: Alma to Lake Overlay $199,000 2019
Castle: Chestnut to Alley Overlay $115,000 2019
Eugene: South A to Alley Pulverize, regrade, pave $20,000 2019
N. B St.: McCloud to Orem Pulverize, regrade, pave, $134,000 2019
widen w/curb, gutter
Field St.: Spring St. Alley to Pulverize, regrade, pave $20,000 2019
Cedar
Spring St. Alley: Ivy to Field Pulverize, regrade, pave $32,000 2019
St.
Note: Construction year is anticipated.
Source: 2016 Siskiyou County Regional Transportation Plan
Funding for the listed projects is expected to come from STIP/Regional Surface
Transportation Program (RSTP), and local funds. Most of these projects are carryover
projects from the 2011 Siskiyou County RTP; construction will occur as funding becomes
available. The 2016 RTP lists an additional $4,703,000 worth of unconstrained (long-range)
road projects for the City of Mt. Shasta.
4.5.3 - DETERMINATIONS
Determination 4.5-1 – The City actively maintains the existing road systems and provides
snow removal services within the City limits, with the exception of State Highways.
Determination 4.5-2 – The City utilizes a Capital Improvement Program, reimbursements
from Gas Tax and grant funding such as RSTP to aid in the repair and maintenance of existing
roadways within the City limits.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-14
Capacity of Facilities and Adequacy of Services
Law Enforcement
4.6 - Law Enforcement
4.6.1 - SUMMARY OF PRIOR MSR FINDINGS
The City of Mt. Shasta MSR from 2011 (PMC 2011) identified that the City was providing a
wide range of services associated with law enforcement. Those services included public
protection, investigations, parking enforcement, animal control, and community services.
The City also responded to calls outside of City limits through mutual aid agreements with
all other law enforcement agencies in Siskiyou County.
Among the deficiencies identified was the need for one additional sworn officer and one
dispatcher. The police station was also determined to be in need of infrastructure upgrades
to make better use of its limited space.
4.6.2 - CURRENT CONDITIONS
The Mt. Shasta Police Department provides law enforcement services to the residents of the
City through a combination of full-time and part-time staff. The Police Department is a full-
service police department providing public safety, investigative services, narcotics
enforcement, parking enforcement, and animal control, as well as other non-law
enforcement services. The Police Department responded to 727 calls for service in December
of 2017, took 51 cases, conducted 42 traffic stops, issued 43 traffic citations, issued 14 non-
traffic citations, and made 20 arrests (City of Mt. Shasta 2018).
The City’s mid-year operating budget for FY 2016-2017 includes $1,032,858 for police
services (including dispatch and code enforcement), which is 29.8% of the City’s total
budget, and the largest share of total General Fund expenditures. Additional funding sources
are discussed later in this section.
The Mt. Shasta Police Department operates with eight sworn officers (including command
staff), a Code Enforcement Officer, an Animal Control Officer, and support staff (City of Mt.
Shasta 2017). The Patrol Division is led by the Police Chief and supervised by a Sergeant and
a Lieutenant. The Police Department also manages the Communications Center which
provides public safety dispatching services to the City Police and Fire Departments through
two full-time and two on-call dispatchers, as well as one Dispatch/Records Manager (City of
Mt. Shasta 2017).
The City does not have an adopted standard for sworn officers per 1,000 residents within
the General Plan. With the current budget the Department is currently at a ratio of 2.4 sworn
officers (eight sworn officers) per 1,000 residents (3,355 residents). This ratio is lower than
the ratio of 4.2 sworn officers per 1,000 residents for the Western region of the United States
for cities whose population is below 10,000 residents (Federal Bureau of Investigation
2016).
In addition to law enforcement services, the Mt. Shasta Police Department is also responsible
for several other duties. Under direction of a Code Enforcement Officer/Community Services
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-15
Capacity of Facilities and Adequacy of Services
Law Enforcement
Liaison the Department ensures compliance with the City’s Municipal Codes and State
Building Code Title 24. Under direction of an Animal Control Officer the Department also
handles all domestic animal calls within the City and issues dog licenses. The Department
also provides community services through programs such as the Community Enhancement
Program (CEP), the DARE Program, the Bicycle Helmet Program, and a partnership with the
Community Resource Center. The CEP was developed to assist other health and safety
education programs and groups through financial or volunteer assistance and is funded
through an annual police-sponsored car show.
The Police Department maintains mutual aid agreements with the Siskiyou County Sheriff’s
Department, the California Highway Patrol (CHP), and the cities of Weed and Yreka. The
County Sheriff’s Department is responsible for providing safety services to the
unincorporated areas within the Mt. Shasta SOI (PMC 2007).
Facilities and Equipment
The Mt. Shasta Police Department facility is located at 303 North Mt. Shasta Boulevard,
adjacent to City Hall and the Mt. Shasta Fire Department. The police station is approximately
3,500 square feet, with office space, an evidence room, a receiving room, and a holding
facility that is no longer in use. All individuals arrested in the City are taken to the Siskiyou
County Jail in the City of Yreka for booking. The Mt. Shasta Police Department facility is not
able to process arrested individuals because it does not meet state staffing requirements for
jail facilities. The Impact Fee Report prepared for the City in 2009 recommended the future
construction of a joint public safety building to house the City’s police and fire services.
However, this facility is dependent upon future development growth within the City.
Police officers patrol with 10 vehicles that are regularly maintained. Infrastructure and
capital needs are determined by the Police Chief, approved by the City Council, and financed
through the City’s General Fund and/or one-time grants.
The Siskiyou County Sheriff’s Department also has a substation located just outside the
northern City limits at 241 Ski Village Drive. This station serves the entire south County
region, including the Mt. Shasta area (PMC 2007).
Crime Statistics
Crime statistics for Mt. Shasta were obtained from the Federal Bureau of Investigations (FBI)
and are shown in Table 4-4 below.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-16
Capacity of Facilities and Adequacy of Services
Law Enforcement
Table 4-4
2013-2016 Reported Crime Statistics (Category I Crimes)
Category 2013 2014 2015 2016
Population 3,309 3,267 3,258 3,277
Violent Crime 5 6 4 10
Murder/non-negligent manslaughter 0 0 0 0
Rape 0 0 0 1
Robbery 2 3 2 0
Aggravated Assault 3 3 2 9
Property Crime 69 62 50 96
Burglary 14 12 6 22
Larceny-theft 48 43 40 63
Motor vehicle theft 7 7 4 11
Arson 0 1 1 1
Total Reported Crimes 148 137 109 213
Source: www.fbi.gov
It appears that there was a spike in criminal activity in 2016 when compared to the prior
three years. The City should monitor these statistics and determine if there is a need for an
additional officer in order to curtail the continuance of increased crimes beyond 2016.
Monitoring the statistics will also allow the City to determine if 2016 was an anomaly and
therefore act accordingly with appropriate staffing and funding, if needed.
Police Funding Sources
Functional revenues for the Police Department are comprised of various grant accounts,
vehicle fines and other code enforcement programs, as well as Proposition 172 public safety
sales tax funds and development impact fees. Proprietary funds used to finance police
services include Citizens Option for Public Safety (COPS) Funds, Peace Officer Standards and
Training (POST) Funds, and the Community Public Safety Enhancement Fund.
AB3229 COPS GRANT
COPS Funds are State of California public safety grants. The requirements for this fund are
broad and allow for discretion on the part of the suitability of the expenditure as long as the
expenditure of the funds is not displacing General Fund monies.
POLICE CERTIFIED TRAINING/PEACE OFFICER STANDARDS AND TRAINING (POST)
The State of California through POST provides reimbursement for law enforcement training.
The Police Department actively sends officers, supervisors, and non-sworn personnel to
POST training. The majority of the training is reimbursed, but some training costs are shared
with the Department.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-17
Capacity of Facilities and Adequacy of Services
Law Enforcement
COMMUNITY PUBLIC SAFETY ENHANCEMENT FUND
This fund accounts for the Police Department’s Community Enhancement Program which
contributes to public safety. The fund is financed through public donations (AGT 2016).
Needs and Deficiencies
Information was not available to determine specific needs and deficiencies.
4.6.3 - DETERMINATIONS
Determination 4.6-1 – The Police Department is responsible for animal control and code
enforcement, in addition to law enforcement services.
Determination 4.6-2 – The City utilizes a variety of financing sources in order to offset the
expenditures utilized by law enforcement.
Determination 4.6-3 – The City should continue mutual aid agreements with other local and
regional law enforcement agencies in order to enhance response capabilities within and
around the City limits.
Determination 4.6-4 – The City should monitor crime statistics in years immediately
following 2016 to determine if there is a need for additional patrol personnel in order to
curtail the increase in crimes.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-18
Capacity of Facilities and Adequacy of Services
Fire Protection
4.7 - Fire Protection
4.7.1 - SUMMARY OF PRIOR MSR FINDINGS
The City of Mt. Shasta MSR from 2011 (PMC 2011) identified that the City was providing a
wide range of services associated with fire protection. Those services included structure
fires, vegetation fires, traffic collisions, medical assist and 911 calls. The City also responded
to calls outside of City limits through mutual aid agreements with all other fire protection
agencies in Siskiyou County.
Among the major infrastructure deficiencies identified was the need for an additional office
space and upgraded restrooms at the primary fire station on Mt. Shasta Boulevard, additional
sources of heat and the widening of a bay to facilitate equipment access in the Pine Street
fire station, and exhaust systems at both stations.
4.7.2 - CURRENT CONDITIONS
The Mt. Shasta Fire Department provides fires services to the residents of the City through a
combination of paid and volunteer fire fighters. The Fire Department provides fire
suppression, emergency medical response (basic life support) and some fire prevention
services to the City of Mt. Shasta. The Fire Department responds to approximately 1,400 fire
and medical emergency calls per year (City of Mt. Shasta 2017).
The City’s mid-year operating budget for FY 2016-2017 includes $514,869 for fire services,
which is 14.9% of the City’s total budget. Funding for these services has in the past come
primarily from the City’s General Fund, followed by revenue from the Fire Assessment
District Fund. The Fire Assessment Fund was established by a voter approved property tax
to account for the acquisition of fire suppression equipment. The tax assesses unimproved
lots at $8/year, improved lots at $24/year, and commercial lots at $36/year. According to
the City’s Capital Improvement Program, the fund “generates about $48,000 per year and
has the capacity to maintain a three-engine fleet on a 30-year rotation schedule, along with
three auxiliary vehicles.” The City also acquires additional monies through special revenue
funds for fire training, mutual aid agreements to assist with equipment purchases, and has
received contributions from the Mt. Shasta Firefighter’s Association over the years.
The Mt. Shasta Fire Department operates with a staff of 25; five paid staff, including a full-
time Chief, Assistant Chief, Deputy Chief, and support staff, and 20 volunteers who receive a
nominal stipend per call. The City also has a Fire Explorer Program that provides youth with
fire suppression training under the supervision of trained firefighters. All staff are scheduled
to participate in a minimum of 12 hours of training each month on fire service-related topics,
and many supplement this training with advanced degree courses (City of Mt. Shasta 2017).
The Department operates out of two fire stations that are organized, equipped, and trained
to perform fire suppression duties in structural firefighting, vehicular fires, and emergency
medical response. According to the Department’s website, approximately 65% of all calls for
service are medical calls. Medical response is provided with a 4x4 Medical Mini Pumper
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-19
Capacity of Facilities and Adequacy of Services
Fire Protection
carrying all necessary basic life support equipment. All fire personnel are trained to First
Responder level or higher, to provide Basic Life Support. Advanced Life Support is provided
by the Mt. Shasta Ambulance Service, a private local provider.
In 2014, the Department signed a memorandum of understanding for automatic aid with the
Mount Shasta Fire Protection District, a special district that was formed in the 1930’s to
provide fire protection in the Mount Shasta area (Brannon 2014). Under the agreement, each
department maintains its own chief, operating budget, and equipment, but they work
together to provide fire services within the City and throughout the SOI.
According to the 2010 Master Water Plan there are approximately 188 fire hydrants
throughout the City that provide adequate fire flow coverage. However, the plan
recommended the addition of fire hydrants in less developed areas to improve coverage. To
that end, the City requires the installation of hydrants in all new subdivisions.
According to the General Plan Safety Element, conditions in the planning area lend
themselves to the potential for both wildland and structural fires. In 2006, the Mt. Shasta
Fire Safe Council, part of the Fire Safe Council of Siskiyou County, developed the Mt. Shasta
Area Community Wildfire Protection Plan (CWPP) to identify high fuel areas, provide
guidelines for programs to reduce the potential for loss of life and property, and to assess
community fire emergency preparedness (PMC 2007).
Facilities and Equipment
The Department maintains two fire stations within the City, in close proximity to one
another. The primary station is located on Mt. Shasta Boulevard adjacent to the Police
Department and City Hall. The second station is located less than a mile away, across the
railroad tracks on Pine Street. It serves primarily as an equipment storage facility. In
addition, the Mount Shasta Fire Protection District station is located just outside the City
limits at 600 Michele Drive, near Ream Avenue and Old Stage Road. The Mt. Shasta Fire
Department stations are listed below:
Mt. Shasta Boulevard Fire Station (Primary)
305 North Mt. Shasta Boulevard
Mt. Shasta, CA 96067
Pine Street Fire Station
Corner of Pine Street and Lake Street
Mt. Shasta, CA 96067
The Mt. Shasta Boulevard Fire Station is approximately 2,500 square feet, with three vehicle
bays, equipment storage, a meeting/training room, restrooms, and an administrative office.
The Pine Street Fire Station is approximately 2,000 square feet, with two vehicle bays and
an equipment loft.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-20
Capacity of Facilities and Adequacy of Services
Fire Protection
The two fire stations house four pumpers and a rescue unit. The City’s automatic aid
agreement with the Mount Shasta Fire District allows the City to respond with additional
personnel and equipment within the City limits. Both departments respond to all fire,
medical, traffic, and public assistance calls within the SOI, often riding along on each other’s
vehicles (Brannon 2014).
Infrastructure and capital needs are determined by the Fire Chief, approved by the City
Council, and financed through the City’s General Fund and grants. In addition, the Fire
Department receives funds through the Fire Assessment District Fund for vehicle purchases.
The City’s Capital Improvement Program notes that the debt service for this fund was
committed through 2016, at which time the City began accruing funds for the next purchase.
Mutual and Automatic Aid Agreements
The Fire Department maintains mutual aid agreements with all other fire protection
agencies in Siskiyou County, including the U.S. Forest Service. The City also responds to
incidents as part of the California fire and rescue master mutual aid system, assisting with
wildfires anywhere in the State, as needed.
The Department also maintains written automatic aid agreements with the following
agencies:
• Cal Fire
• Dunsmuir City Fire Department
• Weed City Fire Department
• Mount Shasta Fire Protection District
Whereas mutual aid is provided upon request (usually at the scene) by the responding fire
department, automatic aid is dispatched automatically upon receipt of the incident call. This
pooling of resources helps ensure that all necessary equipment and manpower is available
to cover any fire emergency in a timely manner.
Needs and Deficiencies
Information was not available to determine specific needs and deficiencies.
4.7.3 - DETERMINATIONS
Determination 4.7-1 – The City provides fire protection and basic life support services within
the City limits through the use of General Fund revenues.
Determination 4.7-2 – The City should continue to program repairs to existing facilities in
order to meet the needs of staff to provide a level of service acceptable to residents.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-21
Capacity of Facilities and Adequacy of Services
Fire Protection
Determination 4.7-3 – The City should continue mutual aid and automatic aid agreements
with adjacent agencies in order to provide overlapping and supplemented service within the
City limits and SOI.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-22
Capacity of Facilities and Adequacy of Services
Parks and Recreation
4.8 - Parks and Recreation
4.8.1 - SUMMARY OF PRIOR MSR FINDINGS
The City of Mt. Shasta MSR from 2011 (PMC 2011) identified that there were three parks and
two open spaces offering recreational opportunities for the residents of Mt. Shasta. With the
exception of a privately-owned field, all recreation areas were managed and maintained by
the Mt. Shasta Recreation and Parks District.
As of 2011, it was found that the City had approximately 83 acres of park and recreation land,
amounting to a ratio of roughly 23 acres to 1,000 persons. This ratio was almost double the
City’s adopted standard, so it determined that the City had more than adequate parks and
recreation facilities to accommodate planned growth.
4.8.2 - CURRENT CONDITIONS
The City of Mt. Shasta does not maintain a parks department. Parks and recreation services
are provided by the Mt. Shasta Recreation and Parks District (MSRPD). The MSRPD is special
district, or independent local government entity, that was established in 1948 to provide
“diversified, quality recreation programs for individuals of all ages, as well as, providing and
adequately maintaining recreation facilities” (Mt. Shasta Recreation and Parks District
2017). The MSRPD operates with its own budget and governing board, and establishes all
future park needs. The recreation facilities available for use by the public include three parks,
a multipurpose field, and a meadow:
Mt. Shasta City Park
Mt. Shasta City Park is a 26-acre park located on Nixon Road, just one mile north of the City’s
downtown area. The park is the site of Big Springs, the Sacramento River headwaters. The
park is owned by the MSRPD and houses its headquarters. Park facilities include four picnic
areas with picnic tables and barbecues, playgrounds, a gazebo, restrooms, walking trails, and
five public-use buildings.
Shastice Park
Shastice Park is a 38-acre park (14 developed acres) located off of Rockfellow Drive, adjacent
to Mt. Shasta High School. The park is owned by the MSRPD. Park facilities include tennis
courts, a lighted softball field, a multi-purpose field complex, several large picnic areas with
barbeques, a playground, restrooms, walking trails, and a dog park. The park is also the home
of the Mt. Shasta Skatepark, and the Siskiyou Ice Rink, an outdoor rink that runs from
November through mid-February. In addition, a Shastice Bike Park is in development,
complete with bike trails and a skills area. Future plans include the addition of a swimming
pool.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-23
Capacity of Facilities and Adequacy of Services
Parks and Recreation
Sports Park
The Sports Park is a three-acre youth sports field located on East Lake Street, 0.5-mile
northeast of the City’s downtown area, next to Sisson Elementary School. The park is owned
by the City and leased to the MSRPD. Park facilities include multiple ball fields, an
announcement booth, a concession stand, and restrooms.
Sisson Field
Sisson Field is a six-acre multipurpose athletic field located adjacent to the Sports Park. The
park is owned by the Mt. Shasta Unified School District and leased to the MSRPD.
Sisson Meadows
Sisson Meadows is a 7.5-acre wetland area located between Lake and Castle Streets, adjacent
to Sisson Elementary School and the Mt. Shasta Public Library. The property is owned by the
Siskiyou Land Trust, a local non-profit organization that focuses on preserving open spaces.
The restored wetlands include boardwalk walking trails, benches, and picnic tables. All
maintenance is provided by community volunteers.
Needs and Deficiencies
All public parks and recreation programs in the City of Mt. Shasta, with the exception of
Sisson Meadows, are administered and maintained by the Mt. Shasta Recreation and Parks
District. The MSRPD Master Plan identifies future improvement needs as well as priorities
and financial opportunities for such improvements. The five existing parks/open spaces
within the City provide approximately 83 acres of recreational land, or approximately 23
acres per 1,000 persons. This ratio exceeds the City’s adopted standard of at least 10 acres
per 1,000 persons (population). In addition, redevelopment of the Roseburg Property (The
Landing) will provide additional trails and recreational facilities.
4.8.3 - DETERMINATIONS
Determination 4.8-1 – Parks and recreational facilities and programs fall under the
jurisdiction of the Mt. Shasta Recreation and Parks District, an independent local government
entity that establishes future needs and funding.
Determination 4.8-2 – Parks and recreational facilities within the City amount to
approximately 83 acres of land. This amounts to a ratio of roughly 23 acres per 1,000
persons, which exceeds the standard identified in the City’s General Plan.
Determination 4.8-3 – The City has more than adequate parks and recreation facilities to
accommodate the planned growth of the City.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-24
Capacity of Facilities and Adequacy of Services
Plans for Future Services
4.9 - Plans for Future Services
As previously discussed, the City of Mt. Shasta is pursuing annexation of the remaining 30-
acres of the Roseburg property, a City-owned property that lies within the SOI. The other
115 acres of the property was annexed in 1998 and is in the planning phases of development
as a Commerce Park. According to the City’s General Plan, the remaining 30 acres were not
annexed at the time due to development constraints, but the area was identified as an
“opportunity site” for development of affordable housing in the 2005 Affordable Housing
Strategy. Annexation of the “Orchard” site, as it is called, is considered infill development due
to its location and circumstances (PMC 2009), and is located near existing infrastructure,
including roads, rail, power, and water.
Because the potential for growth within the City in the coming years is very limited and
highly dependent on the economy, it is expected that any development needs will be served
by infilling vacant areas within the City’s boundaries. The Spring Hill area in the
northernmost portion of the City includes approximately 341 acres of developable land, but
would require extension to the City’s water system, upgrades to the existing wastewater
system, the development of roads, and additional public works facilities. Therefore, a Specific
Plan would be required prior to any development in the area, to ensure that all infrastructure
needs are addressed.
The City has no immediate plans for the extension of City services. All short-term growth is
expected to occur within the City’s existing limits and SOI consistent with applicable Master
Plans and City standards.
4.9.1 - DETERMINATIONS
Determination 4.9-1 – The City currently has plans to annex the remaining 30-acres of a City-
owned property, but the site is considered infill development, and is located near existing
infrastructure.
Determination 4.9-2 – All future growth is expected to occur within City limits and will
require the development of a Specific Plan to address infrastructure needs.
Determination 4.9-3 – The City has no immediate plans for the extension of City services.
Determination 4.9-4 –The City should initiate a Master Plan Update in association with a
future General Plan Update in the event that any new expansion areas not currently covered
by City Master Plans are identified for future growth.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 4-25
Financial Ability to Provide Services
SECTION 5 - FINANCIAL ABILITY TO PROVIDE SERVICES
This section analyzes the financial structure and health of the City of Mt. Shasta with respect
to the provision of services. Included in this analysis is the consideration of rates, service
operations, and the like, as well as other factors affecting the City’s financial health and
stability, including factors affecting the financing of needed infrastructure improvements
and services. Compliance with existing State requirements relative to financial reporting and
management is also discussed.
An examination of financing includes an evaluation of the fiscal impacts of potential
development, and probable mechanisms to finance needed improvements and services.
Evaluating these issues is important to ensure new development does not excessively
burden existing infrastructure and the ability of the City to fund existing improvements and
services.
An examination of rate restructuring should identify impacts on rates and fees for services
and facilities and recognize opportunities to positively impact rates without decreasing
service levels. The focus is on whether there are viable options to increase the City’s
efficiency through rate restructuring prior to any SOI adjustment.
Annual audit reports and financial statements for the City were reviewed in accordance with
the MSR Guidelines. The purpose of this review is to determine fiscal viability, suitability of
current funding practices, and potential fiscal impacts resulting from new legislation.
5.1 - City Budget
The FY 2016-2017 Mid-Year Operating Budget reflects the City Council’s goals and targets
and continues funding sufficient to maintain basic service levels. The budget includes
assumptions and directions included in the CIP and mid-year revisions to the adopted FY
2016-2017 Annual Budget. The City’s projected revenue for all funds is $10.0M, while
projected expenses total $10.3M, resulting in a projected deficit of nearly $300,000.
The City’s deficit is typically of many small rural cities and should not be construed as though
the City is operating inappropriately. This deficit amount is largely due to capital
expenditures that are largely dependent on grant revenues, which are not guaranteed or
always available, and the City’s portion of planning and design costs, which are reimbursable
once implementation grants are secured. Therefore, the City must show estimated,
guaranteed revenues and project expenditures. In the event that grant funding is not
available for a particular project list in the Capital Improvement Program, it remains
unfunded or is moved onto the next budgeting cycle. Occasionally, the City utilizes reserve
funds to finance budget deficits (PMC 2011).
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 5-1
Financial Ability to Provide Services
The major factors and obstacles currently affecting the annual budget, as identified by the
City, are:
• Consistent funding for basic City services; and
• Infrastructure upgrades and the expansion of the water system and wastewater
treatment plant, as per State mandate.
The two primary sources of revenue for the City consists of taxes (Property Tax, Transient
Occupancy Tax, and Sales Tax) which combined, total 78% of the total General Fund revenue
for the City, and Water/Wastewater Improvement Funds. Other revenue sources include
additional Enterprise Funds, Assessment Funds, grants, and Special Revenue Funds.
The primary sources of expenses for the City consists of public safety (Police and Fire
Services), water and wastewater operations and infrastructure, and general governmental
services which includes Administration/Finance and Buildings/Operations. Within those
expenses, the salaries and benefits of all employees are included.
The City’s budgetary funds are segregated into enterprise and non-enterprise financing
functions. Enterprise Funds are established to account for services financed and operated in
a manner similar to a private business. In contrast to the General Fund, the Enterprise Funds
operate as separate entities. This means that each enterprise program maintains a separate
set of books, and funds are not co-mingled or transferred, except in rare cases and then only
by specific City Council action.
Enterprise Funds are financed and recovered primarily through usage fees. User charges
must be established and maintained at proper levels to assure adequate income to pay for
current services and to maintain reserves to allow for adequate cash on hand at all times to
pay bills, meet emergencies, and provide for operating capital needs. Over the last several
years, these funds have seen sharp increases in capital costs associated with State-mandated
infrastructure upgrades and expansions. In order to meet their required operating reserves,
new utility rate fees based on usage were adopted on May 30, 2017, for the Water and
Wastewater Funds; historically, the City has billed a flat rate for service. Annual water utility
rate increases were approved by through FY 2021-2022, and the new rates went into effect
on July 1, 2017. The new rates are expected to provide each fund with a minimum operating
reserve of 25% of the budgeted total annual expenses less on-going capital projects (PACE
Engineering 2017). City staff will continue to monitor these funds closely.
The City’s ability to obtain financing in addition to typical General Fund and Proprietary
Fund revenues is demonstrated by numerous grants the City has been successful in obtaining
to implement capital projects. Revenues for capital funds are non-recurring revenues that
are anticipated (such as forthcoming grant, or one-time fees) and are forecast separately and
scheduled only for the year or years in which they are anticipated.
The City’s budget has one long-term debt associated with it; the Wastewater Fund currently
has a debt obligation of approximately $1,098,059 from a 2008 California Infrastructure and
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 5-2
Financial Ability to Provide Services
Economic Development Bank loan for a sewer interceptor project. The debt is scheduled to
be paid off by the end of 2038.
5.1.1 - RATES AND FEES
The City sets rates and fees for various services it provides. On May 26, 2016, the City Council
executed a temporary Housing Incentives Program, which includes a temporary 75%
reduction in new residential water and sewer connection fees through July 2019.
The City’s fees include:
• Sewer and Water Connection Fees
• Sewer and Water Usage Fees
• Special Police and Fire Service Fees;
• Zoning and Subdivision Fees
• School Impact Fees
• Plan Check Fees
• Engineering Review and Inspection Fees
• Business License Fees
• Animal License Fees
All other services (e.g., natural gas, cable, etc.) are provided by existing providers whose
rates are established through mechanisms that are not governed by the City. If and when the
City ultimately assumes jurisdiction of additional areas in the SOI, the City would then set
the standard rates and fees in these newly incorporated areas for any and all services
provided by the City.
5.1.2 - PROPOSITION 218
Proposition 218, the “Right to Vote on Taxes Act, restricts local government’s ability to
impose assessment and property related fees and requires elections to approve many local
governmental revenue-raising methods. This initiative, approved in 1996, applies to nearly
7,000 cities, counties, special districts, schools, community college districts, redevelopment
agencies, and regional organizations. It ensures that all new taxes and most charges on
property owners are subject to voter approval and especially to the tools of using property
related fees to fund governmental services instead of property related services. Of potential
concern is the long-term effect the proposition has created on a local government’s ability to
fill the growing divide between infrastructure needs and the provision of governmental
services for the new infrastructure.
However, Proposition 218 has not proven to be a factor in limiting the City’s ability to
provide services. On May 30, 2017, the City Council approved water and wastewater utility
rate increases. These rate increases were subject to the provisions of Proposition 218,
including noticing of all affected property owners, and hosting of a public hearing to receive
protests, but the City did not receive the required number of protest votes to negate the rate
change (simple majority; >50%).
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 5-3
Financial Ability to Provide Services
5.1.3 - OPPORTUNITIES FOR RATE/FEE RESTRUCTURING
The City’s Fee Schedule is subject to periodic comprehensive revisions and updates. The
latest updated Fee Schedule went into effect with adoption of Resolution CCR-17-36 on May
30, 2017, which revised water and sewer rates in accordance with the 2017 Water and
Wastewater Utility Rate Studies. These rate increases brought service fees in line with
current and estimated future usage.
The City of Mt. Shasta General Plan Land Use Element contains several policies regarding the
establishment of impact fees to ensure growth does not outstrip the City’s ability to provide
services. These policies include LU-11.2 and 11.3 (Fire Protection), LU-12.2 (Police
Protection), LU-16.1 (Wastewater Management), LU-18.1 (Water Supply), and LU-19.1
(Storm Drainage System). Therefore, there is no evidence suggesting that the City would not
be able to provide services to areas within the SOI for fees consistent with citywide fees for
such services. However, the SOI was established more as a potential service area for the
City’s WWTP than for the provision of other City services.
5.1.4 - DETERMINATIONS
Determination 5.1-1 – The City annually conducts an open, transparent budgeting process
aimed at balancing the needs of the City with the financial resources available.
Determination 5.1-2 – The City attempts to utilize other forms of revenue available besides
property taxes and fees, such as grants, in order to supplement its revenue stream, but
occasionally has to utilize reserve funds to finance budget deficits.
Determination 5.1-3 – The City levies a series of fees and rates to offset the operations,
maintenance, and infrastructure costs of the services it provides.
Determination 5.1-4 – The services provided by the City are subject to Proposition 218, but
the City recently approved water and wastewater utility rate increases.
Determination 5.1-5 – There is no evidence suggesting that the City would not be able to
provide services to areas within the SOI for fees consistent with citywide fees for such
services. However, the SOI was established more as a potential service area for the City’s
WWTP than for the provision of other City services.
5.2 - Status of, and Opportunities for, Cost Avoidance and Shared Facilities
Practices and opportunities that may help to reduce or eliminate unnecessary costs are
examined in this section, along with cost avoidance measures that are already being utilized.
Occurrences of facilities sharing are listed and assessed for efficiency. Potential sharing
opportunities that could result in better delivery of services is also discussed.
An examination of cost avoidance opportunities should identify practices and opportunities
that may help eliminate unnecessary or excessive costs to provide services. Such costs may
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 5-4
Financial Ability to Provide Services
be derived from a variety of factors including: duplication of service efforts and facilities;
inefficient budgeting practices; higher than necessary administration and operating cost
ratios; inefficient use of outsourcing opportunities; and inefficient service boundaries.
An examination of opportunities for shared facilities should determine if public service costs
can be reduced as a result of identification and development of opportunities for sharing
facilities and resources. The benefits of sharing costs for facilities are numerous, including:
pooling of funds to enjoy economies of scale; reduced service duplications; diversion of
administrative functions of some facilities; reduced costs; and providing better overall
service.
Maximizing opportunities to share facilities allows for a level of service that may not
otherwise be possible under normal funding constraints; however, facilities sharing
opportunities are not without their challenges. When a municipality enters into a shared
agreement, it generally relinquishes a portion of its control of the facility. Additionally, the
facility may not be entirely suited to accommodate the municipality’s needs.
The City is in close proximity to multiple other agencies as well as their corresponding
facilities, and as such, it has entered into multiple mutual aid agreements with other
government agencies. The Mt. Shasta Police Department maintains mutual aid agreements
with the Siskiyou County Sheriff’s Department, the CHP, and the cities of Weed and Yreka.
The Mt. Shasta Fire Department maintains mutual aid agreements with all other fire
protection agencies in Siskiyou County, including the U.S. Forest Service.
In addition, the Fire Department signed a memorandum of understanding in 2014 for
automatic aid with the Mount Shasta Fire Protection District, a special district that was
formed to provide fire protection in the Mount Shasta area. Whereas mutual aid is provided
upon request (usually at the scene) by the responding fire department, Automatic aid is
dispatched automatically upon receipt of the incident call. This pooling of resources helps
ensure that all necessary equipment and manpower is available to cover any fire emergency
in a timely manner. The Fire Department also maintains written automatic aid agreements
with Cal Fire, Dunsmuir City Fire Department, and Weed City Fire Department.
Therefore, although there is much collaboration already between the City and other public
safety agencies, the City should consider reviewing their agreements annually in order to
determine if further cost savings could be realized beyond the current economies of scale.
The Mt. Shasta City Hall houses all of the City departments except for the Police and Fire
Departments which are adjacent to City Hall, on the same property. The Impact Fee Report
prepared for the City in 2009 recommended the future construction of a joint public safety
building to house the City’s police and fire services. However, this facility is dependent upon
future development growth within the City, and is not actively being considered at this time.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 5-5
Financial Ability to Provide Services
5.2.1 - DETERMINATIONS
Determination 5.2-1 – The City participates in mutual aid agreements with the Siskiyou
County Sheriff’s Department, the CHP, and the cities of Weed and Yreka for additional police
service upon request, as well as the U.S. Forest Service for additional fire protection service.
Determination 5.2-2 – The City participates in automatic aid agreements with the Mount
Shasta Fire Protection District, Cal Fire, Dunsmuir City Fire Department, and Weed City Fire
Department for additional automatic fire protection service.
Determination 5.2-3 – The City should annually review the aid agreements of which the City
participates in order to establish if further cost savings could be realized beyond the current
economies of scale.
Determination 5.2-4 – If, and when, development growth occurs, the City should explore the
development of a joint public safety (police and fire) facility.
5.3 - Accountability for Community Service Needs, including Governmental
Structure and Operational Efficiencies
This section assesses the management structure and overall managerial practices of the City,
and evaluates the ability of the City to meet its service demands under its existing
government structure. Also included in this section is an evaluation of compliance by the City
with public meeting and records laws.
An examination of government structure should consider the advantages and disadvantages
of various government structures that could provide public services. In reviewing potential
government structure options, consideration may be given to service delivery quality and
cost, regulatory or government frameworks, financial feasibility, operational practicality,
and public preference.
An examination of local accountability should evaluate the accessibility to and levels of
public participation with the agency’s management and decision-making processes. The MSR
Guidelines note measures such as legislative and bureaucratic accountability, public
participation, and easy accessibility to public documents and information as important in
ensuring public participation in the decision-making process.
5.3.1 - ORGANIZATIONAL STRUCTURE
The City of Mt. Shasta operates under the Council/Manager form of government. The Chief
Executive Officer is the City Manager who is appointed by the City Council and carries out
day-to-day operations to ensure that City services are delivered in a manner consistent with
City Council established policies, and in an economical and effective manner. All other
department heads in the City serve under management of the City Manager. City
departments/services include Administration (City Manager), Human Resources, Finance,
Public Works, Planning, Building, Police, and Fire.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 5-6
Financial Ability to Provide Services
The City Council is responsible for governing as well as establishing the overall priorities and
direction for the City’s municipal government. The Council’s responsibilities include the
adoption of City ordinances and policies, approval of programs, services, projects, contracts
and agreements, adoption of the annual budget, and establishment of short- and long-term
goals for the City. Actions of the Council, including opportunities for public involvement and
public hearings, are regulated in accordance with applicable statutes and City procedures.
The organizational chart for the City is illustrated on Figure 5-1.
Figure 5-1
City of Mt. Shasta Organizational Chart
Source: City of Mt. Shasta
The City Council is elected on an at-large basis, meaning there are no specific districts in
which candidates run for office. This structure of election allows residents to elect all Council
members but may result in areas of the City being unrepresented. Once elected, it is the duty
of each Councilmember to represent the interests of all residents of the City. The Mayor and
the Mayor Pro Tem are selected and appointed each November by a majority vote of the five
members on the City Council and serve a one-year term.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 5-7
Financial Ability to Provide Services
There are five appointed advisory committees and the Planning Commission that act as
advisory bodies to the City Council:
• Active Transportation Committee (ATC)
• Beautification Committee
• Community Economic Development Activities Committee (CEDAC)
• Downtown Enhancement Advisory Committee (DEAC)
• Library Tax Advisory Committee (LTAC)
• Planning Commission
Citizens have an opportunity to participate in the implementation of local policies by serving
on a committee or commission. Each commission and committee is comprised of citizens
who work to provide services to the community while assisting the Council in achieving goals
established by the citizens and elected officials.
Following is a summary of the City’s departments and the various services they provide to
the residents of Mt. Shasta:
City Manager’s Office
The City Manager’s office has the responsibility to make sure that the needs and concerns of
the community and the City organization are properly addressed to ensure that Mt. Shasta is
a good place to live and conduct business. The City Manager’s office supports and advises the
City Council as to the implementation of its policies, programs and targets, and ensures that
the services provided to the citizens are consistent with the Council’s goals and the
organization’s philosophy. The City Manager’s office oversees the day-to-day operations,
coordination, and management of all City departments, management of contracted service
providers, and the development and implementation of the annual City budget. The City
Manager position is appointed by the City Council (City of Mt. Shasta 2017).
Finance Department
The City’s Finance Department serves a variety of administrative functions for the City,
including human resources, maintenance of accounting records, collection and investment
of revenues, control of debt and risk management, support of information technology,
compilation of financial reports, and preparation of the City’s annual budget. The Finance
Department is also responsible for utility billing, business licenses, transient occupancy
taxes, Community Development Block Grant loan payments, accounts payable/receivable,
and payroll. The Finance Director advises the City Manager and City Council on all financial
matters (City of Mt. Shasta 2017).
Public Works Department
The City’s Public Works Department is responsible for the operation and maintenance of City
streets and alleys (including traffic signs, street lights, and parking lots), buildings and
grounds, fleet and equipment, snow removal, water distribution and wastewater collection,
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 5-8
Financial Ability to Provide Services
storm drainage, and the WWTP. The Public Works Department is also responsible for issuing
encroachment permits, and overseeing the construction of capital improvement projects.
City engineering services are provided through a contracted consultant. The City’s Contract
Engineer provides general engineering services for the Public Works Department, including
project design, engineering, surveying, map reviews, planning reviews, preparation of bid
and construction documents, bid assistance, construction management and observation, and
other related services (City of Mt. Shasta 2017).
Police Department
The City’s Police Department consists of the following divisions: Patrol, Dispatch, Code
Enforcement, Community Services, Animal Control.
The Patrol Division consists of eight full-time, sworn officers that provide immediate law
enforcement assistance to all service requests from residents of Mt. Shasta.
The Dispatch Division provides dispatch services from the City’s Communications Center for
all emergency calls within Mt. Shasta. Dispatch provides radio communication services for
the City’s Police and Fire Departments and aid with the coordination of other emergency
services, such Ambulance services, while handling telephone requests for routine and
emergency services from City residents 16 hours a day, seven days a week.
The Code Enforcement Division ensure public health and safety through compliance of the
City’s Municipal Codes and State building codes. The Code Enforcement Division is situated
within the Police Department, but works closely with the Public Works and Planning
Departments.
The Community Services Division provides non-law enforcement services to the City’s
residents through educational and prevention programs, such as the Community
Enhancement Program, the DARE Program, and the Bicycle Helmet Program.
The Animal Control Division handles all domestic animal calls within the City limits. The
division is also responsible for issuing annual dog licenses. Impounded animals are boarded
at the Siskiyou Humane Society (City of Mt. Shasta 2017).
Fire Department
The City’s Fire Department provides Fire Suppression and Prevention, and Emergency
Medical Response to the residents of Mt. Shasta. The Department consists of five paid staff,
and 20 volunteers, who work under a full-time Chief, out of two fire stations.
The Fire Department provides Basic Life Support for medical emergencies, while Advanced
Life Support is provided by the Mt. Shasta Ambulance Service. The Fire Department also
works in partnership with all other fire suppression agencies within Siskiyou County
through aid agreements. The Department responds to approximately 1,400 fire and medical
emergency calls per year (City of Mt. Shasta 2017).
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 5-9
Financial Ability to Provide Services
Planning Department
The City’s Planning Department is responsible for long-range planning, permits (zoning and
land use), and local administration of State environmental review laws. These activities
include the review and management of public and private development proposals, such as
subdivisions, use permits, site development permits, variances, General Plan amendments,
rezonings, and a variety of other zoning permits.
The Planning Department also provides the public with information and guidance
concerning development, General Plan policies, zoning district regulations, permit
procedures, floodplain boundaries, planning statistics, property information, growth trends,
and other information relevant to land use and the orderly development of the community.
The Planning Department is administered by the City Planner and the Planning Commission
(City of Mt. Shasta 2017).
Building Department
The Building Department issues building permits and performs inspections for compliance
with California Building Code and City Mt. Shasta Ordinances for all construction. According
to the City’s Organization Chart, the Building Inspector works under the direction of the City
Planner (City of Mt. Shasta 2017).
5.3.2 - PRACTICES AND PERFORMANCE
The Mayor presides over Council meetings, which are held on the second and fourth Monday
of each month at 5:30 p.m. at the Mt. Shasta Recreation and Parks District Lodge located at
1315 Nixon Road, Mt. Shasta, CA 96067. Council meetings run an average of three hours,
depending on the number of items on the agenda. The Council will extend the meeting time
by vote if conducting business past 10:30 p.m.
The City is required to follow the open meeting law set forth in the Brown Act (California
Government Code Section 54950 et seq.). The intent of this legislation is to ensure that
deliberations and actions of a legislative body be conducted openly and that all persons be
permitted to attend any meeting except as otherwise provided in the law. Agendas must be
posted at least 72 hours in advance of a meeting, and information made available to the
Council must also be available to the public.
There appear to be ample opportunities for public involvement and input at regularly
scheduled meetings. The agenda is posted at City Hall and on the City’s website. Council
agendas and packets are posted and available for public review 72 hours prior to each
regularly scheduled Council meeting. Agendas and packets for special City Council meetings
are posted 24 hours prior to the scheduled meeting. Public notices (pursuant to the
Government Code) are published to advertise certain types of hearings, and press releases
are issued to inform the public on significant citywide issues and projects.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 5-10
Financial Ability to Provide Services
The ratio of managers to workers appears to be appropriate; the City is not top heavy in
managers, and the department heads are actively involved in departmental operations and
service provision. The City and the its departments follow various policies and procedures
related to personnel, provision of services, customer relations and relationships with other
agencies. The City employs various techniques aimed at improving operational efficiency,
such as eliminating duplicate services, eliminating unnecessary equipment inventories,
reducing administrative costs when possible, and utilizing volunteer staffing (PMC 2011).
The management structure of the City is relatively simple and is well suited to the type of
operations undertaken by the City; the linear management structure ensures an appropriate
reporting mechanism and accountability. Furthermore, it allows for clear delineation of
duties throughout the City for which the public can easily identify and bring forward their
own issues, questions or projects. No alternative structures or reorganizations of the staff
would result in more efficient operations, and the existing structure is considered
appropriate for the City.
The City’s budget process is a key mechanism used to review efficiencies in the management
of City services and programs. The annual budget process includes a review of previous year
accomplishments, upcoming year goals and programs, and specific funding to carry out those
programs. The budget is adopted through a public hearing process by the City Council.
As a municipality, the City is structured to meet the needs and expectations of
urban/suburban levels of development. As a multiple service provider with established
service systems, the City is able to efficiently provide a comprehensive range of current and
planned services. However, as previously stated, the City’s SOI was primarily established as
a potential service area for the City’s regional wastewater treatment facility, and not
necessarily as a service area for other City services. The provision of City services and
infrastructure beyond water and wastewater treatment into the SOI would have a significant
financial effect on the governmental structure of the City.
5.3.3 - DETERMINATIONS
Determination 5.3-1 – The City Council is elected at-large and annually selects and appoints
a mayor from amongst themselves for a one-year term. This may prevent some areas of the
City from being represented on the City Council.
Determination 5.3-2 – The City conducts open meetings in compliance with the Brown Act
that allow for complaints and comments regarding services and potential conflicts or
inefficiencies to be expressed to the City Council by residents.
Determination 5.3-3 – The City makes Council agendas and other information that details
operations and services provided by the City available to the public at City Hall, as well as on
its website.
Determination 5.3-4 – The City utilizes an organizational structure that obtains efficiency
through departments heads who are actively involved in operations.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 5-11
Financial Ability to Provide Services
Determination 5.3-5 – The current City structure is efficient, transparent and meets the
expectations of its residents with the resources available.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 5-12
Sphere of Influence Review
SECTION 6 - SPHERE OF INFLUENCE REVIEW
6.1 - Sphere of Influence Overview
As part of any Sphere of Influence review, LAFCo is required to consider all of the information
presented in the Municipal Service Review conducted for that agency. Additionally, LAFCo
must also make a written statement of its determinations for that agency regarding the
following:
1. The present and planned land uses in the area, including agricultural and open-space
lands;
2. The present and probable need for public facilities and services in the area;
3. The present capacity of public facilities and adequacy of public services that the
agency provides or is authorized to provide;
4. The existence of any social or economic communities of interest in the area if the
commission determines that they are relevant to the agency; and
5. The present and probable need for those public facilities and services of any
disadvantaged unincorporated communities within the existing Sphere of Influence.
After a written determination has been made with respect to the aforementioned areas of
review, LAFCo may adopt a Sphere of Influence (SOI) that is appropriate for the agency’s
provision of service.
This section of the report fulfills the requirements of Government Code Section 56425 and
allows LAFCo to adopt an SOI that is consistent with the written determinations for the City
of Mt. Shasta.
6.2 - Present and Planned Land Uses
The City adopts and maintains a General Plan. The Mt. Shasta General Plan was originally
adopted in 1963 and was most recently amended in 2007. The Housing Element of the City’s
General Plan was amended in October 2014. At that time, the City adopted policies to provide
affordable housing within the City to accommodate identified growth projections. The
Housing Element concluded that the City has “adequate appropriately zoned sites, with
supporting public services and utilities, to accommodate its housing needs over the current
planning period”.
Because growth in Mt. Shasta is currently stalled due to a slowed economy, the City is not
expected to grow significantly through the addition of new territory to its boundaries in the
coming years. Therefore, development needs will be served by infilling vacant lots within the
City’s boundaries.
As previously stated, Mt. Shasta’s current (2017) SOI extends well beyond the City’s current
incorporated limits and planning area (see Section 2.3), to areas around Lake Siskiyou, and
the Deetz area west of Black Butte. This large SOI was adopted based on the potential service
area of the City-operated regional wastewater treatment plant, not necessarily on the
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 6-1
Sphere of Influence Review
expectation that the City would someday annex, or provide services for, the entire area.
Therefore, the current SOI would appear to be adequate to meet present and future service
needs of residents.
There are no present or planned land uses identified in this MSR concerning the City of Mt.
Shasta that would warrant amendment of the current SOI.
6.3 - Present and Probable Need for Public Facilities and Services
The City provides a wide range of services to residents within its incorporated limits and
areas outside City boundaries, but within the SOI (water and wastewater services). The City
also coordinates with other fire and police agencies that overlap or are directly adjacent to
the City limits or SOI through mutual and automatic aid agreements to best provide services
in a comprehensive manner.
The only probable need for public facilities would be for existing developments that have
been annexed into the City limits, but are not yet connected to City infrastructure. There are
no present or probable needs for public facilities and services identified in this MSR that
would warrant amendment of the current SOI.
6.3.1 - DISADVANTAGED UNINCORPORATED COMMUNITIES
The City provides water and wastewater services to a portion of the disadvantaged
unincorporated areas identified in Section 3 that lie within the City’s planning boundary,
especially areas east of the City. Other County areas within the SOI are on individual septic
tanks and private wells (PMC 2007). The Mt. Shasta Fire Department and the Mount Shasta
Fire Protection District work together under an automatic aid agreement to provide fire
services throughout the SOI.
Therefore, there are DUCs within the SOI that maintain private water and wastewater
facilities in addition to receiving mutual or automatic aid from the City and adjacent fire
protection agencies. Due to the fact that municipal water and wastewater has not been
extended to many of these areas, they still qualify as DUCs under CKH but are already within
the SOI of the City.
6.4 - Present Capacity of Public Facilities and Adequacy of Public Services
The City currently provides a level of service which is satisfactory to meet the needs of its
residents. The City actively reviews its service levels and sets benchmarks that allow for easy
review on an annual basis to determine if additional resources must be allocated.
The CIP also aids in providing enhancements to public facilities or infrastructure for
residents. The annual establishment of the CIP gives the City the ability to allocate or divert
funds from areas of lesser need to areas of critical need.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 6-2
Sphere of Influence Review
The City has planned accordingly through the CIP, annual budget, and adoption of the
General Plan to meet future growth consistent with projections. There are no issues
identified in this MSR relative to the present capacity of public facilities and/or adequacy of
public services that would warrant amendment of the current SOI.
6.5 - Existence of Any Social or Economic Communities of Interest
As stated in Section 3, there are currently communities of social or economic interest within
or adjacent to the existing SOI. However, those areas are currently served with water,
wastewater and structural fire protection by the City, other agencies, or by individual septic
systems and wells. Therefore, the City has no immediate responsibility to extend services
into these areas.
Furthermore, many of these communities are contiguous with the City, but have been
allowed by the County to fully develop without being required to annex to the City, creating
inconsistencies with local policies. However, by keeping these communities within the SOI,
it would allow the City to be a viable alternative, under the provisions of Government Code
§56133 and subject to the policies of Siskiyou LAFCo, in the event that future annexation is
warranted.
There are no issues identified in this MSR relative to any social or economic communities of
interest that would warrant amendment of the current SOI.
6.6 - Mt. Shasta Sphere of Influence Recommendations
As shown in the MSR and throughout the determinations of this document, the City of Mt.
Shasta is currently providing services at an adequate level to its residents. The City is
accountable to its customers through the City Council, which are elected at-large. Like many
small rural cities, the City is struggling to secure funding for service expansions and State-
mandated infrastructure upgrades. The City is subject to its own unique characteristics, such
as economic constraints brought on by the decline of the timber industry and overall
location, in its attempts to maintain a secure stream of funding through taxes and fees.
However, the City has been successful in securing grant funding to provide adequate levels
of service within its jurisdiction.
It is anticipated that the City will continue to experience negative or slow growth,
comparable to that of the County as a whole, for the foreseeable future. Despite General Plan
projections estimating 4,131 residents by 2020, the population of the City was just 3,355 as
of January 2017, 39 fewer people than in 2010. Furthermore, the City has expressed no
interest or intent to request amendment of the current SOI. As a result, unless there is an
amendment to the City’s General Plan or a significant change in growth patterns, the SOI
should be considered acceptable to meet present and future growth of the City.
Recommendation 6-1 – It is recommended that the City of Mt. Shasta’s Sphere of Influence
remain unchanged.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 6-3
Sphere of Influence Review
Recommendation 6-2 - Until the City completes an environmental review in accordance with
the California Environmental Quality Act (CEQA) and comprehensive amendment to the
General Plan to identify impacts for potential areas of new growth, the City’s existing SOI is
acceptable to accommodate present and future growth needs for residents.
Recommendation 6-3 - Until the City completes an environmental review in accordance with
CEQA and comprehensive amendment to the General Plan to identify impacts for potential
areas of new growth, the capacity of public facilities is currently being reviewed annually by
the City to accommodate the present and future needs of residents in a responsible manner.
Recommendation 6-4 – The supplemental service providers within the SOI, such as, but not
limited to, Siskiyou County, should be consulted early on during any SOI amendment process
in order to ensure that services not provided by the City would still be available to be
delivered efficiently to potential future residents.
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 6-4
References
SECTION 7 - REFERENCES
AGT. 2016. "City of Mt. Shasta Financial Statements Fiscal Year Ended June 30, 2016."
Financial Audit, Mt. Shasta.
Brannon, Deborra. 2014. "Mount Shasta Fire: a rift resolved." Accessed October 6, 2017.
http://www.mtshastanews.com/article/20141112/NEWS/141119890.
City of Mt. Shasta. 2018. "City Manager's Report for December 2017." City of Mt. Shasta.
Accessed March 2, 2018. https://mtshastaca.gov/category/monthly/.
City of Mt. Shasta. 2014. "City of Mt. Shasta Five Year Capital Improvement Program FY
2014/15-2018/19."
—. 2017. City of Mt. Shasta, California. Accessed September 2017. https://mtshastaca.gov.
City of Mt. Shasta, Planning Department. 2016. "2016 General Plan Annual Progress Report."
Federal Bureau of Investigation. 2016. Table 24 - Full Time Law Enforcement Officers.
Washington, D.C.: Department of Justice. https://ucr.fbi.gov/crime-in-the-
u.s/2016/crime-in-the-u.s.-2016/tables/table-24.
Mintier Harnish. 2014. "City of Mt. Shasta 2014-2019 Housing Element." General Plan
Element.
2017. Mt. Shasta Recreation and Parks District. Accessed October 11, 2017.
http://msrec.org/.
PACE Engineering. 2011. "City of Mt. Shasta 2010 Master Water Plan." Water Master Plan, .
PACE Engineering. 2017. "City of Mt. Shasta Wastewater Utility Rate Study."
PACE Engineering. 2017. "City of Mt. Shasta Water Utility Rate Study."
PACE Engineering. 2011. "Draft 2011 Report of Waste Discharge for the City of Mt. Shasta
Wastewater Treatment Plan." Draft.
PMC. 2009. "City of Mount Shasta Impact Fee Report." City of Mt. Shasta.
PMC. 2007. "City of Mt. Shasta General Plan." Mt. Shasta.
PMC. 2011. Municipal Services Review Report for the City of Mt. Shasta. Siskiyou County
LAFCO.
U.S. Census Bureau. 2016. "Table DP03: Selected Economic Characteristics, 2012-2016
American Community Survey 5-Year Estimates."
Mt. Shasta Municipal Service Review April 2021
Siskiyou LAFCo Page 7-1