Staff Report re 2025-2027 Strategic Plan Update Page 1 of 6
STAFF REPORT
T
O: Mayor and Members of the City Council
FROM: Daniel Barros, City Manager
MEETING DATE: February 25, 2026
SUBJECT: 2025-2027 Strategic Plan Update
RECOMMENDATION
Staff recommends that the City Council make the following motion:
MOTION TO ACCEPT THE 2025-2027 STRATEGIC PLAN UPDATE AS PRESENTED BY STAFF PURSUANT TO CEQA GUIDELINE 15061.
C
OUNCIL ADOPTED VALUES
The Strategic Plan Update is a responsible action because it provides a framework of priorities for staff to follow.
BA
CKGROUND
Following the close-out of the 2022-2025 Strategic Plan, the City Council of the Town of Colma, along with key staff members, assembled for a special City Council Meeting on March 5, 2025 as a Strategic Plan Workshop. The workshop atmosphere offered Councilmembers, staff, and the general public the opportunity to come together and speak freely about key Town initiatives and help shape the vision for the future through the Town’s next Strategic Plan.
The 2025-2027 Strategic Plan took on a new look and format all together. Rather than resemble the old, lengthy document of the past, staff has introduced a new “one-page” format aimed at streamlining and making information easily accessible and easier to digest. On March 26, 2025, the City Council adopted the new 2025-2027 Strategic Plan.
ANALYSIS
The content within the new one-page format remains the same in that it still articulates the City Council’s Priority Goals, Focus Areas, Objectives, and Key Strategies.
T
he City Council’s five focus areas with corresponding priority goals are:
AGENDA ITEM #3
Staff Report re 2025-2027 Strategic Plan Update Page 2 of 6 Resiliency – Ensure long term financial health, workforce development, Emergency preparedness and Climate adaptation.
Operations – Increase Civic engagement, Transparency and use of Technology Economic Development – Marketing & Brand Development, Supporting Retail, and Future Land Use
Community – Build upon our Community identity & Improve quality of life Infrastructure – Update Infrastructure and Beautification Resiliency:
Objectives Key Strategies
• Ensure long-term financial
sustainability
• Workforce Development
• Emergency Preparedness
• Climate Adaptation –
Recycled water & EV/Solar
infrastructure
• Research long-term revenue sources and
explore new opportunities for commerce.
• Emphasis on Retention, Organizational
Culture, and Cross-training
• Disaster mitigation, response, and recovery
planning.
• Enhance Solar initiatives for residents and
businesses in Town and usher in Recycled
water for future Townwide use.
Metrics – 2026 Update
• Measure AA, a new 0.5 cent sales and use tax,
took effect July 1, 2025. 2025 Q4 collection
results & analysis anticipated April 2026.
• Administrative Services Director position filled
with the hiring of Nathan Basset.
• Addition of 1 Management Analyst position
approved at Mid-Year
• PCE solar projects at PD and Town Hall
nearing completion.
Operations:
Objectives Key Strategies
• Build efficiencies through
Technology
• Research and implement
technology increasing
transparency
• Enhance Public Safety
• Modernization and replacement of the Town’s
financial software system (ERP).
• Digitize Public Records through a Document
Management & Codification System
• Incorporation of the use of Drones for the
Police Department
• Research and implement technology increasing
transparency
Metrics – 2026 Update
• ERP contract approval expected in March/April
2026; Implementation to begin in May/June
2026; Go-live expected by July 1, 2027.
Staff Report re 2025-2027 Strategic Plan Update Page 3 of 6
Metrics – 2026 Update
(Continued)
• City Clerk’s office will be introducing a new
Agenda Management System this spring
• Digitization of records remains ongoing through
the use of Laserfiche
• PD has begun using drones; implementation
remains ongoing.
• The addition of 1 Police Officer (FTE) as
approved by the adopted FY 26/27 Budget
Economic Development:
Objectives Key Strategies
• Branding & Marketing
• Business retention and
expansion
• Events and communication
• Land Use
• Establish a multi-phased approach B&M
Campaign
• Understanding the Town’s role in ushering
business development and expansion
opportunities
• Facilitate Card Room Expansion
• Leverage recent zoning updates to attract
development in newly established commercial
overlay districts
Metrics – 2026 Update
• The Town has Contracted Kingston Media to
create a series of 6, short commercials for TV
and social media distribution
• October 2025, A City Council Study Session
was held on the topic of Cannabis and the
potential for future business opportunities in
town. Council directed staff to host outreach
meetings.
• First Cannabis-related community outreach
meeting is planned for April 9
th at the Colma
Community Center
• Established a new Town-wide Communication
platform, TextMyGov, utilizing text messages
for mass communication.
Community:
Objectives Key Strategies
• Enhance civic engagement
with external stakeholders
• Public outreach to residents
and youths
• Develop programs that
embrace our Culture and
Heritage
• Regional program
development
• Enhance communication and engagement with
other key community stakeholders: CFD,
DCPLA, DCCCC, Vets Village, non profits and
local businesses.
• Attract regional participation for all recreation
programing
• Create intergenerational programs designed for
all ages and abilities.
Staff Report re 2025-2027 Strategic Plan Update Page 4 of 6 • Emphasis on wellness programs: mental,
physical, & emotional.
• Establish programs for Public Art
Metrics – 2026 Update
• Recreation Staff continues to reach out to
schools within the JESD school district that
serve the Colma Community. During school
events staff has "tabled" to pass out flyers and
promote recreation programs.
• In Fall 2025, the Town partnered with Veterans
Village to host multiple “ID Days” and promote
the Cab Connect Program.
• In November 2025, staff hosted a Veterans
Day Celebration where 4 new veterans were
added to the Veteran Plaque.
• The department has engaged with the CFD by
requesting their involvement in more events
such as the Town Picnic, Trunk or Treat and
the Tree Lighting.
• Summer 2025, Staff hosted a new Senior
Strength and Cardio class for older adults and
Pickle Ball Lessons. Staff also hosted their
annual Family Field Day and encouraged
families and the community to go out, enjoy the
parks and get moving.
• Through a scrapbook and journaling club, staff
created a safe and creative space where
participants could process their emotions,
reflect on their experiences, and strengthen
their mental and emotional well-being.
• In May 2025, staff conducted a teddy bear hunt
which hid a stuffed bear around town for the
community members to find and keep.
Attached to the bears was a positive message
and Mental Health resources.
• Rec department established the first lending
library in Colma at Sterling Park. Establishing a
lending library promotes overall wellness by
supporting mental and emotional health
through reading, which reduces stress, builds
emotional awareness, and provides a positive
outlet for reflection.
• Staff created a Brews and Bingo - a welcoming
space and opportunity for both younger and
older adults to build connections through a
classic favorite game of bingo—with a fun,
modern twist—helping reduce isolation and
strengthen community bonds.
• Staff hosted a Grandparents day Celebration
where grandkids and grandparents came
together to socialize, create a craft and create
Staff Report re 2025-2027 Strategic Plan Update Page 5 of 6
Metrics – 2026 Update
(Continued)
connections.
• Staff pivoted from our traditional Pumpkin
Carving party that was primarily for kids 12and
under. Staff transitioned from our traditional
pumpkin carving event, which primarily served
youth ages 12 and under, to a Family Pumpkin
Carving program designed to engage
participants of all ages. This inclusive
recreation initiative encouraged
intergenerational participation, strengthened
family bonds, and promoted community
connection.
Infrastructure:
Objectives Key Strategies
• Improve Streets, Sidewalks
and Bikeways providing
access to all
• Upgrade Sewers and Storm
drains ensuring Health &
Safety
• Facilities & Long-Range
Plans
• Create Town Identity
through Urban Design
• Sterling Park street light replacement project
• Serramonte Blvd Road Diet Project
• Fulfilling Town-wide parking needs
• Median landscapes along Lawndale Boulevard
and El Camino Real need rehabilitation
• Establish a multi-phased approach to urban
tree management.
• Sanitary Sewer Main replacement
Metrics – 2026 Update
• The Town is currently out to bid for the
Residential Street Light project.
• Serramonte Road Diet Project is working
through acquiring easements to install the
required infrastructure and equipment.
• Irrigation repaired on ECR and Lawndale
medians
• Obtained funding for plans, specifications and
Estimates for the El Camino Bicycle and
Pedestrian Improvement project.
• Updating the Town's Sanitary Sewer
Management Plan (SSMP); Spring 2026: send
out RFP for firm to conduct testing to analysis
groundwater and rainwater infiltration, Smoke
Test, and CCTV of the SS System.
FISCAL IMPACT
There is no direct fiscal impact associated with this update. Each individual program in the Strategic Plan will have a fiscal impact, however. Some of these programs are already in progress and, as such, are already budgeted.
Staff Report re 2025-2027 Strategic Plan Update Page 6 of 6
ENVIRONMENTAL
The City Council’s action to adopt the strategic plan is not a project subject to the California Environmental Quality Act (CEQA) pursuant to CEQA Guideline 15061(b)(3) as the strategic plan document will not have any potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment and, instead, concerns general policy and procedure making. The strategic plan document will allow staff to bring future items to the City Council that will be analyzed under CEQA once studied and any scope is developed. To analyze impacts associated with potential projects would be speculative at this time.
ALTERNATIVES
The Council could choose not to accept the status update and could, instead, direct staff to bring back a more comprehensive review of the Plan.
CONCLUSION
Staff recommends the City Council, by motion, adopt the 2025-2027 Strategic Plan Update, as presented by staff.
ATTACHMENTS
A. 2025-2027 Strategic Plan Update
The Town of Colma 2025-2027 Strategic Plan
Vision: Colma will be a thriving, inclusive, and sustainable community that fosters economic growth, preserves its cultural heritage, and enhances the quality of life for all residents.
Focus Area Objectives Key Strategies FY 2025-26 Metrics (Updated February 2026) Resiliency
• Ensure long-term financial
sustainability
• Workforce Development
• Emergency Preparedness
• Climate Adaptation – Recycled
water & EV/Solar infrastructure
• Research long-term revenue sources and explore new opportunities for c
ommerce.
• Emphasis on Retention, Organizational Culture, and Cross-training • Disaster mitigation, response, and recovery planning. • Enhance Solar initiatives for residents and businesses in Town and u
sher in Recycled water for future Townwide use.
• Measure AA, a new 0.5 cent sales and use tax, took effect July 1, 2025. 2025 Q4 collection results & analysis anticipated April 2026.
• Administrative Services Director position filled with the hiring of Nathan Basset.
• Addition of 1 Management Analyst position approved at Mid- Year
• PCE solar projects at PD and Town Hall nearing completion.
Operations
• Build efficiencies through
T
echnology
• Research and implement
t
echnology increasing
t
ransparency
• Enhance Public Safety
• Modernization and replacement of the Town’s financial software sy
stem (ERP).
• Digitize Public Records through a Document Management & C
odification System
• Incorporation of the use of Drones for the Police Department • Research and implement technology increasing transparency • ERP contract approval expected in March/April 2026;
Implementation to begin in May/June 2026; Go-live expected by July 1, 2027.
• City Clerk’s office will be introducing a new Agenda
M
anagement System this spring; Records digitization process ha
s also begun through use of Laserfiche
• PD has begun using drones; implementation remains ongoing. • The addition of 1 Police Officer (FTE) as approved by the adopted FY 26/27 Budget
Economic Development
• Branding & Marketing
• Business retention and expansion
• Events and communication
• Land Use
• Establish a multi-phased approach B&M Campaign
• Understanding the Town’s role in ushering business development and e
xpansion opportunities
• Facilitate Card Room Expansion
• Leverage recent zoning updates to attract development in newly established commercial overlay districts
• Town to create a series of 6, short commercials for TV and social media distribution
• October 2025, A City Council Study Session was held on the topic of Cannabis and the potential for future business opportunities in town. First Cannabis-related community outreach meeting is planned for April 9
th at the CCC.
• Established a new Town-wide Communication platform,
TextMyGov, utilizing text messages for communication.
Community
• Enhance civic engagement with
external stakeholders
• Public outreach to residents and
yout
hs
• Develop programs that embrace
our
Culture and Heritage
• Regional program development
• Enhance communication and engagement with other key community st
akeholders: CFD, DCPLA, DCCCC, Vets Village, non profits and local businesses.
• Attract regional participation for all recreation programing • Create intergenerational programs designed for all ages and abilities. • Emphasis on wellness programs: mental, physical, & emotional. • Establish programs for Public Art
• Established a Culture and Arts City Council Subcommittee • Community engagement enhanced through tabling at events and coordination with local schools, Vets Village, and CFD. • Provided a variety of new events and programs targeti ng
in
tergenerational audiences: Brews and Bingo, Pickle Ball, Sr Strength and Cardio, Ghost Run.
• Established a Lending Library In Sterling Park supporting and pr
omoting mental health.
• Overall community participation in events and programs continues to increase.
Infrastructure
• Improve Streets, Sidewalks and
Bikeways providing access to all
• Upgrade Sewers and Storm drain
s
en
suring Health & Safety
• Facilities & Long-Range Plans
• Create Town Identity through
Ur
ban Design
• Sterling Park street light replacement project
• Serramonte Blvd Road Diet Project
• Fulfilling Town-wide parking needs
• Median landscapes along Lawndale Boulevard and El Camino Real need rehabilitation
• Establish a multi-phased approach to urban tree management. • Sanitary Sewer Main replacement
• Currently out to bid for the Residential Street Light project. • Serramonte Road Diet Project is working through acquiring ease
ments to install the required infrastructure and equipment. • Irrigation repaired on ECR and Lawndale medians
• Obtained funding for plans, specifications and Estimates for the E
l Camino Bicycle and Pedestrian Improvement project.
• Updating the Town's Sanitary Sewer Management Plan
(SSMP); CCTV and Smoke Testing to ensue.
“Colma: Honoring our past, building our future.”
Council
Priority
Goals
Resiliency –
Ensure long term
Financial health,
Workforce
development,
Emergency
preparedness and
Climate
adaptation.
Operations –
Increase Civic
engagement,
Transparency and
use of
Technology
Economic
Development –
Marketing &
Brand
Development,
Supporting Retail,
and Future Land
Use
Community –
Build upon our
Community
identity &
Improve quality of
life
Capital – Update
Infrastructure and
Beautification
ATTACHMENT A