1 COUNCILMEMBERS
Laura M. Nakamura, Mayor
Dominic D. Aliano, Vice Mayor
Pablo Benavente
Laura M. Hoffmeister
Carlyn S. Obringer
Civic Center
1950 Parkside Drive
Concord, CA 94519
www.cityofconcord.org
Special Meeting of the
Concord City Council/City
Council Sitting as the
Local Reuse Authority
Saturday
March 21, 2026
10:00 a.m. - Open Session/Workshop Concord Senior Center Classrooms A & B
2727 Parkside Circle
Concord, CA
This meeting is being held in-person only.
Members of the public are invited to attend and participate at: Concord Senior Center, 2727 Parkside Circle, Concord, CA.
Public comment may be provided in-person or via email, as set forth below. Members of the public desiring to provide comments as a part of the meeting are encouraged to either submit written comments before 3:00 p.m. the day before the meeting or to attend the meeting in person.
Under California law, public comments at special meetings are limited to subjects on the agenda only. Therefore, public comment will only be taken on Agenda Item No. 2.a.
HOW TO PARTICIPATE
The public is invited to participate in the Special City Council meeting using any of the following methods:
In-Person Comments: Welcome to the Special City Council meeting. To assist the Mayor in allowing all speakers to be heard, we ask you to fill out a blue Speaker’s Card if you wish to address an item.
Please complete the Speaker’s Card and give it to the City Clerk before the agenda item is called, and preferably before the meeting begins. When the Mayor recognizes you to speak, come forward, give your name, and direct your remarks to the Council. Please limit your comments to three minutes, or less if so directed by the Mayor.
2 Written Comments: Please note that emailed comments will not be read aloud by staff. a.Public comments can also be submitted via email to [email protected]. Please note that emailed comments will not be read aloud by staff. Any public comments received before 3:00 p.m. the day before the meeting will be:
1. distributed to the Council before the meeting,
2. posted online for public inspection at
https://stream.ci.concord.ca.us/OnBaseAgendaOnline/Meetings/Search, and
3. inserted into the meeting record.
b.As emails containing public meeting comments are part of the official record, note that personal contact information may be published if it is included with your email.
OPEN SESSION
1. OPENING
Roll Call
2. ANNUAL WORKSHOP ON CITY COUNCIL PRIORITIES
The public is entitled to address the City Council on items appearing on the agenda before or during the City Council’s consideration of that item. Each speaker will be limited to approximately three minutes. Please see “How to Submit Public Comments” above. a. Council Workshop – discussing and giving feedback to staff on Council Norms and City Council Priorities for Fiscal Year 2026-27.
3. ADJOURNMENT
Next Meeting: Regular Meeting
Date: 3/24/2026 6:30 PM
NOTICE TO THE PUBLIC
There is a 90-day limit for the filing of a challenge in the Superior Court to certain City administrative decisions and orders which require a hearing by law, the receipt of evidence, and the exercise of discretion. The 90-day limit begins on the date the decision is final (Code of Civil Procedure §1094.6). Further, if you challenge an action taken by the City Council in court, you may be limited by California law to raising only those issues you or someone else raised in the hearing or in a written correspondence delivered to the City Council prior to or at the hearing.
In accordance with the Americans with Disabilities Act and California Law, it is the policy of the City of Concord to offer its public programs, services and meetings in a manner that is readily accessible to everyone, including those with disabilities. If you are disabled and require a copy 3 of a public hearing notice, or an agenda and/or agenda packet in an appropriate alternative format; or if you require other accommodation, please contact the ADA Coordinator Tianjun Cao at (925) 671-3243 or [email protected], at least 24 hours in advance of the meeting. Advance notification within this guideline will enable the City to make reasonable arrangements to ensure accessibility.
CITY OF CONCORD MEMORANDUM
Office of the City Manager
Date: March 21, 2026
TO: Mayor Nakamura and City Council
FROM: Valerie Barone, City Manager
SUBJECT: Council Annual Workshop
Workshop Basics
Council’s workshop is scheduled for Saturday, March 21, in the Concord Senior Center’s Garden Rooms. The meeting will begin at 10:00 a.m. and is expected to end around 2:00 pm. The Mayor, Councilmembers, and Executive Team will be attending. The meeting is open to the public. The meeting will be facilitated by City Manager Valerie Barone. Attire is casual.
The goals for the workshop are:
• Continuing Council team development;
• Continuing development of the Council-Staff relationship; • Council affirmation of its Norms;
• Council agreement on the organization’s Tier 1 Priorities for next Fiscal Year (July 1, 2026, through June 30, 2027); and
• Council commitment to stay focused on the agreed upon Tier 1 priorities.
Discussion
The City mission is to join with the community to make Concord a city of the highest quality by providing responsive, cost-effective, and innovative local government services.
To achieve this mission, the Council established six “Priority Areas of Focus.” These are listed below.
Priority Areas of Focus
• Long Term Fiscal Stability and Economic Development
• Public Safety
• Infrastructure Maintenance
• Quality of Life
2.a2.a2.a2.a2.a
Council Workshop
March 21, 2026
• Customer Service
• Employee Success and Organizational Efficiency
The six Priority Areas of Focus (“Priorities”) serve as the foundation for shaping the City's budget and delivery of essential services. Yet, given the organization’s extensive work program and finite resources, it is crucial to identify which initiatives deserve the highest attention. To address this need, the Council has established Annual Tier 1 Goals since 2019. These Annual Tier 1 Goals represent the most critical projects and priorities that the Council directs staff to prioritize throughout the year. By incorporating these goals into the City Manager’s annual Work Plan, the organization ensures that its efforts remain aligned with what matters most to the Council and the community. Defining Tier 1 Goals is vital—it enables focused resource allocation, supports strategic decision-making, and helps the City achieve meaningful progress on Council’s top priorities.
In March of 2025, Council established the following Tier 1 Goals for the organization for this fiscal year, FY 2025-26:
• Concord Naval Weapons Station Development—Completion, or significant progress towards completion, of negotiations with the US Navy and Master Developer on the terms and price of an economic development transfer of the land; Continued progress on environmental permits, land use and infrastructure planning efforts, and community conversations to move forward with completing a Specific Plan and Development Agreement by April 2028.
• Implement Various Housing Element Mandates—To ensure continued compliance with the City’s state certified housing element complete implementation of ten major housing policies already underway, begin implementation of twelve major additional housing policies, and bring the AFFH rezoning ordinance before Council for a decision by December 2025.
• Unfunded Infrastructure Needs—Implement Council approved near term actions to assist with increasing investment into infrastructure and increasing the effectiveness of the existing investment into infrastructure, as outlined in the adopted FY 2025-26 and 2026-27 operating budget, and, under the direction of the Infrastructure and Franchise Council Committee, continue to explore solutions for addressing the approximately $18 million (subsequently adjusted to $25 million) annual shortfall of infrastructure investment dollars.
• Complete Labor Negotiations with POA, PMA, Teamsters, and Local 29—All four bargaining agreements expire at the end of June 2026. Prior to their expiration, complete negotiations in a manner that preserves long-term fiscal stability for the City and allows the City to continue to be an attractive employer.
• Implement Enterprise Resource Planning (ERP) System—By the end of this fiscal year, complete the build and quality assurance testing of the City’s new ERP System, WorkDay, in support of the citywide launch of the system in early FY 26-27.
Council Workshop
March 21, 2026
• Implement Economic Development Strategy—Present to Council for adoption a new data-driven economic development strategic plan by October 2025 and begin implementation of the Plan’s action steps as a priority project immediately thereafter.
Significant progress has been made or will be made prior to the end of the current fiscal year (June 30, 2026) on these goals, as was presented to Council at its mid-cycle budget review and is documented in the list of achievements attached to this report.
A key purpose of this workshop is for Council to reach consensus on Tier 1 Goals for next fiscal year (July 1, 2026 – June 30, 2027). The organization’s work plan for next fiscal year, attached to this report, should be considered during these discussions. Establishing clear and achievable Tier 1 Goals is essential for ensuring that the City's efforts remain focused, that resources are allocated efficiently, and that meaningful progress is made on the Council’s top priorities.
Council must balance new program ideas with the existing work program and the City’s limited resources to maximize organizational effectiveness and community impact.
During this workshop, Council will also revisit its Norms of Behavior to ensure continued alignment and effectiveness in governance. Originally developed by Council in 2018, as the City moved from at-large to district-based Councilmember elections, these Norms guide Councilmembers in their conduct and decision-making. The Council reaffirmed these Norms in 2023 and is now being asked to do so once more at this workshop. The Council’s Norms are paraphrased by the phrase “One City,” which underscores the expectation that, although Councilmembers are elected to represent distinct districts, they maintain a responsibility to act in the best interests of Concord as a whole. This approach fosters unity and collaboration among Councilmembers, helping to ensure decisions benefit the entire community. The current Norms of Behavior are included as an attachment to this report.
Attachments:
• Achievement List from Mid-year of the Current Fiscal Year (Fiscal Year 2025-26) • Council Norms of Behavior
• Work Program for the upcoming Fiscal Year (Fiscal Year 2026-27)
Mid-Year Update on Accomplishments
Fiscal Year 2025-26
Long-Term Financial Stability & Economic Development
• CALED Award Recipient. The City of Concord and Local Edition Creative received the Award of Merit in Programs and Promotions for the Creative Concord public arts program. Presented by the California Association for Local Economic Development (CALED) at its annual conference in Ontario, the award recognized Concord’s efforts to revitalize its downtown through arts and community engagement.
• Downtown Outreach. Met with representatives from 76 downtown businesses to review City of Concord code requirements, provide education on compliance standards, obtain voluntary compliance on the vast majority of violations noted, and continued serving as a business liaison to facilitate communication, address concerns, and support sustained regulatory compliance.
• Business Attraction. Promoted Concord at International Council of Shopping Centers in Monterey and co-hosted the Site Selectors Guild Annual Conference in Concord. Facilitated the attraction and promotion of new Concord businesses, including The French Spot, Indoor Pickleball (IPX), Boichik Bagel, and Cold Stone Creamery.
• Business Retention. To date, sold $373,000 of e-gift cards through the buy- one-get-one Shop Concord holiday promotion. Provided counseling to more than 90 Concord businesses through partnership with the East Bay Small Business Development Center. Supported the retention of Wells Fargo in the Concord Tech Center (220,000 square feet), and the relocation of UFC Gym from the Willows to Sunvalley Shopping Center.
• Parking and Transportation Grant. Received a $300,000 grant to develop a parking and transportation demand management policy for the City of Concord to reduce automobile trips and prioritize land area near transit for other shared transportation modes.
• PG&E Infrastructure Upgrades. Through diligent staff effort, received capacity planning and infrastructure upgrades from Pacific Gas and Electric (PG&E) to support the City’s EV needs, including upgrades to existing electrical cabinets with all associated costs covered by PG&E.
• Tree Protection Ordinance update. Updated the enforcement process of the Tree Protection Ordinance resulting in over $700,000 in unanticipated revenue that will be used to continue to advance the Urban Forestry Program including future enforcement, tree replanting, and urban forest management. • California Parks and Recreation Grant. Secured $76,000 grant from the California Parks and Recreation Society to offset the purchase of Concord Community Park playground equipment.
Attachment 1
Mid-Year Update on Accomplishments
Fiscal Year 2025-26
• Golf Course Maintenance Agreement. After no bidders submitted to maintain the Diablo Creek Golf Course successfully identified a capable new maintenance contractor and entered into a new contract and facilitated a smooth transition between the former and the new maintenance providers.
• New Development. Significant project approvals included a new Starbucks with drive-through at 4691 Clayton Road, the 40-unit Bird Subdivision at 5291 Concord Boulevard, a drive-through restaurant and retail building at 4390 Clayton Road, and a two-year extension of entitlements for the John Muir Hospital’s Campus Seismic Upgrade and Modernization Project at 2540 East Street. Staff also received and began processing a substantially revised preliminary application for Concord Townsquare, an 884-unit housing development at the former U.S. Coast Guard property (3295 Haleakala Street).
Quality of Life
• Special Events. Successfully delivered another year of the Music & Market series, as well as the Tree Lighting and Mayor’s Sing-Along, strengthening connections between the City of Concord, downtown businesses, and thousands of residents and visitors through consistent engagement. Processed 52 special event permit applications, produced 18 City events, and partnered with the farmers market to provide access to healthy, affordable food for the community, resulting in 122 special events in 2025. Launched the Todos Santos Snowy Scenes Showdown to further engage downtown businesses in Special Events programming, connecting participating businesses with 933 residents and visitors through a community voting process. These efforts contributed to Concord receiving a CALED Award for Creative Concord, and Music & Market being recognized by Diablo Magazine as “Best of the East Bay” for Best Outdoor Concert Series.
• Activity Guide/City News. Successfully developed and produced two editions of the City News and Activity Guide, which was distributed to all 52,000 mailing addresses in Concord. In addition, City News is also translated into Spanish and distributed to Community nonprofits and partners.
• Environmental Art Competition. Developed and implemented an Environmental Art Competition that resulted in 18 individual pieces of children’s artwork adorning 18 of the 39 newly installed Big Belly trash receptacles in the City’s downtown area.
• Beacon Award Recipient. The City of Concord received the Platinum Beacon Award from the Institute for Local Government (ILG) for its climate action leadership. The annual Beacon Awards are the highest recognitions from ILG through their well-renowned Beacon Program, and Concord is one of only 13 local government agencies statewide to achieve a 2025 Beacon Spotlight Award.
Mid-Year Update on Accomplishments
Fiscal Year 2025-26
• Implementation of the Homeless Strategic Plan. The City Council allocated $5.4 million to develop and execute the Homeless Strategic Plan. Staff facilitated the process of awarding grants to five Council-chosen nonprofit organizations, in amounts ranging from $25,000 to $1.7 million. These nonprofits offer a blend of temporary housing solutions and comprehensive support services designed to assist individuals in transitioning out of homelessness and achieving long-term stability. This year, a quarterly-updated dashboard was developed to allow the public to track the progress and outcomes of these grant-funded programs under the City’s Homeless Strategic Plan.
• Mobile Vending Ordinance. On July 24, 2025, the City’s new mobile vending ordinance took effect, with ongoing implementation during this fiscal year. Key activities include enforcement by the Police Department, publication of customer handouts and web pages (including Spanish- language materials), updating the associated administrative regulations, and handling the large volume of vendor inquiries and applications. Enforcement efforts resulted in 79 administrative citations for violations, including unlicensed vending and vending in prohibited locations. A one-year update is scheduled for summer 2026 as directed by the Council. • Consolidated Plan. Council approved and staff submitted the 2025-2030 Consolidated Plan (ConPlan) and the 2025-2026 Action Plan to the Department of Housing and Urban Development (HUD). The ConPlan outlines priority housing and community development needs, as well as the objectives and strategies for meeting those needs with Federal Community Development Block Grant funding.
• Permanent Local Housing Allocation. Funds allocated to the City from the State have been dedicated to the CORE team which has assisted 325 unhoused residents. Funds are also dedicated to the City’s Rapid Rehousing Program, which provides 6 to 12 months of rental assistance and supportive services to unsheltered residents. This program has assisted 18 households to exit from homelessness into stable housing.
• A3 Program. Since July 2025, A3 has handled 307 calls in Concord and co- responded with PD on 77 cases. PD-involved 5150 holds have decreased by 24% compared to last year and by 60% since the program’s inception in 2020, highlighting the program’s impact in reducing law enforcement interventions and improving mental health crisis response.
• Waste Management. The Maintenance Response Team (MRT) completed 890 work orders (including 564 Illegal dumping, 149 Trash Pickups). • Trash Capture Device Maintenance. Street Maintenance staff successfully completed cleaning all 421 Trash Capture device cleaning workorders before the storm season began, ensuring our storm drain system could handle the incoming storms with minimal flooding calls.
Mid-Year Update on Accomplishments
Fiscal Year 2025-26
• Revamp of Aquatics Summer Swim Program. The Aquatics Program revamped its summer swim lesson schedule to improve accessibility and ease of registration for families. These changes resulted in an increase of 406 swim lesson registrations, with total enrollments rising from 2,263 in Summer 2024 to 2,669 in Summer 2025.
• Concord Go! Senior Transportation Shuttle Program. Launched the TRANSPAC grant–funded Concord Go! Senior Transportation Shuttle Program, reducing transportation barriers by offering free rides for Concord seniors to and from the Senior Center. Through December 2025, over 428 one-way trips were provided, enabling participation in nutritional lunch services, and recreation and social connection programing.
• Toyota Pavilion 50th Anniversary. The Toyota Pavilion at Concord celebrated its 50th Anniversary through a number of special activities including a “kick-off” event that provided discount tickets to Concord residents, a “pop-up historical display” located at the Visit Concord offices in Salvio Pacheco Square, unique digital media campaigns, and a short documentary video sharing highlights from the Concord Pavilion’s lasting regional impact on the performing arts. The year- long celebration showcased outstanding partnerships with Live Nation, Visit Concord, previous Pavilion staff members, Concord Pavilion Community Outreach Committee, Concord Historical Society, and more. • Youth Scholarship Program. The 2025 Summer Youth Scholarship program awarded 149 scholarships, enabling youth to participate in a variety of summer recreational opportunities. Financial assistance supported access to multiple program areas, including swim lessons and youth day camp programs, helping ensure equitable participation in summer activities.
• Graffiti Removal. Completed the abatement/removal of 6,217 graffiti tags.
Public Safety
• Building Code Update. On December 2, 2025, the City Council adopted the 2025 California Building Standards Code. This is the most recent version of the code, keeping the City’s enforcement up to date with the latest building safety and energy standards.
• Fire Hazard Severity Zones Update. July of 2025 the County adopted the State’s updated Fire Hazard Severity Zone (FHSZ) maps. The Building Division has since incorporated these new zones into its building code enforcement procedures to ensure new Wildland-Urban Interface requirements are being met, where applicable.
• Replaced and Upgraded the City’s Public Safety Radio System. Successfully replaced and upgraded the City’s police radio system. The new radios operate on the East Bay Regional Communications System Authority (EBRCSA) network, enabling seamless communication among public safety agencies—including
Mid-Year Update on Accomplishments
Fiscal Year 2025-26
police, fire, EMS, and the Emergency Operations Center—on a unified platform.
This enhanced system meets critical radio encryption requirements, incorporates cellular redundancy, and delivers significantly improved coverage to support public safety operations.
• Deployed Cameras at the Willow Pass Community Center, Centre Concord, and the Civic Center Parking Lot. As part of the City’s facility security camera initiative, cameras were deployed at the Willow Pass Community Center, Centre Concord, and the Civic Center parking lot. The new technology provides improvements to building security and much greater situational awareness for Public Safety which has reduced vandalism at these facilities. • Real Time Intelligence Center. Significant progress has been made establishing a Real Time Intelligence Center (RTIC) within the Police Department leveraging existing resources to minimize costs while maximizing functionality.
The RTIC will serve as the hub for the PD’s Drone as First Responder program, will allow access to City’s License Plate Readers and cameras, and will further enhance real-time situational awareness, investigative support, and support informed operational decision-making. A fully operational RTIC is expected by the end of March 2026.
• Crime Reduction. Achieved significant reduction in crime over the past calendar year. From January 2025 to November 2025, preliminary crime statistics show an approximately 19% reduction in Crime Against Person, an approximately 6% reduction in Crime Against Property, and an approximately 18% reduction in Crime Against Society. These reductions are, in part, due to an ongoing Department effort to utilize data-driven policing which utilizes local and regional shared data to generate leads to apprehend known and unknown suspects, and incorporates the use of community, local business, and City automated license plate reader information and public safety cameras.
• Drone as First Responder (DFR) Program. In September 2025, PD initiated a trial Drone as First Responder (DFR) program. From September 1 - December 15, officers flew 604 missions, located 165 suspects and 70 suspect vehicles. In November 2025, City Council unanimously approved expansion of the program.
CPD also launched a Transparency Dashboard on the City website to post real- time information to the community on DFR flights.
• Public Works Maintenance Swing and Weekend Hours Added. Implemented swing and weekend maintenance patrol and response in areas that experience repetitive vandalism and theft, resulting in more effective service delivery. • Trees Planted and Maintained to Enhance Safety. In support of traffic calming, planted new trees along Willow Pass, Concord Avenue, and Clayton Road.
Planted trees within the areas identified as Disadvantaged Communities by the State supporting quality of life and supporting efforts to reduce crime. Completed over 200 removals of long-standing dead and dying trees in the Open Space to reduce possible fuels as fire mitigation.
Mid-Year Update on Accomplishments
Fiscal Year 2025-26
Roadway and Other Infrastructure Maintenance
• Measure V CIP Projects.
o Willow Pass Road: Approximately two miles resurfaced from the Dana Estates neighborhood through downtown, added pedestrian safety measures.
o Bailey Road: One and a half miles resurfaced from Myrtle Drive to the city limits, improving the heavily travelled link to East County. o Port Chicago Highway: Resurfaced from Olivera Road to its termination at Clayton Road as part of a large residential paving project in Holbrook Heights.
o Clayton Road Fiber Project: Installed over four and a half miles of new fiber optic infrastructure from Kirker Pass Road through the downtown, improving traffic operations and broadband capabilities. • Residential Roadway Maintenance Street Patch Crew Start Up. Street Patch Crew Equipment delivered on schedule and under budget with personnel on track for 3/1/26 onboarding and operational readiness on schedule for 7/1/26. • Asset Management Software. Initiated the OpenGov Asset Management implementation, with validation workshop and training completed, project on schedule for 6/1/26 Go-Live. This software supports efficiency of operations in the Public Works Department and tracking of the residential roadway maintenance work for compliance with state law.
• Streetlight Replacement & LED Conversion. Replaced 201 of the City’s 8,337 induction streetlight fixtures with energy-saving LED fixtures. Approximately 4,249 (51%) of the City’s 8,337 streetlights have now been converted to LED with the remaining to occur as part of a grant-funded project next year. • Traffic Signal Maintenance. Completed 77 preventative maintenance work orders for 150 traffic signals and 45 flashers that include pedestrian warning beacons, speed feedback signs, and rectangular rapid flashing beacons. • Signs & Markings. Completed 435 work orders completed, 554 signs replaced, 39,962 linear feet of paint applied, and 5,122 linear ft. of thermoplastic markings.
Mid-Year Update on Accomplishments
Fiscal Year 2025-26
Customer Service
• Electronic Document Recording. Worked in partnership with representatives from Contra Costa County to implement SECURE, an electronic document recording system, for the City of Concord. This system enables the City of Concord to electronically record documents with Contra Costa County, streamlining and expediting the overall recording process. Turnaround time for recording documents was previously six to eight weeks. With electronic recording, documents can now be recorded in as little as one to two business days.
• Building Permit Record Imaging. The Building Division has completed converting all large format building permit records (rolls of plans) to electronic versions. This project, which began in 2014, has made decades of building permit plans searchable and available with the click of a button. • Engineering Permits. Engineering staff processed 163 wide load, 332 utility encroachments, 11 site development, and four mapping applications, and conducted 2,521 inspections.
• Engineering Inspections. Engineering staff responded to a total of 62 public requests for services and information, including 44 requests submitted through Concord Connect and 18 through NextRequest. In addition, staff continued to enhance the public-facing process by revising closeout procedures to ensure the public is appropriately notified and kept informed on the status of service requests.
• Accessory Dwelling Units. In 2025, the City received $277,226 in grant funding as part of the state’s ADU Accelerator Program. These funds are being dispersed as rebates to homeowners building ADUs and are being used to update the City’s pre-approved ADU plans to the 2025 California Building Code. o As of January 2, 2026, $220,000 has been reserved for 28 ADU projects, of which $27,500 (four ADUs) has been paid to property owners for completed ADU projects.
o A design professional has been engaged to update the City’s Pre- Approved ADU plans to the 2025 California Building Standards Code. • Picnic Signage Updated. Recreation Services replaced paper picnic schedules with more durable on-site signage featuring QR codes at each group picnic area throughout the park system. Scanning the codes with any smartphone allows park users, Police Officers, and Public Works staff to view real-time reservation schedules, reserve sites, apply for permits, and report maintenance issues. This system eliminates weekly printing and posting, allowing City staff to focus on other critical duties.
Mid-Year Update on Accomplishments
Fiscal Year 2025-26
Organizational Health & Employee Success
• Video Production. Worked in partnership with several departments to produce promotional videos, including the first-ever Budget Public Service Announcements (PSA), which featured City Manager Valerie Barone sharing the financial status of our city and easing into the challenges ahead. • Benefits and Wellness. Accurately administering and implementing benefits for employees, retirees, and their dependents, resulting in approximately 2,000 people receiving benefits coverage via the City. Some highlights include: the successful Annual Employee Benefits/Wellness Fair that had approximately 150 attendees, and achieving a 100% accuracy rate in executing 150 individual open enrollment transactions.
• Human Resources Operations/Administration. Administered more than 450 individual personnel actions efficiently and accurately, achieved 100% accuracy in processing wage increases for all regular employees, ensured the completion of 112 annual Results-Based Performance Management appraisals, achieving a 96% on-time compliance rate and 100% of appraisals have now been completed.
Additionally, processed 2026 variable work schedule and telecommuting requests, including: 63 - 9/80 work schedules, 71 telecommuting requests, and 14 flex schedule and flex time requests.
• Recruitment/Selection. Successfully completed 34 recruitments that resulted in the selection of 33 high-quality new full-time employees, successfully completed 8 promotional recruitments, and consistently maintained an average Citywide vacancy rate of 8.7%.
• Training/Workforce Development. Successfully ran the Employee Learning and Organizational Development Program, and the Leadership Concord certificate program. Facilitated 23 on-site employee focused trainings (e.g., obtaining trainers, training rooms, breakfast and lunch for participants, preparing handouts, etc.).
• Workers’ Compensation. Managed 189 open worker compensation claims, seeking closure in the City’s best interests (e.g., whenever possible, capping future costs to limit future liability, etc.). HR closed 27 claims. • Police Recruitment and Hiring. Facilitated the recruitment and hiring of: 17 sworn Police Officers, five Police Dispatchers, four Community Service Officers, one Abandoned Vehicle Abatement Officer, one Recycling Theft Prevention Specialist,
• Information Technology Staff Hiring. Facilitated the hiring of 10 Information Technology Department positions with the City.
• Public Works-lead Safety Program. Initiated the Citywide Safety Program with five essential CalOSHA required polices completed, on track for citywide compliance by 7/1/26.
Concord City Council
Council Norms of Behavior
Shared March 21, 2026, Council Annual Workshop
Outlined by Council in workshops in 2018 and 2023. The norms encapsulate the tagline "One City." The norms emphasize unity and collective decision-making for the betterment of Concord as a whole.
The Council's norms are a statement of the Council’s commitment to:
• Decision-making that prioritizes the entire city's welfare. • Equitably allocating resources and services based on Concord's overall needs. • Adhering to good governance principles, including respect for the council- manager form of government.
• Ensuring all councilmembers engage with city issues, irrespective of district boundaries.
• Providing responsive and transparent communication with residents and colleagues. (This includes encouraging a Councilmember that is responding to a resident from a different district to notify the district Councilmember of the inquiry.)
• Collaborating as a cohesive team to address Concord's challenges effectively. • Considering the needs of all residents without favoring any particular district.
Additionally, the Council envisions an effective Council body characterized by respect, collaboration, responsibility, and openness to dialogue. The Council emphasizes mutual support, trust, and preparedness among themselves. They expect the city manager and staff to implement council policies diligently, maintain equal treatment, and foster a culture of creativity and problem-solving.
To support staff effectiveness, the Council aims to establish clear priorities, maintain respect for staff roles, and ensure adequate resources and support for their tasks.
In essence, these Council norms promote a culture of inclusivity, collaboration, and effectiveness within the Council and with staff, aiming to realize the overarching vision of "One City" for the benefit of all Concord residents.
Attachment 2
FY 2026–27 Work Program
Infrastructure (not inclusive of entire CIP) Mandated (M) / Already Started (AS)
▸ Implement the Fiscal Year 2027 and 2028 Capital Budget AS ▸ Implement the transportation technology project using fiberoptics, adaptive traffic signal systems, and safety analytic technology for improved traffic operations AS ▸ Work with regional partners and explore a Regional Alternative Compliance (RAC) Joint Powers Authority (JPA) for the County Clean Water Program AS ▸ Update the City’s Engineering Standards to reflect current industry standards and best practices AS
▸ Complete Municipal Code amendments for design-build construction projects and the related Conflict of Interest Policy AS
▸ Coordinate with CCTA to complete traffic signal modernization projects, including the Countywide Smart Signal Project, at various intersections throughout the City AS ▸ Build and equip the new Transportation Management Center (TMC) AS ▸ Complete construction of the citywide LED streetlight upgrade project. AS ▸ Consider renewal of the Project Stabilization Agreement with the Contra Costa County Building Trades Council
▸ Collaborate with external utilities, including CCWD and PG&E, to develop and implement a coordinated process for reviewing and managing unplanned utility work that they currently treat as emergency work but is better characterized as urgently needed repairs
▸ Implement and refine new Residential Patch Paving Program AS ▸ Update the City’s 2014 cost allocation plan to ensure continued compliance with grant mandates and City fee policy.
▸ Design and construct building preservation projects at the Don Salvio Pacheco Adobe using Proposition 4 funds
▸ Develop a facilities Master Plan to help guide maintenance, replacement, and repair investments AS
Attachment 3
FY 2026–27 Work Program
Long-Term Fiscal Stability & Economic Development Mandated (M) Already Started (AS)
▸ Continue work to address the City’s $25 million unfunded infrastructure investment needs AS
▸ Continue work with Brookfield as the LRA’s Partner on Navy Negotiations, Infrastructure Plan, Specific Plan, Disposition & Development Agreement, Environmental Impact Report Process
AS
▸ Cannabis permit work: revocation of Infinity Assets’ development agreement and land use entitlements; reviewing development agreement compliance for Coastal and CoCo Farms, processing requests for a license transfer and assignment and assumption agreement for Coastal; processing a development agreement amendment for CoCo Farms and land entitlements for Medusa; and finalizing building permits for Authentic and Culture Club.
AS
▸ Continued pursuit of various grant applications to aid with infrastructure improvements and maintenance AS
▸ Administer U.S. Forest Service $1M Grant to Improve the Urban Forest, Complete Long-Term Urban Forest Management Plan, Plant 500 Trees, etc. AS ▸ Develop and release a Request for Proposals (RFP) for the Oak Street Property and evaluate/execute vacation of Mt. Diablo Street between Oak and Laguna streets ▸ Assess Level of Compliance with MTC/ABAG’s Transit Oriented Communities Policy and amend the Development Code as directed by the City Council AS ▸ Initiate a comprehensive parking study for downtown Concord funded by MTC to aid in Compliance with the TOC Policy (due July 2027)
▸ Implement the Newly Adopted Economic Development Strategic Plan AS ▸ Initiate a process for developing and implementing a new Management Agreement for the Concord Pavilion to replace the existing agreement expiring in December 2028.
▸ Proactively evaluate and improve the City’s development review and permitting processes to support economic development and operational efficiencies ▸ Complete the Base Rate review and update process with MDRR for the FY 2028-32 solid waste rates M
▸ Complete the review and update of sanitary sewer rates for FY 2028 and beyond (typically three-year period) AS
▸ Update the Traffic Impact Mitigation Fee (OSIP) AS
FY 2026–27 Work Program
Public Safety Mandated (M)
Already Started (AS)
▸ Continue the development of revised processes for the Multi-Family Inspection Program to ensure continued access to units to fulfill program goals M/AS ▸ Initiate design and construction for the recently approved transportation-related, grant-funded projects:
– Regulatory and Warning Sign Upgrades
– Traffic Safety Improvements at more than 50 intersections – Olivera and Grant St Signal Upgrade (2-year project)
▸ Complete implementation of traffic safety cameras at 90 signalized intersections (25 through local funding and 65 through grant) to allow safety analytics and near miss analysis (by March 2027)
▸ Complete development of a Traffic Safety Action Plan and Collision Dashboard Upgrade Funded through the Safe Route for All (SS4A) Grant (by September 2026) AS
Customer Service Mandated (M)
Already Started (AS)
▸ Complete implementation of the new Enterprise Resource Planning (ERP) System (Workday) AS
▸ Convert CDD manual invoicing processes to automated electronic invoicing (Utility and MFIP) AS
▸ Update the City’s grant administration service provider software system. AS ▸ Evaluate permitting software for potential replacement (Accela) AS ▸ Continue scanning existing on and off-site records to ensure appropriate management of records which will improve staff efficiency and customer service AS ▸ Complete an update to the Wireless Ordinance and Design Guidelines M/AS
Employee Success & Organizational Efficiency Mandated (M) Already Started (AS)
▸ Proactively explore, define, and implement how to use AI to increase employee success and organizational efficiency AS
▸ Update the purchasing provisions in Concord Municipal Code to promote best practices and ensure they reflect the City’s current needs.
FY 2026–27 Work Program
Quality of Life Mandated (M)
Already Started (AS)
▸ Initiate Update to 2030 General Plan (three-year process) M/AS Implementation of Housing Element Required Activities
1. Complete miscellaneous Housing Element Implementation Tasks (public education & outreach, monitoring RHNA progress and sites inventory, collect ADU affordability data, require demolition affidavit, submit annual report, etc.)
2. Amend Development Code to provide Objective Design Standards (ODS) for small lot and medium density development and single-family homes. Monitor adopted ODS and provide update to Council.
3. Amend ADU Ordinance to conform to current state law
4. Amend the Development Code to:
a. Allow manufactured housing on a permanent foundation in same manner as other single-family uses in same zone
b. Clarify the difference between a minor and major hillside development permit and associated procedures
c. Simplify the definition of “family” and remove constraints to special needs housing
d. Require only objective criteria for large residential care facilities e. Expand development permit streamlining consistent with State law (SB 35)
5. Conduct an evaluation of best practices for the development and implementation of a Tenant Opportunity to Purchase Act (TOPA) and/or Community Opportunity to Purchase Act (COPA) program.
6. Adopt an ordinance to implement the provisions of SB 9 and allow ADUs and JADUs to be built in addition to SB 9 units
7. Amend the Affordable Housing Incentive Program to clarify incentives and provide additional density and incentives beyond state density bonus law
8. Present evaluation of short-term rental regulations to Council for public comment, consideration and further direction
M/AS
▸ Process the Concord Townsquare (former Coast Guard property) application for 800-900 new housing units along East Olivera Road at the former USCG property. ▸ Continue exploring public-private partnership for adaptive reuse of the Don Fernando Pacheco Adobe site AS
▸ Increase proactive inspections and enforcement of vegetation and tree maintenance and preservation standards within the City’s Right-of-Way M/AS ▸ Comprehensively review and update the City’s tree ordinances and policies AS ▸ Develop and implement a comprehensive litter abatement program using the Caltrans Community Cleanup Project (Caltrans CCEP) grant AS
City Council
Goal Setting Workshop
March 21, 2026 • Concord Senior Center • 10:00 a.m.
1
2 Mayor Laura Nakamura
Opens Meeting
Introduction and
Valerie Barone, City Manager
3 Agenda
Comments
Icebreaker: Favorite Spots of Concord
4 • Ask three to four people to share a
favorite restaurant or business and
what they like about it.
• A few folks will be asked to share a
new restaurant or business they now
want to visit.
Mission
Statement
Our mission is to join with our
community to make Concord a city
of the highest quality. We do this by
providing responsive, cost-effective,
and innovative government services.
4
Workshop
Ground
Rules
6 Listen to
understand
each other’s
point of
view
Assume
good intent
Seek
consensus
Stay
focused
Speak up if
we need
course
correction
Cell phones
down
Agenda
7 Review & Affirm Council’s Norms for Working
Together
Valerie Barone
Significant Assignments and Challenges for FY 2026-27
Department Heads
Review Work Program for FY 2026-27
Valerie Barone
Proposed Tier I Goals for FY 2026-27
Valerie Barone
Public Comment
Council Discusses/Confirms Tier 1 Goals & How to
Stay Focused
8 Norms
Departmental Briefings
Significant Assignments and Challenges for FY 2026-27
DEPARTMENT HEADS PRESENTING
9
City Manager's Office
Major Assignments
• Onboarding/ensuring the success of the new City Manager. • Facilitating remote access for City Council meetings. • Conducting the November 2026 election.
• Guiding effort to identify infrastructure funding.
Major Challenges
• Costs increasing faster than revenues.
• Demands on the organization are greater than available resources. 10
Community Development
Major Assignments
• Revise Multifamily Inspection Program processes.
• Manage the development of the CNWS Specific Plan & EIR and evaluate and improve the development review and permitting processes. • General Plan update and implementation of Housing Element policies.
Major Challenges
• Certain key positions have been hard to fill.
• Staff workloads are heavy, resources are limited, state continues to issue unfunded mandates, and the regulatory landscape keeps shifting. • Balancing daily operations with modernization efforts. 11
Economic Development & Base Reuse
Major Assignments
• Implement Year 1 of the Economic Development Strategic Plan. • Explore/implement PBID for Downtown Concord.
• Navy negotiations, Specific Plan, EIR, and other elements of the Base Reuse Project.
• Recruitment for two key positions within Department.
12
Finance Department
Major Assignments
• Complete implementation of ERP (Workday).
• Perform a Citywide Cost Allocation Plan.
Major Challenges
• Volatility of the economy and impact on General Fund. • Upward pressure from cost increases combined with downward pressure on revenues.
• Identifying funding to adequately invest in the City's unfunded infrastructure needs.
13
Human Resources
Major Assignments
• Complete implementation of the new ERP System.
• Maintaining a citywide employee position vacancy rate below 10% through effective talent acquisition and retention strategies.
Major Challenges
• Maintaining operations while modernizing systems
• Heavy workloads and limited resources
14
Information Technology
Major Assignments
• Complete implementation of the new ERP system.
• Assess the AI landscape and facilitating appropriate uses for Concord.
Major Challenges
• Vendor consolidation has led to fewer choices at often higher costs for IT services and support.
• Evolving cybersecurity threats that are using more advanced tools and methods.
15
Police
Major Assignments
• Refine the Drone as First Responder (DFR) and Real Time Intelligence Center (RTIC) Programs.
• Implement Building Access, Security Camera, and Jail Access Security Projects.
Major Challenges
• Maintaining full staffing for sworn positions and addressing hiring needs for dispatch.
• Balancing daily patrol and operational responsibilities with the community expectation of enhancing the City's trafficenforcement and other quality of life enforcement issues.
16
Public Works
Major Assignments
• Deployment of the new Residential Roadway Maintenance Program. • Construction and buildout of the Transportation Management Center. • Implementation of a new work order management system.
Major Challenges
• Significant deferred maintenance without adequate resources to appropriately address.
• Prioritizing services with constrained resources and rising costs. • Retaining staff in a competitive marketplace and managing heavy workloads.
17
Recreation
Major Assignments
• Ensure completion of many CIP projects at recreation facilities with minimal disruptive impacts to the customer experience. • Develop and implement a sustainable funding source for the City's youth scholarship program.
• Collaborate with community groups to enhance services.
Major Challenges
• Managing safe, functional, and accessible facilities and programs within budgetary and staffing constraints.
18
19 Grab Your Lunch & Return
15-minutes
Council Priority Setting
20
Priority
Setting
Respect the ongoing work of City departments as the day-to- day operations must be well managed; that takes time
Set only a few Tier I priorities so the organization can focus and succeed
Set realistic expectations and help manage community
expectations 21
Successful City Governments
Council’s Priority
Areas of Focus
22 Fiscal Stability and Economic Development
Quality of Life
Public Safety
Employee Success and Organizational Efficiency
Roadway / Infrastructure Maintenance
Customer Service
Recommendations
for Tier I
Based on
These Factors
23 Furthers adopted Council policy
and is consistent with Council
Areas of Priority Focus
Achieves mandated projects
Completes started projects
Work Program
24
Recommended
Tier I
Priorities
25 On-Board/Ensure the Success of the New
City Manager
Continue Housing Element Implementation
Implement Year 1 of the Economic
Development Strategic Plan
Continue Progress on Infrastructure Investment
Continue CNWS Project Implementation
Public Comment
26
Council Discussion-
Direction:
Tier I Priorities
Fiscal Year 2026-27
27
A Word of
Caution
28
Recommended
Tier I
Priorities
29 On-Board/Ensure the Success of the New
City Manager
Continue Housing Element Implementation
Implement Year 1 of the Economic
Development Strategic Plan
Continue Progress on Infrastructure Investment
Continue CNWS Project Implementation
Best Practice
Criteria for
Adding Initiatives
and Projects
Mid-Cycle
Otherwise wait until
next priority-setting
process
What comes off the plate if something goes on?
What are the consequences of shifting direction
mid-way? 30
Emergency (natural disaster, pandemic, civil unrest)
New outside funding – opportunity that is time-
sensitive
New multi-agency opportunity that cannot be
delayed
Community safety issue that must be addressed
in near term
Changes in laws or mandates
Closing
31