ON HOLD
Officially paused or postponed, awaiting a trigger (e.g., legal, grant).
ONGOING A recurring initiative that is active and maintained continuously.
IN PROGRESS Actively being worked on by staff, partners, or contractors.
PLANNING Research, coordination, or resource identification is underway.COMPLETED Fully implemented and operational.
PARTIALLY COMPLETE Some components are done, but full completion is pending.
Goal Object Task ID Task Description STATUS DEPT
Enliven Fort Bragg through local jobs and business success and develop a Business and Economic Plan that benchmarks and attracts diverse businesses to support our community through enduring blue and green industries and elevates our City as an independent economy that serves local, regional, national, and international sectors. 1A 1A.1 Cultivate a diverse business climate through incentive programs IN PROGRESS CM, ED1A 1A.2 Simplify regulatory processes to foster local business success IN PROGRESS CM, ED1A 1A.3 Advocate for Point-of-Sale taxes for online transactions NOT STARTED CM, ED 1A 1A.4 Provide business support services to promote entrepreneurship COMPLETED CM, ED1A 1A.5 Participate in the Noyo Ocean Collective to promote blue economy IN PROGRESS PW1A 1A.6 Demonstrate leadership in wave-powered desalination (Oneka) IN PROGRESS PW1A 1A.7 Investigate wave energy for alternative power IN PROGRESS PW1A 1A.8 Establish an aquaculture economy (urchin/abalone farming) IN PROGRESS ED1A 1A.9 Host seasonal events to support local arts and vendors IN PROGRESS CM,VFB1A 1A.10 Beautify and enhance downtown for tourism and business IN PROGRESS CM1A 1A.11 Partner with Guest House Museum and Mendocino Railway NOT STARTED CM1A 1A.12 Develop a conference and performing arts venue by the sea NOT STARTED CM Collaborate with regional partners to develop reliable local healthcare systems that address our multi-generational community’s emotional, mental, and physical wellbeing and partner with regional care providers to holistically care for our people. 1B 1B.1 Partner on a regional Health Care Master Plan IN PROGRESS CM1B 1B.2 Develop wellness center for alternative medicine NOT STARTED1B 1B.3 Attract medical personnel and develop urgent care/tiered care NOT STARTED Create multi-generational hands-on learning experiences that will improve our quality of life and inspire civic pride by providing opportunities for meaningful careers and mentorship that attract the next generation to our city on the coast. 1C 1C.1 Connect students with internships PLANNING CM1C 1C.2 Collaborate with educational institutions on training programs IN PROGRESS ED1C 1C.3 Provide movie/media workshops using City facilities NOT STARTED Admin 1C 1C.4 Promote Noyo Center as research and learning hub ON HOLD VFB1C 1C.5 Support Tribal Learning Center for Indigenous education PARTIALLY COMPLETE Mayor, Vice Mayor,CDD1C 1C.6 Include local history in school curriculum NOT STARTED CM1C 1C.7 Create digital and walking tours about Fort Bragg history IN PROGRESS CM Develop and maintain affordable and reliable high-speed fiber-optics infrastructure to support and attract diverse businesses, online education, and remote employment that will connect Fort Bragg to the world. 1D.1
Construct, manage, and maintain a municipal broadband utility for citywide underground access IN PROGRESS CM,ED,MCN 1D.2
Consider establishing a broadband Joint Power Agreement with the County ON HOLD CM,ED 1D.3 Provide free downtown Wi-Fi to support businesses and visitors ON HOLD IT Develop affordable and market-rate housing that is accessible for every arc of residents’ lifetime experiences including Fort Bragg’s permanent and temporary workforce, students, retirees, and newcomers who want to share our rich cultural and natural home. 1E.1
Support Housing Mendocino Coast in providing workforce home ownership through Community Land Trust model ON HOLD CDD,Housing 1E.2 Update zoning for mixed-use, walkability, and innovation zones ON HOLD CM,CDD,ED1E.3 Streamline and expedite permitting with CPTED, software upgrades, and plan checks PARTIALLY COMPLETE CM, CDD, Engineering 1E.4
Develop multi-residential shareable housing for students and temporary workers ON HOLD 1E.5 Evaluate City-owned or employee-subsidized housing options ON HOLD1E.6 Promote inclusive and transitional housing for underserved populations IN PROGRESS CRU,Hospitality Center1E.7 Develop housing incentives for conversions and additional units IN PROGRESS CM,CDD1E.8 Plan for climate-driven demographic changes with economic and housing impacts analysis IN PROGRESS CM,Kosmont Uphold land use and environmental policies that encourage orderly and efficient development including responsible property ownership that encourages developing, maintaining, and occupying vacant spaces that could be optimized for residents, businesses, and open space while promoting Fort Bragg’s welcoming small-town roots. Policies may include:
1F.1
Provide clear planning guidance including census-based zoning and annexation updates (Harbor, East FB, North FB) ON HOLD CM 1F.2 Establish vacant property registration and potential vacancy tax PLANNING CM,CE 1F.3 Resolve reuse of the Mill Site in partnership with Mendocino Railway IN PROGRESS CM,EPS,Ad-Hoc1F.4 Prioritize environmental restoration to protect fisheries from climate impact IN PROGRESS ED, Harbor District 1F.5 Update General Plan and long-range planning documents ON HOLD CM, CDD Goal Object Task IDTask Description STATUS DEPT
Ensure sustainable infrastructure, including undergrounding utilities and incentivizing solar and wind energy, to create greater power independence, reliability, and resilience to climate drivers. 2A.1
Launch City-owned microgrid powered by renewable energy sources to create greater power independence, reliability, and resilience to climate drivers. PLANNING CM,PW,LP 2A.2
Explore opportunities to install solar energy systems in Fort Bragg open spaces and City-owned buildings to reduce energy costs and generate revenue. IN PROGRESS PW Maintain a secure and resilient water supply that is protective of human health and the environment and ensures fair and reasonable utility rates through longterm planning with adequate funding for rehabilitation and replacement of infrastructure. 2B.1
Promote voluntary water conservation and efficient water usage through continued monitoring and encourage responsible water consumption to minimize water emergencies. ONGOING FINANCE,PW 2B.2
Develop a long-term Water Resiliency Plan that evaluates financial and climate vulnerabilities (e.g., drought) and identifies solutions to ensure a resilient water supply with robust storage, reliable water sources, and adequate infrastructure for treatment and delivery. ONGOING FINANCE,PW 2B.3
Consider investment in alternative water sources such as fog harvesting, desalination, water reclamation, and greywater recycling to supplement traditional water sources and protect them from saltwater intrusion and other vulnerabilities. IN PROGRESS PW 2B.4
Develop an Asset Management Plan based on Condition Assessments to inform and update the Capital Improvement Program regularly and consider priority investments for rehabilitation and replacement, including water mains and leak detection, storm drains, Water Treatment Plant, and Wastewater Enterprise infrastructure. ONGOING PW 2B.5
Advance technology to read water meters for more cost-effective and efficient billing. PARTIALLY COMPLETE PW, FINANCE 2B.6
Pursue and secure water rights to ensure a diverse portfolio of surface and groundwater supply. IN PROGRESS PW 2B.7
Create additional storage opportunities with ground and surface water storage (i.e., three reservoirs). IN PROGRESS PW Operate, maintain, and monitor wastewater collection and treatment facilities to produce high-quality effluent for recycling or discharge to the ocean to uphold our commitment to the environment and public health. 2C.1
Utilize recycled water within new developments using treated wastewater to sustainably irrigate green landscapes. IN PROGRESS PW 2C.2
Optimize sludge treatment to meet design goals of reduced biosolids, maintain regulatory compliance, and reduce odor. IN PROGRESS PW 2C.3
Modernize and extend sewage systems to prevent rainwater infiltration and overflow and enhance reliable collection and distribution. NOT STARTED PW Develop resilient stormwater infrastructure and funding mechanisms for implementation to meet state and federal requirements. 2D 2D.1
Evaluate and develop funding strategies to offset increasing costs associated with deferred maintenance and improvements. ONGOING CM,FINANCE 2D 2D.2
Consider establishment of fees to fund capital improvements, operations and maintenance, and clean water programs to mitigate pollutants in stormwater, and provide other environmental services. PLANNING CM,PW 2D 2D.3
Evaluate the potential to establish a balloted Prop 218 property-related fee or a special parcel tax to cover costs associated with deferred storm drain system maintenance and unfunded Clean Water Quality Act mandates. PLANNING CM,PW 2D 2D.4
Comply with National Pollution Discharge Elimination System (NPDES) permit to meet state and federal water quality requirements. IN PROGRESS PW ENGINEERING 2D 2D.5
Prioritize and educate citizens about best management practices for construction and industrial businesses about the potential harmful impacts of activities that compromise protection of water quality (e.g., sedimentation and erosion; Fats, Oils, and Grease (FOG) and chemical discharge). NOT STARTED PW ENGINEERING 2D 2D.6
Partner with state and neighboring agencies to achieve regional water quality objective solutions such as low-impact development and installation of trash capture devices to reduce marine debris. IN PROGRESS PW ENGINEERING 2D 2D.7
Ensure longevity of storm drainage system as an important tool in reducing risks of flooding and sink holes in local neighborhoods. ONGOING PW ENGINEERING Develop a comprehensive waste management approach with the County that will provide reliable access to recycling, hazmat, green waste, and solid waste services for our businesses and residents. 2E 2E.1
Reevaluate access to, or repurposing of, Caspar station site as a local sustainable option. NOT STARTED CM,PW 2E 2E.2 Consider reopening transfer station at Pudding Creek. ON HOLD CM Maintain resilient and walkable streetscapes that provide safety and attract travelers, pedestrians, cyclists, and businesses by coordinating all improvements. 2F 2F.1
Cooperatively schedule Road Maintenance with Water and Wastewater Enterprise activities to efficiently improve maintenance and inspections of ONGOING PW 2F 2F.2
Collaborate with maintenance crews who have the day-to-day on-site observation and interaction with the public to prioritize improvements as seen by boots-on-the-ground. IN PROGRESS CM,PW 2F 2F.3
Prioritize beautiful streets with coordinated cleanup efforts and weed removal to attract locals and tourism and respect the incredible environment where we work, live, and play (e.g., beautify downtown core of Franklin and Main with outdoor hanging flower baskets). IN PROGRESS CM,PW 2F 2F.4
Enforce parking rules to improve health and safety and minimize disruption to maintenance crews and the public (i.e., unsafe vehicles parked on airstrip). NOT STARTED PW,PD 2F 2F.5
Promote sustainable transportation alternatives such as carpooling, ridesharing, complete streets, downtown shuttle, and electric vehicles with incentives and infrastructure to support multi-modal transportation. NOT STARTED PW 2F 2F.6
Encourage downtown walkability and biking that increases foot traffic for local businesses and supports the Guest House Museum’s historical walking tour by creating center islands and greening our streetscapes so that everyone can enjoy our year-round clean coastal climate (e.g., close traffic on priority streets to encourage accessibility for community gathering). NOT STARTED VFB, PW 2F 2F.7
Reevaluate Maple Street as a Complete Street with beautification concept to provide a walkable thoroughfare to CV Starr Center. NOT STARTED Engineering Operate and maintain existing City facilities and infrastructure and ensure adequate staffing and funding through the Capital Improvements Program budget. 2G 2G.1
Develop a targeted plan to address deficiencies and deferred maintenance in our existing parks, recreational facilities, and City-owned infrastructure. NOT STARTED CM,PW 2G 2G.2
Inspect all city-owned assets and facilities to ensure they meet building and operating standards (i.e., roofing, painting, accessibility, etc.). PLANNING PW 2G 2G.3
Complete construction on Corporation Yard to assure safety of City’s equipment and accessibility for efficient mobilization and demobilization. ON HOLD CM,PW 2G 2G.4
Re-evaluate maintenance software options for managing efficient and streamlined daily and reactive tasks like filling potholes, graffiti removal, and utility repairs. PLANNING PW 2G 2G.5
Enhance infrastructure security and maintain reliable equipment to reduce health and safety concerns to employees and the public. ONGOING PW 2G 2G.6
Pursue funding to improve and expand public infrastructure, while reducing costs to the community. ONGOING PW Goal Object Task IDTask Description STATUS DEPT
Create an Emergency Operations, Preparedness, and Response Plan coupled with a Vulnerability Analysis to prioritize safety, communication, prevention, and response to disasters (e.g., earthquakes, tsunamis, fire). 3A 3A.1
Create an Emergency Operations, Preparedness, and Response Plan coupled with a Vulnerability Analysis to prioritize safety, communication, prevention, and response to disasters (e.g., earthquakes, tsunamis, fire). COMPLETE PD 3A 3A.2
Develop an Economic Strategy and Recovery Plan in advance of disasters for post-disaster response (e.g., lessons learned from Maui). NOT STARTED PD,CM,ED 3A 3A.3
Update budget-line item for Emergency Planning and Management to be commensurate with other similar cities. COMPLETE CM 3A 3A.4
Encourage sustainable local food production, water conservation for personal use, local building supplies, and volunteerism as a way of life. 3A 3A.5
Create annually renewed contracts to freeze pricing in advance of emergencies so that vendors will be responsive during emergencies (e.g., gasoline). IN PROGRESS Finance, PD Complete the Emergency Operations Center to serve our citizens. 3B 3B.1 Complete the Emergency Operations Center to serve our citizens. PARTIALLY COMPLETE PD3B 3B.2 Operationalize the multi-functional Community Center Phase III to support the community during emergencies with services including shelter, food, water, and medical assistance. PLANNING CM,CV Starr, Grants Team 3B 3B.3
As part of the Voluntary Fire Department, provide continuous training to staff focused on Emergency Operations procedures including ingress and egress strategies, roles and responsibilities, best management practices, and communication and coordination with other responders. PARTIALLY COMPLETE PD 3B 3B.4
Update equipment and technology to improve inter-agency communications and response. COMPLETE PD Identify and build more accessible emergency response stations (e.g., fire, ambulance, police) that are less vulnerable to changing climate conditions (i.e., firehouse seismic retrofit) and consider co-located micro stations as the city expands. 3C 3C.1
Identify and build more accessible emergency response stations (e.g., fire, ambulance, police) that are less vulnerable to changing climate conditions (i.e., firehouse seismic retrofit) and consider co-located micro stations as the city expands. NOT STARTED PD,PW 3C 3C.2 Reconstruct the Fire Station North Wing. NOT STARTED PW,Fire, Grants 3C 3C.3 Fund sprinklers downtown through low-interest loans. PLANNING CM Continue to modernize our Police Force to reflect the
diversity of our city and foster community engagement through positive interactions that build trust and transparency in our schools and neighborhoods. 3D 3D.1
Continue to modernize our Police Force to reflect the diversity of our city and foster community engagement through positive interactions that build trust and transparency in our schools and neighborhoods. IN PROGRESS PD 3D 3D.2 Support committed Care Response Units (CRU) and continual funding. ONGOING PD 3D 3D.3
Consider the mobility of Police bike patrols as part of our safer, healthier downtown and parks. PLANNING CM,PD 3D 3D.4
Promote Police Explorers to provide youth with an opportunity to partner with and learn about the law enforcement profession and engage with the community in meaningful ways through volunteerism. IN PROGRESS PD 3D 3D.5
Invest in technology to increase efficiency, expedite the ability to solve crimes, and to expand the capacity of our police force. ONGOING PD 3D 3D.6
Develop organizational wellness strategies to encourage the best in our police department. PARTIALLY COMPLETE PD,CM Goal Object Task IDTask Description STATUS DEPT
Create a specific Business Plan for the CV Starr Center to identify its highest and best value for the City including evaluating alternative business sustainability models (e.g., public- private partnership) that consider community access with independent financial viability to sustain neutral or surplus revenue. Evaluate opportunities including:
4A 4A.1
Create a specific Business Plan for the CV Starr Center to identify its highest and best value for the City including evaluating alternative business sustainability models. IN PROGRESS CM, Parks & Rec 4A 4A.2
Secure funding for the next multi-purpose phase of CV Starr Center, including a Community Resiliency Center and indoor basketball courts. PLANNING CM,PW, Grants 4A 4A.3
Expand aquatic programming with swimming lessons, water fitness classes, and recreational swim sessions. ONGOING Parks & Rec 4A 4A.4 Increase frequency and variety of fitness and enrichment classes. ONGOING Parks & Rec4A 4A.5 Create an Affordability Plan for disadvantaged communities, government employees, teachers, and students. IN PROGRESS Parks & Rec, CM 4A 4A.6 Sell the facility or create alternative management strategies. ON HOLD4A 4A.7 Expand parking and incorporate vehicle charging infrastructure. PLANNING CM,PW Leverage the 500-acre new reservoir property to its
highest and best use by developing on-site accessible recreation and community forest opportunities that support eco- exploration, education, and cultural events. 4B 4B.1
Leverage the 500-acre new reservoir property for recreation and community forest opportunities to support eco-exploration, education, and cultural events. IN PROGRESS PW, Parks & Rec, CM 4C 4C.1
Promote multi-generational programs including after-school programs, summer camps, senior fitness classes, and city-owned sports facilities. PARTIALLY COMPLETE Parks & Rec 4D 4D.1
Partner with public schools to develop a multi-use facility initiative and share City parks with vendors for markets and fairs. ONGOING Parks & Rec,vfb Prioritize accessible and well-maintained parks through development of a Parks Operations & Maintenance Plan with assigned and committed Staffing Plan to ensure implementation, including:
4E 4E.1
Develop a Parks Operations & Maintenance Plan with Staffing Plan and communicate closures clearly. ONGOING Parks & Rec, PW 4E 4E.2
Expand, improve, and repair parks, trails, and green spaces; restore native species, update Noyo Harbor access road, and complete Bainbridge Park buildout. IN PROGRESS Parks & Rec, PW Acquire additional land, develop new parks and playgrounds, and increase access to the Coastal Trail and other open spaces for underserved communities and to attract locals and tourists alike. 4F 4F.1
Acquire land, develop new parks and trails, and increase access to open spaces, including future restoration of Mill site ponds. IN PROGRESS CM Partner with Visit Fort Bragg to celebrate Fort Bragg’s long forestry and maritime history to engender civic pride and attract tourism. 4G 4G.1
Partner with Visit Fort Bragg to promote Fort Bragg's history and tourism by maximizing Guest House Museum, converting Fort building, and installing historic plaques. IN PROGRESS VFB Goal Object Task IDTask Description STATUS DEPT
Promote transparency on how the City sets financial benchmarks and prioritizes fiscal expenditures and report to the Council and public on how we are achieving or deviating from best management practices. 5A 5A.1
Promote transparency on how the City sets financial benchmarks and prioritizes fiscal expenditures and report to the Council and public on progress. ONGOING CM, Finance 5A 5A.2
Identify a California Public Records Act line item in the budget to share transparent access and associated costs to administer requests. NOT STARTED Identify strategic partnerships to share investments and costs through a variety of models, including:
5B 5B.1
Identify strategic partnerships to share investments and costs through models such as state and federal grants, public-private partnerships, and low-interest loans. PLANNING CM Continue to identify new revenue streams to cover rising costs and evaluate current financial expenditures to remain revenue-neutral or with surplus budget (i.e., without deficit spending) to ensure that City monies are optimized to the benefit of our diverse community rate and taxpayers. 5C 5C.1
Continue to identify new revenue streams and evaluate current expenditures to ensure revenue-neutral or surplus budgets. PARTIALLY COMPLETE CM 5C 5C.2
Assess return on investment of electronic license plate tracking on fleet and evaluate effectiveness and risks. PARTIALLY COMPLETE PD 5C 5C.3 Prioritize and track repayment and long-term financial liabilities (e.g., PERS). ONGOING CM, FINANCE 5C 5C.4
Develop economic analysis to attract businesses and workforce for mid- and long-term planning. IN PROGRESS CM,ED 5C 5C.5
Collaborate with Noyo Harbor District to revitalize area and pursue grants for harbor infrastructure and fishing support. IN PROGRESS ED 5C 5C.6
Consider increasing/optimizing Transient Occupancy Tax (TOT) to benefit the community. COMPLETE CM, FINANCE 5C 5C.7 Reconsider property tax split and optimize for City benefit. IN PROGRESS CM 5C 5C.8
Initiate a sales tax ballot measure to support City's strategic priorities and services. COMPLETE CM, FINANCE Implement financial forecasting and scenario analysis to anticipate future budgetary challenges and identify opportunities for cost savings and revenue generation to ensure long-term solvency. Communicate forecasts regularly to Council. 5D 5D.1
Implement financial forecasting and scenario analysis to anticipate budgetary challenges and communicate forecasts to Council. ONGOING CM, FINANCE 5D 5D.2 Identify reserve goals and escalate annually based on inflation. COMPLETE CM, FINANCE 5D 5D.3
Improve Springbrook reporting for better budget tracking, HR reporting, and Council transparency. IN PROGRESS FINANCE 5D 5D.4
Monitor return on investments through performance goals and contract deliverables. IN PROGRESS City Clerk, Finance, PW 5D 5D.5 Maintain business relationships and ensure timely vendor payments. ONGOING FINANCE Create collaborative partnerships with the County and
neighboring cities, towns, and school districts to create more strategic economic solutions and increase buying power that is symbiotic to address mutual challenges and interests. 5E 5E.1
Create partnerships with County, cities, and school districts for strategic economic solutions and increased buying power. ONGOING CM,ED 5E 5E.2
Partner with FBUSD to secure funding for athletic field rehabilitation and improvements. PLANNING CM 5E 5E.3
Form a Local Infrastructure Task Force to identify needs and develop collaborative solutions. NOT STARTED 5F 5F.1 Review existing water and sewer rates for sustainability and equity. IN PROGRESS CM.FINANCE 5G 5G.1 Continue to build Reserves (20-30%) of Operating Expenditures for each Fund. COMPLETE CM, FINANCE Goal Object Task IDTask Description STATUS DEPT
6A 6A.1
Develop and implement a Recruitment and Retention Program that supports staffing, recruitment, retention, onboarding, performance evaluation, and promotes Fort Bragg’s culture and employee wellness. IN PROGRESS HR,CM 6B 6B.1
Reinforce internal communication to support service delivery, build strong relationships, and foster a One-City mentality with interdepartmental collaboration and employee recognition. IN PROGRESS CM,Dept Heads 6C 6C.1
Invest in technology to modernize City Hall’s IT infrastructure, upgrade systems, implement cybersecurity policies, and improve digital services. IN PROGRESS CM,Dept Heads 6D 6D.1
Attract highly qualified consultants, vendors, and contractors with a standardized selection process that gives preference to local businesses. PARTIALLY COMPLETE PW 6E 6E.1
Consistently deliver quality services and projects using Project Management principles covering schedule, expertise, communication, and budget. IN PROGRESS CM,Dept Heads 6F 6F.1
Require consistent training and mentoring for all departments to support staff development and advancement through certification and skills training. IN PROGRESS CM,Dept Heads 6G 6G.1
Embody environmental stewardship through green practices including reducing paper use, investing in eco-friendly vehicles, and supporting local green businesses. IN PROGRESS CM,Dept Heads We value our residents, customers, and employees by designing solutions and services that put people first. 6H 6H.1 Design resident, customer, and employee-focused services and solutions that reflect the City’s values and prioritize people-first delivery. ONGOING CM,Dept Heads Goal Object Task IDTask Description STATUS DEPT
7A 7A.1
Promote the City and highlight accomplishments (e.g., desalination, broadband) through City Manager’s Roundup, social media, utility bills, press releases, fact sheets, and FAQs. COMPLETE CM,Admin 7A 7A.2
Engage with key interested parties, including tribes, NGOs, businesses, and residents, in community decision-making to shape policies and build civic pride. ONGOING CM,Dept Heads 7B 7B.1
Promote the City Brand and celebrate Fort Bragg’s identity through inclusive events such as Indigenous People’s Day. IN PROGRESS CM,Dept Heads 7B 7B.2 Launch a citizen of the year award to build and share community values. NOT STARTED 7B 7B.3
Inspire City staff visibility and maintain consistent communication with Council, staff, customers, and public. ONGOING CM,Dept Heads 7B 7B.4
Foster government trust through transparency, thoughtful communication, and increased community presence at events. ONGOING CM,Dept Heads 7B 7B.5
Partner with schools or colleges to run Summer in the City Internship Program for high school seniors. PLANNING CM 7B 7B.6
Collaborate with community organizations to advance workforce initiatives aligned with local industry needs. ONGOING CM,ED
7B 7B.7
Expand City volunteer opportunities such as emergency preparedness and special event programs (e.g., adopt a street or park). IN PROGRESS CM,ADMIN