Healdsburg Goal Setting Retreat - PowerPoint — Healdsburg City Council, March 25, 2026

City of Healdsburg
City Council Goal Setting FY 26/27
WEDNESDAY, MARCH 25, 2026

MRG -- CATHY CAPRIOLA
1 Welcome - Mayor Chris Herrod
Opening Remarks - City Manager Jeff Kay
2 MRG Facilitator … Cathy Capriola
Trusted Advisor
Commitment to
Public Service
Partners for Impact &
Transformation
Seasoned Local
Government Executives
Strategic Organizational
Development
CATHY CAPRIOLA, MRG Consultant
30 years – local government
Experience in 5 cities – Sacramento & Bay Area
Former City Manager of Sonoma
Organization Development & Assessments
Executive Coach; Leadership & Team Coaching
Seasoned Facilitator and Project Manager
3 4
AGENDA –MORNING
Mayor Welcome & Overview of Agenda
Public Comment
Icebreaker / Team Building: Sparketype – Your Why!
Review of Current 25/26 Goals
City Manager’s Update
Break
Proposed New Projects by City Council Members (5 minutes per CM) Lunch
Goal Discussions:
#1 – Economic Diversity & Sustainable Growth
#2 – Environmental Stewardship
#3 -- Affordable Housing
5 AGENDA – AFTERNOON
Goal Discussions:
#4 -- Infrastructure & Facilities
#5 -- Effective Governance
#6 -- Public Health & Safety
#7 -- Community Services
Closing
Break
Public Comment
Straw Vote on Proposed Projects
Priority Setting Exercise
Closing -- Summary of the Day & Takeaways
Thank you!
6 To Ensure a Productive Day
We will take two breaks and a 30-minute lunch break.

Please turn off your cell phones and refrain from checking texts/emails during the day.

Be focused and remain present.

We will hear ideas and perspectives of community members during public comments.

We allow time for candid and honest conversation – and we strive for common interests. We will assume good intentions, remain curious, and seek to understand.

We acknowledge that the City team includes Council and staff; welcome staff’s input.

I seek permission to drive the agenda and facilitate conversations for a productive day. 7 Public Comment
8 Your Sparketype
Knowing your Why!
9 10
Finding Your Why
Cornerstone for Leadership
What Sparketype is … This is about what kind of work
energizes you, not personality or skills.

Why it matters for leadership:  Decision-making style  How you engage in meetings  Where you naturally lead vs. disengage The 3 parts of Spark  Primary (your core driver)  Shadow (supports your primary)  Anti (drains you) Finding your “why” is finding your rocket fuel to keep
going when the journey gets tough.

SPARKETYPES

PRIMARY / SHADOW (SECONDARY) / ANTI
11 12
PRIMARY / SHADOW | ANTI
Your Anti Sparketype
This represents the type of work or activity that tends to drain your energy and motivation the most. While your
primary Sparketype (or "Spark") reflects what lights you up and energizes you, the Anti-Sparketype signals the
tasks or roles that can feel like a slog, even if you're capable of performing them well.

Your Shadow Sparketype
This reveal the essential nature of work you may well
enjoy and have become highly-skilled at. BUT, on a
deeper level, you almost always do it in service of doing the work of your Primary Sparketype better. Think of it as your Primary Sparketype amplifier.

Your Primary Sparketype
Thinks of this as your “life’s work DNA,” it’s the sourcecode for work that makes your feel like you are doing the thing you were put on the planet to do, fueled by
purpose, infused with meaning, fully-expressed and
absorbed in that other-worldly, transcendent state of
flow.

THE ADVISOR
I guide to grow.
©2023-2024 Spark Endeavors, Inc. All rights reserved. | Learn more at sparketype.com The Essence of The Advisor
• Your Advisor impulse is all about guiding others through a process of discovery and growth.
• You’re able to create containers of safety and trust and cultivate an environment that makes growth possible.
• You know that it’s not about giving advice or telling people what to do, but instead it’s about being a conduit or catalyst for the emergence of their own deep insights, ideas, solutions, and growth. • You have the rare gift of being able to bring your full awareness, presence, and attention to those you serve.

What Sparks The Advisor
• Time and space to learn about others and their goals. • Uncovering the question under the question.

What Stifles The Advisor
• Lack of time to understand circumstances and context of a person’s needs.
• When your requested advice isn’t considered.
©2023-2024 Spark Endeavors, Inc. All rights reserved. | Learn more at sparketype.com 13 THE ADVOCATE
I'm your champion!
©2023-2024 Spark Endeavors, Inc. All rights reserved. | Learn more at sparketype.com The Essence of The Advocate
• As an Advocate, you are Sparked when you can advocate and shine a light on a situation that needs changing.
• Your Advocate impulse is so strong, it’s likely that you found it a difficult impulse to stifle, even at an early age. • Your innate, Advocate impulse is always there in the
background, until something triggers its emergence.
• You don’t have to be an extrovert to be an Advocate, you can also advocate from a quieter, more introverted place.

What Sparks The Advocate
• A cause to champion
• A committed group ready to rally behind a cause
What Stifles The Advocate
• Being censored
• Apathy
©2023-2024 Spark Endeavors, Inc. All rights reserved. | Learn more at sparketype.com 14 THE

ESSENTIALIST
I create order from chaos.
©2023-2024 Spark Endeavors, Inc. All rights reserved. | Learn more at sparketype.com The Essence of The Essentialist
• You come alive when you can create systems and processes that help keep things in order.
• You’re mindful of the external impact and outcome of order and organization.
• You know that creating order and simplicity from chaos leads to increased efficiency.
• You can turn dysfunction into function and disharmony into harmony.

What Sparks The Essentialist
• Systems and processes.
• Lots of moving parts that need organizing and systematizing.

What Stifles The Essentialist
• Avoidance or defiance of systems and processes.
• Needless and sustained inefficiency.
15 Council Member Mitchell
Assistant City Manager
City Clerk
Public Works Director

THE MAKER
I make ideas manifest.
©2023-2024 Spark Endeavors, Inc. All rights reserved. | Learn more at sparketype.com The Essence of The Maker
• The process of creating is what makes you come alive. • Your creations can be physical or an experience or an interaction.
• It’s more about the creative process, than it is about the final output or impact.
• You want and benefit from having the creative space to explore new ideas.
• It’s likely that your Maker impulse revealed itself early on in your life and appeared without much effort.

What Sparks The Maker
• The act of creation itself.
• Time, space, and materials to tinker.

What Stifles The Maker
• The same old, same old.
• Requirement to follow specific instructions.
16 Community Development Director

THE MAVEN
I live to learn.
©2023-2024 Spark Endeavors, Inc. All rights reserved. | Learn more at sparketype.com The Essence of The Maven
• Knowledge acquisition is what lights you up and makes you feel alive. • Your learning can range from a narrow and deep focus to broad fascination.
• Your learning style is tied to your social orientation. • You’re more focused on the process and experience of learning, than on the outcomes.
• While your learning can and often does serve others, it’s the process of learning that Sparks you.
• You can often lean on your Shadow Sparketype® to help unlock the economic value of your learning.

What Sparks The Maven
• Access to credible information.
• Time and space to seek out and engage with information and information sources.

What Stifles The Maven
• Limited access to information.
• Constraints on time to investigate, research, review, absorb, or process information.
17 Vice Mayor Edwards
Finance Director
Housing Director
THE

NURTURER
I've got you.
©2023-2024 Spark Endeavors, Inc. All rights reserved. | Learn more at sparketype.com The Essence of The Nurturer
• You’re fueled by a sense of connection and relationship to others. • If you see someone who needs or asks for help, you can’t help but give it.
• Your impulse for giving care can show up as broad in scope or highly selective in focus.
• You’re Sparked by being of service and leveraging your deeply empathetic impulse.
• Being compensated doesn’t motivate you to give care, instead you’re intrinsically motivated by your innate impulse.

What Sparks The Nurturer
• Connection and relationships.
• Being of service.

What Stifles The Nurturer
• Cold, distant, and reserved people.
• Not being able to reach people.
18 Mayor Herrod
Police Chief
THE

PERFORMER
I turn moments into magic.
©2023-2024 Spark Endeavors, Inc. All rights reserved. | Learn more at sparketype.com The Essence of The Performer
• You’re Sparked when you can animate a moment in a way that makes it come alive.
• The expression of your Performer impulse is not just limited to the Performing Arts.
• You prefer to collaborate and co-create whether it’s with one person or with multitudes.
• In childhood, your impulse may have been channeled into performing arts but later it may have become hidden or denied due to cultural stigmas and pressure.

What Sparks The Performer
• An engaged audience.
• Stories and detail.

What Stifles The Performer
• A disengaged audience.
• Rote tasks.
©2023-2024 Spark Endeavors, Inc. All rights reserved. | Learn more at sparketype.com 19 THE SAGE
I awaken insight.
©2023-2024 Spark Endeavors, Inc. All rights reserved. | Learn more at sparketype.com The Essence of The Sage
• Your Sage impulse compels you to illuminate, teach, and elevate in a way that awakens insights in others.
• You’re intrinsically motivated to learn so you can share knowledge vs. being motivated to learn for learning’s sake.
• You convey knowledge, insight, and wisdom in a way that helps to turn on the lightbulb for others.
• You’re fueled by both a desire to awaken insight and foster understanding in others as well as the process of creating the learning experience itself.

What Sparks The Sage
• Students who have open minds.
• Curiosity.

What Stifles The Sage
• People with closed minds.
• Apathy and disinterest.
20 Council Member Hagele
City Manager
THE

SCIENTIST
I figure things out.
©2023-2024 Spark Endeavors, Inc. All rights reserved. | Learn more at sparketype.com The Essence of The Scientist
• You’re always looking for new problems to solve and seeing things that need figuring out can make you feel alive.
• You may find yourself trying to solve all the world’s weightiest problems at once which can diffuse your effort.
• Once a problem is solved, you’re ready to move on to the next one.
• You benefit from finding ways to be more comfortable in the space of uncertainty, the unknown, and ambiguity.

What Sparks The Scientist
• Time and space to experiment.
• Questions to be answered, and puzzles and problems to be figured out and solved.

What Stifles The Scientist
• Restricted access or limited data.
• Aversion to experimentation, or others who say “this is the way we’ve always done it”.
21 Council Member Kelley
Fire Chief

THE WARRIOR
I gather and lead people.

The Essence of The Warrior
• You yearn to gather people and lead them to a highly desired endpoint or outcome.
• Your Warrior impulse was likely expressed in childhood as you rallied friends to go on adventures with you.
• You’re often personally vested as a member of the group(s) you lead.
• It’s the impulse to take a position of gathering and leading that defines your Warrior Sparketype® and not the act of leadership itself.

What Sparks The Warrior
• A challenge.
• Taking the lead.

What Stifles The Warrior
• Passivity and avoidance.
• Others digging in their heels.
22 Community Services Director

ADVISOR ADVOCATE ESSENTIALIST MAKER MAVEN

CM MITCHELL VM EDWARDS

NURTURER PERFORMER SAGE SCIENTIST WARRIOR

MAYOR HERROD CM HAGELE CM KELLEY

CITY COUNCIL -- PRIMARY
23 ADVISOR ADVOCATE ESSENTIALIST MAKER MAVEN

ASSISTANT CM

CITY CLERK

PW DIRECTOR
COM DEV DIR. FINANCE DIR.

HOUSING DIR.

NURTURER PERFORMER SAGE SCIENTIST WARRIOR

POLICE CHIEF CITY MANAGER FIRE CHIEF COM SERVICES
DIR.

STAFF -- PRIMARY
24 Jeff Kay
City Manager
April Mitts
ACM
Raina Allan
City Clerk
Jason Boaz
Fire Chief
Scott Duiven
Com Dev. Dir.

Sage Essentialist Essentialist Scientist Maker
Maven Advisor Nurturer Maven Maven
Performer Maker Performer Performer Performer
Katie Edgar
Finance Director
Matt Jenkins
Police Chief
Stephen Sotomayor
Housing Director
Mark Themig
Com Services Dir.

Larry Zimmer
Public Works Dir.

Maven Nurturer Maven Warrior Essentialist
Essentialist Maven Scientist Advocate Maker
Nurturer Performer Performer Performer Performer
Chris Herrod Ron Edwards David Hagele Ariel Kelley Evelyn Mitchell Nurturer Maven Sage Scientist Essentialist
Advocate Maker Advisor Advocate Nurturer
Performer Performer Maker Performer Performer
Healdsburg – Sparketype Profiles
City Council
Sparketype Profiles
27 SPARKETYPE CONVERSATION
Does this ring true for you?
What does this look like for me as a Council Member?
What strengths do I bring to the Council based on my
Sparketype?
Colleagues – How do you see these Sparketypes in
your colleague?
Mayor Herrod: Nurturer / Advocate | Performer
Nurturer (Primary) – Community Steward
Driven to support, serve, and enhance the well-being of the community Brings a people-centered approach to leadership, prioritizing connection and trust
Leads through empathy, accessibility, and a commitment to residents Advocate (Shadow) – Voice for the Community
Champions community needs, priorities, and shared values Strengthens leadership through representation and clear communication Enhances impact by aligning decisions with what matters most to constituents
Performer (Anti) – Drained by Constant Visibility
May feel drained by ongoing public-facing expectations or political showmanship
Prefers meaningful engagement over presentation or optics Finds highly performative environments less energizing
Leadership Translation
•Leads with empathy, service, and
strong community connection
•Most effective when representing
and advocating for residents
•Brings strength in aligning people,
priorities, and purpose
•Builds trust through accessibility,
authenticity, and follow-through
•May need to be intentional about
managing visibility demands
•Gains credibility through
relationships and community
alignment
Mayor Herrod: Nurturer / Advocate | Performer
As a Nurturer, Mayor Herrod likely leads with a strong focus on people— prioritizing relationships, accessibility, and the lived experience of constituents.

This can show up as being highly present in the community, listening deeply, and ensuring decisions reflect real needs.

The Advocate strengthens this by helping translate care into clear positions and public alignment around shared values.

Together, this combination creates leadership that is both empathetic and vocal— building trust not just through connection, but through visible representation and action on behalf of the community.

Vice Mayor Edwards: Maven / Maker | Performer
Maven (Primary) – Knowledge-Driven Advisor
Driven to gather, synthesize, and share knowledge that informs strong civic decisions
Brings deep expertise, informed perspective, and the ability to translate complexity into clarity
Leads through insight, guidance, and being a trusted source of information for colleagues and constituents
Maker (Shadow) – Execution-Focused Builder
Values progress, tangible outcomes, and turning ideas into reality Supports implementation, follow-through, and operationalizing policy decisions Enhances leadership by ensuring ideas move from discussion to action Performer (Anti) – Spotlight-Oriented Energizer
May feel drained by constant public-facing demands, high-visibility events, or performative engagement
Prefers substance over show, preparation over spontaneity May find environments that prioritize charisma over depth or visibility over impact challenging
Leadership Translation
•Leads with expertise, preparation, and
thoughtful guidance
•Most effective when able to research,
synthesize, and inform decision-making
before action
•Brings strength in policy insight,
strategic advising, and informed
governance
•Builds trust through credibility,
knowledge, and consistency
•May need to be intentional about
visibility, concise messaging, and public
storytelling
•Gains credibility through being wellinformed, reliable, and solutionsoriented Vice Mayor Edwards: Maven / Maker | Performer
As a Maven, Vice Mayor Edwards likely shows up as a leader who is wellinformed, prepared, and grounded in understanding the details behind decisions.

This can look like asking strong questions, bringing forward data or context, and helping elevate the overall quality of council discussions.

The Maker supports this by ensuring that insight does not stay theoretical—it moves into implementation.

This pairing creates impact by bridging knowledge and action, turning informed perspectives into tangible outcomes that move policy forward.

CM Hagele: Sage / Advisor | Maker
Leadership Translation
•Leads with perspective, wisdom, and
thoughtful guidance
•Most effective when able to reflect,
connect ideas, and shape direction
before implementation
•Brings strength in long-term vision,
community context, and principled
decision-making
•Builds trust through insight,
steadiness, and balanced judgment
•May need to be intentional about
moving from reflection to action and
communicating decisions concisely
•Gains credibility through clarity of
perspective, fairness, and consistency
Sage (Primary) – Big-Picture Guide
Driven to understand the deeper meaning of issues and connect decisions to longterm impact Brings perspective, wisdom, and the ability to see patterns across complex community challenges
Leads through thoughtful reflection, context-setting, and helping others see the bigger picture
Advisor (Shadow) – Trusted Counselor
Values thoughtful guidance, sound judgment, and supporting others in decisionmaking Supports collaboration, relationship-building, and steady leadership presence Enhances leadership by offering practical counsel that complements big-picture thinking
Maker (Anti) – Execution-Focused Builder
May feel drained by constant pressure for rapid execution, task management, and detailed follow-through
Prefers reflection, dialogue, and strategic framing before action May find environments focused on speed, output, and immediate results challenging
CM Hagele: Sage / Advisor | Maker
As a Sage, Council Member Hagele likely brings a thoughtful presence to leadership—focusing on long-term implications, community context, and the bigger picture behind decisions. This may show up as reframing conversations, slowing down reactive decisions, and helping others see broader consequences.

The Advisor strengthens this by making that perspective practical and accessible to others, offering guidance that supports alignment and collaboration.

Together, they create impact by pairing wisdom with usable counsel—ensuring decisions are both thoughtful and actionable.

CM Kelley: Scientist / Advocate | Performer
Leadership Translation
•Leads with insight, preparation, and
principled decision-making
•Most effective when given time to analyze,
synthesize, and align stakeholders around
clear solutions
•Brings strength in policy development,
strategic planning, and complex issue
navigation
•Builds trust through credibility,
consistency, and well-reasoned positions
•May need to be intentional about visible
communication, storytelling, and
simplifying messages for broader audiences
•Gains credibility through depth of
knowledge, fairness, and commitment to
community-centered outcomes
Scientist (Primary) – Insight-Driven Strategist
Driven to understand complex issues and uncover data-informed solutions for community impact
Brings analytical rigor, evidence-based decision-making, and clarity on policy tradeoffs
Leads through thoughtful inquiry, structured problem-solving, and translating complexity into actionable insight
Advocate (Shadow) – Purpose-Driven Champion
Values equity, representation, and ensuring community voices are heard Supports coalition-building, stakeholder alignment, and community trust Enhances leadership by grounding analysis in human impact and moral clarity Performer (Anti) – Spotlight-Oriented Energizer
May feel drained by constant public-facing demands, high-visibility events, or performative engagement
Prefers substance over show, preparation over spontaneity May find environments that prioritize charisma over content or speed over depth challenging
CM Kelley: Scientist / Advocate | Performer
As a Scientist, Council Member Kelley likely approaches leadership through analysis and structure—digging into complex issues, understanding tradeoffs, and building well-reasoned positions. This can show up in policy discussions, strategic planning, and bringing clarity to complicated topics.

The Advocate strengthens this by ensuring that analysis connects to people— helping communicate decisions in a way that resonates with constituents and reflects shared values.

This combination creates impact by balancing rigor with purpose, making decisions both smart and meaningful to the community.

CM Mitchell: Essentialist / Nurturer | Performer
Essentialist (Primary) – Focused Prioritizer
Driven to identify what matters most and eliminate distractions in service of the community
Brings clarity and discipline to policy decisions and council priorities Leads through focus, structure, and a commitment to meaningful outcomes
Nurturer (Shadow) – Community Builder
Values relationships, trust, and the well-being of constituents Invests in listening, supporting, and strengthening community connections
Enhances leadership through empathy and care in decision-making Performer (Anti) – Drained by Constant Visibility
May feel depleted by ongoing public-facing expectations or political showmanship
Prefers substance, preparation, and thoughtful dialogue over optics Finds highly performative environments less energizing
Leadership Translation
•Leads with focus, discipline, and
clarity of priorities
•Most effective when simplifying
complex issues into meaningful policy
decisions
•Brings strength in balancing efficiency
with genuine care for constituents
•Builds trust through thoughtful
listening and consistent follow-through
•May need to be intentional about
visibility and proactive communication
•Gains credibility through clarity,
preparation, and steady leadership
CM Mitchell: Essentialist / Nurturer | Performer
As an Essentialist, Council Member Mitchell likely leads with focus and discipline—cutting through complexity to prioritize what matters most for the community. This may show up as clear agenda-setting, efficiency in decisionmaking, and a strong orientation toward meaningful outcomes.

The Nurturer softens and strengthens this by ensuring that focus does not come at the expense of people—bringing empathy, listening, and relationship awareness into decisions.

Together, this creates impact by balancing clarity with care, ensuring priorities are both strategic and grounded in community well-being.

City Executive Staff
Sparketype Profiles
Jeff: Sage / Maven | Performer
As a Sage, Jeff likely operates as the organizational sense-maker—bringing clarity to complex, cross-departmental issues and helping the city stay grounded in long-term direction. This shows up in aligning teams, reframing challenges, and ensuring decisions are thoughtful rather than reactive.

The Maven strengthens this by adding depth and cross-functional knowledge, allowing him to not only see the big picture but back it with substance.

Together, this creates leadership that is both wise and well-informed— critical for setting direction across the entire organization.

April: Essentialist / Advisor | Maker
As an Essentialist, April likely serves as a key operational translator— turning broad strategy into clear priorities and ensuring the organization stays focused on what matters most. This can show up in streamlining initiatives, reducing noise, and helping teams execute with discipline.

The Advisor strengthens this by providing thoughtful counsel to leaders, ensuring prioritization decisions are understood and supported.

Together, this pairing creates impact by aligning clarity with buy-in—so priorities are not just set, but embraced and executed effectively.

Raina: Essentialist / Nurturer | Performer
As an Essentialist, Raina likely ensures the city runs with precision and integrity—bringing structure, clarity, and consistency to governance processes. This shows up in accuracy, organization, and maintaining high standards for compliance and transparency.

The Nurturer strengthens this by adding a relational layer—ensuring that processes feel accessible, supportive, and responsive to both council and community.

Together, this creates impact by balancing rigor with care—making systems both effective and human-centered.

Jason: Scientist / Maven | Performer
As a Scientist, Jason likely leads through operational excellence—focusing on improving systems, safety outcomes, and performance through data and analysis. This shows up in evaluating processes, driving continuous improvement, and making informed decisions under pressure.

The Maven strengthens this by deepening expertise and ensuring the team stays informed and prepared.

Together, this pairing creates impact by combining precision with knowledge—leading to smarter systems and stronger readiness across the department.

Scott: Maker / Maven | Performer
As a Maker, Scott likely drives visible progress—moving projects forward and ensuring development initiatives result in tangible outcomes. This shows up in momentum, execution, and a strong focus on getting things built.

The Maven strengthens this by ensuring decisions are informed by planning, zoning knowledge, and broader context.

Together, this creates impact by pairing action with insight—so development is not only fast, but thoughtful and sustainable.

Katie: Maven / Essentialist | Nurturer
As a Maven, Katie likely anchors the organization in fiscal clarity—ensuring decisions are grounded in accurate data, financial discipline, and long-term sustainability. This shows up in careful analysis, transparency, and guiding resource allocation.

The Essentialist strengthens this by helping focus attention on the most critical financial priorities, reducing noise and complexity.

Together, this creates impact by making financial strategy both deep and focused—enabling smarter, more disciplined decision-making across the city.

Matt: Nurturer / Maven | Performer
As a Nurturer, Matt likely leads with a strong emphasis on people— prioritizing trust, relationships, and the well-being of both the community and his team. This shows up in presence, approachability, and a serviceoriented leadership style.

The Maven strengthens this by ensuring decisions are informed by best practices, training, and evolving knowledge in policing.

Together, this creates impact by balancing care with competence—building trust while also strengthening effectiveness and professionalism.

Stephen: Maven / Scientist | Performer
As a Maven, Stephen likely leads through understanding—focusing on programs, services, and how to improve outcomes for the community. This shows up in thoughtful planning, evaluation, and a commitment to getting services right.

The Scientist strengthens this by adding structure and analysis—ensuring programs are not just well-intended, but effective.

Together, this creates impact by pairing knowledge with evaluation—leading to continuous improvement in service delivery.

Mark: Warrior / Advocate | Performer
As a Warrior, Mark likely drives initiatives forward with intensity and focus—bringing energy, accountability, and a strong results orientation. This shows up in pushing projects ahead and ensuring things get done.

The Advocate strengthens this by aligning that drive with purpose— ensuring actions reflect community needs and priorities.

Together, this creates impact by combining momentum with meaning— delivering results that are both effective and aligned with community values.

Larry: Essentialist / Maker | Performer
As an Essentialist, Larry likely ensures critical infrastructure and operations stay focused and effective—prioritizing what matters most and driving reliable delivery. This shows up in disciplined decision-making, efficiency, and ensuring essential services are executed well.

The Maker strengthens this by turning priorities into tangible results— projects get completed and systems function as intended.

Together, this creates impact by aligning focus with execution—ensuring the city delivers on its most critical responsibilities.

SPARKETYPES

PRIMARY / SHADOW (SECONDARY) / ANTI
59 Healdsburg Strategic Plan & Council Goals
60 Credit: freshidea - Fotolia
Copyright: freshidea - Fotolia
Why set goals?
Determine &
Drive Direction
Align &
Commit Resources
Monitor &
Communicate Progress
Celebrate
Accomplishments
61 HEALDSBURG’S STRATEGIC DIRECTION

STRATEGIC PLAN CITY COUNCIL GOALS
2025-2026
Economic Diversity & Sustainable Growth
Environmental Stewardship
Affordable Housing
Infrastructure & Facilities
Effective Governance
Public Health & Safety
Community Services
7 STRATEGIC GOALS
45 individual projects
62 CITY COUNCIL GOALS
2026-2027
TBD individual projects
Nomenclature
7 Strategic Goals
Annual Work Plan with Projects
Top 3-5 Council Priorities
63 DRAFT FY 26/27 GOALS LIST -- How was the list created? UPDATED 25/26

COUNCIL GOALS
Separated Completed or
Near-Completed Items

ADDED PROJECTS

WITH PRIOR

COUNCIL

DIRECTION
64 45 Total Projects
27 Completed
18 to Carryover
Explore a MicroTransit Mobility
Program
 Develop a financial
strategy for the
Community Services
Fund including
spending priorities
ADDED 1 STAFF

PROJECT
(mandated, visible,
community impact)

ECONOMIC DIVERSITY &

SUSTAINABLE GROWTH

ENVIRONMENTAL

STEWARDSHIP AFFORDABLE HOUSING INFRASTRUCTURE & FACILITIES EFFECTIVE GOVERNANCE PUBLIC HEALTH & SAFETY

COMMUNITY

SERVICES
 Station Area Specific
Plan (Onboard
consultant and
committees; launch the
engagement and
planning process)
 Objective Design
Standards
COMPLETE-DONE BY 6/30
 Housing Element Land
Use Code Updates
(Density Bonus
Ordinance, SB 9
Ordinance, SB 684 & SB
1123 Ordinance)
 2025 CA Building Code
Update/Adoption
 Update Parklet Program
for 2026 and Beyond
 Host Meeting on
Economic Trends
Legend:
* Project in the Climate
Mobilization Strategy
RED = Council Direction
Requested
 Update of Tree
Ordinances – Protection
& List*
 Explore a Micro-Transit
Mobility Program
COMPLETE-DONE BY 6/30
 Renewable Energy
Procurement Plan*
 Water Bottle Filling
Station
 Prioritize options to
eliminate/reduce
barriers to encourage
housing development
 Support construction
and leasing of Saggio
Hills Affordable Housing
& 155 Dry Creek
Affordable Housing
COMPLETE-DONE BY 6/30
 Inclusionary Housing
Ordinance Update –
Update in-lieu fee for
smaller projects
 Complete Renovations
of Victory Studios &
Apartments
 Facilitate the
Exploration of a
Community Housing
Land Trust

PARKS / LANDSCAPING

STREETS / BIKES /

PEDESTRIAN
 Healdsburg Avenue
Complete Street Project
– Begin Construction*
 Grove Street
Neighborhood Plan –
Complete Construction*
 Complete March Avenue
Pavement Rehabilitation
& Enhanced Crossing @
Lupine* - Complete
Construction
WATER
 Dry Creek Well Field -
Construction Drawings
 Sonoma Water Purchase
Agreement for
Additional Water

INFRASTRUCTURE
 Evaluate and Implement
Flood Monitoring
COMPLETE-DONE BY 6/30
 Explore Revenue for
Infrastructure & Road
Repair
 Ward Street
Neighborhood Plan –
Infrastructure Planning
 Active Transportation
Plan Implementation
 Constituent Request
System
COMPLETE-DONE BY 6/30
 Enhance City
Communication &
Outreach to Build Public
Trust
 Update the Council’s
Governance Protocols
 Council Chamber A/V
Infrastructure
Improvements
/Upgrades
COMPLETE-DONE BY 6/30
 Fire Department
Standards of Cover
Study
 Fit and Finish Fire
Substation
 Roll-out of Wildfire
Mitigation Program –
Parcel-to-Parcel
Inspections
 Development of a
Community Chipper
Program & Funding
Exploration
 City Open Space
Wildfire Management
Plan
 Police Recruitment &
Retention Initiative
 Strengthen Emergency
Preparedness and
Disaster Response
 Police and Fire
Facilities Assessments
and Plans

POLICIES/PROGRAMS
 Revise City-HUSD Joint Use
Agreement
 Support Latino community
and immigration issues

COMMUNITY FACILITIES
 Abel De Luna Community
Center Multicultural CenterFunding & Implementation
Strategy

PARK / OPEN SPACE
 Laura Fish Somersal Park
Development – Complete
Design & Begin Phase 1
Construction
 Badger Park
Redevelopment – Complete
Design & Begin Phase 1
Construction
 Magical Bridge Playground
– Ongoing Support for
Planning and Design
COMPLETE-DONE BY 6/30
 Implement Arts & Culture
Master Plan
 Launch the Foley Family
Community Pavilion
Operational Plan
 Compassionate
Communities End-of-Life
Program
WORKING DRAFT: GOALS DASHBOARD -- City Council Goals & Active Projects | City of Healdsburg Continue Forward to FY 26/27 with New Milestones
 Station Area Specific Plan (Onboard consultant and committees; launch the engagement and planning process)  Update of Tree Ordinances – Protection & List*
 Support construction and leasing of Saggio Hills Affordable Housing & 155 Dry Creek Affordable Housing  Healdsburg Avenue Complete Street Project – Begin Construction*  Grove Street Neighborhood Plan – Complete Construction*  Complete March Avenue Pavement Rehabilitation & Enhanced Crossing @ Lupine* - Complete Construction  Dry Creek Well Field - Construction Drawings
 Sonoma Water Purchase Agreement for Additional Water
 Constituent Request System
 Abel De Luna Community Center Multicultural Center – Funding and Implementation Strategy  Laura Fish Somersal Park Development – Complete Design & Begin Phase 1 Construction  Badger Park Redevelopment – Complete Design & Begin Phase 1 Construction  Magical Bridge Playground – Ongoing Support for Planning and Design New Project – Previously
Added by Council
Staff Recommendation
Removal
Staff Recommendation
Need Council Direction
 Explore a Micro-Transit
Mobility Program
 Objective Design Standards
(integrate into Station Area
Specific Plan effort)
 Revise City-HUSD Joint Use
Agreement
 Prioritize options to
eliminate/reduce barriers to
encourage housing
development
 Evaluate and Implement Flood
Monitoring
 Support Latino community and
immigration issues
Discussion Items from Current Goals
Preview by City Manager: To be discussed within the context of each Goal.

City Manager’s Update
Existing Projects & City Finances
View from the Bridge
68 State of the City
City Manager Jeff Kay
Where are we now?
• We are mid-stream on some BIG capital projects:
• Healdsburg Ave. – starting next year
• Grove St. - starting this year
• March Ave. - starting NOW!
• Foley Family Community Pavilion – DONE!
• Laura Fish Somersal Park Phase 1 – out to bid this summer • Affordable Housing at
• 155 Dry Creek – under construction
• Saggio Hills – under construction, Phase II breaking ground soon • North Village – under construction
69 State of the City
City Manager Jeff Kay
What’s coming up? Additional focus areas for 2026-27
• Election year
• Station Area Plan
• Budget
• Rate Studies
• SMART Construction
70 Iceberg Diagram
~The relationship between above
and below the surface~
Successfully achieved goals
and projects above the water
line will eventually move to
below the line and become
part of the routine work of the
city.

Balancing Staff Capacity and
Council Priorities
Council Goals & Priorities
The
Routine
Work
of the
City
Water line
Completed
Projects
move to below
the water line
as they
become
routine work of
the City
 Providing Services to the
Community
 Planning for the Future
 Managing Human & Financial
Resources
 Responding to
Unplanned Events
 Interacting with other
Government
Agencies
 Maintaining Infrastructure
 Meeting Statutory
Requirements
71 State of the City
City Manager Jeff Kay
What’s been added below the water line in recent years? • Homelessness and Mental Health
• Climate Action
• Water Conservation and Supply Management
• Energy Incentives
• SB1383 Solid Waste Requirements
• Arts and Culture (incl. commission)
• Emergency Preparedness and Fire Safety
72 General Fund
Revenue Trends
Property Tax
27%
Sales & Use Tax
Permits & 31%
Fees
8%
Intergovernmental
2%
Charges for Services
6%
Interest Earned
3%
Misc. Fees &
Charges
2%
Transfers
7%
Franchise Payments
4%
Transient
Occupancy
Tax
8%
Other Taxes
2%
General Fund Revenue Sources
General Fund
Revenue Trends
$-
$1
$2
$3
$4
$5
$6
$7
$8
$9
16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26* 26/27* 27/28* Millions
The Big Three – City Revenue Sources
Transient Occupancy Tax (TOT) Sales Tax Property Tax (VLF) Major Expense
Trends:

Insurance Costs
Internal Service
Fees
15%
Operations
11%
Transfers
5%
Wages & Benefits
69%
General Fund Expenses by Function
Major Expense
Trends:

Insurance Costs
Wages & Benefits
25%
Operations
30%
Capital
40%
Debt
5%
Citywide Expenses by Function
Citywide Staffing
110
115
120
125
130
135
140
145
150
155
160
16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27* 27/28* Fiscal Year
People Power: Full-Time Workforce Over Time
78 $-
$5
$10
$15
$20
$25
16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26* 26/27* 27/28* Millions
People Power: Investing in Our Workforce
Wages Benefits
Budget Considerations
Community Outreach
Discretionary Departmental Expenses
Continued Economic Uncertainty
Labor Negotiations
Capital Project Funding Shortfalls
Insurance Cost Increases
Inflationary Operating Cost Increases
Break
80 Introduction of Proposed
New Council Member Projects
81 Chris Herrod
Mayor
Ron Edwards
Vice Mayor
David Hagele
Council Member
Ariel Kelley
Council Member
Evelyn Mitchell
Council Member
Update City Asset Naming & Re-Naming
Policy [Effective Governance]
Improve ADA Parking Access in the
Plaza Area [Infrastructure & Facilities]
Develop a Community Childcare
Directory [Community Services]
Support Application for California
Cultural District Designation
[Community Services]
Send Immigrant Support Letter
[Community Services]
Explore Agricultural Water Rate for
Harvestable Products [Infrastructure &
Facilities]
Conduct Community Survey to Inform
Active Transportation Plan
Implementation [Infrastructure &
Facilities]
Update City Council Emergency
Operations Guide & Training [Public
Health & Safety]
Enhance Awareness of Police
Technology Tools [Public Health &
Safety – Police]
Evaluate Enforcement Tools for Illegal
Vacation Rentals [Economic Diversity &
Sustainable Growth]
Review Expansion of Permitted Uses in
Downtown Zoning Districts [Economic
Diversity & Sustainable Growth]
Expand Affordability for Electricity
Customers through Super Off-Peak
Incentive & Load Management
Programs [Environmental Stewardship]

1. Pilot Off-Peak Energy Rate
Program

2. Expand & Simplify Time-of-Use
(TOU) Participation
Prepare Parks Capital Bond Strategy
[Community Services]
Develop Community Sand Volleyball
Courts [Community Services]
Activate North Downtown Commercial
Area [Economic Diversity & Sustainable
Growth]
Advance Climate Mobilization Strategy.
[Environmental Stewardship]
Artistic Enhancement of Downtown
Bike Parking Areas [Infrastructure &
Facilities]
Advance DEI Plan. [Effective
Governance]
West Plaza Park Beautification &
Activation Strategy [Community
Services]
Advance Arts and Culture Master Plan.
[Community Services]
Silent Second Home Ownership
Funding (Affordable Housing)
Street Maintenance Financial
Investment Plan [Infrastructure &
Facilities]
Parklet Policy Review [Infrastructure &
Facilities]
Community Conversations in Every
District [Effective Governance]
Evaluate Interpretation Services at
Council Meetings [Effective
Governance]
Evaluate Community Services Financial
Investment / Priorities [Community
Services]
Laura Fish Somersal Park Bond Measure
[Community Services]
Park Rehabilitation & Maintenance
Priority Planning [Community Services]
Expanded Recreational Amenities (Sand
Volleyball & More) [Community
Services]
Drone Show as Fireworks Alternative
[Community Services]
Projects Submitted by Council Members
CARRYOVER + STAFF NEW

POTENTIAL NEW
PROJECTS;

PROPOSED BY
COUNCIL MEMBERS Confirm Scope for Projects
Confirm Interest in Continuing
Projects; Anything come off?
Review Carryover Projects +
1 New Staff Submittal

NEW COUNCIL
GOALS?

COUNCIL

ACTIONS

COUNCIL VOTES ON

PROPOSED NEW

PROJECTS

COUNCIL VOTES ON

STRATEGIC INITIATIVES
& 26/27 WORK PLAN

COUNCIL TOP

PRIORITIES - DOTS

OVERVIEW OF GOAL SETTING PROCESS
83 Presentation of Council Proposed Projects
Process
84 Purpose: Allow time for each Council Member to present their project ideas.

Process:

Each Council Member will have 5 minutes to briefly present their project ideas that were already submitted. Council Members may also put forward new ideas.

Remember, the brief description of your project idea was in the agenda packet.

Other Council Members may ask brief clarification questions.

We are not debating or discussing the projects during this time. Those discussions will occur this afternoon.
85 MAYOR CHRIS HERROD – Page 1
Update City Asset Naming & Re-Naming Policy [Effective Governance] Update the City’s naming policy to ensure the City Council retains authority over naming new public assets in the Station Area and South Entry planning efforts, rather than deferring to developers. Incorporate clear criteria for occasional re-naming opportunities and align the policy with community representation and DEI goals.

Improve ADA Parking Access in the Plaza Area [Infrastructure & Facilities] Conduct a focused inventory of existing and potential ADA-accessible parking spaces near the Plaza to identify opportunities to improve access for elderly and disabled residents. Explore modest additions or adjustments without launching a broader parking study.
86 MAYOR CHRIS HERROD – Page 2
Develop a Community Childcare Directory [Community Services] Create a publicly accessible directory of licensed childcare providers in Healdsburg, including key information such as age ranges served, bilingual capacity, and financial assistance availability. This effort would increase family access to services while helping the City better understand local childcare supply and demand.

Support Application for California Cultural District Designation [Community Services] Explore scope of district designation requirements and endorse a community-led effort to secure California Cultural District designation for areas of Healdsburg. City support (e.g., resolution) would strengthen the application and advance implementation of the Arts & Culture Master Plan without committing financial resources at this stage. Coordination with the Arts Commission will also be important.
87 MAYOR CHRIS HERROD – Page 3
Send Immigrant Support Letter [Community Services]
Update and reissue the City’s Immigrant Support Letter, modernizing its format and improving public visibility through the website, library, and City Hall distribution. Ensure the message reflects current community needs and values.
88 VICE MAYOR RON EDWARDS – Page 1
Explore Agricultural Water Rate for Harvestable Products [Infrastructure & Facilities – Water]
Evaluate creation of a specialized agricultural water rate for residents growing harvestable food products, using a self-reporting meter model tied to verified production (similar to cannabis regulatory frameworks). Direct staff to assess feasibility, equity impacts, administrative complexity, and fiscal implications.

Conduct Community Survey to Inform Active Transportation Plan Implementation [Infrastructure & Facilities]
Develop and deploy a targeted community survey to gather age-specific feedback (seniors, adults, youth) to better inform implementation of the Active Transportation Plan. 89 VICE MAYOR RON EDWARDS – Page 2
Update City Council Emergency Operations Guide & Training [Public Health & Safety] Update and formalize a City Council Guide to Emergency Operations outlining roles, expectations, and communication protocols during emergencies. Include periodic training to ensure Councilmembers understand governance boundaries and coordination procedures within the City’s emergency management structure.

Enhance Awareness of Police Technology Tools [Public Health & Safety – Police] Enhance awareness of technology tools utilized by the Police Department (e.g., drones, license plate readers) through proactive engagement at required public meetings related to military equipment
90 DAVID HAGELE, COUNCIL MEMBER – Page 1
Evaluate Enforcement Tools for Illegal Vacation Rentals [Economic Diversity & Sustainable Growth]
Assess expanded enforcement mechanisms for illegal vacation rentals by targeting STR listing platforms in addition to the property owners. Focus on working with listing platforms accountable for advertising. Review legal models used in other jurisdictions (e.g., Santa Monica, Saratoga) and evaluate effectiveness, proportionality, and staff impact. Return to Council with a report and variety of enhanced enforcement options for Council consideration.

Review Expansion of Permitted Uses in Downtown Zoning Districts [Economic Diversity & Sustainable Growth]
Review permitted uses in commercial and mixed-use zoning districts to allow expanded flexibility in leasing and activating vacant office spaces. 91 DAVID HAGELE, COUNCIL MEMBER – Page 2
Expand Affordability for Electricity Customers through Super Off-Peak Incentive & Load Management Programs [Environmental Stewardship]
Direct staff to evaluate the feasibility of two pilot initiatives designed to expand affordability for electric customers by encouraging lower rate off-peak usage, which will strengthen grid reliability while advancing climate sustainability goals.

1. Pilot Off-Peak Energy Rate Program
Enhance affordable energy options for customers by exploring a targeted pilot rate that offers discounted electricity for large energy using technologies (like EV charging, home battery storage, and electric water heaters) by shifting energy use to the most cost-effective times of the day. The goal is to enhance affordable energy options for customers, which will also align with the reduction of peak grid strain and support climate goals.

2. Expand & Simplify Time-of-Use (TOU) Participation
Assess options to make it easier and more attractive for customers to switch to Time-of-Use billing, including clearer incentives, alignment of local and state peak/off-peak periods, and integration with smart charging tools (e.g., OptiWatt). The objective is to reduce barriers for customers to access reduced utility rates through broader participation in Time-of-Use billing and maximize off-peak load shifting. 92 DAVID HAGELE, COUNCIL MEMBER – Page 3
Prepare Parks Capital Bond Strategy [Community Services] Direct staff to develop a financing strategy for advancing major parks projects (e.g., Badger Park, Laura Fish), including evaluating the feasibility of bonding against Transient Occupancy Tax (TOT) revenue for up to $30 million. Clarify total project costs, maintenance implications, reserve impacts, and optimal timing to position the City to act when market conditions are favorable.

Develop Community Sand Volleyball Courts [Community Services] Evaluate development of four sand volleyball courts to support growing community interest in all-ages recreational league play built to the official dimensions of competition-level courts.

Assess capital costs, location options, potential revenue generation, and ongoing maintenance impacts as part of the City’s healthy community goals.
93 ARIEL KELLEY, COUNCIL MEMBER – Page 1
Activate North Downtown Commercial Area [Economic Diversity & Sustainable Growth] Launch a visioning and activation effort for the area north of the Plaza (Healdsburg Avenue and Center Street) to increase pedestrian traffic and economic vitality. Explore public art, temporary programming (e.g., food trucks, live music), partnerships with emerging groups such as the North Makers Art District, and improved use of underutilized City-owned properties.

Advance Climate Mobilization Strategy [Environmental Stewardship] Continue to advance and implement the Climate Mobilization Strategy.

Artistic Enhancement of Downtown Bike Parking Areas [Infrastructure & Facilities] Enhance newly created downtown bike parking spaces through an arts-driven beautification effort. Engage the local arts community via a call for artists to design installations that feel permanent, distinctive, and aligned with Healdsburg’s brand and aesthetic to replace the temporary and aesthetically unattractive racks that have been placed downtown by the city. 94 ARIEL KELLEY, COUNCIL MEMBER – Page 2
Advance DEI Plan [Effective Governance]
Continue to advance and implement the DEI Plan.

West Plaza Park Beautification & Activation Strategy [Community Services] Develop a vision and improvement plan for West Plaza Park to address safety perception, aesthetics, and connectivity between the Plaza, parking areas, the Foley Pavilion, and surrounding businesses. Explore design, programming, and placemaking strategies to transform the space from a pass-through area into a welcoming space including the discussion of a public restroom facility, playground space and Foss Creek bridge rehabilitation.

Advance Arts and Culture Master Plan [Community Services] Continue to advance and implement the Arts and Culture Master Plan. 95 EVELYN MITCHELL, COUNCIL MEMBER – Page 1
Silent Second Home Ownership Funding (Affordable Housing) Explore avenues to fund down payments, “silent seconds”, for affordable housing programs.

Street Maintenance Financial Investment Plan [Infrastructure & Facilities] Develop and adopt a focused, policy-driven street maintenance financial strategy that prioritizes roads below standards and dedicate as much funding as possible to invest in street maintenance.

Parklet Policy Review [Infrastructure & Facilities]
Revisit the current parklet program and consider establishing a defined sunset date or updated policy direction to reflect community input and long-term goals. 96 EVELYN MITCHELL, COUNCIL MEMBER – Page 2
Community Conversations in Every District [Effective Governance] Reestablish regular “Coffee with the City” program. Hold community meetings — one in each district annually — with the City Manager, Department Heads and district council member present to provide updates and answer questions, strengthening transparency and direct engagement with residents.

Evaluate Interpretation Services at Council Meetings [Effective Governance] Evaluate the interpretation services currently provided and their effectiveness to strengthen meaningful participation in Council meetings. Explore alternatives that may better serve the community.

Evaluate Community Services Financial Investment / Priorities [Community Services] Evaluate the City’s community services financial investments. Identify priorities regarding programs/operations, routine maintenance, deferred maintenance/rehabilitation, and new capital projects. Develop a financial strategy looking forward with a 5-year horizon. 97 EVELYN MITCHELL, COUNCIL MEMBER – Page 3
Laura Fish Somersal Park Bond Measure [Community Services] Pursue a bond measure to fund the full buildout of Laura Fish Somersal Park. With a significant gap between existing funds and total project costs, a bond measure offers the most practical path to delivering this park for the entire community.

Park Rehabilitation & Maintenance Priority Planning [Community Services] Plan and invest in basic park infrastructure maintenance and rehabilitation — not major renovations — by developing practical plans to address everyday needs such as fencing, pathways, irrigation, and landscaping. Where appropriate, bundle similar repairs across multiple parks to improve efficiency and reduce costs while keeping facilities safe, clean, and functional. This maintenance and rehabilitation should take priority over funding for new projects.
98 EVELYN MITCHELL, COUNCIL MEMBER – Page 4
Expanded Recreational Amenities (Sand Volleyball & More) [Community Services] Evaluate adding low-cost recreational amenities, such as sand volleyball courts, and assess other unmet sports and recreation needs as part of future park planning. This evaluation should include discussions with the HUSD to determine what, if anything, they are able to contribute to this endeavor.

Drone Show as Fireworks Alternative [Community Services] Explore transitioning from traditional fireworks for the 4th of July to a drone show. 99 COUNCIL MEMBERS PROPOSED PROJECTS – SORTED BY STRATEGIC GOALS

ECONOMIC DIVERSITY & SUSTAINABLE GROWTH
 HAGELE: Evaluate Enforcement Tools for Illegal Vacation Rentals  HAGELE: Review Expansion of Permitted Uses in Downtown Zoning Districts  KELLEY: Activate North Downtown Commercial Area

ENVIRONMENTAL STEWARDSHIP
 HAGELE: Expand Affordability for Electricity Customers through Super Off-Peak Incentive & Load Management Programs

1. Pilot Off-Peak Energy Rate Program

2. Expand & Simplify Time-of-Use (TOU) Participation
 KELLEY: Advance Climate Mobilization Strategy

AFFORDABLE HOUSING
 MITCHELL: Silent Second Home Ownership Funding
PAGE 1 of 3
100
COUNCIL MEMBERS PROPOSED PROJECTS – SORTED BY STRATEGIC GOALS

INFRASTRUCTURE & FACILITIES
 HERROD: Improve ADA Parking Access in the Plaza Area
 EDWARDS: Explore Agricultural Water Rate for Harvestable Products  EDWARDS: Conduct Community Survey to Inform Active Transportation Plan Implementation  KELLEY: Artistic Enhancement of Downtown Bike Parking Areas  MITCHELL: Street Maintenance Financial Investment Plan  MITCHELL: Parklet Policy Review

EFFECTIVE GOVERNANCE
 HERROD: Update City Asset Naming & Re-Naming Policy
 KELLEY: Advance DEI Plan
 MITCHELL: Community Conversations in Every District
 MITCHELL: Evaluate Interpretation Services at Council Meetings PAGE 2 of 3
101
COUNCIL MEMBERS PROPOSED PROJECTS – SORTED BY STRATEGIC GOALS

PUBLIC HEALTH & SAFETY
 EDWARDS: Update City Council Emergency Operations Guide & Training  EDWARDS: Enhance Awareness of Police Technology Tools

COMMUNITY SERVICES
 HERROD: Develop a Community Childcare Directory
 HERROD: Support Application for California Cultural District Designation  HERROD: Send Immigrant Support Letter
 HAGELE: Prepare Parks Capital Bond Strategy
 HAGELE: Develop Community Sand Volleyball Courts
 KELLEY: West Plaza Park Beautification & Activation Strategy  KELLEY: Advance Arts and Culture Master Plan
 MITCHELL: Evaluate Community Services Financial Investment / Priorities  MITHCELL: Laura Fish Somersal Park Bond Measure
 MITCHELL: Park Rehabilitation & Maintenance Priority Planning  MITCHELL: Expanded Recreational Amenities (Sand Volleyball & More)  MITCHELL: Drone Show as Fireworks
PAGE 3 of 3
Lunch
102

REVIEW STRATEGIC

INTIATIVES & GOALS

POTENTIAL NEW
PROJECTS;

PROPOSED BY
COUNCIL MEMBERS Review projects where City Manager
requests direction or removal.

Confirm Interest in Continuing
Projects. Refine outcome.

Review Council Member
proposed projects

NEW COUNCIL
GOALS?

COUNCIL

ACTIONS

COUNCIL VOTES ON

PROPOSED NEW

PROJECTS

COUNCIL VOTES ON
OVERALL 26/27 WORK
PLAN

COUNCIL TOP

PRIORITIES - DOTS

OVERVIEW OF GOAL SETTING PROCESS
103
Goal Process
 Walk through each Goal and the associated Projects
 Review those continuing.
 Review staff requests for direction.
 Review new submittals by Council Members.
 What this looks like
 Ask questions of each other.
 Actively discuss items where there are differences of perspective. Let your colleagues know your thoughts as we review each Strategic Goal.  If not sure about resources, ask staff. What would it take to do this?  Think about the City’s overall workload and priorities.  Straw vote on each goal will come at the end of this review. 104
Station Area Specific Plan
 Onboard consultant and committees; launch the engagement and planning process
Objective Design Standards [Address through Station Area Plan] Objective design standards (ODS) are guidelines that are measurable, verifiable, and known, used to regulate development and ensure new developments fit in with the community's vision.

ECONOMIC DIVERSITY & SUSTAINABLE GROWTH
105

COUNCIL PROPOSED GOALS
HAGELE: Evaluate Enforcement Tools for Illegal Vacation Rentals HAGELE: Review Expansion of Permitted Uses in Downtown Zoning Districts KELLEY: Activate North Downtown Commercial Area
Update of Tree Ordinances – Protection & List*
Explore a Micro-Transit Mobility Program

ENVIRONMENTAL STEWARDSHIP
106

COUNCIL PROPOSED PROJECTS
HAGELE: Expand Affordability for Electricity Customers through Super Off-Peak Incentive & Load Management Programs

1. Pilot Off-Peak Energy Rate Program

2. Expand & Simplify Time-of-Use (TOU) Participation
KELLEY: Advance Climate Mobilization Strategy
Prioritize options to eliminate/reduce barriers to encourage housing development [DIRECTION]
Support construction and leasing of Saggio Hills Affordable Housing & 155 Dry Creek Affordable Housing

AFFORDABLE HOUSING
107

COUNCIL PROPOSED GOALS
MITCHELL: Silent Second Home Ownership Funding
PARKS / LANDSCAPING / STREETS / BIKES / PED.
 Healdsburg Avenue Complete Street Project – Begin
Construction*
 Grove Street Neighborhood Plan – Complete
Construction*
 Complete March Avenue Pavement Rehabilitation &
Enhanced Crossing @ Lupine* - Complete
Construction
WATER
 Dry Creek Well Field - Construction Drawings
 Sonoma Water Purchase Agreement for Additional
Water

INFRASTRUCTURE
 Evaluate and Implement Flood Monitoring
[DIRECTION]

INFRASTRUCTURE & FACILITIES
108

COUNCIL PROPOSED PROJECTS
HERROD: Improve ADA Parking Access in
the Plaza Area
EDWARDS: Explore Agricultural Water
Rate for Harvestable Products
EDWARDS: Conduct Community Survey
to Inform Active Transportation Plan
Implementation
KELLEY: Artistic Enhancement of
Downtown Bike Parking Areas
MITCHELL: Street Maintenance Financial
Investment Plan
MITCHELL: Parklet Policy Review
 Constituent Request System

EFFECTIVE GOVERNANCE
109

COUNCIL PROPOSED GOALS
HERROD: Update City Asset Naming & Re-Naming Policy
KELLEY: Advance DEI Plan
MITCHELL: Community Conversations in Every District
MITCHELL: Evaluate Interpretation Services at Council Meetings

PUBLIC HEALTH & SAFETY
110

COUNCIL PROPOSED GOALS
 EDWARDS: Update City Council Emergency Operations Guide & Training  EDWARDS: Enhance Awareness of Police Technology Tools

POLICIES/PROGRAMS
Revise City-HUSD Joint Use Agreement [RECOMMEND REMOVAL] Support Latino community and immigration issues [DIRECTION] Develop a financial strategy for the Community Services Fund including spending priorities [STAFF SUBMITTED GOAL]

COMMUNITY FACILITIES
Abel De Luna Community Center Multicultural Center Vision – Funding & Implementation Strategy

COMMUNITY SERVICES
111

COMMUNITY SERVICES
112

COUNCIL PROPOSED GOALS

POLICIES & PROGRAMS
 HERROD: Develop a Community Child Care Directory
 HERROD: Support Application for California Cultural District Designation  HERROD: Send Immigrant Support Letter
 KELLEY: Advance Arts and Culture Master Plan
 MITCHELL: Drone Show as Fireworks

COMMUNITY SERVICES
113

COUNCIL PROPOSED GOALS

PARKS / OPEN SPACE
 HAGELE: Prepare Parks Capital Bond Strategy
 HAGELE: Develop Community Sand Volleyball Courts
 KELLEY: West Plaza Park Beautification & Activation Strategy  MITCHELL: Evaluate Community Services Financial Investment / Priorities  MITCHELL: Laura Fish Somersal Park Bond Measure
 MITCHELL: Park Rehabilitation & Maintenance Priority Planning  MITCHELL: Expanded Recreational Amenities (Sand Volleyball & More) Break
114
Public Comment
3 MINUTES MAXIMUM PER SPEAKER
115
REVIEW PROPOSED PROJECTS – STRAW VOTES
116
1 2
Straw vote on revised Goals.

No further discussion on proposed projects.

Straw vote on each new project by the Council.

Takes majority to add to 26/27 Goals.
Station Area Specific Plan
 Onboard consultant and committees; launch the engagement and planning process
Objective Design Standards [Address through Station Area Plan] Objective design standards (ODS) are guidelines that are measurable, verifiable, and known, used to regulate development and ensure new developments fit in with the community's vision.

ECONOMIC DIVERSITY & SUSTAINABLE GROWTH
117

ENVIRONMENTAL STEWARDSHIP
118

COUNCIL PROPOSED PROJECTS
HAGELE: Expand Affordability for Electricity Customers through Super Off-Peak Incentive & Load Management Programs

1. Pilot Off-Peak Energy Rate Program

AFFORDABLE HOUSING
119

INFRASTRUCTURE
 Evaluate and Implement Flood Monitoring
[DIRECTION]

INFRASTRUCTURE & FACILITIES
120

EFFECTIVE GOVERNANCE
121

PUBLIC HEALTH & SAFETY
122

COUNCIL PROPOSED GOALS
 EDWARDS: Update City Council Emergency Operations Guide & Training  EDWARDS: Enhance Awareness of Police Technology Tools

COMMUNITY FACILITIES
Abel De Luna Community Center Multicultural Center Vision – Funding & Implementation Strategy

COMMUNITY SERVICES
123

COMMUNITY SERVICES
124

COUNCIL PROPOSED GOALS

COMMUNITY SERVICES
125

COUNCIL PROPOSED GOALS

PARKS / OPEN SPACE
 HAGELE: Prepare Parks Capital Bond Strategy
 HAGELE: Develop Community Sand Volleyball Courts
 KELLEY: West Plaza Park Beautification & Activation Strategy  MITCHELL: Evaluate Community Services Financial Investment / Priorities  MITCHELL: Laura Fish Somersal Park Bond Measure
 MITCHELL: Park Rehabilitation & Maintenance Priority Planning  MITCHELL: Expanded Recreational Amenities (Sand Volleyball & More) 126
Don’t fill up the bucket
with so many small
rocks that there isn’t
room for the big ones
Put the big
rocks in first
Then add the small
ones where there is
room
“Big Rocks”
127
Prioritization Exercise:
 Each Council Member has index cards. Write the names of the projects that are your top 5 priorities for the City to accomplish this next year.

Purpose: Gain some clarity about
where Council’s key priorities are
based on overall list of goals.

Conclusion of Day
 Summary of the Day – Facilitator
 Next Steps – City Manager
 Council Member & City Manager Gratitude or Takeaways
 Closing comments by Mayor
Thank you!
128

COMMUNITY

SERVICES

EFFECTIVE

GOVERNANCE

PUBLIC HEALTH
& SAFETY

AFFORDABLE

HOUSING

ECONOMIC

DIVERSITY &

SUSTAINBLE GROWTH

ENVIRONMENTAL

STEWARDSHIP
CONGRATULATIONS HEALDSBURG – 26/27 Goals

INFRASTRUCTURE & FACILITIES
129

Healdsburg City CouncilMarch 25, 2026

Healdsburg City Council
March 25, 2026