Supplemental I — Napa City Council, February 18, 2022

SUPPLEMENTAL REPORTS & COMMUNICATIONS I
Office of the City Clerk

City Council of the City of Napa – Special Meeting
Council Workshop
February 18, 2022

FOR THE CITY COUNCIL OF THE CITY OF NAPA:

4.A. COUNCIL WORKSHOP:

Handouts:
• Agenda
• Priorities Table
• Napa Norm Examples
• Attributes of Exceptional Council

Communications:
• Email and letter from Chris Benz on behalf of Napa Climate Now! received February 4, 2022. • Email from Carol Barge received on February16, 2022.
• Email with attachments from Nancy Snowden received on February 16, 2022.

Facilitated by Management Partners

City of Napa
City Council Workshop
AGENDA
February 18, 2022
9:00 am – 4:00 pm
Napa Senior Center
1500 Jefferson Street

Workshop Objectives
• Create consensus on norms for governing
• Establish Council priorities for FY 2022-23
• Strengthen teamwork

• Welcome and Call the Meeting to Order
• Public Comments
• Comments from City Manager Steve Potter
• Review Today’s Agenda
• Icebreaker
• Discuss Governance and Create a Set of Norms
Break
• Introduction and Context for Priority Setting Discussions Lunch Break
• Discuss and Establish Top Priorities for FY 2022-23
• Wrap up and next steps

FEBRUARY 7, 2022

City of Napa
Priorities Worksheet for Discussion
City Council Annual Workshop – February 18, 2022

Introduction: This document contains information to assist the Council and staff in discussions to be held in the Council Annual Workshop scheduled for February 18, 2022. The objective of the discussions about priorities will be for the Council to establish no more than three or four top priorities for focused attention during FY 2022-23 so that resources can be aligned with those. After the retreat, City staff will present options, costs and impacts related to priorities for Council consideration as a part of the budget process and implement work plans to carry out the priorities based on the adopted budget.

Factors to Consider: By way of context for setting priorities, there are several basic factors to consider, including:
• Is it financially feasible and sustainable?
• Is there sufficient staff capacity to successfully implement and sustain it? • How does it relate to the City’s core services and how does it impact those? • Is it in alignment with the City’s long-term goals?

Priorities for Discussion for FY 2022-23
Priority Councilmember
Comments
Significant Work Underway and Planned for FY 2022-23
A. Hiring/Workforce
Stability
▪ Need to fill vacancies
▪ Need for stable
workforce
▪ Retention of key
personnel
▪ Difficult to find
qualified applicants
▪ Prioritized recruitments through FY2022, update for FY2023 as part of budget process ▪ Public relations campaign – Radio, signage, social media, City fleet decals, etc. ▪ New onboarding program roll-out
▪ Use of hiring incentives for specific positions
B. Adopt and
Implement
General Plan and
Housing Element
▪ Complete the General
Plan and housing
element
▪ Need staff capacity and
resources in Planning
▪ General Plan:
o Continue the substantial work on the ongoing update to the General Plan. Anticipated public review of the draft update will occur in early 2022, and the adoption process is planned to be complete in CY22
o Draft General Plan and DEIR out for public comments through March

Page 2 ends

to carry out the work
before them

o Final EIR with responses to public comments
o Adoption by Planning Commission/City Council
o Will require significant implementation steps following adoption including updates to NMC, Zoning Code Ordinance update, as well as specific projects, tasks and updates outlined in the General plan ▪ Housing Element:
o Kick-off with Consultant in January
o Public Outreach Components including Napa Sonoma Planning Collaborative effort o City Council/Planning Commission Joint Study Session
o Site Inventory, needs analysis work, draft development o Draft Housing Element before planning City Council Fall 2022 and adoption to meet HCD certification timeline of January 2023
▪ Downtown Specific Plan
o General Plan includes components related to moving forward on Downtown Specific plan process C. Economic
Recovery

▪ Recovery needs a
Citywide focus
▪ Continue to build
financial sustainability
▪ Address pension and
other cost increases
▪ Long Term Financial Forecast development
▪ Organizational Financial Stability
o Continued implementation of new ERP system
o Updates to the City’s contracting processes, including updating standard contracts and insurance requirements and converting to electronic contracting
o Updates to the City’s records management systems, including transitioning from paper records to electronic records
o Updates to the City’s processing of responses to claims against the City, including an updated contract for third-party claims administrator
▪ Finance Budget Training and financial management capacity building throughout organization ▪ Review of development impact fees (primarily parks, traffic, and parking) based in new obligations under AB 602 and potential repeal of irrelevant fees
▪ Continue substantial work on the ongoing update to the General plan which includes economic development policy pork.
▪ Cannabis Ordinance implementation
▪ Exploring opportunities to enhance revenue
▪ “Make it Napa” Campaign
▪ Parklets – Establishing and implementing policy, regulations and standards ▪ Updating and implementing Wayfinding Signage Program
▪ Complete EIFD Creation and plan for next steps
▪ Downtown Parking Program – Update Program to minimize demand for parking and facilitate efficient use of parking
▪ Increase City’s involvement in TID/PBID Operations

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▪ Small Business Support Program
▪ Development Projects processing
D. Prudent Use of
New State and
Federal Dollars
▪ How to optimize use of
these dollars
▪ Need staff to carry out
the projects
▪ New Legislative Advocacy program and Platform for 2022 ▪ City Manager Office – Federal, State and private grant coordination ▪ ARPA Funding allowable spending plan development
▪ New ERP (Financial Implementation) Grant management module and tracking mechanism (July 2022) E. Housing ▪ Review past and future
use of Measure F funds
for workforce housing
▪ Housing for all initiative
– protecting current
housing
▪ Continue substantial work on the ongoing update to the General Plan which includes policy work benefiting Housing goals including updates to NMC, resolutions and administrative regulations ▪ Begin impending substantial work on the Housing Element Update including implementing the RHNA sharing agreement with the County
▪ Implement updates to State housing laws including clarification of “objective standards” for review of housing development applications, as well as implementation of SB 9 regarding discretionary elements for lot splits and multiple units on one residential lot
▪ Napa Pipe – Tentative Map Implementation and affordable housing projects ▪ Continue processing various development projects
▪ Accessory Dwelling Unit Support Center
▪ Continue Junior Unit Imitative Program
▪ Open Section 8 waiting list via lottery
▪ Leasing effort for Manzanita Family Apartments
▪ Continue rental rehabilitation and emergency grant program, as well as first time homebuyers assistance program
▪ Notice of Funding Availability (NOFA) for Housing Impact Fee funds and 1% TOT funds in Calendar Year 2021 (reserving funds to Valley Lodge Apartments and affordable homebuyer units at the County’s Old Sonoma Road site) and intends to follow this up with an over-the-counter NOFA for approximately $4M in combined Housing Impact Fee and 1% TOT funds in the 1st quarter of Calendar Year 2022. ▪ Complete construction on City funded housing projects o Valley Lodge Apartments (previously Wine Valley Lodge) (54 units for homeless clients) o Heritage House (66 units)
o Valle Verde (24 units)
F. Homelessness ▪ Address mental health
and drug/alcohol
aspects
▪ Internal Cross-Departmental team led by Homeless Coordinator meeting weekly to coordinate and discuss City specific objectives to lessen impact of homelessness on the community and agency resources ▪ Regular meetings with system partners (County, Abode, etc.) to ensure City’s objectives are met and coordinated appropriately
▪ Updating and implementing City’s encampment management policy and coordinate/ manage clean-up efforts consistent with policy

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▪ Apply for and leverage new State/Federal funds to address service gaps and maintain programs lost in transition away from Whole Person Care to CalAIM
o Develop Diversion Program
o Transition Outreach Services to City of Napa oversight o Provide services to clients that have exited homelessness to housing programs to ensure housing stability
▪ Continue to implement issue tracking system to monitor and address constituent complaints related to homelessness
▪ Advocate for Client needs with community/regional service providers ▪ Development of pilot programming for State funding for clients with co-occurring mental health/addiction issues (Public/Non-Profit Partnership)
G. Traffic

▪ Mitigation, traffic
calming
▪ Enforcement
▪ Pedestrian pathways
and lanes
▪ Slow Down Napa
▪ Continue the substantial work on the ongoing update to the General Plan which includes an update to the Circulation Element and related ROW policies
▪ Local Roadway Safety Plan
o Website for plan progress and community input (going live February 2022) o Traffic Safety Community workshops planned spring/summer 2022 ▪ Update to City’s Traffic Calming Plan
▪ Pavement Rehabilitation CIP’s designed to include “complete streets” elements (i.e. Browns Valley, Laurel, Coombs, Jefferson)
▪ Working with partners for Imola Corridor Plan implementation of grant funding applications ▪ New pedestrian flashing beacons at Vine Trail crossings design work ▪ Jefferson Automated Traffic Management System construction project to coordinate traffic signals awarded in January
▪ Striping plan for River Park Boulevard traffic calming—neighborhood outreach and design completed ▪ Completion of new signal at Soscol/Old Soscol and Vine Trail Gap Closure projects Q1 2022 ▪ Collaborating with NVVT to complete trail segment south of Redwood ▪ Collaborating with NVVT on grant application for improvements to commuter path ▪ Completing real estate acquisition and final design for Jefferson Street Utility Undergrounding (improves roadway safety and pedestrian access)
▪ Red Light Camera Program presentation to City Council ▪ Application of California Office of Traffic Safety Grant funding for additional enforcement, equipment, and community outreach
▪ Update collision reporting software
▪ Issue handheld electronic ticket writing software to all Police Officers

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H. Climate Change ▪ Need staff and budget
▪ Energy resiliency
▪ Develop policies such
as gray water
▪ Water issues
▪ Educate the
development
community
▪ Continue the substantial work on the ongoing update to the General Plan which includes a “Climate Change and Sustainability Element” and implementation measures such as the development of a Climate Action Plan ▪ Climate Action Committee JPA
▪ SB 1383 Implementation to enhance recovery of compostable organics and recyclables ▪ Wood Waste Gasification upgrade system at City MDF
▪ Anaerobic Digestion to Biofuel (capture biomethane from food scraps/organic waste to convert into renewable natural gas and fuel refuse and recycling fleet ▪ SB 555 Implementation of Water Loss Performance Standards ▪ SB 606/AB 1668 Regulations update “Making Water Conservation a California Way of Life” ▪ Managing response to water issues:
o Exploring the feasibility of supplemental water supplies o Update to the Interruptible Ag Program (ordinance and contracts) o Update to the Water Supply contract with Congress Valley Water District

I. Diversity, Equity
and Inclusion
▪ Consider adding
“belonging” to DEI
▪ Consider DEIB
commission
▪ Continue the substantial work on the ongoing update to the General Plan which includes an update to the Public Health and Equity Element
▪ Language Equity Plan – Council Meeting priority
▪ DEI Training – Citywide
▪ Napa Sonoma Planning Collaborative participation in preparation for including DEI initiatives within the Housing Element
▪ Participation in the Invest Health Cohort with local non-profits learning from King County, WA model for DEI innovation
▪ Participate in National League of Cities, Cities of Opportunity Initiative J. Efficiency in
Development
Processing
▪ Support the business
community by being
efficient in
development
processing
▪ Implementation of new Development Permit processing software ▪ Implementation of Development Review Process improvement plan ▪ Continue current Development Permit process improvements

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City of Napa
Examples of City Council Norms
For Discussion at City Council Retreat – February 18, 2022

The following are examples of norms adopted by other city councils. They are offered as a starting point for discussions about useful practices that can reinforce good governance aspirations. They are consistent with guidance from the Institute for Local Government as well.

1) Maintain a citywide perspective, while being mindful of our districts. 2) Move from I to we, and from campaigning to governing. 3) Work together as a body, modeling teamwork and civility for our community. 4) Assume good intent.
5) Disagree agreeably and professionally.
6) Utilize long range plans to provide big picture context that is realistic and achievable. 7) Stay focused on the topic at hand. Ensure each member of the Council has an opportunity to speak.
8) Demonstrate respect, consideration and courtesy to all. 9) Share information and avoid surprises.
10) Keep confidential things confidential.
11) Respect the Council/Manager form of government and the roles of each party. 12) Communicate concerns about staff to the City Manager; do not criticize staff in public.

1 Leading public organizations and governing with colleagues on a council is a challenging art of community service. The Institute recognizes that many aspects of leadership and governance are not intuitive. This piece is intended to provide councilmembers and city managers insight into the attributes of exceptional councils as well as provide practical tips to help them become exceptional.

1. Exceptional councils develop a sense
of team – a partnership with the city
manager to govern and manage the city

The mayor, councilmembers and city manager see
themselves and work as a team as they undertake a
series of tasks to further their common purpose. The
individual team members work in a coordinated and
collaborative manner with a high degree of respect, trust and openness. The team values diversity in style and
perspective. The team thinks and acts strategically as it examines issues/situations and decides on a course of
action serving their city’s mission and goals.

KEY CHARACTERISTICS

 Successfully transition from candidate
to a member of the council.
 Become a champion of the city. Make
decisions based on the needs and
interests of the community at-large / the
greater good.
 Develop, communicate and support
policy goals and council decisions.
 Demonstrate a willingness to work
collaboratively (as a team) and have a
citywide perspective.

BEST PRACTICE TIPS

Build capacity to create a more effective team. The governance team (mayor, councilmembers and city manager) should get to know each other; how each person approaches issues, decision making style and so on. This can be accomplished at annual meetings or workshops through-out the year.

In the event that councilmembers disagree, clear ground rules (norms of behavior and practice) can help quell acrimony before it becomes a problem. It’s important to remember that trust is built around understanding and respect, not necessarily agreement.

Attributes of Exceptional Councils
Attributes of Exceptional Councils

2 2. Exceptional councils have clear
roles and responsibilities that are
understood and adhered.

Exceptional councils understand their role is to serve as policy maker - to represent the values, beliefs and priorities of their community while serving in the community’s best interest. They carry out a variety of responsibilities including:
developing and adopting a vision for the city; focusing and aligning plans, policies, agreements and budgets in furtherance of this vision; and holding themselves and
the city manager accountable for results.

Exceptional councils understand that the city manager
is responsible for the day-to-day operations of the city.

The city manager is responsible for undertaking and
accomplishing the policy objectives of the council.

Exceptional councils recognize the subject matter expertise of staff and utilize their knowledge and experience to
guide and inform decision making.

KEY CHARACTERISTICS

 Understand the role of local
government and their responsibilities.
 Know their role- to set vision and policy,
avoid micromanagement.
 Councilmembers should strive to be
informed about the issues facing the
city and be prepared to ask questions of
staff and each other.

BEST PRACTICE TIPS

Create a shared understanding of the city manager’s role and the council’s expectations to optimize the working relationships. This shared understanding is informed by local charter and ordinance provisions that provide the overall framework for the relationship. The council should make time to have conversations during retreats and or study sessions to define and/or reveal and refine their role and responsibilities. Since role clarity between the city council and city management is critical to mutual success, having clear protocols helps avoid misunderstandings.

Attributes of Exceptional Councils

3 3. Exceptional councils honor the
relationship with staff and each other

Exceptional councils understand that a good working
relationship with staff is vital for the city to be run successfully. Exceptional councils treat each other and staff with dignity and respect. They act with civility and a high level of professional decorum. Councilmembers
build trust by not playing the “gotcha game” and strive to have a no secrets, no surprises approach as an operating norm. Finally, they respect the diversity of styles and perspectives among their colleagues and staff and are
open to new ideas.

KEY CHARACTERISTICS

 Councilmembers have the ability to
respectfully disagree (to disagree
without being disagreeable).

They are able to leave it at the dais;
debates are about policy, not
personality.
 Exceptional councilmembers reflect
positive decorum/model of leadership
by providing respectful tone with
colleagues.
 Establish a set of behaviors ahead of
time, potentially documented in a code
of conduct, to help promote civility and
respect.

BEST PRACTICE TIPS

Set council priorities and strategic goals at an annual meeting; these goals and priorities are a tool to guide the city manager and staff on where to focus their efforts. This annual meeting provides time for the council to reflect on community priorities as well as offer an opportunity to discuss thei r decorum and their relationship among each other and the relationship between the city manager/staff and the council.

4. Exceptional councils routinely conduct
effective meetings

Open and public meetings are central to democratic
decision-making. Exceptional councils master the art
of effective meetings. They develop and adhere to meeting protocols and processes. They spend time planning and
organizing the agenda with the aim of having a more
focused meeting. They allocate the council’s time and
energy appropriately (focused on the council’s role and responsibilities) and meeting short- and long-term priorities.

They honor the public’s participation and engagement
and they generally start on time and are held during
reasonable hours.

Exceptional councils use public meetings not only for their intended purpose, information sharing and decision-making,

KEY CHARACTERISTICS

 Councilmembers are respectful of each
other, the public and everyone’s time.
 Councilmembers use engaging body
language as a way to demonstrate
respect.
 Issues are not personalized, thoughtful
dialogue is the objective.
 Agenda packets are read,
councilmembers come prepared and
have an open mind
 Respect is demonstrated for varied
opinions.
 Everyone strives to be civil and act with
decorum.

Attributes of Exceptional Councils

4 but they also use the meeting to demonstrate respect and civility for each other, staff and the public. Exceptional councilmembers prepare in advance of the meeting, remain focused on the city goals and objectives and mindful of their role and responsibilities.

BEST PRACTICE TIPS

Develop and adopt (with regular reviews and updates), guidelines for conducting meetings and making decisions. These governance protocols typically address meeting procedures (agenda preparation, how to put issues on the agenda, debate and voting procedures (parliamentary rules) and standards of decorum (civility)). As part of a regular self-assessment, councils should evaluate their meetings and their effectiveness and adjust behavior and practices for better results .

5. Exceptional councils hold themselves
and the city accountable

Exceptional councils operate openly, ethically and work to engage the community in a myriad of decisions impacting the prosperity and well-being of their community. Toward that end, exceptional councils consistently provide short- and long-term strategic direction and goals, as well as provide budget, program and policy oversight.

Exceptional councils hold themselves accountable for the conduct, behavior and effectiveness of the council. They establish clear priorities and goals and hold the city
manager accountable for results. And finally, they embrace accountability as a process and tool to calibrate ongoing efforts to address and meet policy and program objectives.

KEY CHARACTERISTICS

 Councilmembers operate ethically and
with integrity.
 Councils conduct team building / goal
setting exercise to track progress
towards mutually agreed upon goals
 Councils taking responsibility for the
results (good and bad).
 Councils celebrate success.
 Councilmembers hold themselves
responsible for adhering to operating
protocols and codes of conduct.

BEST PRACTICE TIPS

Annually evaluate council and city manager performance toward achieving the city’s priorities and goals (consider having this be part of an annual goal setting meeting). Council should consider assessing its own behavior and effectiveness as part of its annual self-assessment.

Attributes of Exceptional Councils

5 6. Exceptional councils have members
who practice continuous personal
learning and development

Governance is not intuitive. In addition, the policy and economic environment impacting cities are ever changing.

Exceptional councils continually provide the opportunity to build their knowledge and skills, to enhance their
understanding of key issues, increase their awareness
of best practices and sharpen their leadership and
governance skills.

KEY CHARACTERISTICS

 Stay informed on key issues
 Gain key insights and knowledge on all
aspects of governing, from budgets to
plans and everything in between.
 Learning to listen is sometimes more
important than learning to give a
speech.

BEST PRACTICE TIPS

Seek out national, state and local professional growth and educational opportunities. These opportunities can focus on the nuts and bolts of governing to helping you gain valuable information and/or insights on key policy issues facing your city. In addition, city run orientations for newly elected officials provide a good way to acclimate new members to the council’s norms and protocols as well as the budget and key policy issues.

From: Christina Benz
To: Scott Sedgley; Mary Luros; Beth Painter; Bernie Narvaez; Liz Alessio; Clerk Cc: Lynne Baker; Marilyn Knight-Mendelson; Celeste Mirassou; Jim Wilson; Linda Brown; Lori Stelling Subject: 2022 Climate Action Priorities for the City of Napa from Napa Climate NOW! Date: Friday, February 04, 2022 10:34:30 AM
Attachments: 2022 Napa City Council Priorities-Final.docx [EXTERNAL]
Dear Mayor and City Council Members,
We would like to express our deep appreciation for your focus on climate change as a priority in 2021. We have listed actions in our letter below that we ask you to prioritize in 2022. We are happy to meet with you to discuss any of these actions in more depth before the February 18 public meeting.

Thank you for all you are doing on our behalf,
Chris Benz
Napa Climate NOW!
February 4, 2022

Dear Mayor Sedgley and Napa City Council Members,

We would like to express our deep appreciation for your focus on climate change as a priority in 2021.

We have listed actions below that we ask you to prioritize in 2022. We are happy to meet with you to discuss any of these actions in more depth before the February 18 public meeting.

Two other Napa County cities, Calistoga and American Canyon, have moved forward to adopt a Climate Emergency Resolution with the goal of being climate neutral by 2030. While specific costs remain undefined, we agree with Antoinette Maillard of Calistoga’s Green Committee who said, “I think whatever the expense is, it’s going to be a lot less than doing nothing, which is going to cost us our future.”

In addition, “Green Infrastructure” or “nature-based solutions” in many cases may be less expensive than current choices for the City’s purchases of goods and services. However, we are mindful of the need to weigh costs against benefits. We would like to point out that reducing Short-Lived Climate Pollutants (such as methane and black carbon) will achieve powerful near-term benefits. Actions 1, 3, 4, 5, and 6 will all contribute to reducing these extremely warming pollutants (methane is 84 times more warming than CO2over a 20-year span; black carbon is up to 4,000 times more warming1).

Please note that three of our recommendations (1, 7, 8) align with the requests made by the Schools For Climate Action.

1. Action: Adopt a Resolution declaring a Climate Emergency and commit to a goal of Net Zero Climate Pollution by or before 2030.

Community Benefit: Will provide policy framework for City Council, Planning Commission, City Staff, etc. to use to evaluate all planning and policy decisions with the goal of combatting climate change and promoting sustainability. The Resolution will reinforce the policies in the 2040 General Plan’s Climate Change and Sustainability Element.

Cost: low
Resources: Calistoga Climate Emergency Declaration
,
American Canyon Climate Emergency Declaration

2. Action: Create a staff position in the City Manager’s office to focus on climate change and sustainability issues.

Community Benefit: This position would liaise with other Departments (Planning, Public Works, Procurement) to develop policies and funding sources and work to implement the upcoming General Plan policies in a logical and efficient manner.

Cost: TBD
Resources: The City had a Sustainability Coordinator funded by a US Department of Energy block grant who worked on the City’s 2012 Sustainability Plan. The 2012 Sustainability Plan offers an excellent starting point such that work need not start from scratch. https://www.cityofnapa.org/DocumentCenter/View/925/Sustainability-Plan-Initiatives- PDF?bidId=

3. Action: Adopt a ban on gasoline-powered leaf blowers.

Community Benefit: Reduced local air pollutants, noise pollution, and GHG emissions (estimated at ~62.6 MTCO2e/year for the City of Napa based on Yountville Climate Action Plan and scaled up for Napa’s population). A local ban will provide stronger public health and environmental protections than AB1346 which will only halt the sale (but not the use) of gasoline-powered lawn equipment and only goes into effect in 2024.

Cost: For community outreach and rebate program. Yountville provided a $30,000 rebate program. Calistoga will have ~$15,000 available for rebates. Grant/state funding for a City of Napa rebate program is being explored.

Resources: Yountville Ordinance, Calistoga Ordinance, Yountville Climate Action Plan (page 90)

4. Action: Adopt Reusable Foodware and Waste Reduction Ordinance.

Community Benefit: Eliminating the use of plastic and polystyrene reduces greenhouse gas emissions from plastic production and transportation. Compostable foodware will reduce food waste going to landfills (which produces methane) and help Napa comply with SB 1383.

The recent state law, AB 1276, only requires that restaurants ask a customer if they want the plastic utensils, straws, etc. instead of giving them out automatically. This state law will still allow the use of plastic foodware and the consequent impact of their manufacture and waste.

Cost: low
Resources: Draft ordinance prepared by Napa Climate NOW! Waste Reduction Team

5. Action: Update High Performance Building Regulations and provide information to the public about opportunities and incentives for retrofitting existing buildings to be more energy efficient.

Community Benefit: Current city regulations address water conservation only. Requiring energy efficiency measures and the proposed BAAQMD restriction of no new natural gas appliances will reduce GHG emissions by reducing building energy consumption and by reducing natural gas infrastructure (source of methane leaks). This would provide developers, planning staff and Planning Commissioners with a path to decarbonize the built environment.

Cost: moderate
Resource: Austin Energy Green Building

6. Action: Divest city funds from fossil fuel industry.

Community Benefit: Divesting from fossil fuel companies helps to keep fossil fuels in the ground and moves financial resources to renewable energy.

Cost: low
Resources: Forbes (Feb 20, 2021). Napa Climate NOW! would be willing to investigate the City’s current banking service providers and their relations with the fossil fuel industry as well as research alternative, greener banking service providers. This research may require the assistance of state legislators to get access to information available through the California Department of Financial Protection and Innovation.

7. Action: Adopt a ban on additional fossil fuel gas stations.

Community Benefit: Aligns with state’s shift to zero-emission vehicles. Prevents future “brown sites” with soil contaminated by underground gasoline tank leaks.

Cost: low
Resources: American Canyon Ordinance, Calistoga Ordinance

8. Action: Adopt a “Time Out for Trees” Resolution to encourage the County to halt deforestation until tree removal mitigations can be strengthened.

Community Benefit: The City’s support via the Resolution will encourage the County to provide greater protection for Napa’s remaining forests, which provide ongoing ecoservices including the protection and enhancement of carbon sequestration, erosion control, and ecosystem/habitat protection.

Cost: low
Resources: Calistoga’s Resolution on Protecting Napa’s Forests and Woodlands to Combat Climate Change

We also support prioritizing the following actions:
• Adopt the 2040 General Plan with a strong Climate Change and Sustainability Element. • Build out the City’s pedestrian and bicycle infrastructure (e.g., Safe Routes to Schools, Slow Streets).
• Increase the number of EV charging stations.
• Move forward with an Urban Forest plan.
• Move forward with a biomass facility for wood waste.

Thank you for your time and attention to this critical issue.

Napa Climate NOW! Steering Committee
Lynne Baker, Co-Chair
Marilyn Knight-Mendelson, Co-Chair
Christina Benz
Jim Wilson
Linda Brown
Celeste Mirassou

1https://www.eesi.org/files/FactSheet_SLCP_020113.pdf

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9 4
5 5
8 Department of Public Utilities
Trash Disposal & Recycling
/ Trash Disposal & Recycling / Operation Clean Up
Operation Clean Up
Operation Clean Up is a program provided by the City of Fresno that provides a way for residential customers to dispose of bulky items. Once a year, residents are allowed to place items too large for regular trash collection at the curb.

Operation Clean Up does not pick up trash generated by any other property other than the residence being serviced. Only residences that currently pay for solid waste service on their utility bill will be serviced.

For your estimated Operation Clean Up pickup date, please use the lookup tool below or call the City of Fresno’s 311 Center by dialing 3-1-1 within City limits or by calling (559) 621- CITY (2489).

IMPORTANT NOTE: The dates provided by the lookup tool are subject to change. Please check back as your pickup date nears.

Operation Clean Up Lookup Tool

GOVERNMENT SERVICES DOING BUSINESS COMMUNITY
DEPARTMENTS I WANT TO…
   
 
559.621.CITY 559.621-2489 

City Account Number (ex: 111111-222222)
111111-222222
House Number (ex: 2600)
2600
SUBMIT
Upcoming Operation Clean Up Monthly Schedules
November 2021 Operation Clean Up Schedule
December 2021 Operation Clean Up Schedule
Do’s and Don’ts Operation Clean Up Flyer
Gated Communities
Gated communities with City of Fresno residential garbage service must request to be included in the Operation Clean Up program. Property owners in gated communities must have their property management company contact the Solid Waste Management Division to request inclusion in the Operation Clean Up program.

Property Owner Responsibility
BY LAW, YOU ARE RESPONSIBLE for any dangerous conditions you create due to the amount and/or the location of the trash placed out for pick up. Trash should not be placed out more than 7 days prior to pick up. Trash placed out earlier than 7 days before the scheduled pick up creates a hazard and will be referred to code enforcement for possible citation and/or legal action.

Instructions & Information Do’s and Don’ts Illegal Dumping Multi-Family Residences – Apartment Buildings
Instructions & Information
Customers are encouraged to donate all clothing, shoes, accessories, and other reusable household items to local charities.

Where do I place materials for pickup?
Place debris in the street along the curb in front of your home in the same location as your regular garbage pickup, except those having alley services.

Department of Public Utilities
Utility Billing, Payments & Fees
Water Quality, Operations & Testing
Water Conservation Program
Sewer & Wastewater
Trash Disposal & Recycling
Facilities & Infrastructure
Plans & Reports
What goes where? Green. Gray. Blue.

Residential Services
Multi-Family & Commercial Services
Recycling
Operation Clean Up
Hazardous Waste and Sharps Disposal
Solid Waste Facilities

Why do I have to separate my materials?
All items picked up for Operation Clean Up are delivered to the Cedar Avenue Recycling and Transfer Station (CARTS) receiving center for separation and recycling.

Although all materials from pickup locations are loaded into a single truck, materials remain fairly separated within the trucks themselves. This in-truck separation helps to make process more efcient at the receiving facility once loads are delivered to the CARTS facility.

ADDRESS
2600 Fresno Street
Fresno, CA 93721
559.621.CITY (2489)
Department of Public Utilities
(559) 621-1452 Customer Service
Monday–Friday
8:00 a.m.–4:15 p.m.
   
Select Language

▼
Security & Privacy Policy | Internet Policy | Accessibility Policy | Staff | Staff E-Mail

1 City of Napa
City Council Workshop
February 18, 2022
9 am –4 pm
Napa Senior Center
1500 Jefferson Street

Welcome from Mayor Sedgley
Councilmember Bernie NarvaezVice Mayor Mary Luros Councilmember Beth PainterCouncilmember Liz AlessioMayor Scott Sedgley Public
Comments
3 Opening
Comments
from City
Manager
Steve Potter
4 Consensus direction from Council on priorities is
needed – we have limited resources
How the Council works together and with staff is
critical in our success at achieving good results

Today ’s
Objectives
5 Create consensus on norms for
governing
Establish Council priorities for FY
2022‐23
1 2
Strengthen teamwork
3 Agenda
6 Part 1
• Council discussion of governance and
norms
Part 2
• Discuss and establish Council’s priorities
for the coming year
• Review follow up steps from staff
• Wrap up

Workshop
Ground Rules
7 Listen to
understand
each other’s
point of view
Seek
consensus
Assume good
intent
Speak up if we
need course
correction
Stay focused

Bike Rack
• Things to discuss at
another time will be
tracked separately
• Time management tool
8 Icebreaker
9 Serving the
Community
10 The What
Goals
Teamwork
The How
Being in Alignment With These
Governance
11 Review best practices
Discuss several issues raised in
interviews
Consensus on norms for governing

What Makes a
Council Work
Well?
12 Institute for Local Government
Effective Councils
Unity of Purpose Clear Roles and
Responsibilities
Positive
Governance
Culture
Norms,
Protocols &
Policies
Effective
Governing is
a Team Sport
13 Together
Work
We
You can be a solid
Council member and a
team player
Requires clear roles,
cooperation,
persuasion.
compromise and
commitment to
relationships

Why Is
Effective
Governance
Important?
14 Council teamwork
directly impacts
these
Strategic
Direction
Results
Staffing
Economic
Development
Regional
Influence

Exceptional City Councils

1. Have a sense of team; a partnership with the
city manager to govern and manage the city

2. Have clear roles and responsibilities that are
understood and adhered

3. Honor the relationship with staff and each
other

4. Routinely conduct effective meetings

5. Hold themselves and the city accountable

6. Have members who practice continuous
improvement
15 Institute for Local Government

Issues for Discussion
as Suggested by
Councilmembers in
Interviews

Governance
Issues for
Discussion
17 Highlights of current governance practices working
well
Refresh on roles of Council and City Manager
Reinforce the importance of asking questions in
advance of Council meetings
Being more efficient in our Council meetings
Each district affects the entire community and
governing is a citywide responsibility
Use of commission input
Process for a Councilmember to ask for an item to be
considered on the agenda
1 2
3 4
5 6
7 Issue 1:

Highlights of
governance
practices
working well
18 • Mutual respect among members of Council
• Clear Council procedures
• City Manager’s door is always open to
Councilmembers
• Consensus on the dais is sought
• Councilmembers are encouraged to ask
their questions of staff in advance of
Council meetings
• City Manager keeps Council informed – no
surprises
• Vibrant discussions on the Council daisComments?
Issue 2:

Refresher on
roles of
Council and
City Manager
19 There is a lane for everyone!

Everyone
Has a Role
to Play
20 Mayor
presides
over the
meetings
Council sets
goals and
policies
City
Manager
directs staff
City
Attorney
provides
legal advice
“Exceptional Councils have clear roles and
responsibilities that are understood and
adhered to.” – Attributes of Exceptional
Councils by Institute for Local Government
Where is role clarification needed?
Effective Council‐City Manager Teamwork
Makes for Good Policy and Solid Organizations
21 • Respect the professionalism of staff and assume
good intent
• Be sensitive to the need to pace the organization
• Allow City Manager to translate policy interests and
priorities to achieve action
• Refrain from directing staff ‐ even informally
• Fix the problem not the blame – to help create a “no
blame” culture
• Do not criticize staff – if Councilmembers have
concerns, bring them to City Manager privately
• Carry out the role as chief executive – provide
leadership to City staff and ensure
accountability
• Be direct with Council
• Practice the “no surprise” rule
• Communicate equally with all members of
Council
• Provide clear analysis and recommendations to
Council
• City Manager will work to help Council see the
“big picture” including impacts of policy
positions
City Council City Manager
Issue 3:

Reinforce our
practice of asking
questions of staff in
advance of Council
meetings
22 • Helps staff be prepared for Council
meetings – no surprises!
• Allows meetings to be efficient, by
having most questions answered in
advance
• Does not preclude the Councilmember
from asking the question in a public
forum, if needed
• Promotes good teamwork with staff
and trust
Comments?
Issue 4:

Being more
efficient in our
Council
meetings
23  Helping each other stay focused on the
agenda topic at hand and more efficient in
proceeding through our agendas
 Training/refresher on making motions and
update on parliamentary procedures (to be
provided by City Attorney and City Manager at
future date)
Tips for helping Councilmembers stay focused:
• Mayor to remind Councilmembers of the topic
under discussion
• Can use a “bike rack” approach (e.g., under
Council comments, agendize for future, discuss
under other topic)
Comments?
Issue 5:

Each district
affects the entire
community and
governing is a
citywide
responsibility
24 Typical Council Norm with Districts: Maintain a citywide perspective while being mindful of districts.

Handling
inquiries from
the public from
other districts
25 Important for the Council to agree on a protocol
for responding to inquiries from a member of the
public who calls from another district
• Typical practice in other cities is for the
Councilmember to respond to ensure good
customer service, following standard city
practices (such as referring the person to City
staff or regular procedures)
• Depending on the inquiry, the Councilmember
may also, as a courtesy, let his or her Council
colleague know of the inquiry

Sample Governance
Resolution in a City with
Councilmembers Elected
by Districts
26 Highlights
 Council will govern on an at‐large
basis, considering the needs and
interests of the entire community
 Any member of the Council will
help anyone – customer service is
the priority
 Professional management within
the Council/manager form of
government will continue
Would you like something similar?
Issue 6:

Use of
commission
input
27 • Talented community volunteers want to
feel their time is well used
• Staff need to be efficient in how they
spend their time in preparing for and
attending meetings
• Important balancing of interests
12 boards, commissions
and committees
Comments?
Issue 7:

Process for a
Councilmember
to ask for an
item to be
considered on
the agenda
28 Current Process
Council Procedures Manual Section 5.7. Brief Comments by Council or City Manager (Afternoon Session).

A member of City Council or the City Manager may ask a
question for clarification, make a brief announcement, or make a brief report of his or her activities (including participation on City ad hoc committees, or other legislative bodies such as the Napa Sanitation District). (California Government Code Section 54954.2.)
An individual member of Council may request staff to report back on a matter or place a matter for discussion on a
subsequent meeting agenda (including a motion for
reconsideration under Section 7.7.5), subject to approval of direction to staff by a vote of the City Council.

Comments?
• Interest by staff in ensuring clear direction when a
Council request (approved by a vote) is made so that
expectations can be met
• Interest in encouraging Councilmembers to discuss the requested issue with the City Manager before bringing
it up in a public meeting
Council
Discussion
About Norms
29 • Norms are agreed upon
standards of behavior and
practices
• Many City Councils have a
set of adopted norms for
governance

Typical Council Norms
For Effective Governance
30 1) Maintain a citywide perspective, while being
mindful of our districts.
2) Move from I to we, and from campaigning to
governing.
3) Work together as a body, modeling teamwork
and civility for our community.
4) Assume good intent.
5) Disagree agreeably and professionally.
6) Utilize long range plans to provide big picture
context that is realistic and achievable.
7) Stay focused on the topic at hand. Ensure
each member of Council has an
opportunity to speak.
8) Demonstrate respect, consideration and
courtesy to all.
9) Share information and avoid surprises.
10) Keep confidential things confidential.
11) Respect the Council/Manager form of
government and the roles of each party.
12) Communicate concerns about staff to the
City Manager; do not criticize staff in
public..

Consensus
on Norms
31 • Do you concur with these
typical norms?
• What would you change?

Summary
32 We can get things
done when everyone
respects each other
and our roles
• Carry out our respective roles (each in
our own lanes)
• Follow our agreed upon norms and
protocols
• Contribute to the “care and feeding” of
the partnership
• Respect the chain of command and use
established processes
• Commit to regular training and
professional development

Council and City
Manager
Commitments
33  To work in our respective roles
 To follow our adopted norms
 To participate in training

34 Break
photo
Priority
Setting
35 Outline of
Priority
Setting
Discussions
36 

accomplishments
challenges

of financial outlook
 Discuss
 Dot voting
 Consensus

work plan
and align the budget

Councilmembers’
Comments About
Setting Priorities
37 • Need to focus on a few priorities
• Look at long‐term and ensure our
priorities match where we want to go
in the future
• Understand City Manager’s priorities
• Need realistic expectations
• Vacancies are impediments
• Must balance workload to available
staff
• Must manage public expectations
better

Priority
Setting
38 We can’t do
everything,
But we can do
some things
very well
Successful City Governments
• Respect the ongoing work of City
departments as the day‐to‐day operations
must be well managed – and that takes time
• Have a collaborative, trusting relationship
between the City Council and staff
• Set a few focused priorities, with a staff
work plan to achieve them

39 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”
40 Staff available to work on special projects or
Council initiatives include the Executive Team,
and some managers and management
analysts. All have ongoing responsibilities in
their roles and assignments.

Staff Numbers
at a Glance
How
Management’s
Time is Spent
41 85%
5%
5%
5%
Management’s Time
Day‐to‐day management of municipal services
Unforseen challenges
New initiatives
Strategic improvements and training

The Real
Capacity for
New Initiatives
42 5% capacity for new initiatives = 1.5 FTEs
2,080 hours x 5% = 104 hours per employee
30 employees (remaining staff) x 104 hours =
3,120 total hours
3,120 hours divided by 2,080 hours = 1.5 FTEs
Examples of
Accomplishments
43 o Navigated through pandemic financial
challenges, did not have to lay off staff
o Managed ongoing response to COVID
o Helped businesses through COVID recovery;
permanent outdoor use and parklet program
o Responded to community social justice and
police reform
o Citywide diversity, equity and inclusion training
o Staffing restoration plan; multiple recruitments
o Progress with General Plan
o Federal funds for rental assistance
o Cannabis Ordinance adopted
o Spanish translation for Council meetings
o Project labor agreement discussion
o “Buffer zone” ordinance related to reproductive
health center access

More Examples of
Accomplishments
44 o “Make it in Napa” initiative
o Created legislative advocacy program (League
of Cal Cities, Federal, State)
o Virtual employee recognition events
o Implemented phase 1 (payroll/HR) of
enterprise resource planning system (ERP)
o Launched implementation of development
permit processing software
o Updated citywide user fees; developed
affordable housing fee waiver
o Coordinated homeless services approach
(weekly cross‐departmental work group
meetings, external working groups, clean up of
“The Bowl” , CalAIM Transition Plan,
community education, community survey)
o Redistricting Process completed

Key Challenges
45 Continued impacts of
COVID pandemic
Workforce housing
Financial recovery
Hiring, vacancies
Traffic issues
Homelessness
Staying focused on our
priorities
Maintaining core City
services
Climate change

Financial
Outlook
46  Historical revenue
 Projected CalPERS
costs
 Revenues and
expenditures

Historical Revenue
0 5
10 15
20 25
30 35
40 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Millions
Primary Revenue Sources
Property Tax Sales Tax
Transient Occupancy Tax
NOTES
Property Tax
Average annual increase of 6.1% from FY12 – FY21
Sales Tax
Average annual increase of 5.9% from FY12 – FY19
• FY21 revenues rebounded to 97% of FY19 actuals
TOT
Average annual increase of 10.1% from FY12 – FY19
• Timeframe includes 3 new hotels and 1 hotel
expansion
• FY21 revenues were 52% of FY19 actuals
47 Projected CalPERS Costs – General Fund Only
48 11.5

13.4 14.1

16.1 17.5

19.1 19.1 19.5 19.7
0 5
10 15
20 25
FY19
Actual
FY20
Actual
FY21
Actual
FY22
Budget
FY23
Proj
FY24
Proj
FY25
Proj
FY26
Proj
FY27
Proj
Millions
Normal Cost UAL
Revenues and Expenditures
49 ‐
20 40
60 80
100
120
140
FY19
Actual
FY20
Actual
FY21
Actual
FY22 Proj
Rev /
Budget Exp
FY23
Proj
FY24
Proj
FY25
Proj
FY26
Proj
FY27
Proj
Millions
COVID Addbacks
Fiscal Policy Transfers
Non‐Fiscal Policy Transfers
Internal Services
Discretionary Exp
Semi‐Discretionary Exp
PERS UAL
Salaries & Benefits
Revenue ‐ Most Likely
Revenue ‐ Optimistic
Revenue ‐ Pessimistic
Lunch
Break
50 Council
Discussion and
Consensus on
Top Priorities
51 Discuss list of priorities
Understand what is already in
the work plan for the priority
areas
Council “dot” voting to
determine top 3 or 4
Confirm Council priorities (staff
will incorporate into budget
and work plans)

City Manager’s Priorities
52 Establishing the
appropriate
organizational structure,
filling vacancies and
increasing staff
development so we can
deliver our fundamental
services plus carry out
Council’s initiatives
Continuing our
internal and
external response
to COVID
Managing our
budget prudently
and seeking new
revenue for our
basic services
Completing the
General Plan so we
can process
development plans
in an orderly and
consistent manner
Maintain City
facilities and
infrastructure
Councilmember Policy Priorities
53 • Hiring/workforce stability
• Adopt and implement general
plan and housing element
• Economic recovery
• Prudent use of new state and
federal dollars
• Housing
• Homelessness
• Traffic
• Climate change
• Diversity, inclusion and equity
• Efficiency in development
processing
Refer to handout
Break

Dot Voting
Select Your Top 2
55  Economic recovery
 Prudent use of new state and federal
dollars
 Housing
 Homelessness
 Traffic
 Climate change
 Diversity, inclusion and equity
 Efficiency in development processing
Two baseline priorities:
• Hiring/workforce stability
• Adopt and implement
general plan and housing
element
Commitments
from Staff
56 Align programs, projects and
activities to further Council
priorities, consistent with
budget, staffing and
workloads
Build Council direction into
budget and work plans

Staying on
Track with
Priorities
57 Twice a year reporting on progress
and capacity
Hold off on new Council‐initiatives
until next goal setting cycle or mid‐
year if capacity exists

Best Practice
Criteria for
Adding
Initiatives and
Projects Mid‐
Cycle
58 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 law or mandates
Otherwise – wait until
next priority‐setting
process
59 Workshop
report
City
Manager’s
next steps
Next
Steps

Closing
Comments
60 Thank you!
Jan Perkins |Rick Haydon
Jan: [email protected]
Rick: [email protected]

FEBRUARY 7, 2022

City of Napa
Priorities Worksheet for Discussion
City Council Annual Workshop – February 18, 2022

Introduction: This document contains information to assist the Council and staff in discussions to be held in the Council Annual Workshop scheduled for February 18, 2022. The objective of the discussions about priorities will be for the Council to establish no more than three or four top priorities for focused attention during FY 2022‐23 so that resources can be aligned with those. After the retreat, City staff will present options, costs and impacts related to priorities for Council consideration as a part of the budget process and implement work plans to carry out the priorities based on the adopted budget.

Factors to Consider: By way of context for setting priorities, there are several basic factors to consider, including:
 Is it financially feasible and sustainable?
 Is there sufficient staff capacity to successfully implement and sustain it?  How does it relate to the City’s core services and how does it impact those?  Is it in alignment with the City’s long‐term goals?

Priorities for Discussion for FY 2022‐23
Priority Councilmember
Comments
Significant Work Underway and Planned for FY 2022‐23
A. Hiring/Workforce
Stability
 Need to fill vacancies
 Need for stable
workforce
 Retention of key
personnel
 Difficult to find
qualified applicants
 Prioritized recruitments through FY2022, update for FY2023 as part of budget process  Public relations campaign – Radio, signage, social media, City fleet decals, etc.  New onboarding program roll‐out
 Use of hiring incentives for specific positions
B. Adopt and
Implement
General Plan and
Housing Element
 Complete the General
Plan and housing
element
 Need staff capacity and
resources in Planning
 General Plan:
o Continue the substantial work on the ongoing update to the General Plan. Anticipated public review of the draft update will occur in early 2022, and the adoption process is planned to be complete in CY22
o Draft General Plan and DEIR out for public comments through March P a g e 2

to carry out the work
before them

o Final EIR with responses to public comments
o Adoption by Planning Commission/City Council
o Will require significant implementation steps following adoption including updates to NMC, Zoning Code Ordinance update, as well as specific projects, tasks and updates outlined in the General plan  Housing Element:
o Kick‐off with Consultant in January
o Public Outreach Components including Napa Sonoma Planning Collaborative effort o City Council/Planning Commission Joint Study Session
o Site Inventory, needs analysis work, draft development o Draft Housing Element before planning City Council Fall 2022 and adoption to meet HCD certification timeline of January 2023
 Downtown Specific Plan
o General Plan includes components related to moving forward on Downtown Specific plan process C. Economic
Recovery

 Recovery needs a
Citywide focus
 Continue to build
financial sustainability
 Address pension and
other cost increases
 Long Term Financial Forecast development
 Organizational Financial Stability
o Continued implementation of new ERP system
o Updates to the City’s contracting processes, including updating standard contracts and insurance requirements and converting to electronic contracting
o Updates to the City’s records management systems, including transitioning from paper records to electronic records
o Updates to the City’s processing of responses to claims against the City, including an updated contract for third‐party claims administrator
 Finance Budget Training and financial management capacity building throughout organization  Review of development impact fees (primarily parks, traffic, and parking) based in new obligations under AB 602 and potential repeal of irrelevant fees
 Continue substantial work on the ongoing update to the General plan which includes economic development policy pork.
 Cannabis Ordinance implementation
 Exploring opportunities to enhance revenue
 “Make it Napa” Campaign
 Parklets – Establishing and implementing policy, regulations and standards  Updating and implementing Wayfinding Signage Program
 Complete EIFD Creation and plan for next steps
 Downtown Parking Program – Update Program to minimize demand for parking and facilitate efficient use of parking
 Increase City’s involvement in TID/PBID Operations
P a g e 3

 Small Business Support Program
 Development Projects processing
D. Prudent Use of
New State and
Federal Dollars
 How to optimize use of
these dollars
 Need staff to carry out
the projects
 New Legislative Advocacy program and Platform for 2022  City Manager Office – Federal, State and private grant coordination  ARPA Funding allowable spending plan development
 New ERP (Financial Implementation) Grant management module and tracking mechanism (July 2022) E. Housing  Review past and future
use of Measure F funds
for workforce housing
 Housing for all initiative
– protecting current
housing
 Continue substantial work on the ongoing update to the General Plan which includes policy work benefiting Housing goals including updates to NMC, resolutions and administrative regulations  Begin impending substantial work on the Housing Element Update including implementing the RHNA sharing agreement with the County
 Implement updates to State housing laws including clarification of “objective standards” for review of housing development applications, as well as implementation of SB 9 regarding discretionary elements for lot splits and multiple units on one residential lot
 Napa Pipe – Tentative Map Implementation and affordable housing projects  Continue processing various development projects
 Accessory Dwelling Unit Support Center
 Continue Junior Unit Imitative Program
 Open Section 8 waiting list via lottery
 Leasing effort for Manzanita Family Apartments
 Continue rental rehabilitation and emergency grant program, as well as first time homebuyers assistance program
 Notice of Funding Availability (NOFA) for Housing Impact Fee funds and 1% TOT funds in Calendar Year 2021 (reserving funds to Valley Lodge Apartments and affordable homebuyer units at the County’s Old Sonoma Road site) and intends to follow this up with an over‐the‐counter NOFA for approximately $4M in combined Housing Impact Fee and 1% TOT funds in the 1st quarter of Calendar Year 2022.  Complete construction on City funded housing projects o Valley Lodge Apartments (previously Wine Valley Lodge) (54 units for homeless clients) o Heritage House (66 units)
o Valle Verde (24 units)
F. Homelessness  Address mental health
and drug/alcohol
aspects
 Internal Cross‐Departmental team led by Homeless Coordinator meeting weekly to coordinate and discuss City specific objectives to lessen impact of homelessness on the community and agency resources  Regular meetings with system partners (County, Abode, etc.) to ensure City’s objectives are met and coordinated appropriately
 Updating and implementing City’s encampment management policy and coordinate/ manage clean‐up efforts consistent with policy
P a g e 4

 Apply for and leverage new State/Federal funds to address service gaps and maintain programs lost in transition away from Whole Person Care to CalAIM
o Develop Diversion Program
o Transition Outreach Services to City of Napa oversight o Provide services to clients that have exited homelessness to housing programs to ensure housing stability
 Continue to implement issue tracking system to monitor and address constituent complaints related to homelessness
 Advocate for Client needs with community/regional service providers  Development of pilot programming for State funding for clients with co‐occurring mental health/addiction issues (Public/Non‐Profit Partnership)
G. Traffic

 Mitigation, traffic
calming
 Enforcement
 Pedestrian pathways
and lanes
 Slow Down Napa
 Continue the substantial work on the ongoing update to the General Plan which includes an update to the Circulation Element and related ROW policies
 Local Roadway Safety Plan
o Website for plan progress and community input (going live February 2022) o Traffic Safety Community workshops planned spring/summer 2022  Update to City’s Traffic Calming Plan
 Pavement Rehabilitation CIP’s designed to include “complete streets” elements (i.e. Browns Valley, Laurel, Coombs, Jefferson)
 Working with partners for Imola Corridor Plan implementation of grant funding applications  New pedestrian flashing beacons at Vine Trail crossings design work  Jefferson Automated Traffic Management System construction project to coordinate traffic signals awarded in January
 Striping plan for River Park Boulevard traffic calming—neighborhood outreach and design completed  Completion of new signal at Soscol/Old Soscol and Vine Trail Gap Closure projects Q1 2022  Collaborating with NVVT to complete trail segment south of Redwood  Collaborating with NVVT on grant application for improvements to commuter path  Completing real estate acquisition and final design for Jefferson Street Utility Undergrounding (improves roadway safety and pedestrian access)
 Red Light Camera Program presentation to City Council  Application of California Office of Traffic Safety Grant funding for additional enforcement, equipment, and community outreach
 Update collision reporting software
 Issue handheld electronic ticket writing software to all Police Officers P a g e 5

H. Climate Change  Need staff and budget
 Energy resiliency
 Develop policies such
as gray water
 Water issues
 Educate the
development
community
 Continue the substantial work on the ongoing update to the General Plan which includes a “Climate Change and Sustainability Element” and implementation measures such as the development of a Climate Action Plan  Climate Action Committee JPA
 SB 1383 Implementation to enhance recovery of compostable organics and recyclables  Wood Waste Gasification upgrade system at City MDF
 Anaerobic Digestion to Biofuel (capture biomethane from food scraps/organic waste to convert into renewable natural gas and fuel refuse and recycling fleet  SB 555 Implementation of Water Loss Performance Standards  SB 606/AB 1668 Regulations update “Making Water Conservation a California Way of Life”  Managing response to water issues:
o Exploring the feasibility of supplemental water supplies o Update to the Interruptible Ag Program (ordinance and contracts) o Update to the Water Supply contract with Congress Valley Water District

I. Diversity, Equity
and Inclusion
 Consider adding
“belonging” to DEI
 Consider DEIB
commission
 Continue the substantial work on the ongoing update to the General Plan which includes an update to the Public Health and Equity Element
 Language Equity Plan – Council Meeting priority
 DEI Training – Citywide
 Napa Sonoma Planning Collaborative participation in preparation for including DEI initiatives within the Housing Element
 Participation in the Invest Health Cohort with local non‐profits learning from King County, WA model for DEI innovation
 Participate in National League of Cities, Cities of Opportunity Initiative J. Efficiency in
Development
Processing
 Support the business
community by being
efficient in
development
processing
 Implementation of new Development Permit processing software  Implementation of Development Review Process improvement plan  Continue current Development Permit process improvements

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