Agenda packet, special meeting, first session — Nevada City City Council, September 21, 2022

Special Meeting of
Nevada City Council
City Hall – Beryl P. Robinson, Jr. Conference Room
317 Broad Street, Nevada City, CA 95959
WEDNESDAY September 21, 2022 5:00 P.M.

MISSION STATEMENT
The City of Nevada City is dedicated to preserving and enhancing its small town character and historical architecture while providing quality public services for our current and future residents, businesses and visitors.

Doug Fleming, Mayor
Daniela Fernández, Vice Mayor Gary Petersen, Council Member Adam Kline, Council Member Lou Ceci, Council Member
NOTICE TO THE PUBLIC: Please be advised that the Council Chambers are currently open to the public. This meeting is accessible to the public in person, via Zoom video conference, via YouTube, or on the local government cable channel 17. Individual City Council members may participate remotely in accordance with applicable open meeting law requirements. In-person meetings will be conducted in accordance with local and State Department of Public Health orders and guidance and requirements of the California Division of Occupational Safety and Health (CalOSHA).

The public is encouraged to participate or observe this meeting by:

1. Attending this meeting in person at the City of Nevada City Council Chambers located at 317 Broad Street Nevada City, California.

2. Attending this meeting via Zoom video conference by linking to the following site:
https://us02web.zoom.us/j/89009138474 or,
by telephone: Dial 1-669-900-9128 Webinar ID: 890 0913 8474

3. Observing this meeting live from the City of Nevada City YouTube channel at:
https://www.youtube.com/channel/UCXSQwrXtey12YIl3IbyGMYQ

4. Observe this meeting live from the local government cable channel 17 Public comments may be made:

1. In person: Live at the meeting. Members of the public desiring to speak on a matter appearing on the agenda should ask the Mayor for the opportunity to be heard when the item comes up for Council consideration. Comments for all agenda items are limited to a speaking time of three minutes.

2. Via Zoom: If you choose to join the City Council Meeting via Zoom video conference you will be able to utilize the “Raise Hand”. If joining by telephone: Dial 1-669-900-9128 Webinar ID: 890 0913 8474, dial *9 to “Raise Hand”. The Mayor will call on those who wish to speak at the appropriate time, not to exceed three minutes.

3. In writing: Email your comments to [email protected] Comments will be accepted until 7pm on the Monday prior to the meeting date. Comments will not be read during the City Council meeting (due to virtual participation option above), but will be forwarded to all Council Members prior to the City Council Meeting, so they have time to read them before to the meeting time. When sending an email it is extremely helpful to include the following:
• Full Name
• Address (specific or general, ie: resident in unincorporated Nevada City) • The item number that you are commenting on
Any writing that is a public record that relates to an agenda item for open session distributed less than 72 hours prior to the meeting will be available for public inspection at City Hall, 317 Broad Street, Nevada City, California during normal business hours. Government Code § 54957.5(b)(1). Copies will also be provided at the appropriate meeting.

In compliance with the Americans with Disabilities Act of 1990, if you need special assistance to participate in this meeting, please contact the Deputy City Clerk at 530-265-0187 Extension 133. Notification at least 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. [28 CFR 35.102.35.104 ADA Title II].

CALL TO ORDER
NISENAN TRIBE RECOGNITION: This City Council Meeting Convenes On the Ancestral Territories of the Nevada City Rancheria Nisenan Tribe

PLEDGE OF ALLEGIANCE
ROLL CALL _____ Mayor Fleming
_____ Vice-Mayor Fernández
_____ Councilmember Petersen
_____ Councilmember Kline
_____ Councilmember Ceci
MEETING PROCEDURES: All items on agenda will be open for public comments before final action is taken. Citizens wishing to introduce written material into the record at the public meeting on any item are requested to provide a copy of the written material to the Deputy City Clerk prior to the meeting date so that the material may be distributed to the City Council prior to the meeting.

Speakers must restrict comments to the item as it appears on the agenda and stay within a three minutes time limit (or lesser time if the Mayor determines it necessary due to the number of persons who may wish to speak on an item). The Mayor similarly has the discretion of limiting the total discussion time for an item as may be necessary.

PUBLIC COMMENT: Government Code Section 54954.3 provides that any member of the public may address the City Council on any matter NOT ON THE AGENDA that is within the subject matter jurisdiction of the city. The Brown Act, with limited exceptions, does not allow the Council or staff to discuss issues brought forth under Public Comment. The Council cannot take action on non-agenda items. Concerns may be referred to staff or placed on a future agenda. Please note that comments from the public will also be taken on each agenda item. At the time it is heard. Speakers must restrict comments to the item as it appears on the agenda and stay within a three minutes time limit (or lesser time if the Mayor determines it necessary due to the number of persons who may wish to speak on an item). The Mayor similarly has the discretion of limiting the total discussion time for an item as may be necessary.

BUSINESS

1. Conduct a Workshop and Provide Discussion for the Development of the City’s Strategic Plan
Recommended Action: Conduct the workshop, discuss, and provide direction

CITY MANAGER, COUNCILMEMBER REPORTS AND FUTURE AGENDA ITEMS

ADJOURNMENT
The meeting will adjourn at 9:30 P.M. unless a decision is made by motion of a Councilmember to extend the time.

Certification of Posting of Agenda
I, Sean Grayson, City Manager for the City of Nevada City, declares that the foregoing agenda for the September 21, 2022 Special Meeting of the Nevada City City Council was posted September 16, 2022 at the entrance of City Hall. The agenda, along with staff reports, is also posted on the City’s website.

Signed September 16, 2022 at Nevada City, California
____________________________________________________________ Sean Grayson, City Manager
Special Meeting of
Nevada City Council
City Hall – Beryl P. Robinson, Jr. Conference Room
317 Broad Street, Nevada City, CA 95959
WEDNESDAY September 21, 2022 5:00 P.M.

The public is encouraged to participate or observe this meeting by:

1. Attending this meeting in person at the City of Nevada City Council Chambers located at 317 Broad Street Nevada City, California.

2. Attending this meeting via Zoom video conference by linking to the following site:
https://us02web.zoom.us/j/89009138474 or,
by telephone: Dial 1-669-900-9128 Webinar ID: 890 0913 8474

3. Observing this meeting live from the City of Nevada City YouTube channel at:
https://www.youtube.com/channel/UCXSQwrXtey12YIl3IbyGMYQ

4. Observe this meeting live from the local government cable channel 17 Public comments may be made:

CALL TO ORDER
NISENAN TRIBE RECOGNITION: This City Council Meeting Convenes On the Ancestral Territories of the Nevada City Rancheria Nisenan Tribe

BUSINESS

1. Conduct a Workshop and Provide Discussion for the Development of the City’s Strategic Plan
Recommended Action: Conduct the workshop, discuss, and provide direction

CITY MANAGER, COUNCILMEMBER REPORTS AND FUTURE AGENDA ITEMS

ADJOURNMENT
The meeting will adjourn at 9:30 P.M. unless a decision is made by motion of a Councilmember to extend the time.

Signed September 16, 2022 at Nevada City, California
____________________________________________________________ Sean Grayson, City Manager

CITY OF NEVADA CITY

CITY COUNCIL STAFF REPORT
MEETING OF: September 21, 2022 Agenda Item No. 01
Subject: Conduct a Workshop and Provide Discussion for the Development of the City’s Strategic Plan
From: Sean Grayson, City Manager
Date: September 16, 2022
Reviewed & Approved:

Recommended Action: Conduct the workshop, discuss, and provide direction.

ISSUE STATEMENT AND DISCUSSION:

The City of Nevada City is undergoing a comprehensive Community-Driven Strategic Planning process.

The process will culminate in the City Council considering the adoption of a 5-Year Strategic Plan. Tot date the City has conducted in-person workshops with various stakeholder groups and solicited feedback via an online survey instrument.

The September 21, 2022, workshop seeks a high-level review of the data collected from participation in the workshops and surveys. The City Council will be asked to discuss and provide direction with regard to elements to include in a future draft Strategic Plan. In broad terms the City Council will review, discuss and provide direction on:
• The City’s Mission Statement
• The City’s Vision Statement
• The City’s Values Statements
• S.W.O.T. Analysis of the City
• Action Areas for the Next Five Years Including Strategic Initiatives and Goals The City Council will also provide direction on initiatives that may need exploration by existing City Council committees and/or the appointment of new City Council committees to explore, with community members, the development of goals for those strategic initiatives. Additionally, the City Council will provide direction on initiatives, goals, or objectives that may need immediate action. These items may also include recommendations for the use of American Rescue Plan Act (ARPA) funds.

After the workshop, staff will create a draft Strategic Plan anticipated to come to the City Council for review in October 2022 for revision and further direction.

The attached information provides an explanation of the Strategic Planning process and aspects considered to date, a condensed synopsis of participant responses to various questions in the process, and the areas to be addressed at the workshop as well as next steps.

City of Nevada City
Strategic Planning City Council Workshop
Pre-Meeting Content Review

STRATEGIC PLANNING PROCESS
What is Strategic Planning?
There are a multitude of definitions for strategic planning. For reference in the City of Nevada City process we will use the following:

A continuous and systematic process where the guiding members of an organization make decisions about its future, develop the necessary procedures and operations to achieve that future, and determine how success is to be measured.

A strategic plan is not the destination (or desired outcome), rather it is the vehicle that can take the City to its destination. Planning is not action, and a strategic plan should not be viewed as a goal, but as a process that leads to action.

When some is leaving their house to go somewhere they generally need two things: a destination or where they want to go and a path of travel or directions. Strategic planning is the process for the City to move forward to its future. Strategic planning identifies the City’s desired destination, and it creates a path to get there. Accomplishing the plan’s goals and objectives serve as a roadmap with planned timelines and pitstops.

Why Strategic Planning in Nevada City?
Nevada City has entered into a very challenging evolutionary cycle. Public demands continue to increase, while dollars and other resources are growing at a slower pace or, in some cases, shrinking. These trends place increased pressure on the City Council (as Policy makers), City Manager (as Policy implementer), and staff to develop ways to be more effective and more efficient. In many cases, the public is demanding the accomplishment of specific goals, objectives, and services with fewer resources. “Doing more with less” while not possible in application is often an expectation. Accomplishing more within existing constraints however is possible if efficiencies can be had. To work more efficiently with available resources, organizations must establish their direction based on constructive efforts while eliminating programs that do not serve the community. Strategic planning can be a holistic approach to address these challenges.

In 2056 Nevada City will celebrate the City’s bicentennial (200-year anniversary). In order for the City to reach its destination or long-term goals by that point it is essential that the City initiate a strategic planning process; that the process yield a dynamic, flexible and adaptable plan; and that the City pursue continuous quality improvement through exercising the planning process over time. To that end the strategic planning process will be referred to as Vision 2056: The Roadmap to Nevada City’s Bicentennial.

What is a Community-Driven Strategic Plan?
Successful organizations, from government agencies to Fortune 500 companies, have recognized that attaining community focus is essential. Aware of this necessity, Nevada City must strategically plan how we will deliver high-quality products and services to the public through better, more efficient and/or less expensive programs.

City of Nevada City
Strategic Planning City Council Workshop
Pre-Meeting Content Review
Community-Driven Strategic Planning includes leveraging stakeholder input at various levels including: the City Council, residents, visitors, business investors, and City employees. The findings of the stakeholders will be funneled into the process for the City Council to create Vision 2056: The Roadmap to Nevada City’s Bicentennial (the Nevada City Strategic Plan) with input and debate from all.

Community-Driven Strategic Planning creates a platform for a wide range of beginnings. The approach comes to life by being shared, debated, and implemented in the context of organizational realities. In the context of Nevada City, Community-Driven Strategic Planning can appear to take away the decision-making ability of the City Council or future City Councils after the implementation of the plan. In truth, Community-Driven Strategic Planning simply provides a comprehensive and holistic evaluation of the City from the perspective of all stakeholders allowing the current and future City Councils to make immediate and long-term decisions based upon the needs of the community matched with the current and future resources.

Community-Driven Strategic Planning Actions

1. Revise the Mission Statement, giving careful attention to the services and programs currently provided, and which logically can be provided in the future.

2. Revise the Vision Statement.

3. Revise the Values Statements.

4. Define the programs provided to the community.

5. Establish the community’s service program priorities.

6. Establish the community’s expectations of the organization.

7. Identify any concerns the community may have about the organization.

8. Identify the aspects of the organization that the community views positively.

9. Conduct as S.W.O.T. Analysis
a. Identify the Strengths of the organization.
b. Identify any Weaknesses of the organization.
c. Identify areas of Opportunity for the organization.
d. Identify potential Threats to the organization.

10. Identify the organization’s critical issues.

11. Identify the organization’s service gaps.

12. Determine strategic initiatives for organizational improvement.

13. Establish realistic goals for each initiative.

14. In light of the previous work, affirm the Vision statement.

15. Develop organizational and community commitment to accomplishing the plan.

16. Publish and implement ongoing support for Vision 2056: The Roadmap to Nevada City’s Bicentennial (the Nevada City Strategic Plan)
Community-Driven Strategic Planning Process
The City will conduct workshops with various stakeholders as well as conduct surveys on the same topics.

The information derived will be funneled to the City Council at their public strategic planning meetings where they will use the input from the stakeholder to craft and refine an adaptable and community supported strategic plan to guide the process and work of the City over the next five years.

City of Nevada City
Strategic Planning City Council Workshop
Pre-Meeting Content Review
INFORMATIONAL REVIEW (from Community, Employees and Planning Commission Workshops)

MISSION STATEMENT
What is a mission statement?
A mission statement is a concise explanation of the City's reason for existence. It describes the City's purpose and its overall intention. The mission statement supports the vision and serves to communicate purpose and direction to residents, businesses, visitors, and other stakeholders.

Mission Statement Question
 Are there are any action words or words of meaning that are missing or any included that should be questioned?

VISION STATEMENT
What is a vision statement?
A vision statement looks forward and creates a mental image of the ideal state that the City wishes to achieve.

It is inspirational and aspirational and should challenge stakeholders. Vision statements seek to identify where the City is headed and what it will look like when it gets to its destination.

Vision Statement Question
 Are there are any action words or words of meaning that are missing or any included that should be questioned?

VALUES STATEMENT
What are values statements?
A values statement lists the core principles that guide and direct the City and its culture. In a values-led organization, the values create a moral compass for the organization and its employees. It guides decisionmaking and establishes a standard against which actions can be assessed. These core values are an internalized framework that is shared and acted on by leadership.

City of Nevada City
Strategic Planning City Council Workshop
Pre-Meeting Content Review
City of Nevada City Values…(not in priority order)
• Embracing and promoting diversity
• A commitment to public service
• Ethical and transparent behavior
• Fiscal responsibility
• Preserving and enhancing our community
• Excellent, responsive customer service
• A commitment to our community as a whole
• Support for and commitment to a safe, just, equitable, diverse and inclusive Nevada City Values Statements Question
 Are there are any action words or words of meaning that are missing or any included that should be questioned?

CITY SERVICES
What are the broad categories of services provided by the City? • Administration
o Human Resources
o Finance
o Customer Service
o Utility Billing
• Engineering (Public project design and construction)
• Fire Prevention and Investigation
• Parks and Recreation
• Police
• Planning
o Planning Commission
o Land Use
o Zoning
o Environmental Review for Development
o Housing Compliance
• Public Works
o Facilities
o Streets
o Water Distribution
o Sewer Collection
o Property Maintenance and Repair
• Water Treatment
• Wastewater Treatment
City of Nevada City
Strategic Planning City Council Workshop
Pre-Meeting Content Review
What are the broad categories of services contracted for by the City? • Legal Services (Jones and Mayer)
• Police Dispatch (Nevada County Sheriff's Office)
• Fire Emergency Response (Grass Valley Fire Department) • Information Technology (Nevada County Information Services) • Building Official, Plan Review and Inspection (Nevada County Building Department) • Tourism and Business Support (Nevada City Chamber of Commerce) • Solid Waste and Recycling (Waste Management)
City Services Questions
 How do you rate the current service delivery of each category?  Are there any service categories provided by the City that could be better performed by other means?  Are there any services not currently provided by the City that you would like to see considered?

SWOT ANALYSIS
What is a SWOT Analysis?
The Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis is designed to have the City candidly identify its positive and less-than-desirable attributes. Strengths and Weaknesses are generally determined by internal factors of human-capital, money, resources and available time. Opportunities can be internal in maintaining strengths or improving weaknesses, or external in collaboration with others. Threats are generally determined by external factors not under the control of the City but impactful on its service potential none-the-less.

Weaknesses
Performance or lack of performance within an organization depends greatly on the identification of weaknesses and how they are confronted. While it is not unusual for these issues to be at the heart of the organization’s overall concerns, it is unusual for organizations to be able to identify and deal with these issues effectively on their own.

For any organization to either begin or to continue to move progressively forward, it must not only be able to identify its strengths, but also those areas where it functions poorly or not at all. These areas of needed enhancements are not the same as threats to be identified later in this document, but rather those day-today issues and concerns that may slow or inhibit progress.

City of Nevada City
Strategic Planning City Council Workshop
Pre-Meeting Content Review
Opportunities
The opportunities for an organization depend on the identification of strengths and weaknesses and how they can be enhanced. The focus of opportunities is not solely on existing service, but on expanding and developing new possibilities both inside and beyond the traditional service area Threats
To draw strength and gain full benefit of any opportunity, the threats to the organization, with their new risks and challenges, must also be identified in the strategic planning process. By recognizing possible threats, an organization can greatly reduce the potential for loss. Fundamental to the success of any strategic plan is the understanding that threats are not completely and/or directly controlled by the organization SWOT Analysis Questions
 What do you view as the Strengths of the City?
 What do you view as the Weaknesses of the City?
 What do you view as the Opportunities in front of the City?  What do you view as the Threats to the City and its services?  Looking at previous work are there any service gaps illustrated by the SWOT Analysis?

CRITICAL ISSUES / STRATEGIC INITIATIVES / GOALS / OBJECTIVES / TASKS This section will seek to identify the general and specific areas the participants believe the City should be focusing on for both short and long-term goals for the duration of the strategic plan and beyond. In the fiscal year 2022-2023 budget, the City Council adopted four interim strategic initiatives under which previous fiscal year goals and goals newly established in the current fiscal year were placed. These are referred to as interim as they are intended to be starting point for discussion and anticipated to be changed through the strategic planning process.

City of Nevada City Interim Strategic Initiatives and Goals Safety
• Improve safety and security of city residents and visitors • Increase investment in wildfire risk reduction
Services
• Develop measurement of citywide service levels
• Retain and enhance the Nevada City Police Department
Infrastructure
• Improve citywide infrastructure with emphasis on increased parking • Assess long-term water resiliency
Professionalism of Government
• Improve citywide technology
• Improve and maintain fiscal stability and sustainability • Enhance long-term planning documents
City of Nevada City
Strategic Planning City Council Workshop
Pre-Meeting Content Review
Ultimately the strategic plan will move from the very broad (Strategic Initiatives) to the very detailed (Tasks) by identifying critical issues and determining which critical issues to work on. This determination will allow for a logical funneling into the various strategic plan outputs Strategic Initiatives
Strategic Initiatives are broad categories of effort or fields of work that can usually be represented in just a few words that are easily understood for their meaning within the City.

Goals
Goals, which are narrower categories of effort than initiatives, are generally seen as an achievement or an accomplishment to pursue.

Objectives
Objectives which are specific, measurable, attainable, realistic and time sensitive actions or S.M.A.R.T. that the City will undertake to meet goals.

Example Strategic Initiatives, Goals, Objectives, and Tasks Using the analogy of a map: the strategic plan is a map of all of Nevada City and the sphere of influence around us. Strategic initiatives would be a broad area like the downtown. Goals would then be a block on a street, like the 300 block of Broad Street. Objectives would be highly detailed like 317 Broad Street, our City Hall.

And then ultimately tasks would be a granular item at City Hall like the doors to the City Council chambers.

Critical Issues / Strategic Initiatives and Goals Questions to Consider  What are the things that the City is doing well now that we need to continue doing?  What are the things that the City needs to improve upon?  What are the things the City should consider discontinuing?  What areas should the City be investing its time, energy, resources, funding and human capital in?  What is your number one priority for the City to work on over the next five years? City of Nevada City
Strategic Planning City Council Workshop
Data Collection
Included in this document is the general data, without analysis, collected in the Strategic Planning process prior to the City Council Workshop on September 21, 2022. For questions #1, #2, and #3 there are only responses from the workshops. For questions #8 and #9 the responses were placed into broad categories where possible, e.g. affordable housing, tiny homes, and more access to buy homes are all reported under the heading of “Housing”.

GENERAL RESPONDANT INFORMATION
Participants (unique individual participants) Interest (includes multiple selections) In-Person Community Workshops: 48 City Business Owner: 7% Planning Commission Workshop: 5 Employed in Nevada City: 1% City Employee Workshop: 20 Nevada City Resident: 45%
Survey Participants: 239 Nevada County Resident: 43%
Total Participants: 312 Other: 4%
Age (includes survey participants only) Time in County (includes survey participants only) Under 18: 5% 0-2 years: 4%
18-24: 1% 2-5 years: 13%
25-34: 8% 5-10 years: 13%
35-44: 18% 10 years or more: 70%
45-54: 15%
55-64: 21%
65 and older: 32%
City of Nevada City
Strategic Planning City Council Workshop
Data Collection

RESPONSES TO QUESTIONS
Question #1 (from workshops only)
Are there any words that are missing or any words that are included that should be questioned from the City’s Mission Statement?
Results #1
Sustainability Adapting to climate change Renowned
Natural setting Inclusivity Innovation
Natural beauty Arts and culture Change "quality services" Ecology Neighborhoods Regenerate what has been lost
Preserve green / wooded Citizens first Climate resiliency Community Embracing instead of enhancing Children
Vibrant Promote tourism Families
Welcoming to all Manage population growth Youth
City of Nevada City
Strategic Planning City Council Workshop
Data Collection
Question #2 (from workshops only)
Are there any words that are missing or any words that are included that should be questioned from the City’s Vision Statement?
Results #2
Set up workers for success Decolonized Multi-generational Set up businesses for success Carbon net-zero Acknowledge youth Innovative community Retain original wording Acknowledge cultural heritage Progressive Inclusiveness Responsible stewards of resources Creative Diversity Deeply connected community
Natural heritage Affordable Family focused
Environmental to preservation Livability Commercially focused Sustainable economy Language of land acknowledgement Retain historic recognition City of Nevada City
Strategic Planning City Council Workshop
Data Collection
Question #3 (from workshops only)
Are there are any action words or words of meaning that are missing or that are included that should be questioned in the City’s Values?
Results #3
Everyone feels part of the city Community as a whole Protect homeless Safe Merge 1st and last bullet point Emergency preparedness Healthy Add accountability to value 3 Activism culture
Built and natural environment Locally focused economy Minimize climate impact Enhance diversity Environmental stewardship Preserve aesthetics Vibrant Financial stewardship Protect human rights
Commitment to innovation Nevada City history A community safe discourse City of Nevada City
Strategic Planning City Council Workshop
Data Collection
Question #4
What do you view as the Strengths of the City?
Results #4
Historic Preservation Color / vibrancy of community
Environmental Ethic Always something to do
Public Works Department Miner's foundry
Community involvement Open spaces and trails
Community conscious Limited corporate business presence New staff at City Hall New housing element
Clean water and air (sometimes) Cannabis industry
Accessibility to new staff Tourism
Arts, Entertainment, Culture, Diversity Events
Walkability Natural setting
Preserved Historic Downtown buildings Small town charm
Small town spirit History
Aesthetic and small town preservation Community
Approachable staff Volunteerism
Institutional "tribal" community Nisenan
Unique business culture Holistic approach to wellness
Geographic setting Police Department
Tolerance Public Works Department
Intellectual/financial capital Diversity
Culture of volunteerism Sense of "Community"
Strong non-profit base Engaged Citizens
KVMR Safety
Water quality Downtown buildings
Thriving farmer's market Environmentally conscious
Volume of non-profits People say “Hi”
City of Nevada City
Strategic Planning City Council Workshop
Data Collection
Question #5
What do you view as the Weaknesses of the City?
Results #5
Aging public infrastructure Unmaintained green and open spaces Aging population Perception of planning commission too restrictive Affordability Resistance to annexation
Lack of internet options School enrollment dropping
Fire prevention and safety Old general plan
Limited public transit Proliferation of invasive trees
Parking Lack of fire management plan
Building vacancies City budget
Vacation rentals Lack of homeless support
Traffic and noise Lack of hotels
Desirability Layout of streets
Increased housing costs Pedestrian oriented but not pedestrian friendly Lack of public art process Homeless
Deteriorating buildings Empty storefronts
Narrow sidewalks (ADA issues) Political divide
Lack of sidewalk maintenance Insufficient funding for city services Lack of enforcement of codes Too focused on historical things Insufficient focus on 7-Hills Too focused on tourism
A lot of new staff Lack of focus on families
Lack of racial diversity Not getting our share of state grants money Racism Turning into Disneyland
Indigenous bias Not doing anything with the airport
Preserved lack of protection and safety Not maintaining open space Fire fuel mitigation PG&E
Dense forest Waste Management
City of Nevada City
Strategic Planning City Council Workshop
Data Collection
Question #6
What do you view as the Opportunities in front of the City? Results #6
Become a model sustainable community Regional partnerships Curated tourism EV charging in the City
Grants Public Art
Local small businesses Nisenan federal recognition
Unique retail offerings Control our own police dispatch Innovative affordable housing Civic engagement of youth Promoting community engagement Infill housing
Innovative partnerships Finding sustainable mix of retail Courthouse options Jobs
Emphasize early heritage Job training for local industry Ecology, biodiversity Use short-term rentals as funding for housing Capitalize on human resources Food trucks
Prioritize open space acquisition Courthouse repurpose into college Expand tax base Local farms and gardens
HEW building Energy independence
Development Solar expansion
Annexation Partner for sustainable water sources
Update General Plan Support a thriving community
Preparing for fire prevention City be a bridge for cultural conversation Supportive of housing solutions Composting and recycling Undergrounding of utilities Biodigester for power
High speed, reliable internet Climate adaptation plan
Community Choice Aggregation power Transparency in government Cannabis tourism Leverage technology
Rebrand 7-Hills Infrastructure funding
City of Nevada City
Strategic Planning City Council Workshop
Data Collection
Question #7
What do you view as the Threats to the City and its services? Results #7
Loss of courthouse Lack of power under local control
Vacant courthouse building Global instability
Fire Excessive fees
PG&E inaction Underspending on innovation
Capacity of water infrastructure Overspending on police Development outside the city Inability to attract diversity Global warming / climate change Homeowners insurance rates White supremacy Intolerance
Crime Wildfire
Lack of affordable housing Lack of housing for workforce Homelessness Loss of businesses
Short Term Rentals Tax base taken by other entity
Loss of rental housing Lose water rights
Inheritance laws Lose local control on housing
City of Nevada City
Strategic Planning City Council Workshop
Data Collection
Question #8
What is your number one priority for the City to work on over the next five years? Results #8
Broad Category Count Broad Category Count
Housing 46 Nisenan Support 7
Fire Safety 27 Homeless 7
Business Support 24 Tourism 7
Climate Adaptation 17 Other 7
Water Resiliency 16 Infrastructure 6
Recreation 16 Emergency Preparedness 6
Parking 15 Jobs 5
Street Repair 14 Safety 5
Historic Preservation 13 Traffic 5
Internet and Cell Coverage 12 Electrical Resiliency 4
Vibrancy 11 Outdoor Spaces 4
Cannabis Tourism 10 Funding for Services 4
Community Wellbeing 9 Walkability 4
Policing 9 Energy independence 3
Diversity 7
23%
13%
12% 8%
8%
8%
8%
7%
7% 6%
Top 10 "#1" Action Items
Housing
Fire Safety
Business Support
Climate Adaptation
Water Resiliency
Recreation
Parking
Street Repair
Historic Preservation
Internet and Cell Coverage
City of Nevada City
Strategic Planning City Council Workshop
Data Collection
Question #9
What other areas should the City be investing its time, energy, resources, funding and human capital in? Results #9
Category Count Category Count
Fire Safety 201 Funding for Services 20
Housing 174 Electrical Resiliency 18
Business Support 104 Water Resiliency 18
Traffic 52 Climate Adaptation 17
Process for Public Art 46 Sidewalk Repair 15
Jobs 38 Street Repair 14
Support 7-Hills 38 Nisenan Support 14
Improve City Communications 32 Historic Preservation 13 Reduce Smoking in Downtown 32 Internet and Cell Coverage 12 Parking 32 Vibrancy 11
Infrastructure 30 Outdoor Spaces 11
Recreation 28 Cannabis Tourism 10
Code Enforcement 27 Community Wellbeing 9
Enforce Short Term Rental Rules 27 Policing 9
Homeless 25 Energy independence 9
Emergency Preparedness 21 Walkability 8
Safety 21 Diversity 7
Tourism 20
27%
23% 14%
7%
6%
5%
5%
5%4%4%
Top 10 Action Areas
Fire Safety
Housing
Business Support
Traffic
Process for Public Art
Jobs
Support 7-Hills
Improve City Communications
Reduce Smoking in Downtown
Parking
City of Nevada City
Strategic Planning City Council Workshop
Discussion and Direction for Next Steps
The September 21, 2022, Strategic Planning City Council Workshop will be focused on sharing the data already gathered from stakeholders to allow the City Council to discuss and provide direction on what items should be included for consideration in various areas of a draft Strategic Plan. The areas are broken down into discrete actions and mirror the input previously provided by stakeholders.

Mission Statement Action
The City Council will review the input provide by stakeholders, provide their input and make a recommendation with regard to the following options in relation to the City’s Mission Statement:
• Readopt as written
• Change and adopt
• Add as action in Strategic Plan to appoint a council/community committee to take up the task of revising the Mission Statement
• Make interim changes and then add as action in Strategic Plan to appoint a council/community committee to take up the task of revising the Mission Statement Vision Statement Action
The City Council will review the input provide by stakeholders, provide their input and make a recommendation with regard to the following options in relation to the City’s Vision Statement:
• Readopt as written
• Change and adopt
• Add as action in Strategic Plan to appoint a council/community committee to take up the task of revising the Vision Statement
• Make interim changes and then add as action in Strategic Plan to appoint a council/community committee to take up the task of revising the Vision Statement City of Nevada City Values Action
The City Council will review the input provide by stakeholders, provide their input and make a recommendation with regard to the following options in relation to the City’s Values Statements:
• Readopt as written
• Change and adopt
• Add as action in Strategic Plan to appoint a council/community committee to take up the task of revising the City Values
• Make interim changes and then add as action in Strategic Plan to appoint a council/community committee to take up the task of revising the City Values City of Nevada City
Strategic Planning City Council Workshop
Discussion and Direction for Next Steps
SWOT Action
The City Council will review the input provide by stakeholders, provide their input and make a recommendation with regard to the following options in relation to the SWOT analysis of the City:
• Adopt as written
• Change and adopt
Initiatives, Goals
The City Council will review the input provide by stakeholders, provide their input and make a recommendation with regard to the following options in relation to the City’s Strategic Initiatives:
• Recommend a specific list of Strategic Initiatives (broad action areas) Goals
The City Council will review the input provide by stakeholders, provide their input and make a recommendation with regard to the following options in relation to the City’s Goals:
• Where possible the City Council should recommend goals to address strategic initiatives • Where the creation of goals would be better served by additional policy review or public input the City Council should recommend one more of the following:
o Recommend that the strategic initiative be assigned in the Strategic Plan to an existing City Council committee for public participation and recommendation to return to the City Council for updated goals
o Recommend that a new City Council committee be created specifically to address the strategic initiative for public participation and recommendation to return to the City Council for updated goals
o Recommend that the strategic initiative be assigned by the City Manager to City Staff for public participation and recommendation to return to the City Council for updated goals o Recommend that goals be developed for the strategic initiative and return to the City Council in the draft Strategic Plan
Additional Considerations Actions
The City Council will review the established strategic initiatives, goals, and goal formation assignments to committees and/or staff and determine if there are goals for which the City Council may make additional recommendations that might include:
• Recommend SMART objectives (Specific, Measurable, Attainable, Realistic, Time sensitive) • Recommend strategic initiatives, goals, and/or objectives that may require action by staff and/or committees prior to be assigned within the fiscal year 2023/24 budget • Recommend strategic initiatives, goals, and/or objectives that may be a use of American Rescue Plan Act (ARPA) funds to be developed into projects for consideration of the City Council with the draft Strategic Plan
City of Nevada City
Strategic Planning City Council Workshop
Discussion and Direction for Next Steps
Next Steps
With the input and direction from the City Council, staff will create a draft Strategic Plan anticipated to come to the City Council for review in October 2022 for revision and further direction. In November of 2022 the final Strategic Plan would return to the City Council for adoption along with a Resolution to appoint the City Council Committees specified in the plan and authorization for the use of ARPA funds for approved projects.

Immediate action items would begin to be addressed. As goals and objectives are produced by the Committees, they will return to the City Council for consideration. Detailed objectives for each goal will be included in the fiscal year 2023/24 budget and the following four fiscal year budgets through 2027/28 to fully implement all components of the Strategic Plan.

City Council Strategic Planning Workshop
(September 21, 2022)
City Council Presentation of Draft Strategic Plan
(October 2022)
City Council Adopts Strategic Plan by Resolution and Appoints Committees (November 2022)
Immediate Action Items Initiated and American Rescue Plan Act Funds Applied (November 2022)
Fiscal Year 2022-2023 Budget Includes Tasks in Support of Strategic Plan (July 1, 2023)
Strategic Planning
City Council Workshop
September 21, 2022
Background
• The City has previously conducted task based strategic planning but has not undergone a comprehensive
Community-Driven Strategic Planning Process in the past. • The City is currently undergoing a Community-Driven
Strategic Planning Process that will yield a 5-year strategic plan that identifies the areas the community desires to focus on and creates a path, or roadmap, to get there.
2 Background (continued)
• This workshop is not intended to make final decisions or create the plan, rather it is intended for the City Council to take the input provided in the process to date and form it into the foundational elements for a strategic plan.
• For many of the selected foundational elements the Council may wish to elicit additional stakeholder input to create specific goals for selected strategic initiatives.
• It should also be noted that the strategic plan will not generate more revenue or add staffing or resources to the City. The art of strategic plan implementation is in embedding objectives and tasks into existing workload to address the goals and initiatives of the strategic plan. 3 Setting the Foundation
• Hire New City Manager
• Build back relationship between City Hall, City Council, and the community
• Hire CFO, deliver on-time budget, complete audit backlog • Build relationship with the Chamber of Commerce and businesses • Transition out of crisis mode for COVID-19, outdoor dining ordinance • New City Council members
• Hire new Police Chief, begin transition to C.O.P., hire new police officers, purchase new police vehicles
• Storm damage repair and funding
• Parking Demand Study 4
Process To Date
• Interim Strategic Initiatives & Goals in FY2022/23 Budget • Community Strategic Planning Workshops (2)
• Planning Commission Strategic Planning Workshop
• Employee Strategic Planning Workshop
• Strategic Planning Survey Instrument
• The data continues to come in!
Thank you to everyone who participated!
5 Process Participation
6 Mission Statement
Mission Statement
What is a mission statement?
A mission statement is a concise explanation of the City's reason for existence. It describes the City's purpose and its overall intention. The mission statement supports the vision and serves to communicate purpose and direction to residents, businesses, visitors, and other stakeholders.

City of Nevada City Mission Statement
The City of Nevada City is dedicated to preserving and enhancing its small town character and historical architecture while providing quality public services for our current and future residents, businesses and visitors. 8 Mission Statement Input
Are there any words that are missing or any words that are included that should be questioned from the City’s Mission Statement?
9 Sustainability Adapting to climate change Renowned
Natural setting Inclusivity Innovation
Natural beauty Arts and culture Change "quality services" Ecology Neighborhoods Regenerate what has been lost
Preserve green / wooded Citizens first Climate resiliency Community Embracing instead of enhancing Children
Vibrant Promote tourism Families
Welcoming to all Manage population growth Youth
Mission Statement Options
• Readopt as written
• Change and adopt
• Add as action in Strategic Plan to appoint a
council/community committee to take up the task of revising the Mission Statement
• Make interim changes and then add as action in Strategic Plan to appoint a council/community committee to take up the task of revising the Mission Statement
10 Vision Statement
Vision Statement
What is a vision statement?
A vision statement looks forward and creates a mental image of the ideal state that the City wishes to achieve. It is inspirational and aspirational and should challenge stakeholders. Vision statements seek to identify where the City is headed and what it will look like when it gets to its destination.

City of Nevada City Vision Statement
Nevada City, nestled in the Sierra foothills, will be a vibrant, uniquely beautiful small town that balances art and culture, historical preservation and progress. 12 Vision Statement Input
Are there any words that are missing or any words that are included that should be questioned from the City’s Vision Statement?
13 Set up workers for success Decolonized Multi-generational Set up businesses for success Carbon net-zero Acknowledge youth Innovative community Retain original wording Acknowledge cultural heritage Progressive Inclusiveness Responsible stewards of resources Creative Diversity Deeply connected community
Natural heritage Affordable Family focused
Environmental to preservation Livability Commercially focused Sustainable economy Language of land acknowledgement Retain historic recognition Vision Statement Options
• Readopt as written
• Change and adopt
• Add as action in Strategic Plan to appoint a
council/community committee to take up the task of revising the Vision Statement
• Make interim changes and then add as action in Strategic Plan to appoint a council/community committee to take up the task of revising the Vision Statement
14 City Values
Statements
City Values Statements
What are values statements?
A values statement lists the core principles that guide and direct the City and its culture. In a values-led organization, the values create a moral compass for the organization and its employees. It guides decision-making and establishes a standard against which actions can be assessed. These core values are an internalized framework that is shared and acted on by leadership.

City of Nevada City Values…(not in priority order)
• Embracing and promoting diversity
• A commitment to public service
• Ethical and transparent behavior
• Fiscal responsibility
• Preserving and enhancing our community
• Excellent, responsive customer service
• A commitment to our community as a whole
• Support for and commitment to a safe, just, equitable, diverse and inclusive Nevada City 16 City Values Statements Input
Are there any words that are missing or any words that are included that should be questioned from the City Values Statements?
17 Everyone feels part of the city Community as a whole Protect homeless Safe Merge 1st and last bullet point Emergency preparedness Healthy Add accountability to value 3 Activism culture
Built and natural environment Locally focused economy Minimize climate impact Enhance diversity Environmental stewardship Preserve aesthetics Vibrant Financial stewardship Protect human rights
Commitment to innovation Nevada City history A community safe discourse City Values Statements Options
• Readopt as written
• Change and adopt
• Add as action in Strategic Plan to appoint a
council/community committee to take up the task of revising the City Values
• Make interim changes and then add as action in Strategic Plan to appoint a council/community committee to take up the task of revising the City Values
18 S.W.O.T. Analysis
S.W.O.T. Analysis
What is a SWOT Analysis?
The Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis is designed to have the City candidly identify its positive and less-than-desirable attributes. Strengths and Weaknesses are generally determined by internal factors of human-capital, money, resources and available time. Opportunities can be internal in maintaining strengths or improving weaknesses, or external in collaboration with others. Threats are generally determined by external factors not under the control of the City but impactful on its service potential none-the-less.

Why It Matters Tonight It is important that you review the SWOT before considering initiatives as the initiatives should logically flow from the SWOT or the SWOT should be revised to contain the selected initiatives.

Strengths
It is important for any organization to identify its strengths in order to assure that it is capable of providing the services requested by the community and to ensure that strengths are consistent with the issues facing the organization. Often, identification of organizational strengths leads to the channeling of efforts toward primary community needs that match those strengths. Programs that do not match organizational strengths, or the primary function of the organization, should be seriously reviewed to evaluate the rate of return on staff time. 20 S.W.O.T. Analysis (continued)
Weaknesses
Performance or lack of performance within an organization depends greatly on the identification of weaknesses and how they are confronted. While it is not unusual for these issues to be at the heart of the organization’s overall concerns, it is unusual for organizations to be able to identify and deal with these issues effectively on their own.

For any organization to either begin or to continue to move progressively forward, it must not only be able to identify its strengths, but also those areas where it functions poorly or not at all. These areas of needed enhancements are not the same as threats to be identified later in this document, but rather those day-to-day issues and concerns that may slow or inhibit progress.

Opportunities
The opportunities for an organization depend on the identification of strengths and weaknesses and how they can be enhanced. The focus of opportunities is not solely on existing service, but on expanding and developing new possibilities both inside and beyond the traditional service area Threats
To draw strength and gain full benefit of any opportunity, the threats to the organization, with their new risks and challenges, must also be identified in the strategic planning process. By recognizing possible threats, an organization can greatly reduce the potential for loss. Fundamental to the success of any strategic plan is the understanding that threats are not completely and/or directly controlled by the organization 21 Strengths Input
What do you view as the Strengths of the City?
22 Historic Preservation Color / vibrancy of community
Environmental Ethic Always something to do
Public Works Department Miner's foundry
Community involvement Open spaces and trails
Community conscious Limited corporate business presence New staff at City Hall New housing element
Clean water and air (sometimes) Cannabis industry
Accessibility to new staff Tourism
Arts, Entertainment, Culture, Diversity Events
Walkability Natural setting
Preserved Historic Downtown buildings Small town charm
Small town spirit History
Aesthetic and small town preservation Community
Approachable staff Volunteerism
Institutional "tribal" community Nisenan
Unique business culture Holistic approach to wellness
Geographic setting Police Department
Tolerance Public Works Department
Intellectual/financial capital Diversity
Culture of volunteerism Sense of "Community"
Strong non-profit base Engaged Citizens
KVMR Safety
Water quality Downtown buildings
Thriving farmer's market Environmentally conscious
Volume of non-profits People say “Hi”
Weaknesses Input
What do you view as the Weaknesses of the City?
23 Aging public infrastructure Unmaintained green and open spaces Aging population Perception of planning commission too restrictive Affordability Resistance to annexation
Lack of internet options School enrollment dropping
Fire prevention and safety Old general plan
Limited public transit Proliferation of invasive trees
Parking Lack of fire management plan
Building vacancies City budget
Vacation rentals Lack of homeless support
Traffic and noise Lack of hotels
Desirability Layout of streets
Increased housing costs Pedestrian oriented but not pedestrian friendly Lack of public art process Homeless
Deteriorating buildings Empty storefronts
Narrow sidewalks (ADA issues) Political divide
Lack of sidewalk maintenance Insufficient funding for city services Lack of enforcement of codes Too focused on historical things Insufficient focus on 7-Hills Too focused on tourism
A lot of new staff Lack of focus on families
Lack of racial diversity Not getting our share of state grants money Racism Turning into Disneyland
Indigenous bias Not doing anything with the airport
Preserved lack of protection and safety Not maintaining open space Fire fuel mitigation PG&E
Dense forest Waste Management
Opportunities Input
What do you view as the Opportunities in front of the City? 24 Become a model sustainable community Regional partnerships Curated tourism EV charging in the City
Grants Public Art
Local small businesses Nisenan federal recognition
Unique retail offerings Control our own police dispatch Innovative affordable housing Civic engagement of youth Promoting community engagement Infill housing
Innovative partnerships Finding sustainable mix of retail Courthouse options Jobs
Emphasize early heritage Job training for local industry Ecology, biodiversity Use short-term rentals as funding for housing Capitalize on human resources Food trucks
Prioritize open space acquisition Courthouse repurpose into college Expand tax base Local farms and gardens
HEW building Energy independence
Development Solar expansion
Annexation Partner for sustainable water sources
Update General Plan Support a thriving community
Preparing for fire prevention City be a bridge for cultural conversation Supportive of housing solutions Composting and recycling Undergrounding of utilities Biodigester for power
High speed, reliable internet Climate adaptation plan
Community Choice Aggregation power Transparency in government Cannabis tourism Leverage technology
Rebrand 7-Hills Infrastructure funding
Threats Input
What do you view as the Threats to the City and its services? 25 Loss of courthouse Lack of power under local control Vacant courthouse building Global instability
Fire Excessive fees
PG&E inaction Underspending on innovation
Capacity of water infrastructure Overspending on police Development outside the city Inability to attract diversity Global warming / climate change Homeowners insurance rates White supremacy Intolerance
Crime Wildfire
Lack of affordable housing Lack of housing for workforce Homelessness Loss of businesses
Short Term Rentals Tax base taken by other entity
Loss of rental housing Lose water rights
Inheritance laws Lose local control on housing
S.W.O.T. Options
• Adopt as written
• Adopt as written and review in Draft Plan
• Change and adopt
• Change and adopt and review in Draft Plan
26 Issues, Initiatives,
Goals, Objectives
and Tasks
Issues, Initiatives, Goals, Objectives
and Tasks
Ultimately the strategic plan will move from the very broad (Strategic Initiatives) to the very detailed (Tasks) by identifying critical issues and determining which critical issues to work on. This determination will allow for a logical funneling into the various strategic plan outputs Strategic Initiatives
Strategic Initiatives are broad categories of effort or fields of work that can usually be represented in just a few words that are easily understood for their meaning within the City.

Goals
Goals, which are narrower categories of effort than initiatives, are generally seen as an achievement or an accomplishment to pursue.
28 Issues, Initiatives, Goals, Objectives
and Tasks (continued)
Objectives
Objectives which are specific, measurable, attainable, realistic and time sensitive actions or S.M.A.R.T. that the City will undertake to meet goals.

Tasks
Tasks are the actual actions that departments or individual employees will take to achieve the objectives, goals, and initiatives of the strategic plan. With the strategic plan adopted, specific tasks will be listed in each subsequent budget to identify the work and funding allocated to the achievement of the elements of the strategic plan.
29 Issues, Initiatives, Goals, Objectives
and Tasks (examples)
Using the analogy of a map: the strategic plan is a map of all of Nevada City and the sphere of influence around us. Strategic initiatives would be a broad area like the downtown. Goals would then be a block on a street, like the 300 block of Broad Street. Objectives would be highly detailed like 317 Broad Street, our City Hall. And then ultimately tasks would be a granular item at City Hall like the doors to the City Council chambers.

Using a specific example from the City’s current structure would be a Strategic Initiative to improve our Infrastructure. A goal under that initiative is to Improve citywide infrastructure with emphasis on increased parking. An objective under that goal would be to increase the available parking in both the downtown and the 7-hills districts to meet the recurring peak parking demand by July 1st of 2025. Then tasks that might show up in next year’s budget would include for finance to secure a grant or general funds to construct the required parking. Another task might be for Public Works to stripe the newly created parking.
30 Issues, Initiatives, Goals, Objectives
and Tasks
What is your number one priority for the City to work on over the next five years?
31 23%
13%
12%
8%
8%
8%
8%
7%
7%
6%
Top 10 "#1" Action Items
Housing
Fire Safety
Business Support
Climate Adaptation
Water Resiliency
Recreation
Parking
Street Repair
Historic Preservation
Internet and Cell Coverage
Issues, Initiatives, Goals, Objectives
and Tasks
What is your number one priority for the City to work on over the next five years?
32 Broad Category Count Broad Category Count
Housing 46 Nisenan Support 7
Fire Safety 27 Homeless 7
Business Support 24 Tourism 7
Climate Adaptation 17 Other 7
Water Resiliency 16 Infrastructure 6
Recreation 16 Emergency Preparedness 6
Parking 15 Jobs 5
Street Repair 14 Safety 5
Historic Preservation 13 Traffic 5
Internet and Cell Coverage 12 Electrical Resiliency 4
Vibrancy 11 Outdoor Spaces 4
Cannabis Tourism 10 Funding for Services 4
Community Wellbeing 9 Walkability 4
Policing 9 Energy independence 3
Diversity 7
Issues, Initiatives, Goals, Objectives
and Tasks
What other areas should the City be investing its time, energy, resources, funding and human capital in?
33 27%
23%
14%
7%
6%
5%
5%
5%
4% 4%
Top 10 Action Areas
Fire Safety
Housing
Business Support
Traffic
Process for Public Art
Jobs
Support 7-Hills
Improve City Communications
Reduce Smoking in Downtown
Parking
Issues, Initiatives, Goals, Objectives
and Tasks
What other areas should the City be investing its time, energy, resources, funding and human capital in?
34 Category Count Category Count
Fire Safety 201 Funding for Services 20
Housing 174 Electrical Resiliency 18
Business Support 104 Water Resiliency 18
Traffic 52 Climate Adaptation 17
Process for Public Art 46 Sidewalk Repair 15
Jobs 38 Street Repair 14
Support 7-Hills 38 Nisenan Support 14
Improve City Communications 32 Historic Preservation 13 Reduce Smoking in Downtown 32 Internet and Cell Coverage 12 Parking 32 Vibrancy 11
Infrastructure 30 Outdoor Spaces 11
Recreation 28 Cannabis Tourism 10
Code Enforcement 27 Community Wellbeing 9
Enforce Short Term Rental Rules 27 Policing 9
Homeless 25 Energy independence 9
Emergency Preparedness 21 Walkability 8
Safety 21 Diversity 7
Tourism 20
Issues, Initiatives, Goals, Objectives
and Tasks Options
• Can’t do everything all at once, how much to select
now?
• You will bite off more than you can chew tonight 
• Tonight, you will want to select broad so in the future we can
• Refine in draft
• Refine in committees and with community
• Refine in final document
• Refine of 5 years
This is a living document, it will change
35 Issues, Initiatives, Goals, Objectives
and Tasks Options
• Recommend a specific list of Strategic
Initiatives (broad action areas)
• Where possible recommend goals to address
strategic initiatives
• Recommend embedded initiatives
• Homelessness, Tourism, Cannabis Tourism
36 Issues, Initiatives, Goals, Objectives
and Tasks Options (continued)
• Where the creation of goals would be better served by additional policy review or public input the City Council should recommend one more of the following:
• Recommend that the strategic initiative be assigned in the Strategic Plan to an existing City Council committee for public participation and recommendation to return to the City Council for updated goals
• Recommend that a new City Council committee be created specifically to address the strategic initiative for public participation and recommendation to return to the City Council for updated goals • Recommend that the strategic initiative be assigned by the City Manager to City Staff for public participation and recommendation to return to the City Council for updated goals
• Recommend that goals be developed for the strategic initiative and return to the City Council in the draft Strategic Plan
37 American Rescue Plan Act (ARPA)
• Recommend strategic initiatives, goals, and/or
objectives that may be a use of American
Rescue Plan Act (ARPA) funds to be developed
into projects for consideration of the City
Council with the draft Strategic Plan
• Will return with proposed projects for each
with the draft plan
38 American Rescue Plan Act (ARPA)
Examples:
• Fire Safety: Rotating Green Waste Dumpsters
for Fuels Mitigation in Spring
• Housing: Lease Local Program
• Business Support: Forgivable Loan Program
• Support 7-Hills: Revitalization Plan
• Parking: Clark Street Parking Lot Paving
39 Additional Consideration Options
• Recommend strategic initiatives, goals, and/or
objectives that may require action by staff
and/or committees prior to be assigned within
the fiscal year 2023/24 budget
• Will return with proposed actions for each with
the draft plan
40 Additional Consideration Options
Examples:
• Reduce smoking in Downtown
• Enforce short term rental rules
41 Next Steps
Next Steps
43 City Council Strategic Planning Workshop
(September 21, 2022)
City Council Presentation of Draft Strategic Plan
(October 2022)
City Council Adopts Strategic Plan by Resolution and Appoints Committees
(November 2022)
Immediate Action Items Initiated and American Rescue Plan Act Funds Applied
(November 2022)
Fiscal Year 2022-2023 Budget Includes Tasks in Support of Strategic Plan (July 1, 2023)
Thank you
Strategic Planning
City Council Workshop
September 21, 2022

Nevada City City CouncilSeptember 21, 2022

Nevada City City Council
September 21, 2022