Strategy/Project ACTION PLAN Department
Responsible Constraints Potential Costs to City Budget Level of Effort Additional Notes Status of Item FY25-26 Funding $ spent as of 12/15/25 Carryover 1 Restore or repair labyrinth teen
memorial ($5000) (since the goals
meeting, discussions with PW indicates
a figure of $6000/not $5000 as
previously stated)
The work will consist of volunteers reestablishing the labyrinth and public works staff relocating benches and the
sign, and public works ordering and
paying for the large rocks/boulders.
Public Works/
Engineering Funding/Staff Time
Estimate $6,000 for
boulders, plus 25
hours of PW staff
labor.
Medium Public Works staff will assist in moving benches and the sign. Volunteers will set the labyrinth. Completed $6,000.00 $5,726.19 N/A 2 Support community events with city
sponsorship and reduction of fees
Staff to continue to review and process
requests for waivers of fees; staff time;
materials as the requests come in.
Public Works/
Engineering
Staff time to review
permit/fee waiver
request/prepare
agenda item
None other than loss
of revenues Minimal Waivers are reviewed by Council on a case by case basis at a City Council Meeting.
On Going. OngoingRequest for Waivers
received to date:
N/A $950.00 Ongoing
3 Pomo and public art and updating city
web site/land acknowledgement
Collaboration with Pomo
representatives.City staff to meet with
Graton Rancheria tribal secretary Melissa
Elgin (707) 566-2288, ext 115 and
Marianne Rebullida, Executive Assistant
for FIGR. 707-566-2288, ext. 111,
[email protected] ; and
Greg Sarris, Tribal Council Chairman:
[email protected] and
Angela Hardin, Tribal Council Executive
Assistant: [email protected]
City
Administration/
City Attorney/
CDD to Monitor
Future projects
Research of Land
Acknowledments
from other cities
$3000 for art mural
and City staff time Medium
Once completed, recommend that Public Arts Committee
be involved in any art work/projected related . Email sent to Tribe with language ; once comments received agenda
item will return to Council. Once languge is adopted; CDD to Monitor as projects come to the City consistent with state law.
Website Completed;
Interim City Manager
put the Public Arts
Committee in touch
with the tribe to
discuss Art
Work.Language
approved; language is
now included on Cit y
agendas as well as City
website
No funding is in the
current budget;
reviewed by BC on
11/17/25 and
allocate $3,000 for
the POMO Art Mural
and update costs
for the Storm Drain
Lid Painting Project,
funded by the Art in
Lieu Fund.
Yes (mural)
4 Clean up of Graffiti Clean up of Downtown Public Works/ Engineering
Funding of
Staff/materials for
removal
None
Redistribute staff
time./Other costs
would be staff time
for setting/attending
downtown walk with
businesses.
moderate
Downtown maintenance is a routine task for Public Work.
Providing additional services, as needed, will be
scheduled. The Community Development Director and the
Public Work Director will work with downtown businesses and the Chamber to discuss what is needed to beautify the downtown. Graffiti removal on private property is done by owner. For public spaces, Public Works currently spends 200 hours annually and $550 for materials.
On Going BiWeeklyStaff will
submit informational
item to Council on
work conducted such
as sidewalk
cleaning/plaza/and
future work planned (in
agenda report)
N/A Ongoing
5 Festive Activities/Holiday Events
CDD and PW to work with downtown
businesses/Chamber of Commerce to
review/discuss plans for potential holiday
events.
Public Works
Staffing; potential
funding depending on
scope
TBD moderate to high
Public Works for set up/permitting as needed. Community Development involved as supportive of Economic
Development (where a Econ. Dev. Strategy allows for
participation). CDD and PW will work with the Chamber of Commerce, the Downtown Association, and schools to
see how they can participate. Options for decorations will be reviewed.
Met with Myriah and
discussed holiday
decorations , tree
lighting and window
painting for the
busniess.
$5,000.00 $5,393.00 Yes
6 Grant Writer
City staff to work with Sonoma State to
ascertain if one or more students would
be able to help research/write grants;
otherwise staff would prepare Request for
Proposals to determine costs for grant
writer
City
Administration
Costs for
RFP/Contract or
costs for hiring of
grant writer
Last grant writer was
$60,000
Staff continues to apply for grants and to identify
opportunities for new grants such as the ProHousing
Incentive Program (PIP) Grant.
Staff has not yet
reached out to Sonoma
State to see if this is
feasble. Staff will
continue to apply for
grants and will reach
out to Sonoma State by
mid year
N/A Yes
ONE YEAR GOALS THROUGH JUNE 30, 2026
Goal 1: Community Vitality
Enhance Sebastopol as a great place to live that values community health and well-being. Preserve Sebastopol’s unique character.
Strategy/Project ACTION PLAN Department
Responsible Constraints Potential Costs to City Budget Level of Effort Additional Notes Status of Item FY25-26 Funding $ spent as of
12/15/25 Carryover
1 Explore Ways to Address
Homelessness
Pursue New County-wide Lead
Agency for Homelessness
City Manager/
Council Liaison
Unknown at this time if
any costs Low
The Board of the Homelessness Coalition has the authority to replace the County as the Lead Agency for homelessness; the City has a seat on that Board. The Sonoma County Mayors and Councilmembers Board will be considering funding for homeless as a priority regionally wide. Homeless Board also to consider agenda from Council representative for review of HUD Funding and distribution to cities; to include review of Homeless Coalition role. An agenda item has been requested to at contracting out HMIS and doing an RFP for a new lead agency.
This is a discusison at the homeless coalition board meetings. N/A Council Coasideration 2 Pursue no additional
costs and or low cost
solutions to
homelessness
Homelessness: Ordinance to restrict
sleeping or sitting that blocks public
access to buildings and on sidewalks
City Manager/
Council Liaison
Unknown at this time if
any costs Low
The Board of the Homelessness Coalition has the authority to replace the County as the Lead Agency for homelessness; the City has a seat on that Board. The Sonoma County Mayors and Councilmembers Board will be considering funding for homeless as a priority regionally wide. Homeless Board also to consider agenda from Council representative for review of HUD Funding and distribution to cities; to include review of Homeless Coalition role. An agenda item has been requested to at contracting out HMIS and doing an RFP for a new lead agency.
This is a discusison at the homeless coalition board meetings. N/A Council Coasideration County-wide allocation of
Homelessness Resources
City Manager/
Council
Liaison/Police
Interagency
collaboration delays
$40000 allocated in
general fund for WCCS
contract
Low
Council rep to Homelessness Coalition could pursue information on allocation of resources/ County-wideHomeless Board also to consider agenda from Council representative for review of HUD Funding and distribution to cities; to include review of Homeless Coalition role. An agenda item has been requested to at contracting out HMIS and doing an RFP for a new lead agency/Police to work with WCCS Outreach Coordinator to work with County on grant funding WCCS $40k outreach funding approved by city council August 5th. In process of bringing HEART Personnel on-board with police department. NOFA funding application in progress.Julian Sanchez from SoCo DHS HEART commenced with the police department Jan 20th, 2026 and is progressing very well, working collaboratively with the police dept staff to achieve mutually beneficial outcomes.
$ 40,000 $10,000.00 Yes
3 Revisit Infrastructure for
back up of City
emergency systems
The feasibility study will explore both
short-term and long-term solutions,
ensuring that the EOC remains
operational during power outages or
emergencies. The final report will
include analysis, recommendations,
and cost estimates.
Public Works/
Police
$20,000 is for feasibility
for full building
assessment
Moderate
The feasibility study will include a site assessment, evaluation of short-term and long-term power solution, regulatory review, cost analysis, and a feasibility study report. The short term solution would look at running the dispatch operations and setting up the EOC in one room and determining additional portable generator that might be needed to supplement the existing 40kW generator. The long term solution would consider cost of replacing the existing 40 KW generator with the needed amount that would support the EOC operations.
Complete Included in CIP
(#1002-25.04) $15,000.00 No
Add CIP project when Feasibility
Study is complete for long term
power. This will require a new
generator at the Police Station to
support the EOC.
Public Works/
Police
Funding of long-term
solution
$400000/$150,000
currently funded in Fund
103.
High
The existing generator at the Police Station is a 40kW size generator that can only supply power to the dispatch center. A vendor quote of $400k was obtained for a new 400kW generator that can support the entire building. This does not include electrical upgrades needed to support the larger generator. A feasibility study will identify the optimum size of the generator needed. Staff is also looking at immediate temporary generator of $105,000 - more details to come Feasibility Study Complete. Design underway and construction in FY27 CIP (#1002-25.04) $ 420,000 $0.00 Yes 4 Improve Emergncy
Preparedness; Update
Emergency Operations
Plan
Improve Emergncy Preparedness;
Update Emergency Operations Plan Police
Staff time -
insufficient staff and
time to dedicate to
the detailed review of
the plan that is
required
$40,000 budgeted in FY
25 26 for EOC
Assessment/equipment;
Police submitted
Emergency Operations
Plan Update to county
oes for review.
High
The timeline is dependent on the availability of time. Former Chief believed that the dept would need consultant assistance to make significant progress and this has merit, as the current chief does not have an administrative assistant, records supervisor and only recently filled the Lt position full time, along with daily operational duties and filling patrol shifts as necessary. The current chief has been working on EOC and EOP around these considerations.
• Sept 2025 – Emergency Operations Center assessment in progress; Chief has been attending various table top exercises with county and nearby city stakeholders to ascertain further information for design of EOC and EOP July through October 2025. • October 2025 – Equipment purchased for EOC ordered.
• November 2025 – Equipment ordered for EOC installed/delivered. 1st draft Emergency Operations Plan over at County DEM for review.
• December 2025 – Review of 1st draft plan completed. Draft documents will be made publicly available after council review when community feedback will be solicited. • January 2026 – EOP submitted to City Attorney for review before being offered for community feedback and again placed on council agenda. Plan draft has been adjusted/updated after initial council review in December 2025 and submitted to city attorney for a review Jan 22nd, 2026.
Upon receipt of approval by city attorney, plan will be made available for public opinion and then back to council for their consideration in March, 2026. Proposed to be completed by end of 2026 FY
$ 40,000 $8,113.11
No -work completed to
EOC, Carryover for
emergency operations
plan
Training will be Ongoing
Update Hazard Mitigation Plan Building/ Public
Works N/A Budget has $10k toward Conty MJHMP High State Mandate; Deadline for next update is: December 2026 City is Participaing in the Multi-Jurisdictional Hazard Mitigation Plan (MJHMP) led by County of Sonoma. Draft due June 2026 $ 10,000 $0.00 No SAFE Program Council liaison/
Police N/A Seek to be county
funded Low To monitor County activity
Chief has been liaising with SAFE in Petaluma and they have advised of a recent scandal which has necessitated that they not expand or modify their services whatsoever for at least 1-2 years.
As such, it is not possible for Sebastopol to procure their services at this time. There is still no anticipated date for this program being available for the city to consider as of 1/2026 $ - $0.00 Council Coasideration
5 Community Emergency
Response Team – County
free offerings
Communciate with Chief Helfin and
Dr. Nancy Brown on Free Trainings
Offered for CERT
City Manager/
Council
Liaison/Police
Staff time to dedicate Staff time Low
Dr Nancy Brown is leading our county's emergency response department. Her department received a grant and started running CERT trainings, the first being in Petaluma last Fall. Her thoughts are that all cities could encourage folks to become CERTS so that they could be deployed throughout the county when needs arise. This way no one city has to spend time on trainings, managing certifications and incurring perceived liabilities.Sebastopol Neighborhood Communications Unit (SNCU)/For training purposes and emergency response: Purchasing and installing two 50-watt GMRS base stations inside the Sebastopol police station, one for use of the police department and the other to allow SNCU net control volunteers to communicate with radios throughout the City.Budget:
Two 50-watt GMRS base stations $210 x 2 $420
Two AC/DC regulated power supplies $140 x 2 $280
Two external mast-mounted antennas,
plus cable and fittings, estimated $2,000
Total $2,700
We will also ask for a working space within the Police Department, perhaps some counter space in the room now used for forensics.
CERT are included in the 1st draft EOP as a volunteer group that can be called on by the Director of Emergency Services for the city in the event of an emergency where their assistance is deemed necessary. The PD are supportive of having them on standby and can assist in promoting their free trainings on receipt of any information that they wish to push out to the community, such as sharing any social media or website information that they may wish to promote to our residents. The PD staff do not have the bandwidth to be facilitating or running any trainings on behalf of volunteer groups at this time due to staffing levels and would submit that CERT, not being a city organization, would be responsible for organizing trainings. The PD are happy to support their effort and if at all possible, provide the police department training room for any potential suitability for that training.
N/A Council Coasideration
ONE YEAR GOALS THROUGH JUNE 30, 2026
Goal 2: Public Safety
Strengthen the public’s safety and improve the quality of life. Includes supporting our first responders (police, fire, public works), responding to emergencies, protecting people, property, and businesses, and engaging in emergency preparedness community outreach, public education and 6 Coalition of
Housing/Keep County or
review non-profit/change
lead agencies
This action plan is similar to goal
above/consider combining this goal
with goal above. Pursue New Countywide Lead Agency for Homelessness City Manager/
Council
Liaison/Police
Ability to dedicate
staff time Staff time Low The Board of the Homelessness Coalition has the authority to replace the County as the Lead Agency for homelessness; the City has a seat on that Board.
WCCS have remained a service provider to the city under the police budget and the SoCo DHS have in partnership with the city, offered a HEART member be positioned at the PD to offer assistance to the unhoused community. Julian Sanchez from SoCo DHS HEART commenced with the police department Jan 20th, 2026 and is progressing very well, working collaboratively with the police dept staff to achieve mutually beneficial outcomes.
N/A Yes
7 Keeping drugs out of
town / drug enforcement/
needle exchange
Increased foot presence of police
officers downtown/ TheCity also
reviewed a request for a harm
reduction vending machine (also
known as wellness supply vending
machine) that woudld be dispensing
naloxone (used to rescue people
overdosing from opioids), fentanyl
test strips, pregnancy & COVID tests,
condoms, feminine hygiene products,
dental hygiene kits, personal hygiene
kits (soap, shampoo, tissues, etc.),
and socks. Council has not reviewed
this item as a whole.
Police Staffing levels &
vacancies Only staff time Low
Direction issued to PD staff to perform foot patrols where possible and this has been occurring. 789 foot patrols by patrol officers from 3/1/2025 through to 12/8/2025. Police chief is also making regular foot patrols of downtown, the Barlow district, local businesses and stopping to engage with children and community members. In addition, Public Works Director met with West County Health for possible placement of harm reduction vending machine targeting youth.
There is some consideration being given to the installation of free NARCAN being made available at locations yet to be determined and agreed to. Further discussion necessary, though the police chief suggests that if a location is supported in the city, that the Library may be most appropriate location. This NARCAN dispensing location was before city council January 20th, 2026 and the location provided on the corner of McKinley and N Main was rejected (not a location ever supported by the police chief) and sent back for further consideration for other locations potentially more suitable.
Part of current duties as time permits during daily operations and calls for service Narcan has been completed N/A Narcan completed, Carryover for patrols Strategy/Project ACTION PLAN Department
Responsible Constraints Potential Costs to City Budget Level of Effort Additional Notes Status of Item FY25-26 Funding $ spent as of
12/15/25 Carryover
1 Caltrans grant –
Sustainable
transportation
Staff to create with consultant a
proposed project and funding list. Planning Staffing
Main Street STG Planning
Grant Local Match for staff
time of $27,622 to be paid
from Traffic Impact Fee Fund.
FY24-25, local match
estimated expenses of
$3,178 which leaves $24,444
in FY25-26
Medium No additional costs; part of STG grant; In Kind staff support costs = $24,444
Completed and signed resolution 6695-2025. PC and
CC have selected a preferred alternative; Dragt Plan
to return in April (PC) and May (CC)
N/A No
2 Potholes/Street
Resurfacing
Continue annual pavement repairs
and repaving program where needed,
as identified in the City's approved
Pavement Management Program
Budget Report. Resurfacing projects
are limited by budget. The first year of
the program will focus on digouts and
repairs of severely impacted streets.
Staff to create a list of areas for
limited area digout and resurface
(spot repairs).
Public Works
Budget limits any
significant resurfacing
projects.
$500,000 High Digout Repair List approved. Street rebuild project will be presented to Council 4/21.
Staff prepared a grant application for the City's 5-year paving program and submitted 0n 8/2/25. Public
Works is developed a list of locations. Palm Ave and
Strout are going back to Council 04/21
$ 500,000 $5,401.84 Yes
3 Wastewater
Pipes/Infrastructure/Sew
er master plan
Flood Resiliency Master Plan Public Works $155,000 High Contract awarded 10/7/25 Wood Rodgers is developing GIS database converted from CAD for Santa Rosa review. $ 169,000 $38,048.75 Yes Sewer Master Plan Public Works $157,000 High Contract Award will be presented to Council at the 4/21 mtg Underway $ 157,000 $132,634.00 Yes 4 Storm Drain Plan –
Removal of silt from
Calder Creek Pipeline
This project will be addressed in the
Flood Resiliency Plan that is currently
underway. The work is for removal of
silt in the Calder Creek pipeline and
the first order of work is to prepare
plans, specification, estimate, and
permitting. The cost of the silt
dredging is very high and staff will
need to pursue grants, if any.
Public Works
High cost of what should
be an on going
maintenance item; $200k
for assessment;, $2M for
dredging work. Update:
PW has received an
alternative proposal and
plans to advance this
project this summer
$250,000 High Alternative methodology suggested by Flood Resiliency Master Plan consulant has lead to significant cost reduction
Flood Resiliency Master Plan will have cost for silt
removal.
Flood
Mitigation
Funds (FY27) -
$256,026
$0.00 Yes
5 CUSP Grant Application
for Phase I of
Naturalization of Calder
Creek and Ives Park
Staff to work cooperatively with CUSP
pending granting agencies' responses
to Council approved grant
applications. Staff to create a list of
projects that can be done that follows
the master plan and not nterfere with
the grant.
Planning and Public
Works
Staffing and Subject to
Grant awards None Moderate to
High
Two reciprocal matching grant application resolutions approved by Council on 4.15.25. Next steps depend on status of grant award.
CUSP is preparing to submit grant applications that
would allow design work to proceed. N/A Yes
6 Implementation of Rotary
Centennial Plan (with
revisioning of ives park)
Council review first
Staff to work with Rotary on Plan
Review/Item to be returned to Council
for consideration
Planning and Public
Works Staffing None Low
Construction work is by Rotary. Public Work will request plans and review them. Update: Public Works to meet with Rotary and CUSP to align project and path forward 4/3/26
Since staff, Rotary, and CUSP had met the Rotary has
taken this item off any future Planning Commission
agendas as they work throuhg some redesigns. PD
Parks Subcommittee formed 3/25 and tasked with
resolving conflicts in plans.
N/A Yes
7 Well 4 (updates/funding)
Issue RFP for engineering services to
develop standard plans &
specifications.
Public
Works/Engineering Construction costs 0-$400,000 for design High Contract to complete test well and design was approved by Council 3/17/26. Moving forward with design in 2026 RFP Complete. Design work in 2026. N/A $0.00 Yes 8 SCTCA Funding Plan
Cycle/Bodega Ave Bike
Lanes. SCTCA Funding
Plan Cycle 2
Continue to engage with SCTA
TAC and represent the City's
interests in pursuit of Go
Sonoma grant funding. Staff
has provided a list of
transportation projects as part
of the "Move Sonoma 2050"
plan. Next Call for Projects is
estimated to occur in June
2025.
Public
Works/Engineering
Larger grant projects for
Go Sonoma projects are
listed in the Move Sonoma
2050 plan and based on
federal grant funding
available to SCTA.
Local match (min. 15%)
required for Go Sonoma
grants
Moderate
This is an ongoing task as part of the SCTA TAC that public works staff attends. Staff can provide as needed updates as part of the monthly department reports.
Completed.
Submitted grant for SCTCA in Dec 2025. Waitng to
hear back on potential funding in FY26-27
N/A Yes
ONE YEAR GOALS THROUGH JUNE 30, 2026
Goal 3: Infrastructure
Maintaining High Quality Infrastructure, Facilities and Services includes repairing/replacing outdated city facilities, improving streets, stormwater and wastewater infrastructure. 9 EIFD
Item on hold until June 2025; when
we hope to know more about the
likelihood of our obtaining the full ½
cent from Measure U.
City Manager Staffing Future costs unknown at this
time.
The EIFD Ad Hoc and staff met with the County and Kosmont in early April. Kosmont has completed initial work on the impact of an EIFD on the General Fund. With our projections showing years of deficits unless other significant revenues materialize, we agreed to put this on hold until June, when we hope to know more about the likelihood of our obtaining the full ½ cent from Measure U. We are now on pause until that all shakes out. In the meanwhile, Kosmont is coordinating with Supervisor Hopkin's office on some additional analysis in unincorporated area and a potential briefing to the full board on this work this summer.
Council approved Resolution of Intention Dec 2nd.
Once committee assignmetns were approved, staff
holds committee meeting. Council working with
Supervisor on funding for next step
N/A Council
Consideration
10 ADA walk way in Ives Park
Finalize plans for Ives Park Segment 2
ADA path from restroom to parking lot
and prepare specifications and
updated costs. This project is in the
CIP.
Public Works Funding $180,000 plus staff time to
perform inspection in house
Moderate to
High
The plans are 80% complete and would need to be finalized, specs prepared and then bid. Cost is estimated at $180,000 for final design and construction. Funded with Measure M Parks.
Project is programmed in FY 27 CIP utilizing Measure
M Funding $ 180,000 $0.00 Yes
11 Items below added from
September 2024
Approved Goals list:
Water / Sewer Master
Plan. City buildings
Water Master Plan Public Works $115,000 High
This project was approved in FY 2024-25 and is already underway .
Council can be provided project updates in the monthly Department updates.
Engineering work is ongoing.List of preliminary CIP
projects was presented to council 12/2. $ 115,000 $75,459.00 Yes Pursue Trench Cut ordinance
so contractors working on City
streets pay for repairs
Public Works Minimal Medium Develop ordiance using existing neighboring cities as an example.
Prepare City Council agenda item.
Not yet started due to other ordinance and policy
priorities. N/A Yes
Develop schedule for replacing
major components of
buildings, and determine
amount of funding needed and
to be set aside each year.
Public Works
Extensive assessment of
city facilities needs to be
done first.
Unknown High This is a best practice in financial management, typically prepared by consultant w/input from City staff. Not yet started. N/A Yes Fleet: Develop Replacement
Plan & Electrification of City
Fleet and State Air Board
compliance
Public Works
PG&E sponsored grant to
make electrical
improvements needed to
accommodate electrical
chargers.
Initial project costs for
enginering support is
estimated to be $40 to $50k
High
There will be two applications for both city sites, which include the Police Department and the Corporation Yard. We can likely lease instead of purchase some vehicles which may be more cost-effective.
State electrification mandate likely infeasible. Implementation costs are about $150,000 to $200,000 for each site. Staff will reach out to Sonoma Clean Power to see if they can participate through a grant.
Need to coordiate with PG&E and Sonoma Clean
Power about Grants. N/A Yes
Strategy/Project ACTION PLAN Department
Responsible Constraints Potential Costs to City Budget Level of Effort Additional Notes Status of Item FY25-26 Funding $ spent as of
12/15/25 Carryover
1 Achieving staffing/
Program targets that
match best standards
and
efficiency/operational
staffing
efficiencies/baseline
budgets/performance
management
Review staffing assessment study and work to
match staffing levels with service demand and
seasonal trends.
Human Resources/
Administrative
Services/City
Manager
Funding for
Staffing Dependent Upon position High
The classification study job specifications will be presented to the Council by July 1, 2025, for those without fiscal impacts.
Meanwhile, work will continue with the HR Advisor and City Manager to address additional classification changes and equity adjustments during the FY25-26 budget process. The HR Advisor and City staff are also working on implementing staffing recommendations from the recently amended staffing assessment study, aligning them with business needs. The City will return to the Council as opportunities arise.
Public Works Director
onboarded; Recruiting
Planning Director
N/A
No ((Ongoing)It'll be a
routine item for continue
recruitments )
2 City Council Protocols
and Procedures
City Management/
Ad Hoc Committee High City Council review policies on an ongoing basis during City Council Meetings. ONGOING N/A Yes 3 RFP for HR Management
Administrative
Services/ City
Manager
Medium RFPs for various consultants
has been issued N/A No
4 Avoid builder remedy
A.Staff is actively processing Housing element
updates (completed) and implementation to
remain in compliance (underway)
Planning Staff time None Moderate to
High
First round (critical items)
completed January 2026. PC
Subcommittee working on
further implementation during
2026
N/A Yes
5 Housing Element
Implementation/Associat
ion of Bay Area
Government (ABAG)
Priority Development
Grant
PDA Grant will assist in implementing the
cetified Housing Element Planning Staff time
None/ABAG Grant of
$190,000 ; $40,000 for City
Administrative Staff Time;
$150,000 ABAG to retain for
consultant costs
Moderate to
High
This potential issue is much less of an issue for Sebastopol than other County jurisdictions but we are being proactive about remaining in compliance with our Housing Element
program. City Attorney Mog has provided a memo for
information on the Builder's Remedy /Partially Implements Housing Element Program; ABAG hiring consultant to start in September.
Consultant selected and PDA
Grant kicked off early 2026;
contract to CC this spring
N/A Yes
6 Evaluate Replacement of
SMART Gov permitting
system
Staff has reviewed several different vendors and
has received one proposal. Current system is
paid for through June of next year and we would
be looking at starting any replacement a few
months before that. We have been working with
current vendor getting some upgrades make
current program better.
Planning/ Building/
Admin Services/
Public Works
Newer programs
are much more
expensive
$30,000 up front and an
addition $10,000-$20,000
per year.
Moderate Our current system is difficult to work with, contributes to inefficient processes, slows the review of projects.
Under Review. We are
continuing to interview
alternative vendors as a
possible replacement to our
current vendor.
N/A Yes
7 Replace CIP Software Public Works/ Admin
Services High
CIP budget uses two software packages (Breeze and
Springbrook) that do not communicate with each other.
Identify a single CIP budget preparation and project budget tracking software so that the communication process is
mechanized and not performed manually.
Will revisit in FY 2026-27 due
to costs. N/A Yes
8 Restoring public trust
Acknowledge and Address Past
Issues/openly share decisions, data,
and reasoning/Use plain language in
communication/Set measurable goals
and report progress/create
independent oversight/respond to
feedback visibly and
respectfully/include goals in agenda
items and demonstrate them in
decisions.
All Departments High Ongoing
ONGOING - STAFF CONTINUES
TO REVIEW WAYS TO
INCREASE PUBLIC TRUST
N/A Ongoing
ONE YEAR GOALS THROUGH JUNE 30, 2026
Goal 4: High Performance Organization
9 IT Audit (approved during
earlier Council Meeting)
Conducting an IT audit to assess the city's IT
needs before going out to a Request for Proposal
(RFP) for IT support services. The audit would
focus on various aspects such as system
hardware, software, security, internal and
external IT standards, and the efficiency and
effectiveness of the IT system.The goal is to
ensure that the IT infrastructure is robust,
secure, and aligned with the city's objectives.
Administrative
Services/ City
Manager
None at this time
Costs of Audit will be known
once RFPs are returmed to
the city.
High
Working on a cost/proposal for City wide IT audit first (then RFP for IT Services). Should include determining replacement schedule and funding for IT equipment, and assessment of current software and systems. This could include CIP,
Permitting, Records Management System, and/or Finance
software listed elsewhere.
RFP was issued in Jan 2026.
Received 6 responses and
currently under review. Will be
completed June 2026
N/A No
10 Improve Public
Communications
Staff to work on creating a communications plan
to help develop a bond of trust between the City
and our community/Align messages with
organizational values and public interests/Set
goals for awareness, understanding, trust, and
participation/use plain language—avoid jargon,
acronyms, and bureaucratic tone/focus on
transparency, empathy, and honesty.
All Departments High Ongoing
This is ongoing; contine to
explore ways to increase
communications/providing
information to the public
/increasing transparency.
N/A Ongoing
11 Shared Services Communicate benefits and impacts,
not just procedures or policies. All Departments Would utilize savings from vacant position to fund.
Staff has reached out to other
cities and as of the writing of
this report, there were no
known opportunities for shared
services.
N/A Yes
12 Cross Training of
Administrative
Staff/Actions from
Class and Comp
Study and Staffing
Assessment
First step is on-going in the we
anticipate Building moving to City hall
in the next thirty days. That will allow
another admin staff (1 FTE) to move to
City Hall and cross train into other
areas/Retitling of Positions;
Reclassification/recruitment for
positions
Building/ ACM None
$10,000 - this will be used for
scanning and storage of
documents for space saving
(This is within the FY 24 25
budget
High This is the first step of streamlining City government and create cross training for city employees
Building Departmetn now
located in city hall; Two Admin
Techs onboarded
N/A Ongoing
Strategy/Project ACTION PLAN Department
Responsible Constraints Potential Costs to City Budget Level of Effort Additional Notes Status of Item FY25-26 Funding $ spent as of
12/15/25 Carryover
1 Balanced Budget
To achieve a balanced budget, review the current financial status and set clear goals. Explore new revenue sources and reduce non-essential spending. Regularly monitor and adjust the budget, plan long-term, and update financial policies. This ensures financial stability and sustainability.
Lead: City
Administration/
Administrative
Services
Contributing: ALL
DEPARTMENT
Achieving a balanced budget can be difficult due to
revenue shortfalls, increased expenditures, and
economic downturns. Policy changes and unforeseen
events like natural disasters can also disrupt budget
plans. Deferred maintenance leads to higher future
costs. Inadequate financial planning further contributes to budget imbalances.
Achieving a balanced budget
demands substantial effort
and collaboration from all
departments. It involves
continuous monitoring and
adjustments to ensure we live
within our means, while
implementing cost-saving
measures when necessary.
Treating public funds with the same care and
responsibility as one would theirs own personal
money. This means not spending more than what
is incoming and making thoughtful, prudent
decisions to ensure financial stability. By regularly
monitoring expenditures and making necessary
adjustments.This approach ensures that public
resources are used efficiently and effectively,
benefiting the entire community.
The adopted FY25–26 budget continues to
reflect a surplus position, demonstrating
the City’s ongoing commitment to fiscal
responsibility. To ensure proactive
oversight and timely adjustments, the
Budget Committee has committed to
meeting on a monthly basis to review and
address any budget-related matters that
may arise throughout the fiscal cycle.
N/A Yes
2 Quarterly Financial
report/annual long
term budget
reductions
General Fund: A quarterly update is an essential tool for monitoring and managing the financial health of an
organization. It provides a snapshot of the financial
performance over the past three months, allowing City
Council to assess progress, identify trends, and make
informed decisions.
Lead: Administrative
Services
Contributing: ALL
DEPARTMENT
None Staff Time Moderate Routine reports
Provide ongoing quarterly updates to the
Budget Committee for review and
feedback, followed by an update to the
City Council for acknowledgment and
acceptance
N/A Ongoing
Enterprise Fund: A quarterly update is an essential tool for monitoring and managing the financial health of an
organization. It provides a snapshot of the financial
performance over the past three months comparing with
the water rate study model, allowing City Council to
assess progress, identify trends, and make informed
decisions.
Lead: Administrative
Services
Contributing: Public
Works/Engineering
None Staff Time Moderate Routine reports
Provide ongoing quarterly updates to the
Budget Committee for review and
feedback, followed by an update to the
City Council for acknowledgment and
acceptance
N/A Ongoing
TRUST FUND - 115 Administrative
Services None Staff Time Moderate Yearly Update on Pension trust Last updated on pension was in June 2025 N/A Ongoing 3 Measure U Priority
Resolution
reviewed during
Budget Process
This process is already incorporated in the FY25-26 budget discussion
Lead: Adminsitrative
Services None Staff Time High
Resolution utiized for review of use of Measure U
funds/City staff keeping track of expenditures
from Measure U fund; will provide information as
part of quarterly reports
Provide ongoing quarterly updates to the
Budget Committee for review and
feedback, followed by an update to the
City Council for acknowledgment and
acceptance
N/A Ongoing
4 Publish Reports on
Budget Illustrating
Budget (Budget at a
Glance)
A "Budget at a Glance" provides a concise overview of the financial plan. It highlights key financial metrics and summaries, making it easier for the public to understand the budget's main components without delving into
detailed documents.
Adminstrative
Services
Current staff is lack of specialized skills in financial design and presentation. Crafting a clear, concise, and visually appealing budget summary requires expertise in graphic design, which is not be readily available with
current staff
$5,000 for a 12-Pager
$7,000 for a 24-Pager High
Creating a professional and polished "Budget at a
Glance" is challenging due to the lack of resources
and specialized skills required for producing
graphic visual summaries. Our team does not
have the expertise needed to design and
implement these visual elements effectively. Staff
could review current practices to create clear
graphs (such as pie charts) for easier read and
transparency
4 pages of Budget at a Glance was
developed by staff and posted on city
website.
N/A Ongoing
5 Diversify City
Revenue base
Support small business growth and entrepreneurship
through grants, and regulatory streamlining.
Promote tourism, cultural districts, and local events to increase visitor spending/Collaborate with private
investors for infrastructure, development projects, or
service delivery.
Planning/City
Manager/Finance
Lack of brick and mortor shops with the advent of
Amazon Etc
None- To be completed
within departmental
budget OUTSIDE
CONSULTANT SUPPORT
WILL LIKELY BE NEEDED
Medium Staff to reconsider reinstituting the façade
improvement program
With direction from the Budget
Committee we could revive the façade
improvement program to focus on
beautifical of the downtown businesses.
This item if directed by the Budget
Committee it would come back to a mid
year budget review in 2026.
N/A
Yes (Façade
improvement
grants)
6 Update Financial
Policies/Ensure
meets CIRA
Staff would need to consult with CIRA Team and provide
them with the City current financial policy and request a review
Administrative
Services
Staff would need to devote time to ensure the approach
updating the financial policy not only meets CIRA
standard also need to meet governmental accounting
standard board (GASB) as well for local government
Staff Time to Coordinate
with CIRA High
Staff capacity remains limited at this time. To
ensure the updated financial policy aligns with
both CIRA standards and Governmental
Accounting Standards Board (GASB)
requirements for local governments, dedicated
time and resources will be necessary.
Progress is contingent on the availability
of staff to support this dual compliance
effort.
N/A Yes
7 Increasing Revenue
Base
To increase the city's revenue base, consider
implementing fee increases for services, introducing new fees or taxes, and applying for grants. Encouraging new construction and development projects can boost
property tax revenues. Engaging in public-private
partnerships and optimizing operational efficiency are
also effective strategies.
Planning/Admin
Services
Economic downturns can impact the effectiveness of
revenue-generating strategies. For example, during a
recession, new construction projects may slow down,
and residents may be less willing to accept fee
increases
None- To be completed
within departmental
budget MAY NEED
OUTSIDE FUNDING
High
We have adopted Resolution 6592-2024 which
raised permit fees for construction by about 18-20
percent. We also passed through Council in
November 2024, a resolution to raise building
valuations, which in-directly raises permit fees.
Draft RFP prepared for Impact Fee Study
and Use Fee Study. Currently working with
several debvelopers on new projects
including the Barlow Hotel. We are
expecting to permit summer 2026.
N/A Yes
8 Update of Impact
Fees and More
Information
The staff will undertake a comprehensive review of the
2021 impact fee study to determine whether the fee
requires an update or if a complete new study should be conducted.
Building / Planning Staffing $80,000 Medium
Fee study is overdue. Changes in state law have
increased the cost of a new study (no longer just
an update). RFP underway; cost may exceed the
budgeted $70k USER FEE STUDY IS ALSO DUE IN
2026; RFP will include as as optional task so we
can get rough costs and potential economy of
scale
There are new statutory requirements for
impact fees and providing more user
friendly access to information about the
fees. Draft RFP for Impact Fees has been
prepared and anticipated to be released
by end of April 2026
$ 70,000 $0.00 Yes
ONE YEAR GOALS THROUGH JUNE 30, 2026
Goal 5: Long Term Financial Sustainability
Achieving Greater Fiscal Resilience and Long Term Fiscal Sustainability 9 Grants from
Regional Bodies
Identify Relevant Regional Funding Sources/Partner with neighboring municipalities, nonprofits, on joint
proposals/Engage external grant consultants if resources are limited.
All Departments Staff time/lack of grant writer experience VARIES - matching funds
typically required; grant
administrative costs can
also be high
Medium
City staff represenatives and alterates to regional
bodies will provide monthly updates to council of
upcoming grant opportunities from regional
boards.
City has submnitted for the following
grants: Cultural Arts District; SCTCA
Grants; NOFA Measure O grants; Sonoma
County TIF Funds and will submit for T
Mobile Grant
N/A Yes
10 Review of Zoning
Codes for
streamlining of
permitting
In process; Planning Commission has appointed a
subcommittee to evaluate Housing related Zoning Code
updates
Planning Staffing; Funding
Zoning Code changes are
expensive: community
outreach, publication
costs for multiple
hearings, heavy PD and CA
time costs; codification
expenses. Budget $10k for
2026
High None. Similar to Goal 4-4 N/A Yes
Strategy/Project ACTION PLAN Department
Responsible Constraints Potential Costs to City Budget
Level of
Effort Additional Notes Status of Item FY25-26 Funding
$ spent as of
12/15/25 Carryover
1 Growing Businesses Together /"Requested to be
Retitled to: Economic Gardening Program"
City staff to work withto create a town hall or
business event.Launch an Economic
Gardening program that grows home-grown
businesses—especially artisan food, farm-totable, and boutique manufacturers—by boosting retention, expansion, and high-value
job creation while using minimal City staff
time and cost.
Planning/ CM Staffing; Funding $3000/20 hours
staff time High
This includes an event and on-going support to promote
local businesses using an approach tried in other
communities. Business 2 Business Support program
could be a potential initiative if/when an Economic
Development Strategy project is developed.• Higher
local sales, more visitors stopping, stronger brand as a “foodie/artisan hub.”
• Job and wage growth with low public cost (far cheaper than recruitment incentives).
• Durable public-private communication channel,
reducing friction on permits and policy.
Listening session accomplished
9/30/25 with all departments in
attendance. First event held
3/26/26 (Councilmember Carter).
N/A Council
Consideration
2 Presentation from new CDD on economic
development/plans/strategy/ responsibility of
who (what department) is keeping track of
businesses?/ How we are working as part of
economic development /working with brokers
who are working with people who are seeking
spaces/how develop relationships
Develop Economic Development Strategy Planning/ CM/
Admin Services Staffing; Funding
None- To be
completed within
departmental
budget
High
Scope for PDA project is being
adjusted to add economic vitality
data that will be needed for a
future vibrancy/economic
development plan.
N/A Yes
3 Finalize Completion of Permitting for Barlow
Hotel
Staff curently working with developer to
finalize construction plans. Expected
completion late fall. Expect permit to be ready
to issue in February 2026 if developer
continues to follow through.
Planning/ City
Manager/
Building/ Public
Works
Financial constraints
for developer is the
main constraint.
Lower intrest rates
would help
High Development Agreement approved July 2025
Land Use Entitlement Completed.
Expecting plan submittal for
construction by September 2026
N/A Yes
ONE YEAR GOALS THROUGH JUNE 30, 2026
Goal 6: Economic Development