CITY OF SEBASTOPOL CITY COUNCIL
AGENDA ITEM REPORT FOR MEETING OF: October 20, 2026
============================================================================================== To: Honorable Mayor and City Councilmembers
From: Mary C. Gourley, City Manager
Responsible
Department:
City Manager's Office
Subject: FY 2026-27 City Council Goals Status Update (as of October 12, 2026) ============================================================================================== RECOMMENDATION(s):
That the City Council receive and file the FY 2026-27 City Council Goals status update as of October 12, 2026.
PROCESS OF AGENDA ITEM:
• If the item remains on the Consent Calendar, no presentation is required, and the item will be approved as part of the Consent Calendar.
• If the item is removed from the Consent Calendar, it will be heard as a regular agenda item and will proceed as follows:
a. Presentation by staff
b. Council questions and discussion
c. Public comment
d. Council deliberation and action
EXECUTIVE SUMMARY:
This report provides the City Council with a status update, as of October 12, 2026, on the City Council’s one-year goals for Fiscal Year 2026-27 (through June 30, 2027). The goals are organized into six goal areas: Community Vitality; Public Safety; Infrastructure; High Performance Organization; Long-Term Financial Sustainability; and Economic Development. The attached Goals Status Matrix lists each strategy and task with its timeline, responsible department, potential cost, budget status, level of effort and current status notes.
Notable progress includes adoption of the Emergency Operations Plan, completion of the first Pavement Improvement Project, award of four pedestrian crossing projects, an SCTCA funding recommendation of $3 million for Bodega Avenue Phase 3, installation of electricity for downtown holiday lighting, hiring of an Associate Planner, release of the Cost Allocation Plan RFP, and the addition of the Peanuts/Snoopy sculpture to the Public Arts Committee work plan at the City Council’s direction on October 6, 2026. Several items remain unbudgeted or on hold pending staffing or funding, and are identified below for the Council’s awareness.
BACKGROUND:
The City Council established its FY 2026-27 one-year goals. For each goal, staff identified the tasks, timeline, responsible department, potential cost to the City budget, whether the item is budgeted, whether Budget Committee review is needed, and the level of staff or consultant effort required.
Staff provides periodic updates so that the City Council and the community can track progress, understand resource constraints, and adjust priorities as needed. Department work plans are scheduled to return to the City Council in January 2027.
This update is informational and is placed on the Consent Calendar. No changes to the adopted goals are proposed at this time.
DISCUSSION:
The following is a summary of key status updates by goal area. Task numbers in parentheses refer to the attached Goals Status Matrix, which contains the complete status of every task.
Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
Goal 1: Community Vitality
• Holiday décor (1.2.5): Electricity has been installed on City-owned downtown light poles to serve the holiday tree lighting. Public Works is now working on additional holiday décor. • Benches (1.2.4): Public Works has completed an inventory of existing downtown benches and has started repairs. New benches (approximately $3,000 each) are not budgeted, and staff is reviewing grant opportunities.
• Downtown cleanliness (1.2.1): Public Works has drafted an agreement with the Chamber for installation and maintenance of flower baskets; it is with the Chamber for review. $20,000 is budgeted for garbage cans, and the City Manager is working with the County to approve $50,000 from the landfill agreement. • Public art (1.1.1, 1.1.2): The Pomo mural project is budgeted with $3,000 carried over from FY 2025-26; the Public Arts Committee has formed a subcommittee to carry the project forward and is working to identify a location for the mural.
Goal 2: Public Safety
• Emergency Operations Plan (2.5.1): Complete and adopted by the City Council. • Emergency training (2.5.2): City staff have been assigned ICS 100, 200, 700 and 800 training, to be completed by October 29, 2026. Sonoma County Department of Emergency Management is finalizing training for elected officials and will schedule sessions once complete. • Police Station/EOC backup generator (2.5.3): Programmed in the FY 2026-27 CIP ($370,000); design is underway and the project is scheduled to be released for bid in October. • HEART/WCCS reporting (2.2.4, 2.6.2): A new protocol is in place in which the County, WCCS, HEART and City staff meet monthly to review and validate service statistics. City staff also attend By Name List meetings with these organizations. HEART staff continue to report difficulty with WCCS collaboration and information sharing, and County Department of Health Services staff are working to address these concerns. • Patrol staffing and volunteer programs (2.1.1, 2.1.2, 2.2.1): Expanded foot patrols and volunteer programs depend on the Department being fully staffed and officers fully trained. Staff will return with an update on volunteer programs.
• Traffic enforcement (2.3.1): Radar units have been purchased for the two newest patrol vehicles. • Speed trailer (2.3.2): The grant-funded speed trailer continues to be deployed at locations throughout the City and has been well received by residents.
• Joe Rodota Trail/Laguna vegetation (2.4.1): Public Works continue to evaluate additional grazing, in-house work with the proposed skid steer, and Laguna Foundation volunteer groups.
Goal 3: Infrastructure
• Pavement (3.1.1): The first Pavement Improvement Project was completed in August at a cost of $365,000.
The second project (approximately $300,000) will be advertised for bid in October, and the remaining project for this budget cycle will be advertised in January.
• Bodega Avenue Bike Lanes (3.1.3): SCTCA has recommended that Sebastopol receive $3 million for Bodega Avenue Phase 3 from the Cycle 2 Plan. The award is expected to become official in February and can be programmed in the FY 2027-28 budget.
• Pedestrian crossings (3.2.2): Crossings at Burnett, Keating, Walker and Hutchins have been awarded; Covert is in design; and Johnson is being considered for HSIP grant funding. • Sidewalk Repair Program (3.2.1): The sidewalk ordinance is in draft form. Staff has completed a citywide assessment of major sidewalk displacements and will work with property owners on replacement of adjacent sections.
• Ives Park ADA Pathway (3.3.3): Design is complete and the project is being released for bid. • Ives Park revisioning (3.3.2): Rotary is moving forward with its proposed Centennial project for Ives Park, which will be heard by the Planning Commission on October 13, 2026 for a recommendation to the City Council. Public Works will prepare a citywide special event use permit policy.
Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
• Parks and public spaces (3.3.1, 3.3.4): Public Works is conducting a major cleanup of the Skatepark and Laguna Trails and is refreshing the Adopt-a-Landscape Program. The CUSP grant application for Calder Creek naturalization was not successful.
• Water, sewer and stormwater (3.4): The Water Master Plan is complete. The Sewer Master Plan hydraulic model is complete and the plan is expected in spring 2027. The Flood Resiliency Master Plan is nearly complete. The Well 4 monitoring well is complete and design is at 50%. Calder Creek silt removal is in permitting and sediment characterization.
• Other CIP projects (3.7.1): The Morris Street Pump Station repair was awarded in July, with construction beginning in September. Zimpher Creek is awaiting Caltrans permits. • Trench cut ordinance (3.7.2): Drafted and scheduled to come to the City Council in October.
Goal 4: High Performance Organization
• Key vacancies (4.1.1): An Associate Planner has been hired. Recruitment for the Planning Director remains open until filled, and award of a contract for planning services is anticipated at the November 3 or November 17 City Council meeting.
• Succession planning and labor relations (4.1.2, 4.3.1): Staff is updating City policies based on audit recommendations, along with City personnel policies, and is working with Human Resources and legal counsel
• Transparency and communications (4.2.2, 4.2.3): Staff is preparing more detailed agenda reports, Frequently Asked Questions documents on specific agenda items, and additional social media outreach, and is reviewing options such as a newsletter, blog and videos. • Housing Element compliance (4.5): ABAG Priority Development Area (PDA) grant efforts are underway, with public outreach wrapping up by mid-November and adoption hearings anticipated in November and December 2026. Proactive Housing Element compliance and streamlined permitting will require adequate staffing and may require limited consultant and City Attorney time.
Goal 5: Long-Term Financial Sustainability
• Business license compliance (5.1.3): Staff has been directed to review City processes and develop tools to ensure that businesses operating in the City hold business licenses and that code enforcement is being carried out.
• Revenue generation (5.1.1, 5.1.2): Staff is working with the Downtown Association, the Chamber and Sonoma County Tourism on tourism and Transient Occupancy Tax opportunities, including a review of the Façade Improvement Program.
• Cost Allocation Plan (5.2.1): An RFP was released in September 2026 for a comprehensive review of indirect cost allocations. Requests for proposals for several contracted services are anticipated later in FY 2026-27. • Impact and user fees (5.5.3): An RFP for a comprehensive update of impact and user fees has been drafted and is in internal review.
• Grants (5.5.1): SCTCA has added Planning and Public Works to its new grant information system, and staff is working with regional partners (SCTCA, GSA, RRWA) on grant development, including for Laguna vegetation management.
Goal 6: Economic Development
• Support for local businesses (6.2.2): Planning for bike racks, sidewalk dining, parklets and street closures for events can begin under the STG Plan, and staff will seek grant opportunities.
STAFF ANALYSIS:
Progress on the Council’s goals continues within existing staffing and budget, but several items are constrained by staffing levels or funding.
Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
Staff will continue to update the matrix. Should the Council wish to discuss specific goals, adjust priorities or timelines, or provide direction to staff, the item may be removed from the Consent Calendar for separate discussion, or the item may be brought back on a future agenda.
CITY COUNCIL GOALS/PRIORITIES AND GENERAL PLAN CONSISTENCY:
This agenda item represents the City Council goals/priorities as follows:
Goal 4: High Performance Organization
Strategy 4.2 – Transparency, Accountability & Public Trust: Increase transparency and accountability (4.2.2) and improve public communications (4.2.3) by regularly reporting to the City Council and the community on progress toward the Council’s goals.
General Plan:
Action LU 6c – Implement the policies and actions in the housing element in order to enhance opportunities to provide affordable housing within the community and to accommodate a range of household types, special need populations, and income levels. (4.5.1; 4.5.2)
Action CIR 1e – The Public Works Department shall maintain a systematic pavement management program and identify and prioritize maintenance projects in the City’s CIP. (3.1.1; 3.1.2; 3.2.1; 3.2.2) Action CIR 1h – Use the City’s CIP to identify and address deficient areas, such as areas where additional striping, sidewalks, maintenance, and other improvements are needed. (1.2.6; 3.1.1; 3.1.2; 3.2.1; 3.2.2) Action CIR 1l – Continually seek opportunities to fund maintenance of and improvements to the circulation network, including through active pursuit of a wide range of grant sources. (3.1.3; 3.2.2; 3.3.1) Action CIR 1s – Coordinate with Caltrans, SCTA, Sonoma County, school districts, and other appropriate entities to coordinate and optimize the use of circulation and mobility resources. (3.1.3; 5.5.2) Action CIR 2f – Continue to include construction of bicycle and pathway facilities, including pedestrian road crossings and pedestrian pathways, in the City’s CIP, prioritizing areas where gaps in the current network need to be filled. (3.2.1; 3.2.2)
Action CIR 2g – Focus on the identification of more Class 1 multi-user trails and Class IV separated bike facilities. In particular, pursue Class 1 or Class IV alternatives to ST 116, 12 and Bodega Avenue. Class II Bike lanes, and sharrow marking to create viable north-south and east-west mobility opportunities for bicyclists and pedestrians of all ages, as identified in the Sebastopol Bicycle and Pedestrian Master Plan. (3.1.3) Action CSF 1c – Periodically review and update the various City master plans for the provision and/or extension of public services to serve existing and future development. These plans include, bet are not limited to, the Water Master Plan, the Sanitary Sewer System Utility Master Plan, the Stormwater Management Plan, and the Capital Improvement Program. (3.1.2; 3.4.1; 3.4.2; 3.4.3; 3.7.1) Action CSF 1f – Develop and regularly update a comprehensive financing plan to accommodate the construction of master planned infrastructure. (3.1.2; 3.4.2; 3.4.3; 3.5.1; 3.5.2; 3.7.1; 5.3.4; 5.5.5; 5.4.2; 5.4.3; 5.4.4) Action CSF 2g – When developing trails and paths, consider the access needs of a variety of users, including schoolage children, the elderly, and those with disabilities. (3.3.1; 3.3.2; 3.3.3) Action CFS 2m – Investigate and pursue a diverse range of funding opportunities for parks, trails, and recreation facilities, including but not limited to, grants, joint use/management strategies, user fees, private sector funding, assessment districts, homeowners’ associations, non-profit organizations, funding mechanisms for the maintenance of older parks, and management assistance through Federal, State, and regional partnerships. (3.3.3) Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
Action COD 10g – Encourage and support local and non-profit efforts to publicize and educate regarding local history and culture. Key historical resources, groups, and time periods to emphasize may include, but are certainly not limited to: the railroad culture and history; the redwood logging industry; the Pomo Indians and other Native American groups; Mexican and other Latin American immigrants; the Californios; the region’s apple farming and processing history; the history and origin of Sebastopol’s name; historic Chinatown; and local Japanese-American history. (1.1.1;
1.1.2)
Action CD-2g – Support streetscape and other improvement measures to achieve a walkable, pedestrian-oriented atmosphere in the Downtown. Encourage the use of traffic calming measures, and other streetscape improvements including: gathering points, street furniture, street trees, parklettes, landscaping, and lighting that provide for a vibrant pedestrian-oriented environment that encourages public gathering near commercial uses. (1.2.4; 1.2.6) Action EV 4c – Encourage festivals and community events that promote an enhanced arts and culture environment. (1.2.5)
Action EV 5e – Through the City’s Budget and Capital Improvement Program, ensure that essential services and infrastructure are maintained (3.1.2; 3.7.1)
Action EV 7a – As part of the development of the City budget and annual financial audits, ensure that information is readily available to the public, presented in a user-friendly manner, including text and graphics to describe budget information and multi-year spending trends and forecasts, and encourage the public to review and comment on the City budget and annual audit. (4.2.1; 4.2.2; 4.2.3; 5.4.2; 5.4.3; 5.4.4) Action EV 7e – Consider open government programs that encourage open and transparent City operations. (4.2.1;
4.2.2; 4.2.3; 4.2.4)
HE Program A-3.4 Workforce Housing Overlay Zone – The City will adopt a Workforce Housing Overlay Program as a market-driven way to integrate housing into areas near jobs and transit. (4.5.2) HE Program B-1.1 Monitor City Activities and Housing Program Implementation – The City will continue to monitor the implementation of ordinances, codes, policies, and procedures to ensure that they conform with State laws, promote energy conservation, do not pose an unreasonable barrier to housing access, and that they continue to provide reasonable accommodation for people with disabilities. (4.5.1) PUBLIC COMMENT:
As of the writing of this staff report, the City has not received any public comment. However, if staff receives public comment from interested parties following the publication and distribution of this staff report, such comments will be provided to the City Council as supplemental materials before or at the meeting. In addition, public comments may be offered during the public comment portion of the agenda item.
PUBLIC NOTICE:
This item was noticed in accordance with the Ralph M. Brown Act and was available for public viewing and review at least 72 hours prior to the scheduled meeting date.
FISCAL IMPACT:
There is no fiscal impact associated with receiving this status update. Budgeted items are funded in the FY 2026-27 Operating and Capital Improvement Program budgets as noted in the attached matrix.
RESTATED RECOMMENDATION:
That the City Council receive and file the FY 2026-27 City Council Goals status update as of October 12, 2026.
CITY COUNCIL OPTIONS:
1. Request additional information on specific goals or tasks to be brought back at a future City Council meeting.
Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
ATTACHMENTS:
Attachment 1 – FY 2026-27 City Council Goals Status Matrix (as of October 12, 2026) APPROVALS:
Department Head Approval: Approval Date: ______________ CEQA Determination (Planning): Approval Date: ______________ The proposed action is not a project under the California Environmental Quality Act (CEQA) Administrative Services (Financial) Approval Date: ______________ Costs authorized in City Approved Budget: N/A – no cost associated with this action City Attorney Approval: Approval Date: ______________
City Manager Approval: Approval Date: ______________
Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
ONE YEAR GOALS THROUGH JUNE
30, 2027
Goal 1: Community Vitality
Strategy/Priority Task Timeline Department Responsibilities Potential Costs to City Budget Budgeted/Not Budgeted Budget Committee Review? Level of
Effort/Number of
Staff
Time/Consultant
Time Needed
Additional Notes
1.1 Public Art & Cultural Enhancements
1.1.1 Install Charles Schulz Peanuts/Snoopy sculpture (Vice Mayor Maurer coordination, Public Arts Committee) Vice Mayor
Maurer/Public Arts
Committee/Planning
Department
Not Yet Estimated Added to Public Arts Committee Work Plan, as directed by City Council at the October 6, 2026 meeting.
1.1.2 Complete Pomo mural project (Carry over $3000 funding from FY 25-26; request additional funding from Graton Rancheria) Planning NA Budgeted No Planning effort low/10 staff hours Public Arts Committee has created a subcomittee dedicated to carrying this project forward. They are in process of finding a location for the mural.
1.2 Downtown Appearance & Cleanliness
1.2.1 Maintain downtown cleanliness (garbage cans, flower baskets with Chamber) Ongoing Public Works
Included in
Operations Budget /
Chamber Costs
Budgeted no
Public Works is working with the Chamber to establish an agreement for installation and maintenance of the proposed flower baskets. PW drafted an agreement and it is with the Chamber for review. $20,000 budgeted for garbage cans; City Manager working with county to approve $50,000 from landfill agreement
1.2.2 Graffiti Clean Up (day-to-day
operations) Ongoing Public Works
Included in
Operations Budget Budgeted no Ongoing
1.2.3 Sidewalk Cleaning (day-to-day
operations) Ongoing Public Works
Included in
Operations Budget Budgeted no Ongoing
1.2.4 Install / maintain benches 1yr Public Works TBD Not Budgeted Yes 40 Public Works is reviewing current grant opportunities to help fund this goal. Benches are approximately $3k /ea. Public Works will start with an inventory and condition assessment of existing benches. We have inventoried the benches and are starting with repairs.
1.2.5 Organize festive/holiday events (electricity in light poles, window decorations) 6mo Public Works
$15k in the budget
for downtown
beautification /
anniversary and
$10k for Tree
Lighting/Electricity
in Light Poles
Budgeted no 20
Public Works has obtained pricing to install the electricity to serve the downtown trees. This is currently programmed in the FY27 budget. Electricity has been installed on city owned poles, PW working on additional holiday décor.
1.2.6 Improve safety (sidewalks, crosswalks,
increased community policing/visibility) Ongoing Public Works / Police Currently $1.4 mil
programmed in
FY27
Budgeted Yes
Public Works has crosswalk improvements programmed into the FY27 CIP budget with HSIP grant funding. See 3.2.2
1.3 Public Spaces, Parks, Arts & Community Events
1.3.1 Expand public spaces, parks, arts &
events
TBD Public Works TBD Not Yet Estimated Improvements, part of projects programmed in CIP; Projects Include: XXXXXXXXXXXXXX
1.3.2 Plan and execute 125th Centennial (include historical walk and bronze historical markers/plaques) Ad Hoc Committee Met/Timeline to be presented to Council July/Aug time frame Ad Hoc Committee/All Departments TBD Not Yet Budgeted
Will be presented to budget committee once funding requirements determined Ad Hoc committee to work with organzations/Item on Hold until New Committee Assignments VALUES/GOALS FOR DAY-TO-DAY OPERATIONS/ARE CONSIDERED ROUTINE ITEMS INCORPORATED INTO DAY TO DAY OPERATIONS:
1 Support community events with city sponsorship and reduction of fees City Council has waived fees in current FY 2 Clean up of Graffiti/sidewalks 3
Land acknowledgement on all city agendas THIS STATEMENT IS ON ALL AGENDAS Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
Strategy/Priority Task Timeline Department Responsibilities Potential Costs to City Budget Budgeted/Not Budgeted Budget Committee Review? Level of Effort/Number of Staff Time/Consultant Time Needed Additional Notes
2.1 Downtown & Public Space Safety
2.1.1 Increase public safety patrols downtown (interaction with businesses, walking public spaces such as downtown plaza & Main Street) Unknown Police
Unfreezing the frozen
officer position would
likely be about $200k
Not budgeted
FY 26 27 Budget
does not propose
unfreezing of this
position
Low
This goal contemplates an increase in proactive patrols. Achieving this level of proactivity will require all currently authorized patrol officer positions to be filled, with those officers fully trained and operating independently (typically within one year of hire, depending on the individual).
Police Department is currently reviewing as requested by the CIty Council information on community service volunteer program which can help to increase community policing. Staff to return in the fall with an update of the volunteer programs as it is estiamted that other than the frozen position the Department should be fulled staffed.
2.1.2 Report back to Council on volunteer programs (Community Service Volunteer program, Horse Mounted Patrol would need to be approved by CIRA) Staff to return with an udpate Police
Background cost for all
applicants, though
would be a reduced
background in
comparison to other
public safety
employees, but still a
cost nonetheless
Not budgeted
Once a cost is
determined, City
staff will bring the
associated costs to
the budget
committee.
Significant
Conducting a comprehensive review of all department programs, along with developing updated policies, procedures, and supporting documentation would require a significant investment of staff time that is not currently available. Similarly, planning for and managing recruitment processes associated with program delivery, including selection, onboarding, and assignment of personnel or volunteers, would require dedicated oversight from initial recruitment through implementation and ongoing operations. Providing appropriate training, guidance, and supervision to personnel and volunteers performing these functions would further increase staffing demands. At current staffing levels, the department does not have sufficient capacity to effectively support, manage, and sustain these efforts without impacting core service delivery. Additional staff time or resources would be necessary to undertake these initiatives.
2.2 Homelessness Enforcement
2.2.1 Increase police foot patrols downtown and engage with homeless individuals Unknown Police Unfrozen position around $200k Not budgeted FY 26 27 Budget
does not propose
unfreezing of this
position.
Low
Officers currently conduct patrols within the scope of their existing responsibilities during each shift. Given current staffing levels and the remaining frozen position, the department is unable to further increase foot patrols or have officers away from their patrol vehicles for extended periods beyond brief intervals. Maintaining immediate availability to respond to priority calls for service is essential. Operating with less officers and not all positions available and filled places constraints on our ability to provide any additional public safety services and program areas. Delays in response due to officers being engaged in foot patrols could expose the department, its personnel, supervisors, and the city to potential and significant liability. With full staffing and appropriate shift overlap, the department would have greater flexibility to deploy additional officers, allowing for expanded patrol strategies such as foot patrols and bicycle patrols, while still ensuring that sufficient units remain in vehicles and ready to respond to calls for service at all times.
2.2.2 Enforce homelessness/public space management and address drug activity Ongoing Police N/A N/A None Low Staff already perform this function
2.2.3 Develop and enforce ordinance restricting blocking sidewalks/buildings Unknown City Attorney/Police N/A N/A None Low
2.2.4 Track and report statistics on deliverables of WCCS/HEART services Ongoing Police N/A Budgeted
$40,000 in current
budget for contract
services
Low
This information is tracked by Police Department dispatch in the records management system, as well as by both WCCS and HEART. Reently a new protocol has been put in place and the County, WCCS, HEART, and City staff now meet monthly to review and validate these statistics, which will improve the consistency and reliability of the data going forward.
2.3 Traffic Enforcement & Visibility
ONE YEAR GOALS THROUGH JUNE 30, 2027
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 Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
2.3.1 Conduct traffic enforcement and speed control Ongoing Police About $30k Not budgeted This is not budgeted. Low Speed enforcement is ongoing and conducted as part of day-to-day operational responsibilities. The department also deploys a grant-funded speed trailer at various locations throughout the city. This trailer has proven to be highly effective and is well received by residents, who frequently request its placement in areas of concern and often report noticeable reductions in vehicle speeds while it is deployed. Radar units have been purchased, to be installed as part of the two most recent patrol vehicle acquisitions, with the intent of training officers on their use and increasing speed enforcement capabilities.
Additional radar units are still needed to equip the remaining patrol vehicles; however, cost remains a limiting factor. It is estimated that approximately $25,000 would be required to fully outfit the fleet with radar units, along with an additional $6,000 to procure at least two LIDAR devices for targeted speed enforcement in areas where mobile radar is not suitable, or appropriate.
2.3.2 Review radar sign (including
possibility of changing colors)
Unknown Police N/A N/A N/A Low
The Chief of Police is not inclined to modify the color of the flashing lights on the speed trailer. The lights are only activated when a vehicle is traveling significantly above the posted speed limit and are consistent in color with those used by law enforcement vehicles during traffic stops for similar violations and also similar stationary speed alert equipment throughout the nation. These lights are industry standard and are intentionally designed to serve as a strong visual deterrent to encourage drivers to reduce speed. Public feedback indicates that the trailer has been highly effective in slowing traffic in areas where it is deployed.
2.3.3 Review parking and street
configuration for safety PD/PW/Planning TBD Not Yet Estimated TBD Coordinate with STG Plan
2.4 Joe Rodota Trail Corridor Safety
2.4.1 Provide information on City maintenance areas for vegetation management, sight-line improvements, and blackberry removal in the Laguna 6mo Public Works $40k Budgeted no 20
Public Works is evaluating the most effective budget approach to address blackberry-related visibility issues. We are coordinating with grazing providers and assessing our ability to complete more of this work in-house with the addition of the skid steer proposed in the FY 27 budget.. If our skid steer is approved, we may be able to complete some of this work in-house, although we also have limited staff capacity. I’m currently researching several options, including Laguna Foundation volunteer groups, grazing, and additional landscaping assistance. We also discussed this with the Regional Water Board today to better understand what activities can be completed without triggering permit or regulatory requirements.
2.5 Emergency Preparedness & Disaster Resilience
2.5.1 Finalize Emergency Operations Plan
(EOP) Approved by Council Police N/A N/A Moderate The Chief of Police has been working diligently on this effort, as part of being assigned the Director of Emergency Management role for the city, which in itself represents a full-time commitment. The EOP is complete at this time and adopted by council.
2.5.2 Conduct trainings for Council, staff,
and EOC Ongoing Police N/A N/A Moderate
Trainings were organized and scheduled by the Chief of Police in 2025 as part of his responsibilities in the delegated role of Director of Emergency Management. Additional trainings will continue to be scheduled as operational demands permit and as deemed appropriate and necessary. City staff have been assigned ICS 100, 200, 700 & 800 to be completed by October 29th, 2026. Elected officials training is being drafted by the Sonoma County Dept. Emergency Management and is near completion, according to their Director. He will arrange training opportuities once complete.
2.5.3 Install backup generator for
EOC/Police Station 1 y Public Works / Police $370k Budgeted yes 40 The Police Station backup generator is programmed in the FY27 CIP budget. 1002-25.04. IRR has started the design with the funding from this fiscal year.
2.5.4 Promote CERT trainings and volunteer programs (community service, mounted horse unit) Unknown Police N/A N/A Low
CERT does not fall within the responsibility of the Police Department or the City of Sebastopol, as it is a county-run initiative. The responsible county department was contacted previously and advised that they may coordinate and conduct trainings within the city. The Chief of Police also offered use of the police department’s training room should they determine it would support their program. The police department does not oversee or have administrative or operational control of the CERT program. With respect to the CSV and other volunteer-based programs, this has been addressed in a separate section above. The ability to support and expand these programs is dependent on the department being fully staffed and personnel being fully trained. Once those operational goals are met, the department will have a more necessary capacity to take on additional program areas and provide appropriate oversight for their development and implementation. Until that time, these programs are not within our bandwidth.
2.6 Longer-Term Public Safety Improvements
Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
2.6.1 Evaluate best practices in public safety delivery models to reduce overtime; review shared services Unknown Police N/A N/A Moderate
Fully staffing the department and unfreezing the remaining position will significantly reduce overtime costs, as officers will no longer need to backfill shifts created by training requirements, sick leave, vacation time, compensatory time, and other routine absences. Absent a number of recent candidates failing background investigations, the department would be fully staffedby the end of 2026, with the exception of the currently frozen position, however, background investigations exist to ensure the city is staffed with the best candidate available. City staff will continue to review shared services .
2.6.2 Continue exploring County-wide homelessness resources and pursue low or no-cost solutions Unknown Police $40k as currently
allocated to WCCS Budgeted Low
The Chief of Police has strongly advocated for the continued support and expansion of the HEART program by both the city and the county, citing its demonstrated success. See note above related to HEART/WCCS/County and city staff meeting to ensure correct and validated infrmation is submitted. City staff also attendsd by Name List meeting with these organizations. HEART staff continue to cite that they have difficulty with WCCS's lack of collaboration and information sharing and the Chief of Police understands that SoCoDHS staff are currently attempting to work through these concerns.
2.6.3 Review Coalition of Housing / Keep County or change lead agencies / non-profits N/A - Councilmember
time attending meetings
on Homeless Coalition
2.6.4 SAFE Program (currently on hold due
to costs)
Unknown Police Unknown N/A Low
SAFE program has advised the Chief of Police that it is not currently accepting additional municipalities due to internal administrative challenges. The program has further indicated that it does not anticipate expanding for approximately one to two years.
Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
ONE YEAR GOALS
THROUGH JUNE 30,
2027
Goal 3:
Strategy/Priority Task Timeline Department Responsibilities Potential Costs to City Budget Budgeted/Not Budgeted Budget Committee Review? Level of
Effort/Number
of Staff
Time/Consulta
nt Time Needed
Additional Notes
3.1 Roads, Potholes & Pavement Management
3.1.1 Address roads, potholes, and repaving using Pavement Management Program (PMP) Ongoing Public Works $465k Budgeted yes 160
Citywide Pavement Improvement Project is programmed in the FY27 CIP Budget. Both of these for a total of $1,080,000. FY26 Citywide Pavement Program ($465k) will move forward and is programmed in the next year CIP. FY27 Citywide Pavement Program ($615k) is programmed as a separate project. The first Pavement Improvement Project was completed in August at a cost of $365,000. The second project, with an anticipated cost of $300,000, will be advertised for bid in October. The remaining Pavement Improvement Project for this budget cycle will be advertised for bid in January.
3.1.2 Prepare and implement Capital Improvement Projects based on City needs and community priorities 60mo Public Works $615k Budgeted yes 160
Citywide Pavement Improvement Project is programmed in the FY27 CIP Budget. Both of these for a total of $1,080,000. FY26 Citywide Pavement Program ($465k) will move forward and is programmed in the next year CIP.
3.1.3 SCTCA Funding Plan Cycle / Bodega Ave Bike Lanes (SCTCA Funding/Plan Cycle 2) 6mo Public Works TBD Not Budgeted yes 120
SCTCA has recommneded that the City of Sebastopol receive $3Mil for Bodega Phase 3 from the SCTCA Cycle 2 Plan. This award will be official in February and the grant money can be programmed in the FY27/28 budget cycle.
3.2 Sidewalks, Pedestrian
Safety & Bike
Infrastructure
3.2.1 Implement Sidewalk Repair Program 1yr Public Works TBD Budgeted yes 60 Public Works is working on a sidewalk program and ordinance.Cost will depend on how we structure the program and if we decide to offer a cost share to homeowners asked to replace their sidewalks. Other than that piece, it's just staff time to develop the ordinance and program. The ordinance is in draft form. Staff has completed a citywide assessment of major sidewalk displacements and will undertake a citywide effort to address these locations, while working with homeowners to replace sidewalk sections adjacent to their properties.
3.2.2 Complete crosswalk / pedestrian
safety improvements Ongoing Public Works / Police Budgeted Yes Public Works has crosswalk improvements programmed into the FY27 CIP budget with HSIP grant funding.
3.2.3 Install / improve bike infrastructure
(racks, trails)
Planning/Public
Works Not Budgeted Integrate improvement projects into CIP from ATP and STG as funding allows.
3.2.4 Complete Apple Blossom Trail
desktop feasibility study
6mo Public Works $30k Not Budgeted no 20 Public Works will bring the approval of the proposal for the Apple Blossom Trail Feasibility Study back to Council for further direction. This is not moving forward I believe
3.3 Parks & Public Spaces (including Ives Park)
3.3.1 Make improvements to parks and
public spaces
TBD Public Works TBD In CIP
Projects inlcuded in CIP. Public Works is conducting a major cleanup of the Skatepark and Laguna Trails. Staff is also working to refresh and expand the City’s Adopt-a-Landscape Program.
3.3.2 Implement Rotary Centennial Plan
/revisioning of Ives Park PW/Planning N/A Not Budgeted no Low/20 staff
hours
Rotary moving forward with proposed project, will be heard at October 13, 2026 Planninh Commission meeting for recommendation to Council; PW to prepare City wide special event use permit policy
3.3.3 Complete ADA walkway Phase 2 60mo Public Works $185k Budgeted yes 20 The Ives Park ADA Pathway is programmed into the FY27 CIP Budget. This is in final design and should be released fall.
Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
3.3.4 Secure CUSP Grant for Calder Creek naturalization PW/Planning N/A Budgeted no Low/20 staff
hours Resolution for CUSP to apply on May 19 2026 agenda. This grant was unsuccessful.
3.4 Water, Sewer &
Stormwater
Infrastructure
3.4.1 Complete Water Master Plan Complete Complete
3.4.2 Complete Sewer Master Plan 1yr Public Works $160k Budgeted Yes 100 This is programmed in FY27 CIP Budget. Flood Resiliency Master Plan is programmed in both FY26 ($60k) and FY27 ($100k) / Sewer Master Plan programmed in both FY26 ($10k) / and FY27 ($147k) - The hydraulic model is complete and the plan will be complete in the Spring
3.4.3 Complete Flood Resiliency Master
Plan
6mo Public Works $160k Budgeted yes 60 This is programmed in FY27 CIP Budget. The Plan is nearly complete, the consultant is working on recommended projects.
3.4.4 Complete Well 4 updates / secure
funding 1 yr Public Works $690k Budgeted yes 120
This is programmed in FY27 CIP Budget. $301k is in the FY26 budget and the contract has been awarded, the other $389k is programmed in FY27 as the 2nd Phase of the Well 4 Design.
The monitoring well was completed which is informing the Well 4 design
3.4.5 Perform silt removal from Calder Creek Pipeline
6 mo Public Works $260k Budgeted yes 200 This is programmed in FY27 CIP Budget. CIP 0715-26.11: Working on permitting and sediment characterization to determine a disposal location.
3.5 Project Readiness for Grants & Funding
3.5.1 Advance projects to at least 50%
design 1yr Public Works $50k Budgeted yes 40 Combined with 3.5.2
3.5.2 Maintain shovel-ready portfolio for
state/federal grants 1yr Public Works Budgeted yes 40 Combined with 3.5.1
3.6 Asset Management System Implementation
3.6.1 Build out asset inventories (stormwater, roadways) 6mo Public Works $20k Budgeted no 180
3.6.2 Integrate work orders, maintenance,
and inspections Budgeted
This budget is built into our FY27 Operational Budgets. We are still considering where to further invest in our current system or start over which may actually be more cost effective and quicker. We descided to start over with CivicPlus. The system is under development
3.7 Capital Improvement
Program (CIP) Delivery &
Other Infrastructure
Combine with 3.6.1
Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
3.7.1 Successfully deliver full FY 2026/27
CIP projects on schedule and budget 1yr Public Works $6Mil Budgeted Yes TBD Programmed, FY27 CIP Budget with the exception of Calder Cr grant which would not implement FY. Brief Summary: The approximately $6 million CIP includes major investments in transportation, utility, stormwater, and facility infrastructure projects throughout the City. Key efforts include pedestrian safety improvements and citywide pavement rehabilitation, sewer and storm drain upgrades, water system reliability projects, flood repair work, and critical facility improvements such as a police station generator and structural assessments of water tanks. Summary Breakdown as follows:
$1.4 Mil in Pedestrian Improvement - Pedestrian Crossings at Burnett, Keating, Walker, Hutchins, Covert, Johnson. Burnett, Keating, Walker, Hutchins is awarded, Covert is in design, Johnson is being considered for HSIP funding.
$1.5 Mil in Citywide Pavement Program - $0.4Mil spent, $0.3Mil to be released for bid in fall. $0.8Mil to be released for bid in Jan.
$0.2 Mil ADA Pathway at Ives - Design complete. To be released for bid in fall. $0.4 Mil Zimpher Creek Part 1 Construction & Part 2 Design - Working on Caltrans permits $0.15 Mil Sewer Master Plan - To be completed in the spring $0.25 Mil Morris St Pump Station Repair - Awarded in July, Construction in Sept $0.55 Mil Community Ctr Flood Repair - Paused til after winter $0.25 Mil Calder Storm Drain Sediment Removal - Working on Permits/Sed characterization $0.39 Mil Well 4 Design - 50% designed, will be complete this FY $0.33 Mil Seismic & Structural Assessments Water Tanks - Paused due to funding $0.37 Mil Police Station Generator - To be released for bid in Oct.
3.7.2 Initiate Trench Cut ordinance 6mo Public Works NA Budgeted no 60 Public Works is researching other agency trench cut ordinances with the goal of brining an ordinance to City Council this fall in advance of the FY27 Citywide Pavement Improvement Project construction NTP. Ordinance drafted, to Council in Oct
3.7.3 Create building component replacement schedule and funding plan 1yr Public Work NA Budgeted no 40 Combined with 3.6.1 - This is just an asset layer
3.7.4 Develop fleet replacement &
electrification plan 1yr Public Works TBD Not Budgeted yes 60 Public Works to research Electrification Grant Programs. No progress on this.
Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
Strategy/Priority Task Timeline Department Responsibilities Potential Costs to City Budget Budgeted/Not Budgeted Budget Committee Review? Level of Effort/Number of Staff Time/Consultant Time Needed Additional Notes
4.1 Staffing, Recruitment & Institutional Knowledge
4.1.1 Fill key vacancies (Planning Director, Associate
Planner, etc.) City Manager Budgeted
Associate Planner Hired; Ongoing open until
filled Recruitment for Planning Director;
submittal of award of contract for Planning
Services (Nov 3rd or 17th CC Meeting for award
of contract)
4.1.2 Initiate succession planning, document
procedures, and Continuity of Operations Plans
All
Departments/Positions Staff Time
Ongoing update of City policies based upon
audit recommendations as well as update to
City personnel policies
4.1.3 Continue employee cross-training All Departments Budgeted Ongoing Training
4.2 Transparency, Accountability & Public Trust
4.2.1 Improve Council responsiveness to community
input
Council time respondgn to
constituents
4.2.2 Increase transparency and accountability Within Budget Staff working on more detailed agenda reports;
Frequency Asked Questions documents on
speciic agenda items; additional outreach
through social media
4.2.3 Improve public communications Within Budet
Reviewing additional ways to icrease
information to the public such as newsletter;
blog; videos
4.2.4 Regain public trust Within Day to day Operations Taking accountabilty for actions taken; clear communictaion to the community
4.3 Labor Relations & Internal
Collaboration
4.3.1 Strengthen collaborative relationships with
labor unions through proactive communication
and early engagement
May require HR and Labor
Negotiator Working with HR and Legal
4.4 Policies, Codes & Procedures Updates
4.4.1 Update Municipal Code (water use, sidewalks,
turf, etc.) 1yr Public Works NA Budgeted no 80
Draft trenching, sidewalk, and pretreatment
ordinances are under review and will be brought
to Council for consideration. Staff is also
developing updates to the Water Loss Control
Code.
4.4.2 Complete City Council Protocols Handbook Within Staff Time Ongoing 4.4.3 Strengthen development review integration across departments 1yr Public Works NA Budgeted no 40 These hours will be billed to Development Projects.
4.5 Avoid Builder’s Remedy;
Compliance with Housing
Element
ONE YEAR GOALS THROUGH JUNE 30, 2027
Goal 4: High Performance Organization
Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
4.5.1 Ensure proactive Housing Element compliance
and streamlined permitting Planning up to $37,500 (mostly) Budgeted yes high/120+ staff hours. Consultant may be needed.
This item requires both adequate staffing and
the ability to direct staff time to streamlined
permit processing. Some outside services may
be needed depending on the expertise of
individual staff. Could be mostly absorbed by a
fully staffed department with minimal
consultant time, but would require additional
City Attorney time and may require limited
consultant time.
4.5.2 Secure ABAG Priority Development Grant Planning see discussion Budgeted no medium/30 staff hours Grant efforts are underway, with public outreach
wrapping up by mid-November. Adoption
hearings are anticipated for November and
December 2026.
4.5.3 Avoid triggering builder’s remedy Planning/All N/A Budgeted no low level of effort for this item alone is low for 26/27;
see 4.5.1 above which is where the work is for
26/27 and 27/28
4.6 Technology, Software & Shared Services
4.6.1 Evaluate replacement of SMART Gov / CIP
software
Building, Planning,
CM
No budget- Remaining with
current software for now
Staff working with Smart Gov on ways to imrpove
the system; based upon staff review; City will
rconduct RFP for software vendor
4.6.2 Explore shared services (e.g., with Cloverdale,
Cotati) Within Salary Savings Working with other Cities on shared serices for Code Enforcement VALUES/GOALS FOR DAY-TO-DAY OPERATIONS/ARE CONSIDERED ROUTINE ITEMS INCORPORATED INTO DAY TO DAY OPERATIONS:
1 Achieving staffing/ Program targets that match best standards and efficiency/operational staffing efficiencies/baseline budgets/performance management 2 Restoring public trust 3 Improve Public
Communications
4 Cross Training of Administrative Staff/Actions from Class and Comp Study and Staffing Assessment Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
Strategy/Priority Task Timeline Department Responsibilities Potential Costs to City Budget Budgeted/Not Budgeted Budget Committee Review? Level of Effort/Number of
Staff Time/Consultant Time
Needed
Additional Notes
5.1 Revenue
Generation &
Diversification
5.1.1 Develop new revenue streams (tourism / TOT) CM/Planning Work with Downtown Association;
Chamber and Sonoma County
Tourism
Planning could assist with implementation of
certain programs from the 1997 EDS related to
TOT. Review of Façade Improvement Program
5.1.2 Support hotel development (Barlow Hotel) Planning/Building N/A Budgeted no low Costs expected to be absorbed by planning or funded by deposit account
5.1.3 Improve business license compliance & code
enforcement
Building/Administrative
Services Budgeted for Staff Time no low
City staff has been instructed to review city
processes and provide tools to ensure the City
businesses have business licenses as well as
ensuring we are conducting code enforcement
5.2 Cost Control &
Efficiency
5.2.1 Implement spending reductions: o Limit consultant costs o Review cost allocation plan o Achieve cost recovery for fees o Review and reduce City utility costs All Not Budgeted no medium
Cost Allocation Plan RFP was released in
September 2026 to support a comprehensive
review of indirect cost allocations. Staff
continues to evaluate opportunities for cost
recovery, review consultant expenditures during
contract renewals, and identify operational
efficiencies where feasible. Requests for
proposals for several contracted services are
anticipated later in FY 2026-27.
5.3 Pension, Reserves & Financial Policies
5.3.1 Review pension/benefits funding (Receive CalPERS
Presentation + 115 Trust Presentation)
June 2027 Administrative Services Budgeted Yes on-going Administrative Services continues to monitor
CalPERS unfunded liabilities and employer
contribution rates. Staff anticipates future
presentations regarding pension funding
strategies during budget hearing, including
updates related to the Section 115 Trust.
5.3.2 Evaluate reserve policies Administrative Services Budgeted for Staff Time Yes on-going Reserve policies are reviewed each year as part
of the budget process and broader discussions
regarding the City's financial stability and longterm planning.
5.3.3 Update financial policies to meet CIRA Administrative Services Budgeted for Staff Time n/a on-going Financial policies continue to be reviewed as part
of ongoing financial management and budget
administration activities. Future updates will be
implemented as operational needs and
regulatory requirements warrant.
ONE YEAR GOALS THROUGH JUNE 30, 2027
Goal 5: Long Term Financial Sustainability
Achieving Greater Fiscal Resilience and Long Term Fiscal Sustainability Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
5.3.4 Evaluate long-term structural balance; present Five-year Forecasts yearly
Administrative Services Budgeted for Staff Time Yes on-going Five-year financial projections continue to be
developed and refined as part of annual budget development and long-range financial planning efforts. Forecast assumptions are being updated
to reflect current economic and operational
conditions.
5.3.5 Conduct yearly Review of Measure U Funds Administrative Services Budgeted for Staff Time Yes on-going Annual review and reporting of Measure U
revenues and expenditures remain ongoing and
are incorporated into budget and financial
reporting processes.
5.4 Financial
Transparency &
Community
Engagement
5.4.1 Invest in technologies (Open Gov, easy financial reports) Administrative Services Not Budgeted no low Technology solutions that enhance financial
reporting and public transparency remain an
important objective. Available platforms and
reporting tools will continue to be evaluated as
staffing resources, budget considerations, and
organizational priorities allow.
5.4.2 Conduct comprehensive community engagement on
finances/budget Monthly Administrative Services Budgeted for Staff Time yes on-going Public Budget Committee meetings, City Council
budget discussions, and quarterly financial
reporting continue to provide opportunities for
community engagement and financial
transparency.
5.4.3 Produce quarterly financial reports Quarterly Administrative Services Budgeted for Staff Time High on-going Quarterly financial reports continue to be
prepared and presented to the Budget
Committee and City Council to improve financial
transparency and provide regular updates on
revenues, expenditures, and fund performance.
5.4.4 Create Budget at a Glance document Annually Administrative Services Budgeted for Staff Time High on-going Staff continues to develop budget summary
materials and visual aids intended to improve
public understanding of City finances and budget
priorities.
5.5 Grants & Service
Delivery
Optimization
5.5.1 Pursue regional grants (possible grant writer RFP) Planning, PW Not Budgeted SCTCA has added Planning and PW to new grant
info system which will assist us in identifying and
applying for grants. Working with regional
partners to identify grants to the Laguna/veg
management. Working with regional groups
(SCTCA/GSA/RRWA) on grant development.
5.5.2 Evaluate cost-effective service methods (contracted/shared services, limited-term staff) All Departments Ongoing/would utilize vacancy savings Working with surrounding cities on shared resources; looking at revisions to office hours for utilities
5.5.3 Update impact/user fees Finance/Planning/ Building impact fee study partially budgeted High on-going An RFP for a comprehensive review and update of
impact fees and user fees has been drafted and is
currently undergoing internal review. The study
will help evaluate cost recovery and ensure fees
remain aligned with service delivery costs.
Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
VALUES/GOALS FOR DAY-TO-DAY OPERATIONS/ARE CONSIDERED ROUTINE ITEMS INCORPORATED INTO DAY TO DAY OPERATIONS:
1 Quarterly Financial
report/annual long
term budget
reductions/Provide
s Quarterly Reports
a. 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.
b. 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.
c. TRUST FUND - 115
2 Measure U Priority
Resolution
reviewed during
Budget Process
Incorporated into the budget process.
3 Publish Reports on
Budget Illustrating
Budget (Budget at a
Update Yearly Budget at a Glance
Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026
Strategy/Priority Task Timeline Department Responsibilities Potential Costs to City Budget Budgeted/Not Budgeted Budget Committee Review? Level of Effort/Number of Staff Time/Consultant Time Needed Additional Notes
6.1 Support Local Businesses & Vacant Spaces
6.1.1 Reuse vacant commercial spaces (Rite Aid,
CVS, etc.) Planning up to $20k Not Budgeted yes
Depends on approach. If added to PDA Grant work,
low-medium staff time absorbed within budget, but
about $20k addition to PDA grant funding to include
this work.
Adding $ to existing PDA grant
funds could expand the project
scope to ID key sites and develop
strategies and appropriate zoning
changes to facilitate
development. Consider façade
grant program?
6.1.2 Economic Gardening program Planning Not Budgeted
6.1.3 Conduct Downtown Business Listening
Series Planning Not Budgeted
6.1.4 Launch “Downtown Roots” recognition
program Planning/Adminisrative Services/O Not Budgeted Ongoing Recognized milestone businesses
6.2 Business-Friendly Policies
6.2.1 Reduce regulations and streamline
permitting (zoning code review) Planning
Consultant cost $0
up to $12,000 IF
NEEDED (depends
on staff strengths)
Mostly Budgeted yes
medium/50 staff hours/consultant may be needed
depending on staff abilities. At a minimum, 12 hours
of PD oversight would be required whether provided by
staff or consultant
Underway, but staff hours needed. With FT staff, hours can be absorbed but would need to be prioritized. Budget provided is if a consultant is needed.
6.2.2 Support local businesses (bike racks, sidewalk dining, parklets, street closures for events) PW/Planning N/A Mostly Budgeted yes
Planning for this work can initiate under the STG Plan; staff will seek out grant opportunities.
6.3 Develop Economic Development Strategy
6.3.1 Create overall Economic Development Strategy (on hold until new Planning Director is hired – coordinate with Chamber and Sonoma County Tourism) Planning on hold Not Budgeted no
This work has been initiated with the PDA Grant, data collection and economic analysis are included in the scope to support the coming EDS when a Planning Director is hired.
ONE YEAR GOALS THROUGH JUNE 30, 2027
Goal 6: Economic Development
Agenda Item Number 2
Agenda Item Number 2
City Council Meeting Packet for October 20, 2026