Mission Statement: To foster a safe, vibrant, and prosperous community that enhances the quality of life for all
Vision Statement: With leadership and integrity, the City of Sonora commits to excellent service through collaboration and innovation
CITY OF SONORA
City Council Special Meeting Agenda
Monday, June 16, 2025
3:00 PM
NOTICE IS HEREBY GIVEN that the Sonora City Council will have their special meeting on June 16, 2025, at 3:00 PM in the City of Sonora Council Chambers located at 94 N. Washington Street Sonora, CA 95370.
This meeting is physically open to the Public and citizens who wish to provide public comment during the meeting will be invited to do so by the Mayor.
Written comments can be submitted to be included as part of the administrative record; they will not be read during the meeting. All comments must be received by 1:00 pm on the day of the noticed meeting and can be submitted to the City Clerk at 94 N. Washington Street Sonora, CA 95370, or via email to [email protected].
Public Access Audio and Video Live Streaming
The Public will not have access to give public comments via public access audio and video live streaming; they are available for audio and visual only; and can be accessed via our website at www.sonoraca.com.
Remote viewing of the meeting via live streaming is provided to members of the public as a courtesy. If the live streaming connection malfunctions for any reason and no Council Members are attending via teleconference, the City Council will continue the public meeting in Chambers without remote access.
CITY COUNCIL appreciates your interest and encourages participation. Regularly scheduled meetings are held on the 1st and 3rd Monday of each month.
The numerical order of the items on this agenda is for convenience of reference. Items may be taken out of order upon request of the Mayor or Council Members. All questions shall be directed to the Mayor who, at their discretion, will refer to Staff.
___________________________________________________________________________________________ Mayor Ann Segerstrom
Vice Mayor Andy Merrill
Council Members Bess Levine, Stephen Opie, Mark Plummer City Administrator Melissa Eads
City Attorney Douglas White
___________________________________________________________________________________________ 1 Mission Statement: To foster a safe, vibrant, and prosperous community that enhances the quality of life for all
Vision Statement: With leadership and integrity, the City of Sonora commits to excellent service through collaboration and innovation
CALL TO ORDER - 3:00 PM
PLEDGE OF ALLEGIANCE
ROLL CALL
PUBLIC COMMENT (Non-Agenda Items)
The public may address the Council on any item of public interest not otherwise on the agenda that is within the jurisdiction of the City. No action may be taken. Matters to be addressed may be referred to City Staff or placed on a subsequent meeting Agenda. Speakers are limited to a three (3) minute presentation.
PRESENTATIONS
1. Receive a Presentation and Discussion from Citygate Associates, LLC on the City of Sonora Organization Review and Budget Stabilization Study Performance and Implementation with Recommendations for the FY 25-26 Final Budget; Melissa Eads, City Administrator, Chris Gorsky, Assistant City Administrator, Andy Green, Citygate Associates, LLC, Stacey Bristow, Citygate Associates, LLC.
ADJOURNMENT
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk at City Hall (209) 532-4541, [email protected]. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting (28 CFR
35.102-35.104 ADA Title II).
Materials related to an item on this Agenda submitted to the City Council after distribution of the agenda packet are available for public inspection in the City Administrator’s Office at 94 N. Washington Street, Sonora, CA 95370 during normal business hours (8:00 am - 4:00 pm, Monday through Friday, excluding holidays). The agenda and supporting public documents are also available on our City website www.sonoraca.com listed under the agenda/minutes link on the Government page.
2 CITY COUNCIL AGENDA REPORT
C I T Y H A L L
CITY OF SONORA 94 N. WASHINGTON STREET, SONORA, CA 95370 P: (209) 532-4541
SERVICE, INNOVATION, INTEGRITY, COLLABORATION, RESPECT, LEADERSHIP DATE: June 16, 2025
TO: Honorable Mayor and Members of the City Council
FROM: Melissa Eads, City Administrator
Chris Gorsky, Assistant City Administrator
Andy Green, Citygate Associates, LLC
Stacey Bristow, Citygate Associates, LLC
SUBJECT: Presentation and Discussion from Citygate Associates, LLC on the Strategic Plan Performance and Implementation with Recommendations for the FY 25-26 Final Budget RECOMMENDATION:
Receive a Presentation and Discussion from Citygate Associates, LLC on the City of Sonora Organization Review and Budget Stabilization Study Performance and Implementation with Recommendations for the FY 25-26 Final Budget. Information Presented will Guide Decision Making at the Regular Council Metting when Considering Formal Budget.
FISCAL IMPACT:
No Fiscal Impact to the General Fund.
CORE COUNCIL PRIORITIES:
Fiscal Responsibility and Stability, Infrastructure and Engineering, Public Safety and Disaster Preparedness, Economic Development/Growth and General Plan, Homelessness Issues, Staffing - Salary, Benefits, Training, and Retention
3 Item 1.
.
Table 1—Tier 1 Recommended Priorities – One-Time, Non-Recurring Costs – Years 1–2 One-Time, Non-Recurring
Costs Cost
Recommendation
# in 5-Year
Strategic Plan
Completed
In Process
Paused
Resources
Needed Notes
Police Department
Evaluation of Airbnb Ordinance
Developing Vacant Property
Registration and Ordinance
$25,000 #17
Completed
In Process
$15,000
Airbnb ordinance evaluation completed;
task force has been created to develop
vacant property ordinance.
Vehicle and Equipment
Replacement Plan (Leasing)
$150,000 #26 Completed $150,000 $75,000 has been set aside to establish a fleet replacement reserve.
Police Equipment (Radio
Repeater / CarCams / Guns /
Technology)
$61,000 #73 Completed $61,000 Included in FY 24/25 budget.
Refresh Dispatch Consoles and
Ensure Radio Interoperability $175,000 #76 Completed $140,500 Included in FY 24/25 budget.
Homelessness Support $75,000 #82–#99
In Process
(#89,#92,#93
Completed)
$75,000 Grant
Although City has made strides toward
this goal, such as hiring a Homelessness
Coordinator and creating the
Homelessness Outreach Support Team,
emphasis and timing will need to be
reevaluated in light of US Supreme Court
decision (Grants Pass) and installation of
new Council members.
Cybersecurity Detection
Assessment $10,000 #119 Completed $10,000 existing budget Upgraded City firewall and financial
system.
4 Item 1.
.
One-Time, Non-Recurring
Costs Cost
Recommendation
# in 5-Year
Strategic Plan
Completed
In Process
Paused
Resources
Needed Notes
City Manager’s Office
Facilities Assessment and Plan
Police Facilities Assessment $50,000 #25
Facilities
Paused
_________
PD
Completed
Phase 1
$50,000
Police facilities assessment consultant,
design, conference, state legislators all
pending next step due to lack of funding
source.
Social Media / Communication $12,000 #124 Completed $12,000 Has created Facebook page, City Manager’s newsletter.
Public Works
Infrastructure CIP (Capital
Improvement Plan – Roads,
Sidewalks, Curbs, Crosswalks,
Gutters)
$225,000 #24 In Process $360,000
Completed CIP which identified needs
and established a capital improvement
reserve of $215,000. However, City
capital infrastructure needs far exceed
currently identified funding sources.
Pavement Management
Assessment (Initial Startup Cost) $75,000 #28 In Process $75,000 ($5,500
spent to
implement
iWorQ software)
City purchased the iWorQ software
system which includes an asset
inventory module to assist in developing
a pavement management plan.
Public Signs, Decals, and City
Logos Identifying City Workers
and Equipment and Showing
Where all Measure Y Funds are
Being Utilized
$25,000 #112 In Process $25,000 Hired a consultant.
5 Item 1.
.
One-Time, Non-Recurring
Costs Cost
Recommendation
# in 5-Year
Strategic Plan
Completed
In Process
Paused
Resources
Needed Notes
Community Development
Graffiti Reduction and Mitigation
(Historic Downtown Maintenance
and Preservation)
$75,000 #100 Paused $75,000
Recent personnel changes have
required this item to be put on hold until
PW lead can be hired.
Business Incentives/Programs
(i.e., Façade, Forgivable Loans) $50,000 #3 In Process $50,000 Coming FY 25/26. Surveying has been initiated.
Consultant for Efficient
Processes and Regulations for
Permitting
$100,000 #6 In Process
$100,000
($20,500 spent
to install iWorQ)
The purchase of the iWorQ system has
provided the ability to offer online
permitting and customer training
assistance.
Update General Plan (Utilizing
Five-Year Strategic Plan as
Baseline)
$300,000
(set-aside)
(total est.
$1,000,000)
#46 In Process $250,000 Partial funds set aside ($300,000); RFP will be distributed in FY 25/26.
Development of “Use Locals
First” Ordinance/Program $35,000 #110 In Process $35,000 Utilizing/Updating Current Locals 1stOrdinance FY 25/26.
Finance
Fee Study $75,000 #50 In Process
(80%)
$75,000 ($7,500
spent from
existing budget
to begin
process)
Internal study covered some fees.
Estimated completion in FY 25/26. Initial
study estimated increase fee revenue of
approximately $40,000. Appropriate fee
levels to achieve cost recovery goals is a
best practice.
Total One-Time, Non-Recurring
Costs $1,518,000
6 Item 1.
.
Table 2—Tier 1 Recommended Priorities – On-going, Recurring Costs – Years 1–2 On-going, Recurring Costs Cost Recommendation
# in Strategic Plan
Completed
In Process
Paused
Resources
Needed Notes
Police Department
Homelessness Education $10,000 #81 Completed $10,000
Developed a card listing homelessness
programs and options. Has also created a
Homelessness Outreach Support Team
(HOST) to engage homelessness with is
multi-jurisdictional approach. Goes out at
least once per month.
City Manager’s Office
Unfunded Liability $150,000 #49 Completed $150,000 Included in FY 24/25 budget.
Deputy City Administrator
(Succession Planning) $25,000 #59 Completed $25,000 Reorganization/Reclass.
Economic Development Contract $50,000 #108 Completed $174,000 existing budget Hired full-time person.
Class and Comp Study $360,000 #60 Completed
$242,000
($31,500 spent
from existing
budget prior to
Measure Y;
$210,500 first
year
implementation
from Measure Y)
Study results budgeted in FY 24/25 and
future years. Some additional salaries
added for negotiated lower benefits and
five-year labor contracts. Amounts will
increase.
Training Budget (Personnel
Development, Certifications,
Conferences)
$50,000 #123 Completed $50,000 FY 25/26 budget includes $53,000. 7 Item 1.
.
On-going, Recurring Costs Cost Recommendation
# in Strategic Plan
Completed
In Process
Paused
Resources
Needed Notes
Community Development
Code Enforcement Support
(Consulting) $50,000 #78 Completed $155,600 Contracted this position.
Additional Cleaning of Downtown—
Graffiti Reduction, Sidewalks,
Benches, Garbage Cans—
Supported by Internal and/or
External Resources
$75,000 #100 In Process $75,000
Over 150 uneven sidewalk sections have
been corrected. Additionally, reservation of
parking spaces for business refuse
containers and installation of planter boxes
to screen refuse containers.
Public Works
Community Events $50,000 #21 Completed $100,000
existing budget
Contracted with Chamber of Commerce to
administer.
Pavement Management
Partnership (On-going Annual Cost) $5,000 #28 In Process $5,000 Personnel changes have caused a delay in
implementation of this goal, however, the
iWorQ software which has been
implemented will help establish a base for
completion of this goal in the future.
Fire
Fire Suppression / Mitigation Efforts
/ Fuel Reduction $50,000 #62 In Process
$66,650 (Grant
writer was hired
using existing
budget)
Completed fuel reduction for various
projects and hired a Grant Writer to secure
a grant to hire personnel to develop a
program to address this goal.
Disaster Preparedness Plan with
Evacuation Routes (Initial OneTime Cost and On-going Annual Cost) – CDD EOC
$75,000 #63 In Process $90,000
Completed an Emergency Operations Plan
which is a base for this goal, and funds are
included in the FY 24/25 budget for this
goal. Staff turnover and lack of data,
however, has slowed progress on this
goal.
Fire – 1 FTE Fire Prevention
Officer/Inspector $84,000 #69 Paused $197,700 Uncertain impact of fire labor negotiations.
Total On-going, Recurring Costs $1,034,000
8 Item 1.
.
Table 3—Revised Tier 1 Priorities Activity Recap
Recap
One-Time
Total Revised Resources Needed $1,558,500
Measure Y Resources Allocated/Spent $1,473,500
Other City Funds Allocated/Spent $85,000
Balance $0
On-Going
Total Revised Resources Needed $1,340,950
Measure Y Resources Allocated/Spent $1,066,950
Other City Funds Allocated/Spent $274,000
Balance $0
Totals
Total Measure Y Allocated/Spent on Tier 1 Priorities $2,540,450 Total Other City Funds Allocated/Spent on Tier 1 Priorities $359,000 Total Allocated/Spent on Tier 1 Priorities $2,899,450
9 Item 1.
Organizational Review and
Budget Stabilization Study Update
JUNE 16th, 2025
CITY OF SONORA, CA
10 Item 1.
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2 • Citygate has been in business since 1990
• Citygate has completed over 600 engagements across
the Country
• Virtual City Hall
• Team for this update project
– Andy Green, Local Government Fiscal Specialist – Lead – Stacey Bristow, Local Government Specialist
Who is Citygate Associates – Our Team
11 Item 1.
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3 • Review and report on status of recommended Tier 1
priorities identified by Citygate during the previous
Organization Review and Budget Stabilization Study
• Identify new findings and recommendations based on
Citygate’s review of the recommended Tier 1 priorities to be used to help develop FY 25/26 budget
Project Scope
12 Item 1.
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44 Organizational Review and Budget
Stabilization Study (November 2023) Recap
13 Item 1.
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5 • Mission: The City of Sonora’s mission is to foster a safe, vibrant and prosperous community that enhances the quality of life for all • Vision: With leadership and integrity, the City of Sonora commits to excellent service through collaboration and innovation
• Values: Service, Innovation, Integrity, Collaboration, Respect, Leadership • Council Priorities: Fiscal Responsibility and Stability | Infrastructure and Engineering| Public Safety / Disaster Preparedness | Economic Development / Growth / General Plan | Homelessness Issues | Staffing – Salary/Benefits/Training/ Retention
• Community Priorities: Homelessness | Infrastructure
Management/Maintenance | Public Safety | Growth and Development | Fiscal Stability
Who the City of Sonora is…..
14 Item 1.
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6 • Citygate recommended Tier 1 priorities (30) with
estimated budget (based on Measure Y funds)
– 17 priorities | $1,518,000 one-time, non-recurring costs – 13 priorities | $1,034,000 on-going, recurring costs
Strategic Implementation Worksheet Results
125 Goals | Five Years
Priority/Tier Votes
High Priority Tier 1 City Council Votes 89
High Priority Tier 2 City Council Votes 82
High Priority Tier 3 City Council Votes 58
Total High Priority Items Voted by City Council 229
Total High Priority by City Council, Staff, and Community 66 Mid-Level Priority Total City Council Votes 81
Mid-Level Priority Total City Council, Staff, and Community 21 Lower Priority Total City Council Votes 19
Lower Priority Total City Council, Staff, and Community 3 15 Item 1.
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7 Top-Ten Methodologies Used for Implementation
and Prioritization
Methodology Description
Balanced Approach One size does not fit all. Spread the opportunities, resources, and funding throughout different goals.
Sequential Sense Do not put the cart before the horse. Thoughtfully consider a plan and find efficient approaches to solving various challenges.
Input Considerations Collect extensive and unbiased input from the community, volunteers, staff, and elected officials in a collaborative approach.
Data Collect and analyze relevant data.
Fiscal Care What can be funded and how can it support long-term fiscal stability? Voting Priorities Who was involved and how were the priorities determined? Utilize the voting in an appropriately weighted approach.
RICE Approach
Reach (how many people are impacted by this decision/choice), Impact (how are these people impacted; massively, high, medium, or low), Confidence (gut instincts and awareness to emotionally charged or politically sensitive situations), Effort (what will it take to really accomplish this goal).
Capacity Understand limitations. Work towards appropriately growing capacity to meet the needs.
MoSCow Approach
Determine “Must haves” for survival and safety; “Should haves” for efficient and effective approaches and goals that support priorities and the overall wellness of the community and organization; “Could haves” that will have to wait but are eventually desired; and “Won’t haves” that have no current resource allocation and are a low priority.
Alignment Does the work align with the culture, needs, and vision now and in the future? 16 Item 1.
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8 • Total Tier 1 priorities identified by Council totaled $11.5 million, Citygate recommended 30 priorities ($2.55 million) based on estimated Measure Y funding
• Completion goal – 1 to 2 years
• Impacting all City departments
• Level of implementation partially depended on Measure Y activity • Measure Y, although providing additional funding, is not a fix-all solution by itself
• Other revenue opportunities, including but not limited to seeking State and Federal funding, as well as cost-saving efficiencies, must continue to be explored
Identified Tier 1 Priorities
17 Item 1.
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99 Organizational Review and Budget
Stabilization Study Update
18 Item 1.
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10 • What we see
• Congratulations
• Celebrate
• How you compare
Above and Beyond
19 Item 1.
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11 • We took a snapshot in time; new day, new challenges – More data available
– New economic challenges
– Workloads increasing to critical levels
– Consumer confidence impacts
– You are not alone
– Public and leadership expectations
– Reality has changed
The Big Picture
20 Item 1.
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1212
Fiscal Review Update
21 Item 1.
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13 Revised Tier 1 Priorities Activity Recap
Recap
One-Time
Total Revised Resources Needed $1,558,500
Measure Y Resources Allocated/Spent $1,473,500
Other City Funds Allocated/Spent $85,000
Balance $0
On-Going
Total Revised Resources Needed $1,340,950
Measure Y Resources Allocated/Spent $1,066,950
Other City Funds Allocated/Spent $274,000
Balance $0
Totals
Total Measure Y Allocated/Spent on Tier 1 Priorities $2,540,450 Total Other City Funds Allocated/Spent on Tier 1 Priorities $359,000 Total Allocated/Spent on Tier 1 Priorities $2,899,450
22 Item 1.
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14 Projected General Fund Operating Results
Only General Fund amounts anticipated to be available to maintain reserves to address potential economic downturns, address capital infrastructure needs, and other strategic priorities Fiscal Component
FY 23/24
Actual
FY 24/25
Projected
FY 25/26
Proposed
FY 26/27
Projected
FY 27/28
Projected
FY 28/29
Projected
FY 29/30
Projected
Revenues
Taxes 11,523,083 10,946,300 9,504,200 9,515,000 9,633,020 9,728,650 9,798,290 All Other 4,845,064 3,736,400 4,858,940 4,830,600 4,845,500 4,792,810 4,822,720 Total Revenues 16,368,147 14,682,700 14,363,140 14,345,600 14,478,520 14,521,460 14,621,010 Expenditures
Pre Strategic Plan1,3 11,696,416 13,760,750 11,973,725 12,425,500 12,786,500 13,350,200 13,521,500 Total Expenditures 11,696,416 13,760,750 11,950,225 12,425,500 12,786,500 13,350,200 13,521,500 Net Operating Income/(Loss) 4,671,731 921,950 2,389,415 1,920,100 1,692,020 1,171,260 1,099,510 Ending Unassigned Fund
Balance1, 2 9,731,628 12,154,317 14,543,732 16,463,832 18,155,852 19,327,112 20,426,622 1 Moved $5,037,000 reflected in FY 24/25 as transfers out in the mid-year document, which are actually reserves 2 Includes assigned/committed reserves, such as the labor reserve 3 Expenditures from FY 25/26 onward excludes CIP or other Strategic Plan priorities 23 Item 1.
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15 General Fund Operating Results
(2,000,000)
(1,000,000)
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
FY 18/19 ActualFY 19/20 ActualFY 20/21 ActualFY 21/2 ActualFY 2 /23 ActualFY 23/24 Actual FY 24/25 ProjectedFY 25/26 ProjectedFY 26/27 ProjectedFY 27/28 ProjectedFY 28/29 ProjectedFY 29/30 Projected City of Sonora
General Fund Revenues and Expenditures
Total Revenues Total Expenditures Net Operating Income/(Loss) 24 Item 1.
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16 General Fund Reserves (Fund Balance)
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
FY 18/19
Actual
FY 19/20
Actual
FY 20/21
Actual
FY 21/22
Actual
FY 22/23
Actual
FY 23/24
Actual
City of Sonora
General Fund Ending Unassigned Fund Balance
25 Item 1.
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1717
Recommended Tier 1 Priority Status
26 Item 1.
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18 • 90 percent of recommended Tier 1 priorities reflected in Tables 1 and 2 in original Citygate report either completed or in process
• Completed or initiated four other Tier 1 priorities not reflected in Tables 1 and 2 in original Citygate report
• General Fund financial condition (unassigned reserves) improved by approximately 92 percent in FY 23/24, primarily due to Measure Y and property tax revenue increases
• Negotiation of five-year contracts with three of five labor groups
Other Accomplishments/Positives Since Last Review
27 Item 1.
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1919
Key Accomplishments Through the
Citygate Lense
28 Item 1.
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20 • LAFCO (serves via independent director, treasurer, and clerk duties)
• Reorganization
– Finance Director reclassed to Deputy City Administrator (duties also increased to include fleet and facilities)
– Human Resources reclassed to City Clerk (both duties) – City Administrator now also Publics Works Director
• Unfunded liability first year contribution allocated
• 2 percent reduction on tax share agreement with County City Administrator
29 Item 1.
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21 • Updated reserve and investment policies
• Changed auditor to conform with best practice and
received unqualified opinion
• Completed audit of cannabis dispensaries
• Completed internal fee study (however, comprehensive
fee study is needed)
• Expanded fleet program to include Public Works
Department
Administrative Services
30 Item 1.
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22 • 50+
• Community Development and Public Works – Impact
projects: Snell Street (Gas Tax)
– See slide #7 for the Rice Approach
Community Development
31 Item 1.
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23 • Big strides for many elements of the police facilities assessment
• Future ad hoc committee / future Police Chief advisory board
Police
32 Item 1.
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24 • #1 safety priority right now
– Capacity; #8 on slide 7
– MoSCow Approach; #9 on slide 7
Homelessness (PD)
33 Item 1.
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25 • Created program to provide training to residents to conduct fire fuel mitigation around their homes
• Purchased, outfitted, and put into service two fire trucks (CDBG funds)
Fire
34 Item 1.
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26 • Did you know…
Public Works
35 Item 1.
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2727
Updated
Findings/Recommendations/Observations
36 Item 1.
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28 • Continue to explore methods to delegate management of public works function to allow City Administrator to focus on more big-picture issues impacting the City
• Continue to enhance marketing and public outreach efforts to inform community on measure Y fund updates and accomplishments throughout the year
• Discuss priorities list with Council given the new financial forecast and make necessary adjustments to the strategic plan
• Assess and eliminate many of the current committees
• Create an ad hoc action based new committee
City Administrator and Administration
37 Item 1.
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29 • Ensure that financial forecasting methodology is understood and accepted by the Council to ensure long-term focus on decision making
• Develop a dashboard to reflect how Measure Y funds will be used and monitored and establish regular update schedule
• Administrative Services Department staff should continue to review GFOA best practices referenced in the Citygate report and use them as a guide when enhancing its written policies for the City • It is recommended that the City formalize the development of performance measures per GFOA best practice as a tool to gauge operational effectiveness
City Administrator and Administration (cont.)
38 Item 1.
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30 • Citygate recommends the City to continue identifying weaknesses in its critical operational areas, particularly in the Administrative Services Department, and develop a succession plan, including structured cross-training and/or reclassifications, to help address unanticipated operational disruption due to loss of staff or other operational emergencies
• Citygate recommends that Administrative Services be provided with a supervisory level financial FTE, such as a Lead Accountant or Accounting Manager, to provide a succession path for the Department and to enhance separation of duties and internal control City Administrator and Administration (cont.)
39 Item 1.
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31 • Revise CIP document to better differentiate between actually anticipated funding sources that are in conformance with the five-year fiscal forecast estimates
• Revise the reserve policy to better delineate reserve allocation and goals, such as percentages for:
– Emergencies
– Uncertainties
– Equipment replacement
– Infrastructure and facilities replacement/improvement – Labor
City Administrator and Administration (cont.)
40 Item 1.
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32 • Reserves should be maximized to guard against uncertain economy which could impact service levels
– $1 million loss of sales tax revenues over last two years (9%) – Recent loss of major retail businesses
– Federal tariff impacts
– Labor costs already negotiated in addition to future negotiations – Large capital improvement backlog
• Complete comprehensive fee review and update
• Develop matrix to add personnel
City Administrator and Administration (cont.)
41 Item 1.
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33 • Evaluate Tier 2 staffing priorities from Citygate’s November 2023 strategic plan/report and Police
Management Study from August 2024 by Police Officers
Standards and Training (POST)
• Seek additional grant funding opportunities (staffing, equipment, and facilities)
– Potential support/partnership from economic development funding for grant opportunities
Public Safety
42 Item 1.
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34 • Minor/partial update to the Sonora 2020 General Plan – Adjust total funding set aside from $1M (to $300k for FY24/25) • This includes one Housing Element update – (paid)
– Utilize current $250k (FY 25/26) allocation over next two years toward:
• Economic Development: Staffing ($25k) – including potential grant support • Economic Development: Businesses incentive programs ($25k) • Economic Development: New ad hoc (action/delivery based) art committee ($75k) – supports tourism, anti-graffiti tool, arts/culture, QOL (expansion shade system for Mono Way), • Community Development: Light internal assessment of General Plan for critical priority items for a partial update
• Community Development: Request for proposal for General Plan (allocation from the current $300k set aside); Target zoning areas for development (growth areas) and land use designation updates as needed, annexation, sphere of influence and environmental impact ($28k) • Public Works: Re-striping ($72k)
• PIO/Communications ($25k)
Community Development and Economic Development
43 Item 1.
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35 • See changes with General Plan funds; recommended
reallocation $72k and $50k
• Seek grant funding opportunities for main drain
replacement
• Review financing options, such as issuance of debt, to leverage existing resources to provide funding for critical infrastructure needs
Public Works
44 Item 1.
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36 • Significant amount of recommended Tier 1 has either been completed or initiated
• Morale has improved since our last visit
• People feel supported
• Training opportunities and funding are available; however, heavy workloads do not allow time for all
trainings/certifications/innovation
• Team building and appreciation is needed but challenged due to workload
Observations – Morale, Support, and Training
45 Item 1.
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37 • High demand, high standards, and sometimes
unrealistically high expectations (community, elected
officials) do not always align with reality of workloads Observations – Morale, Support, and Training (cont.)
46 Item 1.
THANK YOU
47 Item 1.