1 Mayor Rosa Reynoza
Vice Mayor, District 2 Sam Salmon
Councilmember District 1 Mike Wall
Councilmember District 3 Debora Fudge
Councilmember District 4 Tanya Potter
Town Manager Jon Davis
Town of Windsor
9291 Old Redwood Highway
P.O. Box 100
Windsor, CA 95492-0100
Phone: (707) 838-1000
Fax: (707) 838-7349
www.townofwindsor.com
A G E N D A
JOINT WINDSOR TOWN COUNCIL,
WINDSOR REDEVELOPMENT SUCCESSOR AGENCY
AND
WINDSOR WATER DISTRICT
MEETING
Saturday, February 18, 2023
Special Session - 9:00 a.m.
Civic Center Council Chambers
9291 Old Redwood Highway, Building 400
Windsor, CA 95492
IMPORTANT:
This special meeting will be held in person and will not be held virtually via Zoom, televised or recorded.
If you would like to provide public comment, we encourage you to attend in person or submit them via email to the Council at: [email protected]. (For further information please call Town Hall: (707) 838-1000) In compliance with the Americans with Disabilities Act, if you need special assistance to attend or participate in a Town Council meeting, please contact the Town Clerk's office at [email protected]. Notification at least 48 hours prior to the meeting will assist Town staff in ensuring reasonable accommodations are made to provide accessibility to the meeting.
Town Council Agenda staff reports are now available on the Town's website (www.townofwindsor.com). If an Agenda item has not been highlighted, no written report is available. (Please note that some of these reports may be large documents requiring a long loading time.)
Documents related to Open Session Agendas
The public is advised that pursuant to Government Code Section 54957.5 all writings and supplemental materials submitted to the Town Council are public records and will be made available for public review, unless otherwise exempt from disclosure, on the Town’s website at www.townofwindsor.com, or by email upon request.
These writings will be made available in appropriate alternative formats upon request by a person with a disability, as required by the Americans with Disabilities Act.
2 1. CALL TO ORDER
Call to order a special meeting of the Town Council (Council), the Windsor Redevelopment Successor Agency (Agency) and the Board of Directors of the Town of Windsor Water District (District).
2. COUNCIL ROLL CALL
3. CHANGES TO THE AGENDA
4. CONFLICT OF INTEREST DECLARATION
5. PUBLIC COMMENT
(This is a special meeting and only comments or statements concerning the Agenda items listed below are allowed. Public Comments will be taken now and following each staff presentation and initial questions and comments by Council. Each Public Comment is restricted to three (3) minutes in length and must be spoken into the microphone from the podium.)
6. WINDSOR STRATEGIC PLAN
7. ADJOURNMENT
The next meeting of the Town Council is a regular meeting scheduled for March 1, 2023, at 6:00 p.m., in the Civic Center Council Chambers located at 9291 Old Redwood Highway, Building 400 in Windsor.
____________________________________________________________________________________ The Town Clerk’s Office does hereby declare that, in accordance with California Government Code Section 54954.2(a), this agenda for the above stated meeting(s) was posted on February 16, 2023, before 6pm on the Town’s website and near the front entrances of: Town Hall, 9291 Old Redwood Highway, Windsor; and the Lakewood Village Shopping Center (Safeway) Community Bulletin Board, 9080 Brooks Road South, Windsor.
From: Steve Gerstle
Sent: Thursday, February 16, 2023 6:12:07 AM
To: Town Council <[email protected]>
Subject: Strategic Planning Session - Transportation in Windsor *** Please redact my personal email address if made public *** Dear Mayor and Council,
I am writing in regards to your February 18th Special Strategic Planning Session.
I urge you to make improved transportation, especially walking, biking and transit, a priority in the coming year(s). The first thing that visitors see when they exit 101 in central Windsor is traffic -- lots and lots of traffic. It isn't interesting and people do not visit Windsor to watch traffic.
Providing transportation choices would not only be good for the environment, but would create a more visually interesting and engaging community. Many small shops would have increased visibility if there were more walkers and bicyclists.
Thank you for approving the four-way stop at Los Amigos and Lakewood. That is a step in the right direction and it is much appreciated.
One idea is a central Windsor shuttle that takes residents and hotel guests to several of Windsor's shopping areas.
Here is a link to a map for a potential downtown Windsor shuttle that serves the three hotels, Lakewood shopping center, Oliver's, Bluebird, Palms Shopping Center, Civic Center and Town Green. If the shuttle is small, it should be able to stop near the entrance to each hotel. The purpose is to reduce the need for parking, provide an east-west connector and encourage local shopping. Possible sources of funds would be from transportation funds, hotels and shopping centers.
Central Windsor Route
https://linkprotect.cudasvc.com/url?a=https%3a%2f%2fgoo.gl%2fmaps%2f2rFRHr71Xz2rsZer6&c=E,1,9- 9ZdcfPOS4a91lU3E5vqTenanGQGuiWn5F8M2WMg1no6XFV0Pq54zH4vE3qAAXPmWZVofZAvT35jWllR0ym9U1O1sC6iJ 5KyEOwWmyg7AIHOfAilCsUSDQ,,&typo=1 Windsor already owns an ADA accessible van that does not seem to be currently in use.
Windsor needs transportation alternatives in order to prosper. What we have now is traffic and all of the problems associated with it. We need to be able to get people to and from the train when it arrives in Windsor. If we don't, the train will continue to the next stop on the line, which is planning for its transportation future.
https://linkprotect.cudasvc.com/url?a=https%3a%2f%2fwww.healdsburgtribune.com%2fhealdsburgavenue-gets-redesign-greenlight%2f&c=E,1,JRoJioRiOezabGLmP10GZZrw8mADt b5K4wWuRi6FB3cfpMIika4r HAZ9IjVslurfPr3Ne7fg 7DMBXPwu16LlNlwpQma8cUoLlt6M0TFF98WeFvgg,,&typo=1
Thank you for listening.
Best,
Steve Gerstle
Windsor
Thank you,
Brian Bollman
.
Windosr, CA 95492
From: Michael Freedman
To: Town Council
Cc: Jon Davis
Subject: Strategic Planning: Elevate Priority of Providing Town Services to Shiloh Developments Date: Friday, February 17, 2023 8:58:09 AM
For better or worse the Shiloh area is finally seeing development. With much of that development high density affordable housing we are in the process of creating a second downtown on our edge, albeit one that is almost bereft of town services and amenities. With restrictive residential parking, limited public transportation options, and lack of sidewalks, access to nearby recreational and commercial is less than adequate. Access to town services in our downtown and elsewhere in town is poor.
This will impact each of the over 1000 new Windsor residents these projects bring.
As a town these residents deserve as much if not more attention than the needs of our existing car-centric residents and provides you an opportunity of creating a vibrant community without or with limited use of cars except as transportation to/from work. I urge you to elevate their needs in our strategic plan for Windsor and reorganize and refocus town staff to be able to deliver more and better services sooner.
Michael Freedman
From: Michael Freedman
To: Town Council
Cc: Jon Davis
Subject: Strategic Planning: Bicycling
Date: Friday, February 17, 2023 8:58:31 AM
I am writing to urge you to discuss and shift the focus of our plans to support bicycling as a non-carbon transportation alternative within town.
First off, our Master Plan has too great a focus on expensive creation/upgrades of creek paths as the primary bicycling improvement. This strategy suffers not only because it's expensive but it has also shown little progress in the 20 years since it was established. This strategy, though a nice vision, isn't meeting our bicycling transportation needs nor appears that it will any time soon.
Secondly, the approach we do take appears to neither follow our Master Plan nor seem strategic. It is largely opportunistic either from the perspective of doing bicycling upgrades/improvements as an area of the roadway is improved or we receive grant money. This leads to improvements in areas where the improvements have only medium or low impact merely while delaying/ignoring addressing areas of greater concern.
What we are missing is a recognition that our current primary bicycle transportation routes are our primary/main roads. For a variety of reasons, this will not change.
Unfortunately, most of these roads have one or more limited segments that whether because of comfort or safety, disincents too many capable riders. So what is needed is a shift in focus to identify these segments, the nature of the disincentive and ultimately propose curative mitigations.
This Council has been a proponent of a low or non-carbon future. Though electric cars will play a part, bicycling and e-bikes should play a measurable role.
Improvements can be made at reasonable cost but only if we recognize the weaknesses in our current roadway infrastructure and shift our focus on mitigating these. So, I urge you to spend time during your Strategic planning discussions on this topic and send clear direction to Public Works to shift our focus.
Michael Freedman
Strategic Planning
Workshop
Town of Windsor
February 18, 2023
Welcome
Today’s Agenda
Welcome and agenda review
Strategic planning overview and summary of
completed engagement activities
Presentation of information gathered
Review mission, vision and values
Discuss goals and strategies
Wrap up and next steps
Workshop Objectives
4 Next
Steps Establish shared understanding of the
strategic planning process and elements to be
included in the Town’s Strategic Plan
Review input obtained through engagement
activities and information presented in the
environmental scan
Discuss and build consensus on mission and
vision, organizational values, goals and
strategies
Ground Rules
5 Keep the big picture in mind
Listen with respect and inquiry
Assume good intent
Stay focused
Seek consensus
Bike Rack
• Things to discuss at
another time will be
tracked separately
• Time management tool
Overview of the Strategic Planning Process
Provides direction to the organization
Aligns everyone toward a common purpose
Creates opportunity to re-evaluate outdated goals and strategies Why strategic planning? Why Now?
Mission, Vision and Values
Multi-Year Goals
Strategies
Implementation Action Plan
Elements of the Strategic Plan
9 Management
Partners drafts
Strategic Plan
based on input
and staff takes to
to Council for
adoption
Management
Partners and
staff create
Implementation
Action Plan
Overview of the Process
Town Council
Interviews
Department
Head
Questionnaire
Community
Survey
Employee
Survey
Environmental
Scan
Town of Windsor
Environmental Scan
Demographics
12 Population Projections
13 26,801
27,676 27,635
27,309
26,200
26,400
26,600
26,800
27,000
27,200
27,400
27,600
27,800
2010 2018 2020 2023
Source: Sonoma County Economic Development Board
Population by Generation
14 Source: U.S. Census Bureau, ESRI forecasts for 2019
The
Greatest
Generation
• Born 1945 or
earlier
Baby
Boomers
• Born 1946 to
1964
Generation
X
• Born 1965 to
1980
Millennial
• Born 1981 to
1998
Generation
Z
• Born 1999 to
2016
Alpha
• Born 2017 to
present
7.1% 21.8% 20.1% 23.2% 24.1% 3.6%
2020 Community Composition
15 Source: US Census Bureau; 2020 data
58% of the town
population identifies as
white
33% of the town
population identifies as
Hispanic
Educational Attainment
16 5%
4%
25%
27%
10%
20%
9%
Less than 9th grade
9th to 12th grade, no dipolma
High school graduate (or equivalancy)
Some college, no degree
Associate's degree
Bachelor's degree
Graduate or professional degree
Bolded categories make up at least
25% of residents.
Source: US Census Bureau; 2021 data
17 2021 Income Distribution and Median Household Income Median Household income
$121,162
Source: US Census Bureau; 2021 data
4%
10%
5%
20%
25%
15%
21%
Less than $20,000
$20,000 to $39,999
$40,000 to $59,999
$60,000 to $99,999
$100,000 to $149,999
$150,000 to $199,999
$200,000 or more
Housing
18 Housing: Ownership versus Renter Occupied
19 Housing Tenure Estimate
Owner-occupied 6,924
Renter-occupied 2,239
Total housing units 9,163
Median Costs Estimate
Median Home Value $639,300
Median Rent Cost $2,089
Source: US Census Bureau; 2021 data
Source: US Census Bureau; 2021 data
The average home in Sonoma County
$812,126
Source: Zillow Home Value Index
Housing
20 Gross Rent as a Percentage of Household
Income (GRAPI) Estimate Percent
Less than 15.0 percent 213 9.9%
15.0 to 19.9 percent 258 12.0%
20.0 to 24.9 percent 217 10.1%
25.0 to 29.9 percent 184 8.6%
30.0 to 34.9 percent 322 15.0%
35.0 percent or more 956 44.5%
Occupied units paying rent
(excluding units where GRAPI cannot be
computed) 2,150
Cost of Rent Homelessness
Homelessness 2019 2020 2022
Unsheltered 53 38 8
Sheltered 0 0 40
Total 53 38 48
Source: US Census Bureau; 2021 data
Source: County of Sonoma 2022 Point-in-Time Count Results State Housing Requirements
21 Source: ABAG, Regional Housing Needs Plan, San Francisco Bay Area, 2022-2030
Income Category Units
Very Low (0-50%) 385
Low (51% to 80%) 222
Moderate (81% to 120%) 108
Above Moderate (120% or more) 279
Total 994
Regional Housing Needs Allocation (RHNA)
2023 - 2031
Major Projects Under Construction
22 Portello
The Overlook
Redwood Views Apartments
Shiloh Terrace
Vintage Oak on the Town Green
Shiloh Crossing
Shiloh Crossing
Vintage Oaks on the Town Green
Source: Town of Windsor Community Development
Department Major Project List
Economic Trends
23 Employment
24 2022 Unemployment rate: 3.9%
Regional Economic Clusters
25 3%
14%
13%
1%
9%
3%
2%
10% 4%
22%
11%
4%
4% Agriculture, forestry, fishing and hunting, mining
Construction
Manufacturing
Wholesale trade
Retail trade
Transportation, warehousing, and utilities
Information
Finance, insurance, real estate, rental and leasing
Professional, scientific, management, administrative, waste management Educational services, health care and social assistance Arts, entertainment, recreation, accommodation and food services Other services, except public administration
Public administration
Bolded categories make up at least 10% of residents.
Source: US Census Bureau; 2021 data
Work Commute Time
26 364
1,724
2,391 2,437 2,346
691
1,188
187 200
575 599
422
0 500
1000
1500
2000
2500
3000
Less than 5
minutes
5 to 9
minutes
10 to 14
minutes
15 to 19
minutes
20 to 24
minutes
25 to 29
minutes
30 to 34
minutes
35 to 39
minutes
40 to 44
minutes
45 to 59
minutes
60 to 89
minutes
90 or more
minutes
Source: US Census Bureau; 2021 data
Inflow/Outflow of Jobs
27 Source: US Census Bureau; 2019 data
29 New Business License Applications
140 140 143
189
318
216 218 256
230
239
0 100
200
300
400
500
600
2018 2019 2020 2021 2022
New Business Applications
Business Inside Town Business Outside Town
Source: Town of Windsor Administrative Services Department PERS Unfunded Liability
30 PERS Unfunded Liability
FY 2021-22
Proposed
FY 2022-23
Proposed
Budgeted Amount $440,000 $505,000
General Fund Expenditures $20,863,070 $20,631,792
Percentage of Annual General
Fund Expenditures 2.11% 2.45%
Source: FY 2021-23 Adopted Budget
Major Tax Revenue Sources (General Fund)
31 Source: FY 2021-23 Adopted Budget
$1,728,433 $1,728,404 $2,212,560 $2,484,937
8,404,174.00 $8,040,860
$8,324,498 $8,618,749
$4,933,885 $5,134,192
$5,356,899
$5,533,513
$0
$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 2019-20 Actual FY 2020-21 Estimated FY 2021-22 Budgeted FY 2022-23 Budgeted Transit Occupancy Tax Property Tax General Sales and Use Tax Financial Health
• One-time revenue sources
(development fees) and one-time
expenditure savings (staffing
vacancies, recreation classes,
professional services) provided
positive impact on General Fund
reserves in FY22
• One-time revenue sources do not
resolve long-term structural issues
• Forecast will be updated; reserves
are higher (31%); not anticipated
to significantly change fiscal gap in
future years
• Additional funds of $6.5M have
been are set aside for anticipated
projects (ARPA)
32 Other Data
33 34
Pedestrian and Bicycle Collisions
Source: Town of Windsor Local Road Safety Plan; 2015-19 data Bicycle Collisions
by Violation Type
and Severity on
Town Roadways
Fault for
pedestrian collision
on Town roadways
and interchanges
Crime Data
35 Source: Community Crime Map; August 2022 – February 2023 data Employee Demographics
36 Source: Town of Windsor Administrative Services Department 47% of staff are over the age of 50
The town needs to prepare for their retirements and
ensure staff is trained to step into their roles.
38% have been with the Town for less than
five years
A significant amount of time has been spent over the
last few years hiring and training staff.
There will be a continuing need to recruit and train
new staff as more employees retire.
Discussion
What
stands out?
What is
missing?
Strengths, Challenges, Opportunities, Threats
38 Strengths
• Safe community
• Parks and recreation programming
• Family friendly
• Community events
• The Town Green
• Community parks
• Dedicated workforce
Challenges
• Lack of sufficient revenue to meet
expectations
• Lack of a shared vision for the future
• Traffic and pedestrian safety
• Recruitment and retention of
qualified staff
• Siloed departments
Opportunities
• Stabilizing the Town’s finances
• Improving Town infrastructure
• Creating economic development
opportunities
• Promoting the family-friendly
reputation of the Town
Threats
• Natural disasters
• Economic recession
• State mandates
• Climate change
Our Community’s Top 5 Priorities
43 Preserving the Town Green and its surroundings
Preserving community character and sense of community
Achieving a balanced budget and fiscal stability
Improving public infrastructure
Creating a comprehensive emergency response plan focused on fire, earthquake and flood
1 4
3 2
5 Takeaways from Stakeholder Engagement
Town Council
Priorities
Community
Priorities Employee
Priorities
Employee Priorities
• Fiscal stability
• Recruiting and retaining staff
• Preserving community
character
• Building moderate income
housing
Community Priorities
• Preserving the Town Green and
its surroundings
• Preserving community
character
• Fiscal stability
• Improving infrastructure
• Creating a comprehensive
emergency response plan
Town Council Priorities
• Fiscal stability
• Increasing pedestrian, bike,
and traffic safety
• Implementing environmental
sustainability initiatives
• Expanding business and
economic development
Discussion
What
stands out?
What is
missing?
> Break
Mission, Vision and Values
Mission
48 • Mission: a statement of the purpose of the organization Understandable
Achievable
Succinct
Shared
Feedback on Existing Mission
The Town of Windsor
provides outstanding
public services and
preserves our small town
character for current and
future generations.
Is this statement…
• Understandable?
• Achievable?
• Succinct?
• Shared?
The majority of survey respondents report
they love the mission statement (~81%)
Mission Statement Discussion
Group Discussion
What do you like about the existing mission
statement? Optional version?
Is there anything you would change?
Vision
52 • Vision: a statement of the desired future of the organization Future-focused
Vivid
Challenging
Inspiring
Succinct
Feedback on Existing Vision
The Town Council strives to
foster and promote the Town of
Windsor as a friendly, familyoriented community with an active, involved citizenry, and as
a vital and growing community
with small town character.
Is this statement…
• Future-focused?
• Vivid?
• Challenging?
• Inspiring?
• Succinct?
The majority of survey
respondents report
they love the vision
statement (~83%)
Vision Statement
Discussion
Group Discussion
What do you like about the existing vision statement?
Optional version?
Is there anything you would change?
Values
56 • Values: guiding principles that provide an organization with purpose and direction
Core beliefs
Drive behavior and action
Integrated in all we do
Existing Values
Integrity Responsiveness Innovation
Passion Partnership
Values from Employee Survey
58 Being
community
focused
Public Service Professionalism
Safety Teamwork Sustainability
Discussion
What is most
important?
>
Lunch
Time
61 We can’t do
everything,
But we can do
some things
well with focus
61 Priority
Setting
62 Don’t fill up the bucket
with so many small
rocks that there isn’t
room for the big ones
Put the big
rocks in first
Then add the small
ones where there is
room
“Big Rocks”
Goals…
Provide the
direction and
focus of the
organization,
including
resource
decisions
Are multi-year
in nature
Are achieved
through a
range of
strategies
64 Proposed
Goals
Goal A Fiscal Health
Goal B Infrastructure
Goal C Livability
Goal D Organizational Effectiveness
Proposed
Strategies
A. Fiscal Sustainability
Goal: Ensure the financial health and
long-term sustainability of the Town.
Strategy 1: Utilize long term-planning to
anticipate and plan for financial needs
Strategy 2: Identify revenue sources that
provide sufficient resources to deliver
services to the community
Strategy 3: Identify spending priorities
within available resources
Proposed
Strategies
B. Infrastructure
Goal: Invest in the Town’s infrastructure
and public facilities.
Strategy 1: Complete infrastructure projects
that address pedestrian/cyclist safety
Strategy 2: Ensure Town streets and facilities
are repaired and well–maintained
Strategy 3: Improve the Old Redwood
Highway 101 underpass
Strategy 4: Preserve the Town Green and its
surroundings
Proposed
Strategies
C. Livability
Goal: Preserve community character by
maximizing the use of existing amenities
and creating future opportunities that
enhance quality of life.
Strategy 1: Maintain a safe community
Strategy 2: Create a comprehensive emergency
response plan focused on fire, earthquakes and floods
Strategy 3: Implement the Climate Action Plan to
promote energy conservation and environmental
sustainability
Strategy 4: Invest in economic development and make
the Beverage District a destination
Strategy 5: Explore the feasibility of converting
underdeveloped land within the community into
moderate income housing
Proposed
Strategies
D. Organizational
Effectiveness
Goal: Cultivate a productive and
engaged workforce committed to the
Town’s organizational values.
Strategy 1: Develop a plan to grow and
develop employees for succession planning,
improved retention and job satisfaction
Strategy 2: Develop a strategy for cross-team
collaboration
Strategy 3: Create a long-term plan for town
facility needs
Strategy 4: Focus on technology for increased
effectiveness
Discussion of
Draft Focus Areas
and Strategies Review strategies
Are any missing?
Should any be removed or modified?
Report out and discussion
Management
Partners drafts
Strategic Plan
based on input
and staff takes to
to Council for
adoption
Management
Partners and
staff create
Implementation
Action Plan
Strategic Plan Next Steps
Baker Tilly
prepares draft
Strategic Plan
based on input
Staff takes the
strategic plan to
Council for
adoption
Baker Tilly and
staff create
Implementation
Action Plan
Final Comments
and Evaluation
Thank you!