HomeMy WebLinkAboutStaff Report 1.A 02/22/2020Agenda Item #1.A
DATE: February 22, 2020
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TO: Honorable Mayor and Members of the City Council through City Manager
FROM: Peggy Flynn, City Manager
SUBJECT: Workshop Update on City Council Goals and Priorities — FY 2019 — 2021
RECOMMENDATION
Receive an update on the status of City Council goals and priorities and provide direction to
staff.
BACKGROUND
The Petaluma City Council has a tradition of regularly establishing goals and priorities, often in
conjunction with the annual budget process. Over the past year, the Council has undergone a
more robust process of requesting and receiving community feedback and input to establish a
robust list of goals, objectives, and workplan items. This process has included multiple outreach
opportunities for the community including online surveys, in-person workshops, and
participation at regular City Council meetings.
On April 6, 2019, the City held a community workshop to gather initial feedback from a wide
variety of stakeholders and interested members of the public. This workshop resulted in hundreds
of suggestions and proposed priorities, projects, programs and initiatives. City staff refined,
grouped and culled the list of suggestions to 157 individual workplan items grouped into five
overarching goals. This list of goals and workplan items and goals was presented to the City
Council at a special meeting on July 1, 2019 and approved as the final list of goals and priorities
for 2019 — 2021. The five goals are:
• A City That Works for Everyone
• Our Environmental Legacy
• A Safe Community That Thrives
• An Economy That Prospers
• Spaces and Places That Inspire
DISCUSSION
Since last summer, City staff have been hard at work to make significant progress on as many
workplan items as possible. The attachment to this staff report details the progress on all 157
workplan items and classifies each item as Complete, Nearly Complete, In Progress, Ongoing or
Not Yet Initiated; and provides a narrative update on the progress that has been achieved to date
as well as upcoming milestones for each item.
The purpose of this workshop is to give the Council and community a detailed status update for
each goal and work plan item; celebrate accomplishments; hear feedback from the community on
new priorities that are not currently reflected in the list of goals; and refine and/or eliminate
items that are no longer a priority. City staff will provide detailed updates on each goal and there
will be multiple opportunities for Council and community feedback.
PUBLIC OUTREACH
This item was listed on the agenda of the February 22, 2020 City Council Agenda, published in
accordance with public noticing requirements. The City has also publicized this event on its
website and social media channels. There is a dedicated web page at cityofpetaluma.org/goals.
FINANCIAL IMPACTS
There are no financial impacts from this workshop.
ATTACHMENTS
1. Goals Status Worksheet
2. PowerPoint Presentation
Attachment 1
A CITY THAT WORKS FOR EVERYONE
Ensure a fiscally and organizationally sustainable City that is innovative, efficient, provides valued services promptly and professionally, engages the community, and proactively funds, designs, installs and maintains City infrastructure that is safe, functional, and
sustainable and serves the needs of our residents.
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Workplan Items:
1 Develop a fiscal sustainability plan with the community that balances City services with available revenues and FINANCE/CMO
integrates policies and identifies potential revenue sources that can ensure long-term financial health and
effectiveness of the City.
2 Continue implementing strategies to reduce pension costs and unfunded liabilities. FINANCE
3 Develop a budget -in -brief to provide the City's financial information in an understandable, accessible format. FINANCE EDOG
4 Review and update the City's Development Impact Fees where appropriate. CMO/PLANNING FINANCE/CAO
IN PROGRESS: Fiscal and Org sustainability effort kicked off in November. Workshops completed on revenue, pensions etc.
ONGOING: Completed workshop, council directed that we continue on current path, summarize what we have done, and it is still
ongoing
NEARLY COMPLETE: Drafted and will be rolled out with FY20-21 budget
IN PROGRESS: Impact fees were updated to reflect CPI on July 1, 2019. Additionally, fee updates for ADUs were approved by City
Council on January 6, 2020 to be consistent with new state law
5 Improve the responsiveness and efficacy of the City to its residents by examining potential changes and updates CAO/CMO CMO
to the City Charter. NOT YET INITIATED: Staff will outline a recommended process and identify resources needed to initiate.
6 Become a Helen Putnam Award of Excellence City. CMO EDOG NOT YET INITIATED: Fiscal Year 20/21
7 Leverage local, regional, and state programs and resources to maximize city revenues. PW&U/PD FINANCE
Recruit, hire, retain, and advance a workforce that is diverse, skilled, talented, and prepared to meet the HR CMO
demands of a full-service City.
ONGOING: Grant funding from various sources are continually being assessed for opportunities and when
feasible, applications submitted. During FY 2019/20 grants were submitted for dredging, river trail expansion,
parks improvements, trail/path maintenance, and multi -modal transportation improvements on City Streets.
Grant applications recently awarded include $550k for future bike, pedestrian, and transit improvements as well
as nearly $4m of State grant funds to expand tertiary treatment for recycled water, leveraging $5.4M of
wastewater funds. Other grants programed for capital projects totaling approximately $2.6m are expected to be
awarded during the Fiscal Year. Various other operating grants are also expected to be awarded for a variety of
programs city-wide.
ONGOING: Since July 1, 2019 the City has hired 34 new employees with a variety of diverse talents, backgrounds, and experience.
This includes success in specialized hires with 2 Mechanical Technicians to maintain and repair equipment at the Ellis Creek Water
Recycling Facility. HR helped to create a City-wide Internship program working in the Transit and Wastewater Divisions and
supported the Engineering Division to becoming fully staffed. In PD, HR continues to work with the department to attract lateral
and new hires and in Fire we are currently interviewing both entry level and lateral candidates for Firefighter and
Firefighter/Paramedic. We also engaged with the website www.careersingovernment.com to enhance our advertising and in turn
our openings get posted on a variety of diverse websites across the web.
Develop an internship program with the SRJC and Sonoma State University. HR/PD CMO
IN PROGRESS: The police department currently has a robust internship program with both schools. The City is exploring a
management internship program with the SSU MPA program for Fall 2020
A CITY THAT WORKS FOR EVERYONE
Ensure a fiscally and organizationally sustainable City that is innovative, efficient, provides valued services promptly and professionally, engages the community, and proactively funds, designs, installs and maintains City infrastructure that is safe, functional, and
sustainable and serves the needs of our residents.
10 Make the City of Petaluma a model employer, and improve employee morale, productivity, and retention HR/RISK
through leadership and professional development, workplace safety and wellness programs, encouraging
creativity and innovation, and providing opportunities for connections between staff and the community, and
celebrating staff successes.
11 Institute staff training programs to enhance staff expertise and advancement.
12 Host staff trainings in compliance with federal / state regulations including harassment prevention, wellness,
safety and workplace security as well as other relevant staff trainings which will be identified through a needs -
assessment.
13 Establish a new employee orientation program.
ALL DEPTS
HR CMO
HR CMO
HR CMO
IN PROGRESS: HR selected a new City-wide Employee Assistance Provider and a new mental health network provider. The City
has also provided wellness programs through exercise incentives and wellness campaigns such as Iwalk. There has also been City-
wide recognition from the City managers office and the establishment of an annual holiday party. Attended City workplace
security meetings. The Transit department has hosted emergency resiliency training for city and MV staff. Provided staff Training
for Petaluma Transit & MV staff for on-site AED device and joined Petaluma Heart -Safe Community. There are also cross -
departmental meetings between HR and City departments, called check-in meetings where HR will visit on-site staff who may not
come down to City -hall.
IN PROGRESS: Staff trainings have increased and consist of best practices in line with a rollout of new updated
policies. HR is working with department heads and managers to identify department specific professional
development.
IN PROGRESS: Staff Training has already begun in the 2020 year with a series of "Lunch and Learn" session which will cover
an array of Human Resources and Risk related trainings such as "SMART Goals" "Performance Management" and
"Managing Difficult conversations", to name a few. In addition to in-house Lunch and Learn training, HR and Risk will invite
experts to discuss matters beneficial to managers and employees in subject areas all over the City employee workforce as
well as retirement and financial counseling. Also establishing compolaince program training to comply with state and
federal trainings that are mandtatory.
IN PROGRESS: City manager meets all new City employees. New employees receive direct one on one informational sessions on
medical benefits, retirement, City policies, and department policies and is introduced to other City departments (both in person
and HR sends out an introductory e-mail to all City staff. In 2020, supervisor and management specific training will be
implemented to support managers and best practices.
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Workplan Items:
IN PROGRESS: Public Workshop held on September 23, 2019. Updated council and obtained direction to proceed on next steps in
Identify funding options to complete Petaluma's planned cross-town connectors. planning and design. Staff and consultants continuing on these next steps. Will look to schedule another cross town connector
14 PW&U/CMO update when traffic analysis is completed in the next fiscal year (FY 21)
ONGOING: Presented mid -year, 5 -year Pavement Mangement Plan to Council on January 6, 2020. Will bring SBI Update to
Identify funds and develop plan to improve Petaluma's streets and roads. Council in March 2020, and provide additional update on Pavement infrastructue as part of Fiscal and Organizational
15 PW&U Sustainability on March 7, 2020.
IN PROGRESS: Sonoma Mountain Parkway was reconstructed and completed in late 2019. Maria Drive design will be completed
Complete the reconstruction of Maria Drive, Sonoma Mountain Parkway, and N. McDowell Blvd. in February with bidding and award in the spring with construction planned for the summer of 2020. N. McDowell Blvd is
16 PW&U scheduled to be reconstructed in 2022.
Upgrade traffic signal management by re-establishing full-time traffic engineer position. COMPLETED: Council approved resolution 2019-219, reestablishing the Traffic Engineer position. After and in house promotional
17 PW&U opportunity solicitation, a traffic engineer was selected in house and started November 4, 2019.
A CITY THAT WORKS FOR EVERYONE
Ensure a fiscally and organizationally sustainable City that is innovative, efficient, provides valued services promptly and professionally, engages the community, and proactively funds, designs, installs and maintains City infrastructure that is safe, functional, and
sustainable and serves the needs of our residents.
Establish and improve paths, as useful transportation options, and make walking and biking easy, fun and safe.
18
Implement community bike share system and explore other multi -modal transportation offerings.
19
Better integrate multi -modal transportation with street designs.
20
Create a more efficient corporation yard at Hopper Street, including addressing the decommissioning of the
21 existing water plant facilities and integrate uses including the adjacent COTS and Animal Shelter facilities.
Complete the second SMART station at Corona.
PW&U
PW&U
PW&U
PW&U/CMO
EDOG
22 CMO/PLANNING CAO
Expand transit service on primary corridors.
23 PW&U
24 Provide additional real-time schedule information and infrastructure for Petaluma Transit. PW&U
Inventory and promote all road paving and reconstruction projects with funding sources and dates of completion,
25 made in the last five years. PW&U
Update the City's Bicycle and Pedestrian plan and realize opportunities for crosstown connections for all modes
of transportation.
26 PW&U/PLANNING
ONGOING: significant work begun on this item including: planning work has begun in beginning to update the City's bicycle and
pedestrian plan; preliminary design work on the Lynch Creek trial; initiating bike path wayfinding signage contract; concrete
repairs are being made to some path and bikeways; Petaluma Boulevard South Road Diet design was reviewed by PBAC and
Council with final design incorporating Class IV and Class II bike lanes; submitted Recreational Trails and Greenways grant
application to California Natural Resouces Agency for $2.15 million for a River Trail connector under Highway 101.
IN PROGRESS: Transit manager and City Engineer are working to implement Citywide bike share program working in conjunction
with SCTA. SCTA awarded the bikeshare contract to vendor in February 2020. Partnership agreement between City and SCTA
currently being drafted.
ONGOING: Recent actions included, multi -modal transportation being incorporated in the reconstruction of Sonoma Mountain
Parkway, with re-establishing class II bikelanes, painting 'green' cycle tracks in heavy traffic intersections, upgrading traffic signal
detection, and installing 19 curb ramps along the route; numerous development projects in planning and construction stages with
multi -modal transportation aspects incorporated into the projects; the planning and ongoing design of the road diet on Petaluma
Boulevard South incorporating bike, pedestrian and transit improvements into the project; obtaining a —$600k grant for multi-
modal transportation improvements on N. McDowell Boulevard to be completed in conjunction with the reconstruction of the
roadway in 2022; and creating City-wide bus stop inventory as first step towards creating bus stop capital improvement priority
list.
IN PROGRESS: A consultant was hired to complete a master plan for the Corporation Yard; a draft plan is expected by April 2020.
IN PROGRESS: Actively working with SMART and Lomas Properties LLC on the Corona Station Residential Project and related
Downtown Hines property to meet SMART deadlines for Corona Station construction following construction of Windsor station.
COMPLETED & ONGOING: Provided additional weekday nighttime service on primary corridors including Washington Street
(route 11) and N. Mcdowell Blvd (route 2). Provided additional trips on school tripper service to Kenilworth Junior High School
and Casa Grande High school to relieve bus overloads and help ease congestion near schools at peak times. Provided expanded
weekday service on routes 24 (Lakeville) and 10 (Petaluma Blvd N).
IN PROGRESS: Participated in joint RFP with Marin Transit and Santa Rosa City Bus for providing real-time transit signs at bus stop.
Contract is currently being finalized.
COMPLETED: This information was presented at Pavement Managemen Plan Council Workshop on January 6, 2020, and is posted
on the City's website. IS OUR LIST OF INVESTMENTS ON ITS OWN WEBPAGE (OUTSIDE OF THE COUNCIL ITEM?)
IN PROGRESS: Planning work has begun to update the City's bicycle and pedestrian plan, a preliminary outline of the plan and
estimated timeline was presented to PBAC in February. The updated plan is expected to be completed by the end of 2021.
A CITY THAT WORKS FOR EVERYONE
Ensure a fiscally and organizationally sustainable City that is innovative, efficient, provides valued services promptly and professionally, engages the community, and proactively funds, designs, installs and maintains City infrastructure that is safe, functional, and
sustainable and serves the needs of our residents.
COMPLETED: Provided free transit service during major community events/parades including: Butter & Eggs Days, Antique
Encourage transit use through expanded service, pass programs, partnerships, and promotion. Festival, Rivertown Revival, Veteran's Day, Art & Garden Fair. Participated in community parades on Butter & Eggs and Veteran's
Day; parades. Provided free fixed route transit service during the impacts of the Kincaid Fire. Assisted nearby communities in
helping to evacuate Sonoma County residents during fire using transit vehicles & drivers. Provided ten days of free transit service
to the community. Created new program to provide free access to Petaluma Transit for all City employees. Continued SRJC
College Pass program in conjunction with the university and other nearby transit operators. Completed Transit Integration
Efficiency Study in conjunction with Santa Rosa City Bus and Sonoma County Transit. Made bus stop improvments to Casa Grande
27 PW&U High School and Kenilworth Junior High School in funding partnership with Petaluma City Schools.
IN PROGRESS: A presentation was made to PBAC on January 7, 2020, introducing the idea to the committee and a pilot one -day
Consider a program to make some downtown streets pedestrian -only. event.
Crosstown connector workshop held at City Council on September 23, 2019. Ongoing effort to evaluate opportunities for
crosstown connections as part of development applications, with particular emphasis on the improvement to the Lynch Creek
28 PW&U trail as a ped/bike crosstown connection.
Workplan Items:
29 Establish a centralized, citywide community engagement and communications program that emphasizes two- EDOG CMO
way, ongoing communications and robust community engagement. COMPLETED: Established a centralized and dedicated communications department that manages and assists departments with
outreach, training, and resources for improved community engagement.
30 Engage and support all City committees and commissions, allowing opportunities to cross-pollinate with each CLERK/CMO CAO
other and to better integrate and provide recommendations for improved City decision-making.
31 Provide post -meeting summaries of all City Council and Planning Commission meetings and promote on all City
communication platforms.
32 Coordinate and enhance cross -departmental social media collaboration.
33 Develop and publish public record request guidelines on City website.
CLERK/PLANNING EDOG
IN PROGRESS: Created and facilitated City Bikeshare Subcommittee of Transit and Bike/Pedestrian Advisory Committees. Council
and Planning Commission held a joint workshop to discuss reach codes; In FY20-21, Clerk's office to provide training to staff
liaisons re: Brown Act, agenda planning, etc. Citywide information is regularly dissemintated to all CCBs. CMO office to plan a
mixer for CCBs
NEARLY COMPLETE: Developed template for recap of Council & Planning Commission meetings for the public.
EDOG COMPLETED: Created a citywide social media team; conducted an audit of all communication channels, and developed a social
media calendar for citywide information
CAO/CLERK COMPLETED: Guidelines for making public records requests, and the form with which to do so, are now available on the City's
website.
34 Promote outreach, inclusion, and involvement of Petaluma's diverse communities through expanded translation EDOG/HR CLERK
and interpretation services in City information and programs, recruitment strategies, and developing leadership IN PROGRESS: new website has translation capability; City is setting standards for bilingual communications in all City channels
opportunities. including newsletters, correspondence, meetings, etc.
A CITY THAT WORKS FOR EVERYONE
Ensure a fiscally and organizationally sustainable City that is innovative, efficient, provides valued services promptly and professionally, engages the community, and proactively funds, designs, installs and maintains City infrastructure that is safe, functional, and
sustainable and serves the needs of our residents.
Workplan Items:
Develop a citywide IT Masterplan that identifies and prioritizes City technology needs, funding, and
35 implementation strategies.
36 Implement an online permitting system.
EDOG
EDOG/PLANNING/BLDG
Implement agenda management software system.
37 CLERK/EDOG
Complete the roll-out of an updated City website that creates a more user-friendly, accessible, and interactive
38 information resource and online experience for the community. EDOG
Leverage technology to improve efficiency including improved use of meeting and conferencing technologies.
39 EDOG
Enhance mobile technology to increase efficiency of field staff.
40 EDOG
Encourage the expansion of internet fiber by carriers to provide access to our community.
41 EDOG
5
PW&U
COMPLETED: The IT Master Plan is drafted and under review for presentation to City Council in March.
IN PROGRESS: Contract approved by City Council on 1/27/20. Final contract negotiations underway. Implementation to begin in
June of 2020.
IN PROGRESS: Peak agenda management software purchased. System is currently being configure to match Petaluma's
workflow. Training scheduled in February. Dry run of agenda review scheduled for the April 13 meeting City Council meeting.
COMPLETED: new website launched Dec 9, 2019; updates and improvements are ongoing
ONGOING: Most conference rooms, and City Council Chambers, have been updated with digital screens and screen beam to
connect laptops to the screen. A shared scheduling calendar was implemented to allow staff to schedule meeting rooms directly.
IN PROGRESS: Completed contract for new online permitting system that will allow for field inspections. Computer replacement
program will provide laptops to employees needing mobility.
IN PROGRESS: Working with carriers to find ways to expand fiber thoughtout Petaluma. Also, working with Sonic to leverage
their fiber installation along the SMART rail cooridor to improve fiber availability throughout Petaluma.
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Preserve and protect Petaluma's environment for future generations and become a municipal leader in sustainability by protecting our river and open space, reducing
and drawing down greenhouse gas emissions, and encouraging sustainable development.
Workplan Items:
42 Find ways for City operations to reduce greenhouse gas emissions, conserve water, decrease waste, and
minimize use of fossil fuels and investigate and pursue options for carbon sequestration.
43 Consider adopting energy codes that exceed current requirements.
44 Consider and move forward to adopt City's participation in Sonoma Clean Power's EverGreen program
45 Consider requiring new development to participate in Sonoma Clean Power's EverGreen program.
46 Establish and promote a citywide sustainability program leading with exemplary environmental practices.
47 Adopt a Zero Waste ordinance.
48 Adopt an ordinance creating and empowering a City Climate Commission.
CMO/PW&U ONGOING: This will be a long term goal, with significant guidance expected from the efforts of the Climate Action Commission;
however actions are being taken to replace older vehicles and equipment with new vehicles and equipment that meets latest
CARB requirements as well as looking for opportunities to go beyond requirements, including purchasing of electric vehicles,
electric bikes for staff use, installing electric vehicle chargers, installing solar panels at four city facilities, completing the biomass
to biofuel project; investigating more sustainable methods for reuse of biosolids produced as a byproduct of wastewater
treatment; continuing projects to increase the capacity and distribution of recycled water; completing innovative full depth
asphalt recycling method in major road reconstruction projects such as Sonoma Mountain Parkway and Maria Drive, converting
over 100 streetlights in downtown area to LED; Purchased electric pool car for transit and installed vehicle chager; converted all
light bulbs at the Petaluma Transit Facility to LED.
BLDG/PLANNING
PW&U
PLANNING
CMO/PW&U
CMO
CMO/CAO
49 Install solar panels on city -owned properties where appropriate and work with Sonoma Clean Power on a solar
PW&U
program for potential revenue generation.
process and to return to City Council in first quarter 2020.
50 Engage the Regional Climate Protection Agency, City Council, staff, and community members in the
CMO
development of a city-wide Climate Action Plan.
COMPLETED: city does not have the authority to require private consumers to opt into the specific utility option. Consistent with
51 Complete Biomass to Biofuel project at the City's Ellis Creek Water Recycling Facility.
PW&U
52 Develop a framework to move the City and transit vehicle fleet from fossil -fuel based to hybrid, renewable
PW&U
compressed natural gas, and/or electric vehicles and continue pursuing grant funding opportunities for electric
IN PROGRESS: This will be a long term goal, with significant guidance expected from the efforts of the Climate Action Commission;
vehicles.
however actions are being taken to replace older vehicles and equipment with new vehicles and equipment that meets latest
53 Continue to expand recycled water services to support local agriculture and groundwater and surface water PW&U
resources.
54 Consider requiring electric vehicle charging stations and solar energy in new or substantially -upgraded housing PLANNING/BLDG
and commercial structures.
CAO
IN PROGRESS: City Council adopted triennial code updates and including increase to CalGreen Tier 2. All electric requirements in
process and to return to City Council in first quarter 2020.
FINANCE
IN PROGRESS: City Council discussed bringing this item back at the end of 2020 due to cost
CAO
COMPLETED: city does not have the authority to require private consumers to opt into the specific utility option. Consistent with
intent to have more of Petaluma users opt into Evergreen, a condition has been developed to encourage applicants to do so as
part of discretionary approvals.
IN PROGRESS: This will be a long term goal, with significant guidance expected from the efforts of the Climate Action Commission;
however actions are being taken to replace older vehicles and equipment with new vehicles and equipment that meets latest
CARB requirements as well as looking for opportunities to go beyond requirements, including purchasing of electric vehicles,
electric bikes for staff use, installing electric vehicle chargers, installing solar panels at four city facilities, completing the biomass
to biofuel project; continuing projects to increase the capacity and distribution of recycled water; completing innovatino full
depth asphalt recycling in major road reconstruction projects such as Sonoma Mountain Parkway and Maria Drive.
CAO
IN PROGRESS: Zero Waste Resolution adopted by Council on 7/15/2019. Other waste reduction ordinances in
development.
COMPLETED: Climate Action Commission established by Ordinance 2689, adopted 8/5/2019. First meeting of Commission was
11/14/2019
IN PROGRESS: Council given on January 6, 2020, is moving forward with an agreement with Forefront power to install solar panels
that can generate 629kW of electricity at four city facilities which include the Police department, airport, Community Center, and
City Pool. Feasibility of other facilities will be examined.
IN PROGRESS: Climate Emergency Plann under discussion by Climate Action Commission.
NEARLY COMPLETE: This project is nearly complete, began start-up of the CNG fueling facility.
IN PROGRESS: PW&U has drafted guidance for purchasing practices for vehicles supporting this item. Planning to purchase 3
electric vehicles as pool cars in early 2020. Completed Transit fleet and facility electrification study in January 2020 in conjunction
with other Sonoma County Transit agencies and Sonoma Clean Power. Successfully applied for Cap & Trade funding to assist with
purchasing of electric transit buses.
IN PROGRESS: This is a long term goal , but significant steps have occured in the last 12 months. includingln September 2019, the
City was awarded a $3.6M grant to expand the capacity of its recycled water plant. This funding will augment wastewater funding
to increase the capacity of tertiary recycled water equipment from 5.2 MGD to 7.6 MGD.
IN PROGRESS: Triennial code updates increased EV requirements for both residential and commercial. Considering increased local
requirements as part of all -electric reach code that is in progress and will return to the Council in first quarter 2020.
t ► � 1 l 11 l _'_.
Preserve and protect Petaluma's environment for future generations and become a municipal leader in sustainability by protecting our river and open space, reducing
and drawing down greenhouse gas emissions, and encouraging sustainable development.
55 Make the City's water distribution system more resilient, by repairing and replacing leaking water pipes, and
PW&U
IN PROGRESS: Provided community outreach at over a dozen community events throughout the year to increase knowledge and
ONGOING: Staff is working with the Water Agency on the Regional Resiliency Study currently underway. Also involved with eh
implementing the water/sewer masterplan.
usage of Transit throughout the community. A key goal of the newly -formed Climate Commission is to engage the community on
LHMP. Staff is also updating the West Yost Vulnerability Study and having the cyber security updated for SCADA. Staff is
sustainability and climate action.
67 Work with Recology to increase the diversion of waste away from the landfill.
CMO
updating the 2004 Functional Emergency Response Plan based on our experiences with the PG&E shut -offs. Staff is scheduling
68 Implement sustainable building practices that go above and beyond basic code requirements.
BLDG/PLANNING
IN PROGRESS: Increase to CalGreen Tier 2 as part of recent code update. Actively working on all -electric code for Council
and repairing leaks in the most efficient ways possible
56 Update Implementing Zoning Ordinance (IZO) to ensure ability to provide full environmental review for
PLANNING
CAO
IN PROGRESS: Planning and CAO have initiated discussion of best approach to address this issue and ensure all discretionary
all discretionary project.
review projects are subject to CEQA review as local requirement. Anticipate returning with code updates second quarter 2020.
57 Improve integration of transit in planning and land -use related processes and decision-making.
PW&U
PLANNING
COMPLETED: Transit Manager is part of internal routing for all new development applications for initial comments and feedback.
Additionally, Transit Manager participates in weekly Development Review meetings when applicable projects are discussed.
Recent projects have been conditioned to incorporate Transit needs, such as new bus shelters, pull out lanes, etc. (Safeway Fuel
Center, Corona Station Residential, etc.)
58 Increase organic diversion from landfills and explore composting site opportunities.
CMO
IN PROGRESS: Investigating more sustainable methods for reuse of biosolids produced as a byproduct of wastewater treatment.
A mid -year budget request was submitted to support this activity. Amendments to the Franchise Agreement with Recology will
be required to implement State -required action in response to AB 1383. Staff is examining other concurrent updates to the
Franchise Agreement that will increase organics diversion.
59 Install consistent three stream receptacles at all City facilities.
PW&U
IN PROGRESS: Staff is currently developing costs and plan to implement.
60 Adopt a citywide single -use plastic and polystyrene ban.
EDOG/PW&U
CAO
COMPLETED: Council adopted a polystyrene ban on 11/18/2019. IN PROGRESS: A citywide single-ue plastic ban ordinance is
expected by April 2020.
61 Ban the use and sale of Glyphosate.
PW&U
CAO
NOT INITIATED
62 Examine Urban Growth Boundary expiration date beyond 2025 via ballot measure and develop a white paper PLANNING CAO NOT INITIATED: envisioned to be part of General Plan preparation in 2020.
63 Reimagine maintenance practices for managing City parks and open spaces. PW&U IN PROGRESS: Staff is in the process of updating the Integrated Pest Management Plan for City facilities. (As background, City staff
has not used glyphosate for weed control in parks or public areas since 2017 and directed LAD contractors not to use it at that
time, and then incorporated this requirement into the update to LAD contract May 2019 and banned the use on all City property.
Staff is seeking out maintenance practices which limit the use of chemicals, decrease water consumption, and improve carbon
sequestration. An updated IPMP will likely include more organic and manual weed abatement strategies which the City is
preparing for through its hiring of an additional park maintenance worker included in this year's budget as well as a seasonal work
program. Also worth noting is the habitat restoration project STRAW (Students and Teachers Restoring A Watershed) underway at
Shollenberger Park in partnership with the Point Blue Conservation Science group. This is a grant funded project that could serve
as a model for other areas along the river that would help'reimagine' parks maintenance by introducing more native flora.
64 Create tool / dashboard that tracks City progress on reducing greenhouse gas emissions and carbon PW&U/CMO IN PROGRESS: In coordination and conjunction with the efforts to develop a citywide Climate Action Plan (CAP), staff is developing
sequestration. a systematic reporting process to aid in informing decision -makers and the public through an online Greenhouse Gas (GHG)
"dashboard," which will provide an annual report of measurements, monitoring, and management of key CAP activities. Once
implemented, the CAP dashboard will serve as a performance monitoring tool and can assist staff and policymakers in making
objective decisions regarding CAP implementation.
65 Research and pursue grey water use and rain/storm water catchment options for new development. BLDG PLANNING COMPLETED: Requirement for greywater valve installation as part of all new single family homes included in recent triennial
building code update.
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Workplan Items:
66 Educate our community and provide sustainability tools for City staff, developers, employers, property owners
CMO/EDOG/PW&U
IN PROGRESS: Provided community outreach at over a dozen community events throughout the year to increase knowledge and
and all residents.
usage of Transit throughout the community. A key goal of the newly -formed Climate Commission is to engage the community on
sustainability and climate action.
67 Work with Recology to increase the diversion of waste away from the landfill.
CMO
IN PROGRESS: Recology providing quarterly reports showing progress from a 43.0% diversion rate to 47.3% in 2019.
68 Implement sustainable building practices that go above and beyond basic code requirements.
BLDG/PLANNING
IN PROGRESS: Increase to CalGreen Tier 2 as part of recent code update. Actively working on all -electric code for Council
consideration in first quarter 2020.
69 Investigate ways to allow homeowners to use the public right of way for EV Charging.
PW&U/PLANNING CAO
IN PROGRESS: Identified pilot program in Berkeley. Ongoing discussion with Public Works Department.
t ► � 1 l 11 l _'_.
Preserve and protect Petaluma's environment for future generations and become a municipal leader in sustainability by protecting our river and open space, reducing
and drawing down greenhouse gas emissions, and encouraging sustainable development.
70 Continue focus on water conservation and urban recycled water expansion. PW&U ONGOING: Working with SR1C to complete retrofit to convert irrigation from potable water to recycled water; continue
connecting LAD'S along Sonoma Mountain recycled water main extension,; design is nearly complete to to install recycled water
main along Maria Drive as part of the roadway reconstruction.
71 Revisit flood plain management practices to address climate change and sea level rise. PW&U IN PROGRESS: This item will take a few years to complete; current actions include increased involvement by City
Engineer/Floodplain administrator with the Bay Area Flood Protection Agencies (BAFPAA), an organization that is addressing this
issue Bay Area wide; engaging with Sonoma Water on updating the City's and watershed floodplain model to incorporate latest
predictions on rainfall events and sea level rise.
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Support facilities and design programs that create a healthy, resilient, and engaged community that is prepared, safe and housed.
Workplan Items:
72 Assess current staffing levels and adjust public safety staffing to ensure rapid response times and the safety of CMO HR ONGOING: We have conducted a preliminary evaluation of 10 years' worth of response times of patrol officers. Additional, an
our first responders. RFP has been drafted to enable outside evaluation. FIRE:The need to increase staffing for an additional engine company and
ambulance is at a critical juncture to insure reducing our on -scene times. The need to add more civilian and administrative staff
to ensure our first responders are devoting time to emergency operations and training and not administrative duties as
responses are increasing at a rate of 5% each year. This is on-going and in development as we move forward to provide the best
possible service.
73 Restore Public Safety specialty units when possible. PD HR NOT YET INITIATED: Due to lack of funding to restore peace officer positions eliminated in prior fiscal years, this has not yet
been initiated.
a. Re-establish bicycle teams downtown.
b. Prioritize youth safety through education and community resource officers.
c. Restore the Homeless Outreach Services Team.
74 Evaluate all city facilities, including our police and fire stations, and corporation yard facilities, and develop PW&U
maintenance and replacement recommendations.
75 Create an Emergency Operations Center (EOC) that is appropriately equipped and staffed to better respond to FD/PD/CMO
all emergencies and disasters.
76 Adopt a Care and Shelter operations manual to improve City logistics planning during emergencies. PARKS/FD
NEARLY COMPLETE: A facilities assessment of Park and Recreation buildings, City Hall, Corp Yard, Police and fire stations and
other facilities is being conducted with a final report expected in the spring. Completed first ever Transit Asset Management
(TAM) Plan for Transit facilities as part of regional effort toward long-term facility improvements.
EDOG IN PROGRESS: We have initiated EOC A/V improvements for the existing facility. We are currently in contact with possible
consultants to provide recommendations for further enhancements to operate an efficient, effective EOC. We anticipate the
evaluation with recommendations to be complete in late spring.
CAO/HR IN PROGRESS: Recreation staff currently serve on the Sonoma County Care and Shelter Council (SCCSC), who meet monthly to
review, discuss, and adopt best practices for responding to regional natural disasters and large scale evacuations. As of January,
2020 the SCCSC has developed a draft copy of a Sonoma County Care and Shelter Operations Manual which is currently under
review by members of the council. The aim is to have it first adopted at the County's Board of Supervisor level in the Spring of
2020. Following the adoption at the County level, it will be up to each of the major cities to modify and adopt any additional
language that best suits their jurisdiction's needs. The goal remains for Petaluma to finalize and adopt the Care and Shelter
Operations Manual by July, 2020.
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Support facilities and design programs that create a healthy, resilient, and engaged community that is prepared, safe and housed.
77 Assist the community, with special focus on those with special needs, through outreach and training, to ensure FD/PD/PW&U
resiliency and emergency preparedness. Plan for natural disasters and all emergencies by providing safe places
for the community to shelter (e.g. fairgrounds, faith community/churches, city facilities).
78 Improve public safety through proactive crime and fire prevention activities.
79 Improve traffic safety through proactive education, engineering, and enforcement strategies.
PD/PW&U
$0 Assess and identify traffic needs and develop organizational structure to support needs, including the possibility PW&U
of restoring a full-time City Traffic Engineer position.
81 Promote emergency preparedness and resiliency strategies to our residents and businesses. FD
M
EDOG/HR
m
COMPLETE AND ONGOING: In the summer of 2019 the City developed a "Continuity of Operations" plan which included City
Emergency Operations Center (EOC) Action Plans in preparation for PG&E's "Public Safety Power Shut -Off' (PSPS) Program. EOC
Staff participated in annual EOC refresher training in the summer of 2019 that specifically included PSPS response/mitigation.
During the multiple planned power outages that effected parts of the City, water, sewer, public safety, and other essential
services were maintained. Additionally, several thousand evacuees from our north were sheltered in Petaluma during the
Kincade fire evacuations.
The City conducted community outreach and education which included presentations about PG&E's PSPS plan and its potential
impacts. These presentations were given to community groups focused on our senior population, business community, and at
City Council. Presentations were also made to Petaluma Valley Hospital senior -staff and we worked with the Sonoma County
Healthcare Coalition to ensure the access and functional needs (AFN) community would be educated and notified of potential
and active events through their networks. City staff developed specific informational flyers for the general public, AFN
community, and businesses. We also shared PG&E material and messaging in social media and public alerts. Phone contact was
made and informational letters were mailed to vulnerable populations and those that care for them including all skilled nursing,
healthcare facilities, hospital, and mobile home parks. The City created a new web page specific to PSPS outreach and
education.
The City EOC activated during all PSPS events that affected the City. It was also activated throughout the sheltering of central
and north county evacuees. The Fire Department up -staffed during the red flag events this summer/fall including when the
Kincade fire started. Over twenty Petaluma firefighters assisted in Kincade fire suppression support. Transit participated in the
Bay Area Paratransit Accessibility Committee (BAPAC) as part of the Bay Area UASI's 2019 Critical Transportation Project along
with other regional transit agencies to improve transit operations during emergencies.
ONGOING: The Fire Department through its company business inspection program, school fire prevention education and CPR
programs, has on a yearly basis provided safety and education inspections and occupancy familiarization for fire companies for
future emergency incidents. This continues to be an on-going for community, businesses, schools and the Department.
ONGOING: Despite staffing challenges, the Department has benefitted through partnerships within the community. As an
example, through a grant with Petaluma Policing Foundation, an education video has been created on SMART train safety and is
played in several movie theaters throughout the county. Additionally, the police department has been routinely working with
the public works department on traffic safety and engineering issues. An anticipated improvement in staffing levels will increase
productivity and enforcement in these areas.
COMPLETED: Council approved resolution 2019-219 on September 9, 2019 reestablishing the Traffic Engineer position. After
and in house promotional opportunity solicitation, a traffic engineer was selected in house and started November 4, 2019. The
need for additional street crew staff and managers is being assessed.
ONGOING: The Fire Department has on a quarterly basis provided opportunities for training on emergency preparedness,
resiliency and survival. We present these programs upon request to private groups, as well as associations during their monthly
meeting. This is year-long and on-going, providing community meeting/training on a regular basis.
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Support facilities and design programs that create a healthy, resilient, and engaged community that is prepared, safe and housed.
82
83
84
85
Promote neighborhood policing and fire safety with beat assignments, community engagement, and PD/FD
multilingual outreach.
Consider a firework and use sales ban, or other modification to current ordinance; assist the non -profits who FD/PD/CMO/CAO
rely on these sales to identify alternatives for fund raising.
Enhance pavement management program to improve the safety and serviceability of our roads and to protect PW&U
drivers, cyclists and pedestrians.
Implement City Vision Zero plan with a focus on pedestrian and cyclist safety with improvements to PW&U
uncontrolled crosswalks, curb ramps, sidewalk, and bicycle infrastructure.
EDOG
ONGOING: The PD & FD continue to have robust community outreach events including Coffee With a Cop, extensive social -
media campaigns, and school outreach efforts through our fire prevention inspection program. The Fire Department conducts
annual fire safety education for every 3rd grade class in the City. We also conduct fire safety and disaster preparedness
education at community events including National Night Out and the annual Scout's Emergency Preparedness Fair. The Fire
Department is currently hosting quarterly Citizens Organized to be Prepared for Emergencies (COPE) presentations and are in
the process of scheduling one in Spanish.
EDOG IN PROGRESS: Staff if currently developing a draft ordinance for council consideration that will be presented at council in late
February/early March that would propose a Fireworks Ban and a Fireworks Social Host Ordinance. Staff is also developing a
notification plan and program for non -profits that currently sell fireworks as part of their fundraising efforts.
ONGOING: The addition of the Traffic Engineer position allows increased focus on the pavement management program to make
best use of the limited street maintenance funding that we do have and incorporate engineering into the street projects to
increase safety for drivers, pedestrians, and cyclists. These improvements are currently being incorporated into Traffic Signal
Improvement program, the recently completed Sonoma Mountain Parkway, Maria Drive reconstruction, the gauardrail and cross
walk safety improvment project, sidewalk repairs and downtown ADA improvements, Petaluma Boulevard Road Diet, and a
$600k grant, available in FY21-22 was obtained to make improvements to North McDowell for pedestrians, cyclists and transit.
Applied for and obtained a Complete Streets Safety Assessment from UC Berkeley's SafeTREC program which was completed in
September 2019 and provided and review of Issues, Opportunities, and Suggested strategies on continuing to implement a
Complete Streets program which incorporates multi -modal transportation into street projects.
PD IN PROGRESS: This is a multi -faceted and indepth project that will take several years to implement. Progress to date includes
attending Sonoma County's kick-off working toward Vision Zero in December 2019. Many public works projects are in design,
planning, and design that incorporate facets of pedestrian and bicycle safety. Also, an update to the City's Bicycle and Pedestrian
plan has been initiated and expected to be completed by the end of 2021.
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Workplan Items:
86 Develop programs that provide affordable rental and ownership housing for the missing middle including but
HOUSING/CMO
not limited to public safety, municipal employees, teachers, and non-profit employees. Support and partner
with organizations that help the housing insecure and unsheltered population find health care & supportive
services.
87 Work with service providers and countywide agencies to coordinate response and solutions to the City's
HOUSING/CMO
unsheltered population including transitioning homeless Petalumans into shelter and housing.
88 Facilitate construction of Accessory Dwelling Units.
HOUSING/PLANNING
CAO ONGOING: The City Council continues to support and approve housing projects that provide needed units affordable to low- and
moderate -income households. The City works with Sonoma Housing Trust to assist moderate and low income families to achieve
homeownership and provides Below Market Rate loan assistance for lower income housing families and individuals. In February
2020 the City received a state grant for the Homeless Emergency Aid Program (HEAP) to fund COTS for the rehabilitation and
expansion of Mary Isaac Center and the Kids First Family Shelter. The City Council recently approved a pilot program to fund the
Downtown Streets Team homeless outreach and community service initiative. Staff continue to assist PEP Housing's planned
River City Senior Housing development at 951- Petaluma Blvd., South and Mid -Peninsula Housing's proposed project at 414 to
secure funding for proposed low and very low income rental housing project at 414 Petaluma Blvd. to finalize securing federal,
state and local funding.
ONGOING: on Jan. 27, Council approved a one-year pilot program with the Downtown Streets Team and increased support to
COTS to assist our unsheltered population.
BLDG IN PROGRESS: SB -2 grant application submitted to state for funding for permit ready ADUs. Code adopted to comply with recent
state legislation. New impact fee structure for ADUs adopted by City Council on January 6, 2020, including exemption from all
impact fees for ADUs under 750 square feet.
W
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Support facilities and design programs that create a healthy, resilient, and engaged community that is prepared, safe and housed.
89 Consider establishing a Housing Commission. CMO/CAO NOT YET INITIATED: Staff intend to return to the Council for direction regarding whether the City council wants staff to research
and present for Council consideration potential approaches for Housing Commission creation, and role and powers of Housing
Commissions
90 Create a 5 -year strategic housing plan to provide inclusive housing solutions that are affordable, ADA compliant, HOUSING/PLANNING IN PROGRESS: Initial housing workshop with City Council held on July 29, 2019 to begin discussion regarding essential,
age friendly, and ensure the continuity of City services to a growing residential population. affordable, and diverse local housing options. Preparing for follow up housing workshop in spring 2020.
j
Workplan Items:
91 Collaborate with the Health Care District and other service providers to identify and promote wellness programs CMO/PARKS & REC
and policies.
92 Work with the County to adopt a Tobacco Retail Licensing ordinance and re-evaluate the City's smoking policy CMO/CAO
to include e-cigarettes/vaping.
93 Create and promote multi -cultural and multi -generational recreation and wellness programs that support PARKS & REC
community connection, physical well-being, and opportunities for play. Focus on public health in planning
processes—including air quality, walkability, childcare incorporated into larger developments, including
revisiting zoning around sensitive receptors (e.g. schools, health care facilities.
94 Develop fee structure for Alcohol -Related Nuisance Ordinance for sustained management and enforcement of PD/PLANNING
license alcohol establishments.
95 Consider adopting a "visitability" ordinance to provide accessibility in new single-family home construction. PLANNING/CM
96 Improve access to healthy, sustainable food throughout the community, including consideration of community
garden sites and farmers market locations (e.g. fairgrounds), and events; explore opportunities to incorporate
elements of County Food Action Plan.
97 Improve integration of transit to all demographics by partnering with social service agencies and non-profit
organizations.
CMO/EDOG
PW&U
ONGOING: In coordination with National Walking Day, the Petaluma Health Care District will be partnering with the City to host
a Petaluma Walking Day on April 1,2020 at Shollenberger Park. This will be a fundraiser for District -Supported heart health
programs such as cardiac screening for youth planned for 2021 and St. Joseph's Healthy Living program at Petaluma schools.
Health Care District Instructors provide CPR and First Aid trainings to both seasonal and permanent Recreation Services Staff.
IN PROGRESS: Staff have met with Tobacco -Free Sonoma County coalition, including County of Sonoma Tobacco
Prevention program staffer. We are reviewing research and similar ordinances from other agencies to develop ordinance
and enforcement strategies to present to Council in late Spring 2020
ONGOING: The City has collaborated with the Health Care District to purchase and install several portable AED units designated
for public facilities with an emphasis on high traffic areas (Community Center, Swim Center, Museum, Transit, etc.). Multiple
AEDs were dontated to City by local non -profits (Transit, Airport).
While this objective could encompasses the entire ethos of the Recreation Services Department, specific programs that were
added this year to promote health and well programming/cultivate community/ etc. include a Chinese
New Year Celebration two day class/workshop offered at the Community Center. This new class has activities geared towards
grade school youth and will take place January and February 2020. The Tiny Tot Pre -School programming includes collaboration
with the Senior Center to host bi monthly intergenerational programming which includes reading, music, and art activities.
Ukulele classes are now being offered at the Community Center (with intergenerational opportunities). Feldenkrais (muscle
movement practice similar to Cligong). Staff is planning a new 'Parents Night Out' event offered for ages 3 and up to parents of
the pre-school program, allowing evening program opportunities during the Winter and Spring. Organized City Bike 2 Work
Breakfast Energizer Station for the second consecutive year reaching over 50 members of the public.
CAO IN PROGRESS: Discussion with PD initiated. Initial research is being conducted through comparison of other cities that have
similar ordinances.
CAO IN PROGRESS: The City has applied to be an "Age Friendly Community" which emphasize visitability in all aspects of planning,
design and modifications to dwellings to help residents age in place across socio-economic classes; also encourages visitability to
ensure ease of access for people with mobility challenges. Next steps include adopting a resolution similar to Sonoma County's
that urges all homeowners, builders, and architects to include visitability standards in all new housing construction. Regular
discussion with applicants to diversify residential products to include single story units and/or master bed and bath on ground
floor to allow for age in place and age diversity within residnetial development.
NOT YET INITIATED as no resources have been dedicated to this effort
12
ONGOING: Increased the number of transit passes distributed to residents through Sonoma County Health Services. Provided
ten days of free transit service to the community.
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Support facilities and design programs that create a healthy, resilient, and engaged community that is prepared, safe and housed.
98 Create more diverse recreational, social, and cultural opportunities for youth. PARKS & REC ONGOING: Recreation Services has placed an premium on recruiting and hiring bilingual pre-school teachers and contract
instructors. Recreation Services continue to seek opportunities to partner with non-profit and community organizations to help
promote diverse recreational opportunities which included a partnership with the Sonoma County Bicycle Coalition to host the
Education and Safe Routes to School program through a free family bicycle workshop at Lucchesi Park (June). Miracle League of
North Bay, all-inclusive youth baseball league at Lucchesi Park (8-12 teams, Spring and Fall Season) among a few.
99 Secure designation as an Age Friendly City. PARKS & REC NEARLY COMPLETE: On Monday, December 16, 2019 City Council approved a Resolution authorizing the application to
participate in the World Health Organizations global network of age friendly cities and communities. Recreation staff has
submitted the membership application, resolution, and letter of intent to the designated Age Friendly representative and expect
to receive word of final acceptance by March 2020.
100 Increase efforts to support seniors that help them to remain engaged, active, and independent. PARKS & REC
ONGOING: The Senior Center continues to offer a variety of programing. Programing includes but is not limited to partnership
with the Senior Advocacy Services — who advise seniors on Medicare. The Redwood Empire Foodbank bi-monthly food
distribution, weekly dementia support groups, monthly Earl Balm ear and sight support group. Legal consultants meet four times
monthly to provide free consolations. Disaster Preparedness work shops were held this past year by City staff. Presentations by
Sonoma County Library regarding available resources and programming. Partnership with the SRJC to offer two active lifestyle
classes, five times a week focusing on chair exercise, brain healthy stretching. A number of discussion groups (writers groups,
quilters, knitting group, Parkinson group) each meet monthly. Special events incorporating intergenerational
activities and themes are offered in tandem with holidays, membership awards, andbirthdays.
13
AN ECONOMY THAT PROSPERS
Encourage a thriving business environment that results in a strong, diverse, resilient economy and supports community prosperity.
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Workplan Items:
14
IN PROGRESS: The City has implemented the use of Open Counter, FACE hours at the counter on Tuesdays and Thursdays, new
website, inquiries returned within 24 hours. Business toolkit and other collateral provide guidance for business. SB -2 grant
Create and promote business -friendly city operations such as zoning, permitting, and licensing.
application included request for funds to modify the west wing and create a one stop shop. Continue to explore additional ways
101
EDOG/PLANNING
to facilitate business friendly operations at City Hall.
IN PROGRESS: Update to Density Bonus ordinance approved by City Council to streamline review and approval of project
Update Implementing Zoning Ordinance (IZO) and look for ways to consolidate, simplify, and streamline for
entitlements associated with Density Bonus applications. Updates to ADU legislation approved by City Council to comply with
more flexibility in reviewing.
newly adopted state regs and other internal process improvements to streamline ADU review. Removed FIEA requirement for
102
PLANNING
CAO/EDOG
new hotel uses. Ongoing code updates planned through 2020 to continue to improve and streamline.
IN PROGRESS: Actively involved in preliminary discussion with applicants to encourage infill development in proximity to transit.
103
Prioritize and incentivize sustainable infill development.
PLANNING
EDOG
Reviewing rezoning opportunities to prioritize infill sites for housing as possible.
Create programs to support start-up businesses by expediting permits and providing in-person permit
104
consultations.
EDOG/BLDG
On Going. Meeting with permit aplicants one day a week to expedite smaller projects.
COMPLETED: Creating an outreach campaign to support businesses which will include a window cling, a postcard and a webpage
105
Establish City minimum wage ordinance.
EDOG/CAO
that will provide information to the public about the minimum wage.
106
Enhance information on licensing and permitting guidelines to be accessible and understandable to all.
EDOG
PLANNING/BLDG
IN PROGRESS: Actively collaborating with EDOG on updates to website, permitting, and handouts.
107
Work with regional workforce agencies to attract talent for local businesses.
EDOG
ONGOING: Held manufacturing symposium in late 2019 with local manufacturers.
108
Update the City's Economic Development Strategy.
EDOG/CMO
Not yet initiated.
109
Complete Airport re -zoning as a catalyst to new business opportunities.
PW&U/PLANNING
In PROGRESS: Updated Airport Land Use Plan (ALP) and submitted this to the FAA for approval. Once FAA approval is obtained
can move ahead with City planning process.
Completed an update of the Airport Planned Community Distric and presented to Airport Commission for positive
recommendation. Waiting for FAA approval of draft rezoning document before going before the Planning Commission and City
Council for adoption.
IN PROGRESS: Text amendments to IZO to include small scale food and beverage production as "artisan/craft product
manufacturing" to expand applicability. Planning similar update to SmartCode in 2020. Concept discussion with a variety of local
Retain businesses that support local agriculture (e.g. processing, product development).
food and beverage manufacturers at weekly Development Review Committee meetings to discuss permitting requirements.
Review of small local tasting rooms as Minor Use Permits within flexibility of the IZO. Actively involved in concept discussion with
110
EDOG/PLANNING
Amy's Kitchen for new headquarters in downtown Petaluma.
ONGOING: Continue to improve our internal processes to ensure consistent information and business -friendly procedures,
Incentivize, support, and incubate small, start-up businesses.
111
EDOG
policies, and approaches.
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Workplan Items:
Ongoing workplan item, PW&U staff supported Butter & Eggs Day, 4th of July, Veteran's Day parade, Santa's Arrival, American
Support tourist -oriented events with police and public works staffing.
Graffiti, Art &Garden Festival, Antique Fair, and numerous other City festivals. Through our online permitting system which
112
CMO/PD/PW&U
should be implemented in 2021, we are looking at streamlining and centralizing the event permitting process.
NEARLY COMPLETE: Approved Home 2Suites. Courtyard Marriott under construction. City Council removed FEIA requirement for
113
Facilitate the development of an additional hotels where appropriate.
PLANNING/EDOG
new hotels in Petaluma.
114
Identify potential parking and transportation alternatives for downtown.
EDOG/PW&U/PLANNING
IN PROGRESS: Working on SCTA supported Bikeshare program for SMART and downtown areas.
ONGOING: Developed Fair Wage February to encourage diners and shoppers to support our local businesses; working on getting
Support and leverage promotional efforts of the Petaluma Tourism Improvement District.
the Petaluma River dredged, and initiated a pilot program with Downtown Streets Team to clean up Downtown, Lynch Creek
115
EDOG/CMO
Trail, and other Petaluma destinations.
14
AN ECONOMY THAT PROSPERS
Encourage a thriving business environment that results in a strong, diverse, resilient economy and supports community prosperity.
116 Maximize use of current parks and recreation infrastructure, and other City -owned facilities and properties for PARKS & REC/EDOG
the hosting of recreational, sports, cultural and entertainment events that attract visitors to Petaluma.
Workplan Items:
ONGOING: Recreation Services coordinates local and regional tournments throughout the year in large part due to the
construction of four all weather, synthetic turf soccer and lacrosse fields. Tournaments include two annual State Cup Soccer
Tournaments hosted by NorCal Premier (40-50 teams per event), Humboldt State Soccer Regional Tournament (20-25 regional
teams) in March 2020. Autumn Classic Annual Soccer Tournament (15-20 teams in September). Briceno Soccer Annual Showcase
(15-20 Petaluma Resident teams —June). 101 Lacrosse Goldrush Tournament (30 teams in December) and the Grapevine Classic
(40-50 teams in June). All -West Lacrosse 7x7 Icebreaker (20 teams— February) All West Lacrosse Turkey Shoot Out (40 teams —
November). PYSL, Youth Soccer Picture Day and Jamboree, PCSF (30-40 teams, September). PYL, Youth Lacrosse Tournament (15-
20 teams, late February) NCJLA Play Date Showcases — two separate events (20-25 teams per event— February, March).
Adrenaline Lacrosse Bay Area Summer Showcase (30-40 teams —June). Baseball and Softball tournaments include the All World
Softball and Baseball Tournaments hosted by Athletic Edge and the Petaluma Leghorns at Prince, Wiseman, and Leghorns Park
(10-15 teams — September— November). PGSA Annual Father's Day Tournament— Prince Park (40 teams — in June). Law
Enforcement Charity Tournament— Prince Park (12 teams—July). Adult Softball Tournaments, Prince Park (five tournaments
hosting 5-12 teams per event — August, September, October, November).
Movies in the Park hosted at Lucchesi Park adjacent to the Petaluma Community Center. Friday nights, one night a month July
through October. Attendance 150-300 people.
4th of July Fireworks Display —Sonoma Mann Fairgrounds. Kids activities, live music, food and beverage vendors, public fireworks
display. Attendance 2,000-5,000 people.
Live on the Lawn —family outdoor live music event, kids activities, food vendors. (October)
Petaluma Turkey Trot and Food Drive —Canned food drive, fun run/trot hosted at the Ellis Creek Waste Water treatment plant
and Shollenberger Park.
15
IN PROGRESS: Council approved funding for environmental, planning, permitting, and development of bidding documents for
dredging the Marina and Petaluma River. Permitting and development of bidding documents are on track for dredging in the
Identify short and long-term funding solutions for dredging of the Turning Basin and federal
summer/fall of 2020. Permits will be valid for 10 years, covering future dredging events. Partnered with Ducks Unlimited in
channel by coordinating with other dredging efforts in the Bay Area; dredge the City Marina
application for Measure AA funds for dredge material to be used a beneficial re -use site. Long term planning efforts continue
coordinate with Bay Area wide dredging efforts.
looking at regional partnerships with other stakeholder agencies of the shallow channels of the North Bay, and partnerships
within the Petaluma Watershed with the intention of applying for a grant from Measure AA for long term planning of beneficial
117
PW&U/CMO
re -use of dredge material.
IN PROGRESS: Carried out measures in the Shollenberger 3M plan to maintain the site as a viable dredge disposal site. Working
Support Federal dredging efforts of the river channel by maintaining a viable dredge disposal
with Regional Water Quality Control Board to ensure Water Discharge Requirements are in place an valid for dredging event.
site option at Shollenberger and explore sustainable long-term beneficial reuse sites for
Long term planning efforts continue looking at regional partnerships with other stakeholder agencies of the shallow channels of
disposal.
the North Bay, and partnerships within the Petaluma Watershed with the intention of applying for a grant from Measure AA for
118
PW&U/CMO
long term planning of beneficial re -use of dredge material.
IN PROGRESS: This is a long term item. Compliance with General Plan, Bike and Ped MasterPlan, and River Access and
Enhancement Plan continues to be part of all development review analysis. Water Street Rezoning approval allowed the City to
obtain more property along the River frontage on North Water Street and upcoming Benefit Assessment District review by City
Establish bicycle and walking paths and other river access amenities along the Petaluma River
Council will include bike and ped improvement to connect the Copeland Street Bridge and Washington Street, connecting the
as identified in the River Access and Enhancement Plan.
Lynch Creek Trail into Downtown Petaluma. First construction elements of the Float House in the Turning Basin completed in
2019. Submitted a $2.15 million Recreational Trails and Greenways grant application to the California Natural Resources Agency
for additional river trail from Riverfront to the Marina. Completed construction of additional walking trails as part of the Denman
119
PW&U/PLANNING
Reach phase 4 project.
Robust focus on the riverfront and river -oriented development, including redevelopment
IN PROGRESS: Water Street Benefit Assessment District to be considered by the City Council in early 2020. Expect construction of
120
potential of the Golden Eagle Shopping Center and Water Street.
PLANNING/EDOG
North Water Street to begin in fall 2020
15
SPACES AND PLACES THAT INSPIRE
Create inviting natural and built places and spaces for contemplation, play, arts, and connection while celebrating our history and encouraging community pride.
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Workplan Items:
121
Identify and prioritize projects to upgrade and improve the downtown, alleyways, and public spaces.
PLAN NING/PW&U/E DOG
IN PROGRESS: This is an ongoing workplan item. In the past 12 months, downtown projects include sidewalk and curb ramp
repairs, conversion of over 250 streetlights to LED, increased Keller Street garage maintenance, increased rat control, and
remitiatmg the planning effort for the trestle/promenade. Mural project approved by the PPAC for the alley facade of the Keller
Street Garage. Worked with DBA for historic pedestal installations at Balshaw Bridge and Helen Putnam Plaza. Currently in talks
with a local architect and Downtown Association to explore an event or revitalization project focused on alleys.
122
Review downtown zoning to identify ways to balance entertainment venues with retail and services and to
PLANNING/EDOG
incorporate Smart Code principals where feasible.
Not initiated.
123
Fund and support a Downtown Streets Team to assist in beautification of Downtown and outreach to
CMO/EDOG
COMPLETED: Council approved this pilot program which is slated to start in Spring 2020
124
Assess and review accessibility to public restrooms in the downtown area and develop a plan to address
PW&U/BLDG
Not initiated yet. Will look to do so in Spring 2020
125
Develop and implement a Downtown maintenance and beautification plan in partnership with the Petaluma
PW&U/EDOG
IN PROGRESS: Established a cross -departmental team to address Downtown -specific issues; started with the regular cleaning of
Downtown Association.
the Keller St. garage and the kickoff of the Downtown Streets Team
126
Begin planning for update of the City's General Plan 2025.
PLANNING/CMO
CAO
IN PROGRESS: Initial General Plan outreach plan and schedule in process for community discussion prior to RFP for General Plan
update. Activities planned to begin in early spring 2020.
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Workplan Items:
127
Work with Fair District board and agricultural stakeholders to find creative ways to promote and support
CMO/EDOG
IN PROGRESS: In late Jan 2020, kicked off the development of a draft public outreach & engagement plan which will go to
Petaluma's agricultural heritage.
Council and Fair Board in March.
128
Engage the community to envision and adopt a master plan for the fairgrounds property.
CMO/EDOG
IN PROGRESS: In late Jan 2020, kicked off the development of a draft public outreach & engagement plan which will go to
Council and Fair Board in March.
129
Identify partners and funding for developing the fairground property.
CMO/EDOG
Not yet initiated
....................................................,.
Workplan Items:
130
Celebrate existing public art by completing an inventory and develop promotional materials.
PLANNING
EDOG
131 Engage the City's Art Commission and the community to review the City's Public Art Masterplan to ensure PLANNING
goals and objectives are current and reflective of the community and public art installations are spread
132 Explore including a Council liaison on the City's Art Committee. PLANNING/CMO
133 Consider climate change themes in public art including living walls, river focus, etc. PLANNING
134 Continue to look for opportunities for smaller, community oriented public art projects. PLANNING
13S Encourage temporary art installations and other types of public arts celebrations and partnerships with other PLANNING
arts and community organizations.
136 Ensure ongoing and proactive maintenance of Petaluma's public art. PLANNING
137 Explore opportunities for more murals and art installations citywide. PLANNING
Workplan Items:
138 Capital maintenance and upgrades to City facilities to provide places and spaces for community dialogue, PW&U
public meetings, and customer service.
NEARLY COMPLETE: Creating promotional handout for 1% public art. Inventory in process to categorize and map all public art
installations and to include artist, location, medium, etc. New website up and developing public art site and resources
CMO NOT INITIATED: but early discussion about community engagement efforts have started both internally with staff and generally
with the PPAC.
CAO Not yet initiated.
IN PROGRESS: No new pieces have been commissioned through the PPAC since the adoption of the Citywide goals. Several
current public art projects in process, including the public art proposal for Haystack which includes a river related theme.
m
IN PROGRESS: Ongoing discussion with local artists and opportunities for community oriented art projects.
IN PROGRESS: The PPAC financially sponsored Rivertown Revival Festival in 2019 to support the temporary art installation and
performing art aspect of the festival. Additionally, the PPAC has sponsored the Petaluma Art Center to fund a local artist banner
project in 2020.
IN PROGRESS: Staff is currently inspecting all existing public art installations to photograph, document, and evaluate the
condition in order to work with the PPAC to develop a maintenance and renovation prioritization list.
IN PROGRESS: Current Keller Street Garage mural project has been approved for contract and funding and staff is working with
the artist on final renderings, scope, and ultimate contract process. Additionally, the PPAC is looking at the roundabout at PBS
(and perhaps Sonoma Mountain Parkway) for future public art installations at city gateways.
PROGRESS: In design phase on roof repairs on Cavanagh Center, Community Center, and Library. In planning phase of
onfiguring the West wing of City Hall to possibly provide additional public meeting spaces and improved customer service
SPACES AND PLACES THAT INSPIRE
Create Inviting natural and built places and spaces for contemplation, play, arts, and connection while celebrating our history and encouraging community pride.
139 Develop a rehabilitation/reconfiguration plan for City Hall which Includes a lobby area, expansion Into County- PW&U/CMO
wing, and wayfinding signage.
140 Expand the use of Transit Oriented Development (TOD) principles in new development, including greater PLANNING
massing allowances to facilitate thoughtful infill development proximate to TODs.
141 Consider a 1% development fee for historic preservation to increase funding opportunities to facilitate PLANNING CAO
142 Explore potential historic district designation of the Riverfront Warehouse District as referenced in the Central PLANNING
IN PROGRESS: In planning phase of reconfiguring the West wing of City Hall to possibly provide additional public meeting spaces
and improved customer service space.
IN PROGRESS: Recent discussion and application for designation of new PDA at the future Corona station and modification of the
Downtown Station PDA will make the City eligible for grant funding that could be a first step on creating or revising specific plans
to expand, facilitate, and/or TOD principles in proximity to the SMART stations.
NOT YET INITIATED
NOT YET INITIATED
143
Consider designating historic railroad tracks in central Petaluma as a local landmark to ensure protection and
PLANNING
IN PROGRESS: Request from HCPC forwarded to the City Council. No additional discussion Initiated.
144
Finalize Certified Local Government designation process and recommend next steps.
PLANNING
IN PROGRESS: Anticipate the CLG application submitted in February 2020. SHPO is reviewing preliminary application materials
before formal submittal.
145
Develop a plan to rehabilitate the Trestle, which will include funding options.
PW&U
PLANNING
IN PROGRESS: Contracted effort to update past planning work and re -introduce options to community and council is expected to
kick off in February 2020.
146
Consider conducting a citywide Inventory of historic resources.
PLANNING
NOT YET INITIATED: CLG designation would provide grant eligibility that could be applied to this workplan item.
147
Maximize opportunities that encourage preservation and adaptive re -use of historic structures (e.g. Mills Act,
PLANNING
IN PROGRESS: Initial staff research has been initiated to explore resources and different opportunities for the City to employ to
tax credits, State Historic Building Code, fa§ade improvement program).
encourage preservation. This research may result in additional resources on the city's new website and may also provide the
framework for a workshop discussion with the City Council.
148
Explore funding mechanism to maintain historic features in public spaces.
PLANNING/PW&U
NOT YET INITIATED: Continuing to look for grant opportunities to support this Workplan item.
Workplan Items:
149
Develop a plan to prioritize playground upgrades/replacement and accessibility improvements.
PARKS & REC
IN PROGRESS: Three plagrounds have been Identified as in critical need of replacement. Playground Replacement projects have
been identified as a priotity category of investment using Measure M Parks Initiative funding which when leveraged with other
sources will likley double the frequencey of playground replacements. Identifying those playgrounds and playequipment in tier 2
of the replacement queue remains a priority in the Spring of 2020.
150
Repurpose existing amenities to promote recreational opportunities, including initial phases of tennis court
PW&U/PARKS & REC
IN PROGRESS: In October 2020, the City hosted a public Parks and Recreation workshop, information gathered from this
rehabilitation citywide and pickleball courts.
workshop, online survey, and public and commission input at the Recreation, Music and Parks commission meetings was used to
prioritize categories of investment utalizing Measure M funding. Staff is in the planning phase identifying options and costs for
varying levels of tennis and pickleball court rehabilitation at three park sites (Lucchesi, McNear, Del Oro).
151
Upgrade parks facilities including restroom repairs, new benches, and trash receptacles; lighting Improvements
PW&U/PARKS & REC
IN PROGRESS: Input from above mentioned workshop and public outreach as well as staff input being utilized to prioritize the
including LED sports lighting project at Lucchesi Park.
limited Measure M funding. Looking to address many small issues at the parks with additional Measure M funding. Project to
replace lighting at the Luchessi sport field with LED lighting is in the planning stage.
152
Improve existing trails and park pathways to increase accessibility and promote intergenerational use,
PW&U/PARKS & REC
PLANNING
IN PROGRESS: Completed preliminary survey of Lynch Creek Trail, Identified safety concerns and Incorporating addressing the
including Lynch Creek Trail and Prince Park.
Issues. Initiated bike path wayfinding signage contract; pathway repairs to address trip and fall hazards are being prioritized.
Vegetation removal has been completed along major strectches of the Lynch Creek Trail. All development review projects are
evaluated for improvements or construction of segments of the overall citywide trail network as shown In the General Plan.
Several development projects in the planning stages adjacent to the Lynch Creek Trail will provide additional connections and
Improvements to strengthen the crosstown connector. Presented the Lynch Creek Trail as part of the Cross Town connector
workshop held in September 2019, investment supported by Council and will be added to FY20/21 CIP proposed budget.
153
Complete Improvements for Lynch Creek Trail including lighting, wayfinding, benches, and safety; and promote PW&U/PARKS & REC
EDOG
IN PROGRESS: Preliminary design work for improvements to the Lynch Creek trial Is underway; regular meetings with
the trail via map for users and digital promotions (e.g. web, social, advertising).
stakeholders, including Friends of the Lynch Creek Trail are being held; initiated bike path wayfinding signage contract. Regular
updates of progress being provided to Pedestrian and Bicycle Advisory Committee.
154
Prioritize completion of all phases of the Petaluma Community Sports Field project.
PARKS & REC/PW&U
IN PROGRESS: Design of Petaluma Community Baseball Field Is 90% complete. Currently, investigating field heaving conditions
on soccer field N2 to ensure subgrade design on Baseball field is adequate, prior to finalizing design.
155
Refine proposed trail network and begin guided tours for interim access on Lafferty Ranch; consider
CMO/CAO
IN PROGRESS: Await School District response to releases and indemnity agreement; in discussion with Land Paths regarding
incorporation into City.
administering tours. NOT YET INITIATED: refining proposed trail network.
156
Explore acquisition of parcels adjoining existing parks (e.g. Cavanagh Landing Park, McNear Peninsula) to
CMO/PLANNING
PW&U
IN PROGRESS: Recent appraisal on property adjacent to Kavanaugh Park and discussion with property owner about acquisition.
increase opportunities for public access to the river.
Discussion with non-profit under contract for McNear Peninsula on opportunities for public private partnership.
17
SPACES AND PLACES THAT INSPIRE
Create inviting natural and built places and spaces for contemplation, play, arts, and connection while celebrating our history and encouraging community pride.
157 Work with the community to ensure a balanced program of investments for Measure M—a 10 -year, voter- CMO/PARKS & REC PW&U NEARLY COMPLETE/IN PROGRESS: In October 2020, the City hosted a public Parks and Recreation workshop with over 170
approved 1/8 cent tax measure to support County and city parks and open spaces. attendees participating in faciliated group discussions centered on identifying and prioritizing park improvement projects. The
workshop was followed by a comprehensive online survey, in which nearly 900 submittals were recieved. Public comment as
well as input from members of the Recreation, Music, and Parks Commission was collected and from the data available through
the public outreach process, seven categories of investment were prioritized and supported through a formal recommendation
by the Commission in January 2020. Staff will continue to enage the public throughout the duration of the 10 year measure as
spending priorities and opportunities to leverage funds change.
Im
Attachment 2
Workplan Status Update
February 22, 2020
■ Overview of goal -setting process
■ Status update and highlights for each goal:
■ A City That Works for Everyone
■ Our Environmental Legacy
■ A Safe Community That Thrives
■ An Economy That Prospers
■ Spaces and Places That Inspire
■ Public comment and City Council input after each goal
■ Next steps and wrap up
m April 6, 2019 — City goal setting workshop
3 9 902 M, Me Mk of
■ Over 200 attendees
■ Results from workshop were consolidated by
staff
■ Draft goals reviewed for additional
community feedback
■ Boards / commissions
■ Survey
■ July 1, 2019 — Goals finalized with City Council
■ November 2019 — Goals booklet published
■ February 22, 2020 —Today's status update
workshop
Sltaff worl< on
,,cfoals, M. -
C) JjeckhVE�S,
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■ 5 overall goals — aspirational and inspirational
■ What kind of City do we want to be?
■ What's our vision?
s; ■ Within each goal, 2-5 objectives
■ Topical areas to be addressed (e.g. housing, technology,
downtown, river, sustainability, emergency prep., etc.)
■ Total of 17 objectives
■ Within each objective, multiple workplan items
■ Specific tasks, projects, legislation, programs, etc.
■ Total of 157 workplan items
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Workplan Items - 157 Total
Not Yet Initiated
In Progress
M
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w, Complete or Nearly Complete
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1 Al IN III IN
77,511 1
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3 Develop a budget -in -brief to provide the City's financial information in an
understandable, accessible format.
17 Upgrade traffic signal management by re-establishing full-time traffic engineer
position.
23 Expand transit service on primary corridors.
25 Inventory and promote all road paving and reconstruction projects with funding
sources and dates of completion, made in the last five years.
27 Encourage transit use through expanded service, pass programs, partnerships,
and promotion.
1 Al IN III IN
77"111 1
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29 Establish a centralized, citywide community engagement and communications
program that emphasizes two-way, ongoing communications and robust community
engagement.
L:
31 Provide post -meeting summaries of all City Council and Planning Commission
meetings and promote on all City communication platforms.
32 Coordinate and enhance cross -departmental social media collaboration.
33 Develop and publish public record request guidelines on City website.
35 Develop a citywide IT Masterplan that identifies and prioritizes City technology
needs, funding, and implementation strategies.
38 Complete the roll-out of an updated City website that creates a more user-friendly,
accessible, and interactive information resource and online experience for the
community.
pill 1 Al IN iiiii, IN
11 1
'1
�s
PETALUMA
A CITY THAT MOORS FOR EVERYONE
head the Status Update to tern what we've done so far and Share your thoughts.
1 Al IN III IN
77"111 1
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Develop a fiscal sustainability plan with the community that balances City services
with available revenues and integrates policies and identifies potential revenue
sources that can ensure long-term financial health and effectiveness of the City.
sm 9 Develop an internship program with the SRJC and Sonoma State University.
12 Host staff trainings in compliance with federal state regulations including
harassment prevention, wellness, safety and workplace security as well as other
relevant staff trainings which will be identified through a needs -assessment.
16 Complete the reconstruction of Maria Drive, Sonoma Mountain Parkway, and N.
ONVIN-01OTM 1111.1prol
26 Update the City's Bicycle and Pedestrian plan and realize opportunities for
crosstown connections for all modes of transportation.
36 Implement an online permitting system.
5 improve the responsiveness and efficacy of the City to its residents by
examining potential changes and updates to the City Charter.
613ecome a Helen Putnam Award of Excellence City.
11 �18,5 13
45 Consider requiring new development to participate in Sonoma Clean Power's
EverGreen program.
48 Adopt an ordinance creating and empowering a City Climate Commission.
51 Complete Biomass to Biofuel project at the City's Ellis Creek Water Recycling
Facility.
57 Improve integration of transit in planning and land -use related processes and
decision-making.
60 Adopt a citywide single -use plastic and polystyrene ban.
65 Research and pursue grey water use and rain/storm water catchment options for
new development.
UN
4A
13 13
43 Consider adopting energy codes that exceed current requirements.
47 Adopt a Zero Waste ordinance.
49 Install solar panels on city -owned properties where appropriate and work with
Sonoma Clean Power on a solar program for potential revenue generation.
52 Develop a framework to move the City and transit vehicle fleet from fossil -fuel
based to hybrid, renewable compressed natural gas, and/or electric vehicles and
continue pursuing grant funding opportunities for electric vehicles.
63 Reimagine maintenance practices for managing City parks and open spaces.
68 Implement sustainable building practices that go above and beyond basic codl
requirements.
III illillilliq pjllllilllljjj� 111111�l Jill llillq�� plill !1111111111 1
61 Ban the use and sale of Glyphosate.
62 Examine Urban Growth Boundary expiration date beyond 2025 via ballot measure
and develop a white paper on options
16 8 5 1
74 Evaluate all city facilities, including our police and fire stations, and corporation
yard facilities, and develop maintenance and replacement recommendations.
77 Assist the community, with special focus on those with special needs, through
outreach and training, to ensure resiliency and emergency preparedness. Plan for
natural disasters and all emergencies by providing safe places for the community to
shelter (e.g. fairgrounds, faith community/churches, city facilities).
80 Assess and identify traffic needs and develop organizational structure to support
needs, including the possibility of restoring a full-time City Traffic Engineer position.
99 Secure designation as an Age Friendly City.
18
19
75 Create an Emergency Operations Center (EOC) that is appropriately equipped and
staffed to better respond to all emergencies and disasters.
76 Adopt a Care and Shelter operations manual to improve City logistics planning
during emergencies.
83 Consider a firework and use sales ban, or other modification to current ordinance;
assist the non -profits who rely on these sales to identify alternatives for fundraising.
88 Facilitate construction of Accessory Dwelling Units.
90 Create a 5 -year strategic housing plan to provide inclusive housing solutions that
are affordable, ADA compliant, age friendly, and ensure the continuity of City services
to a growing residential population.
92 Work with the County to adopt a Tobacco Retail Licensing ordinance and re-
evaluate the City's smoking policy to include e-cigarettes/vaping. AL
20 'S 513
73 Restore Public Safety specialty units when possible.
89 Consider establishing a Housing Commission.
96 Improve access to healthy, sustainable food throughout the community, including
consideration of community garden sites and farmers market locations (e.g.
fairgrounds), and events; explore opportunities to incorporate elements of County
Food Action Plan.
21 Q8
5b
22
105 Establish City minimum wage ordinance.
113 Facilitate the development of additional hotels where appropriate.
d
23
PETALS
FERTILE
GROUND
DOING
BUSINESS
101 Create and promote business -friendly city operations such as zoning, permitting,
and licensing.
109 Complete Airport re -zoning as a catalyst to new business opportunities.
114 Identify potential parking and transportation alternatives for downtown.
117 Identify short and long-term funding solutions for dredging of the Turning Basin
and federal channel by coordinating with other dredging efforts in the Bay Area;
dredge the City Marina coordinate with Bay Area wide dredging efforts.
118 Support Federal dredging efforts of the river channel by maintaining a viable
dredge disposal site option at Shollenberger and explore sustainable long-term
beneficial reuse sites for disposal.
120 Robust focus on the riverfront and river -oriented development, including
redevelopment potential of the Golden Eagle Shopping Center and Water Street.
25 ..y�
a ,
AN ECONOMY THAT PROSPERS I
108Update the City"s Economic Development Strategy.
b
27
123 Fund and support a Downtown Streets Team to assist in beautification of
Downtown and outreach to Petaluma's unsheltered population.
sM° 130 Celebrate existing public art by completing an inventory and develop
promotional materials.
157 Work with the community to ensure a balanced program of investments for
Measure M—a 10 -year, voter -approved 1/8 cent tax measure to support County and
city parks and open spaces.
28
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5 7 9 1 ET, 5
------- Irw
125 Develop and implement a Downtown maintenance and beautification plan in
partnership with the Petaluma Downtown Association.
126 Begin planning for update of the City's General Plan 2025.
128 Engage the community to envision and adopt a master plan for the
fairgrounds property.
135 Encourage temporary art installations and other types of public arts celebrations
and partnerships with other arts and community organizations.
139 Develop a rehabilitation/reconfiguration plan for City Hall which includes a lobby
area, expansion into County -wing, and wayfinding signage.
145 Develop a plan to rehabilitate the Trestle, which will include funding options.
153 Complete improvements for Lynch Creek Trail including lighting, wayfinding,
benches, and safety; and promote the trail via map for users and digital promotions
(e.g. web, social, advertising).
154 Prioritize completion of all phases of the Petaluma Community Sports Field
project.
9101
122 Review downtown zoning to identify ways to balance entertainment venues with
retail and services and to incorporate Smart Code principals where feasible.
124 Assess and review accessibility to public restrooms in the downtown area and
develop a plan to address identified needs.
31 'I's 516
32
■ Continue progress on workplan items
■ Budget for Fiscal Year 2020-21: Now through June 2020
■ Fiscal and Organizational Sustainability Plan: Now —July 2020
■ February 2021:
■ Check-in on accomplishments
■ Kick-off of new 2 -year goal -setting exercise: establish mission
& vision
k
33
-185 3
3=0
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••
■ Attend upcoming workshops:
■ March Th— FOS Infrastructure workshop
■ Later in March — FOS Forecast, Human Resources, Compensation,
and Core Staffing
■ Sign-up for e -notifications from the City
https://citvofpetalurma.org/subscribel
34