2020-2025 Strategic Plan: Foundation for A Strong Community
VISION: Affirm and enhance our community as an attractive, healthy and prosperous place by valuing our diverse heritage and embracing thoughtful change.
MISSION: In Healdsburg our mission is to create an atmosphere of innovation and diversity that enhances the values of the community which support: young and multi-generational families, our rich and broad agricultural roots, innovative and sustainable businesses and healthy quality of life.
VALUES: ACCOUNTABILITY, COMMUNICATION, HONESTY, INNOVATION, EXCELLENCE, VITALITY, EFFICIENCY
2022-2023 CITY COUNCIL GOALS
|STRATEGIC INITIATIVE O1: ECONOMIC DIVERSITY AND SUSTAINABLE GROWTH||GOAL|
Complete the Housing Element.
Adopt the Housing Element by the end of 2022 and then pursue implementation with support from the Housing Element Work Group.
|Begin discussions about the South Entry Plan.||Discussions of South Entry Plan will begin in FY 2022-23 with an outline of the process and funding needed.|
|STRATEGIC INITIATIVE 02: ENVIRONMENTAL STEWARDSHIP||Adopt a Climate Mobilization Strategy.||Creation of a Climate Mobilization Strategy will begin in FY 2022-23. Specific community engagement strategies to be defined. |
|STRATEGIC INITIATIVE 03: AFFORDABLE HOUSING||Focus on Affordable Housing.||Continue to pursue affordable housing developments as they fit within existing policies and continue to progress on the Housing Element for better understanding of housing opportunities and constraints. |
|STRATEGIC INITIATIVE 04: INFRASTRUCTURE AND FACILITIES||Continue to put resources into infrastructure improvements.||Continuing with budget resources allocated based on availability and State and Federal funding being provided.|
|Complete the Three North Street Project.||The City will move toward preparing construction drawings and bidding the project.|
|Create a long-term funding plan for parks projects.||A process for doing this will be incorporated in the upcoming budget process, utilizing transient occupancy tax dollars.|
|Identify Healdsburg Avenue Improvement plan funding.||Staff plans to advance design work while we await a determination on State funding. Staff will reapply for ATP funds in FY 2022-23, if funding is not provided in this year's state allocations.|
|Improve water security for the community (purple pipe and other means).||Staff will continue to pursue grant funding for municipal recycled water pipeline (purple-pipe) and Aquifer Storage Recovery (ASR) wells.|
|STRATEGIC INITIATIVE O5: EFFECTIVE GOVERNANCE||Provide for Spanish translation of council agendas and meetings.||Staff will explore the cost and options for inclusion in the FY 2022-23 budget. Implementation could also be deferred or adjusted pending recommendations for DEI consultant.|
|Complete outreach and develop diversity, equity and inclusion recommendations.||DEI outreach expected to be top focus in FY 2022-23. Contract with Acosta Latino Learning Partnership has been executed.|
|Focus on hiring, retention, and succession planning.||This is an ongoing staff priority as filling vacancies is fundamental to our ability to deliver core services and accomplish projects.|
|STRATEGIC INITIATIVE 06: PUBLIC HEALTH AND SAFETY||Adopt a humane treatment of animals clause in our contracts for services involving use of animals (e.g. goats)||City staff with the assistance from County Animal Control will create a policy for humane treatment of animals with a focus on fuels management grazing.|
|STRATEGIC INITIATIVE 07: COMMUNITY SERVICES||Align income limits for Community Services Department's Activity Assistance Program to be the same as utility assistance (CARE program) to expand access to recreational and senior activities.||Staff is preparing an analysis and will present to the Council for direction. We have aligned our general financial assistance program with CARE program's 8 tiers and we are updating our income numbers.|