City Council Goals 2009/2011
Continue the City focus on creating and sustaining a vital downtown, a strong economic base and an effective transportation system for the future. Create a positive business model for a sustainable carbon neutral community that points out the advantages of living, working and doing business in Santa Rosa
1. Research the role public parking should play in a vital downtown with a strong economic base that is sustainable, and minimizes the impacts on the environment.
· Explore the application of market rate parking techniques to manage parking demand, encourage the use of public transportation, and create a resource for investment in quality of life improvements in the downtown.
· Research methods and systems of financing, constructing, and managing public parking and garage systems to determine the best model for the future of Santa Rosa.
2. Continue our investments in public transportation to increase the use of the system and its availability to more residents of Santa Rosa. Continue the emphasis on traffic safety and alternative transportation.
· Expand our bicycle and pedestrian network.
· Complete the redesign and renovation of the Transit Mall.
· Aggressively seek out grants and alternative sources of funds to expand transit hours of operation and frequency of operations.
· Complete the conversion of the fleet to hybrid technology.
· Work with SMART to complete the acquisition of the second SMART station site in the Jennings Avenue area of the City.
· Complete grant applications for electric vehicle charging stations to be installed in public parking areas.
· Complete a project study report for the Highway 101 Bike and Pedestrian Overcrossing at SRJC. Develop a funding strategy for the study and the project.
· Continue the focus on the three E-s for traffic safety: Engineering, Enforcement, and Education.
· Focus efforts on development, implementation, and operation of Rapid Bus infrastructure along multiple corridors in Santa Rosa and foster transit supportive development along those corridors.
· Develop connections to and from SMART Rail.
3. Establish and sustain networks with other organizations working to bring business to Santa Rosa and Sonoma County. Develop and sustain efforts to implement our Economic Strategic Plan.
· Initiate and complete a master plan for the Southeast Area of Santa Rosa with citizen and property owner participation making it a model for sustainable development.
· Sustain efforts to strengthen the economy and diversify local high wage job sources and stabilize local revenue sources.
· Explore connections to and from neighborhoods to services and employment to reduce greenhouse gas impacts.
Develop and sustain a regional gang prevention effort in Sonoma County
· Identify funding sources that can be used to expand the Mayor’s Gang Task Force Model to other communities.
· Encourage and sustain neighborhood engagement strategies and programs.
· Strengthen our focus on Youth Employment and Training programs to provide youth with positive outcomes and alternatives.
· Continue to develop and sustain our relationships and partnerships with local schools.
· Build and expand City and County collaboration on regional gang programs.
· Expand our youth development programs and provide opportunities for youth to be involved in positive environments and to complete community projects.
· Increase our efforts to strengthen intervention strategies.
· Explore the integration of the NRP program into the Gang Task Force or alternatively into a portion of the Recreation and Parks new Neighborhood Services Division.
· Include an emphasis on climate change and GHG’s in youth programs.
Develop a sustainable organization that is able to maintain high morale, productivity, and effectiveness in difficult times
· Continue to look for opportunities to restructure the organization to enhance service delivery and productivity.
· Develop our workforce and our infrastructure for the future to deliver more efficient service to our community.
· Continue efforts to build a more participatory, transparent, and responsible government.
· Use our Citywide Communications Team to evaluate new communications methods including social networking tools.
· Facilitate community involvement, ownership, and service provision by creating opportunities to make it easier to work together as partners with the community.
· Implement the new Neighborhood Services Division with a focus on community partnerships and developing the Citywide volunteer coordination program.
· Recognize and reward the outstanding employees that work for the City and maintain our ability to attract and retain the best in the field.
Sustain our efforts to make Santa Rosa a more Inclusive Community
· Increase efforts to hire and retain a diverse workforce and recruit more diverse Board and Commission members.
· Develop a Resource Directory for staff and Council with contact people within the diverse communities.
· Invite Board and Commission members to attend the two-day Building an Inclusive Workplace Training.
· Establish quarterly meetings with a broad cross section of the community to identify concerns including communication issues around cultural diversity issues and the City.
Sustain City leadership in environmental initiatives and make an impact on greenhouse gas reduction strategies. Provide direction, leadership, and examples for the citizens, businesses, and schools of Santa Rosa to reduce greenhouse gas emissions, improve energy efficiency, move toward becoming a carbon neutral City, and consider how the transportation system must change. Evaluate the options for renewable energy, manage City facilities and operations, and help the public understand, accept, and embrace these challenges
· Develop an Environmental Leadership Vision Statement to help guide the efforts of the Mayor’s Climate Change and Sustainability Task Force and City staff. Identify current legislation and initiatives that affect us, including AB 32, SB 375, and AB 811.
· Aggressively pursue Federal Resources through the ARRA, leverage block grant allocations, and actively apply for competitive funds to secure ongoing expertise to implement energy efficiency and conservation programs.
· Develop a plan for Education and Community Outreach.
· Consider using the Community Advisory Board, the Teen Council, youth groups, and the Community Conversation Model as resources.
· By the year 2012, the objective would be to have the Mayor’s Climate Change and Sustainability Task Force recognized regionally as a leader in climate change issues and sustainable practices.
· Prepare a work plan guiding the operation of the Task Force, conduct long term visioning, and gain Council approval.
· Use regionally accepted measurement tools (ICLEI) annually to compare progress toward green house gas reduction goals for City operations and the community.
· Support the Task Force initially with City staff (20-25 persons) committing 10%-15% of their time and effort (initially).
· Establish a sustainable funding source of $350,000 to $500,000.
· Form a Technical Advisory Committee composed of City staff, interested citizens, and experts.
The Task Force will coordinate with SCTA, RCPCP, the Climate Protection Campaign, and other organizations.
Continuing our Focus on Seniors and Youth
· Focus on the Parks and Recreation Business Plan as the model for the future of our parks and recreation system and the provision of services to seniors and youth. Explore the creation of a sustainable funding source for Parks and Recreation that would allow the department to begin operating as an enterprise department.
· Work with Senior, Inc. to complete the funding for the new Senior Center at Finley Community Park and begin construction.
· Develop the new Division in the Recreation and Parks Department with a focus on community partnerships and Citywide volunteer programs. Expand opportunities for volunteer involvement in recreational services and youth involvement programs.
· Research opportunities for linkages for volunteers and youth to climate change programs developed by the Mayor’s Task Force on Climate Change and Sustainability.
· Develop opportunities for intergenerational programs that allow seniors and youth to interact and work together with a focus on climate change.
Sustain thriving diverse neighborhoods and expanded open space and multi-service parks. Provide programs and support to sustain safe neighborhoods and resources to help citizens be in control of their neighborhood environment and maintain family oriented neighborhoods
· Conduct an annual citizen survey based on the ICMA national citizen survey process to help establish better data on community needs and expectations. Include a special emphasis to include youth in the survey process.
· Work with a new Division of Recreation and Parks Department to refine the role of CAB with existing neighborhood associations, neighborhood watch, COPE, and expanded neighborhood self-reliance programs.
· Explore the development of a neighborhood involvement model based on the Portland system that is sustainable based on the resources available in Santa Rosa. The model should support neighborhoods in developing self-help plans.
· Coordinate efforts with City Departments for the implementation of the Bicycle and Pedestrian Master Plan, Short and Long Range Transit Plans, and the General Plan to encourage the creation of public transportation, bicycle, and pedestrian routes that provide connections to parks, open space, and community services to local neighborhoods. Explore the feasibility of developing bike parks on surplus properties.
· Develop a Citywide volunteer program to provide volunteer involvement and support to maintain community services.
· Maintain the City’s ability to proactively intervene in targeted neighborhoods with a multi-disciplinary program on code enforcement and revitalization like the NRP effort.
· Explore opportunities to link and expand our water and energy conservation efforts through neighborhood linkages. Review our landscape requirements for new developments and look for expanded opportunities to promote water conserving plantings and the development of community gardens.
· Work with Advance Planning to explore opportunities to encourage neighborhood retail and neighborhood services with walking and biking distance to neighborhoods.
· Explore ways to encourage the development of additional child care resources in the community including possible ministerial permitting options.
· Complete the revisions to the General Plan and the update to the Housing Element followed by revisions to the Inclusionary Housing ordinance to provide clear guidance on the provision of affordable housing through a balance of on-site requirements and in-lieu fees that promote the distribution of affordable housing throughout the community and maximize our ability to meet our RHNA targets with existing resources.
· Walkable neighborhoods.
· Complete neighborhoods.