REPORT TO COUNCIL
SUBJECT
Title
Council Priority Projects Workshop - Process Overview and Project Proposals
Report
BACKGROUND
The Study Issues process was created in the 1970s as part of the City’s Planning and Management System to provide a structured method for developing and prioritizing new policy initiatives. Over time, the process has become resource-intensive and complex.
In 2024, the City Council approved Study Issue OCM 24-02 to evaluate the effectiveness of the Study Issues process. The City engaged Raftelis, a respected local government consultant, to conduct the assessment, which was informed by robust Council and stakeholder input, peer city case studies, and data analysis of costs, timelines, and outcomes.
On October 21, 2025, Council approved the new Council Priority Projects Process (formerly the Study Issues and Budget Proposals processes), as outlined on the City’s website under the “Your Government” section (Attachment 1).
EXISTING POLICY
Council Policy 7.3.26 - Council Priority Projects Process
ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(5) in that it is a governmental, organizational or administrative activity that will not result in direct or indirect changes in the environment.
DISCUSSION
The Council Priority Projects Process provides a structured method for identifying, prioritizing, and implementing new priority projects - including policy exploration, feasibility studies, one-time projects, budget or service level changes, or other initiatives - in an efficient and effective manner. The process retains community input, considers staffing and fiscal capacity to take on new projects, and culminates in Council adoption of selected Council Priority Projects as part of the annual budget.
Context for Decision Making
In early 2025, Council set five (5) strategic goals to guide the City from July 2025 through June 2027. In the next two years, we are taking active steps to create:
1. A responsive, transparent, and efficient city government;
2. An accessible, engaged and welcoming community;
3. A sustainable city: advancing climate action, active transportation and the Vision Zero Plan;
4. A model to prevent homelessness, prioritize new housing, and support the unhoused community; and
5. A City that invests in modern public infrastructure.
To help focus limited resources available for non-routine City services toward Council’s Strategic Priority Goals, as Council reviews the proposed proposals, attention should be given to their alignment with operational priorities and these Strategic Goals.
As of February 4, 2026, staff is currently continuing work on 21 existing Council Priority Projects from prior years, which will impact capacity to take on new Council Priority Projects. These two additional Projects are included in the Workplan as deferred:
• CO-3 Evaluate the Development of a Single Mobile Application (Sunnyvale App) for All of the Functions of the Current City of Sunnyvale Mobile Applications (ITD 23-02)
• IN-24 Explore the Benefits and Costs of Project Labor Agreements (PLAs) to Establish the Terms and Conditions of Employment for Specific City Construction Projects (DPW 24-07)
Staff has identified six (6) continuing Council Priority Projects (formerly Study Issues) that could be eliminated at the Workshop, as well as one (1) former Study Issue that has additional pending work (Service Worker Retention Ordinance). Council direction to eliminate these items would be considered in the City Manager’s assessment of how many new Council Priority Projects could be started in FY 2026/27.
These Projects are:
• CO-2: Street Tree Repopulation with an Equity Lens (DPW 24-09)
• Staff recommends that the City operationalize by evaluating areas where street trees could be planted, then developing a cost for a program to focus on planting and maintaining those additional street trees for consideration during the future budget process.
• CO-6: Feasibility of Establishing a Cricket Stadium at Baylands Park (DPW 20-15)
• The County, who owns Baylands Park, is not supportive of a stadium. Staff will implement a feasibility study for recreational cricket facilities at the site with the FY 2027/28 Recommended Budget (next project budget cycle).
• CO-10: Evaluate Feasibility of Dog Off-leash Hours in Select Sunnyvale Park(s) (DPW 20-11)
• This was studied as recently as 2013 and not moved forward. Additionally, allocating resources for enforcement would be a challenge given other priorities.
• SU-5: Evaluate the Addition of Pedestrian Scrambles During School Peak Hours at Sunnyvale-Saratoga Rd/Fremont Ave and at Homestead Rd/Kennewick Drive (DPW 24-09)
• This study has not begun and could be dropped without losing effort or cost.
• SU-15: Fair Oaks Avenue Signalizations at Three Locations (DPW 25-01)
• This study has not begun and could be dropped without losing effort or cost.
• CO-3: Evaluate Development of a Single Mobile Application (Sunnyvale App) for All of the Functions of the Current City of Sunnyvale Mobile Applications (ITD 23-02)
• Staff recommends dropping as the new Constituent Relationship Management (CRM) will have a Sunnyvale App that should become the starting point for all Sunnyvale requests and most interactions. The app will link to the City’s website for other online services and may link to other specialized City mobile apps (depending on vendor permissions). Outreach for the CRM included asking community members and residents if they wanted a consolidated app and there was strong opposition as Library patrons wanted to focus on their Library app and others wanted to focus on their recycling or trash only and not have to link from a unified mobile app. Dropping would allow staff to focus on implementing an effective CRM Mobile App.
• GO-34: Service Worker Retention Ordinance (OCM 20-01)
• Staff recommends dropping as businesses are already practicing what a potential ordinance may require. Additionally, the ordinance would not be enforceable by the City and the only legal recourse would be civil court.
Fiscal Outlook
In addition to staff capacity, the organization’s ability to pursue new priorities on top of existing City services will depend on financial capacity. Staff’s review of expenditures and revenues in the current fiscal year and initial review of an updated General Fund financial plan indicate its capacity to fund new or expanded services will be limited. The costs to maintain existing staffing and services have been outpacing general revenue growth. For example, property tax, which accounts for 50% of General Fund revenue, is growing more slowly than the historical trend due to fewer property sales and slower price growth. Given these dynamics, the upcoming budget will likely focus on protecting existing service levels and initiatives, with some targeted increases to address emerging service needs.
February 26, 2026 Council Priority Projects Workshop Process Overview
Under the newly adopted Council Policy, each year Councilmembers may propose up to three Council Priority Projects. These Council ideas may be informed by, Boards and Commissions (which may, by majority vote, forward one idea annually for Councilmembers’ consideration), and members of the public, who may submit suggestions through Oral Communications at regular city council meetings and workshops or via email.
The Council Priority Projects Workshop serves as the central decision-making milestone in the process. At the Workshop, Council reviews Strategic Goals (biennially, planned for 2027), receives updates on existing Council Priority Projects and major Workplan initiatives, considers the City Manager’s assessment of fiscal and staffing capacity, and evaluates new project proposals.
At the discussion of Proposed Council Priority Projects portion of the Workshop, the following steps will be taken to determine a subset of proposals that will move forward to staff analysis:
1. City Manager to provide an overview of Council submittals and how the organization would be impacted by each proposal, including any that might be “just do its.”
2. Discussion, including Council explaining proposals, comments from staff, and discussion among Council as needed
3. Polling of Council through online tool - more than one round if needed
Following the Workshop, staff will prepare concise summary reports for each project that Council collectively refers for further analysis and decision making with budget adoption. The City Manager will then evaluate feasibility, funding, and staffing impacts and include recommended projects in the Proposed Budget. Final Council Priority Projects are approved by Council as part of the annual budget adoption, ensuring alignment between policy direction, operational capacity, and financial resources.
Councilmember-Submitted Council Priority Projects for 2026
Councilmembers submitted 21 project proposals for discussion at the February 26, 2026 Workshop. These projects are summarized in Table 1 and are attached as they were submitted by Councilmembers in Attachment 2. At this stage, staff’s initial review has been conducted from an organization-wide perspective, with an emphasis on overall City operational considerations, rather than on department-specific impacts.
Table 1: Councilmember-Submitted Projects
(ordered by date received)
|
ID No. |
Project Title |
Project Summary |
Strategic Goal(s)* |
Council-member |
Estimated Level of Effort, Fiscal Impact, and Staff Comments |
|
2026-1 |
Support Neighborhood-Serving Retail in Sunnyvale |
This proposal aims to retain and strengthen neighborhood-serving businesses amid redevelopment and economic pressures, particularly in North Sunnyvale Village Centers. It would increase service levels in the Office of Economic Development, create a Retail Development and Retention Strategic Plan, and establish a one-time $3 million Relocation Assistance Fund to help displaced small businesses relocate within Sunnyvale. |
CO; SU; HO |
Mehlinger |
High: Multi-pronged effort: expanded service levels, Would require updating the Economic Development Strategic Plan with a focus on attracting and retaining neighborhood serving retail, cross-department coordination and design and administration of a $3M relocation assistance program. Likely multi-year with policy, public outreach, funding, staffing and program administration components. Fiscal Impact - Significant |
|
2026-2 |
Improved Response Time for Vehicle Abatement |
Residents have expressed frustration with slow response times for reported vehicle issues. While residents receive confirmation that tickets are closed, the reported issues are often not addressed for weeks, leading to repeated reports and concerns that complaints are not being resolved. |
GO |
Chang |
Low-Medium: Operational improvements within existing enforcement and service request systems. Likely process changes, performance tracking, possible staffing or scheduling adjustments, and funding needs, but limited policy complexity. Requires additional policy work to address challenges with unhoused residents living in vehicles. Fiscal Impact - Moderate |
|
2026-3 |
Increased Traffic Enforcement, Particularly by School Zones |
This project would look to increase resources for traffic enforcement, particularly around schools and neighborhoods near schools that people may use as cut throughs. |
CO; GO |
Chang |
Medium: Requires sustained additional staffing resources, potential schedule reallocation, and ongoing operational commitment rather than one-time implementation. Fiscal Impact - High |
|
2026-4 |
Clearing the Sidewalk Maintenance Backlog |
This project would increase service levels in the Department of Public Works to address a backlog of more than 4,700 sidewalk locations needing repair, one of the City’s most frequent sources of resident complaints and a significant safety, accessibility, and liability concern. |
GO; CO; SU; IN |
Mehlinger |
High: Long-term infrastructure initiative with significant capital planning, performance metrics, ADA compliance, construction coordination, and likely a 5-10-year horizon to achieve target service pending budget availability. Work is already underway to reduce some of the backlog. Fiscal Impact - High |
|
2026-5 |
Review and Update the General Plan |
This study would initiate a comprehensive review of the City’s General Plan, last fully updated in 2011, to reflect significant changes in local conditions, state law, and adopted Specific Plans. The primary focus would be on land use to address ongoing resident concerns related to housing, neighborhood-serving retail, geographic equity, sustainability, and regulatory consistency. |
CO; SU; HO |
Mehlinger |
High: Citywide policy overhaul involving extensive public engagement, interdepartmental coordination, consultant support, CEQA review, legal review, and multiple Council decision points over several years. Budget Project 825700 - General Plan Updates allocates about $2.1M in FY 2029-30 and 2030-31, primarily for the next mandated update of the Housing Element. New state law will allow the City to start the update earlier, by a year or two. The Project Description in 825700 also indicates that a comprehensive update to the entire General Plan is anticipated starting in FY 2027-28. Fiscal Impact - High |
|
2026-6 |
Establish a Community Funding Program for Sunnyvale Nonprofits |
Establishing a Community Funding Grant Program would offer targeted, predictable support, strengthen local nonprofits, and build on successful models used in neighboring cities to directly invest in community well-being. |
GO; CO |
Srinivasan |
Medium: Requires program design, application and evaluation framework, ongoing contract oversite and annual solicitation administration but can leverage existing program models As background referenced in write-up - Cupertino’s Community Funding Program provides grants to nonprofits to support their organization. For FY 24/25, Cupertino provided $32,500 to nonprofits through their Community Funding Program. Fiscal Impact - Minor to Moderate depending on funding level. |
|
2026-7 |
Simplify the Process for Volunteering in Sunnyvale |
This project would streamline and expand the City’s volunteer program by reducing administrative barriers and offering a wider range of service opportunities across departments |
CO |
Srinivasan |
Low-Medium: Would require process redesign, participation from multiple departments, and coordination across departments. Would require sustained staff ownership. In the last two fiscal years, the City has tracked approximately 13,500 volunteer hours annually by close to 500 volunteers across a variety of departments. Additional gains may be limited because CalPERS, labor agreements, and state law limits the types of work that volunteers can do, preventing volunteers from displacing work done by City staff. Fiscal Impact - Low |
|
2026-8 |
Emergency Awareness and Preparedness with Go Bag |
This project would expand Cherryhill Neighborhood Association’s successful emergency preparedness “Go Bag” pilot citywide to increase resident awareness and readiness for disasters. The initiative would distribute branded evacuation bags with multilingual, QR-linked preparedness resources to all Sunnyvale households through neighborhood associations and volunteer groups, strengthening community connections and emergency resilience across every district. |
GO; CO; SU |
Sell |
Medium: One-time citywide procurement and logistics effort with heavy coordination but limited long-term staffing once implemented. Our Office of Emergency Services (OES) programming includes a strong focus on community preparedness planning. Sunnyvale OES works collaboratively with County OES, PG&E, and Ready.gov to help residents prepare for critical incidents and emergencies. Developing a “Go Bag” program presents several significant challenges. These include program costs, ensuring equitable distribution across the entire community, and the use of QR codes that may not meet language access and accessibility requirements for all populations. Fiscal Impact - Moderate |
|
2026-9 |
A Student Centered, Sustainability and Nature Based Project |
This project would address declining youth engagement after elementary school by expanding nature-based, sustainability-focused programs for middle and high school students using existing City parks, libraries, and recreation facilities. |
GO; CO; SU |
Sell |
Medium-High: Multi-component program spanning libraries, parks, youth programming, volunteer coordination, and potential capital improvements for teen specific indoor and outdoor spaces; scalable but operationally complex. For background - LRS provided 180 Sustainability programs in 2025 with over 4,000 attendees. Of those, about 20 were specifically nature oriented (Master Gardening Series, Composting, Bird Walking Tour of Don Edwards National Wildlife Refuge, Beeswax Candle Making, etc.) available to teen audiences. The Summer Reading Program 2026 theme is Unearth a Story, featuring gardening, archaeology, paleontology, etc. Anticipated 2500 participants. Project would involve LRS, ESD, DPW, FIN Fiscal Impact - Low to Moderate depending on program size and composition |
|
2026-10 |
Collection and Display of City Operations, Project, and Program Data |
This project would strengthen data-driven decision-making by creating a comprehensive inventory of City datasets, identifying gaps, and developing accessible, public-facing dashboards to clearly communicate performance and outcomes. By integrating operational, programming, and external data sources, the initiative would improve transparency, accountability, and the City’s ability to allocate resources based on measurable results. |
GO |
Srinivasan |
High: Requires cross-department data inventory, data cleansing and development, potential tool licensing/subscription, governance decisions, dashboard development, and enhance data-driven operations, front-loaded effort with ongoing maintenance. GIS team created in FY 2025/26 budget, currently being implemented to establish GIS/mapping datasets for use and sharing. Also, staff is in the process of conducting an equity survey to help determine which data should be tracked to better inform decision-making and ensure resources are allocated equitably. Finally, staff is evaluating a potential equity dashboard to aggregate relevant data to inform decision making. Fiscal Impact - Medium to High |
|
2026-11 |
Expand the Roles of Age-Friendly, Accessibility, and Teen Staff Advisory Committees |
This project would expand the role of advisory committees to formally consult on major public works planning, helping identify issues early, improve project outcomes, and strengthen equity, transparency, and long-term civic engagement. |
GO; CO; IN |
Le |
Medium: Primarily governance and process change. Builds on existing advisory bodies, with added coordination points in public works project planning. Main effort is staff time to formalize consultation, update workflows, and manage agendas, minimal capital or policy overhaul. Fiscal Impact - Low |
|
2026-12 |
Contingency and Longer-term Planning for Homelessness Response |
This project would develop contingency and long-term strategies to sustain Sunnyvale’s homelessness prevention and housing programs if current funding is disrupted, with a focus on keeping people housed and providing pathways to permanent stability. The effort would evaluate sustainable funding sources, service delivery models, and housing solutions to improve long-term effectiveness, affordability, and resilience. |
CO; HO |
Sell |
High: Broad, multi-year strategic planning and policy evaluation effort spanning housing, social services, finance, legal, and external partners. Includes funding contingency analysis, program redesign, partnership development, and evaluation of complex tools with significant stakeholder engagement and policy implications. Fiscal Impact - High |
|
2026-13 |
Reinventing and Revitalizing Sunnyvale's Safe Routes to School Program |
This project would revitalize Sunnyvale’s Safe Routes to School program to improve student safety, active transportation, and community engagement. By combining best practices from peer cities with coordinated infrastructure improvements, education, and partnerships, the goal is to ensure children have safe, accessible walking and biking routes to neighborhood schools. |
CO; SU; IN |
Le |
Medium-High: Ongoing, multi-department and multi-agency program combining infrastructure planning, grants, education, outreach, and school-district coordination. While scalable and phased, it requires sustained staffing, capital alignment, and external partnerships with enhanced ongoing effort and coordination. City’s prior experience hiring crossing guards as City staff was costly and prone to recruitment challenges. The project to develop 21 walking and biking maps is currently underway in collaboration with our local school districts. Fiscal Impact - Medium |
|
2026-14 |
Public Sector Workforce Housing Feasibility Study |
This project would study the feasibility of City-supported public sector workforce housing to address affordability challenges for essential employees such as teachers, first responders, and City staff. The study would evaluate housing needs, legal considerations, funding and partnership models, and potential sites. |
CO; SU; HO; IN |
Le |
Medium-High: Comprehensive feasibility study touching housing policy, finance, legal parameters, real estate, HR, and external partners. While framed as a study the extent of analysis, stakeholder coordination, and policy implications elevate effort. Fiscal Impact - Moderate for study; likely significant for implementation |
|
2026-15 |
Streamlining Permitting Process |
Evaluate and identify opportunities for streamlining permit requirements and process for small land uses/small businesses. |
GO; CO |
Chang |
Medium: Process-focused evaluation with limited policy change. Requires cross-department coordination and workflow analysis, but no major capital, CEQA, or ordinance overhaul assumed. State-level permitting and housing development streamlining requirements (AB 130) are already moving in this direction. Development services staffing study underway. As staff is already reviewing processes to effectuate better customer service outcomes for all types of customers, this study may not be needed. Fiscal Impact - Moderate for review |
|
2026-16 |
Re-evaluate Nonresidential Sign Code Standards for Improvements and Compliance with the First Amendment |
This study would review and update the City’s Sign Code to ensure compliance with current First Amendment case law and reduce overly prescriptive standards that create challenges for businesses and staff. The effort would also simplify and modernize sign regulations, improve business visibility, and evaluate opportunities for digital signage or billboards as a potential City revenue source. |
GO; CO |
Klein |
Medium-High: Ordinance-level work involving First Amendment compliance, legal review, business outreach, and potential revenue considerations (digital signage). Fiscal Impact - Moderate |
|
2026-17 |
Reevaluate our OneStop Permitting Center and Evaluate Leveraging AI for Permitting Process Improvements |
This project would evaluate whether Sunnyvale’s OneStop Permitting Center is meeting its customer service and throughput goals and explore responsible use of AI to streamline intake, review, communication, and workflow analytics. Thoughtful AI adoption could reduce processing times, improve transparency and customer experience, and allow staff to focus on higher-value work while maintaining human oversight and equity safeguards. |
GO; CO; HO |
Klein |
High: Multi-phase effort involving system evaluation, change management, IT integration, data governance, equity safeguards, and potential procurement. Recent system upgrades and early use of Madison AI provide a foundation to support and inform related permitting process improvements. The City currently utilizes an AI system that uses advanced machine-readable rules to automate the review and approval of residential solar permit applications. The City is evaluating the benefits of implementing a beta version of the new AI module within our permitting system. Fiscal Impact - Moderate for review |
|
2026-18 |
Formal Analysis for creation of a Food Co-Op, State-Sponsored Market or Commissary |
Initiate a data-driven feasibility analysis to evaluate the potential for a cooperative, state-sponsored food market, or shared-use food commissary in Sunnyvale, including demand, locations, governance models, and funding options. The analysis would address resident concerns about limited grocery access while supporting small food-based businesses, workforce development, and equitable, neighborhood-serving food infrastructure. |
GO; CO; SU |
Klein |
Medium-High: In-depth market assessment to identify demand, site, governance, and financial analysis with external partners and potential state/federal coordination. Draft legislation is currently under review at the State level, which would address potential State involvement if such legislation is supported. Fiscal Impact - Moderate for review, high for implementation |
|
2026-19 |
Business Permitting Streamlining Reform |
This study would aim to reduce permit processing times for most small and medium businesses to 90 days by surveying recent applicants (including those who did not open), with focused outreach to women- and minority-owned and first-time businesses, and by reviewing City processes and best practices from peer cities. |
GO; CO |
Cisneros |
Medium-High: Legal analysis, data collection, stakeholder interviews, equity-focused outreach, benchmarking, and internal process redesign. There are options for education and outreach to specific groups, however, preferential treatment based on characteristics of the business owner may have legal issues. State laws mandate minimum timeframes for building permit review with residential uses having the most restrictive timelines. Fiscal Impact - Moderate for review |
|
2026-20 |
Feasibility and Potential Impacts of Banning or Restricting Smoke/Vape Shops |
This study focuses on retail smoke and vape shops whose primary business is the sale of tobacco, nicotine, and electronic smoking products, excluding businesses where tobacco sales are incidental. It would assess the current landscape and impacts of these establishments, evaluate options such as an outright ban or zoning and geographic restrictions, and analyze enforcement considerations. The study would also examine economic, environmental, public health, and safety impacts to determine whether restrictions or a ban would improve community outcomes. |
GO; SU |
Cisneros |
Medium: Policy and regulatory analysis with public health, economic, and legal review. Requires outreach and enforcement analysis. Fiscal Impact - Moderate for review, potentially high for implementation |
|
2026-21 |
Re-evaluate On-Street Parking Permit Program |
This study would assess whether Sunnyvale’s on-street parking permit program and eligibility criteria meet the needs of a growing community and support broader development and active transportation goals. It would analyze recent permit application trends and outcomes, conduct area-specific public outreach, and evaluate options such as flexible or time-limited permits and alignment with best practices in peer cities. The study would also assess the efficiency of current processes and whether staffing and enforcement resources are sufficient to support any expanded program. |
GO; SU; HO |
Cisneros |
Medium-High: Data analysis, extensive Community outreach, benchmarking with other agencies, implementation cost analysis, potential impacts of the parking changes, city code and policy review with potential modification options, and enforcement capacity review. Coordination across multiple City departments. Fiscal Impact - High |
* Responsive Government = GO; Sustainable City = SU; Modern Infrastructure = IN; Welcoming Community = CO; Housing Solutions = HO. These are the Council Strategic goals noted by the Councilmember submitting the project idea. Staff will select a primary tracking Goal for the items moving forward for budget consideration.
FISCAL IMPACT
There is no fiscal impact associated with this report. Staff will develop cost estimates for those items moving forward for further consideration at the budget workshop. The City Manager will recommend which priority projects can be implemented within available funding and staff capacity as part of the FY26/27 Recommended Budget. Council will approve the final priority projects through the annual budget process.
PUBLIC CONTACT
Public contact was made by posting the Council meeting agenda on the City's official-notice bulletin board at City Hall, at the Sunnyvale Public Library and in the Department of Public Safety Lobby. In addition, the agenda and this report are available at the City Hall reception desk located on the first floor of City Hall at 456 W. Olive Avenue (during normal business hours), and on the City's website.
Levine Act
LEVINE ACT
The Levine Act (Gov. Code Section 84308) prohibits city officials from participating in certain decisions regarding licenses, permits, and other entitlements for use if the official has received a campaign contribution of more than $500 from a party, participant, or agent of a party or participant in the previous 12 months. The Levine Act is intended to prevent financial influence on decisions that affect specific, identifiable persons or participants. For more information see the Fair Political Practices Commission website: www.fppc.ca.gov/learn/pay-to-play-limits-and-prohibitions.html
An “X” in the checklist below indicates that the action being considered falls under a Levine Act category or exemption:
SUBJECT TO THE LEVINE ACT
___ Land development entitlements
___ Other permit, license, or entitlement for use
___ Contract or franchise
EXEMPT FROM THE LEVINE ACT
___ Competitively bid contract*
___ Labor or personal employment contract
___ Contract under $50,000 or non-fiscal
___ Contract between public agencies
_X_ General policy and legislative actions
* "Competitively bid" means a contract that must be awarded to the lowest responsive and responsible bidder.
Staff
Prepared by: Michelle Zahraie, Senior Management Analyst
Reviewed by: Chip Taylor, Director of Public Works
Reviewed by: Kathleen Boutté Foster, Director of Information Technology
Reviewed by: Matt Paulin, Director of Finance
Reviewed by: Michelle Perera, Director of Library and Recreation Services
Reviewed by: Daniel Pistor, Director of Public Safety
Reviewed by: Ramana Chinnakotla, Director of Environmental Services
Reviewed by: Trudi Ryan, Director of Community Development
Reviewed by: Marléna Sessions, Director of NOVA Workforce Services
Reviewed by: Connie Verceles, Deputy City Manager
Reviewed by: Sarah Johnson-Rios, Assistant City Manager
Reviewed by: Rebecca Moon, City Attorney
Approved by: Tim Kirby, City Manager
ATTACHMENTS
1. Link to Council Priority Projects Process Webpage
2. 2026 Proposed Council Priority Projects Proposals