1. Complete a draft General Plan by end of 2023, with final adoption in 2024.

1. Implement National Incident-Based Reporting System (NIBRS).
2. Increase frequency of crime data reporting and trends to the City Council and public.
3. Conduct a presentation on the new NIBRS system compared to the old UCR system to educate community on changes.
4. Develop a CompStat report for NIBRS reporting.

1. Begin a social media campaign on traffic safety, bicycle safety, pedestrian safety, and prevention techniques.
2. Implement increased enforcement to reduce the amount of injury collisions in the community.

1. Lead partnership to improve Emergency Medical Service Delivery and increase revenue for city.

1. Expand Fire Prevention weed abatement program.

1. Complete Parks, Recreation, & Open Space Master Plan.
2. Complete GIS inventory of all above-ground features within 27 parks, 2 public golf courses, 3 open space units, and 3 trails.

1. Select an Energy Conservation firm and perform an Investment Grade Audit of Facilities, capturing high level condition and needs assessments.

1. Finalize the design for Allan Witt Phase 3, which includes an all-inclusive play area, parking lot, restroom, and picnic areas with shade structure.
2. Bid project for construction starting FY24-25.

1. Finalize the design for the Police Department 13,000 sqft. building expansion.
2. Bid project for construction starting by FY25-26.

1. Finalize the design for N. Texas Street park, including neighborhood center (future home of First 5 Solano), parking lot, play area, multi-use sports courts, multi-generational fitness node, perimeter walking path, and multi-use fields.
2. Bid project for construction starting FY23-24.
3. Execute operating MOU with First 5 for programming at newly constructed Community Center.

1. Finalize the design for both Fire Station 36 (4525 Business Center Drive) and 39 (Peabody Road at Dobe Lane).
2. Bid projects for concurrent construction to realize economies of scale on design and construction costs.

1. Develop a water utility master plan and perform a cost-of-service analysis and water rate study. Adopt a new Plan and Water Rates

1. Completed COA and present recommendations to City Council for consideration/approval in September 2022. Begin restructuring and implementation activities including new micro transit dispatch operations system in Q2 2023.

1. Explore opportunities for collaboration with community partners and public private partnerships for Digital Inclusion, Equity, and Broadband expansion.
2. Complete the above ground assessment and convert results into GIS data layers.
3. Complete the underground assessment of broadband related assets.
4. Hire a consultant to develop a design for connecting the City Hall and 14 remote sites to city owned fiber.
5. Identify the CIP projects where broadband infrastructure can be included.

1. Complete Travis Regional Resiliency Review (TRRR).
2. Seek funding opportunities to implement infrastructure improvements identified under TRRR.

1. Collaborate with First 5 to offer joint recreational activities and special events.

1. Create an implementation plan for the projects and initiatives identified through the development of the Parks, Recreation, & Open Space Master Plan.

1. Continue to work with the City’s marketing consultant (Jstokes) to continue branding and marketing downtown and industrial business attraction.

1. Finalize retail study and implement recruitment strategy upon completion.

1. Explore partnership opportunities with public and private organizations to advance renewable energy solutions (e.g., micro grids) to provide more reliable and redundant electrical infrastructure to support business attraction efforts.
2. Identify opportunities to leverage local infrastructure investments for state and federal grant funding.

1. Establish partnerships to create mutual benefit with vintners and the City.

Quality of Life Measures