On the agenda: Healdsburg meeting — license plate reader (May 27)

CITY OF HEALDSBURG
ARTS AND CULTURE COMMISSION
REGULAR MEETING AGENDA
Meeting Date: May 27, 2026
Time: 06:00 PM
City Hall Council Chamber
401 Grove Street
Healdsburg, CA 95448
To join by computer, tablet, or mobile device:
Go to https://zoom.us/join and type in the Webinar ID: 815 8894 3494 or follow this link:
healdsburg.gov/zoom (Pre-registration for the meeting is not required.)

1.

CALL TO ORDER
1.a

Roll Call

1.b

Pledge of Allegiance

1.c

Changes (Deletions) to Agenda

1.d

Approval of Minutes
Approval of the October 15, 2025 Special Meeting minutes of the Arts and Culture
Commission.

2.

CITY COUNCIL LIAISON REPORT

3.

ANNOUNCEMENTS/PRESENTATIONS
3.a

4.

A presentation by the non-profit arts organization Kalderra.

PUBLIC COMMENTS ON NON AGENDA ITEMS
This time is set aside to receive comments from the public regarding matters of
general interest not on the agenda but related to Commission business. Pursuant to
the Brown Act, however, the Arts and Culture Commission cannot consider any
issues or act on any requests during this comment period.

5.

BUSINESS ITEMS
5.a

Arts and Culture Commission‘s Initiatives (Goals) Review and Workplan

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Arts and Culture Commission Regular Meeting Agenda
2026

May 27,

Update
1. Receive an update and discuss the status of Commission’s current initiatives.
2. Review City Council’s Fiscal Year 2026-27 Goals for Arts and Culture.
3. Discuss the Commission’s work plan for Fiscal Year 2026-27.

6.

COMMITTEE UPDATES (VERBAL ONLY; NO STAFF REPORT)
Receive updates from the committees working on the Commission's goals.
A. Investigate ways to incorporate artistic components into the Foley Family Community
Pavilion and funding options.
B. Revise and update the Public Art Grant Program and issue another grant request
process.
C. Develop branding and identity to define and promote the presence of art and culture
in Healdsburg.
D. Facilitate design, development, and maintenance of a dedicated arts and culture
website.
E. Research and develop a recommendation for City Council to consider adopting a
Percent for Arts Ordinance.
F. Build pathways to incorporating public art into infrastructure projects; maintaining
communication about projects and how art could be incorporated. (2025 Initiative:
Laura Fish Somersal Park)
G. Support and Enhance lifelong arts learning opportunities for all residents by fostering
accessible, high-quality arts education programs in partnership with local schools,
community organizations, arts and culture nonprofits and teaching artists.
H. Research and analyze municipal policies, City Code, and regulations (e.g. mural
ordinances, maker space restrictions, zoning laws) to identify barriers to artistic
initiatives and recommend strategies to reduce them.

7.

INFORMATION AND REPORT OF COMMUNITY SERVICES ACTIVITIES

8.

COMMISSION REPORTS ON MATTERS OF INTEREST

9.

ADJOURNMENT
AMERICANS WITH DISABILITIES ACT ACCOMMODATIONS

Any member of the public who needs accommodations should email Community Services
at [email protected] or call 707-431-3301. Staff will use their best
efforts to provide reasonable accommodations to provide as much accessibility as possible

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Arts and Culture Commission Regular Meeting Agenda
2026

May 27,

while also maintaining public safety in accordance with the city procedure for resolving
reasonable accommodation requests. All reasonable accommodations offered will be listed
on the city website at https://www.ci.healdsburg.ca.us/406/ada---public-accessibility.
SB 343 - DOCUMENTS RELATED TO OPEN SESSION AGENDAS: Any writings or
documents provided to a majority of the Arts and Culture Commission regarding any item
on this agenda after the posting of this agenda and not otherwise exempt from disclosure,
will be made available for public review at the Community Services Department Office
located at the Abel De Luna Community Center, 1557 Healdsburg Avenue, Healdsburg,
California during normal business hours. If supplemental materials are made available to
the members of the Arts and Culture Commission at the meeting, a copy will be available
for public review at the meeting location.
These writings will be made available in appropriate alternative formats upon request
by a person with a disability, as required by the Americans with Disabilities Act.

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Item 1.d
CITY OF HEALDSBURG
ARTS AND CULTURE COMMISSION
SPECIAL MEETING MINUTES
OCTOBER 15, 2025
City Hall Conference Room 1
401 Grove Street, Healdsburg, CA 95448
CALL TO ORDER
Chair Frank called to order the special meeting of the Arts and Culture Commission of the City of
Healdsburg at 5:14 PM with the following Commissioners present/absent:
Present Commissioners: Frank, Jeppson, Conklin, Davy, and Riner
Absent Commissioners: Harris
Staff Present: Community Services Director Mark Themig, Program Administrator Taryn Möller
Nicoll, Office Assistant Lisa Licea
CHANGES (DELETIONS) TO AGENDA
None
PUBLIC COMMENTS ON NON-AGENDA ITEMS
None
COMMITTEE UPDATES
A. Investigate ways to incorporate artistic components into the Foley Family Community
Pavilion and funding options.
Chair Frank provided an update on the Committee’s work. They are currently working to
develop the Request for Qualifications for artistic components at the Foley Pavilion, along with
other key components of the process.
• Budget – Artwork: $45,000/Honorarium to each finalist: $1,000
• “Semipermanent Art” specified as the type of art to be installed
A proposed timeline was discussed and outlined below.
•
•
•
•
•
•
•
•

November 3 – Request for Qualifications period begins
November 21 – Request for Qualifications submissions due
December 8 – Committee selects finalists and Request for Proposals is released
December 15 – Artists’ site visit at the Foley Family Community Pavilion
January 14 – Proposals due
January 28 – Finalists presented at the Arts and Culture Commission meeting
February 17 – Finalists presented at the City Council meeting
February 27 – Goal date to have contract executed

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Item 1.d
Arts and Culture Commission Meeting Minutes
October 15, 2025
Page 2
Other process details were discussed, including planned site visits for finalists and the
information to be provided in the application materials. December 15 was selected as the date for
finalists to visit the Foley Family Community Pavilion. Chair Frank clarified that applicants
would receive a site map of the Pavilion, along with historical information about the site.
The Commission also discussed the selection process for finalists. Staff referenced past projects,
noting that once an artist submits a proposal, there is typically some flexibility in the artistic
elements to allow for adjustments based on the needs and intended use of the space. In addition,
there was discussion around the ideal size of the selection panel
B. Revise and update the Public Art Grant Program and issue another grant request process.
Vice Chair Conklin and Commissioner Davy gave an update on the Public Art Grant
Committee’s recent work. The Commission discussed the role of the Commission as the primary
selection panel for art projects, including considerations for avoiding conflicts of interest and the
potential inclusion of additional subject matter experts when needed. Staff clarified that multiple
selection panels are typically only necessary in larger jurisdictions with concurrent projects. The
Commission also discussed appropriate panel size. Commissioner Davy reviewed key elements
of the revised Public Art Grant framework, including program objectives and timelines.
Commissioner Riner inquired whether the revised Public Art Grant would include nonprofit arts
organizations. Commissioners Conklin and Davy clarified that it would but noted that this
language needed to be added to the application. This prompted a broader discussion regarding
the possibility of renaming the Public Art Grant to something more inclusive and representative
of the program’s full scope.
The Commission and staff discussed the following proposed timeline:
•
•
•
•

January 30 – Applications due
February 25 – Target Arts and Culture Commission meeting date
April 6 – Target City Council meeting date for awarding grants
December 31, 2026 – Deadline for art installation

The Committee will revise the timeline and relevant sections of the application to ensure
language is inclusive of all forms of art. The Committee also decided to remove the “Panelist
Handbook” following clarification that the Commission will serve as the primary selection panel
for public art selection processes.
Program Administrator Möller Nicoll raised considerations regarding the funding dependency
section of the proposed Public Art Grant application, noting that certain language may have
unintended implications for applicants. The Committee also discussed and clarified the concept
of “fresh art.”

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Item 1.d
Arts and Culture Commission Meeting Minutes
October 15, 2025
Page 3
C. Develop branding and identity to define and promote the presence of arts and culture in
Healdsburg.
Vice Chair Conklin reviewed the Branding and Identity Committee’s progress thus far. She
reviewed the draft of the mission and vision statements. The purpose of the statements was
discussed along with clarifying key points. Conklin also informed the Commission that 2
branding and marketing consultants have been working with the Committee to help facilitate this
process.
Commissioner Riner expressed the importance of gaining feedback from families who have lived
in Healdsburg for many generations to include their perspective. Chair Frank also noted the
importance of utilizing current funding by the end of the current fiscal year. Director Themig
confirmed that funding for the current fiscal year will need to be spent by June 30th. The
Commission discussed possibly reallocating funding that had been set aside for grant writing to
another one of the Commission’s active goals.
D. Facilitate design, development, and maintenance of a dedicated arts and culture website.
Commissioner Jeppson provided an update on the Committee’s work, noting that current efforts
are focused on developing the Stay Healdsburg microsite and supplying content for the platform.
Content provided by the Committee will be adapted by Stay Healdsburg for use on the site,
which will include listings of arts and culture events, as well as information on local artists and
arts and culture nonprofits. Director Themig noted that the microsite is primarily tourismfocused and advised the Committee to be mindful of the time invested in its development.
Commissioner Jeppson and Commissioner Riner acknowledged this, emphasizing that the
Committee’s long-term goal is to develop a dedicated Arts and Culture website that serves both
residents and visitors.
The Committee will continue contributing content to support the launch of the Stay Healdsburg
microsite while also developing a simple, functional arts and culture website for Healdsburg.
E. Research and develop a recommendation for City Council to consider adopting a Percent
for Arts Ordinance.
Program Administrator Möller Nicoll gave an update to the Commission regarding the
development of the Percent for Arts Ordinance, noting that staff has begun adding the advised
revisions to the framework from last month’s Commission meeting. Chair Frank asked if it
would be ready to be presented at the January City Council meeting and Director Themig stated
that yes, he believes it will be ready.
F. Build pathways to incorporating public art into infrastructure projects; maintaining
communication about projects and how art could be incorporated. (2025 Initiative: Laura
Fish Somersal Park)
Director Themig provided an update on the Laura Fish Somersal Park Project, noting that staff
recently visited the Grace Hudson Museum in Ukiah. During the visit, they observed artwork by

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Item 1.d
Arts and Culture Commission Meeting Minutes
October 15, 2025
Page 4
the museum’s founder, examples of Native American basketry, and an outdoor space being
restored with native plants traditionally used in basketweaving. Staff reported that the visit
offered valuable insight and inspiration. As a result, they will return with a range of welldeveloped options for incorporating cultural history, agricultural elements, and potential artwork
into the Laura Fish Somersal Park Project for the Commission’s consideration.
G. Support and Enhance lifelong arts learning opportunities for all residents by fostering
accessible, high-quality arts education programs in partnership with local schools,
community organizations, arts and culture nonprofits and teaching artists. (Education
Committee)
Commissioner Riner provided an update on the Committee’s progress, noting that the Committee
has met twice to date. She clarified that Dr. Linus Lancaster will lead efforts focused on Pre-K
through 12th grade education, while Dr. Erin Partridge will oversee lifelong learning initiatives.
Commissioner Riner shared that the Committee is planning a youth-led forum or seminar in
February to launch its work. Funding for the event was discussed, and Director Themig
suggested a co-sponsorship between the City and the Healdsburg Unified School District to share
costs.
She further noted that the Committee is considering a Youth Art Contest to raise community
awareness of both the Arts Education Committee and the Commission’s broader focus on arts
education. Looking ahead to the spring, the Committee aims to host a formal, one-day Arts
Education Symposium geared toward both youth and adult arts education.
H. Research and analyze municipal policies, City Code, and regulations (e.g. mural
ordinances, maker space restrictions, zoning laws) to identify barriers to artistic initiatives
and recommend strategies to reduce them.
Chair Frank acknowledged that the Committee’s work on the Public Art Policy is closely tied to
the ongoing development of the Percent for Art Ordinance and the related efforts underway
within the Community Services Department. Chair Frank further noted that any updates or
revisions to the Public Art Policy will have broader implications for the Committee’s work and
for artistic programming and functions throughout the City. Director Themig clarified that a
policy framework is being developed concurrently with the Percent for Art Ordinance. Director
Themig added that updates and revisions to the Public Art Policy will be brought forward as
expeditiously as possible, while balancing the many projects currently underway.
Prior to adjournment, Vice Chair Conklin requested clarification regarding which documents
would be included in the next regular meeting packet. Program Administrator Möller Nicoll
clarified which documents would be provided.
ADJOURN ARTS AND CULTURE COMMISSION MEETING
There being no further meeting business to discuss, the meeting was adjourned.
The next regular meeting is scheduled for October 22, 2025 at 6:00 PM at the City Hall Council

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Item 1.d
Arts and Culture Commission Meeting Minutes
October 15, 2025
Page 5
Chambers (unless otherwise established), 401 Grove Street, Healdsburg CA.
APPROVED:

ATTEST:

Marcy Frank,
Chairperson

Mark Themig,
Community Services Director

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Item 5.a

CITY OF HEALDSBURG
ARTS AND CULTURE COMMISSION
AGENDA STAFF REPORT

MEETING DATE: May 27, 2026
SUBJECT: Arts and Culture Commission‘s Initiatives (Goals) Review and Workplan
Update
PREPARED BY: Taryn Nicoll, Arts and Culture Program Administrator
STRATEGIC INITIATIVE(S):
Maintain and Improve Infrastructure and Facilities
Provide Resident-Driven Community Services
RECOMMENDED ACTION(S):
1. Receive an update and discuss the status of Commission’s current initiatives.
2. Review City Council’s Fiscal Year 2026-27 Goals for Arts and Culture.
3. Discuss the Commission’s workplan for Fiscal Year 2026-27.
BACKGROUND:
Arts and culture maintain a strong presence within the community, supported by artists, galleries,
cultural organizations, festivals, and community events. Programs such as the Healdsburg Jazz
Festival, Dia De Muertos Celebration, and Tuesdays in the Plaza contribute to the city’s cultural
identity alongside institutions including Healdsburg Museum and Historical Society, Raven
Performing Arts Theater, The 222, Healdsburg Center for the Arts, and the True West Film Center.
Healdsburg continues to value its small-town character, agricultural heritage, and collaborative
community spirit, shaping a city where arts, culture, food, wine, and civic life remain closely
connected and central to the community’s identity.
On August 16, 2021, Healdsburg City Council adopted the City’s first Arts and Culture Master
Plan. The adopted plan identified five primary areas of focus: building the structural foundation
for arts and culture; enriching cultural experiences for residents and visitors; fostering an inclusive
creative economy; advancing art in the public realm; and supporting the development of arts and
cultural spaces.
Following adoption of the Master Plan, the City transitioned into the implementation phase of the
work. During the Fiscal Year 2022–24 budget process, City Council allocated $50,000 annually
toward implementation initiatives. Staff subsequently began developing a framework for the
establishment of an Arts and Culture Commission, which the Master Plan identified as a key
strategy for long-term implementation and program oversight. On October 7, 2024, City Council
adopted an ordinance formally establishing the City’s first Arts and Culture Commission.

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Item 5.a
On March 26, 2025, the Arts and Culture Commission adopted its first set of priorities and
established ad hoc committees to support specific initiatives (goals). These initial priorities aligned
closely with the strategic direction outlined in the Arts and Culture Master Plan and provided a
foundational work program for the Commission’s first year of activity.
The following section provides status updates for each priority area and summarizes progress
completed by the Commission, its ad hoc committees, and City staff.
Investigate ways to incorporate artistic components into the Foley Family Community
Pavilion
and
funding
options
Committee:
Davy,
Harris,
Frank
Staff Liaison: Nicoll, Campbell, Themig
The Commission made substantial progress toward integrating public art into the Foley Family
Community Pavilion, a site that reflects more than a century of Healdsburg history and community
development. The public art initiative includes a total project budget of $50,000, including $5,000
allocated toward finalist honorariums and up to $45,000 for artwork fabrication and installation.
To support artist selection, the committee developed evaluation criteria and prepared a Request for
Qualifications (RFQ), which the Commission reviewed on October 22, 2025. The City officially
released the RFQ on November 9, 2025, and the solicitation generated 63 submissions from artists
and artist teams based locally, nationally, and internationally. A review panel composed of
residents, artists, and representatives from local organizations convened on January 8, 2026, and
selected five finalists to advance to the proposal phase: Jake Messing, Jessica Martin, Linda
Hickok, Maria-Jose Lindo & Joshua Lawyer of Rough Edge Collective, and Naomi McLeod.
Finalists submitted full conceptual proposals on March 1, 2026.
Following presentations and committee review on March 18, 2026, the committee recommended
Jake Messing for the project. Messing’s proposal features a large-scale mural inspired by the
agricultural identity of Healdsburg and the role of the Pavilion as a community gathering place.
The design incorporates detailed renderings of local flowers, fruits, and vegetables associated with
the Farmers’ Market. The Commission provided additional direction to further strengthen the
mural’s connection to Healdsburg’s agricultural character, cultural traditions, and community
identity. On March 25, 2026, the Arts and Culture Commission recommended to City Council that
Jake Messing be selected for the public art opportunity. The City Council awarded Jake Messing
the Foley Family Community Pavilion Public Art Project commission on May 4, 2026.
Staff continues coordinating with the artist on design refinement and community engagement
strategies, including workshops, outreach activities, and public participation opportunities. Based
on the current schedule, installation is anticipated for Fall 2026.
Revise and update the Public Art Grant Program and issue another grant request process
Committee:
Conklin,
Davy
Staff Liaison: Nicoll, Themig
The Commission completed a comprehensive update and relaunch of the City’s Public Art Grant
Program under the new “Arts for All” framework. During Fiscal Year 2025–26, the committee

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Item 5.a
evaluated prior grant cycles, identified operational improvements, and revised the program
structure. Under the revised framework, the program prioritized projects that are free and
accessible to the public, encourage broad community participation, introduce new artistic
experiences, and demonstrate strong ties to Healdsburg or the greater Northern California region.
For Fiscal Year 2025–26, the Commission recommended allocating $20,000 toward this grant
program.
The revised “Arts for All” grant opportunity launched on January 9, 2026, through the City’s
website and communication platforms. The City received 23 eligible applications by the January
30 deadline.
On February 25, 2026, the Arts and Culture Commission recommended funding three projects for
City Council approval. The selected projects included “Street Puppet Brigade” by Heartizens, a
free community workshop series culminating in public performances during local events including
the FFA Parade; “The Books We Love” by Sonoma Art School, an interactive public art
installation featuring youth-created artwork at the Healdsburg Regional Library; and “River of
Dreams” by Jake Messing, a mural project exploring Healdsburg’s relationship with the Russian
River and local ecological and cultural history. The City Council approved grant funding for these
projects on May 18, 2026.
Develop branding and identity to define and promote the presence of art and culture in
Healdsburg
Committee: Conklin, Harris
Staff Liaison: Nicoll
The Branding and Identity Committee’s early discussions on an arts and culture identity campaign
emphasized the city’s longstanding culture of cultivation and identified the relationship between
agriculture, creativity, food, wine, and artistic practice as central to Healdsburg’s identity. The
committee adopted the concept of “Creative Cultivation” as a guiding principle and developed
foundational messaging around the statement: “Healdsburg: A Town Where Agrarian Roots and
Artistic Spirit Shape a Timeless Community.”
Over several months, the committee prepared steering documents to guide future branding efforts
and establish a framework recognizing both Healdsburg’s agricultural heritage and contemporary
creative activity. In late 2025, the committee recommended working with Liz Pembroke and
Pembroke Studios to develop a logo and visual identity system for arts and culture initiatives
throughout the city.
Design development began in early 2026 and centered on Healdsburg Plaza as the geographic and
cultural heart of the community. The committee and Pembroke Studios developed logo concepts
inspired by the plaza’s form and civic role as a gathering space for public life, arts, and cultural
events. The Arts and Culture Commission reviewed draft concepts and approved a final logo
recommendation on March 25, 2026. The resulting identity system will support future arts
communications, signage, digital media, and promotional materials.

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Item 5.a
Facilitate design, development, and maintenance of a dedicated arts and culture website
Committee: Jeppson, Riner
Staff Liaison: Nicoll
In March 2025, representatives from the Healdsburg Chamber of Commerce contacted staff
regarding development of a new Stay Healdsburg website and offered to partner with the
Commission by creating a dedicated arts and culture microsite. The Commission accepted the
partnership opportunity, and committee members worked with Chamber staff over several months
to develop content and review the evolving platform.
The microsite launched on December 15, 2025, and included features such as a limited gallery and
museum directory and map, a link to information about the Arts and Culture Commission on City’s
website, and AI-assisted itinerary recommendations focused on arts experiences within
Healdsburg. While the microsite increased visibility for local arts and culture, the Commission
determined that the platform remained more limited and static than originally envisioned and that
the need for a standalone arts and culture website continued to exist.
In 2026, the committee explored development of an independent website with support from
Pembroke Studios. Proposed features included artist and grant submission tools, event promotion,
volunteer engagement, resource sharing, and collaborative communication systems. However,
staff later determined that development and long-term maintenance of a robust standalone website
would require additional staffing and operational support beyond existing City capacity. Staff
subsequently directed the committee to explore partnerships with a local nonprofit organization
that could assist with ongoing administration and content management while the City supports
development and hosting costs.
Research and develop a recommendation for City Council to consider adopting a Percent
for Arts Ordinance
Committee: Harris, Jeppson
Staff Liaison: Nicoll, Themig
Staff and committee members initiated research into the development of a potential Percent for
Arts program by reviewing comparable programs in California communities with similar scale and
economic conditions, including Emeryville and Capitola. This research informed development of
a preliminary framework for a Healdsburg-specific program and identified common program
structures, fee approaches, and implementation strategies used throughout the state.
As part of this process, staff evaluated the operational and economic implications associated with
implementation of a Percent for Arts ordinance. Discussions with Public Works, Community
Development, and City leadership identified concerns related to construction costs and project
feasibility. In response, staff incorporated several moderating provisions into the draft framework,
including exemptions for affordable housing and maintenance projects, moderate fee structures,
and flexible compliance pathways for private development projects.
On December 1, 2026, staff presented an introductory overview of the proposed program
framework to City Council to receive preliminary direction and feedback. Councilmembers
generally expressed support for continued development of a Percent for Arts program while also

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Item 5.a
requesting additional clarification regarding program mechanics, thresholds, and local
applicability. Staff has since continued refining the framework in coordination with the City
Attorney, City Manager’s Office, and development stakeholders. This work now includes
preparation of a draft ordinance, updates to the City’s Public Art Policy, and establishment of a
Public Art Fund structure. Staff anticipates presenting updated draft materials to the Commission
during the July 2026 meeting cycle.
Build pathways to incorporating public art into infrastructure projects; maintaining
communication about projects and how art could be incorporated (2025 Initiative: Laura
Fish Somersal Park)
Committee: Davy, Harris
Staff Liaison: Nicoll, Themig
The Commission continued exploring opportunities to integrate arts, culture, and local history into
infrastructure and public space projects, with a primary focus on development of Laura Fish
Somersal Park. Throughout 2025, staff met with Indigenous leaders, community members,
historians, and Ms. Somersal’s relatives to inform opportunities for cultural interpretation, public
art, and ecological restoration within the park’s design framework.
These conversations highlighted opportunities to incorporate Indigenous history and cultural
storytelling through interpretive features, integrated art installations, and community-centered
programming. Input gathered during the outreach process informed the City’s ongoing
collaboration with landscape architecture firm Fletcher Studio and helped establish a foundation
for culturally responsive design strategies connected to the site.
The initiative also positioned the project for potential outside funding opportunities. In early 2026,
staff prepared and submitted a Letter of Intent to the California Arts Council’s Arts in California
Parks grant program. The proposal outlined opportunities for Indigenous-led artistic and
interpretive elements within the park project and requested the maximum funding amount of
$100,000 to carry out the proposed cultural programming. If invited to submit a full application,
the committee could assist staff with project development and grant planning activities.
Support and enhance lifelong arts learning opportunities for all residents by fostering
accessible, high-quality arts education programs
Committee:
Staff Liaison: Nicoll

Davy,

Riner,

Rauda

On January 25, 2026, the committee hosted the ‘Healdsburg Community Arts Education Forum:
Inspiring Creative Futures’ at The 222 in partnership with Healdsburg Unified School District and
Community Services staff. The event brought together more than fifty participants, including
educators, artists, nonprofit representatives, parents, City staff, elected officials, and Arts and
Culture Commissioners.
The forum focused on strengthening collaboration, identifying service gaps and opportunities,
supporting youth participation, and advancing shared discussion around arts access and wellness.
Participants engaged in facilitated roundtable discussions addressing topics such as accessibility,

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Item 5.a
environmental stewardship, youth leadership, partnerships, lifelong learning, and belonging
through the arts.
Outcomes from the event included the formation of new workgroups, expansion of community
partnerships, increased public awareness, and recruitment of additional committee participants.
The committee also identified several future focus areas, including equitable access to arts
education, strengthening teaching artist networks, integrating arts and wellness initiatives, and
improving coordination between arts organizations and schools. Additional programming has not
yet been scheduled while the committee evaluates long-term implementation strategies and
organizational capacity.
Additional and Longer Term Goals
At this time, no substantial updates are available regarding the following initiatives. Due to staff
workload limitations and the Commission’s focus on higher-priority implementation efforts, work
on these items has remained limited during the current reporting period.
•

Research and analyze municipal policies, City Code, and regulations (e.g., mural
ordinances, maker space restrictions, zoning laws) to identify barriers to artistic
initiatives and recommend strategies to reduce them.
Committee: Frank, Jeppson
Staff Liaison: Nicoll

•

Investigate and pursue future funding mechanisms, including grants.
Committee: None
Staff Liaison: Nicoll

•

Review and update the City’s temporary public art and ongoing public art
programs.
Committee: Harris, Riner
Staff Liaison: Nicoll

Collectively, these ten initiatives reflect the Commission’s early work to establish organizational
structure and advance arts and cultural programming throughout the community.
DISCUSSION/ANALYSIS:
In the spirit of aligning with the City Council’s role in establishing broader organizational goals
and priorities, this report will not frame the Commission’s process as traditional ‘goal setting.’
Instead, the Commission’s work moving forward will be approached through the development of
an annual workplan that identifies priorities, initiatives, and implementation strategies in support
of the Arts and Culture Master Plan and City Council direction.
The Arts and Culture Commission remains generally responsible for supporting implementation
of the Arts and Culture Master Plan, and the plan’s goals and strategies continue to provide an
important framework for the Commission’s work. At the same time, the Commission’s annual
workplan operates within the broader organizational priorities established each year by Healdsburg
City Council.

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Item 5.a
The City Council completed its Fiscal Year 2026–27 goal-setting process (see Attachment A for
goals) and identified two significant initiatives related to arts and culture that the Commission is
directed to incorporate into its upcoming workplan development discussions:
•

Artist of the Year Program
City Council has established a goal for the Commission to develop an annual ‘Artist of the
Year’ recognition program, with the first award potentially during Arts, Culture and
Creativity Month in April 2027. (The City has a similar program, the Marie Sparks
Volunteer of the Year award, that is issued during National Volunteer Month in April.) The
Commission is asked to develop the program framework and award criteria.

•

California Cultural District Program
The Commission is asked to support and aid development of the City’s application to the
California Cultural Districts Program. Administered by the California Arts Council, the
program recognizes geographic areas that demonstrate a strong concentration of cultural
activity, creative identity, and community engagement through arts and culture. Designated
districts receive statewide recognition, technical assistance, and $10,000 towards
promotional support intended to strengthen cultural development and economic vitality.
The State has indicated that another application round may occur in 2027; however, the
application process has only occurred twice previously, with approximately five years
between rounds. At this time, the timing of the next application cycle remains uncertain.

In addition to City Council direction, staff recommends consideration of the following ongoing
and future initiatives as part of the Commission’s 2026–27 workplan development process:
•

ONGOING: Continue implementation of the “Arts for All” Public Art Grant Program.
Staff anticipates release of the next call to artists in late 2026, with artist selection, project
implementation,
and
project
completion
anticipated
throughout
2027.

•

ONGOING: Continue development of a dedicated arts and culture website in partnership
with a local nonprofit organization capable of supporting ongoing maintenance, content
updates,
and
administrative
coordination.

•

ONGOING: Continue development of a Percent for Arts ordinance, updated Public Art
Policy,
and
associated
Public
Art
Fund
framework.

•

ONGOING: Expand investigation of grants and external funding mechanisms. With the
upcoming selection of a new Arts and Culture Program Administrator and continued
strategic support for long term, high tier projects from Taryn Nicoll, the City anticipates
improved capacity to pursue larger-scale funding opportunities and develop more
comprehensive
grant
applications.

•

NEW: Explore development of a Healdsburg Arts and Culture Summit in October 2027.

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Item 5.a
Potential discussion topics may include future organizational structures for arts support and
funding administration, such as creation of an Arts Council model, as well as establishment
of recurring coordination meetings among local arts leaders, cultural organizations, and
nonprofit executives to combat siloing and strengthen collaboration throughout the
community.
As the Commission begins development of its 2026–27 workplan, the commissioners are
encouraged to review the status of current initiatives, evaluate what strategies proved effective,
identify challenges encountered during implementation, and consider which priorities should
continue, evolve, pause, or conclude in order to make capacity for new initiatives.
The Commission is also encouraged to consider City Council direction, staff recommendations,
and additional priorities identified through discussion and community engagement. As part of
these conversations, staff capacity, existing operational workload, available funding, and access to
outside partners or organizational support should remain important considerations. Staff will
continue providing feedback throughout the discussion process regarding implementation
feasibility, staffing implications, and project coordination requirements.
At the next Arts and Culture Commission meeting in June, the Commission will be asked to
discuss, finalize, and adopt its 2026–27 workplan priorities and establish committee assignments
to support implementation of the selected initiatives.
ALTERNATIVES:
None.
ATTACHMENT(S):
Attachment A: City Council Adopted 2026-2027 Goals

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Item 5.a

FY 26/27 Goals for City of Healdsburg
On March 25, 2026, the Healdsburg City Council held a full-day retreat to review and establish the City’s goals for
Fiscal Year 2026/2027 (FY 26/27). The session was facilitated by MRG, a consulting firm specializing in local
government services, which was engaged to support the City’s annual goal setting process. The development of
the FY 26/27 Goals involved the following steps:
1. Review of Current Goals
City staff reviewed the FY 25/26 goals, removing projects that have been completed or are on track for
completion by summer 2026. Ongoing projects were refined to provide greater clarity and specificity, and
timelines were adjusted to more realistically reflect anticipated progress and completion in the coming
year. Staff also incorporated additional items where the City Council had previously provided direction,
such as exploring a micro-transit mobility program.
2. Staff Identification of New Projects
Staff discussed potential projects and initiatives to determine whether any new items should be advanced
for City Council consideration. Through this process, staff identified one proposed project: developing a
financial strategy for the Community Services Fund, including defined spending priorities. This item was
subsequently reviewed by the City Council during the Goal Setting Retreat.
3. Councilmember Input and Deliberation:
The facilitator interviewed and collected input from individual Council Members on additional goals they
wished to propose. These ideas were included in the agenda packet that was published before the
retreat. During the retreat, Council Members discussed these ideas collaboratively. Some proposed
projects were incorporated into the final draft, others were revised or removed based on discussion, and
some were not advanced by majority consensus or after a straw vote at the end of the retreat.
4. Alignment with Strategic Goals:
The finalized projects have been organized according to the City of Healdsburg’s seven Strategic Goals, as
illustrated in the diagram below.

HEALDSBURG – STRATEGIC GOALS
EFFECTIVE
GOVERNANCE

ECONOMIC
DIVERSITY &
SUSTAINBLE GROWTH

PUBLIC HEALTH
& SAFETY

ENVIRONMENTAL
STEWARDSHIP

COMMUNITY
SERVICES

AFFORDABLE
HOUSING
INFRASTRUCTURE & FACILITIES

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FY 26/27 Goals – Adopted 5/4/26
Goal

Description

ECONOMIC DIVERSITY & SUSTAINABLE GROWTH
Station Area Specific Plan
(Onboard consultant and
committees; launch the
engagement and planning
process)*

Evaluate Enforcement Tools
for Illegal Vacation Rentals

Review Expansion of
Permitted Uses in Downtown
Zoning Districts
Request Presentation by
NOMAD on their work in
Activating the North
Downtown Commercial Area

The City has been awarded a $1.13M grant to plan for
increased housing, employment, and multi-modal connectivity
within a half-mile of the planned SMART station, including the
South Entry Area. Anticipated to be a 3-year planning effort
with significant public outreach and engagement. Work for the
upcoming year would be to onboard the consultants and
committees, plus launch the engagement and planning process.
Assess expanded enforcement mechanisms for illegal vacation
rentals by targeting STR listing platforms in addition to the
property owners. Focus on working with listing platforms
accountable for advertising. Review legal models used in other
jurisdictions (e.g., Santa Monica, Saratoga) and evaluate
effectiveness, proportionality, and staff impact. Return to City
Council with a report and variety of enhanced enforcement
options for City Council consideration.
Review permitted uses in commercial and mixed-use zoning
districts to allow expanded flexibility in leasing and activating
vacant office spaces.
Request presentation by North Maker Arts District (NOMAD)
for an update on their work to activate the business area along
Healdsburg Avenue between North Street and Piper Street.

ENVIRONMENTAL STEWARDSHIP *From Climate Mobilization Study
Update of Tree Ordinances –
Protection & List*

Explore a Micro-Transit
Mobility Program*

Expand Affordability for
Electricity Customers through
Super Off-Peak Incentive &
Load Management Programs*

The Climate Mobilization Strategy Action (CMS) CS-1.2 calls for
the development of a new Tree Protection Ordinance to
include protection for native and heritage trees. In addition,
the CMS called for an updated Recommended Tree List that
better reflects Healdsburg’s climate and trees appropriate for
planting along rights-of-way that reduce damage to streets and
sidewalks.
Explore on-demand, technology-driven micro-transit services
to provide flexible, app-based shared rides that enhance local
mobility. This program aims to bridge "first-and-last-mile" gaps
and connect residents and visitors to the future SMART train
station, reducing reliance on personal vehicles, and improving
access to jobs and destinations.
Evaluate the feasibility of two pilot initiatives designed to
expand affordability for electric customers by encouraging
lower rate off-peak usage, which will strengthen grid reliability,
while advancing climate sustainability goals.

Item 5.a
Funding
Required?
No, grant funded

TBD

No
No

No

TBD

TBD

1. Pilot Off-Peak Energy Rate Program
Enhance affordable energy options for customers by exploring
a targeted pilot rate that offers discounted electricity for large
energy-using technologies (like EV charging, home battery
storage, and electric water heaters) by shifting energy use to
the most cost-effective times of the day. The goal is to enhance

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2|Pa ge

affordable energy options for customers, which will also align
with the reduction of peak grid strain and support climate
goals.

City Energy Sources and
Opportunities Report*

AFFORDABLE HOUSING
Support Construction and
Leasing of Saggio Hills
Affordable Housing & 155 Dry
Creek Affordable Housing
Explore a Silent Second Home
Ownership Funding

2. Expand & Simplify Time-of-Use (TOU) Participation
Assess options to make it easier and more attractive for
customers to switch to TOU billing, including clearer incentives,
alignment of local and state peak/off-peak periods, and
integration with smart charging tools (e.g., OptiWatt). The
objective is to reduce barriers for customers to access reduced
utility rates through broader participation in TOU billing and
maximize off-peak load shifting.
Provide report to City Council on City’s sources of electricity
with a focus on state and local renewable portfolio targets and
options to increase geothermal, solar, and battery storage.

Item 5.a

No

Support construction and leasing of these key City-sponsored
affordable housing projects.

No

Explore avenues to fund down payments, “silent seconds”, for
affordable housing programs.

TBD

INFRASTRUCTURE & FACILITIES *From Climate Mobilization Study

PARKS / LANDSCAPING / STREETS / BIKES / PEDESTRIAN
Healdsburg Avenue Complete Complete design process for this project which will reduce
Street Project – Begin
vehicle lanes to provide protected bike lanes and improve
Construction*
safety for all users from Powell to City limits.
Grove Street Neighborhood
Initiate construction of this project which will include curb
Plan – Complete
gutter, and sidewalk for project limits from Grant to Dry Creek,
Construction*
as well as making other improvements for all users.
Complete March Avenue
The project will reconstruct the pavement on this heavily used
Pavement Rehabilitation &
collector street and will also make pedestrian improvements.
Enhanced Crossing @ Lupine
– Complete Construction*
Conduct Community Survey
Develop and deploy a targeted community survey to gather
to Inform Transit Demand and age-specific feedback (seniors, adults, youth) to better
Use*
understand transit demand and use.
Create Artistic Enhancement
Enhance the aesthetic of downtown bike parking spaces going
of Downtown Bike Parking
forward through an arts-driven beautification effort.
Areas Going Forward
WATER
Dry Creek Well Field This project restores and improves pumping capacity at the Dry
Complete Construction
Creek well field located within the City’s Corporation Yard in
Drawings
order to source more water from Lake Sonoma and lessen City
exposure to future droughts. This effort will help mitigate
shrinking water supplies within the Upper Russian River
directly related to the loss of the Potter Valley Project.
Development of the construction drawings and documents is
not currently funded and will require appropriation of
additional CIP funds.

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Not now; funding
shortfall possible
Not now; funding
shortfall possible
No

Minimal
Minimal

Yes

3|Pa ge

Complete Sonoma Water
Purchase Agreement for
Additional Water

The current water supply agreement with Sonoma Water
expired at the end of 2025 and was amended for a one-year
extension through the end of 2026. Renewing the contract and
purchasing additional stored water will improve the City’s
drought resiliency, especially when considering the loss of the
Potter Valley Project.

INFRASTRUCTURE
Explore Flood Mitigation
Opportunities

Work to mitigate flood risks by exploring infrastructure
improvements, nature-based solutions, and updated planning
strategies. This effort will assess feasibility, costs, and potential
partnerships to enhance long-term community resilience to
flooding.
Develop a Street Maintenance Develop an investment plan to sustain and improve the City’s
Financial Investment Plan
street network by identifying funding targets and funding
strategies.

EFFECTIVE GOVERNANCE
Present Options to City
Council for a Constituent
Request System
Hold Community
Conversations in Every
District

Annual DEI Plan Update

No Item 5.a

Minimal at this
stage

No

Improve system to manage constituent requests and issues.

TBD

Reestablish regular “Coffee with the City” program. Hold
community meetings — one in each district annually — with
the City Manager, Department Heads, and District Council
Member present to provide updates and answer questions,
strengthening transparency and direct engagement with
residents.
Provide the City Council an annual update on the City’s
Diversity, Equity, and Inclusion (DEI) Plan to ensure goals,
actions, and metrics remain relevant and effective.

Minimal

Update and formalize a City Council Guide to Emergency
Operations outlining roles, expectations, and communication
protocols during emergencies. Include periodic training to ensure
Council Members understand governance boundaries and
coordination procedures within the City’s emergency
management structure.

No

Enhance awareness of technology tools utilized by the Police
Department (e.g., drones, license plate readers) through
proactive engagement at required public meetings related to
military equipment.

No

Update and reissue the City’s Immigrant Support Letter,
modernizing its format and improving public visibility through the
website, library, and City Hall distribution. Work with community
partners (e.g. Corazón Healdsburg) to ensure the message
reflects current community needs and values.
Evaluate the City’s community services financial investments.
Identify priorities regarding programs/operations, routine
maintenance, deferred maintenance/rehabilitation, and new

No

No

PUBLIC HEALTH & SAFETY
FIRE
Update City Council
Emergency Operations
Guide & Training

POLICE
Enhance Awareness of
Police Technology Tools

COMMUNITY SERVICES
POLICIES/PROGRAMS
Send Updated Immigrant
Support Letter

Develop a Financial Strategy
for the Community Services

20 of 23

No

4|Pa ge

Fund Including Spending
Priorities
Develop and Disseminate a
Community Childcare
Directory

Receive Information and
Consider Support of
California Cultural District
Designation Application

Establish an “Artist of the
Year” Recognition Program

Evaluate Alternatives to
Traditional Fireworks for
July 4, 2027

COMMUNITY FACILITIES
Abel De Luna Community
Center Multicultural CenterContinue to Develop
Funding & Implementation
Strategy
PARK / OPEN SPACE
Laura Fish Somersal Park
Development – Complete
Design & Begin Phase 1
Construction
Badger Park Redevelopment
– Complete Design & Begin
Phase 1 Construction
Magical Bridge Playground –
Ongoing Support for
Planning and Design
Prepare Parks Capital Bond
Strategy

capital projects. Develop a financial strategy looking forward
with a 5-year horizon.
Create a publicly accessible directory of licensed childcare
providers in Healdsburg, including key information such as age
ranges served, bilingual capacity, and financial assistance
availability. This effort would increase family access to services
while helping the City better understand local childcare supply
and demand.
Explore scope of district designation requirements and
potentially endorse a community-led effort to secure California
Cultural District designation for areas of Healdsburg. City support
(e.g., resolution) would strengthen the application and advance
implementation of the Arts & Culture Master Plan without
committing financial resources at this stage. Coordination with
the City’s Arts & Culture Commission will also be important.
The Arts & Culture Commission will design and propose an “Artist
of the Year” program that celebrates outstanding local artistic
achievement and community impact. The program will outline
clear selection criteria, a nomination and review process, and
opportunities for public recognition. The program will be
presented to City Council for consideration.
Assess viable alternatives to a traditional fireworks display for the
July 4, 2027 celebration, considering factors such as cost, safety,
environmental impact, and community appeal. Develop and
compare options—such as drone light shows, laser displays, or
other innovative formats—and present for City Council
consideration.

Item 5.a
Minimal

No

No

No

Develop a strategy and funding plan for implementing the vision
set forth in the Healthcare Foundation’s Multicultural Center Plan
which is focused on the Community Center facility. Work and
funding would be implemented in collaboration with the
Healthcare Foundation of Northern Sonoma County and Corazón
Healdsburg.

Not at this stage

Complete the design and begin construction of Phase 1 of the
park to include a multipurpose trail, creek restoration, and
support facilities such as parking and restrooms.

TBD; staff
working to align
scope with
available funding
TBD

Complete the design and begin construction of Phase 1 of the
park to include enhanced river access and installation of
permanent restrooms.
Provide ongoing support for the planning and design of the
Magical Bridge Playground at Badger Park, ensuring the project
reflects community input, inclusive design principles, and longterm operational considerations.
Develop a financing strategy for advancing major parks projects
(e.g., Badger Park, Laura Fish Somersal Park), including evaluating
the feasibility of bonding against Transient Occupancy Tax (TOT)
revenue for up to $30 million. Clarify total project costs,
maintenance implications, reserve impacts, and optimal timing to
position the City to act when market conditions are favorable.

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TBD

No

5|Pa ge

Enhance West Plaza Park
with SMART
Identify and Assess a Site
for Sand Volleyball Courts

Work with SMART to identify funding to replace bridges and
weed/landscape maintenance at West Plaza Park.
Conduct an evaluation to identify a potential location for sand
volleyball courts, considering site constraints, accessibility, and
compatibility with existing park uses.

TBDItem 5.a
No

DRAFT 26/27 GOAL DASHBOARD
(see next page)

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6|Pa ge

2026/27 GOALS DASHBOARD -- City Council Goals | City of Healdsburg
ECONOMIC DIVERSITY &
SUSTAINABLE GROWTH

ENVIRONMENTAL
STEWARDSHIP

AFFORDABLE HOUSING

 Station Area Specific Plan

 Update of Tree Ordinances –

 Support Construction and

(Onboard consultant and
committees; launch the
engagement and planning
process)*

 Evaluate Enforcement Tools
for Illegal Vacation Rentals

 Review Expansion of

Permitted Uses in
Downtown Zoning Districts

 Request Presentation by

NOMAD on their work in
Activating the North
Downtown Commercial Area

Protection & List*

 Explore a Micro-Transit
Mobility Program*

 Expand Affordability for

Electricity Customers
through Super Off-Peak
Incentive & Load
Management Programs*
1. Pilot Off-Peak Energy
Rate Program

Leasing of Saggio Hills
Affordable Housing & 155
Dry Creek Affordable
Housing

INFRASTRUCTURE &
FACILITIES
PARKS / LANDSCAPING
STREETS / BIKES /
PEDESTRIAN


 Explore a Silent Second

Home Ownership Funding



 City Energy Sources and

Grove Street Neighborhood
Plan – Complete
Construction*

 Annual DEI Plan Update



Conduct Community Survey
to Inform the Transit
Demand and Use*



Create Artistic Enhancement
of Downtown Bike Parking
Areas Going Forward

WATER


Dry Creek Well Field Complete Construction
Drawings



Complete Sonoma Water
Purchase Agreement for
Additional Water

INFRASTRUCTURE



Council for a Constituent
Request System

 Hold Community

Complete March Avenue
Pavement Rehabilitation &
Enhanced Crossing @ Lupine
- Complete Construction*

Opportunities Report*

 Present Options to City

Healdsburg Avenue
Complete Street Project –
Begin Construction*



2. Expand & Simplify Timeof-Use (TOU) Participation

EFFECTIVE GOVERNANCE

Explore Flood Mitigation
Opportunities
Develop a Street
Maintenance Financial
Investment Plan

Legend:
* Project in the Climate
Mobilization Strategy

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Conversations in Every
District

PUBLIC HEALTH &
SAFETY
 Update City Council

Emergency Operations
Guide & Training

 Enhance Awareness of

Police Technology Tools

COMMUNITY
Item 5.a
SERVICES
POLICIES/PROGRAMS
 Send Updated Immigrant
Support Letter

 Develop a Financial Strategy for
the Community Services Fund
Including Spending Priorities

 Develop and Disseminate a

Community Childcare Directory

 Receive Information and

Consider Support of California
Cultural District Designation
Application

 Establish an “Artist of the Year”
Recognition Program

 Evaluate Alternatives to

Traditional Fireworks for
July 4, 2027

COMMUNITY FACILITIES


Abel De Luna Community Center
Multicultural Center- Continue
to Develop Funding &
Implementation Strategy

PARK / OPEN SPACE


Laura Fish Somersal Park
Development – Complete Design
& Begin Phase 1 Construction



Badger Park Redevelopment –
Complete Design & Begin Phase
1 Construction



Magical Bridge Playground –
Ongoing Support for Planning
and Design



Prepare Parks Capital Bond
Strategy



Enhance West Plaza Park with
SMART



Identify and Assess a Site for
Sand Volleyball Courts