HomeMy WebLinkAboutFin Final Citywide Proposed Budget for Fiscal Year 2020-2021 and Legal Spending Limit____________________________________________________________________________________
FOR CITY CLERK ONLY
Council Meeting: June 15, 2020
Disposition: Resolutions 14830 x 14831
Agenda Item No: 5.b
Meeting Date: June 15, 2020
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: Finance
Prepared by: Nadine Atieh Hade,
Finance Director
Bill Guerin,
Director of Public Works
Shibani Nag,
Director of Human Resources
City Manager Approval: ___________
TOPIC: FINAL CITYWIDE PROPOSED BUDGET FOR FISCAL YEAR 2020-2021 AND LEGAL
SPENDING LIMIT
SUBJECT: 1. RESOLUTION APPROVING THE CITYWIDE BUDGET AND CAPITAL
IMPROVEMENT PROGRAM FOR THE FISCAL YEAR 2020-2021 AND
PROVIDING FOR THE APPROPRIATIONS AND EXPENDITURE OF ALL
SUMS SET FORTH IN THE BUDGET IN THE AMOUNT OF $127,943,913;
2.RESOLUTION APPROVING FISCAL YEAR 2020-2021 GANN
APPROPRIATIONS LIMIT AT $143,208,909
RECOMMENDATION:
1. Adopt a resolution approving the FY 2020-21 operating budget and Three-Year Capital Improvement
Program.
2.Adopt a resolution approving the FY 2020-21 Gann Appropriations limit.
S UMMARY : This report presents the final proposed citywide budget for Fiscal Year (FY) 2020-21,
beginning July 1, 2020 and ending June 30, 2021. This item is the culmination of a process that included
a public discussion of the assumptions underlying the operating budget at the City Council Finance
Subcommittee meeting on May 12, 2020, and the City’s COVID-19 Economic Recovery Plan (CERP)
which was presented to the City Council on May 18, 2020. In addition, the preliminary Capital
Improvement Program was presented to the City Council Finance Subcommittee on April 14, 2020, and
subsequently to the City Council on May 18, 2020 for feedback and discussion. The final draft budget
and proposed staffing changes were presented and discussed at the City Council Finance Committee
meeting of June 9, 2020.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
For the FY 2020-21 budget, ongoing General Fund operational expenditures are supported by current
period revenues and use of emergency reserves, and the spending plans of all other funds are supported
by projected revenues and accumulated resources in their respective funds. Proposed appropriations
citywide total $127,943,913 and are within the legal spending limit.
This budget is different than others we have presented over the past several years as the financial
impacts of COVID-19 are substantial and have created a significant budget deficit for FY 2019-20, 2020-
21 and are expected to have a longer lasting impact. As a result of the massive revenue losses which
have been occurring since the pandemic and are projected to continue, the FY 2020-21 budget
represents a reduction in every department’s funding. Reductions City-wide amount to approximately
$6.7 million.
BACKGROUND:
This report will focus on the following:
1. Brief status of Fiscal Year 2019-20 budget performance
2. COVID-19 Economic Recovery Plan
3. Proposed operating and capital budget presented for all City funds for Fiscal Year 2020-21
4. Fiscal Year 2020-21 Appropriations Limit
BUDGET ACTION
The purpose of this report is to provide the City Council and community with the final proposed citywide
budget for FY 2020-21 which has been prepared for adoption based on the direction provided at earlier
public meetings.
The budget is both a spending plan for the City’s available financial resources and the legal authority for
City departments to spend these resources for public purposes. Through these resources, services are
provided to meet the needs of the community. The City Council and City staff respond to the community’s
needs in part through the budget, which is intended to balance not only revenues and costs, but also
community priorities.
Consistent with the direction provided by the City Council in May 2014, the additional one-quarter percent
sales tax revenues provided by Measure E, effective April 1, 2014 through March 31, 2034, are dedicated
to funding major construction and improvements to public safety facilities (also referred to as the San
Rafael Essential Facilities project).
“GANN” APPROPRIATIONS LIMIT
Article XIIIB of the California Constitution (enacted with the passage of Proposition 4 in 1979 – the Gann
initiative – with modifications under Proposition 111 passed in June 1990, and implemented by California
Government Code sections 7900, and following) provides the basis for the Gann appropriation limitation.
The City’s appropriation growth rate is limited to changes in population and either the change in California
per capita income or the change in the local assessment roll due to new, non-residential construction.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3
ANALYSIS:
UPDATE ON CURRENT BUDGET/FISCAL YEAR 2019-2020
General Fund
Revenues: The original FY 2019-20 budget, adopted on July 15, 2019, projected $80,282,912 in
revenues and in the Mid-year budget review (updated budget) presented on February 3, 2020, revenues
were increased by $200,000 for a projected balance of $80,482,912 based on the one-time unexpected
overperformance of sales tax. Current Revenues are projected to be $75,401,133, which is $5,081,780,
or 6.3% below the updated budget, based on activity through March which is the most up to date
information available from the State. This reduction is a result of the COVID-19 pandemic and resulting
economic shutdown which significantly reduced local economic activity and corresponding tax and fee
revenue to the City. Most notably, sales and use taxes are projected to be approximately $3.7 million
less than the updated FY 2019- 20 budget and Transit Occupancy tax about $800 thousand less than
the updated FY 2019-20 budget.
Expenditures: General Fund expenditures have also been significantly reduced based on strategic
measures taken by the City immediately following the COVID-19 public health crisis; expenditures are
currently projected to total $76,510,689 on June 30, 2020. This is a $2.8 million decrease from the
updated budget total of $79,311,813 and results mostly from salary, benefit, and retirement contributions
savings. These savings were achieved due to the following:
• Freezing all vacant positions,
• A one-time reduction in overtime expenses due to the COVID-19 pandemic because
public safety employees have not been taking vacation time and therefore no one has to
fill in their shift on overtime, and
• Several employees either resigned or retired towards the end of Fiscal Year 2019 and
during Fiscal Year 2020 whose positions were filled with PEPRA employees, which
substantially decreases the employer’s pension contribution expense.
After accounting for additional transfers to the Recreation fund as mentioned below and the budget deficit
which was anticipated before COVID-19, the General Fund is in a projected deficit position of $2.85
million for the fiscal year ending June 30, 2020. This loss will be absorbed by available one-time funds
from the prior year in addition to the cost saving measures noted above. Unfortunately, this is insufficient
to balance the budget, so staff regrettably recommends the use of emergency reserves.
General fund 6/30/2020
Projected net losses as of June 30, 2020 $ 2,854,029
Use of One-time funds available from prior years (2,132,487)
Use of emergency reserve funds (721,542)
Adjusted losses as of June 30, 2020 $ -
The use of $721,542 from the City’s emergency reserve fund reduces the reserve percentage to 9% of
originally budgeted expenditures. The General Fund Reserve Policy adopted on November 3, 2014 asks
for the reserve to be at a ten percent minimum.
Other Funds
The impacts of COVID-19 have caused a revenue strain on several of the City’s other funds such as the
General Plan Special Revenue Fund, the Gas Tax Fund, Child Care, and Recreation. At this point, most
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 4
funds continue to be self-sufficient by using available fund balance and/or putting a stop on non-essential
projects. However, due to starting the year with no available fund balance and with having to refund fees
for cancelled recreation programs while still utilizing staff for other operations such as disaster service
workers, the Recreation fund will need an additional transfer of approximately $300,000 from the General
Fund. The Recreation fund receives annual contribution of approximately $2 million each year dependent
on operations.
The evaluation of other funds will continue with the year-end close. Any required adjustments will be
presented to the City Council as part of the year-end update which staff will present to the City Council
in September.
COVID-19 Economic Recovery Plan
When the City Council reviewed the mid-year report for FY 2019-20 on February 3, 2020, nothing
indicated it would be an exceptional year and require a departure from the usual process. However, since
then, the world has been faced with a public health crisis brought on by COVID-19 that led to a shelter-
in-place order, which in turn shut down most economic activity world-wide.
On March 17, 2020, the City Council ratified the proclamation of a local state of emergency signed by the
City Manager on March 10, 2020. The City’s COVID-19 website can be found here. On May 4, 2020,
staff brought forward a report discussing the severe financial burdens this pandemic has created for the
City, the lost revenues, recommended actions to reduce expenses and increase revenues.
On May 18, 2020, after a collaborative process that included all City departments, a COVID-19 Economic
Recovery Plan (CERP) was presented to the City Council for consideration, feedback and acceptance of
the informational report. The purpose of the CERP is to communicate how the City plans to economically
recover from this public health and subsequent financial crisis.
In a typical year, staff would present the City’s Goals and Objectives for the next fiscal year along with
the proposed fiscal year budget. However, the CERP is currently serving as our goals and objectives,
which gives staff time to continue assessing the impact of COVID-19 on the City’s revenues. This
additional time will allow staff to evaluate the further expense reductions necessary, which informs if
additional reductions in services and/or staff are needed to maintain a balanced budget. Staff will have
the opportunity to work with the City Council and our community as these goals are developed and
consider such dynamic needs such as racial justice goals, pandemic and economic recovery goals, and
more.
PROPOSED FISCAL YEAR 2020-21 CITYWIDE BUDGET
HIGHLIGHTS
Citywide Budget: The total proposed FY2020-21 expenditure budget for the City is $147,750,690
(Exhibit I to the Budget Resolution). This sum reflects all funds and operations for the City,
including active capital projects. The Capital Improvement Program has planned expenditures of
$23 million for the year of which staff reports will be submitted for major projects. Appropriations
are supported by FY2020-21 revenue and other sources projected at $130,036,310 as well as by
fund balances retained from previous periods for capital projects.
General Fund Budget: The proposed General Fund expenditure budget comprises $81,581,228
for operations which includes reductions of approximately $6.7 million are supported by revenues,
transfers in, and reserves, projected at $79,398,300, resulting in a deficit before allocations of
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 5
$2,182,928. The deficit is planned to be absorbed by an additional allocation from the emergency
reserve of $2,182,928, as we recover from the COVID-19 pandemic and resulting economic shut-
down. (Exhibit II to the Budget Resolution).
State Budget Impacts: On May 14, 2020, Governor Gavin Newsom signed the May revision to
the FY 2020-21 state budget, which totals approximately $203 billion in spending. The May
revision saw nearly $20 billion pared down from the January proposal in light of the COVID-19
pandemic. City staff will look for any opportunities to pursue additional assistance and available
funding.
o Housing: The May Revision proposes to expend $331 for housing counseling and
mortgage assistance and renter legal aid and maintains the $500 million in low-income
housing state tax credits from the Governor’s previous budget in January. Significant
reversions of funding include $250 million in mixed-income development funds, $200
million in infill infrastructure grant funds, and $115 in other housing program funds.
o Homelessness: The May Revision proposes $750 million in federal funding to purchase
hotels and motels secured through Project Room Key, to be owned and operated by local
governments or non-profits providers.
o Transportation: Although fuel tax revenues used to fund transportation project are
expected to decline by $1.8 billion over the next five years, the May Revision maintains
planning and engineering staffing levels continue work on previously programmed projects
and support preparedness for stimulus funding.
o Emergency Preparedness and Response: The budget includes $127 million to enhance
the state’s capacity to respond to natural disasters, including wildfires. Of this total $38.2
million is proposed for the California Disaster Assistance Act to be used to repair, restore,
or replace public real property damaged or destroyed by a disaster. The California Public
Utilities Commission is set to receive $30 million in an effort to combat risk of utility-caused
wildfires.
o Environmental Quality: The Revision includes a cut to the climate catalyst fund, a four-
year $1 billion revolving loan program proposed in the January budget intended to seed
recycling, low-carbon transportation and climate-smart agriculture products. The revision
also eliminates the proposal of a Climate Resilience Bond that was previously included as
part of the January budget. The bond was meant to support investments over the next five
years to reduce specific climate risks across California through long-term investment in
natural and built infrastructure. Funding for the Natural Resources Agency and the
Environmental Protection Agency was largely preserved. The $965 million Cap and Trade
expenditure plan was also preserved, however, given the uncertainty surrounding
proceeds generated at auction due to the significant decrease in emissions, a pay-as-you-
go mechanism was established.
o Community Services: As may be expected, Community Services was the recipient of
numerous cuts or eliminations in the revised budget. The Department of Parks and
Recreation is facing $30 million in budget cuts in fiscal 2021-22 and after.
o Public Safety: To meet the immediate needs of local law enforcement training the May
Revision proposes to use $10 million to create a distance learning grant program, increase
the functionality of the Police Officer Standards and Training Learning Portal, and upgrade
previously produced and developed distance learning courses.
o COVID-19: $450 million in CARES act funding is proposed to be allocated to cities to be
used toward homelessness, public health, public safety, and other services to address the
COVID-19 pandemic. The State Senate and Assembly continue to release budget
proposal details to increase this amount. At this time, The City of San Rafael could receive
up to $600,000 of funding for qualified expenses. The State has allocated the funds that
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 6
cities are eligible for to counties, therefore the County of Marin will evaluate the City’s
reimbursement request and determine how much funding the City receives.
General Fund
The City’s General Fund accounts for most of the major services to residents and businesses (such as
police, fire suppression and prevention, planning, building, library, parks, streets, engineering, traffic
enforcement and management, and cultural programs). The General Fund operating-related
appropriations for FY 2020-21 total approximately $81.6 million. These appropriations comprise $79.6
million of operating expenditures and $2 million of transfers to Community Services in support of the
Recreation Fund.
The appropriations are supported by $75.5 million in projected revenues and $3.9 million of transfers
from other funds. The transfers include $1.1 million from the 2018 Lease Revenue Bond proceeds that
will be used to pay interest on the Bonds from the General Fund; $1.6 million reimbursement from Gas
Tax for support of street maintenance salaries; $0.7 million from the Employee Retirement internal
service fund for debt service on the outstanding pension obligation bonds; and $0.5 million from the
Parking Services Enterprise Fund for administrative support.
The following table (Figure 1) summarizes the detailed information provided in Exhibit II of the
Resolution (Attachment 2) and presents the proposed FY 2020-21 budget with a comparison to the
approved FY 2019-20 budget.
Revenues available for operations are projected to be $5 million, or 6.2% lower than those of the FY
2019-20 year. Most notably, property tax revenues increased by over 4%, or $861,000 while sales and
use tax, hit the hardest by the COVID-19 pandemic, decreased by over 15% or $5.2 million dollars.
Expenditures are projected to decrease by a net $1.8 million, or 2.4% over those of the FY 2019-20
approved budget. City-wide, departments actively worked to reduce expenses for the FY 2020-21
budget, while creatively working towards redesigning services to be able to deliver them more
efficiently. Decreases to the FY 2020-21 expense budget include approximately $700,000 in furloughs,
$1.4 million in frozen positions, $586,000 due to the Voluntary Retirement Separation Program, and
other reductions and transfers in of approximately $4 million.
As part of the reductions of $4 million, $1.2 million was transferred in to the General Fund from the Gas
Tax Fund to support salaries of those employees performing street and road maintenance and repairs.
This shows up as a resource which offsets the salary expense so the reduction in the expenditure line
is not visible, thus only showing a change from previous year of $1.8 million but represents a change of
$3 million. Additionally, the gross reductions of approximately $5.4 million were offset by expense
increases such as agreed to salary increases for certain bargaining units that extended their contract
prior to the COVID-19 events, an increase in the pension expense based on MCERA’s updated
contribution rates, one-time project costs of offset by grant revenues for Community Development, cost
of living increases for non-personnel expenditures and other operating expenses as part of doing
business.
Not only did the City have to balance the budget by using emergency reserve funds of $2.2 million, but
there are several City goals that remain unfunded. Most notably, building maintenance of city-owned
property, below ground infrastructure, general unfunded liability for pension and health, and new
initiatives.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 7
Figure 1
General Fund Approved FY
2019-20
Proposed FY
2020-21
$ change from
previous year
%
change
from
previous
year
Revenues $ 80,482,912 $ 75,483,680 $ (4,999,232) -6.2%
Transfers in 4,701,350 3,914,620
Total Resources $ 85,184,262 $ 79,398,300 $ (5,785,962) -6.8%
Expenditures $ 76,357,589 $ 74,557,667 $ (1,799,922) -2.4%
Debt Service 2,954,224 5,023,561 $ 2,069,337 70.0%
Transfers out – operating 2,059,439 2,000,000
Total Operating Uses $ 81,371,252 $ 81,581,228 $ 209,976 0.3%
Capital Transfers (Measure E
for Essential Public Facilities) $ 4,077,000 $ -
Net Loss before Allocations $ (263,990) $ (2,182,928)
Use of one-time funds 263,990 -
Net Loss After Use of One-
Time Funds $ - $ (2,182,928)
Use of emergency reserve funds - 2,182,928
Net Loss After Use of
Emergency Reserve $ - $ -
Revenue Trends and Assumptions:
Sales and Transaction & Use Tax:
In March, staff began analyzing the City’s financial situation based on the Shelter-in-Place Order. The
swift reaction by consumers and businesses to the COVID-19 public health crisis has caused a massive
decrease in spending of goods and services. Staff has been working with our financial consultant (HDL)
to better understand what to expect for sales and use tax revenue losses and assumptions on when we
can expect to see these revenues return to normal. HDL has advised the City that both sales and Measure
E tax projections will experience a recessionary impact from the Coronavirus pandemic. HDL’s
Consensus Forecast modeled sales tax impacts based on our analysis of previous recessions plus a
review of industry, economist, and news reports. HDL modified percentages to reflect the tax retailer
business base specifically for the City of San Rafael. Business-level sales tax data from the State
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 8
reflecting the first weeks of this crisis arrives at the end of May; however, data reflecting the April-June
impacts will not be available until August.
With the assistance of HDL, recurring sales tax revenues are estimated to fall from $21.8 million as
originally projected in the FY 2019-20 budget, to $18.7 million in FY 2020-21, a reduction of $3.1M. Sales
taxes account for about 25% of the City’s General Fund revenues.
Revenues from the Transactions & Use tax (Measure E), which applies to most local retail sales, are
estimated to fall from $12.2 million as originally projected in the FY 2019-20 budget, to $10.1 million in
FY 2020-21, a reduction of $2.1M. One-third of these funds are allocated to service debt related to the
2018 Lease Revenue Bonds. Measure E revenues account for about 13% of the City’s General Fund
revenues.
Property Tax:
Property taxes are one revenue stream that is projected to not be affected by the COVID-19 pandemic
in the coming year with a projected increase of 4.4% over prior year or $26.1 million. Property tax makes
up 35% of the City’s General Fund revenues.
Other General Fund Revenues:
Other revenues (including business tax, transient occupancy tax, development fees, permits, and
charges for services) are expected to experience a decrease of 6% when compared to the prior year’s
budget. These revenues account for 27% of the City’s General Fund revenues.
Expenditure Trends and Assumptions:
As detailed in the CERP and on page 6 of this report, The City’s immediate response to the economic
downturn was to implement a variety of measures to reduce expenses and City staff have also identified
additional cost-savings opportunities to be implemented over the coming months. The projected expense
reductions related to these measures include:
• Furloughs/Mandatory Time Off Work (MTO) for Non-Public Safety Employees - $700,000
• Voluntary Retirement Separation Program - $586,000
• 14 frozen positions - $1,400,000
• Additional department reductions to be implemented over the coming months -
$4,000,000
The projected expense reductions total $6,686,000 and all have been incorporated into the proposed FY
2020-21 budget.
The savings from furloughs, voluntary programs, and the 14 frozen positions have been confirmed and
department reductions of an additional $4 million are still needed and as mentioned above, have been
incorporated into the proposed FY 2020-21 budget. Staff continues to assess departmental reductions to
ensure they align with community needs, priorities, and programs to the best of our ability. Even with all
the cost reduction measures taken thus far, FY 2020-21 is still projected to have a deficit of $2.2 million,
which will need to be covered by using emergency reserves.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 9
While the recommended actions for this staff report do not include layoffs, further positions eliminations,
including layoffs may be brought forward for your consideration at subsequent Council meeting(s).
As the City continues its efforts in decreasing expenses, it continues to collaborate with the County and
all Marin cities and towns to evaluate opportunities for savings through partnerships, shared services,
and/or other consolidation efforts. See Attachment 3 for a listing of the City of San Rafael’s shared
services with other governmental agencies as of June 2020.
As noted on page 6, while several cost saving measures have been set in place, there are also new
expenses. Most notably, increases in compensation based on collective bargaining contract
commitments, an increase in the pension expense based on MCERA’s updated contribution rates, and
an increase in debt service as the Public Safety Center is expected to be placed in service sometime in
the fall. Pension expenses represent approximately 15% of total city-wide expenditures and
approximately 20% of general fund expenditures, or $16.3 million.
Capital Spending and Other Funds
Capital Improvement Program (CIP)
The CIP is a multi-year planning tool used to identify and implement the City’s capital needs over the
upcoming 3-year period: FY 2020-21 through FY 2021-23. The CIP document summarizes the City’s
planned capital and infrastructure improvement projects, including their funding sources, and prioritizes
projects after analysis and coordination with other City departments in order to ensure that all department
needs are represented. New to the CIP development process this year was the creation of a working
group consisting of staff from various City departments. The working group met to discuss proposed
projects and rank them based on the following criteria: 1) health/safety/liability; 2) priority initiatives/City
goals; 3) time sensitive funds; and 4) maintain/enhance functionality. Furthermore, these four criteria
were all weighted, with the category of health/safety/liability worth 35% of the overall points available.
The CIP is intended to provide a comprehensive three-year project list for the City’s known capital and
infrastructure needs.
The general categories within the CIP are as follows:
• City-Owned Properties: City facilities including buildings, parking garages and lots
• Drainage: Stormwater systems including roadway drainage and the City’s 12 stormwater pump
stations
• Parks: Park infrastructure and facilities including playgrounds, recreation equipment, and
restrooms
• Streets/Transportation: Roadway improvements including construction, resurfacing, and
maintenance of existing bicycle and pedestrian facilities including sidewalks and bike lanes.
• Transportation: Transportation projects are separated out from Streets/Transportation projects.
Transportation projects include traffic and signal improvements that increase traffic flow and
capacity, as well as any circulation improvements that expand bicycle/pedestrian thoroughfare
beyond the existing facilities in place. For example, new multi-use pathways and the expansion
of existing sidewalk.
On May 18, 2020, Public Works presented the preliminary three-year CIP for Fiscal Year (FY) 2020-21
through FY 2022-23 for discussion and review by the City Council. The purpose of this presentation was
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 10
to provide the community members and the City Council an opportunity to participate in reviewing and
sharing feedback relating to the CIP.
CIP Active Projects: Active projects are separated from the rest of the CIP project list since they are
fully funded with prior year funds, and construction or design may be fully underway. A total of 15
projects are listed as Active in the CIP, including:
• Essential Facilities: Public Safety Center
• Sea level rise vulnerability study
• San Quentin pump station reconstruction (design)
• Pickleweed Park and Schoen Park improvements
• Shoreline Park restroom
• Street resurfacing FY 2018-19
• NB 101 offramp-second right turn lane (design)
• Second and Third Street queue cutters
Major new projects identified in the FY 2020-21 to FY 2022-23 CIP include:
• Third Street Safety Improvements Project
• Francisco Blvd West Multi-use Pathway Phase II Project
• Schoen Park Modifications
• Canal Neighborhood Pedestrian Improvements
• Woodland Avenue Retaining Wall
• San Rafael High School Crosswalk Improvements
• Southern Heights Blvd at Courtright Rd Retaining Wall
• Park and Recreation Master Plan
• Fifth Avenue and Garden Parking Lot Resurfacing
• City Hall Council Chambers Accessibility and Security Improvements
There are currently twelve major annual funding sources for the CIP:
Figure 2
Fund # Fund Name Description
205 Stormwater
Fund
Established to fund stormwater maintenance, programs, and
improvements throughout the City. Fund #205 receives annual revenues
from the City’s Stormwater Activity fee (Municipal Code Chapter 9.40).
206 Gas Tax;
Measure AA;
Senate Bill 1
Funds
The Gas Tax is revenue collected and subsequently distributed by the State
of California based on a percentage tax on each gallon of gas purchased in
San Rafael. Gas Tax may be used for capital projects or maintenance on local
streets, roads, traffic, and bicycle/pedestrian facilities. Additionally, local
sales tax, passed by
voters in 2018 as Measure AA, contributes to a portion of this fund for
roadway improvement projects.
208 Childcare Fund Projects identified in the CIP as utilizing Childcare Funds are restricted to
facility improvements at the City’s childcare centers.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 11
235 Baypoint
Lagoon
Assessment
District
The Baypoint Lagoons Lighting and Landscape District was formed to protect
and enhance wildlife habitat and water quality in Baypoint (Spinnaker) Lagoon
and the adjacent diked salt marsh.
236 Loch Lomond
Assessment
District
The Loch Lomond (Melo‐Roos) Assessment District was established in 1992
to pay for the repair and maintenance of the stormwater
system infrastructure in the District.
240 Parkland
Dedication
This fund was established to account for long‐term developer deposits
used to acquire and increase capacity of the City’s park
infrastructure.
241 Measure A Measure A is a nine‐year ¼ percent transactions and use tax managed by the
County of Marin. The tax is restricted to care for parks and open spaces. The
Department of Library and Recreation, in consultation with the Parks and
Recreation Commission, provides input each year as to which parks projects
should be prioritized to receive Measure A funding.
246 Traffic
Mitigation Fee
Traffic Mitigation Fees are an impact fee charged to a developer in
connection with the approval of a private land development project with the
purpose of offsetting or subsidizing public improvements
made necessary by the private development. The City utilizes Traffic
Mitigation Fees for circulation‐related projects identified in the General Plan.
420 Measure E Measure E was passed by San Rafael voters in November 2013 extending an
existing 0.5% sales tax for 20 years and adding 0.25% (25 cents on a $100
purchase). In February 2014, the City Council directed staff to set aside the
revenues from the added quarter percent to fund public safety facilities
improvements.
501 Parking
Services
Projects identified in the CIP as utilizing Parking Services Funds are restricted
to parking‐related projects, including maintenance and
upgrades at City parking garages and parking lots.
603 Building
Maintenance
The Building Maintenance Fund supports routine maintenance and capital
projects associated with the City’s buildings, parks and other facilities. The
Building Maintenance Fund is an internal revenue fund, which means
General Fund monies are the sole source of revenue.
Grants
(various)
The City actively seeks grant funding for capital projects and programs. Grant
funding is available from regional, state, and federal agencies for safety,
transportation, emergency response, and other types of projects.
While several CIP projects are grant‐funded, most are not and are paid for through Funds 205
(Stormwater), 206 (Gas Tax), 246 (Traffic Mitigation), and 603 (Building Maintenance). Within each fund
type is an Operating Budget which consists of expenses related to maintenance of infrastructure,
equipment purchasing, miscellaneous contractual services, Annual Programs, and other non‐project
related work. Additionally, after deducting the Operating Budget from the total available funding in each
fund type, staff allocated a 15‐percent contingency of the remaining funds to provide a buffer for
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 12
unanticipated expenses which may arise mid‐year.
The public health state of emergency due to the COVID‐19 pandemic has created severe financial
burdens for the City, its residents and businesses. Inevitably, this economic downturn is resulting in a
dramatic reduction of the City’s revenues, impacting CIP funding revenues in Funds 206 (Gas Tax), 208
(Childcare), 241 (Measure A‐Parks), and 501 (Parking Services). The proposed projects in this year’s
CIP represent those projects staff can deliver based on revenue assumptions at this time, including
known projected reductions. Staff plan to track revenues throughout the fiscal year to determine if
additional reductions in project budgets are necessary.
As has been noted in prior year CIPs, the long-term capital and infrastructure improvement needs for
City-owned property, parks, and drainage far exceed the available revenues each year. Therefore, a
considerable number of projects are identif ied as real capital and infrastructure needs (and maintained
on the CIP project list) but are categorized as “Unfunded”.
Historically, staff transfers $400,000 each year from the Gas Tax to the General Fund to support
personnel related costs of Streets Maintenance staff, which we propose to do again this year. Personnel
costs of employees performing street and road maintenance and repairs total over $2M annually in the
General Fund and are an allowable use of State gas tax monies. Due to the economic uncertainty caused
by the COVID-19 virus and need for additional General Fund support, staff propose an additional one-
time transfer of $1,246,000 to the General Fund to more fully support personnel costs for street
maintenance crews supporting Gas Tax projects above and beyond the annual $400,000 contribution.
The complete, final draft of the CIP is attached to this report (Attachment 3).
Capital Project Funds
These funds are dedicated to the tracking and reporting of capital projects. The most significant capital
project activity is the Public Safety Essential Facilities program, for which there are active projects
associated with the construction of the new Public Safety Center and the rehabilitation of Fire Stations
54 and 55. This project has been funded from the following sources: (1) direct use of designated Measure
E general tax funds; (2) Lease Revenue Bonds, Series 2018, which will be repaid from designated
Measure E general tax funds; and (3) allocations from the paramedic tax used to fund capital projects. In
FY 2020-21, the City expects to spend approximately $8.4 million in construction costs in support of this
program’s completion.
Special Revenue and Grant Funds
These funds have restricted uses, based on their respective sources. One significant fund in this group
is the Emergency Medical Services/Paramedic Fund (EMS), which was presented to the City Council on
June 1, 2020. The fund has planned expenditures of $8.1 million for the upcoming fiscal year, of which
$5.1 million, or 63%, comes from the Paramedic Tax. The balance of the funding of this activity comes
primarily from third-party recovery for emergency medical response and transport services. The spending
plan requires no change in the level of support from taxpayers in San Rafael, County Services Area #13,
and County Services Area #19, and Marinwood Community Services District.
The EMS fund is projected to retain $814,298 in unallocated fund balance on June 30, 2021. This balance
serves as an operational reserve equal to ten percent of expenditures. Funds not needed for the
operations reserve are used to fund capital improvements that directly support the delivery of emergency
medical transport services (e.g., Phase II essential public facilities projects, such as Fire Stations 54 and
55).
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 13
The City’s Cannabis Business Tax is also reported in a special revenue fund. San Rafael has several
licensees in active commerce. The City anticipates the receipt of $300,000 in excise tax revenues for
the FY 2020-21 year in which the fund will incur $300,000 in qualifying expenses. The program is
expected to generate revenues of approximately $375,000 as it is forecasted to generate associated
sales tax and licensing fees of $75,000 received by the general fund.
The Measure A Open Space Program is in its eighth year. Funding for this activity is primarily provided
by a nine-year, county-wide sales tax that is managed by the County of Marin, with the City providing
discretionary contributions as needed. The focus for FY 2020-21, for which $365.5 thousand in revenues
is projected, remains on park capital improvements and open-space enjoyment and safety. The FY 2020-
21 Measure A – Open Space Workplan was presented and approved separately at the City Council
meeting of May 18, 2020.
Measure D, the successor Library parcel tax to Measure C, is entering its fourth year. This special
revenue source has successfully expanded service levels, relative to those established under Measure C
(previous Library parcel tax). The purpose of the tax is to “augment the capacity of the City of San Rafael
to provide quality library services to its residents.” Measure D provides for expanded book and periodical
purchases, including e-books; funds events and classes for all ages, and provides for supplementary
technology supplies. Capital reserves were established under Measure C (previous Library parcel tax)
for facility-related uses.
The Recreation and Childcare Funds are anticipating spending plans of $3.9 million and $4.7 million,
respectively. As a result of the financial burden caused by COVID-19, is assumed these programs will
come in under budget in both revenues and expenses. As this point, the target is moving too rapidly for
staff to make an accurate prediction on either. Staff will be updating Council on the activity of these funds
over the next several months.
Voter approved Measure C, will fund the Marin Could Wildfire Prevention Authority for ten years, starting
with its first full year of operations in FY 2020-2021. An estimated $4.56 million will be allocated to the
City of San Rafael annually. This funding cannot be supplanted with current and ongoing expenditures
used for wildfire prevention and this funding will be used to provide new, improved, and expediated
services for the prevention of wildfire. During the first year of operations, while the tax is being collected
and distributed to each agency, the City will dry fund approximately $900,000 to support coordinated
wildfire prevention including early detection, warning and alerts; reducing vegetation; ensuring defensible
space around homes, neighborhoods and critical infrastructure; and improving disaster evacuation
routes/procedures.
Other significant funds in this category include Gas Tax and Storm Water Funds. The spending plans for
these funds were developed in conjunction with the Capital Improvement Program described previously.
Parking Fund
The Parking Fund is a self-sustaining enterprise fund whose revenues are dedicated to parking services.
Currently, parking operations are funded via parking fees and fines, and fund balance is the only resource
with which to cover capital improvements. The parking structures and lots have deferred maintenance
issues that will need to be addressed in the coming years. In 2014, the Public Works Department engaged
an engineering firm to evaluate current conditions of the garage structures and provide recommendations
for repair and maintenance items. The study determined that the four city-owned structures (3rd/Lootens,
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 14
3rd/A, 3rd/C, 5th/C parking structures) require significant structural repairs due to deferred maintenance.
The FY 2020-21 operating budget for this fund is $5.1 million, inclusive of operating transfers.
Internal Service Funds and Capital Replacement Funds
These funds are used to manage services that are delivered within the organization. For example,
computer replacement, employee benefits, workers compensation, general liability and vehicle
replacement are funded via internal charges to the funds that utilize these respective services. These
funds have sufficient resources to support services for FY 2020-21. The technology internal service fund
and capital replacement funds remain underfunded with respect to the City’s anticipated long-term needs.
Successor Agency
Prior to the state-initiated dissolution of the Redevelopment Agency in January 2012, the City Council
met as the Redevelopment Agency and approved its annual budget as part of the citywide budget
process. Under the current legislation, the Successor Agency is not required to prepare an annual budget.
Funding for the Successor Agency follows a different process specified in the new law: funding must be
approved by the Successor Agency’s Oversight Board and the California Department of Finance for six-
month periods. The economic development-related functions of the former Redevelopment Agency have
been fully transferred to the City Manager’s Office. The San Rafael Successor Agency Oversight Board
has approved allowable administrative expenses of $144,000 in FY 2020-21 for City staff time and other
costs associated with the dissolution of the former Redevelopment Agency, although this amount is
expected to be reduced, and eventually eliminated, in future years. The Successor Agency reimburses
the General Fund $190,443 per year under a repayment plan for the unfunded pension obligations of
former Redevelopment Agency employees.
Status of Pension Funding
The City’s Pension Funding Policy requires that the Finance Director and City Manager report on the
status of pension funding as part of the annual budget adoption process.
The most recent pension actuarial valuation was prepared as of June 30, 2019 and approved by the
MCERA Board on February 4, 2020. This valuation was used to determine the contribution rates for
FY 2020-21. The composite rate for the City of San Rafael will be 60.77 percent, a 6 percent increase
from the current rate of 57.67 percent. The budgeted pension contribution for FY 2020-21 provides full
funding for the required contribution. The valuation also reported an unfunded actuarial liability of $137.2
million for the City, representing a funded ratio of 77.3%.
MCERA’s investment target (discount rate) is 7.00%. The City has dedicated a portion of its employee
retirement reserve to buffer the impact of unexpected increases. This reserve, which currently totals
$2.7 million, is also used to accumulate payments for debt service on the $4.5 million pension obligation
bonds issued in 2010; and for optional, supplementary payments to MCERA.
Status of Other Postemployment Benefit (OPEB) Funding (Retiree Healthcare)
The City’s OPEB Funding Policy was adopted on September 18, 2017. The Policy cites the City’s goal
of fully funding the Actuarially Determined Contribution (ADC) each year. The budgeted OPEB
contribution for FY 2019-20 provides full funding for the required contribution. The contribution is based
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 15
on an investment target (discount rate) of 6.75%. The most recent actuarial valuation, as of June 30,
2019, reports $21.8 million in plan assets offset by $48.3 million in actuarially accrued liabilities, leaving
an unfunded actuarial liability of $26.5 million. The City’s ADC for FY 2020-21 is $3.0 million.
Citywide Summary
The following table summarizes the appropriations found in Exhibit I of the Resolution (Attachment 2),
which provides the schedule of consolidated fund activities for FY 2020-21:
Figure 3
The funds listed in Figure 3 below, except for the General Fund, are all restricted in nature based on the
explanations starting at page 9 of this report.
Fund
Projected
Balance July 1,
2020
Sources
(Revenues and
Transfers)
Uses
(Expenditures
and Transfers)
Projected
Balance June 30,
2021
General Fund $ (721,542) $ 79,398,300 $ 81,581,228 $ (2,904,470)
General Plan 1,359,111 776,956 1,464,130 671,937
Special Revenue/Grant/Trust 16,279,889 27,484,518 32,877,061 10,887,346
Enterprise (Parking) 2,079,136 5,076,525 5,072,452 2,083,209
Internal Service/Capital
Replacement 8,444,373 16,657,617 17,238,594 7,863,396
Assessment Districts 474,033 - - 474,033
Misc Capital Project Funds 11,380,954 642,394 9,517,225 2,506,123
Adj for ISF Charges/Transfers - (19,806,777) (19,806,777) -
Total City-Wide Totals $ 39,295,954 $ 110,229,533 $ 127,943,913 $ 21,581,574
Under the proposed FY 2020-21 budget, all funds other than the General Fund are projected to have a
positive fund balance as of July 1, 2020, as well as at June 30, 2021.
General Fund Balance and Reserves
As of July 1, 2020, the General Fund is projected to have a negative fund balance of $721,542 after
exhausting all one-time funds available from prior years. Similarly, with projected losses of approximately
$2.2 million for FY 2020-21, the cumulative general fund negative balance is $2,904,470 as of June 30,
2021.
General fund Net needs
Projected net needs as of June 30, 2020 $ (721,542)
Projected net needs as of June 30, 2021 (2,182,928)
Cumulative net needs through June 30, 2021 $ (2,904,470)
Use of emergency reserve funds through June 30, 2021 $ 2,904,470
To date, General Fund Emergency Reserves are $7.9 million. Staff propose allocating $2,904,470 of
emergency reserves to address the general fund deficit spanning both fiscal years. If approved, this will
leave a balance of $4,995,530 million, or 6.3% of General Fund budgeted expenditures.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 16
When the CERP was presented on May 18th, $3.6 of emergency reserves was estimated at that time for
what would be needed to fund the budget deficits. Fortunately, the combination of an unexpected
increase in ERAF payments from the State and a reduction in projected overtime costs in FY 2019-20,
resulted in a reduction in the amount of emergency reserves needed at this time.
GANN APPROPRIATIONS LIMIT
The Appropriations Limit for each year is based on the prior year Appropriations Limit, adjusted by factors
that incorporate changes in cost of living and population. For FY 2020-21, the City is using a 3.73 percent
increase in California’s per capita personal income from January 1, 2019 to January 1, 2020 (this figure
is provided by the California Department of Finance). For the change in population, the City is using
negative 0.60 percent – representing the change in population for Marin County, which is higher than
San Rafael’s figure of negative 0.66 percent for the period January 1, 2019 to January 1, 2020 (provided
by the State of California Department of Finance).
The attached resolution (Attachment 5) establishes the new Appropriations Limit for FY 2020-21, which
has been calculated to be $143,208,909 (Exhibit A to the resolution). The actual budget subject to the
limitation excludes self-supporting funds, capital improvement funds, capital outlay grant funds, and
specific exclusions such as the Gas Tax Fund. The FY 2020-21 appropriations subject to the GANN Limit
is $73,554,079 (Exhibit B to the resolution). Therefore, the portion of the City’s budget appropriation that
is restricted by the GANN limit is $69,654,830 under the legal limit.
STAFFING
Fiscal Year 2019-20
The City’s current approved level of staffing for FY 2019-20 is 405.23 FTE (full-time equivalent), which is
9 percent below the peak of 445 FTE that was supported in FY 2007-08. The erosion of staffing levels
has significantly reduced the City’s organizational capacity and impedes the City’s ability to proactively
manage emerging issues, or to insure consistent continuity of services. The management team has
considered the impact of the severe restructuring on the City’s ability to effectively and sustainably deliver
services upon which the residents depend and continues to explore and implement strategies to fulfill the
community’s expectations.
During FY 2019-20, the Police Department identified a need to support the community by adding two
positions to the department:
1. School Resource Officer (fully grant funded)
2. Open Space Ranger (fully funded by Measure C)
1. School Resource Officer. To support the cost of the School Resource Officer position, the
City’s Police Department entered into discussions with the San Rafael City School
Superintendent (SRCS) to explore funding sources and identified a grant option supported
by State funding. The application for this three-year grant was submitted, and accepted,
thereby enabling the City to move forward with recruitment efforts for this School Resource
Officer position. The grant amount for the first year is $175,515, followed by $179,025 and
$188,066 for the next two years. Prior to the grant expiring, the SRCS plans to apply for a
grant renewal for an additional two years. If the grant is unable to be extended, or the
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 17
department cannot pay for the ongoing costs, the position may be eliminated in the future.
Therefore, there is no current, or ongoing fiscal impact for this new position.
2. Open Space Ranger. In March 2020, voters passed Measure C, the Marin Wildfire
Prevention Measure. As a member of the Marin Wildfire Prevention Authority, the City is
entitled to use proceeds from the tax for new eligible activities and services. The annual cost
of the Open Space Ranger position is approximately $176,248 per year, which is supported
by Measure C proceeds.
Lastly, staff recommends a reduction of 1.5 FTE as part of the proposed changes to the City’s staffing
levels for FY 2019-20. These are the elimination of a .80 FTE fixed term Evidence Technician for the
police department and a 0.70 FTE Network Support Technician in Digital Services and Open
Government.
In summary, the FY 2019-20 personnel proposal ends with 405.73 full-time employees, which is an
increase of 0.5 FTE with no additive fiscal impact. This recommended proposal of 405.73 FTE will roll
into FY 2020-21.
Fiscal Year 2020-21
For FY 2020-21, all departments are focused on finding ways to maximize the capacity of our current
staff by re-examining the way that our teams are currently organized, and by creatively implementing
process improvements cross departmentally. This is especially important as 14 vacant positions have
been frozen and an additional 11 positions were approved as part of the Voluntary Retirement
Separation Program.
The City accepted 11 early retirement applications, which resulted in a net savings of approximately
$586,000. This estimate assumes that all applicants do not revoke their interest within the revocation
period available to them, which will end on July 27th, 2020. The Police Sergeant and Police Call Taker
are deemed essential due to their public safety affiliation and will be rehired at a lower total
compensation amount because they are PEPRA employees replacing Classic employees, therefore
there will still be associated savings.
The final list of accepted applications corresponds to the positions listed below:
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 18
Furloughs
The City’s labor negotiations team also implemented a city-wide mandatory furlough, as described in
the non-public safety collective bargaining agreements. represented and unrepresented groups will be
participating in this mandatory furlough starting the new fiscal year. By bargaining group, the
percentage of wage reductions for FY 2020-21 will be as follows:
1. WCE Bargaining Group – 3%
2. Local 1 Confidential Bargaining Group – 3%
3. SEIU Bargaining Group – 5%
4. Unrepresented Groups – 5%
5. City Council – 5%
The total anticipated savings for the city-wide mandatory furloughs is approximately $700,000. The total
anticipated savings for both the Voluntary and Mandatory Programs is approximately $1,286,000.
The history and detail for the 405.73 FTE/positions being proposed for FY 2020-21 are presented in
Exhibit III of the resolution (Attachment 2). Accompanying Exhibit III are the salary schedules for all
bargaining groups which have been updated to reflect their respective compensation increases if any
and all agreed upon furlough percentage decreases. However, it is important to note that of the
authorized positions of 405.73 FTE, 23 are to remain unfunded unless it can be substantiated the position
is essential or there are additional funds to cover it, leaving the City with a workforce of 382.73 FTE.
FISCAL IMPACT: By approving the resolutions as presented, the City Council is authorizing the levels
of expenditures, within funds, for FY 2020-21. The proposed budgets reflect all assumptions outlined and
incorporate direction received from the City Council and City Council Finance Subcommittee. The City is
also adopting the GANN Appropriations Limit which confirms that the budgeted expenditures are within
legal limits.
The FY 2020-21 Budget Resolution also provides for the “roll-over” of unspent capital project funds from
FY 2019-20 for projects that will not be completed by June 30, 2020. Capital project spending occurs
each year by appropriating accumulated funds (e.g., gas tax, traffic mitigation, etc.), in addition to new
revenue sources. By carrying over the unspent portion of a project’s budget into the subsequent year,
capital project budget performance is easier to track because the same budget authority is not duplicated
for unspent funds. This also makes it easier to match budgeted and actual expenditures.
Similarly, the budget resolution (Attachment 2) provides for the “roll-over” of active purchase orders that
will not be completed by year-end. This provides for operational continuity and avoids having to re-budget
expenditures that were previously authorized.
OPTIONS: The City Council can choose to either:
(1) Accept the report, recommendations and resolutions as presented; or
(2) Make modifications to the recommendations and/or resolutions.
RECOMMENDATION: Accept the report and:
1. Adopt the Resolution Approving the Citywide Budget and Capital Improvement Program for
the Fiscal Year 2020-2021 and Providing for the Appropriations and Expenditure of All Sums
Set Forth in the Budget
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 19
2. Adopt the Resolution Approving Fiscal Year 2020-2021 Gann Appropriations
ATTACHMENTS:
1. COVID-19 Economic Recovery Plan
2. Resolution Approving the Citywide Budget and Capital Improvement Program for the Fiscal
Year 2020-2021 and Providing for the Appropriations and Expenditure of All Sums Set Forth in
the Budget, and Exhibits I, II, III (Budget and Personnel Actions)
3. Shared Services with Other Governmental Agencies
4. Capital Improvement Program: FY 2020-21 through 2022-23
5. Resolution Approving Fiscal Year 2020-2021 Gann Appropriations Limit, and Exhibits A and B
Cover Page
Attachment 1. – COVID-19 Economic Recovery Plan
SAN RAFAEL ISRESILIENT
PURPOSE
The goal of the COVID-19 Economic Recovery Plan (CERP) is to
communicate to San Rafael’s residents, businesses, elected officials, and
the City workforce how the City plans to economically recover from
this public health and subsequent financial crisis. We must respond with
urgency to preserve the vitality of our City and remain resilient during
these unprecedented times by controlling costs and finding innovative
ways to create new revenues.
This CERP describes the strategies the City has already taken to address
the economic impacts of the COVID-19 Shelter in Place (SIP) orders on
the City of San Rafael, both as a provider of critical government services
and as a community. Additionally, it forecasts additional strategies to
reduce expenses, increase revenues, and enhance the economic vitality of
our City.
The CERP also outlines our work plan to reopen and reinvigorate local
businesses and the economy of San Rafael.
EMERGENCY MANAGEMENT
RESPONSE TO COVID-19
To better coordinate our response to COVID-19 and the SIP orders, the
City of San Rafael has been operating our remote Emergency Operations
Center (EOC) since the proclamation of a Local State of Emergency on
March 10, 2020. Through the EOC, City staff has been managing the
logistical and operational activities behind the City’s response to the
pandemic, including public information communications, supporting non-
profits and local businesses, and maintaining a continuity of government
through innovative digital solutions in the face of disaster. The City has
a dedicated section of the City website for resources and the latest
information on COVID-19. Throughout the crisis, the City’s public safety
first responders have been there for all of us responding to calls and
serving as the City’s front line of defense against COVID-19. SAN R AFA
E
L
THE
C
ITY WI T H A M ISSIONCOVID-19
ECONOMIC
RECOVERY PLAN JUNE 2020
SAN RAFAEL COVID-19 ECONOMIC RECOVERY PLAN - JUNE 2020 1
EXAMPLES OF SAN RAFAEL EMERGENCY
OPERATIONS CENTER (EOC) EFFORTS TO DATE
Emergency Childcare Program
for Essential Workers
Early in the crisis the City of San Rafael’s Library and Recreation Department
began providing popup childcare for healthcare workers, first responders,
disaster service workers, and other essential workers working or living in the
county while classroom instruction is suspended. All childcare centers are
following social distancing, sanitation, and hygiene guidelines.
Support for Local Businesses
The City has partnered with the County of Marin, Chamber of Commerce,
BID, and others to create a San Rafael Small Business COVID-19 Disaster
Relief Fund to help businesses struggling to maintain cash flow and financial
solvency during these unprecedented times. To date, over $200,000 has
been raised and over 280 grant applications were submitted. The City has
also assisted businesses to interpret the Federal CARES Act and Payroll
Protection Program (PPP), provided financial and legislative advocacy,
maintained a directory of open businesses on the website and is playing a
leadership role in the Marin Recovers reopening plan.
COVID-19 Testing and Surge Planning
The City of San Rafael Office of Emergency Services and Fire Department
have worked in coordination with the County of Marin Health and Human
Services in the setup of drive-thru COVID-19 testing facilities and surge
planning for potential increases in patient volume.
Assistance for Our Vulnerable Communities
Staff has worked in coordination with local service providers to set up
food distribution and local lodging providers to provide shelter for people
who were experiencing homelessness and who are medically vulnerable
or required to be in quarantine due to exposure to COVID-19. The City
has also supported food banks, blood drives, and have even turned book
drops into face covering donation sites. A Neighbor to Neighbor Toolkit
was created to harness the superpower of neighbors helping neighbors to
get through these difficult times together.
Online Access to City Services
City staff has developed remote access to City services including a Virtual
Recreation Center and an Online Library where you can participate in
online story times, workshops, and live chat, or get books delivered to your
doorstep. Many services are now being offered online such as remote access
to building and planning permit applications.
Equitable Access to Information and Services
Staff has also worked in coordination with the County of Marin and San
Rafael School District to expand internet access to students and families with
limited or no access. The City has developed stronger translation services for
public information to ensure public safety messaging is reaching as much of
our community as possible, including regular informational videos in English
and Spanish.
SAN RAFAEL COVID-19 ECONOMIC RECOVERY PLAN - JUNE 2020 2
BUDGET AND FISCAL
IMPACTS OF COVID-19
In addition to the health impacts of COVID-19, the restrictions put into
place through the public health order have taken an unprecedented toll
on our federal, state, and local economy. Economists are predicting cities
such as San Rafael who are heavily reliant on sales tax, transaction and
use tax (TUT), and transient occupancy tax (TOT) will endure the hardest
financial hit.
As of April 30, it is preliminarily projected that over the next 16
months, the City will experience reductions in revenue in the range of
approximately $11,790,000, which is 14% of the City’s General Fund
budget. The breakdown of this financial hit is as follows: 71% of the
revenue reductions are due to loss of sales and TUT, 10% is attributed to
TOT, 6% is attributed to business licenses and the remaining 13% is an
accumulation of several smaller revenue generating sources.
While the fiscal year 2019-20 general fund budget for operating expenses
was more than $80 million, approximately $43 million or more than
53% was for the funding of public safety operations. Although staff is
recommending reductions to these operations, the majority is planned to
come from the non-public safety operating budget. Theoretically, if staff
was asked to make cuts of $12 million solely in non-public safety areas, it
would take closing down the libraries, eliminating all recreation activities,
cutting community development services and we still would not get to the
target amount.
The economic impacts of the pandemic and shelter in place orders have a
direct negative impact on our local businesses and the revenues used to
operate our city. To meet our financial challenges, the City is taking steps
that will create a balanced budget for fiscal year 2020-21 in line with
the City Council’s goals and strategies. Budget development is guided by
tenets such as:
• Continually assess and improve efficiency in the delivery of services.
• Manage the size and compensation of the workforce to best deliver
services given our current and anticipated financial realities.
• Seek additional revenues from all sources to meet the community’s
expectations of a high level of service.
• Collaborate with other Marin governmental agencies to consider
partnerships and/or regionalized services to leverage resources and
improve efficiency.
REVENUE ITEM % LOSS FY 19/20 FY 20/21 TOTAL
LOSSES
Sales/Transaction & Use Tax 71%$4,930,000 $3,440,00 $8,370,000
Transient Occupancy Tax 10%$860,000 $290,000 $1,150,000
Business Licenses 6%$240,000 $500,000 $740,000
Permitting/Franchise/Investment Earnings 13%$1,120,000 $410,000 $1,530,000
Projected Revenue Losses as of 4/30/2020 $7,150,000 $4,640,000 $11,790,000
REVENUE LOSS ESTIMATES
PROJECTED REDUCTION
OVER THE NEXT 16 MONTHS
$11,790,000
THAT’S ROUGHLY...
$24,194,338
1/2 of our Police Department
General Fund Budget for one year
$18,925,306
2/3 of our Fire Department
General Fund Budget for one year.
$12,021,259
Our entire Department of Public Works
General Fund Budget for one year.
SAN RAFAEL COVID-19 ECONOMIC RECOVERY PLAN - JUNE 2020 3
There are a number of efforts and programs that will be necessary
to reduce expenses and increase revenues. In an effort to meet the
revenue loss estimates, the below table lists current and potential future
actions. A hiring freeze has already been instituted which would result in
approximately $1.4 million in savings annually. The City Council approved
a mandatory furlough program for non-safety employees which is
expected to save approximately $700,000 for the year. This would reduce
non-public safety compensation by 5%.
The City Council also approved a Voluntary Retirement Separation
Program which will result in on-going salary and benefit savings to
the City by not filling the vacant positions or restructuring around the
vacancies. This program is expected to yield approximately $600,000
but it is completely dependent upon the number of applications and
selections.
The Council additionally approved a Voluntary Work Hours Reduction
Program. This program will depend upon the number and position of the
employees participating and would lower that employee’s base annual
pay for a period of time.
These measures will significantly help to address the projected General
Fund deficit, however additional efforts will be needed including using
one-time funds available from the prior year and use of the City’s
Emergency Reserve.
Following the Great Recession, the City has been able to build its
Emergency Reserves from less than 3% to meet its policy of 10%. While
a reserve figure of 15% or 20% would be optimal, the below chart
illustrates reducing our reserve by a total of 5% (bringing it to 5%)
through Fiscal Year 20/21. Even with these reductions, an additional $4.2
million could be needed to meet the estimated revenue losses on the
prior page. These additional budget reductions will significantly add to
the negative impacts on city services, such as described on pages six and
seven.
COST CUTTING MEASURES FOR
FY 19/20 & FY 20/21 AMOUNT
Hiring Freeze for non-public safety employees $1,420,000
Furloughs for non-public safety employees $700,000
Voluntary retirement separation program $600,000
One-time funds available from prior year $1,104,000
Emergency Reserve up to 2.5% per year for 2 years $3,766,000
Additional budget reductions $4,200,000
Estimated Sources to Fund Projected Deficit $11,790,000
EXPENSE REDUCTION RECOMMENDATIONS
SAN RAFAEL COVID-19 ECONOMIC RECOVERY PLAN - JUNE 2020 4
Sales and TUT
TOT
Multiple smaller
revenue sources
Business Licenses
Projected Revenue Reductions
Totaling approximately $11,790,000 over the
next 16 months
RECOVERY STRATEGIES
The City’s immediate response to the economic downturn was to
implement a variety of measures to reduce expenses and City staff have
also identified additional cost-savings opportunities to be implemented
over the coming months. We will continue to monitor the impacts of
revenue and expenses and make additional recommendations for the City
Council’s consideration as the situation evolves.
Actions Taken:
• Implemented a hiring freeze for non-essential positions.
• Left 14 positions vacant since March and all new, non-
essential vacancies will remain unfilled.
• Halted all non-essential/discretionary spending and
projects.
• Eliminated planned cost of living compensation
increases for executives, management and bargaining
units without closed contracts for fiscal year 2020-21.
• Offered a Voluntary Retirement Separation Program
that provides an incentive to encourage employees to
retire earlier than they would otherwise.
• Offered a Voluntary Work Hours Reduction Program
which allows employees to voluntarily take time off work
without pay.
• Actively seeking COVID-19 related state and/or federal
financial assistance through the support of our local
legislators.
• Implement a Mandatory Time Off Work (MTO)/Furlough
Program for non-public safety employees which is a 5%
pay reduction. (in progress)
• Focus on re-opening the local economy and enhancing
efforts on business attraction and retention during the
recovery process to support businesses and increase
revenues. (in progress)
• Continue to pursue any federal stimulus funding made
available to local governments and other grants that
can provide resources for projects and other one-time
needs. (in progress)
• Finalize the fiscal year 2020-21 budget including
reducing the Emergency Reserve to 5%, if needed,
as well as implementing additional departmental
reductions in expenses. (in progress)
• Evaluate savings associated with the voluntary
retirement, voluntary time off without pay, and
mandatory furlough program to determine if reductions
in force are necessary to balance the budget.
• Meet with employee unions to work on collaborative
ways to control costs and analyze other operational cost
savings opportunities. (in progress)
• Consider increasing the Paramedic Tax within the
current voter-approved cap limits.
• Evaluate the City’s “master fee schedule” to bring them
in line with the costs of similar Bay Area agencies and
insure total cost recovery of our services. (in progress)
• Continue to explore and gauge community interest in
other revenue generating possibilities.
• Collaborate with the County and all Marin cities
and towns to evaluate opportunities for savings
through partnerships, shared services, and/or other
consolidation efforts. (in progress)
• Participate in regional groups such as Marin Recovers
(and its Industry Advisory Groups) and the Marin
County Council of Mayors and Councilmembers Adhoc
Economic Recovery Committee that are working on
reopening businesses and regional financial recovery
solutions. (in progress)
Actions in Progress/Future:
SAN RAFAEL COVID-19 ECONOMIC RECOVERY PLAN - JUNE 2020 5
HOW WILL CITY
SERVICES BE IMPACTED?
The City Council adopts specific goals and strategies each year along
with the budget adoption process. The goals are broken down into the
following 5 categories:
1. Neighborhood & Economic Vitality
2. Quality of Life
3. Public Safety
4. Public Assets
5. Foundational Services
The public health crisis has made it nearly impossible for City staff to
remain focused solely on the goals/strategies developed pre-COVID-19
as the EOC and other disaster service work has been more urgent and a
much higher priority in serving the community. In addition, the specific
impact of the mandatory furlough means City services will need to be
closed to the public for 13 calendar days during fiscal year 2020-21.
Described below are some of the anticipated impacts to city services by
each goal category:
Neighborhood & Economic Vitality
Regaining and sustaining the vibrancy of our City will be an enormous
challenge in the years ahead, both as it relates to housing as well as
business attraction and retention. Additionally, this goal includes the
work that City staff has been successfully implementing to reduce the
number of individuals experiencing homelessness in our community.
Unfortunately due to job loss and economic hardships due to COVID-19
we expect to see those numbers increase. With greater needs and fewer
staff resources available to help, some of the initiatives underway in this
area might be slowed down and take longer to accomplish. In addition,
the number of hours staff can provide public services over the counter
for processing permits, etc. will be reduced and the processing of current
planning development applications will be slowed. While greenhouse gas
emissions are down due to the economy coming to a halt, however now
is not a time to get complacent about climate change. Implementation of
our Climate Change Action Plan is as important as ever.
Quality of Life
This category is focused on the arts, culture and recreational experiences
of our community, as well as improving resident engagement and
governmental transparency. Due to our revenue losses, the City may
need to reduce its programs and/or operational hours at the three
library locations. Staff will continue to look for ways to mitigate service
impacts to the public. In addition, the City may need to reduce some of
its recreation programs, services and/or hours at its community centers,
if it is unable to open and/or be fully operational. There are many priority
initiatives planned for the coming years to improve engagement with our
Latinx community and develop a City-wide data program to monitor the
success of City services. City staff may need to be re-directed to focus on
critical/essential delivery of services, which may result in the deferral or
reduced pace of progress in these areas.
SAN RAFAEL COVID-19 ECONOMIC RECOVERY PLAN - JUNE 2020 6
Public Safety
We will continue to provide critical public safety services, protect our
most vulnerable populations, and prioritize maintaining as much funding
toward these activities as possible. However, due to the need to reduce
budget in both police and fire we will need to defer equipment and vehicle
purchase which in the longer term can become a safety issue. In addition,
there will be less resources available for professional development/
training available for our police officers and fire fighters.
In addition, the Police Department’s cadet program will be on hold which
is a key strategy for identifying up and coming talent and training and
retaining new public safety officers.
Public Assets
After years of deferred maintenance due to the Great Recession, the
City was beginning to make progress in improving our roads and parks.
Unfortunately, this economic crisis will result in continued deferral of
maintenance projects of the City’s key facilities, such as the downtown
San Rafael and Terra Linda community centers. With significant projected
losses in gas taxes coming from the State, as well as reductions of
other funding sources, the City’s Capital Improvement Program will
be impacted and fewer core infrastructure projects will be able to be
accomplished in the coming year. In addition, the City may not be able to
implement another sidewalk application program this year, resurfacing
of streets is likely to be reduced, and we will not be able to make
improvements to outdated park structures and public restrooms.
Foundational Services
The City has a focus on exemplary service which relates to creating and
sustaining a high performing team and improving our technology and
digital presence. Our Together San Rafael culture initiative has grown
over the last few years and has received significant awards from state and
national organizations. Staff will continue to prioritize innovation and
service design improvements, but it can’t be ignored that there will be
far fewer staff carrying out initiatives. For example, existing staff will be
needed to backfill for the many current and future vacant positions due to
the hiring freeze.
While our City staff work to adapt services that meet health and safety
requirements and move services online, enhancing our technological
infrastructure and some improvements to digital services may need to
wait until new revenue sources can be found for more costly projects.
Delays in technology investments, enhancements, and automation will
have a direct impact on efforts to improve service delivery.
SAN RAFAEL COVID-19 ECONOMIC RECOVERY PLAN - JUNE 2020 7
GETTING TO ECONOMIC
RECOVERY
The novel coronavirus is causing major disruptions to businesses and
communities across the world. COVID-19 is compromising supply chains,
workers’ hours and income, and demand for products and services as
consumers are encouraged to avoid public places.
Economic recovery requires a safe start and healthy workforce.
Workplaces will continue to look and operate differently. Continued
physical distancing, teleworking, and other measures will continue to be
necessary to keep workers and customers safe.
A phased approach:
Businesses should be prepared for a phased comeback approach which
will start with the State of California, and then be customized by the
County of Marin, to meet the specific needs of our community. Industries
and venues will be reopen based on their ability to address health risks
and comply with the state and county orders.
Maintain physical distancing and other public
health requirements:
Businesses and public spaces will need to maintain physical distancing
and make modifications as necessary to keep employees, customers and
the public safe.
PREPARING FOR A PHASED REOPENING
Leverage lessons learned:
Apply best practices from industries and businesses that have adjusted to
new COVID-19 safety standards.
Listen & Learn:
Engage with the business community to understand challenges and
evolve our approach based on what we learn.
Assist small businesses:
Help prepare restaurants, retail and service businesses, and
manufacturers, that are critical to local economies, understand changing
health and safety protocols.
Support the recovery of regional economies:
Develop and use a data-based approach to determine support needed by
sector and region to assist with recovery.
SAN RAFAEL COVID-19 ECONOMIC RECOVERY PLAN - JUNE 2020 8
ECONOMIC RECOVERY
San Rafael’s quality-of-life is maintained and sustained by a healthy local
economy. The City’s beautiful natural setting, sense of community, public
safety, recreation facilities, and efficient government is supported by municipal
revenues. These unprecedented times require us to respond swiftly to
maintain the strength of our City while controlling costs and being innovative
in stabilizing revenues. Staff will be focused on long-term COVID-19 business
recovery, advancing key development projects including affordable and
workforce housing, conducting business outreach and education, and keeping
local partnerships strong.
Continued business outreach,
education, and marketing/promotions.
Partner with Chamber, BID, commercial property owners,
merchants, developers, and brokers to support our existing
commercial businesess base throughout the entire city and
achieve our economic goals.
Develop a post-COVID-19 economic
development recovery strategy
Work with our community partners to advance a
comprehensive and forward-looking strategy to stimulate
the economic vitality of San Rafael in the post-COVID world.
Stimulate business growth through
retention, expansion, and advancing
new development projects:
• Encourage business growth, private investment, and
economic vitality including but not limited to: in-fill
development, biotech, large format stores, hotel/lodging
• Create local employment opportunities
• Expand cannabis licenses and license types
• Improve the fiscal condition of the City by expanding the
tax base
Business Recovery Support:
• Ensure businesses have a strong voice in the State and
local reopening protocols and get people back to work.
• Directly assist our local businesses in taking advantage
of Federal, State and Local recovery programs.
• Partner with the Chamber of Commerce and BID to
find creative out-of-the-box ways to support our local
businesses to maintain their viability.
• Continue to invest in our business ecosystem including
infrastructure improvements (e.g. Third Street project,
East and West Francisco Boulevards) and beautification
efforts.
ACTIONS UNDERWAY |
ACTIONS TAKEN
• Continuing to communicate available small business
federal, state, and local COVID-19 disaster relief and
recovery programs
• Improving revenue stability by communicating business
reopening health and safety protocols
• Promoting which San Rafael businesses are “Open for
business” to the community
• Partnered with the County of Marin, the San Rafael
Chamber of Commerce, BID and others to administer
Small Business COVID-19 Disaster Relief Grants to San
Rafael businesses
• Participating and advancing the County’s Marin
Recovers plan and taking part in the County of Marin’s
Retail Industry Advisory Group
GETTING TO A SUSTAINED RECOVERY.
SAN RAFAEL COVID-19 ECONOMIC RECOVERY PLAN - JUNE 2020 9
~
SUMMARY AND CONCLUSIONS
The City of San Rafael faces serious financial challenges to recover from
the COVID-19 public health emergency and due to the unprecedented
nature of this economic downturn, we will need to remain vigilant about
updating our financial projections and assumptions in order to ensure we
are doing enough. As economic conditions change our staff will continue
to develop solutions that balance our expenses with available resources.
We have an amazing team who will work diligently to find innovative
ways to keep our organization operating and providing the highest quality
services to our community possible. However, we will face challenges in
maintaining pre-COVID service levels with less funding and fewer staff to
provide services. We will do our very best to continue building trust with
our community and will always looks for something we can say yes to.
And we will take every necessary action to ensure the City’s finances and
operations remain resilient moving forward.
The City Council will move forward with the efforts outlined in this plan
and will adopt the fiscal year 2020-21 budget in June. This plan will also
be amended as necessary to keep up with the rapidly changing COVID-19
crisis environment. Progress reports will be prepared as part of the
City’s regular updates to the City Council. We will also provide updates
regularly in the City Manager’s Snapshot e-newsletter.
QUESTIONS OR COMMENTS
If you have questions or comments about the Economic Recovery Plan
you can make them online at the City Website.
SAN RAFAEL ISRESILIENT
SAN RAFAEL COVID-19 ECONOMIC RECOVERY PLAN - JUNE 2020 10
Cover Page
Attachment 2. - Resolution Approving the City-Wide Budget and Capital
Improvement Program for the Fiscal Year 2019-2020 and Providing for
the Appropriations and Expenditure of All Sums Set Forth in the Budget,
and Exhibits I, II, III (Budget and Personnel Actions)
Exhibit I - City of San Rafael Consolidated Funds FY 2020-2021
Exhibit II – General Fund Proposed Budget FY 2020-2021
Exhibit III – City of San Rafael Authorized Positions FY 2020-2021
• San Rafael Unrepresented Executive Management Salary
Schedule
• PEU Local – 1 – Confidential Salary Schedule
• San Rafael Unrepresented Mid-Management Salary
Schedule
• City of San Rafael SEIU – Salary Schedule
• San Rafael Firefighters’ Association Base Pay Schedule
• San Rafael Fire Chief Officers’ Association Salary Schedule
• San Rafael Police Association Salary Schedule
• 2020 San Rafael Police Mid-Management Association Salary
Schedule
• WCE – San Rafael Salary Schedule
1
RESOLUTION NO. 14830
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAFAEL
APPROVING THE CITYWIDE BUDGET AND CAPITAL IMPROVEMENT
PROGRAM FOR THE FISCAL YEAR 2020-2021 AND PROVIDING FOR
THE APPROPRIATIONS AND EXPENDITURE OF ALL SUMS SET FORTH
IN THE BUDGET IN THE AMOUNT OF $127,943,913
WHEREAS, on May 12, 2020 and June 9, 2020, the City Council Finance
Committee discussed the proposed City-wide Operating budget for the fiscal year July 1,
2020 – June 30, 2021; and
WHEREAS, on May 18, 2020, City staff presented to the San Rafael City
Council at its regular meeting a draft COVID-19 Economic Recovery Plan for the fiscal
year July 1, 2020 - June 30, 2021; and
WHEREAS, on May 18, 2020, City staff submitted to the San Rafael City
Council at its regular meeting a Preliminary Capital Improvement Program for the fiscal
year July 1, 2020 – June 30, 2021; and
WHEREAS, after examination, deliberation and due consideration of the
COVID-19 Economic Recovery Plan, Capital Improvement Program, City-wide Operating
Budget and corresponding staff recommendations, the San Rafael City Council and City
Council Finance Committee provided direction to the City Manager, and the City Manager
has submitted a Final, Proposed Budget; and
WHEREAS, it is the intention of this Council to adopt the Proposed Budget
submitted by the City Manager as the approved budget for the fiscal year 2020-2021; and
WHEREAS, it is the intention of this Council to carry forward unspent capital
projects resources funded in fiscal year 2019-2020 to complete the balance of these
projects in the 2020-2021 fiscal year; and
WHEREAS, it is the intention of this Council to carry forward unspent
operational funds from fiscal year 2019-2020 encumbered through approved, active
purchase orders to complete the balance of these purchases in the 2020-2021 fiscal
year;
NOW, THEREFORE, BE IT RESOLVED by the San Rafael City Council
that:
1. The City Manager’s proposed one-year budget for the City of San Rafael for the fiscal
year July 1, 2020 through June 30, 2021, is hereby adopted, with net appropriations of
$127,943,913. General Fund operational uses total $81,581,228 as presented in
Exhibit II attached hereto and incorporated herein. A total of $1,464,130 is
2
appropriated for General Plan support, $32,877,061 is appropriated for special
revenue and grant activities, $5,072,452 for the parking enterprise, $9,517,225 for
capital projects, and $17,238,594 for internal service funds and asset replacement as
presented in Exhibit I attached hereto and incorporated herein.
2. The sums of money therein set forth are hereby appropriated from the revenues of the
City to the departments, functions, programs and funds therein set forth for
expenditure during the fiscal year 2020-2021.
3. The Capital Improvement Program and projects presented for implementation in fiscal
year 2020-2021 are hereby approved.
4. The budget provides for an increase of 0.50 Full Time Equivalent positions resulting in
405.73 full-time equivalent, authorized positions, as presented in Exhibit III, attached
hereto and incorporated herein.
5. The following personnel actions will be implemented:
A. Effective Fiscal Year 2020, approve a 1.0 FTE Police Officer - School Resource
Officer, covered by a three-year grant through a tobacco grant from the State of
California with a salary range of $7,173 to $8,718 monthly, in the SRPA bargaining
group; and
B. Effective June 16, 2020, approve a 1.0 FTE Police Officer - Open Space Ranger,
covered for ten years through the Marin Wildfire Prevention Authority – County of
Marin Measure C funds with a salary range of $7,173 to $8,718 monthly, in the
SRPA bargaining group.
6. The City of San Rafael will carry forward unspent capital project funds from fiscal year
2019-2020 and reappropriate these funds in fiscal year 2020-2021 to be used solely
to pay for the remaining portion of City Council authorized expenditures for street,
facility, storm drain, traffic mitigation, park and other long-term capital projects started
in the 2019-2020 or prior fiscal years.
7. Transfers are authorized from the General Fund to the San Rafael Essential Facilities
capital project from Measure E revenues for the purpose of funding the San Rafael
Essential Facilities projects.
8. Drawdowns are authorized from the Lease Revenue Bonds, Series 2018 for the sole
purpose of funding the San Rafael Essential Facilities projects as necessitated by
actual authorized capital expenditures, including capitalized interest.
9. Funds set aside in the Emergency Medical Services Fund balance for the purpose of
funding future capital expenditures necessary to support the facilities used to deliver
emergency medical transportation and related paramedic services will be made
available to qualifying capital projects.
3
I, LINDSAY LARA, Clerk of the City of San Rafael, hereby certify that the foregoing
resolution was duly and regularly introduced and adopted at a regular meeting of the
Council of said City on Monday, the 15th day of June 2020, by the following vote, to wit:
AYES: COUNCILMEMBERS: Bushey, Colin, McCullough & Mayor Phillips
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
LINDSAY LARA, City Clerk
EXHIBIT ICITY OF SAN RAFAELTotal Total FY 2020-21 PROJECTED BUDGETJune 30, 2020 Operating OperatingJune 30, 2021FUND FUNDProjectedand Capital Transfers Total and Capital Transfers to TotalProjected#NAMEBalanceRevenue In Resources Budget Other Funds AppropriationsBalanceGENERAL OPERATING FUNDS:001 General Fund Available Balance (721,542) $75,483,680 $3,914,620 $79,398,300 $79,581,228 $2,000,000 $81,581,228 ($2,904,470)218 General Plan Special Revenue Fund 1,359,111 776,956 776,956 1,464,130 1,464,130 671,937 SPECIAL REVENUE & GRANT FUNDS:205 Storm Water Fund 130,544 836,424 836,424 840,000 840,000 126,968 206 Gas Tax 3,303,655 5,234,629 - 5,234,629 6,880,000 1,646,000 8,526,000 12,284 207 Development Services 13,041 5,000 5,000 - - 18,041 208 Child Care 1,199,579 4,220,000 4,220,000 4,320,583 4,320,583 1,098,996 210 Paramedic/EMS 794,942 8,382,750 8,382,750 8,143,000 220,394 8,363,394 814,298 216 Cannabis 5,973 300,000 300,000 300,000 300,000 5,973 217 State Lands Fund 260,396 40,000 40,000 - - 300,396 222 Recreation Revolving 78,526 1,868,377 2,000,000 3,868,377 3,869,168 3,869,168 77,735 223 Household Haz. Waste Fund 301,168 180,470 180,470 176,836 176,836 304,802 228 Hazardous Materials Fund 55,251 - - - - 55,251 234 Pt. San Pedro A.D. Maintenance Portion 106,030 145,000 145,000 168,200 168,200 82,830 235 Baypoint Lagoons L & L Assessment District 364,329 29,500 29,500 229,278 229,278 164,551 236 Loch Lomond CFD #10 747,971 33,399 33,399 10,929 6,928 17,857 763,513 237 Loch Lomond Marina CFD #2 358,040 85,000 85,000 172,500 9,000 181,500 261,540 240 Parkland Dedication 288,016 5,000 5,000 100,000 100,000 193,016 241 Measure A Open Space 80,000 365,503 365,503 365,003 365,003 80,500 242 Measure C Wildfire Prevention (50,000) 913,226 913,226 863,226 863,226 - 495 Low and moderate Income Housing Fund 860,072 10,000 10,000 95,000 95,000 775,072 LIBRARY AND FALKIRK:214 Library Revolving 124,436 18,000 18,000 40,000 40,000 102,436 215 Library Special Assessment Fund 639,118 1,092,091 1,092,091 1,097,534 1,097,534 633,675 Library Fund 763,554 1,110,091 - 1,110,091 1,137,534 - 1,137,534 736,111 PUBLIC SAFETY:200 Abandoned Vehicle 5,540 75,100 85,000 160,100 162,146 162,146 3,494 202 Asset Seizure 1,637 - - - - 1,637 204 Crime Prevention 4,473 - - - - 4,473 230 Youth Services - Police 78,014 75,000 75,000 98,761 98,761 54,253 Public Safety Fund 89,664 150,100 85,000 235,100 260,907 - 260,907 63,857 TRAFFIC AND HOUSING:243 Affordable Housing in lieu 1,678,377 15,000 15,000 25,000 25,000 1,668,377 245 Housing & Parking In-lieu 359,332 5,000 5,000 - - 364,332 246 East S.R. Traffic Mitigation 1,464,948 600,000 600,000 1,800,000 1,800,000 264,948 Traffic & Housing Mitigation Funds 3,502,657 620,000 - 620,000 1,825,000 - 1,825,000 2,297,657 GRANT:201 A.D.A.. Access Projects - - - - - - 260 Pickleweed Childcare Grant 109,798 385,799 385,799 406,370 406,370 89,227 281 Public Safety Grants 572,914 350,000 350,000 711,200 711,200 211,714 283 Grant-Other 44,760 99,250 99,250 120,005 120,005 24,005 Grant Funds 727,472 835,049 - 835,049 1,237,575 - 1,237,575 324,946 SPECIAL REVENUE & GRANT FUND TOTAL 13,980,881 25,369,518 2,085,000 27,454,518 30,994,739 1,882,322 32,877,061 8,558,338 CONSOLIDATED FUNDS W:\Accounting and Budgeting\Budget\19‐20\Fund Sums FY19‐20\Fund Sums FY21_NAH ANALYSIS
EXHIBIT ICITY OF SAN RAFAELTotal Total FY 2020-21 PROJECTED BUDGETJune 30, 2020 Operating OperatingJune 30, 2021FUND FUNDProjectedand Capital Transfers Total and Capital Transfers to TotalProjected#NAMEBalanceRevenue In Resources Budget Other Funds AppropriationsBalanceCONSOLIDATED FUNDS ASSESSMENT DISTRICTS:302 Financing Authority 1997 Bonds 151,695 - - - - 151,695 304 Peacock Gap Assessment District 2,875 - - - - 2,875 306 Mariposa Assessment District 16,573 - - - - 16,573 Var. Assessment District Projects 302,890 - - 302,890 ASSESSMENT DISTRICT TOTAL 474,033 - - - - - - 474,033 CAPITAL PROJECT FUNDS:401 Capital Improvement 1,450,599 20,000 20,000 - 1,470,599 405 Open Space Acquisition 119,960 2,000 2,000 - - 121,960 406 Bedroom Tax 94,525 - - - - 94,525 407 Parks Capital Projects 10,824 - - - 10,824 420 Measure E - Public Safety Facilities 9,705,046 400,000 220,394 620,394 8,400,000 1,117,225 9,517,225 808,215 CAPITAL PROJECT FUND TOTAL 11,380,954 422,000 220,394 642,394 8,400,000 1,117,225 9,517,225 2,506,123 ENTERPRISE FUND:501 Parking Services-Cash Beg.Bal 2,079,136 5,076,525 5,076,525 4,534,047 538,405 5,072,452 2,083,209 ENTERPRISE FUND TOTAL 2,079,136 5,076,525 - 5,076,525 4,534,047 538,405 5,072,452 2,083,209 INTERNAL SERVICE FUNDS:227 Sewer Maintenance (0) 2,832,497 2,832,497 2,832,497 2,832,497 (0) 600 Vehicle Replacement-Cash Beg.Bal 1,600,585 1,215,000 1,215,000 592,361 592,361 2,223,224 601 P.C. Replacement 1,385,731 1,858,346 1,858,346 2,172,348 2,172,348 1,071,729 602 Fire Equipment Replacement 1,063,409 141,000 141,000 131,000 131,000 1,073,409 603 Building Improvement-Cash Beg.Bal 342,743 501,000 501,000 500,000 500,000 343,743 604 Employee Benefits 354,289 699,000 699,000 939,344 939,344 113,945 605 Liability Insurance 2,434 1,814,880 1,814,880 1,790,470 1,790,470 26,844 606 Workers Compensation Insurance 58,182 2,338,324 2,338,324 2,009,722 2,009,722 386,784 607 Dental Insurance 258,327 469,218 469,218 495,000 495,000 232,545 608 Radio Replacement 59,236 648,660 648,660 703,531 703,531 4,365 609 Telephone/Internet 189,583 470,761 470,761 466,761 466,761 193,583 611 Employee Retirement 2,267,311 20,000 20,000 4,000 682,063 686,063 1,601,248 612 Retiree Health Benefit OPEB-Cash Beg.bal 521,228 3,643,931 3,643,931 3,789,497 3,789,497 375,662 613 Police Equipment Replacement Fund 341,315 5,000 5,000 130,000 130,000 216,315 INTERNAL SERVICE FUND TOTAL 8,444,373 16,657,617 - 16,657,617 16,556,531 682,063 17,238,594 7,863,397 TRUST AND AGENCY FUNDS:712 Library Fiduciary 2,299,006 30,000 30,000 - - 2,329,006 TRUST & AGENCY FUND TOTAL 2,299,006 30,000 - 30,000 - - - 2,329,006 - COMBINED FUNDS TOTAL 39,295,954 123,816,297 6,220,015 130,036,310 141,530,675 6,220,015 147,750,690 21,581,574 LESS: INTERFUND TRANSFER (6,220,015) (6,220,015) (6,220,015) (6,220,015) LESS:INTERNAL SERVICE CHARGES(13,586,762) (13,586,762) (13,586,762) (13,586,762) NET TOTALS FY 2020-2021 39,295,954 110,229,535 0 110,229,533 127,943,913 (0) 127,943,913 21,581,574 W:\Accounting and Budgeting\Budget\19‐20\Fund Sums FY19‐20\Fund Sums FY21_NAH ANALYSIS
GENERAL FUND
PROPOSED BUDGET FY 2020-2021
EXHIBIT II
REVENUES & OTHER OPERATIONAL SOURCES
Taxes
Property Tax and related 21,774,484$
Sales Tax 18,685,448
Sales Tax -Measure E 10,114,552
Franchise Tax 3,767,000
Business Tax 2,582,000
Transient Occupancy Tax 2,900,000
Other Agencies
CSA #19 Fire Service 2,260,604
VLF Backfill 6,240,770
Other Agencies (Prop 172, Owner Prop Tax, State Mandate, Other agencies) 1,299,466
Other Revenues
Permits & Licenses (building, electrical, encroachment, use, alarm) 2,644,570
Fine & Forfeitures (traffic, vehicle, etc.) 254,895
Interest & Rents (investment earnings, rents, etc.) 175,000
Charges for Services (includes dev't fees and plan review) 1,948,142
Other Revenue (damage reimbursements, misc income) 836,750
Sub-total: Revenues 75,483,680$
TRANSFERS IN
Assessment District reimbursements 15,928
from Gas Tax 1,646,000
from Parking Services Fund - Admin. cost 453,405
from Measure E for 2018 Lease Revenue Bond 1,117,225
from Employee Retirement Fund - POB debt payment 682,063
Sub-total: Transfers In 3,914,620$
TOTAL SOURCES 79,398,302$
EXPENDITURES AND OTHER OPERATIONAL USES
Expenditures by Department
Finance 2,509,264
Non-Departmental 7,319,231
City Manager/City Council 2,577,191
City Clerk 494,894
Digital Services 1,138,715
Mgt Serv: Adm,HR 475,071
City Attorney 1,016,599
Community Development 4,111,735
Police 24,287,913
Fire 20,426,033
Public Works 12,003,604
Library 2,621,334
Economic Development 599,644
Sub-total: Expenditures 79,581,228$
OPERATIONAL TRANSFERS OUT
to Recreation Fund - Operating support 2,000,000
Sub-total: Transfers Out 2,000,000$
Non-Operating Transfers (Measure E / San Rafael Essential Facilities) -
Allocation to Emergency and Cash Flow Reserve -
TOTAL USES 81,581,228$
NET RESULTS (2,182,926)$
W:\Accounting and Budgeting\Budget\20-21\Council\Adopted Budget 6-15-2020\FY20-21 Gen Fund Proposed Budget-Exhibit II 6-15-2020
CITY OF SAN RAFAELAuthorized PositionsEXHIBIT IIIMid-Year ProposedFinal Final Final Final Final Final Final Final Final Final Final Final Adopted Changes Final Changes ProposedDepartments2007-20082008-20092009-20102010-20112011-20122012-20132013-20142014-20152015-20162016-20172017-20182018-20192019-20202019-20202019-20202019-20202020-2021RegularCommunity Development 29.50 27.50 21.75 20.75 18.25 18.25 17.80 17.80 19.80 20.00 21.00 21.00 21.75 21.75 21.75 Community Services 64.20 64.20 60.73 61.16 59.82 59.02 60.25 60.82 60.84 60.94 60.94 60.94 56.41 56.41 56.41 City Attorney 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 City Clerk 3.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 City Manager/Council 8.70 8.70 7.70 7.70 8.50 8.50 9.56 9.56 11.56 13.56 13.56 13.56 12.56 12.56 12.56 Economic Development (former RDA) 5.00 5.00 5.00 5.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 2.00 Finance 11.00 11.00 10.00 10.00 10.00 10.00 10.00 11.72 12.72 12.72 11.72 11.72 11.72 11.72 11.72 Fire 81.00 77.00 75.00 76.00 75.00 76.00 79.00 81.75 81.75 81.75 82.35 82.35 82.75 (0.75) 82.00 82.00 Library 20.22 21.97 20.61 26.68 21.74 21.74 23.41 23.41 23.41 23.41 23.41 23.41 23.41 (1.75) 21.66 21.66 Management Services 33.68 33.68 31.68 31.15 28.23 26.23 26.33 27.33 27.83 27.33 29.33 29.33 31.33 (1.00) 30.33 (0.70) 29.63 Police 105.00 104.00 90.00 90.00 87.00 87.00 89.00 90.00 92.00 92.80 92.00 92.00 93.30 93.30 1.20 94.50 Public Works 78.80 75.80 60.80 62.80 62.00 60.00 61.00 62.00 62.00 63.00 66.67 66.67 67.00 1.00 68.00 - 68.00 Sub - Total Regular Positions443.60 434.35 388.77 396.74 379.04 375.24 384.85 392.89 400.41 404.01 409.48 409.48 407.73 (2.50) 405.23 0.50 405.73 Change from previous year(9.25) (45.58) 7.97 (3.80) 9.61 8.04 7.52 3.60 5.47 - (1.75) (2.50) 0.50 Authorized, unbudgeted - extended absence/no cost1.00 2.00 2.00 1.00 1.00 - - - - - Total Authorized Positions 445.08 437.58 391.92 399.72 379.04 375.24 384.85 393.89 402.41 406.01 410.48 410.48 407.73 (2.50) 405.23 0.50 405.73 Vacant Frozen Positions (14.00) Frozen as part of Voluntary Retirement Separation Program (9.00) General Notes:Authorized positions less current unfunded positions 382.73 The above-authorized positions are presented as full-time equivalent employees (FTE's) based on various workweek hours as negotiated in employee agreements. The totals by department reflect a combination of full-time or permanent part-time, or fixed term positions that are entitled to all or pro-rated benefits in accordance with the negotiated agreements for employees or individuals who are under contract. The totals reflected above, or in the detail department program sections, do not includetemporary or seasonal employees that are utilized for short-term or specific reasons during the year.W:\Accounting and Budgeting\Budget\20-21\Council\Adopted Budget 6-15-2020\Budgeted Positions FY20-21
Note: The Salary Schedule below reflects a 5% furlough reduction for FY 20/21 (except Safety)
Grade Position A B C D E
2501 Assistant City Attorney 10,725$ 11,261$ 11,824$ 12,415$ 13,036$
2001 Assistant City Manager 12,686$ 13,321$ 13,987$ 14,686$ 15,420$
2300 Community Development Director 12,377$ 12,995$ 13,645$ 14,327$ 15,044$
4205 Director of Digital Service & Open Government 11,215$ 11,776$ 12,365$ 12,983$ 13,632$
2801 Director of Economic Development & Innovation 11,215$ 11,776$ 12,364$ 12,983$ 13,632$
2205 District Manager/Engineer (SRSD)11,215$ 11,776$ 12,364$ 12,983$ 13,632$
2140 Finance Director 11,215$ 11,776$ 12,364$ 12,983$ 13,632$
7101 Fire Chief 13,288$ 13,953$ 14,651$ 15,383$ 16,152$
1106 Human Resources Director 11,215$ 11,776$ 12,364$ 12,983$ 13,632$
2406 Library and Recreation Director 11,780$ 12,369$ 12,987$ 13,637$ 14,318$
6101 Police Chief 13,288$ 13,953$ 14,651$ 15,383$ 16,152$
2201 Public Works Director 12,377$ 12,995$ 13,645$ 14,327$ 15,044$
18,335$
The City Manager is appointed by the City Council and is not
subject to the terms and conditions of the Management Resolution
SAN RAFAEL UNREPRESENTED EXECUTIVE MANAGEMENT
SALARY SCHEDULE
Effective July 1, 2020
Position Monthly Salary
City Manager (Appointed)
Note: The Salary Schedule below reflects a 3% furlough reduction for FY 20/21
Grade Position A B C D E
7122 ADMIN ASST I (CONFIDENTIAL)$4,236 $4,448 $4,670 $4,904 $5,149
7123 ADMIN ASST II (CONFIDENTIAL)$4,670 $4,904 $5,149 $5,407 $5,677
7215 ADMIN ASSISTANT TO THE CM $5,418 $5,689 $5,974 $6,272 $6,586
7207 ADMIN ASST TO THE CHIEF OF POLICE $4,790 $5,029 $5,281 $5,545 $5,822
2106 ASSOCIATE MANAGEMENT ANALYST $5,326 $5,592 $5,872 $6,166 $6,474
2109 HUMAN RESOURCES REPRESENTATIVE I $5,294 $5,558 $5,836 $6,128 $6,435
2110 HUMAN RESOURCES REPRESENTATIVE II $5,832 $6,123 $6,429 $6,751 $7,088
7242 LEGAL ASSISTANT I $5,418 $5,689 $5,974 $6,272 $6,586
9205 LEGAL ASSISTANT II $5,970 $6,269 $6,582 $6,911 $7,257
7204 MANAGEMENT ANALYST $5,859 $6,152 $6,460 $6,783 $7,122
7203 PAYROLL TECHNICIAN $5,503 $5,778 $6,067 $6,370 $6,689
7316 PRINCIPAL ACCOUNTANT $7,172 $7,530 $7,907 $8,302 $8,717
2136 SENIOR ADMIN ASST (CONFIDENTIAL)$5,029 $5,280 $5,544 $5,821 $6,112
2130 SENIOR ACCOUNTANT $6,390 $6,709 $7,045 $7,397 $7,767
PEU LOCAL 1 - CONFIDENTIAL
SALARY SCHEDULE
Effective July 1, 2020
Note: The Salary Schedule below reflects a 5% furlough reduction for FY 20/21
Grade Position A B C D E
7315 Accounting Manager 8,265$ 8,678$ 9,112$ 9,567$ 10,046$
2400 Assistant Library and Recreation Director 9,446$ 9,918$ 10,414$ 10,935$ 11,482$
2202 Assistant Public Works Director / City Engineer 10,720$ 11,256$ 11,818$ 12,409$ 13,030$
2302 Chief Building Official 9,962$ 10,460$ 10,983$ 11,532$ 12,109$
4203 Civic Design Manager 8,996$ 9,446$ 9,918$ 10,414$ 10,935$
2122 Code Enforcement Supervisor 6,856$ 7,199$ 7,559$ 7,937$ 8,334$
4204 Data & Infrastructure Manager 9,962$ 10,460$ 10,983$ 11,532$ 12,109$
1105 Deputy City Attorney I 9,028$ 9,479$ 9,953$ 10,451$ 10,974$
1109 Deputy City Attorney II 9,954$ 10,452$ 10,974$ 11,523$ 12,099$
2120 Deputy Fire Marshall 8,479$ 8,903$ 9,348$ 9,816$ 10,307$
2135 Deputy Public Works Director 9,739$ 10,226$ 10,737$ 11,274$ 11,838$
7313 Economic Development Coordinator 8,181$ 8,590$ 9,020$ 9,471$ 9,944$
2128 Economic Development Manager 8,996$ 9,446$ 9,918$ 10,414$ 10,935$
7117 Emergency Services Manager 7,982$ 8,381$ 8,800$ 9,240$ 9,702$
9005 Events Coordinator 6,952$ 7,300$ 7,665$ 8,048$ 8,450$
2107 Human Resources Operations Manager 8,018$ 8,419$ 8,840$ 9,282$ 9,746$
2208 Operations and Maintenance Manager 8,741$ 9,178$ 9,637$ 10,119$ 10,625$
2703 Parking Services Manager 8,181$ 8,590$ 9,020$ 9,471$ 9,944$
7312 Parks Superintendent 7,982$ 8,381$ 8,800$ 9,240$ 9,702$
2116 Planning Manager 9,161$ 9,620$ 10,101$ 10,606$ 11,136$
1202 Public Works Administrative Manager 8,181$ 8,590$ 9,019$ 9,470$ 9,944$
8103 Recreation Supervisor 6,857$ 7,200$ 7,559$ 7,937$ 8,334$
2206 Senior Civil Engineer (SRSD)9,481$ 9,955$ 10,452$ 10,975$ 11,524$
7317 Senior Code Enforcement Supervisor 7,568$ 7,946$ 8,344$ 8,761$ 9,199$
2105 Senior Management Analyst 7,795$ 8,185$ 8,594$ 9,024$ 9,475$
2203 Senior Project Manager 8,212$ 8,623$ 9,054$ 9,506$ 9,982$
8102 Senior Recreation Supervisor 7,568$ 7,946$ 8,344$ 8,761$ 9,199$
7310 Sewer Maintenance Superintendent 7,982$ 8,381$ 8,800$ 9,240$ 9,702$
7311 Street Maintenance Superintendent 7,982$ 8,381$ 8,800$ 9,240$ 9,702$
2150 Sustainability Program Manager 6,570$ 6,898$ 7,243$ 7,605$ 7,986$
SAN RAFAEL UNREPRESENTED MID-MANAGEMENT
SALARY SCHEDULE
Effective July 1, 2020
Note: The Salary Schedule below reflects a 5% furlough reduction for FY 20/21
Grade Position A B C D E
7241 Accountant I 5,496$ 5,770$ 6,059$ 6,362$ 6,680$
7240 Accountant II 5,771$ 6,059$ 6,362$ 6,680$ 7,014$
7200 Accounting Assistant I 4,003$ 4,203$ 4,413$ 4,634$ 4,865$
7201 Accounting Assistant II 4,409$ 4,629$ 4,861$ 5,104$ 5,359$
7299 Accounting Technician 5,497$ 5,772$ 6,061$ 6,364$ 6,682$
7205 Administrative Analyst 5,108$ 5,363$ 5,631$ 5,913$ 6,208$
7211 Administrative Assistant I 4,149$ 4,356$ 4,574$ 4,803$ 5,043$
7212 Administrative Assistant II 4,574$ 4,803$ 5,043$ 5,295$ 5,560$
7295 Senior Administrative Assistant 4,926$ 5,172$ 5,431$ 5,702$ 5,987$
7216 Administrative Assistant to the City Clerk 4,926$ 5,172$ 5,431$ 5,702$ 5,987$
7210 Assistant Planner 5,777$ 6,066$ 6,369$ 6,687$ 7,022$
7208 Associate Planner 6,375$ 6,694$ 7,029$ 7,380$ 7,749$
7217 Building Inspector I 5,235$ 5,497$ 5,771$ 6,060$ 6,363$
7218 Building Inspector II 5,777$ 6,066$ 6,369$ 6,687$ 7,022$
7475 Building Technician I 4,514$ 4,740$ 4,977$ 5,226$ 5,487$
7220 Business License Examiner 4,629$ 4,860$ 5,103$ 5,358$ 5,626$
7222 Code Enforcement Official I 4,194$ 4,403$ 4,624$ 4,855$ 5,097$
7223 Code Enforcement Official II 4,627$ 4,859$ 5,102$ 5,357$ 5,625$
7380 Code Enforcement Official III 5,496$ 5,770$ 6,059$ 6,362$ 6,680$
2119 Construction Inspector - SRSD 5,690$ 5,974$ 6,273$ 6,587$ 6,916$
7224 Custodian 3,917$ 4,113$ 4,318$ 4,534$ 4,761$
4210 Data Analyst I 5,901$ 6,196$ 6,506$ 6,831$ 7,173$
4211 Data Analyst II 6,491$ 6,816$ 7,156$ 7,514$ 7,890$
4212 Data Analyst III 7,140$ 7,497$ 7,872$ 8,266$ 8,679$
7226 Deputy City Clerk 5,049$ 5,302$ 5,567$ 5,845$ 6,137$
7120 Emergency Management Coordinator 4,744$ 4,981$ 5,230$ 5,492$ 5,766$
7121 Environmental Management Coordinator 4,744$ 4,981$ 5,230$ 5,492$ 5,766$
7232 Facility Repair Supervisor 6,236$ 6,548$ 6,875$ 7,219$ 7,580$
7291 Facility Repair Worker I 4,425$ 4,646$ 4,879$ 5,122$ 5,379$
7233 Facility Repair Worker II 4,880$ 5,124$ 5,380$ 5,649$ 5,932$
7294 Facility Repair Worker III 5,252$ 5,515$ 5,790$ 6,080$ 6,384$
7108 Fire Prevention Inspector I 6,615$ 6,946$ 7,293$ 7,657$ 8,040$
7107 Fire Prevention Inspector II 7,292$ 7,657$ 8,040$ 8,442$ 8,864$
7298 IT Help Desk Supervisor 6,491$ 6,816$ 7,157$ 7,514$ 7,890$
7243 Librarian I 5,063$ 5,316$ 5,582$ 5,861$ 6,154$
7244 Librarian II 5,318$ 5,584$ 5,863$ 6,156$ 6,464$
2404 Library Aide 2,427$ 2,548$ 2,675$ 2,809$ 2,950$
7246 Library Assistant I 3,333$ 3,500$ 3,675$ 3,859$ 4,052$
7247 Library Assistant II 3,770$ 3,958$ 4,156$ 4,364$ 4,582$
2405 Library Tech Services Supervisor 4,820$ 5,061$ 5,314$ 5,580$ 5,859$
7292 Literacy Program Supervisor 5,867$ 6,161$ 6,469$ 6,792$ 7,132$
7249 Mail and Stores Clerk 3,585$ 3,764$ 3,953$ 4,150$ 4,358$
7255 Network Analyst 5,902$ 6,197$ 6,507$ 6,832$ 7,174$
City of San Rafael
SEIU - SALARY SCHEDULE
Effective July 1, 2020
Note: The Salary Schedule below reflects a 5% furlough reduction for FY 20/21
Grade Position A B C D E
City of San Rafael
SEIU - SALARY SCHEDULE
Effective July 1, 2020
7274 Network Support Technician 4,514$ 4,740$ 4,977$ 5,226$ 5,487$
7285 Office Assistant I 3,414$ 3,585$ 3,764$ 3,952$ 4,150$
7284 Office Assistant II 3,857$ 4,050$ 4,252$ 4,465$ 4,688$
7256 Park Equipment Mechanic 5,126$ 5,382$ 5,651$ 5,934$ 6,230$
7257 Parking Attendant I 1,955$ 2,052$ 2,155$ 2,263$ 2,376$
7275 Parking Attendant II 2,153$ 2,260$ 2,373$ 2,492$ 2,616$
6208 Parking Enforcement Officer 4,768$ 5,007$ 5,257$ 5,520$ 5,796$
6212 Parking Equipment Technician 4,536$ 4,763$ 5,001$ 5,251$ 5,513$
6209 Parking Maintenance & Collections 4,536$ 4,763$ 5,001$ 5,251$ 5,513$
6211 Parking Operations Supervisor 6,236$ 6,547$ 6,875$ 7,218$ 7,579$
7258 Parks & Graffitti Worker 4,114$ 4,320$ 4,536$ 4,763$ 5,001$
2123 Parks Lead Maintenance Worker 5,252$ 5,515$ 5,790$ 6,080$ 6,384$
7271 Parks Maintenance Supervisor 6,236$ 6,548$ 6,875$ 7,219$ 7,580$
7236 Parks Maintenance Worker I 4,320$ 4,536$ 4,763$ 5,001$ 5,251$
7238 Parks Maintenance Worker II 4,536$ 4,763$ 5,001$ 5,251$ 5,514$
7296 Permit Services Coordinator 6,236$ 6,548$ 6,875$ 7,219$ 7,580$
7261 Planning Technician 4,514$ 4,740$ 4,977$ 5,226$ 5,487$
9453 Principal Planner 8,345$ 8,762$ 9,200$ 9,660$ 10,143$
7234 Printing Press Operator 4,464$ 4,687$ 4,922$ 5,168$ 5,426$
1201 Program Coordinator 4,744$ 4,981$ 5,230$ 5,492$ 5,766$
7290 Public Works Dispatcher 4,536$ 4,763$ 5,001$ 5,251$ 5,514$
7263 Revenue Supervisor 7,012$ 7,362$ 7,730$ 8,117$ 8,523$
2309 Senior Building Inspector 6,858$ 7,201$ 7,561$ 7,939$ 8,335$
7219 Senior Building Technician 5,235$ 5,497$ 5,772$ 6,060$ 6,363$
7265 Senior Library Assistant 3,959$ 4,157$ 4,365$ 4,583$ 4,812$
7264 Senior Planner 7,214$ 7,575$ 7,954$ 8,352$ 8,769$
2204 Sewer Lead Maintenance Worker 5,791$ 6,081$ 6,385$ 6,704$ 7,039$
7266 Sewer Maintenance Worker I 4,648$ 4,880$ 5,124$ 5,381$ 5,650$
7267 Sewer Maintenance Worker II 5,002$ 5,252$ 5,515$ 5,790$ 6,080$
7281 Sewers Supervisor 6,547$ 6,874$ 7,218$ 7,579$ 7,957$
7269 Shop & Equipment Supervisor 6,236$ 6,548$ 6,875$ 7,219$ 7,580$
7280 Street Lead Maintenance Worker 5,252$ 5,515$ 5,790$ 6,080$ 6,384$
7209 Street Maintenance Supervisor 6,236$ 6,548$ 6,875$ 7,219$ 7,580$
7250 Street Maintenance Worker I 4,320$ 4,536$ 4,763$ 5,001$ 5,251$
7251 Street Maintenance Worker II 4,536$ 4,763$ 5,001$ 5,251$ 5,514$
7283 Street Sweeper Operator 4,763$ 5,001$ 5,251$ 5,514$ 5,789$
7245 Supervising Librarian 5,867$ 6,161$ 6,469$ 6,792$ 7,132$
8523 Supervising Parking Enforcement Officer 5,362$ 5,630$ 5,912$ 6,207$ 6,518$
7288 Supervising Vehicle/Equipment Mechanic 5,516$ 5,792$ 6,082$ 6,386$ 6,705$
7286 Vehicle/Equipment Mechanic I 4,648$ 4,881$ 5,125$ 5,381$ 5,650$
7287 Vehicle/Equipment Mechanic II 5,126$ 5,382$ 5,651$ 5,934$ 6,230$
2131 Volunteer Program Assistant 4,574$ 4,803$ 5,043$ 5,295$ 5,560$
Note: The Salary Schedule below reflects a 5% furlough reduction for FY 20/21
Grade Position A B C D E
7241 Accountant I 5,550$ 5,828$ 6,119$ 6,425$ 6,747$
7240 Accountant II 5,829$ 6,120$ 6,426$ 6,747$ 7,085$
7200 Accounting Assistant I 4,043$ 4,245$ 4,457$ 4,680$ 4,914$
7201 Accounting Assistant II 4,453$ 4,676$ 4,909$ 5,155$ 5,413$
7299 Accounting Technician 5,552$ 5,830$ 6,121$ 6,427$ 6,749$
7205 Administrative Analyst 5,159$ 5,417$ 5,687$ 5,972$ 6,270$
7211 Administrative Assistant I 4,190$ 4,400$ 4,620$ 4,851$ 5,093$
7212 Administrative Assistant II 4,620$ 4,851$ 5,094$ 5,348$ 5,616$
7295 Senior Administrative Assistant 4,975$ 5,224$ 5,485$ 5,759$ 6,047$
7216 Administrative Assistant to the City Clerk 4,975$ 5,224$ 5,485$ 5,759$ 6,047$
7210 Assistant Planner 5,835$ 6,126$ 6,433$ 6,754$ 7,092$
7208 Associate Planner 6,439$ 6,761$ 7,099$ 7,454$ 7,827$
7217 Building Inspector I 5,287$ 5,552$ 5,829$ 6,121$ 6,427$
7218 Building Inspector II 5,835$ 6,126$ 6,433$ 6,754$ 7,092$
7475 Building Technician I 4,560$ 4,788$ 5,027$ 5,278$ 5,542$
7220 Business License Examiner 4,675$ 4,909$ 5,154$ 5,412$ 5,683$
7222 Code Enforcement Official I 4,236$ 4,447$ 4,670$ 4,903$ 5,148$
7223 Code Enforcement Official II 4,674$ 4,907$ 5,153$ 5,410$ 5,681$
7380 Code Enforcement Official III 5,551$ 5,828$ 6,119$ 6,425$ 6,747$
2119 Construction Inspector - SRSD 5,747$ 6,034$ 6,336$ 6,653$ 6,985$
7224 Custodian 3,956$ 4,154$ 4,362$ 4,580$ 4,809$
4210 Data Analyst I 5,960$ 6,258$ 6,571$ 6,899$ 7,244$
4211 Data Analyst II 6,556$ 6,884$ 7,228$ 7,589$ 7,969$
4212 Data Analyst III 7,212$ 7,572$ 7,951$ 8,348$ 8,766$
7226 Deputy City Clerk 5,100$ 5,355$ 5,623$ 5,904$ 6,199$
7120 Emergency Management Coordinator 4,791$ 5,031$ 5,283$ 5,547$ 5,824$
7121 Environmental Management Coordinator 4,791$ 5,031$ 5,283$ 5,547$ 5,824$
7232 Facility Repair Supervisor 6,298$ 6,613$ 6,944$ 7,291$ 7,655$
7291 Facility Repair Worker I 4,469$ 4,693$ 4,927$ 5,174$ 5,432$
7233 Facility Repair Worker II 4,929$ 5,175$ 5,434$ 5,706$ 5,991$
7294 Facility Repair Worker III 5,305$ 5,570$ 5,848$ 6,141$ 6,448$
7108 Fire Prevention Inspector I 6,681$ 7,015$ 7,366$ 7,734$ 8,121$
7107 Fire Prevention Inspector II 7,365$ 7,733$ 8,120$ 8,526$ 8,952$
7298 IT Help Desk Supervisor 6,556$ 6,884$ 7,228$ 7,589$ 7,969$
7243 Librarian I 5,113$ 5,369$ 5,637$ 5,919$ 6,215$
7244 Librarian II 5,371$ 5,640$ 5,922$ 6,218$ 6,529$
2404 Library Aide 2,451$ 2,574$ 2,702$ 2,837$ 2,979$
7246 Library Assistant I 3,367$ 3,535$ 3,712$ 3,897$ 4,092$
7247 Library Assistant II 3,808$ 3,998$ 4,198$ 4,408$ 4,628$
2405 Library Tech Services Supervisor 4,868$ 5,112$ 5,367$ 5,635$ 5,917$
7292 Literacy Program Supervisor 5,926$ 6,222$ 6,533$ 6,860$ 7,203$
7249 Mail and Stores Clerk 3,621$ 3,802$ 3,992$ 4,192$ 4,401$
7255 Network Analyst 5,961$ 6,259$ 6,572$ 6,901$ 7,246$
City of San Rafael
SEIU - SALARY SCHEDULE
Effective January 1, 2021
Note: The Salary Schedule below reflects a 5% furlough reduction for FY 20/21
Grade Position A B C D E
City of San Rafael
SEIU - SALARY SCHEDULE
Effective January 1, 2021
7274 Network Support Technician 4,560$ 4,788$ 5,027$ 5,278$ 5,542$
7285 Office Assistant I 3,448$ 3,621$ 3,802$ 3,992$ 4,191$
7284 Office Assistant II 3,895$ 4,090$ 4,295$ 4,509$ 4,735$
7256 Park Equipment Mechanic 5,177$ 5,436$ 5,708$ 5,993$ 6,293$
7257 Parking Attendant I 1,974$ 2,073$ 2,176$ 2,285$ 2,399$
7275 Parking Attendant II 2,174$ 2,283$ 2,397$ 2,517$ 2,643$
6208 Parking Enforcement Officer 4,816$ 5,057$ 5,309$ 5,575$ 5,854$
6212 Parking Equipment Technician 4,581$ 4,810$ 5,051$ 5,303$ 5,569$
6209 Parking Maintenance & Collections 4,581$ 4,810$ 5,051$ 5,303$ 5,569$
6211 Parking Operations Supervisor 6,298$ 6,613$ 6,944$ 7,291$ 7,655$
7258 Parks & Graffitti Worker 4,155$ 4,363$ 4,581$ 4,810$ 5,051$
2123 Parks Lead Maintenance Worker 5,305$ 5,570$ 5,848$ 6,141$ 6,448$
7271 Parks Maintenance Supervisor 6,298$ 6,613$ 6,944$ 7,291$ 7,655$
7236 Parks Maintenance Worker I 4,363$ 4,582$ 4,811$ 5,051$ 5,304$
7238 Parks Maintenance Worker II 4,581$ 4,811$ 5,051$ 5,304$ 5,569$
7296 Permit Services Coordinator 6,298$ 6,613$ 6,944$ 7,291$ 7,655$
7261 Planning Technician 4,560$ 4,788$ 5,027$ 5,278$ 5,542$
9453 Principal Planner 8,428$ 8,850$ 9,292$ 9,757$ 10,245$
7234 Printing Press Operator 4,509$ 4,734$ 4,971$ 5,220$ 5,481$
1201 Program Coordinator 4,791$ 5,031$ 5,283$ 5,547$ 5,824$
7290 Public Works Dispatcher 4,581$ 4,811$ 5,051$ 5,304$ 5,569$
7263 Revenue Supervisor 7,082$ 7,436$ 7,808$ 8,198$ 8,608$
2309 Senior Building Inspector 6,926$ 7,273$ 7,636$ 8,018$ 8,419$
7219 Senior Building Technician 5,288$ 5,552$ 5,830$ 6,121$ 6,427$
7265 Senior Library Assistant 3,998$ 4,198$ 4,408$ 4,629$ 4,860$
7264 Senior Planner 7,287$ 7,651$ 8,033$ 8,435$ 8,857$
2204 Sewer Lead Maintenance Worker 5,849$ 6,142$ 6,449$ 6,771$ 7,110$
7266 Sewer Maintenance Worker I 4,694$ 4,929$ 5,176$ 5,434$ 5,706$
7267 Sewer Maintenance Worker II 5,052$ 5,305$ 5,570$ 5,848$ 6,141$
7281 Sewers Supervisor 6,612$ 6,943$ 7,290$ 7,654$ 8,037$
7269 Shop & Equipment Supervisor 6,298$ 6,613$ 6,944$ 7,291$ 7,655$
7280 Street Lead Maintenance Worker 5,305$ 5,570$ 5,848$ 6,141$ 6,448$
7209 Street Maintenance Supervisor 6,298$ 6,613$ 6,944$ 7,291$ 7,655$
7250 Street Maintenance Worker I 4,363$ 4,582$ 4,811$ 5,051$ 5,304$
7251 Street Maintenance Worker II 4,581$ 4,811$ 5,051$ 5,304$ 5,569$
7283 Street Sweeper Operator 4,811$ 5,051$ 5,304$ 5,569$ 5,847$
7245 Supervising Librarian 5,926$ 6,222$ 6,533$ 6,860$ 7,203$
8523 Supervising Parking Enforcement Officer 5,416$ 5,687$ 5,971$ 6,269$ 6,583$
7288 Supervising Vehicle/Equipment Mechanic 5,571$ 5,850$ 6,143$ 6,450$ 6,772$
7286 Vehicle/Equipment Mechanic I 4,695$ 4,929$ 5,176$ 5,435$ 5,706$
7287 Vehicle/Equipment Mechanic II 5,177$ 5,436$ 5,708$ 5,993$ 6,293$
2131 Volunteer Program Assistant 4,620$ 4,851$ 5,094$ 5,348$ 5,616$
NOTE: 2,920 annual hours for Safety employees; 2,080 annual hours for Fire MechanicGrade Code Title A B C D EAnnually 108,746$ 114,184$ 119,893$ 125,888$ 132,182$ Monthly 9,062$ 9,515$ 9,991$ 10,491$ 11,015$ Hourly 37.2419$ 39.1040$ 41.0592$ 43.1122$ 45.2678$ Annually 114,188$ 119,897$ 125,892$ 132,187$ 138,796$ Monthly 9,516$ 9,991$ 10,491$ 11,016$ 11,566$ Hourly 39.1054$ 41.0607$ 43.1137$ 45.2694$ 47.5329$ Annually 98,495$ 103,420$ 108,591$ 114,020$ 119,722$ Monthly 8,208$ 8,618$ 9,049$ 9,502$ 9,977$ Hourly 33.7312$ 35.4178$ 37.1887$ 39.0481$ 41.0005$ Annually 88,998$ 93,448$ 98,120$ 103,026$ 108,178$ Monthly 7,417$ 7,787$ 8,177$ 8,586$ 9,015$ Hourly 42.7876$ 44.9269$ 47.1733$ 49.5319$ 52.0085$ Annually 86,476$ 90,800$ 95,340$ 100,107$ 105,112$ Monthly 7,206$ 7,567$ 7,945$ 8,342$ 8,759$ Hourly 29.6151$ 31.0958$ 32.6506$ 34.2832$ 35.9973$ Annually 96,987$ 101,311$ 105,851$ 110,618$ 115,623$ Monthly 8,082$ 8,443$ 8,821$ 9,218$ 9,635$ Hourly 33.2148$ 34.6956$ 36.2504$ 37.8829$ 39.5970$ *Fire Captain assigned to Administrative Duty receives an additional 5% Premium pay and 5% Incentive payMonths 1-2 Months 3-6Months 7-12*Annually 77,828$ 82,152$ 86,476$ Monthly 6,486$ 6,846$ 7,206$ Hourly 26.6536$ 28.1343$ 29.6151$ SAN RAFAEL FIREFIGHTERS' ASSOCIATION BASE PAY SCHEDULE Effective July 1, 20207105 Fire Captain*1107 Fire Captain Specialist7106 Fire Engineer7109Fire Mechanic(40 hr/week)7110 Firefighter (without PM license)7126Firefighter-Paramedic(after probationary year, includes Paramedic Pay)**Entry Level Firefighter pay for probationary year:*After probationary year move into Firefighter-Paramedic grade code2126 Entry Level Firefighter
NOTE: 2,920 annual hours for Safety employees; 2,080 annual hours for Fire MechanicGrade Code TitleABCDEAnnually 110,921$ 116,467$ 122,291$ 128,405$ 134,826$ Monthly 9,243$ 9,706$ 10,191$ 10,700$ 11,235$ Hourly 37.9868$ 39.8861$ 41.8804$ 43.9745$ 46.1732$ Annually 116,472$ 122,295$ 128,410$ 134,830$ 141,572$ Monthly 9,706$ 10,191$ 10,701$ 11,236$ 11,798$ Hourly 39.8875$ 41.8819$ 43.9760$ 46.1748$ 48.4835$ Annually 100,465$ 105,488$ 110,763$ 116,301$ 122,116$ Monthly 8,372$ 8,791$ 9,230$ 9,692$ 10,176$ Hourly 34.4059$ 36.1261$ 37.9325$ 39.8291$ 41.8205$ Annually 90,778$ 95,317$ 100,083$ 105,087$ 110,341$ Monthly 7,565$ 7,943$ 8,340$ 8,757$ 9,195$ Hourly 43.6433$ 45.8255$ 48.1167$ 50.5226$ 53.0487$ Annually 88,206$ 92,616$ 97,247$ 102,109$ 107,214$ Monthly 7,350$ 7,718$ 8,104$ 8,509$ 8,935$ Hourly 30.2074$ 31.7177$ 33.3036$ 34.9688$ 36.7173$ Annually 98,927$ 103,337$ 107,968$ 112,830$ 117,936$ Monthly 8,244$ 8,611$ 8,997$ 9,403$ 9,828$ Hourly 33.8791$ 35.3895$ 36.9754$ 38.6405$ 40.3890$ *Fire Captain assigned to Administrative Duty receives an additional 5% Premium pay and 5% Incentive payMonths 1-2 Months 3-6Months 7-12*Annually 79,385$ 83,795$ 88,206$ Monthly 6,615$ 6,983$ 7,350$ Hourly 27.1866$ 28.6970$ 30.2074$ SAN RAFAEL FIREFIGHTERS' ASSOCIATION BASE PAY SCHEDULE Effective January 1, 20217105 Fire Captain*1107 Fire Captain Specialist7106 Fire Engineer7109Fire Mechanic(40 hr/week)7110 Firefighter (without PM license)7126Firefighter-Paramedic(after probationary year, includes Paramedic Pay)**Entry Level Firefighter pay for probationary year:*After probationary year move into Firefighter-Paramedic grade code2126 Entry Level Firefighter
Wage Classes Title A B C D7112 Battalion Chief 12,441$ 13,063$ 13,716$ 14,402$ *Employees in a specialty assignment shall receive five percent (5%) premium pay.SAN RAFAEL FIRE CHIEF OFFICERS' ASSOCIATIONSALARY SCHEDULEEffective July 1, 2020
Wage Classes Title A B C D7112 Battalion Chief 12,690$ 13,324$ 13,990$ 14,690$ *Employees in a specialty assignment shall receive five percent (5%) premium pay.SAN RAFAEL FIRE CHIEF OFFICERS' ASSOCIATIONSALARY SCHEDULEEffective January 1, 2021
Grade*Position
Entry Level
Step A1 ABCDE
Annually 62,192$ 65,301$ 68,566$ 71,995$ 75,594$ 79,374$
Monthly 5,183$ 5,442$ 5,714$ 6,000$ 6,300$ 6,615$
Hourly 29.8999$ 31.3948$ 32.9646$ 34.6128$ 36.3435$ 38.1606$
Annually 83,318$ 87,484$ 91,858$ 96,451$ 101,274$ 106,337$
Monthly 6,943$ 7,290$ 7,655$ 8,038$ 8,439$ 8,861$
Hourly 40.0568$ 42.0597$ 44.1626$ 46.3708$ 48.6893$ 51.1238$
Annually 63,708$ 66,894$ 70,238$ 73,750$ 77,438$ 81,310$
Monthly 5,309$ 5,574$ 5,853$ 6,146$ 6,453$ 6,776$
Hourly 30.6290$ 32.1605$ 33.7685$ 35.4569$ 37.2297$ 39.0912$
Annually 29,075$ 30,529$ 32,056$ 33,658$ 35,341$ 37,108$
Monthly 2,423$ 2,544$ 2,671$ 2,805$ 2,945$ 3,092$
Hourly 13.9785$ 14.6775$ 15.4113$ 16.1819$ 16.9910$ 17.8405$
Annually 59,867$ 62,860$ 66,003$ 69,303$ 72,769$ 76,407$
Monthly 4,989$ 5,238$ 5,500$ 5,775$ 6,064$ 6,367$
Hourly 28.7821$ 30.2213$ 31.7323$ 33.3189$ 34.9849$ 36.7341$
Annually N/A 94,636$ 99,368$ 104,336$ 109,553$ 115,031$
Monthly N/A 7,886$ 8,281$ 8,695$ 9,129$ 9,586$
Hourly N/A 45.4981$ 47.7730$ 50.1617$ 52.6697$ 55.3032$
Annually 52,244$ 54,856$ 57,599$ 60,479$ 63,503$ 66,678$
Monthly 4,354$ 4,571$ 4,800$ 5,040$ 5,292$ 5,556$
Hourly 25.1172$ 26.3731$ 27.6917$ 29.0763$ 30.5301$ 32.0566$
Annually 65,315$ 68,580$ 72,010$ 75,610$ 79,390$ 83,360$
Monthly 5,443$ 5,715$ 6,001$ 6,301$ 6,616$ 6,947$
Hourly 31.4013$ 32.9714$ 34.6200$ 36.3510$ 38.1685$ 40.0769$
Annually N/A 73,725$ 77,411$ 81,281$ 85,345$ 89,613$
Monthly N/A 6,144$ 6,451$ 6,773$ 7,112$ 7,468$
Hourly N/A 35.4445$ 37.2167$ 39.0776$ 41.0314$ 43.0830$
Annually N/A N/A N/A 101,610$ 106,691$ 112,025$
Monthly N/A N/A N/A 8,468$ 8,891$ 9,335$
Hourly N/A N/A N/A 48.8511$ 51.2937$ 53.8583$
Annually 65,315$ 68,580$ 72,010$ 75,610$ 79,390$ 83,360$
Monthly 5,443$ 5,715$ 6,001$ 6,301$ 6,616$ 6,947$
Hourly 31.4013$ 32.9714$ 34.6200$ 36.3510$ 38.1685$ 40.0769$
Annually 83,604$ 87,784$ 92,173$ 96,782$ 101,621$ 106,702$
Monthly 6,967$ 7,315$ 7,681$ 8,065$ 8,468$ 8,892$
Hourly 40.1943$ 42.2040$ 44.3142$ 46.5299$ 48.8564$ 51.2992$
Annually 76,001$ 79,801$ 83,791$ 87,981$ 92,380$ 96,999$
Monthly 6,333$ 6,650$ 6,983$ 7,332$ 7,698$ 8,083$
Hourly 36.5389$ 38.3659$ 40.2842$ 42.2984$ 44.4133$ 46.6340$
Annually 65,315$ 68,580$ 72,010$ 75,610$ 79,390$ 83,360$
Monthly 5,443$ 5,715$ 6,001$ 6,301$ 6,616$ 6,947$
Hourly 31.4013$ 32.9714$ 34.6200$ 36.3510$ 38.1685$ 40.0769$
Annually 61,174$ 64,233$ 67,444$ 70,817$ 74,357$ 78,075$
Monthly 5,098$ 5,353$ 5,620$ 5,901$ 6,196$ 6,506$
Hourly 29.4106$ 30.8811$ 32.4251$ 34.0464$ 35.7487$ 37.5362$
Annually N/A N/A N/A 116,187$ 121,996$ 128,096$
Monthly N/A N/A N/A 9,682$ 10,166$ 10,675$
Hourly N/A N/A N/A 55.8592$ 58.6521$ 61.5848$
Annually 93,362$ 98,030$ 102,932$ 108,079$ 113,483$ 119,157$
Monthly 7,780$ 8,169$ 8,578$ 9,007$ 9,457$ 9,930$
Hourly 44.8858$ 47.1300$ 49.4865$ 51.9609$ 54.5589$ 57.2869$
*Entry Level Pay Grade is 1XXXX (e.g., Entry Level Police Officer grade code is 16107)
6111 POLICE REGULATORY OFFICER
4524 POLICE SECURITY OFFICER
6104 POLICE SERGEANT
6107 POLICE OFFICER
6109 POLICE RECRUIT
9525 YOUTH SERVICES PROGRAM SUPERVISOR
6215 POLICE LEAD COMMUNICATIONS DISPATCHER
6106 POLICE CORPORAL
6206 POLICE EVIDENCE & PROPERTY TECHNICIAN
6201 POLICE SUPPORT SERVICES SUPERVISOR
9622 POLICE COMMUNICATIONS DISPATCH TRAINEE
6205 POLICE COMMUNICATIONS DISPATCHER
6202 POLICE ADMINISTRATIVE TECHNICIAN
9420 POLICE CADET
2121 POLICE CALL TAKER & RECORDS SPECIALIST
SAN RAFAEL POLICE ASSOCIATION
SALARY SCHEDULE
Effective July 1, 2020
6203 COMMUNITY SERVICE OFFICER
6207 MENTAL HEALTH LIAISON
Grade*Position
Entry Level
Step A1 ABCDE
Annually 63,436$ 66,607$ 69,938$ 73,435$ 77,106$ 80,962$
Monthly 5,286$ 5,551$ 5,828$ 6,120$ 6,426$ 6,747$
Hourly 30.4979$ 32.0227$ 33.6239$ 35.3051$ 37.0703$ 38.9238$
Annually 84,985$ 89,234$ 93,695$ 98,380$ 103,299$ 108,464$
Monthly 7,082$ 7,436$ 7,808$ 8,198$ 8,608$ 9,039$
Hourly 40.8580$ 42.9008$ 45.0459$ 47.2982$ 49.6631$ 52.1462$
Annually 64,982$ 68,232$ 71,643$ 75,225$ 78,987$ 82,936$
Monthly 5,415$ 5,686$ 5,970$ 6,269$ 6,582$ 6,911$
Hourly 31.2416$ 32.8037$ 34.4438$ 36.1660$ 37.9743$ 39.8731$
Annually 29,657$ 31,140$ 32,697$ 34,332$ 36,048$ 37,850$
Monthly 2,471$ 2,595$ 2,725$ 2,861$ 3,004$ 3,154$
Hourly 14.2581$ 14.9710$ 15.7196$ 16.5055$ 17.3308$ 18.1973$
Annually 61,064$ 64,117$ 67,323$ 70,689$ 74,224$ 77,935$
Monthly 5,089$ 5,343$ 5,610$ 5,891$ 6,185$ 6,495$
Hourly 29.3578$ 30.8257$ 32.3670$ 33.9853$ 35.6846$ 37.4688$
Annually N/A 96,529$ 101,355$ 106,423$ 111,744$ 117,331$
Monthly N/A 8,044$ 8,446$ 8,869$ 9,312$ 9,778$
Hourly N/A 46.4081$ 48.7285$ 51.1649$ 53.7231$ 56.4093$
Annually 53,289$ 55,953$ 58,751$ 61,688$ 64,773$ 68,011$
Monthly 4,441$ 4,663$ 4,896$ 5,141$ 5,398$ 5,668$
Hourly 25.6196$ 26.9005$ 28.2456$ 29.6578$ 31.1407$ 32.6978$
Annually 66,621$ 69,952$ 73,450$ 77,122$ 80,978$ 85,027$
Monthly 5,552$ 5,829$ 6,121$ 6,427$ 6,748$ 7,086$
Hourly 32.0293$ 33.6308$ 35.3124$ 37.0780$ 38.9319$ 40.8785$
Annually N/A 75,199$ 78,959$ 82,907$ 87,052$ 91,405$
Monthly N/A 6,267$ 6,580$ 6,909$ 7,254$ 7,617$
Hourly N/A 36.1534$ 37.9611$ 39.8591$ 41.8521$ 43.9447$
Annually N/A N/A N/A 103,643$ 108,825$ 114,266$
Monthly N/A N/A N/A 8,637$ 9,069$ 9,522$
Hourly N/A N/A N/A 49.8281$ 52.3195$ 54.9355$
Annually 66,621$ 69,952$ 73,450$ 77,122$ 80,978$ 85,027$
Monthly 5,552$ 5,829$ 6,121$ 6,427$ 6,748$ 7,086$
Hourly 32.0293$ 33.6308$ 35.3124$ 37.0780$ 38.9319$ 40.8785$
Annually 85,276$ 89,540$ 94,017$ 98,718$ 103,654$ 108,836$
Monthly 7,106$ 7,462$ 7,835$ 8,226$ 8,638$ 9,070$
Hourly 40.9982$ 43.0481$ 45.2005$ 47.4605$ 49.8335$ 52.3252$
Annually 77,521$ 81,397$ 85,467$ 89,740$ 94,227$ 98,939$
Monthly 6,460$ 6,783$ 7,122$ 7,478$ 7,852$ 8,245$
Hourly 37.2697$ 39.1332$ 41.0899$ 43.1444$ 45.3016$ 47.5666$
Annually 66,621$ 69,952$ 73,450$ 77,122$ 80,978$ 85,027$
Monthly 5,552$ 5,829$ 6,121$ 6,427$ 6,748$ 7,086$
Hourly 32.0293$ 33.6308$ 35.3124$ 37.0780$ 38.9319$ 40.8785$
Annually 62,397$ 65,517$ 68,793$ 72,233$ 75,844$ 79,637$
Monthly 5,200$ 5,460$ 5,733$ 6,019$ 6,320$ 6,636$
Hourly 29.9988$ 31.4987$ 33.0736$ 34.7273$ 36.4637$ 38.2869$
Annually N/A N/A N/A 118,511$ 124,436$ 130,658$
Monthly N/A N/A N/A 9,876$ 10,370$ 10,888$
Hourly N/A N/A N/A 56.9764$ 59.8252$ 62.8165$
Annually 95,230$ 99,991$ 104,991$ 110,240$ 115,752$ 121,540$
Monthly 7,936$ 8,333$ 8,749$ 9,187$ 9,646$ 10,128$
Hourly 45.7835$ 48.0726$ 50.4763$ 53.0001$ 55.6501$ 58.4326$
*Entry Level Pay Grade is 1XXXX (e.g., Entry Level Police Officer grade code is 16107)
4524 POLICE SECURITY OFFICER
6104 POLICE SERGEANT
9525 YOUTH SERVICES PROGRAM SUPERVISOR
6107 POLICE OFFICER
6109 POLICE RECRUIT
6111 POLICE REGULATORY OFFICER
6215 POLICE LEAD COMMUNICATIONS DISPATCHER
6106 POLICE CORPORAL
6206 POLICE EVIDENCE & PROPERTY TECHNICIAN
6201 POLICE SUPPORT SERVICES SUPERVISOR
9622 POLICE COMMUNICATIONS DISPATCH TRAINEE
6205 POLICE COMMUNICATIONS DISPATCHER
6202 POLICE ADMINISTRATIVE TECHNICIAN
9420 POLICE CADET
2121 POLICE CALL TAKER & RECORDS SPECIALIST
SAN RAFAEL POLICE ASSOCIATION
SALARY SCHEDULE
Effective January 1, 2021
6203 COMMUNITY SERVICE OFFICER
6207 MENTAL HEALTH LIAISON
GradePositionABCDE6103POLICE CAPTAIN (Benchmark)$12,070 $12,673 $13,307 $13,972 $14,6716110POLICE LIEUTENANT$10,686 $11,220 $11,781 $12,371 $12,989SAN RAFAEL POLICE MID-MANAGEMENT ASSOCIATIONSALARY SCHEDULEEffective July 1, 2020
GradePositionABCDE6103POLICE CAPTAIN (Benchmark)$12,311 $12,927 $13,573 $14,252 $14,9646110POLICE LIEUTENANT$10,900 $11,445 $12,017 $12,618 $13,249SAN RAFAEL POLICE MID-MANAGEMENT ASSOCIATIONSALARY SCHEDULEEffective January 1, 2021
Note: The Salary Schedule below reflects a 3% furlough reduction for FY 20/21
Grade Position A B C D E
7227 Assistant Civil Engineer 7,250$ 7,612$ 7,993$ 8,392$ 8,812$
7229 Associate Civil Engineer 8,003$ 8,403$ 8,823$ 9,264$ 9,727$
7277 Engineering Technician I 5,138$ 5,395$ 5,665$ 5,948$ 6,245$
7230 Engineering Technician II 5,806$ 6,097$ 6,401$ 6,721$ 7,057$
7330 Junior Engineer 5,806$ 6,097$ 6,401$ 6,721$ 7,057$
7228 Senior Associate Engineer 7,617$ 7,997$ 8,397$ 8,817$ 9,258$
2311 Senior Civil Engineer (PW)9,267$ 9,731$ 10,217$ 10,728$ 11,265$
7331 Traffic Engineer 8,003$ 8,403$ 8,823$ 9,264$ 9,727$
4793 Traffic Technician I 5,138$ 5,395$ 5,665$ 5,948$ 6,245$
4792 Traffic Technician II 5,806$ 6,097$ 6,401$ 6,721$ 7,057$
WCE - San Rafael
Salary Schedule
Effective July 1, 2020
Cover Page
Attachment 3. – Shared Services with other Governmental Agencies
CITY OF SAN RAFAEL
EXAMPLES OF SHARED SERVICES AND PARTNERSHIPS WITH
OTHER GOVERNMENTAL AGENCIES
AS OF JUNE 2020
LIBRARY:
• Member of MARINet, a countywide consortium of public libraries and Dominican
University. We co-fund and share a library catalog, dozens of online resources
(collections of magazines, newspapers, ebooks), and engage in cooperative training
sessions.
• Northgate Mall Library - library services at the Northgate Mall are provided in
collaboration with Marin County Free Library which provides collection materials and
internet connectivity while San Rafael provides daily staffing.
• San Rafael City Schools - San Rafael Library provides bulk library card distribution to
students and MiFi hotspots to support distance learning based on data exchange under
existing MOUs with the school board.
• Miller Creek School District - San Rafael Library provides bulk library card distribution
to students based on data exchange under existing MOUs with school board.
• Part of NorthNet, a California regional consortium of public libraries. This consortium
provides a book delivery service between libraries, and shared online resource purchases.
• Part of Califa, a California statewide consortium of public libraries. This consortium
provides discounted resource purchases and training opportunities.
POLICE:
• CSI (Crime Scene Investigation) - we are sharing training and assistance as needed with
Fairfax PD.
• Crisis Response Unit (CRU) - Formed a regional SWAT (Special Weapons and Tactics)
and CNT (Crisis Negotiations Team) with Novato PD. The CRU is comprised of sworn
and professional staff trained in tactics and negotiations and are ready to respond to any
situation in San Rafael and Novato. These teams also share training and assistance as
needed to other cities in the county.
• Gang Enforcement - we are sharing officers/detectives with Novato PD, Central Marin
Police Authority, and the MCSO for gang enforcement.
• Gang Validations for Court Cases - we provide members of our SCU (Street Crimes
Unit) to complete the required paperwork and process when a gang member is being tried
in Marin County.
• Marine Patrol - we provide assistance and respond to calls for service for the MCSO and
Sausalito PD, as well as for the U.S. Coast Guard
• Firearms & Active Shooter Training - we provide the trainers for smaller departments in
Marin County like Tiburon PD, Fairfax PD, College of Marin PD, etc.
• Police CLETS co-operative for accessing State DOJ data through the San Rafael
network; our agency partners on this are Fairfax, Ross, College of Marin, and the District
Attorney's Office.
• Public Safety Answering Point (PSAP) - SRPD is the back-up PSAP for Fairfax PD.
Fairfax PD provides police dispatch for Ross PD and College of Marin.
• SRPD conducts Spanish certifications for Fairfax PD. Mill Valley PD recently reached
out to us and would like us to do the same for their department.
FIRE:
• Marin County Sheriff’s Office Communications Center provides Fire/EMS dispatch
services for San Rafael Fire as well as all other Marin fire agencies with the exception of
Marin County Fire Department and the smaller coastal volunteer departments.
• CSA 19 - Provide Fire/Rescue/Paramedic services to seven separate County areas within
San Rafael through an agreement with the County of Marin that is supported by revenue
to staff one fire station.
• CSA 13 (Upper Lucas Valley) - Provide Paramedic services through an agreement with
the County of Marin that is partially supported by a Paramedic Tax.
• Marinwood CSD - Provide Paramedic services through an agreement with Marinwood
CSD that is partially supported by a Paramedic Tax.
• Marinwood CSD - Provide Fire and Rescue response and emergency operational
oversight to Marinwood through a no cost agreement in exchange for response by
Marinwood CSD Fire to a small portion of San Rafael that is adjacent to the Marinwood
Fire Station and areas east of Highway 101 in the Smith Ranch area. This has been
updated and is now part of the agreement for San Rafael to provide chief officer services
to the CSD.
• Shared Service Agreement between San Rafael and Marinwood provides for staffing of
personnel to fill temporary vacancies on a voluntary basis.
• Marin County CERT. Assist with regional deployment of disaster preparedness training.
• Get Ready Marin. Assist with regional deployment of disaster preparedness training.
• Central Marin Training Consortium. This is an agreement between San Rafael,
Marinwood, Central Marin, and Kentfield fire agencies for the purposes of regional
training in order to increase coordination and standardization.
• Member of the Marin Wildfire Prevention Authority (MWPA) which is a JPA established
by Measure C to support coordinated wildfire preparedness and mitigation.
• Marin OES. Contractual agreement for certain services including emergency notification.
• Marin Household Hazardous Waste JPA. Provide administrative services and oversee
program deployment.
• Marin Hazardous Materials Response Team. JPA. Provide administrative oversight.
• San Rafael Fire Mechanic services for Marinwood.
• San Rafael Fire Mechanic services for Central Marin Fire (agreement pending).
• Member of Marin Emergency Radio Authority (MERA).
PUBLIC WORKS:
• Garage Services - vehicle maintenance for Town of San Anselmo, Fairfax, Ross Valley
School District, and Marinwood Fire as needed.
• Contract with Marin County DPW for Real Estate and Right of Way Acquisition related
to State and Federal Projects.
• Shared our staff and equipment with smaller cities such as San Anselmo and Ross for
emergency responses to flooding and clean up upon request.
• Share staff and equipment with San Rafael Sanitary District upon request by either group.
• Coordinate roadway maintenance with County (i.e. Pt. San Pedro Road).
• Participate in Marin County’s USAR, California Regional task Force 1.
• Member of MCSTOPP.
• Interact with FEMA regarding the 2017 storm events.
• Participate in the Marin Public Works Association.
ENVIRONMENTAL/SUSTAINABILITY:
• Marin Sanitary Service Franchisor's Group: San Rafael, Larkspur, Ross, County of
Marin, Las Gallinas Valley Sanitary District.
• Marin Climate and Energy Partnership (MCEP: 11 cities, the County, and Marin’s public
utilities) conducting GHG inventories, Climate Action Plan implementation and updates
• Marin Sea Level Rise partnership (led by County of Marin, includes all Marin
jurisdictions) conducting vulnerability assessments.
• Ad hoc pilot programs with Transportation Authority of Marin (TAM), Marin Municipal
Water District (MMWD), Marin School of Environmental Leadership (MSEL), and
others such as a residential water conservation pilot, zero waste pilots, and transportation
demand program pilots.
COMMUNITY DEVELOPMENT
• Community Development is exploring opportunities to partner with other jurisdictions in
land use streamlining efforts through creation of standardized forms and applications,
retooling administrative review procedures and other similar partnership opportunities.
• The City is partnering with the County of Marin and other Marin cities/towns on an
update to the affordable housing in-lieu/commercial linkage fee that is charged to new
development projects. The updated fee will be commonly applied throughout the Marin
County jurisdictions, which will provide consistency and continuity in its application.
RECREATION:
• Provide management of Hamilton pool in Novato.
• Provide school age childcare in San Rafael city schools district and Miller Creek school
district facilities.
• Shared services with Miller Creek school district to operate and manage the Terra Linda
Community Garden on School District property.
• Shared services with Terrapin Crossroads for development and maintenance of Beach
Park.
• Shared services with Marin Bocce to provide bocce to the community.
• The Ranch shares space for use of Albert Park Stadium to provide Co-Ed Softball and
Men’s D League softball.
• Tax Aid services are offered at the Albert J. Boro Community Center and San Rafael
Community Center.
• Catholic Charities offers Kids Club Summer and School Year Program through the
Albert Boro Community Center.
• Jr. Giants Baseball Program.
• Vision Impaired of Marin Spanish Support Group.
• ESL Classes (Canal Alliance & Tamalpais UHSD/Bahia Vista Elementary School).
• Aprendiendo Juntos (Parent Services Project).
• Boy Scouts Troop 2000 provides service projects to support facility improvements at the
Pickleweed Park and Boro Community Center.
• Ball for All Basketball Camp.
• Voces del Canal - Mini Soccer League.
• Canal Youth & Family Council - Monthly canal arts and holiday events at the Boro
Community Center.
• Multicultural Center of Marin, Catholic Charities and individuals - Day of the Dead
Celebration.
• Drawbridge Weekly Expressive Art Group.
• Point Blue Conservation Sciences - STRAW Program/Restoration. STRAW is a
partnership where Point Blue works with elementary and middle school kids about
environmental sciences and performs wetland restoration on the edge of Pickleweed Park.
• Goldenaires, Whistlestop, Marin County Division of Aging and Adult Services offer
older adult programming at the Terra Linda Community Center, the San Rafael
Community Center, and the Albert J. Boro Community Center Multi-Cultural Older
Adult Program.
• Shared services with Marin Open Studios to provide exhibits at Falkirk Cultural Center
as well as sculpture pieces at San Rafael sites.
• Marin Master Gardeners works with San Rafael to maintain gardeners at Falkirk Cultural
Center and to offer workshops for the community on gardening.
• Pickleweed Preschool has been partnering with the Marin County Office of Education for
the last four years—receiving continuous professional development, on-site coaching,
and classroom assessments (CLASS) that provide valuable program feedback.
• P-3 Initiative supported by MCOE with neighboring preschools and elementary schools
with goals of developing community and aligning our grade levels/classrooms to where
we are all practicing and incorporating similar strategies, teaching philosophies, and all
learning from each other. Last year, the teachers attended a training led by First School.
This project aims at improving the classroom experiences of low-income and minority
children PreK-3rd grade by implementing curriculum that is aligned, inclusive, and
developmentally appropriate.
• Childcare partners with the YES program at Miller Creek Middle School. This is a
program for 8th graders at Miller Creek who do 20 hours of community service at both
Lucas Valley and Mary Silveira childcare sites. Students assist the children with their
homework and play games.
HOMELESSNESS:
• Community Homeless Fund - fund administered through Marin County Council of
Mayors and Councilmembers (all cities and towns contribute).
• Marin Mobile Care - mobile homeless service program in partnership with other
jurisdictions.
• Homeless Policy Steering Committee - HUD-mandated committee responsible for
allocating federal funding in Marin (Led by County of Marin).
• Opening Doors Marin - public private partnership working to align affordable housing
dollars across various countywide projects.
• Coordinated Entry Steering Committee - Partnership with local service providers and the
County of Marin to provide housing for the most vulnerable people in the community.
MISCELLANEOUS:
• Significant coordination and partnership with the County of Marin and every city/town in
COVID-19 response such as MCCMC committee, Marin Recovers, Emergency
Operations Center coordination, Marin Managers’ Association.
• Co-location of Emergency Operation Center with County of Marin for PG&E Power
Shut-offs
• Parking Services provides meter collection and maintenance for the San Anselmo.
• Human Resources is a member of the Sonoma-Marin Training Consortium.
• Digital Services is part of MIDAS - inter-agency network links and other joint
communication/computer projects.
• AV system in our Council Chambers - We provide AV support and assistance to several
agencies for any public meeting held in the Council Chambers, with specialized services
provided by Community Media Center of Marin (part of the MTA JPA) and/or Corporate
Media Systems (contract vendor).
• Member of all County-wide JPA’s including MERA, Solid Waste. MGSA, etc.
• Participate in MCCMC Subcommittees such as the Ad Hoc Pension and OPEB
Committee.
Cover Page
Attachment 4. – Capital Improvement Program: FY 2020-21 through
2022-23
CAPITAL
IMPROVEMENT
PROGRAM
FY20/21 - 22/23
SAN RAFAEL
THE CITY WITH A MISSION
2 | Page Capital Improvement Program FY 20/21 ‐ 22/23
This page intentionally left blank.
Capital Improvement Program FY 20/21 ‐ 22/23 3 | Page
Capital Improvement Program
FY 20/21 ‐ 22/23
City Council
Gary O. Phillips, Mayor
Kate Colin, Vice Mayor
Maribeth Bushey, Councilmember
Andrew Cuyugan McCullough, Councilmember
John Gamblin, Councilmember
SAN RAFAEL
THE CITY WITH A MISSION
4 | Page Capital Improvement Program FY 20/21 ‐ 22/23
Table of Contents
Section I. Overview ........................................................................................................................................ 5
Background ......................................................................................................................................................... 5
CIP Process and Project Selection ....................................................................................................................... 5
Section II. Project Funding ............................................................................................................................. 8
Fund Types .......................................................................................................................................................... 8
Fiscal Year 20/21 Funding and Revenue Reductions .......................................................................................... 9
Section III. FY 19/20 Completed Projects ...................................................................................................... 15
Section IV: Upcoming Projects; Project Description and Budget Details ........................................................ 18
Section V: Rating Categories and Project Ratings ......................................................................................... 48
Section VI: Project Funding Tables ............................................................................................................... 53
Section VII: Project Locations ....................................................................................................................... 57
Capital Improvement Program FY 20/21 ‐ 22/23 5 | Page
Section I. Overview
Background
Marin County’s oldest City, San Rafael lies between San Francisco and California’s famous wine
country. The City is in central Marin County and, while serving as the County seat, is the economic,
financial, cultural, and service center of the region. With a history dating back almost 150 years, the
public infrastructure includes miles of streets and sidewalks, numerous public buildings, acres of
medians and open space, and many other assets.
The City has a tradition of prudent financial management, including maintaining public assets in good
condition to minimize lifecycle costs. Residents and business owners greatly value the beauty of the
community’s built and natural environment and have high expectations regarding the upkeep of
public facilities. These factors have led the City to engage in active planning of capital improvements.
The City of San Rafael’s Capital Improvement Program (CIP) is a comprehensive, multi‐year planning
tool used to guide the City’s decision‐making process for construction, repair, and replacement of City
assets such as roadways, storm drain systems, parks, City buildings, and public safety facilities. The
CIP document summarizes projects, including their funding sources, and prioritizes projects after
analysis and coordination with other City departments to ensure a comprehensive and equitable
approach is achieved. In the City of San Rafael, a new CIP budget is developed every year outlining
proposed improvements for the next three years. When the City’s annual budget is adopted, the CIP
for that year is also adopted.
The CIP seeks to balance the need to repair and replace existing assets and to deliver new assets
where they are most needed taking into account available resources. Beginning this fiscal year, the
CIP reflects a new process to identify and prioritize community values and core principles of Together
San Rafael. The City’s previous CIP prioritization process established several years ago focused on
infrastructural conditions, regulatory mandates, and project readiness. In contrast, the updated CIP
development process utilized this year incorporated other factors such as equity, whether or not
projects already have community support, and public health.
Incorporated in 1874, San Rafael has an aging infrastructure and backlog of deferred maintenance of
City‐owned facilities and assets. With the development of the CIP each year, more projects are
identified and requested than available resources can accomplish. To this end, staff developed a
model to prioritize and select projects to move forward for consideration.
CIP Process and Project Selection
Projects identified in the CIP are primarily driven by staff evaluation or engineering studies and/or
reports such as the 2018 Bicycle and Pedestrian Master Plan (BPMP). City staff also receive input from
community members, the City Council, Department Directors, and commissions such as the Parks and
Recreation Commission.
6 | Page Capital Improvement Program FY 20/21 ‐ 22/23
Project selection and priority is based on recommendations by a Rating Committee consisting of key
staff from various City departments. When rating projects, the Committee considers
health/safety/liability, priority initiatives, time sensitivity of funds involved, and the ability of a
project to maintain or enhance functionality. These four criteria, which are weighted factors shown as
percentages, are further defined as follows:
1. Health/Safety/Liability (35%) – Projects that are critical to public health and safety or
significantly reduce the City’s risk of liability will receive a higher rating.
2. Priority Initiatives (20%) – This category assigns priority to projects based on the City’s goals,
including the guiding principles of Together San Rafael, the General Plan, City
Council/community supported projects, and that advance equity in the community.
3. Time Sensitive Funds (25%) – CIP projects funded by state or federal grants often have funding
deadlines or project milestones. As such, grant‐funded projects will be rated higher to
accommodate timely‐use‐of‐fund requirements from the granting agency.
4. Maintain/Enhance Functionality (20%) – This category rates projects according to the
importance and urgency of the proposed repair, rehabilitation, or replacement. Proposed
maintenance than can be deferred will be rated lower than a pressing maintenance item
associated with a critical City asset.
Once the Rating Committee has prioritized projects, staff reviews available funding and allocates an
order‐of‐magnitude budget for the highest ranked projects from each category. New this year, staff
recommends retaining a contingency budget in each category as opposed to allocating all available
funding to projects. This will ensure that should unanticipated needs surface mid‐year, staff have
available funds to address this without impacting planned projects. Should contingency funds remain
at the end of the fiscal year, they will be allocated to a project during the next fiscal year.
Section V of this document provides a table of the rating criteria above as well as a summary of the
final ratings based on the Rating Committee’s ranking. The following flowchart outlines the process
staff follow during the development of the CIP.
Capital Improvement Program FY 20/21 ‐ 22/23 7 | Page
•List includes rollover projects from
the prior year CIP and new projects
as proposed by City Department
Directors and community members.
Develop CIP
List
•A Rating Committee consisting of
key staff from various City
departments ranks projects.
Prioritize CIP
List
•Staff examines the projects and
provides an order‐of‐magnitude
estimate of project costs.
Project
Estimates
•Staff from various City departments
examines the available budget for each
fund type.
Budget
Analysis
•Staff review existing workload to
determine the best approach to
delivering high priority projects.
Staffing
Allocation
•Staff develop the Draft CIP
Document for review by the
Rating Committee, Department
Directors, and the City Manager.
Draft CIP
Document
•The recommended CIP Document is
brought to City Council for review
and subsequent inclusion into next
fiscal year's budget.
Recommended
CIP Document
8 | Page Capital Improvement Program FY 20/21 ‐ 22/23
Section II. Project Funding
Fund Types
Capital Improvement Program projects are paid for through a variety of different funds. Each fund
type has its own source of revenue as well as restrictions governing its use. The table below
summarizes the primary funding sources.
Fund # Fund Name Description
205 Stormwater
Fund
Established to fund stormwater maintenance, programs, and
improvements throughout the City. Fund #205 receives annual
revenues from the City’s Stormwater Activity fee (Municipal Code
Chapter 9.40).
206 Gas Tax;
Measure AA;
Senate Bill 1
Funds
The Gas Tax is revenue collected and subsequently distributed by
the State of California based on a percentage tax on each gallon of
gas purchased in San Rafael. Gas Tax may be used for capital
projects or maintenance on local streets, roads, traffic, and
bicycle/pedestrian facilities. Additionally, local sales tax, passed by
voters in 2018 as Measure AA, contributes to a portion of this fund
for roadway improvement projects.
208 Childcare Fund Projects identified in the CIP as utilizing Childcare Funds are
restricted to facility improvements at the City’s childcare centers.
235 Baypoint
Lagoon
Assessment
District
The Baypoint Lagoons Lighting and Landscape District was formed to
protect and enhance wildlife habitat and water quality in Baypoint
(Spinnaker) Lagoon and the adjacent diked salt marsh.
236 Loch Lomond
Assessment
District
The Loch Lomond (Melo‐Roos) Assessment District was established
in 1992 to pay for the repair and maintenance of the stormwater
system infrastructure in the District.
240 Parkland
Dedication
This fund was established to account for long‐term developer
deposits used to acquire and increase capacity of the City’s park
infrastructure.
241 Measure A Measure A is a nine‐year ¼ percent transactions and use tax
managed by the County of Marin. The tax is restricted to care for
parks and open spaces. The Department of Library and Recreation,
in consultation with the Parks and Recreation Commission, provides
input each year as to which parks projects should be prioritized to
receive Measure A funding.
246 Traffic
Mitigation Fee
Traffic Mitigation Fees are an impact fee charged to a developer in
connection with the approval of a private land development project
with the purpose of offsetting or subsidizing public improvements
made necessary by the private development. The City utilizes Traffic
Capital Improvement Program FY 20/21 ‐ 22/23 9 | Page
Mitigation Fees for circulation‐related projects identified in the
General Plan.
420 Measure E Measure E was passed by San Rafael voters in November 2013
extending an existing 0.5% sales tax for 20 years and adding 0.25%
(25 cents on a $100 purchase). In February 2014, the City Council
directed staff to set aside the revenues from the added quarter
percent to fund public safety facilities improvements.
501 Parking
Services
Projects identified in the CIP as utilizing Parking Services Funds are
restricted to parking‐related projects, including maintenance and
upgrades at City parking garages and parking lots.
603 Building
Maintenance
The Building Maintenance Fund supports routine maintenance and
capital projects associated with the City’s buildings, parks and other
facilities. The Building Maintenance Fund is an internal revenue
fund, which means General Fund monies are the sole source of
revenue.
Grants
(various)
The City actively seeks grant funding for capital projects and
programs. Grant funding is available from regional, state, and
federal agencies for safety, transportation, emergency response,
and other types of projects.
Fiscal Year 20/21 Funding and Revenue Reductions
While several CIP projects are grant‐funded, most are not and are paid for through Funds 205
(Stormwater), 206 (Gas Tax), 246 (Traffic Mitigation), and 603 (Building Maintenance). Within each
fund type is an Operating Budget which consists of expenses related to maintenance of
infrastructure, equipment purchasing, miscellaneous contractual services, Annual Programs, and
other non‐project related work. Additionally, after deducting the Operating Budget from the total
available funding in each fund type, staff allocated a 15‐percent contingency of the remaining funds
to provide a buffer for unanticipated expenses which may arise mid‐year.
The public health state of emergency due to the COVID‐19 pandemic has created severe financial
burdens for the City, its residents and businesses. Inevitably, this economic downturn is resulting in a
dramatic reduction of the City’s revenues, impacting CIP funding revenues in Funds 206 (Gas Tax),
208 (Childcare), 241 (Measure A‐Parks), and 501 (Parking Services). The proposed projects in this
year’s CIP represent those projects staff can deliver based on revenue assumptions at this time,
including known projected reductions. Staff plan to track revenues throughout the fiscal year to
determine if additional reductions in project budgets are necessary.
10 | Page Capital Improvement Program FY 20/21 ‐ 22/23
Assumptions or comments for each of these funds’ reductions includes:
Fund # and Type Assumptions Comments
206 (Gas Tax) FY 20/21 – 30% Reduction
FY 21/22 – 15% Reduction
FY 22/23 – 0% Reduction
Reduced revenues have already been
considered when determining which projects
to pursue in the CIP.
208 (Childcare) Unclear at this time what funding decrease
there may be. Previously‐started design
contracts are being suspended until further
notice.
241 (Measure A‐Parks) FY 20/21 – 25% Reduction
501 (Parking Services) Unclear at this time what funding decrease
there may be. Previously‐planned design
contracts for FY 20/21 have been postponed.
No planned projects to pursue in FY 20/21.
The following is a breakdown of these specific fund types for Fiscal Year 20/21 to illustrate how these
funds are typically utilized.
Capital Improvement Program FY 20/21 ‐ 22/23 11 | Page
Fund 205: Stormwater Fund
Fund 205 Total Available $840,000
Operating Budget $623,000
CIP Projects $185,000
CIP 15% Contingency $32,000
Total Available Funds
The 205 Stormwater Fund receives approximately $840,000 in annual revenues from the City’s
Stormwater Activity fee.
Operating Budget
The Operating Budget for Fund 205 covers expenses incurred for the maintenance of the City’s
drainage system and primarily its stormwater pump stations. Expenses include pump and motor
replacement at various stations, generator rentals, utilities, etc.
CIP Projects and Contingency
The 205 Stormwater Fund pays for CIP projects that involve the improvement of the City’s drainage
infrastructure including storm drain pipes, drainage basins, levees, and pump stations. Fifteen
percent of the non‐operating budget funding is reserved to account for any small, unanticipated
expenses not identified in the CIP document.
12 | Page Capital Improvement Program FY 20/21 ‐ 22/23
Fund 206: Gas Tax
Fund 206 Total Available $8,530,000
Operating Budget $3,710,000
CIP Projects $2,640,000
CIP 15% Contingency $460,000
RMRA $1,720,000
Total Available Funds
The 206 Gas Tax Fund receives annual revenues from a variety of sources, including the State Gas Tax,
the City’s Refuse Regulatory Fee, Construction Impact Fee, Senate Bill 1: Road Maintenance and
Rehabilitation Account (RMRA), and local gas tax funds through voter‐approved initiatives such as
Measures A and AA.
As a result of the anticipated loss of revenue stemming from the COVID‐19 pandemic, staff estimate a
30% reduction in available Gas Tax Measure A, AA, and RMRA revenues for Fiscal Year 20/21. The
$8,040,000 shown in the table above reflects this 30% reduction and includes a $2.3 million fund
balance carried over from Fiscal Year 19/20.
Operating Budget
The Operating Budget for Fund 206 covers the costs of the City’s CIP Annual Programs including
Bridge Maintenance, MCSTOPP Implementation, Replacement of CMP Storm Drains, and Sidewalk
Repair Program. Additionally, funds are also earmarked for the maintenance of local streets, traffic
signals, miscellaneous contractual services, and partially cover the salaries of street maintenance
staff.
CIP Projects and 15% Contingency
Eligible CIP projects for the 206 Gas Tax Fund include a variety of projects within the public right‐of‐
way such as street resurfacing/restriping, curb ramp installation, pedestrian and bicycle
improvements, bridge repair, storm drain improvements, etc. Fifteen percent of the non‐operating
budget funding is reserved to account for any small, unanticipated expenses not identified in the CIP
document.
Senate Bill 1: Road Maintenance and Rehabilitation Account (RMRA)
Senate Bill 1 generates additional revenues that become part of the 206 Gas Tax Fund. These
restricted funds are reserved for specific projects, and their use is audited at the end of every fiscal
year. Project eligibility is the same as other 206 projects.
Capital Improvement Program FY 20/21 ‐ 22/23 13 | Page
Fund 246: Traffic Mitigation
Fund 246 Total Available $1,800,000
Operating Budget $400,000
CIP Projects $1,200,000
CIP 15% Contingency $200,000
Total Available Funds
The 246 Traffic Mitigation Fund receives revenues from the Traffic Mitigation Fee charged to
developers in connection with the approval of a private land development project. Designed as an
impact fee, revenues aim to offset additional vehicular trips associated with a development by
providing funding for high priority circulation improvements throughout the City identified in the
General Plan. Since the fee is dependent on approved development, annual revenues vary widely
from year to year and future revenues are largely unpredictable during the development of the CIP
each spring. Staff has estimated that $600,000 in annual revenues are anticipated in the upcoming
three‐year period.
Operating Budget
The Operating Budget for Fund 246 covers the cost of implementing the Bicycle Pedestrian Master
Plan, Citywide Crosswalk Improvements, and miscellaneous contractual costs associated with
citywide signalization improvements.
CIP Projects and 15% Contingency
Eligible projects for 246 funds are those specifically identified as circulation improvements in Exhibit
21A of the 2020 General Plan, etc. Fifteen percent of the non‐operating budget funding is reserved to
account for any small, unanticipated expenses not identified in the CIP document.
14 | Page Capital Improvement Program FY 20/21 ‐ 22/23
Fund 603: Building Maintenance
Total Available Funds
The 603 Building Maintenance Fund is an internal revenue fund supported by the City’s General Fund.
The budget for this fund is set at $500,000 annually.
Operating Budget
The Operating Budget for Fund 603 covers the costs of various upkeep projects completed by the
Building Maintenance staff. Smaller scale maintenance such as replacement of failed lighting fixtures,
repairs to HVAC systems, and replacement of worn carpet are examples of operating budget
expenses.
CIP Projects and 15% Contingency
The 603 Buildling Maintenance Fund pays for improvement projects to City‐owned property,
including the community centers, library, City Hall, City park infrastructure, etc. Fifteen percent of the
non‐operating budget funding is reserved to account for any small, unanticipated expenses not
identified in the CIP document.
Fund 603 Total Available $500,000
Operating Budget $190,000
CIP Projects $264,000
CIP 15% Contingency $46,000
Capital Improvement Program FY 20/21 ‐ 22/23 15 | Page
Section III. FY 19/20 Completed Projects
Essential Facilities – Fire Station 57
The new 9,855‐square‐foot, two‐story fire
station now houses five on‐duty fire
fighters/paramedics and accommodates six
on‐duty personnel. The core elements of
the new station include: three drive‐
through apparatus bays, apparatus support
spaces, public lobby, accessible restrooms,
office, kitchen, dining, dayroom, laundry
room, private sleeping quarters, unisex
restrooms, mechanical, electrical,
communications rooms, and staff parking.
Pickleweed Park Playground
Improvements
The Pickleweed Park Playground
Improvements replaced the outdated
playground with new play structures,
slides, swings, and other assorted play
features. This project was funded
through a federal Community
Development Block Grant (CDBG).
Street Restriping 2018‐2019
The Restriping Project consisted of
upgrading existing traffic striping,
pavement markings, and markers along 12
miles of City streets to conform to new
striping standards for roadways. The new
thermoplastic striping will last many years
longer than previously‐installed paint and
be more visible to motorists.
Building Better Neighborhoods
16 | Page Capital Improvement Program FY 20/21 ‐ 22/23
City Hall Solar Panel Installation
During spring 2020, new solar panel
arrays were installed on the roof of City
Hall as well as in the lower parking lot.
This project assists the City in fulfilling its
goal of being ‘green’ and sustainable.
Francisco Bouelvard West Multi‐Use Pathway
(Andersen Drive to Rice Drive) – Phase I
As a highly‐desired capital improvement, the City
partnered with SMART to construct a 10‐foot wide,
½‐mile long multi‐use path parallel to the railroad
tracks between Andersen Drive and Rice Drive.
Breaking ground in June 2018, the Pathway was
opened for service in July 2019. Funding was a
combination of local City funds as well as grants
from the Transportation Authority of Marin,
Measure A (HIP), Metropolitan Transportation
Commission, State Local Partnership Program (LPP),
BAAQMD, and County of Marin.
Quiet Zone Implementation for
SMART’s Larkspur Extension
In partnership with SMART, the City
diligently worked to create a Quiet
Zone from Downtown San Rafael to
Larkspur such that the train horn is not
sounded when a train crosses a street.
Photo Credit: Cris Gebhardt Photography
Capital Improvement Program FY 20/21 ‐ 22/23 17 | Page
Other Completed Projects
Essential Facilities – Public Safety Center
o Construction of a new 44,000‐square‐foot Public Safety Center to co‐locate fire, police, and
emergency services. The project included a subterranean garage, public plaza, and landscaping
improvements.
Sea Level Rise Vulnerability Study
o This study focused on the ‘low hanging fruit’ in which recommendations were provided for
small‐scale improvements to reduce the impact of sea level rise. This study coincided with sea
level rise work underway by the Community Development Department and the General Plan
2040.
B Street Community Center Restroom Remodel
o Project included full demolition of the existing restrooms and installation of new ADA‐
compliant restrooms for women and men.
Street Resurfacing 2018‐2019 (annual project)
o Work included street resurfacing or rehabilitation on various streets throughout the City. The
project required coordination with residents, businesses, utility companies, and transit
operators to minimize disruption to the community.
Stormwater Operations and Maintenance (annual project)
o Maintenance of the City’s 12 pump stations.
Second and Third Streets Signalization Improvements at the Railroad Tracks
o Installation of new traffic signal indications at the railroad tracks to increase public safety, keep
motorists away from the tracks, and satisfy federal requirements for a Quiet Zone.
Andersen Drive Microseal
o Installation of a microseal street resurfacing product on Andersen Drive from Jacoby Street
south to the Central Marin Sanitation Agency wastewater treatment plant.
Merrydale North Promenade Study (i.e., Merrydale Pathway – North Connector)
o Preparation of various design alternatives, working in concert with residents and members of
the Bicycle and Pedestrian Advisory Committee.
Tivoli Lighting on Fourth Street (Shaver Street to Tamalpais Avenue)
o Installation of decorative street lighting across Fourth Street in the heart of Downtown San
Rafael.
Sidewalk Repair Program 2019‐2020
o Working hand‐in‐hand with community members, buckling sidewalks were replaced at many
locations across the City. As necessary, trees were removed to accommodate installation of
new sidewalks while reducing the possibility of future uplifting from tree roots.
18 | Page Capital Improvement Program FY 20/21 ‐ 22/23
Section IV: Upcoming Projects; Project Description and Budget Details
FUND 205: STORMWATER FUND
205.1 Rotary Manor Culvert Replacement
Project Information
The damaged corrugated metal pipe (CMP)
culvert located underground at Rotary Manor
requires replacement and reestablishment of
the community gardens above.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 205 Stormwater $164,000 $15,000
Construction External T.B.D. Fund Type $750,000
Subtotal $164,000 $15,000 $750,000
Total Cost Estimate $929,000
205.2 San Quentin Pump Station Reconstruction
Project Information
The San Quentin Pump Station Reconstruction
project will construct a new station to convey
storm drain runoff from low‐lying areas into
the San Francisco Bay as well as rehabilitate
the existing discharge pipe located between
the station and the Bay.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 205 Stormwater $375,000
Construction 205 Stormwater
Grant: FEMA (unsecured)
Subtotal $375,000
Total Cost Estimate $375,000
Capital Improvement Program FY 20/21 ‐ 22/23 19 | Page
205.3 Storm Drain Replacement at 2111 Francisco Boulevard East
Project Information
The Bay Area Toll Authority (BATA) plans to
construct a widened sidewalk on Francisco
Boulevard East from the Bay Park Center
office complex to Grange Way. This work
will complete a gap closure in the
bicycle/pedestrian network connecting the
Richmond San Rafael Bridge to the
Andersen Drive flyover. Existing City storm
drain pipes under the proposed sidewalk
require replacement which should be
performed concurrently with the sidewalk
widening project or in advance in
conjunction with sanitary sewer work.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 205 Stormwater
Construction 205 Stormwater $100,000
Subtotal $100,000
Total Cost Estimate $100,000
205.4 MCSTOPPP – Catch Basin Trash Capture Feasibility Study
Project Information
Due to regulations imposed by the Marin
County Stormwater Pollution Prevention
Program, cities in Marin County will soon be
required to implement devices to capture and
remove trash from the storm drain system
before water is conveyed to San Francisco
Bay. This feasibility study will identify means
and methods as to how the City of San Rafael
can comply with these requirements.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 205 Stormwater
206 Annual MCSTOPPP
Program
$30,000
$100,000
Construction 205 Stormwater
Subtotal $130,000
Total Cost Estimate $130,000
20 | Page Capital Improvement Program FY 20/21 ‐ 22/23
205.5 East Street at Jessup Street Storm Drain Improvements
Project Information
The neighborhood adjacent to East Street at
Jessup Street is one of the older areas of San
Rafael. Stormwater runoff is conveyed
downhill utilizing surface features such as
gutters and shallow storm drain pipes. The
neighborhood has experienced flooding as a
result of development reducing impervious
areas and antiquated drainage facilities. This
project proposes to install underground storm
drain pipe on Jessup Street between West
Street and East Street and connect to the
City’s existing system at Second Street and
East Street. At this time, only the design is
proposed to be moved forward until additional funds can be identified for construction.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 205 Stormwater $45,000
Construction 205 Stormwater
Subtotal $45,000
Total Cost Estimate $45,000
205.6 C Street Storm Drain Improvements – First to Second Streets
Project Information
The intersection of Second Street at C Street is
subject to flooding as a result of settlement of
storm drain pipes and the inability to
adequately convey water to the downstream
storm drain system. This project will make
pipe repairs as well as install a new
underground drainage system on C Street
from Second to First Streets. This first phase
will prepare the design only of the project.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 205 Stormwater $40,000
Construction 206 Gas Tax
Subtotal $40,000
Total Cost Estimate $40,000
Capital Improvement Program FY 20/21 ‐ 22/23 21 | Page
205.7 Los Gamos Road at Oleander Drive Flood Warning System
Project Information
The intersection of Los Gamos Road at
Oleander Drive frequently floods during major
rain events. After studying various drainage
alternatives, all of which would require
significant storm drain improvements both in
the public right‐of‐way as well as on private
property, this project proposes to install a
warning system to inform motorists of
possible flooding.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 205 Stormwater
Construction 205 Stormwater $50,000
Subtotal $50,000
Total Cost Estimate $50,000
205.8 First Street at D Street Storm Drain Improvements
Project Information
The intersection of First Street at D Street has
several storm drain pipes that feed into the
San Rafael Creek. This project proposes to
replace a corrugated metal pipe (CMP) storm
drain pipe on D Street between Frances Street
and First Street.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 205 Stormwater
Construction 205 Stormwater
206 Annual CMP Program
$65,000
$100,000
Subtotal $165,000
Total Cost Estimate $165,000
22 | Page Capital Improvement Program FY 20/21 ‐ 22/23
205.9 Woodland Avenue Storm Drain Improvements
Project Information
Built in the early 1900s, the neighborhood
surrounding Woodland Avenue is subject to
occasional flooding as all rainwater is surface
runoff utilizing existing gutters. This project
proposes to install an underground drainage
system on Woodland Avenue between Eva
Street and Picnic Avenue that connects to an
open ditch behind 254 Woodland Avenue via a
drainage easement on private property.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 205 Stormwater $100,000
Construction 205 Stormwater
Subtotal $100,000
Total Cost Estimate $100,000
Capital Improvement Program FY 20/21 ‐ 22/23 23 | Page
FUND 206: GAS TAX
206.1 Southern Heights Bridge Replacement
Project Information
The Southern Heights Bridge is a wood
bridge constructed decades ago with its last
significant renovation occurring in 1981. The
bridge was subject to immediate closure in
December 2017 upon inspection by Caltrans
bridge inspectors. The City has completed
design and construction is scheduled to
begin in 2020.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax
Grant: Caltrans HBP
$3,000
$718,000
Construction Grant: Caltrans HBP $4,000,000
Subtotal $721,000 $4,000,000
Total Cost Estimate $4,721,000
206.2 Third Street at Hetherton Street Improvements
Project Information
The intersection of Third Street at Hetherton
Street is one of the busiest in San Rafael with
a large volume of not only vehicles but
pedestrians as well. This project will replace
traffic signal equipment, install one
wheelchair ramp on the northeast corner,
install a new crosswalk on the east leg, and
eliminate the existing crosswalk on the south
leg of the intersection.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax
Grant: Caltrans HSIP
$25,000
$60,000
Construction Grant: Caltrans HSIP $500,000
Subtotal $585,000
Total Cost Estimate $585,000
24 | Page Capital Improvement Program FY 20/21 ‐ 22/23
206.3 Smith Ranch Road and Lucas Valley Road Resurfacing
Project Information
Lucas Valley Road/Smith Ranch Road from
Highway 101 to Redwood Highway resides
within State of California right‐of‐way. This
project will remove the top layer of existing
asphalt pavement and resurface the roadway
with new asphalt. Additionally, new wheelchair
ramps will be installed to comply with ADA
requirements.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax $8,000
Construction 206 Gas Tax (RMRA) $1,210,000
Subtotal $1,218,000
Total Cost Estimate $1,218,000
206.4 Francisco Boulevard West Multi‐Use Pathway Phase II
Project Information
In 2019, the City partnered with SMART to
complete construction of a multi‐use pathway
between Andersen Drive and Rice Drive
parallel to the railroad tracks as part of Phase
I of this project. Phase II will install a bicycle
pathway on Francisco Boulevard West
between Second Street and Rice Drive by
converting the roadway to a one‐way
southbound street allowing the City to
repurpose the other travel lane on the
roadway into a bicycle pathway. This project
completes the regional bicycle facility from
Larkspur to Downtown San Rafael.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design Grant: CNRC Urban Green $250,000
Construction Grant: TDA Article 3
Grant: CNRC Urban Green
Grant: TAM Measure AA
Grant: MUP Phase I
Rollover from BAAQMD
$568,000
$950,000
$400,000
$100,000
Subtotal $250,000 $2,018,000
Total Cost Estimate $2,268,000
Capital Improvement Program FY 20/21 ‐ 22/23 25 | Page
206.5 Francisco Boulevard East Sidewalk Widening
Project Information
The existing sidewalk along Francisco
Boulevard East is utilized daily by pedestrians
and bicyclists that must navigate the
congestion of fire hydrants and power poles.
This project will install an 8‐foot‐wide
sidewalk/bike pathway on Francisco Boulevard
East between Vivian Street and Grand Avenue.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax $318,000
Construction Grant: Caltrans CMAQ
Grant: Caltrans ATP $4,025,000
$2,100,000
Subtotal $4,343,000 $2,100,000
Total Cost Estimate $6,443,000
206.6 Northbound 101 Offramp – Second Right Turn Lane
Project Information
This project includes the installation of a
second right‐turn lane from the northbound
Central San Rafael offramp onto Second
Street. Construction for this improvement will
be funded by Caltrans in conjunction with
their bridge replacement project scheduled to
start in late 2020.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax $41,000
Construction 206 Gas Tax
Subtotal $41,000
Total Cost Estimate $41,000
26 | Page Capital Improvement Program FY 20/21 ‐ 22/23
206.7 Third Street Safety Improvements: Lindaro Street to Union Street
Project Information
Funded in part by a Caltrans Highway Safety
Improvement Program grant, this project will
install new wheelchair ramps, modify traffic
signals, install a new communications
network, and rehabilitate the asphalt
pavement.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax
Grant: Caltrans HSIP
$31,000
$280,000
Construction 206 Gas Tax (RMRA)
Grant: TAM Measure A
Grant: Caltrans HSIP
246 Traffic Mitigation
$1,000,000
$1,000,000
$1,295,000
$800,000
Subtotal $311,000 $4,095,000
Total Cost Estimate $4,406,000
206.8 – Third Street Rehabilitation: Miracle Mile to Lindaro Street
Project Information
The City received major allocation from the
Transportation Authority of Marin through the
Measure A program to rehabilitate Third
Street. In 2019, the City completed a
Feasibility Study for Third Street corridor.
Since then, the corridor has been subdivided
into two City projects with this project
covering Miracle Mile to Lindaro Street. The
Third Street Safety Improvements project will
make roadway improvements from Lindaro to
Union. The intent of the improvements is to
provide congestion relief and safety
improvements along Third Street.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design Grant: TAM Measure A $1,300,000
Construction Grant: Local Partnership
Grant: TAM Measure A
$1,500,000
$8,700,000
Subtotal $1,300,000 $10,200,000
Total Cost Estimate $11,500,000
Capital Improvement Program FY 20/21 ‐ 22/23 27 | Page
206.9 Canal Neighborhood Pedestrian Improvements
Project Information
The scope of work for this pedestrian
improvement project includes installation of
solar powered flashing beacons, additional
warning signage in advance of crosswalks,
and ADA‐compliant wheelchair ramps at up
to five intersections.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax $58,000
Construction 206 Gas Tax
Grant: Lifeline Phase 3
$35,000
$248,000
Subtotal $58,000 $283,000
Total Cost Estimate $341,000
206.10 Francisco Boulevard East Resurfacing
Project Information
This project includes removal of the existing
asphalt and resurfacing Francisco Boulevard
East from Vivian Way to Grand Avenue.
Adjustment of utilities covers and installation
of new striping is included in the scope of
work.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax
Construction 206 Gas Tax (RMRA) $1,600,000
Subtotal $1,600,000
Total Cost Estimate $1,600,000
28 | Page Capital Improvement Program FY 20/21 ‐ 22/23
206.11 B Street at Woodland Avenue: Box Culvert Ceiling Repairs
Project Information
Feeding into the upper reaches of San Rafael
Creek is a reinforced concrete box culvert
conveying water away from the Gerstle Park
neighborhood. A small portion of the ceiling of
the culvert requires rehabilitation to provide
better structural stability of the system. This
project will consider alternatives to replacing
or repairing the top slab as well as
coordination with utility companies and
regulatory environmental agencies.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax $10,000 $30,000
Construction 206 Gas Tax $300,000
Subtotal $10,000 $330,000
Total Cost Estimate $340,000
206.12 Public Safety Center Street Resurfacing
Project Information
With the new Public Safety Center (PSC)
nearing completion and portions of the
roadways surrounding the PSC to be
converted to two‐way traffic, this project will
resurface with either asphalt or slurry seal the
following: C Street (Mission to Fourth), D
Street (Fifth to Fourth), Fifth Avenue (A to Ray
Court), and Via Sessi. The project scope will
also include installation of a retaining wall at
the end of Via Sessi and installation of a
concrete bulbout on the southwest corner of
D Street at Fifth Avenue.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax $16,000
Construction 206 Gas Tax $465,000
Subtotal $16,000 $465,000
Total Cost Estimate $481,000
Capital Improvement Program FY 20/21 ‐ 22/23 29 | Page
206.13 Woodland Avenue Retaining Wall
Project Information
Adjacent to 132 Woodland Avenue is a wood
retaining wall that supports an asphalt
pathway sidewalk. The retaining wall has
deteriorated and needs rehabilitation or
replacement. This project will review retaining
wall alternatives, construct a concrete
sidewalk, curb, gutter, and other safety
improvements in this location.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax $75,000
Construction 206 Gas Tax $420,000
Subtotal $75,000 $420,000
Total Cost Estimate $495,000
206.14 San Rafael High School Crosswalk Improvements
Project Information
San Rafael High School has secured grant
funding to support the design and construction
of a mid‐block pedestrian crosswalk to allow
students and the public to safely cross Third
Street east of Union Street. The City, partnering
with San Rafael City Schools District, will
administer the construction contract and
contribute to the construction budget.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax
Construction 206 Gas Tax
Grant: TAM Measure A
$100,000
$100,000 $300,000
Subtotal $200,000 $300,000
Total Cost Estimate $500,000
30 | Page Capital Improvement Program FY 20/21 ‐ 22/23
206.15 Lincoln Avenue Bridge Repair Study
Project Information
Recent Caltrans bridge inspection reports
indicate that the Lincoln Avenue bridge over
Mahon Creek needs repair. This project will
evaluate what rehabilitation work is required
to provide for continued use of the bridge
long‐term. The City will also seek grant
funding from Caltrans to perform any repairs
to the bridge.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax $12,000
Construction Grant: Caltrans HBP
Unsecured
Subtotal $12,000
Total Cost Estimate $12,000
206.16 First Street at Mahon Creek Wall Repair
Project Information
During a winter storm, a small portion of an
existing rock retaining wall washed out. This
project includes the repair of the wall, which is
located on First Street between D Street and E
Street.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax $16,000
Construction 206 Gas Tax $250,000
Subtotal $16,000 $250,000
Total Cost Estimate $266,000
Capital Improvement Program FY 20/21 ‐ 22/23 31 | Page
206.17 Bungalow Avenue Resurfacing
Project Information
Bungalow Avenue, which is an older street
with a concrete road below, requires
resurfacing. The project will include
installation of wheelchair ramps,
rehabilitation of the underground storm drain
system, and improved drainage to mitigate
flooding at Woodland Avenue.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax $50,000
Construction 206 Gas Tax $525,000
Subtotal $575,000
Total Cost Estimate $575,000
206.18 Southern Heights Boulevard at Courtright Road Retaining Wall
Project Information
Southern Heights Boulevard at the intersection
of the private driveway of Courtright Road
shows signs of settlement. This project will
install a retaining wall system to support the
roadway.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax $148,000 $30,000
Construction 206 Gas Tax $600,000
Subtotal $148,000 $30,000 $600,000
Total Cost Estimate $778,000
32 | Page Capital Improvement Program FY 20/21 ‐ 22/23
206.19 Schoen Park Modifications
Project Information
As a result of installing new playground
amenities at the nearby Pickleweed Park, the
City proposes to repurpose the existing area
of Schoen Park to create additional on‐street
parking and help alleviate, in part, the
demand for public parking in the Canal and
Spinnaker Point neighborhoods.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax $73,000 $10,000
Construction 206 Gas Tax $675,000
Subtotal $73,000 $685,000
Total Cost Estimate $758,000
206.20 Fairhills Drive Slide Repair: Feasibility Study
Project Information
This study will consider three separate
locations on Fairhills Drive in which settlement
of the roadway appears possible near 216,
407, and 447 Fairhills Drive.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax $40,000
Construction 206 Gas Tax
Subtotal $40,000
Total Cost Estimate $40,000
Capital Improvement Program FY 20/21 ‐ 22/23 33 | Page
206.21 Center Street Resurfacing
Project Information
Center Street located in the Sun Valley
neighborhood, which is an older street with a
concrete road below, requires resurfacing.
The project will include installation of
wheelchair ramps and improvements to the
storm drain system.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax $60,000
Construction 206 Gas Tax
Subtotal $60,000
Total Cost Estimate $60,000
206.22 Fourth Street Curb Ramp Replacement
Project Information
Fourth Street in Downtown San Rafael is the
heart of the downtown business district with a
large volume of pedestrians. This project will
study and identify pedestrian improvements
at intersections between E Street and Grand
Avenue.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax $60,000
Construction 206 Gas Tax
Subtotal $60,000
Total Cost Estimate $60,000
34 | Page Capital Improvement Program FY 20/21 ‐ 22/23
206.23 Forbes Avenue at H Street Storm Drain Improvement
Project Information
This small drainage improvement will install a
new catch basin on the northwest corner of
the intersection and connect it to an existing
catch basin on the northeast corner.
Coordination with various utility companies
may be necessary to allow for installation of
the proposed storm drain pipe.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 206 Gas Tax
Construction 206 Gas Tax $30,000
Subtotal $30,000
Total Cost Estimate $30,000
Capital Improvement Program FY 20/21 ‐ 22/23 35 | Page
FUND 208: CHILDCARE FUND
208.1 Childcare Portable Building Replacement
Project Information
The scope of work includes replacement of
portable buildings used for childcare centers at
the Mary Silveira and Lucas Valley school
campuses as well as the Pickleweed Preschool
adjacent to the Albert J. Boro Community
Center.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 208 Childcare $166,000
Construction 208 Childcare
Subtotal $166,000
Total Cost Estimate $166,000
Capital Improvement Program FY 20/21 ‐ 22/23 36 | Page
FUND 235: BAYPOINT LAGOON ASSESSMENT DISTRICT
235.1 Cayes Pump Station Control System
Project Information
The Cayes pump station was originally
constructed in the 1960s and is operated
manually with no remote access. The project
will upgrade the pump station controls to allow
for remote monitoring and control of
equipment, include coordination with PG&E to
upgrade the electrical service, and provide
connection to the City’s existing SCADA
system. More automated control of the water
level will reduce the potential odors caused by
hot weather and algae growth in the adjacent
lagoon located within the Baypoint Lagoons
Assessment District. Additional construction
funding is required to support this project. The grant funds noted below will subsidize the procurement of
materials but may require additional City funding.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 235 Baypoint Lagoon AD
CIP Engineering Operating
Budget
$74,000
$6,000
Construction Grant: CDBG
Grant: Unsecured Funds
$85,328
Subtotal $80,000 $85,328
Total Cost Estimate $165,328
Capital Improvement Program FY 20/21 ‐ 22/23 37 | Page
FUND 241: MEASURE A – PARKS
241.1 Park and Recreation Master Plan
Project Information
In consultation with the Parks and Recreation
Commission, the City will review the conditions
of all parks and playground structures to
understand deficiencies and where future
improvements should be focused to meet
current codes and ADA regulations. This
assessment will become part of a Park and
Recreation Master Plan.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 241 Measure A ‐ Parks $150,000
Construction 241 Measure A ‐ Parks
Subtotal $150,000
Total Cost Estimate $150,000
38 | Page Capital Improvement Program FY 20/21 ‐ 22/23
FUND 246: TRAFFIC MITIGATION FUND
246.1 Bike Connection from Second/Tamalpais to Third/Tamalpais
Project Information
Beginning in summer 2020, the City will install
a bicycle cycle‐track on Francisco Boulevard
West between Rice Drive and Second Street.
This project will consider improvements on
Tamalpais Avenue between Second and Third
Streets to receive cyclists exiting the cycle‐
track on the south side of Second Street.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 246 Traffic Mitigation $10,000
Construction 246 Traffic Mitigation $30,000
Subtotal $40,000
Total Cost Estimate $40,000
246.2 C and D Streets Conversion to Two‐way Streets
Project Information
In conjunction with opening of the new Public
Safety Center, located on Fifth Avenue
between C and D Streets, the City will convert
C Street (First Street to Fifth Avenue) and D
Street (Second Street to Fifth Avenue) to two‐
way traffic.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 246 Traffic Mitigation
Construction 246 Traffic Mitigation $120,000
Subtotal $120,000
Total Cost Estimate $120,000
Capital Improvement Program FY 20/21 - 22/23 39 | P a g e
246.3 ⎯ Downtown Traffic Signal Modernization
Project Information
The traffic signals in the Downtown San Rafael
area play a critical role in keeping traffic
moving. The Innovative Developments to
Enhance Arterials, or IDEA, grant-funded
project will improve traffic signal equipment
throughout the Downtown area at many busy
intersections.
Funding Source Prior Funding FY 2020-21 FY 2021-22 FY 2022-23
Planning/Design 246 Traffic Mitigation $300,000
Construction 246 Traffic Mitigation
Grant: MTC IDEA
$192,000
$830,000
Subtotal $1,322,000
Total Cost Estimate $1,322,000
246.4 ⎯ Safe Pathways Pedestrian Crossing Improvements
Project Information
Pedestrian crosswalk improvements near
schools are important safety projects for the
City. This project will create painted bulb-outs
and install rectangular rapid flashing beacons
at four crosswalks at Mission/Park,
Mission/Alice, Fifth/River Oaks, and
Knight/Ashwood.
Funding Source Prior Funding FY 2020-21 FY 2021-22 FY 2022-23
Planning/Design Grant: TAM Measure A $40,000
Construction 246 Traffic Mitigation
Grant: TAM Measure A
$300,000
$160,000
Subtotal $40,000 $460,000
Total Cost Estimate $500,000
40 | P a g e Capital Improvement Program FY 20/21 - 22/23
246.5 – Fourth Street Signal System Improvements: B Street to Cijos Street
Project Information
Fourth Street is the heart of the Downtown
Business District conveying pedestrians,
bicyclists, and motorists through San Rafael.
The existing traffic signal system needs to be
updated to meet current design standards
and ensure reliability of the system for all
types of users.
Funding Source Prior Funding FY 2020-21 FY 2021-22 FY 2022-23
Planning/Design 246 Traffic Mitigation $50,000
Construction 246 Traffic Mitigation $200,000
Subtotal $50,000 $200,000
Total Cost Estimate $250,000
246.6 – Citywide Traffic Signal Battery Backup Systems
Project Information
During Fall 2019, Pacific Gas & Electric (PG&E)
de-energized electrical lines throughout Marin
County and the Bay Area as a safety
precaution. The events, known as Public
Safety Power Shutoffs (PSPS), resulted in
traffic signals going dark and thus impacting
traffic throughout the City. This on-going
project proposes to install battery backup
systems at critical signalized intersections to
ensure traffic flow during PSPS events and
other power disruptions.
Funding Source Prior Funding FY 2020-21 FY 2021-22 FY 2022-23
Planning/Design 246 Traffic Mitigation
Construction 246 Traffic Mitigation $75,000 $75,000 $75,000
Subtotal $75,000 $75,000 $75,000
Total Cost Estimate $225,000
Capital Improvement Program FY 20/21 ‐ 22/23 41 | Page
246.7 – North San Rafael Traffic Signal Connections
Project Information
Coordination of traffic signals is a critical
element to keeping traffic moving. This project
includes upgrading existing communication
equipment which allows signals to work in
tandem. The area of focus is traffic signals near
the Northgate Mall.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 246 Traffic Mitigation $50,000
Construction 246 Traffic Mitigation $75,000
Subtotal $50,000 $75,000
Total Cost Estimate $125,000
246.8 – Bellam Boulevard and Vista Del Mar Pedestrian Improvements
Project Information
The intersection of Bellam Boulevard at Vista
Del Mar is heavily traveled by pedestrians
shopping at the Cardenas Market grocery
store. To increase pedestrian safety and
visibility, this project will install rectangular
rapid flashing beacons at the crosswalk as
well as reconfigure parking on Bellam
Boulevard between Visa Del Mar and
Windward Way to create additional on‐street
parking.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 246 Traffic Mitigation $20,000
Construction 246 Traffic Mitigation –
Annual Citywide Crosswalk
Program
$100,000
Subtotal $20,000 $100,000
Total Cost Estimate $120,000
42 | Page Capital Improvement Program FY 20/21 ‐ 22/23
246.9 Second Street Intersection Improvements
Project Information
Second Street is a major thoroughfare through
Downtown San Rafael. This project will
rehabilitate critical intersections and includes
pavement resurfacing, wheelchair ramps, and
traffic signal upgrades with new
communication equipment.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 246 Traffic Mitigation $280,000 $100,000
Construction 246 Traffic Mitigation $200,000
Subtotal $280,000 $100,000 $200,000
Total Cost Estimate $580,000
Capital Improvement Program FY 20/21 ‐ 22/23 43 | Page
FUND 420: MEASURE E – ESSENTIAL FACILITIES
420.1 Fire Station 54 and 55 Remodel
Project Information
Work includes remodeling of the existing fire stations to meet current state and local codes for the safety of
the firefighters and the residents they serve. This is part of Phase II of the strategic plan approved in July 2015
for essential public safety facilities.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 420 Measure E $655,000
Construction 420 Measure E $6,718,000
Subtotal $655,000 $6,718,000
Total Cost Estimate $7,373,000
420.2 Repurposing of Former City Hall Police Station
Project Information
This project includes re‐examining the first‐floor
space at City Hall, which will be vacated as the
Police Department occupies the new Public
Safety Center. Reconfiguration of the space will
be needed to house other City departments.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 420 Measure E
Construction 420 Measure E $400,000
Subtotal $400,000
Total Cost Estimate $400,000
Fire Station 54 Fire Station 55
44 | Page Capital Improvement Program FY 20/21 ‐ 22/23
FUND 501: PARKING SERVICES
501.1 – Seismic Upgrades to Parking Structure – Fifth Avenue/C Street
Project Information
The parking garage at Fifth Avenue/C Street will be
studied with improvements designed. This study
will build upon previous work at this location.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 501 Parking Services $25,000
Construction 501 Parking Services
Subtotal $25,000
Total Cost Estimate $25,000
Capital Improvement Program FY 20/21 ‐ 22/23 45 | Page
FUND 603: BUILDING MAINTENANCE
603.1 – Albert Park Ball Field: ADA Wheelchair Ramp and Access Improvements
Albert Park Ball Field is utilized throughout the
year for sporting events. This project includes
ADA improvements, including a new
wheelchair ramp adjacent to an existing
staircase as well as improvements to the
disabled parking stall and path of travel to the
ball park field.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 603 Building Maintenance $40,000
Construction 603 Building Maintenance $140,000
Subtotal $40,000 $140,000
Total Cost Estimate $180,000
603.2 – Albert Park Ball Field: ADA Restrooms
This project will review alternatives and
production of design documents for
installation of an ADA‐compliant,
prefabricated restroom.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 603 Building Maintenance $30,000
Construction 603 Building Maintenance $130,000 $90,000
Subtotal $30,000 $130,000 $90,000
Total Cost Estimate $250,000
46 | Page Capital Improvement Program FY 20/21 ‐ 22/23
603.3 – Gerstle Park Restroom Repair
Project Information
The Facility Assessment Study, which was
completed in 2018, identified deficiencies
within several City facilities. This project is
based on the recommendations in the study and
includes replacing the siding of an existing
restroom at Gerstle Park.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 603 Building Maintenance
Construction 603 Building Maintenance $30,000
Subtotal $30,000
Total Cost Estimate $30,000
603.4 – Shoreline Park Restroom
Project Information
The restroom has been non‐operational and closed
for several years. Repairs are necessary to restore
proper functioning of the restroom. The new
restroom installed will be built to meet the latest
ADA standards.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 603 Building Maintenance
Construction 603 Building Maintenance $140,000
Subtotal $140,000
Total Cost Estimate $140,000
Capital Improvement Program FY 20/21 ‐ 22/23 47 | Page
603.5 – City Hall: Council Chambers Accessibility and Security Improvements
Project Information
The project includes security upgrades to the
Council Chambers for emergency access as
well as installation of an ADA‐compliant
wheelchair ramp within the Chambers.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 603 Building Maintenance $9,000
Construction 603 Building Maintenance $175,000
Subtotal $9,000 $175,000
Total Cost Estimate $184,000
603.6 – B Street Community Center: Stage Area Electrical Panel Upgrade
Project Information
The B Street Community Center stage has been
well used over many decades. The electrical
panel system for stage lighting requires
replacement to meet current electrical codes.
Funding Source Prior Funding FY 2020‐21 FY 2021‐22 FY 2022‐23
Planning/Design 603 Building Maintenance
Construction 603 Building Maintenance $160,000
Subtotal $160,000
Total Cost Estimate $160,000
48 | Page Capital Improvement Program FY 20/21 ‐ 22/23
Section V: Rating Categories and Project Ratings
RATING
CATEGORIES
WEIGHTING
7 - 10
strong contribution toward
public health & safety and/or
reduction of City liability
7 - 10
strong support from
community/Council
aligns with City goals
10 grant funded, urgent 7 - 10
urgent repair/rehab/
replacement of City asset
necessary
4 - 6
some improvement to public
health & safety and/or
reduction of City liability
4 - 6
some support from
community/Council
meets City objectives
7
3
grant funded,
upcoming timeline
grant funded, no timeline
4 - 6
repair/rehab/replacement of
City asset should be
completed eventually
0 - 3
little improvement to public
health & safety and/or
reduction of City liability
0 - 3
little support from
community/Council
little contribution toward City
goals
0 not time sensitive 0 - 3 repair/rehab/replacement of
City asset can be deferred
20%
RANK SCORING
1 to 10
35%20%
Priority Initiative Time-Sensitive Funds
25%
Health / Safety / Liability Maintain/Enhance
Functionality
Health/ Safety/ Uobility:
Pro j ects t h a a r e • critica l to pubU h ea lth a ind sa e t or s ig rnfi ca 1tl · r e duc e t h e City's · i's lk o '
li aib illi y will ·eceive a h i'g:ne · r a ·i ing . T i s category i n cl udes . roj e . .s \vh icn aJ Y ,e t h e res . Ito
Uti ga io .
P'rr ority lnltiotive:
ThE s c t egory ass i gns prioritr · to p roje•cts b ased on h e c· . ,..s g o Is i n lu clin g t h e gu id i in g
p rii 1cip les of T . get h e r San Ra ael1 th e General, Pl n 1 om1m un it . rid/or c· Cou T ii s up porte :d
p roj e c 1ts 1 a ·1d eq uny.
Tim ,e Se·nsitive .Fvnds:
C IP proj e s f un de:.: .,y s t t e /fe d e r I grants ofte n h a ve ' u 1d i ng . ea dliri es . Gran -fun ded
p r o j e c ts wrn be ra e d 1E g h e , a n , consi er t imel 'tcf -u se-of-' n d re:q u i r e ·me n ts fir on, 1e gra n t En g
agency.
Maintain/Enhance Funct;onol;ty:
Th Es t ego ry ra es p roj ect s ac ord in g to t ri e i 111porta n ce ari d urge n of t 1e . roposed r e . a ir~
r e a Uirtart:io ,, or rep I ce e t. P ... o.s e ,d 11 E 1te n a 1 e , ·1aJt n b e , de e rir ed will . e · ated ~ow e r
1I rian pressing m a i nte n n ee on a crit11ca ~ Ci y· asse1:.
Project Rating System
Health / Safety
/ Liability
Priority
Initiative
Time- Sensitive
Funds
Maintain /
Enhance
Functionality
35%20%25%20%
205 Stormwater Rotary Manor Culvert Replacement ACTIVE 30%7.5 10 10 0 10
205 Stormwater San Quentin Pump Station Reconstruction ACTIVE 60%7.1 10 8 0 10
205 Stormwater Storm Drain Replacement at 2111 Francisco Boulevard East ACTIVE 60%5.8 8 6 0 9
205 Stormwater MCSTOPP: Catch Basin Trash Capture: Feasibility Study 0%5.7 7 8 0 8
205 Stormwater East Street at Jessup Street Storm Drain Improvements 10%5.4 8 5 0 8
205 Stormwater C Street Storm Drain Improvements - First to Second Streets 0%5.1 6 6 0 9
205 Stormwater Los Gamos Road at Oleander Drive Flood Warning System 10%5.0 8 7 0 4
205 Stormwater First Street at D Street Storm Drain Improvements 0%4.6 5 5 0 9
205 Stormwater Woodland Avenue Storm Drain Improvements 0%4.4 5 5 0 8
205 Stormwater Las Casas Drainage Basin Repair 10%4.2 5 5 0 7
205 Stormwater Piombo Pump Station: Electrical Panel Replacement 0%4.0 4 5 0 8
205 Stormwater Levee Analysis Inventory Study 0%3.1 3 8 0 2
205 Stormwater Spinnaker Point Salt Marsh Remediation (Conceptual Design Only)0%1.7 2 3 0 2
206 Gas Tax - RMRA Third Street Safety Improvements: Lindaro to Union ACTIVE 30%8.9 9 8 10 8
206 Gas Tax Third Street Rehabilitation: Miracle Mile to Lindaro ACTIVE 30%7.8 8 8 7 8
206 Gas Tax Canal Neighborhood Pedestrian Improvements ACTIVE 30%7.3 9 8 7 4
206 Gas Tax - RMRA Francisco Boulevard East Resurfacing 10%7.0 8 8 3 9
206 Gas Tax B St at Woodland Ave: Box Culvert Ceiling Repairs 0%7.0 10 8 0 9
206 Gas Tax Public Safety Center Street Resurfacing 0%7.0 9 10 0 9
206 Gas Tax Woodland Ave Retaining Wall 0%6.8 9 9 0 9
206 Gas Tax San Rafael High School Crosswalk Improvements 6.7 8 8 5 5
206 Gas Tax Lincoln Avenue Bridge Repair Study ACTIVE 10%6.4 7 7 3 9
206 Gas Tax First Street at Mahon Creek Wall Repair 60%6.4 9 8 0 8
206 Gas Tax - RMRA Bungalow Avenue Resurfacing ACTIVE 30%6.3 6 9 3 8
206 Gas Tax Southern Heights at Courtright Road Retaining Wall ACTIVE 60%6.2 9 7 0 8
206 Gas Tax Schoen Park Modifications ACTIVE 30%5.7 6 10 0 8
206 Gas Tax Fairhills Drive Slide Repair: Feasibility Study 10%5.6 8 7 0 7
206 Gas Tax - RMRA Center Street Resurfacing 60%5.3 5 6 3 8
206 Gas Tax Fourth Street Curb Ramp Replacement 0%5.3 7 7 0 7
206 Gas Tax Forbes Avenue at H Street Storm Drain Improvement 0%5.1 7 6 0 7
206 Gas Tax - RMRA Redwood Hwy Resurfacing (Civic Center to Smith Ranch)0%4.9 5 5 3 7
206 Gas Tax Mission Ave (Boyd Park) Sidewalk Gap Closure (front of Falkirk)0%4.1 7 5 0 3
206 Gas Tax Merrydale Pathway - North Connector Study ACTIVE 90%4.0 5 8 0 3
206 Gas Tax 121 Irwin St Headwall/Weir 10%3.3 3 4 0 7
206 Gas Tax Lincoln Avenue Curb Ramps ACTIVE 60%3.2 4 4 0 5
206 Gas Tax Riviera Drive Resurfacing - Phase 1 10%3.2 4 4 0 5
206 Gas Tax Riviera Drive Resurfacing - Phase 2 10%3.2 4 4 0 5
206 Gas Tax Manderly Road Medians 0%2.9 3 5 0 4
206 Gas Tax Freitas Parkway and Montecillo Intersection (K-rail Only)0%2.7 6 3 0 0
RANK
SCORING
1 to 10
PROJECT NAMEFUNDING SOURCE STATUS % DESIGN
COMPLETE
Project Rating System
Health / Safety
/ Liability
Priority
Initiative
Time- Sensitive
Funds
Maintain /
Enhance
Functionality
35%20%25%20%
208 Childcare Fund Childcare Portable Building Replacement (Silveira/Pickleweed/Lucas
Valley)
ACTIVE 10%7.5 10 10 0 10
208 Childcare Fund Childcare Portable Building Replacement (Vallecito)5.3 7 7 0 7
208 Childcare Fund Parkside Preschool Playground Tent Replacement 5.3 7 6 0 8
235 Baypoint Lagoon Assessment DistrictCayes Pump Station Control System ACTIVE 60%6.1 6 7 3 9
241 Measure A: Parks Park and Recreation Master Plan 6.2 8 9 0 8
241 Measure A: Parks Bernard Hoffman Playground Improvements 6.0 8 6 0 10
241 Measure A: Parks Gerstle Park Tennis Court Resurfacing and ADA Improvements 5.9 7 8 0 9
241 Measure A: Parks Peacock Gap Tennis Court Resurfacing and ADA Improvements 5.9 7 8 0 9
241 Measure A: Parks Boyd Park Tennis Court Resurfacing and ADA Improvements 5.9 7 8 0 9
241 Measure A: Parks Santa Margarita Tennis/Basketball Court Resurfacing and ADA
Improvements
5.9 7 8 0 9
241 Measure A: Parks Sun Valley Park Playground Improvements 5.5 7 7 0 8
241 Measure A: Parks Peacock Gap Park Playground Improvements 4.9 6 7 0 7
241 Measure A: Parks Gerstle Park Playground Improvements 4.4 5 7 0 6
241 Measure A: Parks Boyd Park Playground Improvements 4.0 5 5 0 6
241 Measure A: Parks Pickleweed Park Field Renovation ACTIVE 60%3.2 1 10 0 4
241 Measure A: Parks Terra Linda Community Center: Pool Shade Structure 3.1 3 4 0 6
241 Measure A: Parks Terra Linda Community Center: Basketball Court Repaving 2.9 3 4 0 5
241 Measure A: Parks Bernard Hoffman Drainage and Irrigation Improvements 2.0 1 3 0 5
241 Measure A: Parks Starkweather Park Improvements 1.8 1 3 0 4
246 Traffic Mitigation Third Street Intersection Improvements: Grand to Lindaro ACTIVE see 206 ----
246 Traffic Mitigation Safe Pathways Pedestrian Crossing Improvements 6.8 7 7 7 6
246 Traffic Mitigation Fourth Street Signal System Improvements: B Street to Cijos Street 6.6 8 7 3 8
246 Traffic Mitigation Citywide Traffic Signal Battery Backup Systems 6.0 7 7 3 7
246 Traffic Mitigation North San Rafael Traffic Signal Connections 6.0 7 7 3 7
246 Traffic Mitigation Bellam Boulevard and Vista Del Mar Pedestrian Improvements 5.8 7 7 3 6
246 Traffic Mitigation Second Street Intersection Improvements ACTIVE 0%5.3 6 8 0 8
246 Traffic Mitigation Fifth Avenue Signal System Improvements: Court to E Street 5.1 5 6 3 7
246 Traffic Mitigation Freitas and Las Gallinas: Left turn signal head 5.1 6 5 3 6
246 Traffic Mitigation Fourth Street at Miracle Mile Intersection Improvements 4.9 5 5 3 7
246 Traffic Mitigation Safe Routes to School: Davidson Phase 2 4.7 5 5 3 6
246 Traffic Mitigation Bellam Blvd and Andersen Dr Intersection Improvements 4.7 5 4 3 7
246 Traffic Mitigation North San Pedro and Merrydale Intersection: Feasibility Study 0%3.7 6 3 0 5
420 Measure E: Essential
Facilities
Fire Stations 54 & 55 Remodel 7.5 10 10 0 10
420 Measure E: Essential
Facilities
Repurposing of Former City Hall Police Station ACTIVE 5.1 3 10 0 10
501 Parking Services Seismic Upgrades to Parking Structures at Third/A Street and Third/C
Street
0%6.9 10 9 0 8
501 Parking Services Seismic Upgrades to Parking Structure at Fifth Avenue/C Street 50%6.9 10 9 0 8
501 Parking Services Fifth Street and Garden Parking Lot Resurfacing 0%6.2 8 9 0 8
501 Parking Services Seismic Upgrades to Parking Structure at Third/Lootens 0%4.7 10 0 0 6
RANK
SCORING
1 to 10
FUNDING SOURCE PROJECT NAME STATUS % DESIGN
COMPLETE
Project Rating System
Health / Safety
/ Liability
Priority
Initiative
Time- Sensitive
Funds
Maintain /
Enhance
Functionality
35%20%25%20%
603 Building Maintenance Albert Park Ball Field: ADA Wheelchair Ramp and Access Improvements 10%7.5 10 10 0 10
603 Building Maintenance City Asset Condition Assessment Study 0%7.5 10 10 0 10
603 Building Maintenance Albert Park Ball Field: ADA Restrooms 0%6.5 10 10 0 5
603 Building Maintenance City Hall/Library Fire Sprinkler System (Study/Design Only)0%6.5 10 8 0 7
603 Building Maintenance Gerstle Park Restroom Repair 0%6.3 10 5 0 9
603 Building Maintenance Shoreline Park Restroom ACTIVE 100%6.3 10 5 0 9
603 Building Maintenance City Hall: Council Chambers Accessibility and Security Improvements 90%6.1 10 7 0 6
603 Building Maintenance B Street Community Center: Stage Area Electrical Panel Upgrade 100%5.9 10 5 0 7
603 Building Maintenance City Hall: Server Room Sewer Repair 0%5.1 7 7 0 6
603 Building Maintenance Terra Linda Pool House Electrical Upgrades 0%4.9 7 5 0 7
603 Building Maintenance B Street Community Center: Parking Lot Resurfacing 0%4.5 7 5 0 5
603 Building Maintenance Pickleweed Park Resilience Hub 0%4.3 6 6 0 5
603 Building Maintenance Terra Linda Community Center: HVAC Replacement 0%3.1 3 5 0 5
603 Building Maintenance A.J. Boro Community Center: HVAC Repair 0%3.1 3 5 0 5
603 Building Maintenance Resurface City Hall Parking Lots, Lower and Upper 0%2.9 3 4 0 5
603 Building Maintenance Downtown Library: Reroof 0%2.7 3 3 0 5
603 Building Maintenance Victor Jones Park Restroom Repair 0%2.7 3 3 0 5
603 Building Maintenance Court Street Plaza Fountain Repair 0%2.1 2 2 0 5
603 Building Maintenance Downtown Library: Children's Patio Enclosure 0%2.1 2 3 0 4
603 Building Maintenance Terra Linda Recreation Center Hardscape Repair 0%2.1 2 2 0 5
603 Building Maintenance A.J. Boro Community Center: Parking Lot Expansion (Schoen Park)10%2.0 0 5 0 5
603 Building Maintenance Downtown Library: Restroom Addition 0%0.8 0 2 0 2
FUNDING SOURCE PROJECT NAME STATUS % DESIGN
COMPLETE
RANK
SCORING
1 to 10
Capital Improvement Program FY 20/21 ‐ 22/23 53 | Page
Section VI: Project Funding Tables
Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction
Stormwater System Maintenance 205 $705,300 $623,000 $623,000 $623,000
MCSTOPP: Catch Basin Trash Capture 206 See 205 Fund Below
Bridge Maintenance 206 $100,000 $100,000 $100,000
Replace CMP Storm Drains 206 See 205 Fund Below $100,000 $100,000
Sidewalk Repair Program 206 $350,000 $350,000 $350,000 $350,000
Pavement Management Program 206 $800,000 $600,000 $1,200,000
Bike and Pedestrian Master Plan Implementation 246 $100,000 $100,000 $100,000 $100,000
Citywide Crosswalk Improvements 246 $100,000 See 246 Fund Below $100,000 $100,000
Facility Repairs 603 $120,000 $120,000 $120,000
Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction
Rotary Manor Culvert Replacement 7.5 $164,000 $15,000
External (Non-Stormwater Account) Fund $750,000
San Quentin Pump Station Reconstruction 7.1 $375,000
Grant: Unsecured
Storm Drain Replacement at 2111 Francisco Boulevard East 5.8 $100,000
MCSTOPP: Catch Basin Trash Capture: Feasibility Study 5.7 $30,000
Other Funds: Annual Program 'MCSTOPP: Catch Basin Trash Capture '$100,000
East Street at Jessup Street Storm Drain Improvements 5.4 $45,000
C Street Storm Drain Improvements - First to Second Streets 5.1 $40,000
Los Gamos Road at Oleander Drive Flood Warning System 5 $50,000
First Street at D Street Storm Drain Improvements 4.6 $65,000
Other Funds: Annual Program 'Replace CMP Storm Drains'$100,000
Woodland Avenue Storm Drain Improvements 4.4 $100,000
Unfunded Projects Shown Below
Las Casas Drainage Basin Repair 4.2
Piombo Pump Station: Electrical Panel Replacement 4
Levee Analysis Inventory Study 3.1
Spinnaker Point Salt Marsh Remediation (Conceptual Design Only)1.7
Grant: Measure AA (Unsecured)
Subtotal Fund 205 Only $210,000 $135,000 $100,000
Subtotal Non-205 Funds $200,000 $0 $750,000
Grand Total (All Fund Types)$410,000 $135,000 $850,000
Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction
Southern Heights Bridge Replacement In Progress $3,000
Grant: Caltrans HBP $718,000 $4,000,000
Third Street at Hetherton Street Improvements In Progress $25,000
Grant: Caltrans HSIP $60,000 $500,000
Smith Ranch Road Resurfacing In Progress $8,000
SB1: Road Maintenance & Rehab Account (RMRA)$1,210,000
Francisco Boulevard West MUP Phase II In Progress
Grant: TDA Funds Article 3 $568,000
Grant: California Natural Resources Agency - Urban Greening Grant $250,000 $950,000
Grant: TAM Safe Pathways $400,000
Grant: Air Quality Management District Grant (MUP Phase I rollover)$100,000
Francisco Boulevard East Sidewalk Widening In Progress $318,000
Grant: Caltrans ATP $4,025,000
Grant: Caltrans CMAQ $2,100,000
NB 101 Offramp - Second Right Turn Lane In Progress $41,000
Third Street Safety Improvements: Lindaro to Union 8.9 $31,000
SB1: Road Maintenance & Rehab Account (RMRA)$1,000,000
Grant: Measure A Major Road Improvements $1,000,000
Grant: Caltrans HSIP $280,000 $1,295,000
Transfer from Fund 246 $800,000
Third Street Rehabilitation: Miracle Mile to Lindaro 7.8
Grant: State-Local Partnership Program $1,500,000
Grant: Measure A Major Road Improvements $1,300,000 $8,700,000
Canal Neighborhood Pedestrian Improvements 7.3 $58,000 $35,000
Grant: Lifeline Phase 3 $248,000
Francisco Boulevard East Resurfacing 7
SB1: Road Maintenance & Rehab Account (RMRA)$1,600,000
B St at Woodland Ave: Box Culvert Ceiling Repairs 7 $10,000 $30,000 $300,000
Public Safety Center Street Resurfacing 7 $16,000 $465,000
Woodland Ave Retaining Wall 6.8 $75,000 $420,000
San Rafael High School Crosswalk Improvements 6.7 $100,000
Grant: TAM Safe Pathways $100,000 $300,000
Lincoln Avenue Bridge Repair Study 6.4 $12,000
Grant: Unsecured
First Street at Mahon Creek Wall Repair 6.4 $16,000 $250,000
Bungalow Avenue Resurfacing 6.3 $50,000 $525,000
Southern Heights at Courtright Road Retaining Wall 6.2 $148,000 $30,000 $600,000
Schoen Park Modifications 5.7 $73,000 $10,000 $675,000
Fairhills Drive Slide Repair: Feasibility Study 5.6 $40,000
Center Street Resurfacing 5.3 $60,000
Fourth Street Curb Ramp Replacement 5.3 $60,000
Grant: Unsecured
Forbes Avenue at H Street Storm Drain Improvement 5.1 $30,000
Unfunded Projects Shown Below
Redwood Hwy Resurfacing (Civic Center to Smith Ranch)4.9
SB1: Road Maintenance & Rehab Account (RMRA)
Mission Ave (Boyd Park) Sidewalk Gap Closure (front of Falkirk)4.1
Merrydale Pathway - North Connector Study 4 $181,244
Grant: Unsecured
121 Irwin St Headwall/Weir 3.3 $6,200
Lincoln Avenue Curb Ramps 3.2 $195,000
Riviera Drive Resurfacing - Phase 1 3.2 $19,000
Riviera Drive Resurfacing - Phase 2 3.2
Manderly Road Medians 2.9
Freitas Parkway and Montecillo Intersection (K-rail Only)2.7
Subtotal Fund 206 Only $2,325,000 $710,000 $720,000
Subtotal RMRA Funds Only $1,600,000 $1,000,000 $0
Subtotal Other Funds (Non-206/Non-RMRA)$8,466,000 $13,595,000 $0
Grand Total (All Fund Types)$12,391,000 $15,305,000 $720,000
FY 2021-22 FY 2022-23
Project Name Rank Scoring
1 to 10
Prior Funding
Project Name Rank Scoring
1 to 10
FY 2022-23
Fund 206 - Gas Tax
Annual Programs
FY 2022-23
Prior Funding FY 2020-21 FY 2021-22
Fund 205 - Stormwater
Project Name Funding
Source
Prior Funding FY 2020-21 FY 2021-22
FY 2020-21
Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction
Childcare Portable Building Replacement (Silveira/Pickleweed/Lucas Valley)7.5 $166,000
Unfunded Projects Shown Below
Parkside Preschool Playground Tent Replacement 5.3
Childcare Portable Building Replacement (Vallecito)5.3
Total from Fund 208 $0 $0 $0
Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction
Cayes Pump Station Control System 6.1 $74,000
Transfer from CIP Engineering Operating Budget $6,000
Grant: CDBG 2020-22 $85,328
Grant: Unsecured
Subtotal Fund 235 Only $0 $0 $0
Subtotal Non-235 Funds $85,328
Grand Total (All Fund Types)$85,328
Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction
Park and Recreation Master Plan 6.2 $150,000
Bernard Hoffman Playground Improvements 6
Peacock Gap Tennis Court Resurfacing and ADA Improvements 5.9
Grant: Prop 68 Per Capita
Santa Margarita Tennis/Basketball Court Resurfacing and ADA Improvements 5.9
Grant: Prop 68 (Unsecured)
Gerstle Park Tennis Court Resurfacing and ADA Improvements 5.9
Boyd Park Tennis Court Resurfacing and ADA Improvements 5.9
Sun Valley Park Playground Improvements 5.5
Peacock Gap Park Playground Improvements 4.9
Gerstle Park Playground Improvements 4.4
Boyd Park Playground Improvements 4
Pickleweed Park Field Renovation 3.2 $20,000
Unfunded Projects Shown Below
Terra Linda Community Center: Pool Shade Structure 3.1
Terra Linda Community Center: Basketball Court Repaving 2.9
Bernard Hoffman Drainage and Irrigation Improvements 2
Starkweather Park Improvements 1.8
Total from Fund 241 $150,000 $0 $0
Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction
Third Street Safety Improvements: Lindaro to Union (transfer to Fund 206)See 206 $300,000 $500,000
Bike Connection from Second/Tamalpais to Third/Tamalpais In Progress $10,000 $30,000
C and D Streets Conversion to Two-way Streets In Progress $120,000
Downtown Traffic Signal Modernization In Progress $300,000 $192,000
Grant: MTC Innovative Developments to Enhance Arterials (IDEA)$830,000
Safe Pathways Pedestrian Crossing Improvements 6.8 $300,000
Grant: TAM Safe Pathways $40,000 $160,000
Fourth Street Signal System Improvements: B Street to Cijos Street 6.6 $50,000 $200,000
Citywide Traffic Signal Battery Backup Systems 6 $75,000 $75,000 $75,000
North San Rafael Traffic Signal Connections 6 $50,000 $75,000
Bellam Boulevard and Vista Del Mar Pedestrian Improvements 5.8 $20,000
Other Funds: Annual Program 'Citywide Crosswalk Improvements'$100,000
Second Street Intersection Improvements 5.3 $280,000 $100,000 $200,000
Unfunded Projects Shown Below
Fifth Avenue Signal System Improvements: Court to E Street 5.1
Freitas and Las Gallinas: Left turn signal head 5.1
Fourth Street at Miracle Mile Intersection Improvements 4.9
Bellam Blvd and Andersen Dr Intersection Improvements 4.7
Safe Routes to School: Davidson Phase 2 4.7
North San Pedro and Merrydale Intersection: Feasibility Study 3.7
Subtotal 246 Funds $675,000 $375,000 $1,050,000
Subtotal Non-246 Funds $160,000 $0 $0
Grand Total (All Fund Types)$835,000 $375,000 $1,050,000
Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction
Fire Stations 54 & 55 Remodel 7.5 $655,000 $6,718,000
Repurposing of Former City Hall Police Station 5.1 $400,000
Total from Fund 420 $7,118,000 $0 $0
Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction
Seismic Upgrades to Parking Structure at Fifth Avenue/C Street 6.9 $25,000
Unfunded Projects Shown Below
Seismic Upgrades to Parking Structures at Third/A Street and Third/C Street 6.9
Fifth Street and Garden Parking Lot Resurfacing 6.2
Seismic Upgrades to Parking Structure at Third/Lootens 4.7
Total from Fund 501 $0 $25,000 $0
Fund 241 - Measure A: Parks
FY 2022-23
Project Name Rank Scoring
1 to 10
Prior Funding FY 2020-21
Fund 246 - Traffic Mitigation
Fund 420 - Essential Facilities
Fund 501 - Parking Services
FY 2021-22
FY 2022-23
Project Name Rank Scoring
1 to 10
Prior Funding FY 2020-21 FY 2021-22
FY 2021-22
Project Name Rank Scoring
1 to 10
Prior Funding FY 2020-21
Project Name Rank Scoring
1 to 10
FY 2022-23
FY 2021-22Prior Funding
Anticipated projects to be funded in future years pending
outcome of the Citywide Playground/Park Assessment
Study to be completed during FY 20/21.
Project Name Rank Scoring
1 to 10
Prior Funding FY 2020-21 FY 2021-22 FY 2022-23
Fund 235 - Baypoint Lagoon Assessment District
FY 2020-21 FY 2022-23
Project Name Rank Scoring
1 to 10
Prior Funding FY 2020-21 FY 2021-22 FY 2022-23
Fund 208 - Childcare
Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction Planning /
Design Construction
Albert Park Ball Field: ADA Wheelchair Ramp and Access Improvements 7.5 $40,000 $140,000
Albert Park Ball Field: ADA Restrooms 6.5 $30,000 $130,000 $90,000
Gerstle Park Restroom Repair 6.3 $30,000
Shoreline Park Restroom 6.3 $140,000
City Hall: Council Chambers Accessibility and Security Improvements 6.1 $9,000 $175,000
B Street Community Center: Stage Area Electrical Panel Upgrade 5.9 $160,000
Unfunded Projects Shown Below
Terra Linda Pool House Electrical Upgrades 4.9
B Street Community Center: Parking Lot Resurfacing 4.5
Pickleweed Park Resilience Hub 4.3
A.J. Boro Community Center: HVAC Repair 3.1
Terra Linda Community Center: HVAC Replacement 3.1
Resurface City Hall Parking Lots, Lower and Upper 2.9
Downtown Library: Reroof 2.7
Victor Jones Park Restroom Repair 2.7
Court Street Plaza Fountain Repair 2.1
Downtown Library: Children's Patio Enclosure 2.1
Terra Linda Recreation Center Hardscape Repair 2.1
A.J. Boro Community Center: Parking Lot Expansion (Schoen Park)2
Downtown Library: Restroom Addition 0.8
Total from Fund 603 $245,000 $300,000 $250,000
FY 2022-23
Fund 603 - Building Maintenance
Prior Funding FY 2020-21 FY 2021-22
Project Name Rank Scoring
1 to 10
Capital Improvement Program FY 20/21 ‐ 22/23 57 | Page
Section VII: Project Locations
List of CIP Projects
Label Project Name Label Project Name
205.1 Rotary Manor Culvert Replacement
205.2 San Quentin Pump Station Reconstruction
205.3 Storm Drain Replacement at 2111 Francisco Boulevard East
205.4 MCSTOPP: Catch Basin Trash Capture: Feasibility Study
205.5 East Street at Jessup Street Storm Drain Improvements
205.6 C Street Storm Drain Improvements ‐ First to Second Streets
205.7 Los Gamos Road at Oleander Drive Flood Warning System Label Project Name
205.8 First Street at D Street Storm Drain Improvements 235.1 Cayes Pump Station Control System
205.9 Woodland Avenue Storm Drain Improvements
Label Project Name
Label Project Name 246.1 Bike Connection from Second/Tamalpais to Third/Tamalpais
206.1 Southern Heights Bridge Replacement 246.2 C and D Streets Conversion to Two‐way Streets
206.2 Third Street at Hetherton Street Improvements 246.3 Innovative Developments to Enhance Arterials (IDEA) Grant
206.3 Smith Ranch Road and Lucas Valley Road Resurfacing 246.4 Fourth Street Signal System Improvements: B Street to Cijos Street
206.4 Francisco Boulevard West MUP Phase II 246.5 North San Rafael Traffic Signal Connections
206.5 Francisco Boulevard East Sidewalk Widening 246.6 Second Street Intersection Improvements
206.6 NB 101 Offramp ‐ Second Right Turn Lane
206.7 Third Street Safety Improvements: Lindaro to Union
206.8 Third Street Rehabilitation: Miracle Mile to Lindaro
206.9 Canal Neighborhood Pedestrian Improvements Label Project Name
206.10 Francisco Boulevard East Resurfacing 420.1 Fire Station 54 & 55 Remodel
206.11 B St at Woodland Ave: Box Culvert Ceiling Repairs 420.2 Repurposing of Former City Hall Police Station
206.12 Public Safety Center Street Resurfacing
206.13 Woodland Ave Retaining Wall
206.14 San Rafael Highschool Crosswalk Improvements
206.15 Lincoln Avenue Bridge Repair Study Label Project Name
206.16 First Street at Mahon Creek Wall Repair 501.1 Seismic Upgrades to Parking Structure at Fifth Avenue/C Street
206.17 Bungalow Avenue Resurfacing
206.18 Southern Heights at Courtright Road Retaining Wall
206.19 Schoen Park Modifications
206.20 Fairhills Drive Slide Repair: Feasibility Study Label Project Name
206.21 Center Street Resurfacing 603.1 Albert Park Ball Field: ADA Wheelchair Ramp and Access Improvements
206.22 Fourth Street Curb Ramp Replacement 603.2 Albert Park Ball Field: ADA Restrooms
206.23 Forbes Street at H Street: Storm Drain Improvement 603.3 Gerstle Park Restroom Repair
603.4 Shoreline Park Restroom
603.5 City Hall: Council Chambers Accessibility and Security Improvements
603.6 B Street Community Center: Stage Area Electrical Panel Upgrade
Fund 420 ‐ Essential Facilities
Fund 501 ‐ Parking Services
Fund 603 ‐ Building Maintenance
208.1
Childcare Portable Building Replacement
(Silveira, Pickleweed and Lucas Valley)
Fund 235 ‐ Baypoint Lagoon
Assessment District
Fund 205 ‐ Stormwater
Fund 206 ‐ Gas Tax
Fund 208 ‐ Childcare
Fund 246 ‐ Traffic Mitigation
205
206
206 Lines
208
235
246
246 Lines
420
501
603
Legend
205
206
206 Lines
208
235
246
246 Lines
420
501
603
LegendCIP Project Map:
North San Rafael
\
...... .....,_
I I
" \
l
~ . .,.
""'"; .....
J I .,... J l r
j
.,.,.. ...
__ ,
! t
!
l -,
J
.,.
✓,
I'
I
1 ---l ,I
---l ··• •
,.......,... .........
"/ ',
, H , :'\,
\
j I
I
l
I I
I I ,, .
l I
i I I ,
I
t
\
,,/ ...
.. .,,,
I
•·:\ ••
I _.,
J' -....
I J i
/ ,,,
_.,
'
·'
J
.I
\
.I
!
I \ \,
\
l
I
-............... ,.,':::_~"::'..'.:"'.!.-----"---------
f 5:~· S;;,.
;'
' /,, \ .. //
l " ... , ;.•' ,/' /:;1 I \
i I l j ... ~
., ..,, I I I J I I ,./ --
r"' /I'
\
\
./ ·~ ( -
\
\
fr
\
...... ,
0 0.5
,-._./\)
·--~,::i->; (/
(~~
1 mi ◊
◊
p.
i
j
• l
\ i J ' 1
I
J
205
206
206 Lines
208
235
246
246 Lines
420
501
603
Legend
205
206
206 Lines
208
235
246
246 Lines
420
501
603
Legend
CIP Project Map:
South San Rafael
~
-·~
,,
....... ... ~
.... ,.,,,
l
J
-,_ I
Cle~~
Son~,_-
!
! ......
! _.,,.,.
t
J
• .J --~
t7
\ 1 --\
\ 1
\
\
\ \
""""'"'¾."""-
I .,,... .......
§
" / ✓
l.,...,.
... ..,
I
◊
◊
t ·--
,,
\,,.\ .f .l'j /""' /! '-· -~
1 l
.. , ....
I ,I
I
I l
.I ! f
J ', t I' \ I
'\,._
• • JJ·-·· ,, I =• ....
' j
I
.,
\ ~°"' ....
• I / '. ,
j \ ',,
\ ("',,
0
,,.""' \
\
♦')
✓
,..,, -
~ 1', -...
,,
,, ,,
.....
',
', .,..-
0.5
1
1 ,
,, /,,,
'\ ,,
l
i ,
I
f
J
I
./
j
!
/
..• ·,
••• l • .,_,co¢" ... ,1 ...,.""',,,,..,
J:::::::;, _.....c~or•,.e
J I
,f
l r
1 mi
J
I
I
I'
/
'•...,
✓,,,..
,...,
'~:... -
Q,,~-N"""
d'°"~'
:---... , ·~ ...
\ t
\
\ / \ ,..., 0 -~d
\ .
\
\ ·,
• .!!...
I /
---_,,, ............. ..,
,, .,.~
\,
;f ,
I
!
J
\
\
\ ~ i3 ,,,,.
✓
/ \ T" \
205
206
206 Lines
208
235
246
246 Lines
420
501
603
Legend
205
206
206 Lines
208
235
246
246 Lines
420
501
603
Legend
CIP Project Map:
Downtown San Rafael
\
u~C\t¥.~
0
• ,l
i ! ~ / ,/.,#
~ '
,,\ '"6;;,-,;,'l
'
',,,,~2'!'!,:~ft,,/ -~
I
l
¾ ·, ....... ..,.,, !
Urnr1.ar,e J"nt~ ! ~= 5th"""""
..
I
l
I
!
I
0.5
t
/
0
p~A., •
3 ~
~ . ..,.,, -r
!-..I '1
I
1
1
u,,ie!IAverut
\ ~
" .... ,..
""'•,._
II • i
u,I' ,.,,. \
\
~ p
~4/t""'~
l!.lf,tt.\✓
I
8. ! g i Mal'<~ ..,,_ ,,.,. """,
l
J
' --~
~"dA.veriu: ~I
~~
I
i
e-.i:A.ve..~ "
,,
' ¾,. ,,4
'
u ,,,
◊ 1 mi
\
$ .. .... .,_ .... pi,.llfl"-" ,.
J ~•' ◊
c~ ., ..... 0e.erPart'<\o
I ,,if"'
1 • ..,, i'
.l
I i
r , ....
~
I ' i .•
I l \
• J 1 j l § ~ • • • ~ j
~,.""t'tlue §
~ ? " I
i
,1'
I' •.
, ... ·,
\ .. l
Cover Page
Attachment 5. – Resolution Approving Fiscal Year 2020-2021 Gann
Appropriations Limit, and Exhibits A and B
Exhibit 1 – Gann Limitation Calculation Fiscal Year 2020-21
Exhibit 2 – City of San Rafael Appropriation Limit Analysis FY 2020-21
RESOLUTION NO. 14831
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAFAEL
APPROVING FISCAL YEAR 2020-2021 GANN APPROPRIATIONS LIMIT AT
$143,208,909
WHEREAS, California Constitution Article XIIIB, which was approved as
Proposition 4 by the voters of the State of California on November 6, 1979, imposes on
the state and on each local jurisdiction a limitation on the amount of budget
appropriations they are permitted to make annually (the “Appropriations Limit”, sometimes
referred to as the “Gann Appropriations Limit”) and limits changes in the Appropriations
Limit to an annual adjustment for the change in the cost of living and the change in
population; and
WHEREAS, California Government Code Section 7910, which implements Article
XIIIB, requires that the governing body of each local jurisdiction shall establish its
Appropriations Limit at a regularly scheduled meeting or noticed special meeting; and
WHEREAS, as permitted by Proposition 111, adopted by the voters in 1990, the
City has elected to use the percent change in the population of San Rafael from January
1, 2019 to January 1, 2020, and the percent change in California’s per capita personal
income, for the calculation of the annual adjustment to the City’s Appropriations Limit; and
WHEREAS, documentation used in the determination of the City’s Appropriations
Limit has been available to the public in the Finance Department as provided by
Government Code Section 7910;
NOW, THEREFORE, BE IT RESOLVED that the City Council of San Rafael,
pursuant to the provisions of Article XIIIB and Government Code Sections 7901 through
7914, does hereby establish the Appropriations Limit for fiscal year 2020-2021 for the City
of San Rafael at $143,208,909 as documented in Exhibit A, and further establishes the
2020-2021 Appropriations Subject to the Gann Appropriations Limit at $73,554,079 as
documented in Exhibit B, which Exhibits are attached hereto and incorporated herein by
reference as though fully set forth.
I, LINDSAY LARA, Clerk of the City of San Rafael, hereby certify that the
foregoing resolution was duly and regularly introduced and adopted at a regular meeting
on the City Council of said City held on Monday, the 15th day of June 2020, by the
following vote to wit:
AYES: COUNCILMEMBERS: Bushey, Colin, McCullough & Mayor Phillips
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: Gamblin
LINDSAY LARA, City Clerk
EXHIBIT A
GANN LIMITATION CALCULATION
Fiscal Year 2020-21
(A)(B)
Fiscal Cost of Living Change in Population Factor Prior Year Current Year Subject to Variance
Year Change in Limitation Limitation Gann Limit Gann 'gap'
Assessment
California Roll for Change in Change in
Per Capita Nonresidential Population for Population for
Personal Income Or Construction San Rafael Or Marin County (Highest B X
(Source : State) (Source : County)(Source: State)(Source: State)Highest A)
94/95 24,635,128$
95/96 4.72 0.60 1.22 1.060000 x 24,635,128$ =26,113,235$
96/97 4.67 5.50 1.37 1.43 1.070000 x 26,113,235$ =27,941,557$
97/98 4.67 5.40 2.17 1.64 1.080000 x 27,941,557$ =30,176,882$
98/99 4.15 6.80 1.42 1.56 1.080000 x 30,176,882$ =32,591,032$
99/00 4.53 6.26 1.47 1.62 1.079800 x 32,591,032$ =35,192,257$
00/01 4.91 9.27 1.50 1.82 1.112600 X 35,192,257$ =39,154,905$
01/02 7.82 6.67 0.53 0.72 1.086000 X 39,154,905$ =42,522,227$
02/03 -1.27 5.15 0.69 0.81 1.060000 X 42,522,227$ =45,073,561$
03/04 2.31 2.43 1.45 0.77 1.039152 X 45,073,561$ =46,838,297$
04/05 3.28 2.06 -0.16 2.53 1.058900 X 46,838,297$ =49,597,072$ 39,274,542$ 10,322,530$
05/06 5.26 1.59 0.07 0.33 1.056100 X 49,597,072$ =52,379,468$ 43,215,534$ 9,163,934$
06/07 3.96 0.57 0.49 0.74 1.047300 X 52,379,468$ =54,857,017$ 47,167,477$ 7,689,540$
07/08 a 4.42 2.09 0.97 0.97 1.054300 X 54,857,017$ =58,867,753$ 53,279,474$ 5,588,279$
08/09 4.29 2.63 0.68 0.93 1.052600 X 58,867,753$ =61,964,197$ 54,394,753$ 7,569,444$
09/10 0.62 6.65 0.57 0.81 1.075100 X 61,964,197$ =66,617,708$ 51,368,817$ 15,248,891$
10/11 -2.54 39.62 0.79 0.93 1.409200 X 66,617,708$ =93,877,675$ 48,469,424$ 45,408,251$
11/12 b 2.51 -34.13 0.81 0.90 1.034300 X 93,877,675$ =100,987,679$ 50,180,413$ 50,807,266$
12/13 3.77 0.12 0.92 1.05 1.048600 X 100,987,679$ =105,895,680$ 51,825,702$ 54,069,978$
13/14 c 5.12 2.09 0.34 0.42 1.055600 X 105,895,680$ =110,641,157$ 54,313,859$ 56,327,297$
14/15 -0.23 0.85 0.39 0.42 1.012700 X 110,641,157$ =112,046,300$ 56,717,201$ 55,329,098$
15/16 d 3.82 7.99 0.60 0.73 1.087800 X 112,046,300$ =117,140,576$ 65,177,999$ 51,962,576$
16/17 5.37 0.68 0.12 0.33 1.057200 X 117,140,576$ =123,841,017$ 71,967,785$ 51,873,231$
17/18 3.69 0.11 0.25 0.18 1.039500 X 123,841,017$ =128,732,737$ 74,893,075$ 53,839,661$
18/19 3.67 0.06 -0.02 0.17 1.038500 X 128,732,737$ =133,688,947$ 77,599,200$ 56,089,748$
19/20 3.85 0.26 0.04 -0.01 1.038900 X 133,688,947$ =138,889,447$ 82,867,376$ 56,022,071$
20/21 e 3.73 1.91 -0.66 -0.60 1.031100 X 138,889,447$ =143,208,909$ 73,554,079$ 69,654,830$
= Value selected for Factor calculation
(a) Includes increase for Paramedic Tax Revenue Generated by Measure P
(b) Includes increase for Paramedic Tax Revenue Generated by Measure I
Note:
(c) Reduce the limit by $1,142,323 to reflect the amount associated with
Measure P at the time the limit was increased in fiscal year 2011-2012 for
Measure I
(d) 2015-16 - The Limit is reduced by $4,743,389 for the Paramedic Tax -
Measure I for the increase of $3,890,000 added in 2011 - 2012 that
"Sunset" or Expired after 4 years at the end of 2015.
County assessment roll factor for FY10/11 is an outlier. Reclaculate using State per capita income
factor for FY10/11 to ensure that the city falls below the Gann limit under each scenario for
conservatism.
(e) 2020-21 - Appropriations subject to the limit declined due to both the
reduction in budgeted revenues as a result of the COVID-19 pandemic as
well as the exclusion of debt service on the 2018 bonds beginning in FY21.
$-
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
$160,000,000
GANN Limit Calculations
Current Year Limitation Subject to Gann Limit
W:\Accounting and Budgeting\Budget\20-21\Gann Limit FY20-21\Gann Limit Calculation 20-21-Exh A - 6/5/2020
-
-
--
~ -f---f--
f---f---f---f---f--
f---f---f---f--- -
~ f--
-f---f---f--~ -~ -~
f F ~ -~ -~ --~ -~ -~ -~
~ -~ -~ - -
~ -~ -~ -~
□ •
EXHIBIT B
City of San Rafael
Appropriation Limit Analysis
FY 2020-21
2020-2021
2020-2021 Less Less Appropriations
Adopted Exempt Non-Tax Subject to
Total Appropriations Fund # Budget Expenditures Revenues Gann Limit
General Fund 001 76,560,408$ 797,467$ 12,414,662$ 63,348,279$
Abandoned Vehicle Abatement Fund 200 162,146 1,309 160,100 737
Storm Water Fund 205 840,000 - 836,424 3,576
Emergency Medical Services Fund 210 8,142,999 166,309 3,192,047 4,784,643
Library Fund 214 40,000 - 18,000 22,000
Library Special Assessment Fund 215 1,097,531 13,942 - 1,083,589
Measure G - Cannabis 216 300,001 952 - 299,049
General Plan Special Revenue Fund 218 1,464,130 7,156 776,956 680,018
Recreation Revolving Fund 222 3,869,165 49,245 1,868,377 1,951,543
Police Youth Service fund 230 98,760 983 75,000 22,777
Measure A Open Space Fund 241 365,003 - - 365,003
Measure C Wildfire Prevention Parcel Tax 242 313,225 1,673 - 311,552
Open Space Fund 405 - - - -
LongTerm Capital Outlay (Excess of $100K &
10yr Life) N/A - - - -
General Fund Debt Service - Capital Outlays N/A 5,020,811 4,339,498 - 681,313
Total Appropriations 98,274,180$ 5,378,534$ 19,341,566$ 73,554,079$
Appropriation Limit from Revised Growth Limit 143,208,909$
Available Room Under Appropriation Limit 69,654,830$
W:\Accounting and Budgeting\Budget\20-21\Gann Limit FY20-21\Gann Limit Growth 20-21-Exh B