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HomeMy WebLinkAboutFin FY2011-12 Budget and GoalsC,Ty OF� �'t Agenda Item No: 14 Meeting Date: May 16, 2011 SAN RAFAEL CITY COUNCIL AGENDA REPORT Department: Finance Prepared by: Cindy Mosser, City Manager Approval: Finance Director SUBJECT: REVIEW OF THE PROJECTED CITY BUDGET FOR FISCAL YEAR 2011-2012 RECOMMENDATION: ACCEPT REPORT BACKGROUND: As you are fully aware, the City must adopt a balanced budget for all funds this coming fiscal year. This report will provide the City Council and community with an update on our budget picture and steps in progress to close a multi-million dollar gap. The City Council has reviewed fiscal year 2011-2012 budget information on several occasions. At the April 18'h meeting, our financial picture included a projected budget gap of over $4.4 million. Subsequently, at the May 5th Special Study Session, staff spent considerable time presenting a variety of service reduction options, from which each of you provided a priority ranking for each service denoted. We will provide the summary results of your prioritization work with this report. Also, in this report, each Department is providing a preview of their goals and objectives for fiscal year 2011-2013. These objectives were prepared based upon current fiscal year staffing levels and resources. Some effort was made to anticipate impacts of a smaller budget and reduced resources. Given the extent of the large General Fund deficit, we are proposing to bring back final goals after having adopted a balanced budget in late June or July, which will define specific service losses, Departmental reorganizations, staffing reductions, and other changes. As governmental agencies at all levels (mainly the State) grapple with structural deficits and prepare their upcoming budgets for next fiscal year, some of their actions could have major impacts to the City. While reports have indicated that the State's tax receipts have brought higher than expected revenues, the deficit remains a multi -billion dollar problem. Press releases regarding the Governor's May revise has warned that the increase in the State's revenue "should in no way mean that we can ease up on our efforts to close the remaining budget gap." In other words, many programs are still at risk like COPS funding, booking fee subventions, File No.: 9- 15' FOR CITY CLERK ONLY Council Meeting: 5-11 blao /i Disposition: a tCe4 c L R 40ZL SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2 redevelopment reforms, library and literacy funds, and child care funds. Therefore, the City continues to face a long-term structural budget gap between revenues and expenditures for the foreseeable future unless corrective action is taken. Simply put, the primary reason for the budget gap is that revenue available to operate the City has dropped significantly, while expenditures have continued to increase and past deficits were addressed, in part, by one-time Funds. This report will focus on several key areas. 1. Update of the City's projected financial condition since the April 18 report. 2. An overview of proposed new capital projects and equipment for fiscal year 2011-2012. 3. A multitude of budget balancing recommendations. 4. Departmental goals and objectives. Below is an analysis of the preliminary 2011-2012 budget. ANALYSIS: REVENUE ASSUMPTIONS: Our revenue estimates still does not include the rumored "take-aways" from the State's budget woes. The Governor's office is expected to present a revised budget for the next fiscal year on May 16. Governor Brown has indicated that he will unveil an "all cuts" budget that will slash billions. Since my crystal ball continues to be broken, we will bring adjustments back to the Council, if the State's budget eliminates or reduces Literacy funds, Public Library funds, and Child Care funds. The elimination of Redevelopment Agencies would not only impact Redevelopment staffing but also City staffing covered by Redevelopment funds for project administration and Code Enforcement. There are other proposals such as "realigning" State programs to local governments with the impact as yet unknown. It is too early to tell how the State's deficit will impact our budget, but it will become clearer in the coming months as the City's budget is assembled. Currently, a cost study is still in process and will be brought to the Council soon. The study will allow the City to fully recover certain cost borne by the staff for development services and inspections. We have had minor changes since April which are presented below: ✓ Office of Emergency Services: We have been notified that the services provided to the City of Larkspur by OES will not be continued for fiscal year 2011-12 due to Larkspur's budget constraints. We have reduced revenues by $25,000. EXPENDITURES ASSUMPTIONS: Several key elements have been included in building the "expense" side of the budget for the next year. Since the last report, the following items have been adjusted or incorporated into the preliminary appropriations: ➢ Personnel corrections and updates for Parking Services, Sanitation District and Community Services increased the overall City budget by $48,000. SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3 ➢ DMV Collection charges and County parking charges were decreased by $135,000 for the Parking Fund. ➢ A fleet replacement list for fiscal year 2011-2012 has been reviewed by the Departments and is attached (Exhibit III). We have incorporated the $943,000 estimated cost in the Equipment Replacement Fund. We are not recommending deferring additional vehicle charges since non -safety vehicles have been deferred for several years. Even while we cut expenses in some areas, as discussed in the "Budget Balancing Recommendations" section on page four and shown in Exhibit I, it is sometimes necessary to increase them in others. This upcoming budget requires three areas, thus far, to be allocated General Funds. 1. Sustainability Programs. Our reductions list indicates a savings in the Community Development Department due to the upcoming retirement of the current Community Development Director. A portion of this savings, $40,000 is being recommended to be allocated to continue work on our Climate Change Action Plan and other sustainability efforts. These initiatives will be "housed" in the City Manager's office, by re -assigning a portion of a staff position currently assigned to Falkirk programs. 2. Information Technology Assistance. We have simply cut too deeply in IT and with less staff across the organization, we rely even more on our technology. We have the opportunity to make a minor adjustment to an existing staffinember (change from 0.53 FTE to 0.7) and increase the amount of PC support and related IT work (a total cost of approximately $30,000) to assist in keeping our systems up to date and running well. 3. Code Enforcement. Code Enforcement staff working on non -housing issues such as garbage, signs, and commercial complaints must be paid from General Funds. The housing activities are paid from Housing Inspection Fees and Redevelopment Housing Fund. To reflect our current staffing configuration accurately, $97,100 must be allocated to the General Fund annually. Capital Improvement Program: Exhibit IV provides the recommended new capital projects for the 2011-2012 period. Consistent levels of spending are provided for ADA, street, drainage, and traffic improvements. A few key suggestions are worthy of comment and your consideration. ■ The General Fund has appropriated $100,000 for the planned (or unexpected) projects necessary to maintain over 15 public buildings. Replacements and repairs include HVAC, carpets, roofs, exterior painting, etc. Due to our fiscal condition, the City continues to grossly underfund routine improvements and upgrades to all buildings and parking lots. ■ The City continues to look for and applies for grants. Grants awards are highly restrictive and any awards received will be brought to the Council separately. BUDGET BALANCING RECOMMENDATIONS: Staff's recommendation is to minimize "one time savings," and make more structural budgetary changes so that we are not faced with the same budget woes year after year. Nevertheless, one time reductions are being recommended as part of an overall strategy to buy time to recover from the severe economic recession. SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 4 The choices to solve our budget situation are even more limited than in prior years. Staff is proposing this first round of budget solutions for 2011-12 as noted in Exhibit I. Budget Deficit Projected Ga 5/13/11 $ 4,478,100 On-going Reduction Recommendations $ 597,320 One-time Saving Recommendations $ 1,637,250 Remaining Deficit $ 2,243,530 The projected gap is shown in Exhibit I at the top, right hand corner of the page. From this number, a series of on-going and one-time reductions, recommended by the City Manager, are shown. Once these recommended reductions are taken into account, the projected gap (remaining deficit) is significantly reduced. The largest items in the on-going reduction category include: an estimate of the expected revenue increases due to updating the Master Fee Schedule, position savings in the Community Development Department through a plan to not back -fill following an internal recruitment for the next Community Development Director (upcoming retirement), and the elimination of a position in Public Works due to another upcoming retirement. Other items include reducing contract services, supplies, overtime, materials, etc. The largest item in the one-time savings category is the use of a million dollars of the recent pension obligation bonds. As we fully expect significant pension cost increases in the next few years, staff is recommending spreading out the bond proceeds over a three year period including the current fiscal year. Over -use of the bond proceeds would result in no assistance towards increasing costs in coming years. The other large item in the one-time savings category is the use of gas tax for street operations. This affects maintaining current staffing and service levels but reduces the finding for capital street projects. The remaining items on the list involve using other funds for General Fund purposes and reducing building maintenance and repair. The remaining budgetary gap of $2.2 million for the fiscal year can be solved in a combination of two ways. The first involves compensation concessions or other cost savings by labor groups and management. The City negotiating team has been meeting with all of the bargaining units on this issue. Again, there is a preference for on-going cost savings rather than "one-time," so that the savings are permanent and not simply advancing a structural problem an additional year. A 1% concession in compensation, across all employees paid from General Fund resources, achieves annualized savings of about $362,000. However, with no or minimal cost savings from labor agreements, we will need to 'fiirther reduce the workforce to solve this problem. While it is too early to say a projected number of necessary position eliminations, due to on-going negotiations and other factors, the remaining deficit shown above would require 15 or more positions if solved entirely through staffing reductions. While we would take advantage of vacant positions and retirements as much as possible, balancing a budget deficit of this size will necessitate layoffs. These position eliminations would likely need to come from all of our City departments. SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 5 In the future, we can look forward to the opening of the Honda dealership, continued re - tenanting of Northgate, and the potential new Target store to bring revenues to the General Fund. When the economy picks up, people will begin to spend dollars across all of our retailers to spur economic growth. However the gap in the budget is so great that even with these potential new future revenues, reductions need to be made at this time. Why? Because we know that next year will be just as bad, if not worse. With the use of one-time fixes and the expected continuance of increasing pension costs, plus the unknown State budget impacts to our City, we will be back next year at this time making additional reductions. The table presented below represents the City's Appropriations including City Manager recommendations (one-time reductions, pension transfers, etc.). Additional detail is presented in Exhibit II. CITY OF SAN RAFAEL FISCAL YEAR 2011-2012 PRELIMINARY BUDGET FIGURES Total City Budget $85,680,511 Less: Capital and Special Project 4,525,781 Total Operating Budget 81,154,730 Less: Restricted Funds Gas Tax, etc. 25,670,080 General Fund Operating Budget 55,484,650 Add: General Fund Program Support 1,875,720 Add: General Fund Projects 40,000 Total General Fund Appropriation $57,400,370 Unfortunately, this preliminary budget is still unbalanced since overall revenues netted with transfers to and use of reserves for the General Fund is approximately $55.2 million. The General Fund reserve is estimated to be 3.3% or approximately $1.83 million at the end of fiscal year 2011-2012. This amount continues to be well below the 10 percent goal in our approved financial policies. SERVICE PRIORITIZATION: Balancing the past two year fiscal year budgets required significant staffing and resource changes. Lengthy reports were provided to the City Council at your two January 2010 Council meetings, describing budgetary cuts, staffing losses, and service reductions proposed and approved at that time. The Council took action and implementation has resulted in a balanced budget. Preparing for the adoption of the FY2011-12 budget, City Council held a study session on May 5, 2011, to prioritize service areas of the City. Exhibit V is the result of individual Councilmember tallies for services, indicating "highest" priority, "mid level," and "lesser." Reductions in any of these areas are not pleasant to consider, but these are necessary steps to balancing the budget. Note that these service areas do not correspond one-to-one with staff positions, nor with a specific budgetary "cut" list, but they do indicate areas where there may be room for discussion regarding reducing services to the community. This chart has helped guide, but has not been the only input, to the City Manager recommendations for this meeting and for the next meeting(s) required to finalize the budget in June/July. Careful review of departmental SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 6 budgets, discussions with Directors, and a look at minimum requirements for many service areas were also part of the recommendations. GOALS AND OBJECTIVES: Each department has prepared a set of two-year goals and objectives. As in previous years, these are presented by grouping the Departments within the "rooms of our house", which is designed to present key effort areas — Neighborhood and Economic Vitality; Quality of Life; Public Safety, Public Assets; and supported by the Foundation (the administrative functions of our City structure). (Exhibit VI) These objectives have been written to match current staffing levels and resources, and will be revised later this year to reflect any reductions in staff due to the budget deficit. This approach is intentional, as it will be important to reflect the Council -approved reductions in services or programs corresponding to any budgetary reductions. Even in these tough budgetary times with limited resources, our staff continue to provide a huge list of programs and services to provide a high quality of life in San Rafael. The most recent biennial City survey showed that San Rafael residents continue to give very high marks to quality of life and City services and programs. There is clearly much to still celebrate. However, residents and businesses have noticed and will continue to notice staffing losses, as we have less people in City Hall and around the City to manage our City's programs, deliver important services and respond to requests. The San Rafael community will very likely see the local impacts of the recession, as staff takes longer to respond to tasks, any non -emergency calls, and as programs and services are reduced or eliminated. FISCAL IMPACT: Staff continues to work with the City Council to bring a balanced budget for fiscal year 2011- 2012. The City has estimated total appropriations in excess of $85.6 million for fiscal year 2011- 2012, which includes capital project amounts. The remaining budgetary gap is approximately $2.2 million. ACTION REQUIRED: 1. Accept or make modifications to the recommendations, which would result in a change in the total recommended budget. 2. Accept or make modifications to the Fleet Equipment and Capital Project listing and required funding as listed on Exhibit III and Exhibit IV, respectively. EXHIBITS Exhibit I: City Manager Recommendations —May 16, 2011 Exhibit II: Consolidated Funds Schedule Exhibit III: Schedule of Fleet Equipment Exhibit IV: Capital Improvement Program Exhibit V: City Council Services Prioritizations Exhibit VI: Goals and Objectives FISCAL YEAR 2011-2012 BUDGET PERIOD CITY MANAGER RECOMMENDATIONS MAY 16, 2011 Projected Gap @ 5/13/11 On-going Reduction Recommendations One-time Saving Recommendations Remaining Deficit EXHIBIT I FY 2011-12 $ (4,478,100) $ 597,320 $ 1,637,250 $ (2,243,530) Dept. Description Annual Cost Savings or Revenue Increase net savings) Staffing Impacts Cost Savings or Revenue Increase for FY 2011-12 Ong ing Reductions: $ 80,000 (1.00) $ 123,233 (0.30) CD Reorganization with a management position elimination $182,160 -1.00 $ 165,333 CD Contract service reduction $15,000 No FTE's $ 15,000 CD Allocation of Code Enforcement cost to General Fund from RDA Housing Fund ($97,100) No FTE's $ 97,100 CM Various Revenue Increases from Updated Master Fee $200,000 No FTE's $ 166,667 CM Increase CM staff support for Sustainability Programs (Climate Change Action Plan, Zero Waste Plan, etc.) ($40,000) 0.30 $ 40,000 CM Partial savings due to elimination of Deputy City Manager position $17,300 No FTE's $ 17,300 CS Falkirk staffing reduction (portion of a FTE affecting volunteer management service & events) $33,500 -0.30 $ 33,500 CS Revenue increases (5% Rental fee & non-residential fee for classes) $47,250 No FTE's $ 47,250 FD Contract services and supply reduction $73,000 No FTE's $ 73,000 MS Contract services and supply reduction $30,000 No FTE's $ 30,000 MS Network Support Technician increase to .7 FTE ($29,830) 0.17 $ 29,830 PD Reduction of overtime $80,000 No FTE's $ 80,000 PW Elimination of Facility Repair Supervisor (retirement) $136,200 -1.00 $ 136,200 One-time Savings: CD Reserve reduction (Tech Fund for CRW staff time) $40,000 No FTE's $ 40,000 CM Use of Pension Reserve $1,000,000 No FTE's $ 1,000,000 CS One-time reduction for building repair reserve & building maintenance $47,250 No FTE's $ 47,250 LI Utilize Public Library Funds (PLF) for materials budget $60,000 No FTE's $ 60,000 MS Liability fund transfer $50,000 No FTE's $ 50,000 PW Use Gas Tax Funds for street operations $440,000 No FTE's $ 440,000 OPTIONS TOTALS $ 2,234,570 Department sub -totals: LI FD PD CD CS PW ADMIN (CA, CC, CM, FIN, MS) Staffing Savin s - $ 60,000 - $ 73,000 - $ 80,000 (1.00) $ 123,233 (0.30) $ 128,000 (1.00) $ 576,200 0.47 $ 1,194,137 Totals (1.83) $ 2,234,570 EXHIBIT II CITY OF SAN RAFAEL GENERAL OPERATING FUNDS: 001 General Fund $52,914,980 $19,000 $52,933,980 $2,520,020 $55,454,000 Page 1 of 4 SPECIAL REVENUE & GRANT FUNDS: 205 Storm Water Fund 805,390 0 805,390 300,000 1,105,390 206 Gas Tax 4,210,281 0 4,210,281 0 4,210,281 207 Development Services 28,220 0 28,220 0 28,220 208 Child Care 3,527,990 0 3,527,990 87,100 3,615,090 210 Paramedic/EMS 5,990,000 0 5,990,000 0 5,990,000 222 Recreation Revolving 2,503,810 0 2,503,810 1,149,200 3,653,010 223 Household Haz. Waste Fund 1,478,640 0 1,478,640 0 1,478,640 227 Sewer Maintenance 2,596,400 0 2,596,400 0 2,596,400 228 Hazardous Materials Fund 340 0 340 0 340 235 Baypoint Lagoons L & L District 25,700 0 25,700 0 25,700 236 Loch Lomond Assessment District 19,890 0 19,890 0 19,890 240 Parkland Dedication 0 6,360 6,360 0 6,360 Street Mtce. & Cleaning Fund $5,760 $0 $5,760 $0 $5,760 Library Fund $1,231,120 $250 $1,231,370 $0 $1,231,370 Public Safety Fund $65,980 $120 $66,100 $65,000 $131,100 Traffic & Housing Mitigation Funds $2,290 $345,810 $348,100 $0 $348,100 Grant Funds 486,160 300,660 786,820 90,000 876,820 SPECIAL REVENUE & GRANT TOTAL $22,977,971 $653,200 $23,631,171 $1,691,300 $25,322,471 Page 1 of 4 DEBT SERVICE FUNDS: 302 Financing Authority 1997 Bonds 228,770 0 228,770 0 228,770 304 Peacock Gap Assessment District 0 0 0 0 0 306 Mariposa Assessment District 90 0 90 0 90 DEBT SERVICE TOTALS $228,860 $0 $228,860 $0 $228,860 CAPITAL PROJECT FUNDS: 401 Capital Improvement 0 1,520 1,520 0 1,520 405 Open Space Acquisition 740 0 740 0 740 406 Bedroom Tax 0 120 120 0 120 407 Parks Capital Projects 0 150 150 0 150 Var. Assessment District Projects 0 0 0 0 0 CAPITAL PROJECT TOTALS $740 $1,790 $2,530 $0 $2,530 Page 1 of 4 EXHIBIT II CITY OF SAN RAFAEL ENTERPRISE FUNDS: 501 Parking Services ENTERPRISE FUND TOTALS INTERNAL SERVICE FUNDS: 601 P.C. Replacement 602 Fire Equipment Replacement 603 Building Improvement 604 Employee Benefits 605 Liability Insurance 606 Workers Compensation Insurance 607 Dental Insurance 610 Print Shop & Mail 611 Employee Retirement INTERNAL SERVICE TOTALS CAPITAL PROJECT FUNDS: 600 Vehicle Replacement 608 Radio Replacement 609 Telephone CAPITAL PROJECT TOTALS: TRUST AND AGENCY FUNDS: 710 Business Improvement District 712 Library Fiduciary 711 Recreation Fiduciary TRUST & AGENCY TOTALS COMBINED FUNDS TOTALS Less Interfund Transfers Less Internal Service Charges 4,150,010 0 4,150,010 0 4,150,010 $4,150,010 $0 $4,150,010 $0 $4,150,010 569,110 0 569,110 0 569,110 116,940 0 116,940 0 116,940 112,930 0 112,930 100,000 212,930 3,028,140 0 3,028,140 230,000 3,258,140 1,706,930 0 1,706,930 0 1,706,930 2,029,590 0 2,029,590 0 2,029,590 537,600 0 537,600 0 537,600 0 0 0 0 0 4,000 0 4,000 276,520 280,520 $8,105,240 $0 $8,105,240 $606,520 $8,711,760 972,520 0 972,520 0 972,520 649,150 0 649,150 0 649,150 481,000 30 481,030 0 481,030 $2,102,670 $30 $2,102,700 $0 $2,102,700 39,030 0 39,030 0 39,030 0 270 270 0 270 0 160 160 0 160 $39,030 $430 $39,460 $0 $39,460 $90,519,501 $674,450 $91,193,951 $4,817,840 $96,011,791 (4,817,840) ($4,817,840) (8,311,280) (8,311,280) ($8,311,280) NET TOTALS FY 2011-12 $82,208,221 $674,450 $82,882,671 $0 Page 2 of 4 EXHIBIT II I:s3k►14 001 General Fund 55,484,650 $40,000 $55,524,650 $1,875,720 $57,400,370 Page 3 of 4 SPECIAL REVENUE & GRANT FUNDS: 205 Storm Water Fund 1,084,630 100,000 1,184,630 0 $1,184,630 206 Gas Tax 29,780 3,165,511 3,195,291 440,000 $3,635,291 207 Development Services 0 0 0 0 $0 208 Child Care 3,474,550 0 3,474,550 40,000 $3,514,550 210 Paramedic/EMS 5,706,300 0 5,706,300 281,980 $5,988,280 222 Recreation Revolving 3,610,970 0 3,610,970 0 $3,610,970 223 Household Haz. Waste Fund 1,421,940 0 1,421,940 0 $1,421,940 227 Sewer Maintenance 2,236,550 0 2,236,550 235,300 $2,471,850 228 Hazardous Materials Fund 0 0 0 0 $0 235 Baypoint Lagoons L& L District 0 0 0 0 $0 236 Loch Lomond Assessment District 50 0 50 0 $50 240 Parkland Dedication 0 255,000 255,000 0 $255,000 Street Mtce. & Cleaning Fund $10,680 $0 $10,680 $0 $10,680 Library Fund $958,680 $111,560 $1,070,240 $0 $1,070,240 Public Safety Fund $159,850 $0 $159,850 $0 $159,850 Traffic & Housing Mitigation Funds $73,580 $300,000 $373,580 $0 $373,580 Grant Funds $647,040 $300,000 $947,040 $60,000 $1,007,040 SPECIAL REVENUE & GRANT TOTAL $19,414,600 $4,232,071 $23,646,671 $1,057,280 $24,703,951 Page 3 of 4 DEBT SERVICE FUNDS: 302 Financing Authority 1997 Bonds 147,460 0 147,460 0 $147,460 304 Peacock Gap Assessment District 0 0 0 0 $0 306 Mariposa Assessment District 0 0 0 0 $0 DEBT SERVICE TOTALS $147,460 $0 $147,460 $0 $147,460 CAPITAL PROJECT FUNDS: 401 Capital Improvement 0 78,710 78,710 0 $78,710 405 Open Space Acquisition 12,960 0 12,960 0 $12,960 406 Bedroom Tax 0 0 0 0 $0 407 Parks Capital Projects 0 0 0 0 $0 Var. Assessment District Projects 0 0 0 0 $0 CAPITAL PROJECT TOTALS $12,960 $78,710 $91,670 $0 $91,670 Page 3 of 4 EXHIBIT II ENTERPRISE FUNDS: 501 Parking Services ENTERPRISE FUND TOTALS INTERNAL SERVICE FUNDS: 601 P.C. Replacement 602 Fire Equipment Replacement 603 Building Improvement 604 Employee Benefits 605 Liability Insurance 606 Workers Compensation Insurance 607 Dental Insurance 610 Print Shop & Mail 611 Employee Retirement INTERNAL SERVICE TOTALS CAPITAL PROJECT FUNDS: 600 Vehicle Replacement 608 Radio Replacement 609 Telephone CAPITAL PROJECT TOTALS: TRUST AND AGENCY FUNDS: 710 Business Improvement District 712 Library Fiduciary 711 Recreation Fiduciary TRUST & AGENCY TOTALS COMBINED FUNDS TOTALS Less Interfund Transfers Less Internal Service Charges 4,408,050 175,000 4,583,050 517,740 $5,100,790 $4,408,050 $175,000 $4,583,050 $517,740 $5,100,790 560,610 0 560,610 0 $560,610 0 0 0 0 $0 33,780 0 33,780 0 $33,780 3,221,810 0 3,221,810 0 $3,221,810 1,253,760 0 1,253,760 280,000 $1,533,760 1,986,360 0 1,986,360 0 $1,986,360 501,600 0 501,600 0 $501,600 0 0 0 0 $0 276,520 0 276,520 1,087,100 $1,363,620 $7,834,440 $0 $7,834,440 $1,367,100 $9,201,540 955,040 0 955,040 0 $955,040 688,130 0 688,130 0 $688,130 481,100 0 481,100 0 $481,100 $2,124,270 $0 $2,124,270 $0 $2,124,270 39,580 0 39,580 0 $39,580 0 0 0 0 $0 0 0 0 0 $0 $39,580 $0 $39,580 $0 $39,580 $89,466,010 $4,525,781 $93,991,791 $4,817,840 $98,809,631 $0 ($4,817,840) ($4,817,840) ($8,311,280) ($8,311,280) ($8,311,280) NET TOTALS FY 2011-12 $81,154,730 $4,525,781 $85,680,511 $0 Page 4 of 4 EXHIBIT III CITY OF SAN RAFAEL SCHEDULE OF FLEET EQUIPMENT FISCAL YEAR 2011-12 Individual Equipment Replacement Number Vehicle to be Replaced Department Year Acquired Cost Total FY2011-12 23 3D Fire Engine 90 Chevrolet 1 Ton Utility Truck 150 Harley Davidson Motorcycle 226 Crown Victoria 227 Crown Victoria 230 Crown Victoria 241 Crown Victoria 245 Crown Victoria 266 Crown Victoria 283 Crown Victoria 285 Crown Victoria FD 1997 $ 600,000 Fire Subtotal $ 600,000 PW 2000 $ 35,000 Public Works Subtotal $ 35,000 PD 2007 $ 28,000 PD 2007 $ 35,000 PD 2007 $ 35,000 PD 2007 $ 35,000 PD 2006 $ 35,000 PD 2006 $ 35,000 PD 2002 $ 35,000 PD 2001 $ 35,000 PD 2001 $ 35,000 Police Subtotal $ 308,000 TOTAL FLEET VEHICLE EQUIPMENT ESTIMATED EXPENSES $ 943,000 Total CIP for FY 2012-2013 $ 3,195,747 $ 3,345,747 $ (150,000) Page 1 of 2 City of San Rafael -Department of Public Works EXHIBIT IV Capital Improvement Program FY 11-12 FY 12113 $9 -fa M PathWMIS Prop 10 Measure Safe Routes Surface CDBG IFY A IFY 11- Gas TAX (FY Traft tojtaBllL Transoortadon AssinkWon Say Area afe Routes JNUL (AccumutidW Prop 42110 CVIF (FY 11- RVRF (10- RVRF IFY 11-12 11.12&1 12&1 11-12 612-MMUNIM WE. Fed -1 Program Gold Gate GovemmeMs to School- Awflable EfUrIvAed Un(und�sl Prolect Name Cat ae ry Previotom iii 12 312-131 in R 12-131�, j � 231 Fm Grarft Grant llFederah TramtR Grant GGr mt Grants Funds Prolect Cost Amount FY 2011-2012 $ 196000 $ 196,000 $ - Miscellaneous Traffic Signal Projects ROW $196,000 Miscellaneous ROW (11-12) ROW $ 100,000 $ 100,000 $ 100,000 $ - $600,000 $ 600,000 $ 1,200,000 $ 1,200,000 $ - NTPP-Puerto Suello Hill Connector ROW PL San Pedro Medians (City Property E 50,000 $ 50,000 $ 50,000 $ - Assessments) ROW Freitas -Las Gallinas Intersection_ $ 300,000 $ 300,000 E 300,000 E Improvements (Design) ROW Street Resurfacing (11-12) ROW $ 269,610 $ 196,000 $300,000 $ 765,610 $ 765,610 $ - Grand Ave. Pedestrian/Bicycle Bridge $ 200,000 $ 200,000 $ 200,000 $ - (Bay Trail) ROW Canal Lifeline Phase II (Design) ROW $100,000 $ 100,000 $ 100,000 $ - Safe Routes to School Belle Ave._ E 273,511 $ 303,901 E 303,901 E Pedestrian Improvements ROW $ 30,390 ADA -DOJ Ramps (11-12) ROW $ 300,000 $ 300,000 $ 300,000 $ - Pt. San Pedro Resurfacing (City Share) ROW $ 250,000 $ 250,000 $ 250,000 $ - Total CIP for FY 2011.2012 $ 3,765,511 $ 3,765,511 $ FY 2012-2013 $ 100,000 $ 100,000 $ 100,000 $ - Miscellaneous ROW (12-13) ROW Street Resurfacing (12.13) ROW $ 300,000 $ 196,000 $ 50,000 $ 640,339 $ 1,186,339 $1,186,339 $ - $ 300,000 $ 300,000 $ 300,000 $ - ADA -DOJ Ramps (12-13) ROW $ 609,408 $ 609,408 $ 609,408 $ - Canal Lifeline Phase 11 (Construction) ROW E 350,000 E 500,000 $(150,000) Bungalow Ave. Reconstruction ROW $ 277,946 $ 72,054 Pt. San Pedro Resurfacing (City Share) ROW $ 250,000 $ 250,Ooo $ 250,000 $ - Federal STP Funds -Swap with Marin_ E 400,000 E 400,0110 E Jurisdictions ROW $400,000 Total CIP for FY 2012-2013 $ 3,195,747 $ 3,345,747 $ (150,000) Page 1 of 2 City of San Rafael -Department of Public Works EXHIBIT IV Capital Improvement Program FY 11-12 FY 12113 Feas TOW (Accumulated StormwvW Stormer W Vail WITIAtIld Unfunded Miscellaneous Storm Drain, Slide Repair Projects (11-12) Drainage $ 100,000 $ 100,000 $ 100,000 $ - FY 2012-2013 Rossi Pump Station Repairs (12-13) Dra nage $ 270 000 $ 200,000 $ 200,000 $ 670 000 $ 670,000 $ - M scellaneous Storm Drain, Slide Repair Projects (12.13) Dra nage $ 100 000 $ 100,000 $ 100,000 $ $ 770,006 $ 770,000 $ Parkland Total Wkatbn Perkin Avallall" Ung Parks Pathway Resurfacing COP Bernard Hoffman Park Handrails (ADA - DOJ) COP $ 20,000 Schoen Park Improvements COP $ 60,000 5th & D SL Parking Lot Resurfacing COP 5th & Lootens Parking Lot Resurfacing COP B SL Community Ctr. Flooring 50,000 Replacement COP $ 175,000 EmergencylMiscellaneous Facility Repairs (11.12) COP $ 100,000 $ - $ 75,000 $ (75,000) $ 20,000 $ 20,000 $ - $ 60,000 $ 80,000 $ - $ 75,000 $ 75,000 $ 75,000 $ - $ 100,000 $ 100,000 $ 100,000 $ - $ 175,000 $ 175,000 $ - $ 100,000 $ 100,000 $ $ 550,000 $ 625,000 $ (75,000) FY 2012-2013 5th & Menzies Parking Lot Resurfacing COP $ 50,000 $ 50,000 $ 50,000 $ - 5th & Garden Parking Lot Resurfacing COP $ 50,000 $ 50,000 $ 50,000 $ - Parking StructureUpgradelReplacemenl Study COP $ 200,000 $ 200,000 $ 200,000 $ - Emergency/Miscellaneous Facility Repairs (12-13) COP $ 100,000 $ 100,000 $ 100,000 $ - $ 400,000 $ 400,000 $ Page 2 of 2 CITY OF SAN RAFAEL CITY COUNCIL SERVICES PRIORITIZATIONS FISCAL YEAR 2011-2012 EXHIBIT V SERVICE CONSIDERATIONS - MAY 5, 2011 CITY COUNCIL STUDY SESSION • • ' • Highest/ Mid Level Lesser Services (that we Priority - Priority - Priority - FDe Program continue to do despite Actual Consequences of Budge Future Consequences of Additional Service Level may consider willing to recent budget Reductions Since 2009 Reductions in 2011/2012 to remain service reduce reductions) unchanged reduction services 1 PD Operations Six assigned police patrol Average response times to priority Continued decline in Officer self beats responsible for calls have increased from 4 to 5 initiated activity, traffic enforcement, basic Police services to minutes. Reduced Officers and increased wait time before an the community unassigned time (used for self- Officer can respond to a call for initiated traffic enforcement, service (emergency and non - neighborhood patrols, COPS emergency). Limited ability to respond projects, etc.) has resulted in a with enough personnel to handle major 26% decline in self -initiated incidents requiring more use of county- 4 1 0 incidents from 2,747 a year to wide mutual aid. Reduction in 2,025. Patrol Officer traffic management staff to oversee daily enforcement has declined by 37% operations and lower liability exposure. from 2,448 cites a year to 1,554. Part 1 crimes expected to increase. We have reassigned Officers from Reduced minimum staffing for all specialties to Patrol Teams to Patrol Teams. maintain our minimum staffing. 2 PD Community Community policing Reduction in public meeting Further reduction of PD employees will Policing program implementation, presentations, neighborhood beat result in a major decrease in the coordination and projects and cross departmental amount of time we can devote to oversight coordination related to systemic Community Policing issues, public policing issues in neighborhoods meeting presentations, neighborhood 3 2 0 and business areas. beat projects, and cross departmental coordination related to systemic policing issues in neighborhoods and business areas. 3 PD Traffic Traffic enforcement, Reduction in the amount of traffic No coordinated effort in traffic safety accident investigation; enforcement throughout the city. and enforcement. Would expect a traffic grant A 13% increase (206 to 232) in further increase in injury accidents (as 2 3 0 implementation and injury traffic accidents. A 10% much as 20%) and a further reduction oversight increase (762 to 835) of all types (as much as 75%) in traffic citations of accidents. and citation revenue. Page 1 SERVICE CONSIDERATIONS - MAY 5, 2011 CITY COUNCIL STUDY SESSIONi TirliC4+�XUt� � iri1 Highest Mid Level Lesser Services (that we Priority - Priority - Priority - # Dept. ProgramService continue to do despite Actual Consequences of Budge Future Consequences of Additional Level may consider willing to recent budget Reductions Since 2009 Reductions in 2011/2012 to remain service reduce reductions) unchanged reduction services 4 PD Marine Officer Enhanced enforcement of The position was separated from Further reduction would eliminate our waterways the Park Ranger. The Marine service altogether. No further position was reduced from a full reductions suggested - current staffing time position to a Temp/Seasonal is available to continue weekend 4 0 1 position. Reduced operating service. hours to just the weekends. 5 PD Park Ranger Enhanced enforcement of This position was separated from No funds are allocated in 11/12. As (N/A - Already our open space and parks the Marine Officer. The position position was eliminated, will see loss of Eliminated) was eliminated. Coordinated regular/routine enforcement in open N/A N/A N/A enforcement in our open space space and parks. No Police and parks was continued through participation in the clearing of (already eliminated) (already eliminated) (already eliminated) a one-time allocation to fund a encampments or assisting Fire Temp/Seasonal position. Department with vegetation management. 6 PD Directed Drug, gang and No negative impact to this unit - Vastly decrease the department's Patrol/ prostitution intervention There are three Officers and one ability to work on gangs, vice, and Street Crimes and suppression Sergeant assigned to this unit. narcotics. No further reductions 5 0 0 suggested - current staffing is required to perform necessary functions. 7 PD Mental Health Focused policing efforts This position was eliminated - As the position was eliminated, Foot (N/A - Already on mentally ill; includes Officer Joel Fay has retired and Beat Officers and our Patrol Teams Eliminated) coordination with County the department no longer has a will continue to see an increase in the Healthcare providers Mental Health position. No number of calls for service of subjects N/A N/A N/A effective coordinated approach in with mental issues and crimes dealing with our local homeless. committed by the mentally ill. (already eliminated) (already eliminated) (already eliminated) Loss of our established working relationships with service agencies, courts, district attorney and public defender. 8 PD COPE (N/A - Coordination with Sheriffs Fewer San Rafael probationers This service was previously eliminated. N/A N/A N/A Already office to verify parolee were checked and monitored, Eliminated) compliance resulting in the potential that they (already eliminated) (already eliminated) (already eliminated) committed more crimes. Page 2 SERVICE CONSIDERATIONS - MAY 5, 2011 CITY COUNCIL STUDY SESSION @& MOOFNWUo st rService Mid Level Lesser Services (that we - Priority - Priority - # Dept. Program continue to do despite Actual Consequences of Budge Future Consequences of Additionaly Level may consider willing to recent budget Reductions Since 2009 Reductions in 2011/2012 to remain service reduce reductions) unchanged reduction services 9 PD Major Crimes Consider rejoining No ongoing coordination with the This service was previously eliminated. Task Force reworked Major Crimes MCTF to target mid-level narcotics N/A N/A N/A (N/A - Already Task Force (MCTF); problems across Marin County. (already (already (already Eliminated) which targets mid-level h g eliminated) eliminated) eliminated) narcotics problems across Marin Count 10 PD Criminal Investigations and Raised burglary and theft Length of time for investigations and Investigations resolutions on major investigative thresholds (cases closing a case increase even more. crimes only investigated if higher dollar Citizen complaints increase even amount loss, known suspect, etc.). more. No further reductions The amount of time to investigate suggested - current staffing is required 5 0 0 and close a case has increased on to perform necessary functions. average by 35%. Citizen complaints about their cases not being worked have increased. 11 PD School Proactive involvement in No change - There is one Officer Further reduction would eliminate resource local middle and high assigned as an SRO. school resource program. No further officers (SRO) school campuses - youth reductions suggested - current staffing 4 1 0 focus is required to perform necessary functions. 12 PD Dispatching Answering of emergency The average time to answer 911 Reduction in our Dispatch minimum and non -emergency calls has increased from within 5 staffing number. Continued increase phone calls to dispatch to within 10 seconds. Non- in a callers wait time before we are officers or other required emergency calls have increased able to answer the telephones (both 2 2 1 services (Fire, Public from within 10 seconds to within emergency and non -emergency lines). Works, Animal Control, 15 seconds. etc.). 13 PD Records Answering of non- Reduction in our front office Further reduction in our front office Management emergency phone calls to counter hours resulted in longer counter hours and days. Continued dispatch officers or other wait times in lobby before citizens increase in a callers wait time and front required services. helped. A 15% average increase counter wait time. Delay in our 1 1 3 Assisting walk-ins. in the amount of time a caller on response time for request of Processing required the non -emergency line had to information from businesses, paperwork. wait before being helped. insurance companies, and outside agencies. Page 3 SERVICE CONSIDERATIONS - MAY 5, 2011 CITY COUNCIL STUDY SESSIONick ti�rlr Ic�i�i►�tL I; #:{Iola 611_ o w1 Highest Mid Level Lesser Services (that we Priority - Priority - Priority - # Dept. Program continue to do despite Actual Consequences of Budge Future Consequences of Additional Service Level may consider willing to recent budget Reductions Since 2009 Reductions in 2011/2012 to remain service reduce reductions) unchanged reduction services 14 PD Training and Provides training and In cooperation with the SRPA, we No ongoing coordination of our training Safety safety programs for all PD restructured the way we provided programs. Further reduction in the employees the training to greatly reduce the amount of training provided to PD amount of overtime required to employees. 1 3 1 provide our training. We also reduced the number of times we provided training each year. 15 PD Youth Counseling and therapy No change - There is one No youth counseling services in the Services services to individuals, Marriage and Family Therapist schools. Elimination of our diversion couples, and families (MFT) who works with several program which will place over 500 1 3 1 (school, first responders, interns each year. more youth into the county juvenile etc.). Diversion justice system. Elimination of CAMP programs. Chance for at risk youth. 16 PD Regulatory Massage practitioners The position was eliminated. No funds are allocated in 11/12 for the Officer (N/A - and establishment Work continued through a one- Temp/Seasonal position. Will see loss N/ N/ N/ Already permitting and regulation, time allocation to fund a of documenting, permitting, or Eliminated) street vendor permitting Temp/Seasonal position. monitoring of massage practitioners, (already eliminated) (already eliminated) (already eliminated) and regulation massage establishment operators and street vendors. 17 PD Evidence Evidence processing and Elimination of one of two positions Can not be legally reduced further. Technician management caused a longer wait time for No further reductions suggested - citizens wanting to retrieve their current staffing is required to perform property. Increase in the amount necessary functions. of property being stored since we 4 1 D are no longer able to keep up with the need for purging property and evidence. Will require another storage container. Page 4 SERVICE CONSIDERATIONS - MAY 5, 2011 CITY COUNCIL STUDY SESSION Highest Mid Level Lesser Services (that we Priority - Priority - Priority - # Dept. Program continue to do despite Actual Consequences of Budge Future Consequences of Additional Service Level may consider willing to recent budget Reductions Since 2009 Reductions in 2011/2012 to remain service reduce reductions) unchanged reduction services 18 FIR Engine Operating six fire stations No negative impact to engine A reduction involving browning out or Company within San Rafael with 23 company services. However, rotating a closed station would Services on -duty personnel and increased coverage and response increase response times by 3-5 support staff to help times to meet the growing minutes. This will not only impact the people and provide emergency call volume. Lack of neighborhoods served by the closed prevention/education and maintenance funds impacting station, but also other portions of the 3 2 0 fire/rescue emergency infrastructure. community served by the remaining response services. stations. Increased loss potential and negative outcomes. Potential impact/loss to CSA 19 and other contractual agreements. 19 FIR Training and Training programs and There is one training officer Nothing further to cut, but impact of not Safety Safety mandates for Fire position which has been kept filling training officer continues to grow personnel unfilled. This has resulted in a due to significant turnover of significant challenge to department personnel and increasing meeting/track mandatory safety need to provide training in preparation training. for emergency operations. If training officer position is cut permanently, 2 3 0 there will be an on-going inability to meet training mandates, personnel development and non -discretionary hazard and safety training. 20 FIR Wildland Public and private party Unable to fulfill requirements on Limited ability to pro -actively address Urban compliance with public open space required of the community's single greatest threat 2 2 1 Interface vegetation management private property owners. to life and property. program and WUI 21 MS Office of CERT/Get Ready Reduction in emergency Further reduction in: community Emergency trainings; staff management training for City staff, outreach and public education efforts, Services preparedness; EOC reduction in public education City staff training, and City's (OES) oversight; Federal and materials, and decreased ability to preparedness levels (care and shelter 4 1 0 State emergency services improve communications services, ID cards, emergency compliance capability in EOC. supplies, etc.). Loss of public warning capability via County's MEANS and TENS systems. Page 5 SERVICE CONSIDERATIONS - MAY 5, 2011 CITY COUNCIL STUDY SESSION I0. 1 -ill, : ►-- ..LA Highest Mid Level Lesser Services (that we Priority - Priority - Priority - # Dept. Program continue to do despite Actual Consequences of Budge Future Consequences of Additional Service Level may consider willing to recent budget Reductions Since 2009 Reductions in 2011/2012 to remain service reduce reductions) unchanged reduction services �7a��'AG�i'', irrna�'I:'��AtF,tt�ci'(•':�a�Z-�'�f 22 PW Park All safety operations Less routine and preventative No further reductions suggested - Maintenance - (pool, playgrounds and maintenance work was performed. current staffing is required to perform Hazards and equipment, median necessary functions. These are 5 0 0 Safety Issues safety, tree/park hazards) mandatory safety tasks. Cost to replace equipment and facilities will rise significantly. 23 PW Park Maintenance of turfs, Reduction in trash pick up and Further reductions to parks Maintenance - trees, landscape, decline in quality of turf and plant appearance and infrastructure. General playground, play courts, health. Increase in water use and Complaints will continue to rise. Other and picnic facilities. Park cost due to irrigation failures. services such as playfield and rentals 1 4 0 area rental services. Increased complaint response will take lower priority or we could times. charge renters for staff overtime to perform these services. 24 PW Park Landscaping and water Eliminated contracts for median Reduction in maintenance frequency Maintenance - irrigation operations in maintenance and restroom will significantly harm median plant life Medians and medians. Restroom service. Shifted responsibility to and will result in additional complaints park repair and maintenance. City parks staff thus reducing time and less over all quality of the restrooms for other parks medians. The cost to replant these 3 1 projects/maintenance. medians will be significant. The demand for park and playfield rentals will require overtime and this will be a low priority task. Downtown services will remain the same. 25 PW Street Responded to all Less asphalt repairs leading to Further decline in road conditions. Maintenance - emergency calls and significant increase in pot hole Fewer capital projects will require Streets, addressed safety repairs (21 tons last year vs. 5 increasing maintenance resources. roadways concerns including: pot tons prior years). Street marking The cost of capital projects to address holes, sink holes, spills, was confined to high traffic and safety-related street/roadway problems 2 3 0 MCSTOPPP responses, school areas. Signs were replaced will increase significantly. Over all this accident clean ups, knock with delays. No permanent repairs will become a very costly maintenance downs, traffic signs and were performed. program. markings based on priority. Page 6 SERVICE CONSIDERATIONS - MAY 5. 2011 CITY COUNCIL STUDY SESSION Page 7 Services (that we Highest Mid Level Lesser # Dept. Program continue to do despite Actual Consequences of Budge Future Consequences of Additional Priority - Service Level Priority - may consider Priority - willing to recent budget Reductions Since 2009 Reductions in 2011/2012 to remain service reduce reductions) unchanged reduction services 26 PW Street Responded to (sidewalk, The amount of temporary repairs Could create City policy and notify Maintenance - curb, gutter) complaints is growing, and they fail after a few property owners that frontage Sidewalk and performed temporary months requiring another repair. maintenance is owner's responsibility. Repairs repairs. Started to notify Trip and fall claims have Further reductions would increase trip the property owners to increased. Increased property and fall claims and property damage 1 3 1 address their property owner complaints. claims. frontage maintenance per California Streets and Highways Code. 27 PW Street The routine preventative Reduced time for other tasks for The prolonged events (storms lasting Maintenance maintenance, pre -storm, Streets and Parks divisions. more than 12 hours) will exhaust our Drainage during storm and after Reduced preventive pump station resources and flooding will occur. The System storm has remained the maintenance. The Capital Project system requires preventative same. Combined Streets cost to repair damages is maintenance and adequate CIP funds 3 2 0 and Parks division crew increasing significantly. to maintain infrastructure or it will fail was required to resulting in otherwise avoidable accomplish this. flooding. 28 PW Street 146 tons of garbage left Intended to go from a 5 day per Further reduction will result in health Maintenance - on city streets, sidewalks, week pick up to once a week. Due and safety issues and increased citizen garbage and city properties were to numerous calls and large items complaints. Illegal dumping is a removal removed. left in the right of way posing significant issue in several areas of the 2 2 1 safety hazards, we ended up City. responding 2 to 3 times per week an average. 29 PW Street Commercial and industrial No routine residential street No further reductions suggested - Maintenance - areas continue to have sweeping in most areas of City. current staffing is required to perform Sweeping scheduled sweeping. Reduced Canal sweeping from 4 necessary functions. Further Between October and days a week (two hours a day) to reductions will result in violation of the 5 0 0 April, we continued to once a week (4 hours). federal Clean Water Act and state and sweep city-wide as part of local regulations. Canal street storm preparations. sweeping would be further reduced. Page 7 _gFRVICF CANSInFRATInNS _ MAY 5. 2n11 CITY COUNCIL STUDY SESSION + fifYe (cfolWOAT ISG ol�fhr[��L1 I�Co��l Page 8 Services (that we Highest Mid Level Lesser # Dept. Program continue to do despite Actual Consequences of BudgeFuture Consequences of Additional Priority - Service Level Priority - may consider Priority - willing to recent budget Reductions Since 2009 Reductions in 2011/2012 to remain service reduce reductions) unchanged reduction services A.� , ,F4i o»I�.riiF Si. ;C- t:ii:I a; 30 PW Graffiti Graffiti abatement on Loss of a dedicated graffiti Further reductions would increase removal - public property. Graffiti abatement maintenance worker response times, drop priority further public reported if on utilities resulted in reassigning the ever- behind safety issues, deferral of property (utility company) or increasing problem to all Streets expensive removal, and greater private property (PD). On and Parks division personnel. dependence on volunteers. 3 1 1 line database created. Other maintenance tasks were Use of volunteers to help deferred. defray significant cost of program. 31 PW Engineering- 25 CIP Projects were The current need would dictate Further reduction will result in CIP Design & designed or constructed additional engineers, but staffing projects being deferred or eliminated. Construction in the last two years. reductions have taken place Long delays and infrastructure failures Some of these projects causing a re -prioritization of would occur. started 3-4 years ago. projects. Grant funded projects 3 2 0 Most of the projects were with funding in jeopardy were either grant funded or placed on the highest priority while responses to other projects were deferred. infrastructure failures. Applied for fewer grants due to staffing shortfall. 32 PW Engineering - Continued work on street Delays in project completion Further reductions to this area would Traffic (101 Gap closure, 580 (bike/ped plan, D Street increase citizen complaints due to Operations connector, D Street conversion). Reassigned traffic longer time for staff review. conversion, etc.), engineering staff to design CIP Establishing speed limits will be sidewalk (Bellam, projects. Potential for losing delayed and land development impact Francisco Blvd. East, grants funds due to lack of staffing studies will be reduced. Traffic etc.), transit (SMART), to meet required schedules. operations and safety must be 2 2 1 and multi -use paths. addressed. Also, key efforts such as Traffic analysis for CEQA SMART review cannot be reduced. project review. Traffic signals and street lighting operations and maintenance. Page 8 SERVICE CONSIDERATIONS - MAY 5, 2011 CITY COUNCIL STUDY SESSION o L N;. ff-1 ETr'�I Highest Mid Level Lesser Services (that we Priority - Priority - Priority - # Dept. Program continue to do despite Actual Consequences of Budge Future Consequences of Additional Service Level may consider willing to recent budget Reductions Since 2009 Reductions in 2011/2012 to remain service reduce reductions) unchanged reduction services 33 PW Engineering - Provided land Reassigned CIP projects in order Further reductions would result in Land development reviews for to meet land development needs. significant delays in application Development planning projects in a processing and citizen requests for timely manner as a high land development services which will priority and participated in have a negative economic 2 2 public hearings. Citizen development impact. requests for other land development services are provided as staff time allows. 34 PW Engineering - Issued encroachment, The encroachment permits Delays in issuing permits and Permits grading, and workload resulted in reduced staff inspections affecting development transportation permits as time available for capital projects. related projects, utilities, and required by the Municipal residential improvements. High Code. Participated in probability that work will commence 2 2 1 development review without permit/oversight which may process and performed cause public safety issues and MCSTOPPP (Storm water violations in Storm Water regulations. pollution program) tasks. 35 PW Grants Major funding source for Applied for fewer grants and Will further reduce ability to apply for CIP. Also very time missed opportunities due to lack of grants. City's 5 year CIP depends intensive, paperwork adequate staff time. heavily on grants, and some programs intensive, complicated, will not be implemented (such as the 3 2 €3 and highly specialized for bike plan). State and Federal grants. 36 PW Facilities Maintenance assistance No negative impact during this The lack of supervising personnel and Repair for 19 city -owned period. knowledge will result in maintenance 0 4 1 buildings. delays leading to greater capital needs. 37 PW Garage Maintenance of 145 Reductions such as deferring Further reductions will erode the ability vehicles in the City fleet vehicle purchases have increased of Garage personnel to maintain City (does not include the 24 workload and added maintenance vehicles and equipment resulting in 1 3 1 emergency vehicles such costs. More work done in-house only a minimally acceptable level of as ambulances, trucks, due to expiring warranties. service. etc.). Page 9 SERVICE CONSIDERATIONS - MAY 5, 2011 CITY COUNCIL STUDY SESSION c��iE�"r k�i l�►'ll4flf 1:11;{[91; 111gIn11E I1��1 Services (that we Highest Mid Level Lesser # Dept. Program continue to do despite Actual Consequences of Budge Future Consequences of Additional Priority - Service Level Priority - may consider Priority - willing to recent budget Reductions Since 2009 Reductions in 2011/2012 to remain service reduce reductions) unchanged reduction services ;:xar�dio,� �rli:�.iei, ►iid��.+or•917r,(t.•(-i'r 38 CD Long Range Preparing and updating No negative impact to long range Less progress on General Plan Planning General Plan; involved planning. updates and programs. Less ability to with other committee work on grant funded programs. A based endeavors and staffing reduction would require regional land use additional consulting assistance for 3 2 0 agencies project management and implementation - otherwise, impact fees charged on building permits would need to be reduced. 39 CD Building construction code No negative impact to building Delays in permit issuance (from Inspection compliance, inspection inspection. The re -sale inspection average 3 weeks to 4 weeks), less and plan review program was eliminated but timely counter services and phone 2 2 1 reinstated through a subsequent responses, reduced public counter fee increase. hours. 40 CD Current Processing zoning and Delays for planning approvals and Decrease discretionary review of single Planning subdivision permit processing services to the public. family, second story additions (non - applications; public Public counter closed one day a hillside) and signs (except sign information provided on week. programs, exceptions and zoning land use regulations review), and discretionary use permits 2 3 0 for some commercial uses (staff level). Public counter closed two days (from one). Delayed response to building and code enforcement issues. 41 CD Code Conformance with City's Reduction in administrative Slower response to code enforcement Enforcement housing, public nuisance, support to code enforcement complaints. Extend apartment/hotel health and safety, and inspection cycle from 3 to 4 years. 0 2 3 zoning codes and regulations 42 CS Adult Scheduling, oversight and No negative impact to adult Reduction would require the Programming delivery of a variety of programming. Program continues elimination of recreational, educational, programs geared to to support direct costs and portion and social services to adults - having a 4 1 0 adults of supervision costs. negative impact on revenues. Page 10 SERVICE CONSIDERATIONS - MAY 5, 2011 CITY COUNCIL STUDY SESSION SKET Y COU _.CIPRIORITIZAAWDN 7-1 Page 11 Services (that we Highest Mid Level Lesser # Dept. Program continue to do despite Actual Consequences of Budge Future Consequences of Additional Priority - Service Level Priority - may consider Priority - willing to recent budget Reductions Since 2009 Reductions in 2011/2012 to remain service reduce reductions) unchanged reduction services 43 CS Youth and Childcare, after-school, Reduced after-school and summer Reduction would require the Family and summer programming capacity. elimination of after-school and summer Services programming. programming - having a negative 5 0 0 impact on revenues. Childcare is fully cost recovered. 44 CS Facilities Facility maintenance and Elimination of centralized Further reductions would decrease the operations administrative services. Reduced hours of operation of one or more maintenance staff during regular community centers - having a negative business hours requiring impact on revenues. 2 3 0 management staff to open, secure, and manage facilities with schedule changes. 45 CS Falkirk Art and cultural programs Significantly reduced open hours A partial reduction to staffing would Cultural and events; gallery to Monday through Friday 1-5pm, reduce volunteer management Center management, facility Saturday 10-1 pm. Lost ability to services. A full staffing reduction management produce programs, events, and would require the closure of the 3 seek grants. Revenue Cultural Center to the public. 2 0 enhancement strategy implemented with approx. 30% increase in revenues. 46 LIB Adult Services Provides reference and No reductions to services as prior Elimination of funds for purchasing and Outreach reader services to teens cuts were backfilled from one-time print and electronic materials. We and adults; coordinates Transactions Based would purchase only the items required our electronic services; Reimbursement (TBR) account by very high demand. Service hours provides outreach, with and replaced by Measure "C" would very likely be reduced. 3 2 0 the help of volunteers, to dollars. those who can't get to our Library 47 LIB Children's Provides reference and No reductions to services as prior Elimination of funds for purchasing Services reader services to cuts were backfilled from one-time print and electronic materials. We children, their parents and Transactions Based would purchase only the items required caregivers; works with Reimbursement (TBR) account by very high demand. Service hours 5 0 0 schools; provides a and replaced by Measure "C" would very likely be reduced. Summer Reading dollars. Program Page 11 SERVICE CONSIDERATIONS - MAY 5, 2011 CITY COUNCIL STUDY SESSION ;EATITr C�O)'A 41-L �l;1to .� r�iff�o7�I Services (that we Highest Mid Level Lesser # Dept. Program continue to do despite Actual Consequences of Budge Future Consequences of Additional Priority - Service Level Priority - may consider Priority - willing to recent budget Reductions Since 2009 Reductions in 2011/2012 to remain service reduce reductions) unchanged reduction services 48 LIB Circulation Checks materials out and No reductions to services as prior Service hours would very likely be back in; collects fines and cuts were backfilled from one-time reduced. fees; searches for Transactions Based requested items and Reimbursement (TBR) account 1 4 0 coordinate delivery; works and replaced by Measure "C" with the public; reshelves dollars. materials 49 LIB Pickleweed Serves Canal community No reductions to services as prior Reduction or elimination of materials Branch with materials in a variety cuts were backfilled from one-time purchasing. of languages; programs Transactions Based 3 2 0 computer lab Reimbursement (TBR) account and replaced by Measure "C" dollars. 50 LIB Technical Orders, catalogs and No reductions to services as prior Potential reduction in hours could Services processes new materials; cuts were backfilled from one-time result in much slower processing time interlibrary loan requests; Transactions Based for materials. 2 2 1 bibliographic database Reimbursement (TBR) account responsibility and replaced by Measure "C" dollars. 51 CM Volunteer Coordination of citywide No negative impact to volunteer Reduction would reduce funding for Program volunteer efforts program. materials and supplies to support 4 0 1 volunteer efforts. 52 CM Public Media relations, Position elimination transferred Some PIO duties have been dispersed Information newsletters, other responsibility to another position throughout various staff across communication with which subsequently became departments, but focused attention has 2 0 3 community vacant. Since then, most pro- been eliminated. This task would need active media relations have to be re -assigned or eliminated. ceased. 53 CM Legislative Working with League and Position elimination transferred Legislative analysis has been Tracking and MCCMC Legislative responsibility to another position essentially eliminated except that Analysis Committee which subsequently became which is handled by MCCMC. This 0 2 3 vacant. Signifcant eduction in task would need to be re -assigned or hours dedicated to this task. eliminated. Page 12 SERVICE CONSIDERATIONS - MAY 5. 2011 CITY COUNCIL STUDY SESSION =01TMM-CiCI3PR —IM TTi M, i F01,= Page 13 Services (that we Highest Mid Level Lesser # Dept. Program continue to do despite Actual Consequences of Budge Future Consequences of Additional Priority - Service Level Priority - may consider Priority - willing to recent budget Reductions Since 2009 Reductions in 2011/2012 to remain service reduce reductions) unchanged reduction services 54 CM Sustainability Implementation of Climate No negative impact during this Reductions in funding would slow Programs Change Action Plan, Zero period. down the pace of implementation. Waste Plan and MSS (Note: Previously included in 3 2 0 Franchise Agreement Community Development Budget) Initiatives 55 CM Animal Contract with Humane No negative impact to date. Reductions would need to go through Control Society JPA Board and would go into effect in 1 4 0 2012/13 due to existing contract. 56 CC City Clerk Official City custodian; No negative impact during this Recent technology changes have Services compliance for FPPC; period. increased capacity. Therefore, further oversees City elections; reductions, if minor, may not have an processes City Council impact. Significant reductions would 2 3 0 meetings and minutes result in delays in all office functions from public requests to records keeping. 57 MS Parking Planning; management No negative impact to date. Reductions would slow down some Services and administration of maintenance projects and customer downtown Parking service response times. Staff program; also abandoned presence reduced in garages/lots. 1 3 1 vehicle abatement responsibilities 58 ED Affordable Affordable housing No negative impact to date. Reduction in Redevelopment Agency Housing development assistance funding would reduce affordable and programs; grants and housing projects/support. Elimination 3 2 0 BMR program of RDA would shift responsibility to City or close program altogether. 59 ED Special Coordination of City No negative impact to date. Reduction in Agency funding would Events events such as street reduce events. Elimination of RDA festivals would shift responsibility to City or 3 2 0 close program altogether. 60 ED Development Economic Development No negative impact to date. Reduction in Agency funding would to create jobs, retain reduce economic development businesses and provide support. Elimination of RDA would 5 0 0 technical assistance to shift responsibility to City or close develo ment communi program altogether. Page 13 SERVICE CONSIDFRATIONS - MAY S. 2011 CITY COUNCIL STUDY SESSION Page 14 Services (that we Highest Mid Level Lesser # Dept. Program continue to do despite Actual Consequences of Budge Future Consequences of Additional Priority - Priority - Service Level may consider Priority - willing to recent budget Reductions Since 2009 Reductions in 2011/2012 to remain service reduce reductions) unchanged reduction services 61 FIRE Fire Community loss Transferred from Community Delay turnaround of plans and permits Prevention prevention and economic Development. from current 1 week or less to 3 weeks preservation to ensure or more. Delayed or unfulfilled compliance with the CA requests for construction inspections. Fire Code. Review and Drop over the counter service for inspection of new construction and operational permits. construction and remodel Unable to fulfill statutory requirements work to ensure fire and for annual fire inspections of schools. life safety. Inspection of Limited ability to perform new business all various facilities, license inspections and commercial 2 3 0 housing, schools and business inspections. Unable to businesses. Fire safety support Engine Company referrals for education to the schools re -inspections of commercial and to the general public. businesses. Limit ability to provide fire Review of Building safety education. Unable to enforce Permits and on site Vegetation Management program. inspections. Loss of Fire Investigation capability. Lack of coordination for household hazardous waste. 62 FIRE Admin. Support to General Public Reduction in administrative Delays in handling public requests for Support and complete operational services including clerical, analyst assistance, reports, hazard complaints, and administrative and management levels. processing payroll, paying invoices, support for all fire dept. correspondence, inspection records, 4 4 1 personnel vegetation management. Page 14 EXHIBIT 6 2011 - 2013 Budget Goals & Objectives CITY COUNCIL 2011-2013 4, i x Y�[. .�' :� P-41'.mak .�i yD-0-112111" �• •ti 0 CITY COUNCOL / EMPHASIS dC1SSOY AREAS \ © Provide Financial u Foster Community Viability to Preserve and Volunteer Critical Services Partnerships o Enhance Community o Improved Safety Economic Vitality a Invest in Infrastructure and Sustainability and Transportation THE AREAS BELOW REPRESENT CITY COUNCIL PRIORITIES NEIGHBORHOOD & ECONOMIC VITALITY ting and Preserving Healthy Neighborhoods o Sustain a vibrant downtown and other business areas W Facilitate creative affordable housing opportunities 11 Implement GP 2020 short term programs, including Climate Change Action Plan PUBLIC SAFETY Preventing and Responding to Emergencies ® Provide a safe and secure environment for people and property in the community Q Provide community oriented services that are responsive to community needs © Further develop community and organizational emergency readiness QUALITY OF LIFE Serving and Strengthening Community ® Create community through programs and spaces offering personal development and enrichment ® Work to provide literary, artistic, recreational and cultural experiences for all residents and embrace our diversity M Collaborate with community partners and utilize the expertise of our Boards and Commissions, agencies, and associations PUBLIC ASSETS Improving and Preserving Our Public Assets 0 Sustain effective level of core infrastructure maintenance N Plan for essential facility upgrades and Improvements n Improve mobility through reducing traffic congestion and expanding bicycle, pedestrian, and transit opportunities THE FOUNDATION: SERVING THE PUBLIC EVERY DAY U Achieve Short and Long Term Financial Viability © Continue Organizational Excellence and Succession Planning © Leverage Fundraising and Grants at Local, State and Federal level EXHIBIT 6 The City of San Rafael Five -Year Areas of Emphasis/Priorities are rooted in community based local government, which engages residents and other stakeholders in the planning, organizing, decisions, implementation and evaluation of the collaborative development of a sustainable network of diverse and distinct neighborhoods. Neighborhood & Economic Vitality EXHIBIT 6 NEV 1 2011-2013 Budget Objectives Community Development Department Summary Department Gvoap To make San Rafael the most dynamic city in the most beautiful environment in the Bay Area, while retaining its hometown character. Areas of Servoce EXHIBIT 6 These areas of city service include Building & Fire Prevention, Code Enforcement, Current Planning and Long Range Planning. 2009-11 Accomp Oishments • Adopted the Green Building Ordinance (for new construction) to reduce the impact of new development on natural resources. • Completed the Climate Change Action Plan with adoption by City Council • Completed radio frequency (RF) testing for all approved antennas, as required by the City's Wireless Communication Facilities Ordinance • Integrated Fire Prevention into building inspection and code enforcement programs • Adopted the new International Building Code and Fire Code • Reduced Building Permit initial plan review `turnaround time' from four to three weeks • Improved cost recovery, which included the selection and implementation of better time - tracking software • Initiated and conducted two Planning Academies for public education NEV 2 2011-2013 Budget Objectives Community Development Department Summary Performance Measurement Actual Estimated Target Target 09-10 10-11 11-12 12-13 Workload Measures: • Planning applications filed and processed • Number of residential resale inspections • Number of building permits issued EXHIBIT 6 (1) Projected 25% decrease in planning applications during 2009-2010 with rebound by 25-30% in 2010-2011 (2) Projected 20% decrease in building permits during 2009-2010 with rebound by 30% in 2010- 2011 NEV 3 2011-2013 Budget Objectives Community Development Building Program Description The Building Division provides a comprehensive system of construction and life/safety code enforcement, plan review, and inspection. Program Emp has. • Provide prompt attention to citizen requests for code information or service. • Efficiently process and complete inspection requests and accurate plan reviews. EXHIBIT 6 • Comply with all State and Federal disabled access codes; provide increased levels of training and awareness to the public and design community. • Coordinate with other departments to assure that the City's safety goals are met. 2011-13 ObjectM • To investigate and implement field technology to improve efficiency and customer service. • To investigate options for posting building permit history on the internet for access to the public. • To implement a Green Building Ordinance (for remodeling). • To develop an Emergency Operation Center critical facility field inspection list. • To continue the "Coffee and Codes" educational program for clients. NEV 4 2011-2013 Budget Objectives Community Development Code Enforcement Program Description The Code Enforcement Division assures conformance with the City's public nuisance, zoning and housing codes through education and progressive enforcement. Program Emphasis • Complete prompt investigation and resolution of public complaints. • Ensure that code violations are quickly rectified. • Provide proactive educational efforts to achieve code compliance. • Improve living conditions in citywide apartments. • Coordinate with other departments and agencies to address neighborhood concerns. 2011-13 Obi ectives EXHIBIT 6 • To complete the first inspection cycle of the Apartment Inspection Program and commence a new three-year inspection cycle. • To continue to respond to public complaints of property -related nuisances, and work with neighborhoods proactively to address blighting conditions. • To complete an update to the Code Enforcement Procedures Manual. NEV 5 2011-2013 Budget Objectives EXHIBIT 6 Community Development Current & Long Range Planning Program Description The primary responsibilities of Current Planning are processing zoning, design review and subdivision pen -nit applications, overseeing environmental review and providing information and advice on the City's land use regulations. Long Range Planning is responsible for preparing, updating and implementing the San Rafael General Plan and other planning studies. This requires close coordination with the community and other governmental agencies. Program Empafhasi • Process applications efficiently and in a timely manner, providing opportunities for public input. • Ensure consistent interpretation and application of General Plan policies and regulations. • Provide continued service to the Design Review Board, Planning Commission and City Council with competent and professional staffing. • Develop innovative regulations, guidelines and up-to-date publications. • Implement the General Plan 2020. • Participate in collaborative regional efforts to address traffic, housing and climate change issues. 2011-13 Object1w) • To begin implementing the short-term programs of the Climate Change Action Plan. • To complete the General Plan 2020 five-year review. • To begin update of the Housing Element for 2014-22. • To pursue implementation grants for the Canalfront Conceptual Design Plan in coordination with the Public Works Department. • To complete the station area plans for the Downtown and Civic Center SMART stations and seek grant funding for implementation. • To update the City's Zoning Ordinance (Title 14) as resources permit, in priority phases. • To implement a model to assess and track greenhouse gas emissions, which is required to comply with AB32. • To amend the City's Environmental Review Procedures and environmental review templates to respond to recommended changes in CEQA addressing climate change. • To complete the update of the Current Planning Procedures Manual and associated staff training. • To update neighborhood/homeowner association area maps and contacts and to provide representatives with training on the planning permit and review process. • To implement improvements (training and coordination) to the Development Review Committee. • To initiate and complete the Mello -Roos Assessment District and Final Map process for the approved Village at Loch Lomond Marina development. • To process planning applications for the Sutter Health Medical Center development at Marin Square (if filed) and redevelopment of the Elk's Club property. NEV 6 2011-2013 Budget Objectives • To conduct the Planning Academy in 2013. EXHIBIT 6 To continue to use volunteers, particularly for paraprofessional assistance in Current Planning, in long- range planning processes and in climate protection programs. NEV 7 2011-2013 Budget Objectives Parking Services Management Services Program DescriptOon EXHIBIT 6 This program is responsible for the planning, management, and administration of parking services throughout San Rafael with a major emphasis on the Downtown area. Responsibilities include financial management and planning; parking enforcement; parking equipment, meters and facility maintenance; revenue collection and citation processing; and administration of the Abandoned Vehicle Abatement (AVA) fund and program. This program is intended to be a self-sustaining program funded by user fees. Funds collected are used to sustain the Parking Services program. Program ram IEov phasO • Maximize use of City parking facilities to provide short & long-term parking. • Encourage turn over of parking to ensure customer access to downtown business. • Generate sufficient revenue from parking fees and citation fines and properly manage expenses in order to meet operational, facility maintenance, and long-term debt costs. • Provide parking facilities that are safe, clean, well -lit, adequately signed, frequently patrolled, and that operate reliably. • Receive and respond to requests from the public for parking enforcement services. 2011-13 Gb�ecUves • Develop long-term parking strategy, in coordination with other City departments and the community that increases parking capacity. Collaborate with SMART, TAM and other agencies in the formation of parking strategies. • Develop and implement a plan to replace gas powered enforcement vehicles with electric ones. • Seek out a credit card processing company through which we can consolidate all our credit card services and minimize our costs. • Design transition plan to replace on -street parking meters with more advanced revenue collection systems. • Plan for the replacement of pay -on -foot stations. Review potential systems and plan implementation. • Regularly update long term financial planning models to inform decision making such as project implementation and rate adjustments. • Collaborate regularly with the Business Improvement District, Chamber of Commerce, and other groups and organizations. • Design and implement a new hang tag system for City employees to increase efficiency and ease of tracking. NEV 8 2011-2013 Budget Objectives Parking Services Management Services Performance Measurement Effectiveness Measure: • Average parking garage 2PM occupancy • Active monthly parking permits • Parking citations dismissed due to faulty parking meter (lower is better) • Frequent Parker cards sold Workload Measure: • Christmas validations redeemed • Parking meter preventative maintenance • One hour validations redeemed per month EXHIBIT 6 Actual Actual Target Target 09-10 10-11 11-12 12-13 46% 43% 48% 55% 502 512 535 550 107 56 60 60 130 165 175 185 3,303 3769 4,000 4,000 2132 2132 2132 2132 3,348 2683 3,000 3,000 NEV 9 2011-2013 Budget Objectives Economic Development Department Summary Department tment Goal Renew and create economic stimulus within the Redevelopment Project Area and the City and support affordable housing opportunities. Capitalize on San Rafael's characteristics and resources to maintain and enhance the image and awareness of its commercial areas. Areas of Service Areas of service include Affordable Housing, Economic Development, Special Events, and assistance to the City Manager's office. 2009-11 Accomplishments • Continued implementation of the Economic Vitality Work Plan. • Processed applications for Auto Dealerships and Marin History Museum. • Completed a Community Impact Report for a proposed Target store. • Continued participation in City efforts for completion of Northgate Mall, San Rafael Corporate Center, and reuse of Marin Commons. • Prepared the 5 Year Redevelopment Agency Implementation Plan. • Negotiated and signed a contract with Marin Housing for the Below Market Rate housing program administration. • Worked with Building, Planning and Fire Prevention staff to streamline the City's permitting process. • Updated the business section of the City's website to include a Business Assistance page with resources, maps, and frequently asked questions. • Participated in the 5 Year General Plan Housing Element update. • Continued to coordinate events. • Negotiated new and resale -related Below Market Rate (BMR) Agreements for 19 ownership units at 33 North (San Pablo). • Published City Manager's "Snapshot" e -newsletter. • Began implementation of zero waste recommendations in San Rafael's Climate Change Action Plan and Marin Solid Waste JPA including annual rate setting process for refuse collection services. • Provided administrative functions for Friends of San Rafael. • Provided legislative analysis function for City and MCCMC. • Functioned as the City's Public Information Officer. • Convened a Disaster Recovery Task Force with business groups. • Developed a Business Disaster Preparedness Guide with Office of Emergency Services. EXHIBIT 6 NEV 10 2011-2013 Budget Objectives Economic Development Department Summary Performance Measurements EXHIBIT 6 NEV 11 Actual Estimated Target Target Workload Measure: 09-10 10-11 11-12 12-13 • Number of Farmers' Markets 26 26 22 22 • Number of Signature Events 5 5 4 5 • Number of New Events 1 0 0 0 EXHIBIT 6 NEV 11 2011-2013 Budget Objectives Economic Development Economic Development Prouram ®escroo$oon Enhance the economic health of the City. Include consideration of economic development issues in policies and actions of other City Departments. Create and maintain affordable housing opportunities. Coordinate special events to promote San Rafael and build community. Program Emphasis • Serve as City's affordable housing resource providing information, analysis, financing assistance, and implementation of housing programs and projects. • Pursue economic development by providing technical assistance, economic analysis of development, processing of project entitlements, and by supporting efforts to create jobs and attract and retain businesses. • Produce, coordinate and assist in the development of events to promote the City, enhance business activity, contribute to community vitality and build community. • Assist City Manager's office in community outreach (Snapshot Newsletter), zero waste activities and legislation. 2011-13 Objectives • Prepare a financial plan for the Redevelopment Agency and housing program responding to State actions and exhaustion of remaining agency (non -housing) funds. • Continue implementation of the Economic Vitality Work Plan to increase the City's economic base. • Process and assist development proposals that are major economic development opportunities. • Create affordable housing opportunities and administer BMR program of 115 ownership units and 600+ rental units. • Continue to provide technical assistance to affordable and market rate housing developers. • Assist Community Development Department in responding to State and community comments on the 5 Year General Plan Housing Element update. • Assist in building the self-sufficiency of organizations and events traditionally financially supported by Redevelopment funds. • Complete the reorganization of Business Improvement District (BID). • Continue to support Downtown signature events & assist in the development of new Downtown events. • Support the growth of arts and culture in Downtown including events and art installations. • Provide technical support and coordination of City departments on community sponsored events. EXHIBIT 6 NEV 12 2011-2013 Budget Objectives • Prepare the required mid-term evaluation of the 5 Year Redevelopment Agency Implementation Plan. • Participate in activities related to SMART, including Station Area Plans, Andersen Drive and potential Whistlestop relocation and reuse. • Continue supportive role in City's sustainability efforts and zero waste goals. • Continue active participation in city committees including events coordination, web, development coordination committee, and health and safety committee. • Publish City Manager's "Snapshot" e -newsletter. • Explore the use of volunteers to assist in events and downtown beautification efforts. • Pursue zero waste activities including analysis of County JPA Model Franchise Agreement and Food Waste to Energy proposal. EXHIBIT 6 NEV 13 Quality of Life EXHIBIT 6 QL 14 2011-2013 Budget Objectives Community Services Department Summary Dep arttanent G®a� The Community Services Department sustains and enhances the quality of life in San Rafael through customer responsive programs, facilities and services. Areas of Service EXHIBIT 6 These areas of city service include Community Service Programs, Facility Management, Falkirk Cultural Center, Park and Facility Development and Youth & Family Services. 2009-11 Accompilishments • Expanded the Temporary Public Art Program in collaboration with Downtown Art. • Upgraded tennis courts at Peacock Park, Freitas and Albert Parks. • Completed master plan for Victor Jones Park and Starkweather Shoreline Park Parkway Segment. • Conducted community outreach and planning process for Freitas Park Phase II Renovation Project. • Received over $25,000 in donations for the Freitas Park Phase Two Renovation Project. • Competed plans for synthetic turf and other improvements to Pickleweed Park. • Oversaw improvements to the indoor facilities at the Bocce Complex in Albert Park. • Completed the Tree Advisory Committee recommendation to City Council. • Increased Afterschool Enrichment program to include all Dixie Elementary schools, four San Rafael Elementary schools and Davidson Middle School. • Established new community based youth sports leagues at Pickleweed Park Community Center • Increased opportunities for Child Development education for Child Care Directors. • Launched Child Care marketing program targeted to incoming kindergarten families. • Received highest customer satisfaction rating from 88% of Child Care families surveyed. • Launched a partnership program of monthly family art activities at Pickleweed Park Community Center. • Established new attendance record of 5,200 for theater performances in 2010. • Developed a theatre scholarship fund to enable youth the opportunity to participate in the San Rafael Young Performers Theatre Program. • Through a grant from Marin County Division on Aging, established a multi -cultural senior program in collaboration with Whistlestop Senior Services. • Received $3,000 grant from Marin County Division on Aging to support senior nutrition programs at San Rafael and Pickleweed Community Centers. • Doubled Marin Juniors "Volley Start" Volleyball Program for elementary school age youth. • Received commitment of $50,000 over two years from Wells Fargo to support programs in the Pickleweed Park Community Center Computer Lab. QL 15 2011-2013 Budget Objectives EXHIBIT 6 • Completed Pickleweed Park Community Center and Library Enterprise Plan and Fund Development Plan. • Reinstated the Something for Summer collaborative youth summer program project. • Instituted bar code scanner admission system at Terra Linda Community Pool. • Entered into agreement for management and operation of Hamilton Pool with the City of Novato. • Initiated regular family events at the Terra Linda Community Pool. • Made ADA upgrades at the Terra Linda Community Garden. • Initiated Revenue Enhancement Strategy for Falkirk Cultural Center. QL 16 2011-2013 Budget Objectives Community Services Department Summary Performance Measurements Effectiveness Measure: • Number of Facility room rentals/use • Number of Community Collaborative Projects • Number of Child Care Families Served • Number of Aquatics Patrons Served • Number of Senior Services Participants • Number of Theater patrons Workload Measure: • Number of Youth Programs • Number of Child Care Programs • Number of Child Care Participants • Number of subsidized children served • Number of Youth Program Participants • Number of Aquatic Programs • Number of Senior Programs/Events • Number of Health and Wellness Programs • Number of Events • Number of Park Projects • Number of Facilities for Rentals/Use • Number of Adult Programs • Number of Adult Program Participants EXHIBIT 6 Actual Estimated Target Target 09-10 10-11 11-12 12-13 6800 6900 6900 7000 48 48 50 52 1018 950 1050 1050 27500 57000 60000 60000 10000 10000 10500 10500 5200 5200 5500 5500 318 375 383 385 9 9 9 9 1628 1520 1600 1600 185 190 195 195 4687 5027 5100 5200 146 532 530 532 1012 980 1050 1100 7 7 9 9 16 29 33 35 2 2 2 1 29 29 29 29 300 305 400 400 1500 1500 1600 1700 QL 17 2011-2013 Budget Objectives EXHIBIT 6 Community Services Community & Cultural Programs Program ®escrO ptoon These Divisions provide a wide array of programs and events, including adult sports and fitness activities, youth and adult theatrical productions, senior services, tennis, volleyball and special events and manages the rental use of city park facilities and the Albert Park baseball complex. At the landmark Falkirk mansion and grounds, they provide art and cultural programs, events, and education activities through collaborations with public and private entities. Program Hmphas� • Maintain status as a primary resource for public recreational activities in the North Bay. • Ensure that programming and participation represent the needs and the diversity of the entire community. • Sustain increased revenue recovery through a diversified financial base that supplements City funding with rental revenue and public and private grants and donations. • Preserve the Falkirk mansion and grounds as an historic site through active community use. • Effective outreach to increase collaborations and partnerships with community-based organizations and maintain strong volunteer involvement. 2011-13 Gbh ectives • Develop collaborative partnership with non-profit agencies for increased programs and services to senior citizens including nutrition site at Pickleweed Park Community Center. • Expand the Pickleweed Park Community Center Senior Program by twenty percent. • Increase rental volumes from 2010 levels by ten percent. • Increase rental rates five percent for all facilities. • Increase non-resident fees from five percent to ten percent. • Achieve 100% self support for art exhibits at Falkirk Cultural Center. • Increase Falkirk membership support from 2009 levels by twenty percent. • Increase revenue from Falkirk events and fundraising activities by ten percent. • Incorporate social media outlets such as Facebook and Twitter into marketing program. • Explore implementation of senior transportation service in collaboration with Marin Transit Authority to serve program participants. • Convert to recyclable flatware and dinnerware for the senior citizen programs by 2012. • Increase theatre programs for young children by fifteen percent. • Establish sponsorship programs from retirement facilities to support senior services. • Create a theatre marketing brochure to promote the classes and productions. QL 18 2011-2013 Budget Objectives EXHIBIT 6 Community Services Facilities Operations and Development Program Do-scripthor These divisions conduct community outreach, planning, funding and design for new and renovated park and recreation facilities. Management of the San Rafael, Pickleweed Park, and Terra Linda Community Centers, Falkirk Cultural Center, the Terra Linda Community Pool, municipal tennis courts, and group picnic areas at five locations. The Community Centers house site staff, and are utilized by the community and City for meetings, events, programs, classes and social activities. Program IImmphasr • Provide model facilities and programs leading trends for Community Services Departments in the North Bay. • Maintain a balanced inventory of park and recreation facilities that respond to the community's current needs and future trends. • Maintain consistent standards for appearance and maintenance of facilities to foster high levels of usage and participant satisfaction. • Incorporate community interaction in each phase of facility planning and development. • Utilize State, Federal, foundation and private funding for planning, development and construction of park and recreation facilities. 2011-13 Ohm ec4ou�, • Improve technology services to provide "quick search" of facilities to rental inquiries. • Create additional opportunities at each Center for community building experiences. • Initiate replacement of worn furnishings through budget sinking fund. • Pursue conversion of the Pickleweed Park Fields to all-weather surface. • Replace and improve lighting in San Rafael Community Center auditorium. • Install outdoor basketball court at Pickleweed Park. • Update Schoen Park to current safety code compliance. • Complete Canal Community Garden installation with Trust for Public Land and initiate management plan with Canal Alliance. • Explore partnership for the management of Terra Linda Community Garden. • Implement strategies and communicate successes of the Pickleweed Park Community Center and Library Enterprise Plan • Continue to support volunteer effort to manage facility, garden, greenhouse and other facets of Falkirk Cultural Center QL 19 2011-2013 Budget Objectives Community Services Youth & Family Services Program This Division of the Community Services Department operates Preschool, Before- and After -School Child Care, Vacation Camps, Afterschool Enrichment, Youth Classes, and Teen Programs. Program Emphasis ■ Maintain high level of child and parent satisfaction. ■ Continue to achieve quality performance standards for staff and programs. EXHIBIT 6 ■ Provide programs that are accessible, appropriate and affordable for children in need of Afterschool Enrichment and Child Care Programs at each elementary school campus in the San Rafael City and Dixie School Districts. ■ Provide services to a population that reflects the entire community. 2011-13 Objective -z ■ Parent surveys will be completed bi-annually to evaluate our school year and summer program, with our goal being 90% very satisfied with overall quality of program. ■ Evaluate program quality by using the Desired Results Developmental Profile of program observation to measure children's progress toward desired outcomes. This evaluation tool annually measures the quality of programs and services. ■ Provide annual training for all Instructors and staff. Trainings will focus on marketing, supervising low performing employees and other topics as needed. ■ Conduct annual demographic surveys to help define the target market and as well as determine potential underserved populations. ■ Provide qualified children and youth with scholarships for up to 50% of program fees (up to 64 scholarships annually). QL 20 2011-2013 Budget Objectives San Rafael Public Library Department Summary Department G®ag EXHIBIT 6 Improve the quality of life for all residents of San Rafael by meeting their educational, cultural, and informational needs. Provide services to all ages, socio-economic groups, and diverse cultures represented in San Rafael through traditional library and literacy services as well as by using new infonnation technologies to extend, improve, and enhance our services to the community. Provide a full range of resources and services through the three branches: Downtown, Pickleweed, and the digital branch. Areas of Service These areas of city service include Children's Services, Administrative and Technical Services, Literacy, Adult, Teen and Outreach Services, Circulation Services and the Pickleweed Library. 2009-11 Accu pOlshments • Improvements to our downtown Library's infrastructure were completed, including new windows, paint, and HVAC systems. During this period, the Library took the opportunity to completely reorganize the adult collection and to reconfigure the Children's Library space to best utilize available area for the Children's Reference desk and online resources. • Celebrated the Carnegie Library's Centennial with a well -attended and well-publicized community event in January 2009, and participated in the annual One Book One Marin events. • Experienced significantly increased usage in over the course of fiscal years 2009-2011. • Worked closely with the Critical Facilities Committee as they defined a path to improve the City's buildings, including the Library. Participated in downtown buildings tours, assisted in development of talking points for the education campaign, and assisted in minutes -taking for the Committee. • Instituted a Technology Planning Team to take a strategic look at the Library's technology needs, present and future. • Worked with the Friends of the Library (530 active members) and the Library Foundation during their significant organizational development over the past two years, positioning the Library to enjoy strong community support into the coming era. The Friends of the Library successfully opened a book store to raise funds for the Library. • Implemented a Special Library Parcel Tax, as a result of the passage of Measure "C" on June 2010 ballot. • With funding from Measure "C": o Hired six new staff members, adding a total of 5.86 FTE; o Restored 1 I hours to the Library's schedule downtown, so that the Library is now open daily; and increased open hours at the Pickleweed Library by five hours per week; v Purchased new online resources for adults and children, including Ancestry.com, Live Homework Help, Reference USA, Grolier Online, and others. QL 21 2011-2013 Budget Objectives San Rafael Public Library Department Summary Performance Measurements Effectiveness Measure: • Adult Program Attendance • Children's Program Attendance • Library attendance • Number of active tutoring pairs in Literacy Program • eBook downloads • Uses of articles and other online resources Workload Measure: • Circulation • Number of children's programs • New Library Cards issued • Reference Questions • Items added to the collection EXHIBIT 6 Actual Estimated Target Target 09-10 10-11 11-12 12-13 1,424 2,340 2,500 2,500 17,084 15,000 17,000 17,000 331,502 400,000 450,000 450,000 838 800 300 400 7,855 10,000 15,000 20,00 39,000 45,000 50,000 55,000 371,117 425,000 450,000 450,000 456 525 550 550 2,009 2,769 3,000 3,000 89,207 108,000 110,000 110,000 6,537 8,600 8,500 8,500 QL 22 2011-2013 Budget Objectives EXHIBIT 6 San Rafael Public Library Adult, Teen & Outreach Services Program Description The Adult Services division serves adults and teens using a core collection of library materials, computer and internet access, and other subscription electronic resources. The Adult Services division also serves the elderly and disabled in their own homes and in 12 convalescent homes throughout the City of San Rafael. Program Emphasis • Provide professional guidance to those seeking to use the Library's resources, including public - use computer and Wi-Fi users. Librarians answer questions, make reading recommendations, and assist with homework assignments. • Stay abreast of the publishing world, and add to the Library's collection in all fonnats, so that we offer up-to-date and high -demand materials, with an eye toward building a significant collection for the present and future. 2011-13 Objectives • Work within the MARINet library consortium to acquire online resources, providing greater information access to our patrons at a reduced cost. • Work with MARINet to promote use of our electronic magazines and newspapers through improving accessibility in the shared catalog • Cooperate with historical, arts, and community organizations to provide meaningful enrichment programs. • Highlight library resources and services for adults and teens through improved marketing and display of materials within the library and on the library's website. • Increase use of the library's adult and teen digital collections, such as eBooks and eMagazines. • Promote adult and teen library use through community outreach and social networking. • Increase community engagement with the library's services online. • Provide volunteer and learning opportunities for San Rafael teens. Strengthen relationships and develop programs with local organizations and schools serving teens. • Improve public access to existing library resources. • Evaluate all parts of the collection in terms of currency, content, and space allocation. QL 23 2011-2013 Budget Objectives EXHIBIT 6 San Rafael Public Library Children's Services Program Description n The Children's Services Department meets the educational, emergent reading, informational, creative, and imaginative needs of children from infancy through 8th grade by providing a wide range of materials in English and other languages. Children's Services models, instills and cultivates the enjoyment of reading through programs for babies, toddlers, preschoolers and school-age children, as well as through one-on-one reader's advisory. Children's Services encourages lifelong learning through the use of the public library, and serves as a liaison with schools and other agencies serving children. Children's Services assists children, parents, teachers and caregivers in locating information and materials. Program Emphasis • Preserve the children's collection as a major component of overall Library circulation and usage, continue programming for children from birth through grade 8, and outreach efforts to preschool and elementary schools. 2011-13 Objectives • Expand programming, especially programs for babies, school age and middle school children. • Continue to seek patron input as well as monitoring attendance and use statistics to assess the appropriateness and effectiveness of programming and the materials' collections. • Expand children's electronic resources offered to children. • Beyond the San Rafael Public Library advocate in support of other library and literacy programs in San Rafael. • Collaborate with local preschools and elementary schools to promote literacy, the love of reading and use of the library. • Provide volunteer opportunities to middle, high school and college students to extend our ability to serve the community. • Launch a campaign in collaboration with San Rafael City Schools to issue a library card to all schoolchildren in San Rafael. • Seek grant funding to hire a liaison position to work with the schools to promote public library resources and train faculty in their use. • Provide a wide spectrum of electronic resources to support the elementary and middle school curriculum. • Increase the use of information technology to effectively connect with and provide relevant services to today's children. • Increase use of the library's children's digital resources, such as eBooks and online tutoring. QL 24 2011-2013 Budget Objectives San Rafael Public Library Circulation Services Program Descrip Loon Circulation services is a courteous and friendly first point of contact for the customers of the library. Circulation Services efficiently checks materials in and out, re -shelves returned materials in a timely fashion, registers new patrons, and helps customers find the service or item needed. Program fEmrphas' • Provide great customer service to Library users at the checkout desk. EXHIBIT 6 • Regularly provide information to patrons about the San Rafael Public Library services, including loans rules, online services, and additional information regarding membership with any MARINet library. 2011-13 Obi ecliver- • Explore, study and recommend the implementation of new technologies for circulation functions, upon request of Library Administration. • Evaluate current workspaces, and explore possible solutions for better use of available space. Seek recommendations for and equip the Circulation Department with ergonomically correct office furniture, work stations, and efficient lighting. Continue discussion regarding cubicles for the Circulation Department. ■ Establish regular in-house public service training opportunities for the Circulation staff. ■ Increase patron record accuracy. • Increase efficiency of scheduling Circulation staff using appropriate technologies and processes. QL 25 2011-2013 Budget Objectives EXHIBIT 6 San Rafael Public Library Literacy Services Program Description Marin Literacy Program provides Marin County adults with free student -centered instruction in reading, writing and speaking to help them reach their full potential at work, at home and in the community. Program Emphasis • Professionally train and retain a cadre of committed volunteers. • Provide professional support for volunteer tutors and their students. • Provide adequate resource and instructional materials to students and tutors. • Reach adults who need literacy services regardless of their location within the City. • Break the cycle of low literacy within families, as well as the incarcerated population. • Introduce Literacy students to Library services • Maintain a diversified funding base of government and private foundation grants, plus private donations. 2011-13 C bjectiva • Collaborate with other City and County agencies to promote literacy. • Communicate with volunteer tutors through paperless media, such as email and Internet, in order to decrease use of paper products and costs of mailing materials. • Improve and develop the Marin Literacy Program website for the purpose of raising awareness of the need for literacy services in Marin County. • Improve and increase database accuracy for the purpose of tracking and measuring student success. • Increase visibility and fundraising opportunities for the Literacy Program (and Library). OL 26 2011-2013 Budget Objectives EXHIBIT 6 San Rafael Public Library Pickleweed Library Progr; i Descrip do r To meet the educational, informational, recreational and cultural needs of all residents in the Canal neighborhood by providing excellent customer service in circulation services, outstanding reference services, superior adult and children's programming and high quality, unique collections of books, audio- visual materials, periodicals and electronic information resources in English, Spanish and Vietnamese for adults and children. Program Emphasb • Maintain an appealing, well-publicized presence in the Canal neighborhood and continue to improve services provided to the Spanish-speaking community. 2011-13 013 jecltives • Explore ways to expand storytime capacity in order to comfortably accommodate more children and their adults. • Provide meaningful work opportunities to local teens and college students by recruiting, training and supervising teen and college student volunteers to assist library staff and patrons. • Investigate ways to improve children's access to computer technology including, but not limited to, computers designated solely for children's use. • Create partnerships among community organizations to increase the visibility and awareness of library services within the Canal area community. • With the help of library staff, redesign the Pickleweed Library web pages to increase our online presence. • Seek outreach opportunities to expand library services outside the library building. • Keep promoting community engagement through the participation in community events such as the annual Day of the Dead celebration. • Redistribute and reorganize the different materials collections currently existing in the library to make them more "user friendly" and browsable. • Maximize the current space as well as create new working spaces for library users. • Continue to offer meaningful and culturally relevant bilingual programs and events. • Seek patron input regarding the appropriateness and effectiveness of materials collections and collect ideas for new library programs. • Create a campaign to promote the use of electronic resources useful to the immigrant community in the Canal neighborhood such as are Mango Languages and Tutor.com • Promote the creation of programs aimed to support ESL parents' efforts to help their children succeed in school. • Keep providing a high-level of customer service in both Spanish and English. QL 27 2011-2013 Budget Objectives EXHIBIT 6 San Rafael Public Library Administrative and Technical Services Program ®escrrip t5on Library Administration provides for the basic budgeting, scheduling, project management, and overall supervision of the Library and its staff. Technical Services is responsible for ordering, receiving, processing, and cataloging all Library materials, to insure the best access by the public, and the longest life for the materials. Technical Services also oversees the Interlibrary Loan functions of the Library. Program Emphasis • Order, pay for, receive, process, and catalog library materials. • Respond to internal customers to improve all aspects of library services. • Maintain a stable and well-trained staff skilled in the use of library resources, inforination technology, and other relevant skills. 2011-13 O bDectives • Continue to work with our community support groups and other City departments towards laying the groundwork for a solution to our facilities needs. • Collaborate with other Marin libraries and regional library systems to develop the best possible services for our residents, including the use of new technologies on a regional basis. • Create a new library website as a base for the library's expanded digital branch services. • Increase use of social rnedia and multimedia to provide an increased offering of online services to users. • Create a skills training program for all staff. QL 28 Public Safety EXHIBIT 6 PS 29 2011-2013 Budget Objectives Police Department Department Summary Department G®ag EXHIBIT 6 The mission of the San Rafael Police Department is to reduce crime and disorder and the fear of crime throughout the community, through commitment to community policing, responsible use of resources, diversification of the department, and the fair and equitable enforcement of the law. These areas of public safety service include Operations and Support Services, which provide community outreach and education, emergency response to major criminal incidents, traffic enforcement and accident investigation, and proactively address city wide quality of life issues. 2009-11 AccompHishments • Expanded our community outreach with the development and publication of a quarterly electronic newsletter. Utilized web -based services to share neighborhood crime infonnation and monitor sex offenders. Collaborated with local school groups and neighborhood group to improve community relations and communication. • Obtained several Office of Traffic Safety grants to increase our traffic education and enforcement prograrns in an effort to lower our injury accident rate. Implemented Red Light Photo Enforcement Program and installed two of the planned approaches, which has resulted in a 12% reduction in accidents within the enforcement area. • Proactively identified and addressed crime trends, including gangs and narcotics. Reduced part one crimes. Established a close working relationship with the Marin County Task Force and other law enforcement agencies to successfully reduce city-wide gang violence. • Provided youth counseling sessions for juveniles and their families. Hosted Camp Chance, in partnership with the Marin County Sheriffs Office and the Marin Board of Education, provided counseling, services and learning opportunities for fifty youth at Walker Creek. • Actively participating with the Critical Facilities Committee by attending meetings, providing tours of our facilities, and helping produce a public video showing the actual state of our facilities. • Identified open space encampments and worked with other city departments to remove garbage and debris from campsites and reduce the threat of wild -land fires. • Continued training between Fire, Police, OES and Public Works for multi -discipline response to major incidents and provided Incident Command System training to department personnel. • Conducted public outreach clinics to provide traffic safety education to our communities. • Collaborated with Public Works to update speed limits based state policy and completed five speed enforcement surveys. PS 30 2011-2013 Budget Objectives Police Department Department Summary Performance Measurements Effectiveness Measure: • Reduction in Part One Crimes (i.e. homicide, robbery, rapes, burglaries, etc) by 0.03% each year • % of employees in compliance with POST training requirements Workload Measure: • Number of Special Traffic Enforcement Operations • Citizen Police Academy classes/attendees • Expansion of Police Volunteers Actual Estimated Target 09-10 10-11 11-12 EXHIBIT 6 Target 12-13 0.2% 0.25% .03% .035% 97% 98% 99% 100% 10 15 20 25 58 50 60 65 3 5 10 15 PS 31 2011-2013 Budget Objectives Police Department Operations Program Description EXHIBIT 6 The Operations Division provides uniformed police services 24 hours a day. The Operations Division includes Patrol, Traffic, Foot Beat, Marine Auxiliary, SWAT and Hostage Negotiations. The Operations Division is primarily engaged in emergency response and initial criminal investigation, crime suppression, traffic enforcement, parks/open space and waterways patrols, managing special events within the City, and a commitment to community policing. The Support Services Division includes Dispatch, Records, Evidence and Property, Business Office, Investigations, Personnel and Training, Community Policing, and Youth Services. The Support Services Division answers 911 calls for service and citizen inquiries, processes records, maintains evidence and property, develops proactive strategies to address community concerns, investigates major crimes, coordinates mandated in-service training, and provides youth and family counseling services. Program Emphas� • Respond to emergency calls for service and provide protection of life and property • Effectively investigate serious crimes for successful prosecution • Reduction of part one crimes (i.e. homicide, robbery, rapes, burglaries, etc) • Reduction of injury accidents, pedestrian accidents, and driving under the influence • Provide police records and information to allied agencies and the public • Maintain strong community partnerships and collaborate to resolve issues • Reduce juvenile crime through school security, education and proactive enforcement • Comply with POST requirements for the selection, retention and training • Provide counseling for youth and their families referred for minor criminal violations • Maximize workforce efficiency and effectiveness to reduce personnel costs 2011-13 ObjectM • Establish partnerships with local allied agencies, county probation, and state parole, and the FBI task force to conduct targeted enforcement operations monitor and arrest high-risk and violent offenders. • Expand red light camera enforcement system to reduce injury and pedestrian collisions; identify traffic "hot spots" for collisions and enforce serious safety violations; provide additional traffic enforcement and investigation training to department personnel; obtain new Office of Traffic Safety Grants, collaborate with the City Traffic Engineer to expand speed enforcement surveys. • Continue the Citizen Police Academy to enhance and expand community partnerships; research recording and airing the classes on public access television. • Broaden community outreach through the continued use of technology and social networking sites; expanded use of media to educate and inform our communities; continue public outreach clinics to educate our communities to cover a variety of traffic related topics. • Refine community policing message; develop and implement a program to ensure all employees are trained on Community Oriented Policing and Problem Solving (COPPS) and problem solving techniques; work with other city departments to resolve identified community-based issues. • Maintain compliance with POST training requirements; expand in-house training, including domestic violence, gang enforcement; automated fingerprinting, information systerns, and report writing. PS 32 2011-2013 Budget Objectives EXHIBIT 6 • Revise and update standards for personnel performance evaluations; refine career development plan; continue succession planning program to develop qualified candidates for projected promotional and specialty opportunities. • Implement Parent Project training to enhance youth and family support services for at risk youth; establish relationships with local schools, faith -based organizations, and non-government organizations to provide anti -gang curriculum for at -risk youth. • Collaborate with allied agencies and city departments to share law enforcement services in an effort to reduce costs; research opportunities for civilianization of non -safety duties within the department, consolidation of services with other city departments, and regionalization with other county agencies. • Expand the use of civilian volunteers to provide non -safety related services; enhance recruitment and retention of volunteers, provide training opportunities for existing volunteers. • Identify and implement appropriate hardware and software to advance the operational effectiveness and efficiency; provide additional department training on existing technologies PS 33 2011-2013 Budget Objectives Fire Department Department Summary EXHIBIT 6 The Department is committed to effective high quality customer service, excellence in our professional workforce maintenance of an effective organization for the purposes of increased public safety, positive community relations and cost-efficient operations. The Department continues to strive to ensure the highest possible well-being of all residents, visitors, property and the environment within the City and Contract Areas by providing effective emergency response to fire, rescue, medical and other types of emergencies and to minimize the potential for catastrophic loss through public education, prevention, vegetation management and fire investigation. Range of Services Emergency Operations, Emergency Medical Services (EMS), Fire Prevention, Household Hazardous Waste, Training and Safety, Wildland-Urban Interface and Public Education. '.009-11 A000mp Hishments • Completed the promotion and appointment of one Battalion Chief (reallocation of Division Chief), Four Fire Captains and the recruitment, academy training and hiring of fourteen Firefighter/Paramedics over the past 12 months. • Assigned Paramedics to serve on all San Rafael Companies improving response of Advanced Life Support service and patient outcomes. • Continued to improve medical responses to maximize use of all San Rafael resources prior to requesting outside assistance which is producing better response times, patient care and cost benefits. • Appointed a new EMS Administrative Fire Captain for oversight of Paramedics and medical services. • Appointed a new Medical Director continuing our long standing relationship with Kaiser. • Completed transition of EMS Billing responsibility from Novato to San Rafael that is already resulting in improved collection capability and financial control. • Completed one year of successful operation of the Central Marin Training Consortium (CMTC) representing (San Rafael, Marinwood, Larkspur, Corte Madera and Kentfield) to provide unified training to all responding agencies within Central Marin. Over 100 training sessions have been conducted in the past 12 months. • Completed enrollment of our four other CMTC partner agencies in the California Fire Fighter Joint Apprenticeship Council (CFFJAC). • Reduced fire hazards to public property in our Wildland Urban Interface (WUI) regions by creating 20 acres of defensible space in 2010/11 where vegetation was newly cut and maintenance on 15 acres where vegetation was previously cut was completed despite limited funding through a combination of creativity, hard work and the increased use of State and County resources. • The Fire Prevention Bureau successfully transitioned from CDD to Fire Department. PS 34 2011-2013 Budget Objectives EXHIBIT 6 • Completed Fire Prevention Company Inspection training and have initiated the Engine Company Inspection Program by Fire Company personnel in commercial businesses and apartment/lodging facilities. • In the final phases of updating our Household Hazardous Waste Agreement with Marin Sanitary and completing the recruitment for a new Household Hazardous Waste Program Coordinator. • Continued our effort of working through dispatch and communication services with the Marin County Sheriff's Communication Center. A grant was received to provide installation of automatic vehicle location (AVL) capability to assist dispatch of the closest available appropriate unit. Enhancement of our mobile data computers communication ability is also underway. • Completed a major upgrade to our VISION Incident Management System along with training of personnel. Effort will lead to improvement of perfonnance related statistics. • Duty Chief Agreement with the Larkspur Fire Department has been in place for over (24) months and has produced greater efficiency and service for both agencies. • Continued with "Green Initiatives" installing energy saving fixtures, solar panels and eliminated the use of petrochemical solvents. Installed recycling containers at facilities and water filtration systems. • Completed a transition of transferring utility vehicle maintenance to PW improving efficiency. • Continued work and exploration of options concerning the Fire Service Agreement between the Marinwood CSD and City of San Rafael. • Completed a fire personnel and community volunteer based landscape and exterior painting project at Fire Station #2. Initiated development of a regional five city fire service provider: Marin Fire and Rescue. PS 35 2011-2013 Budget Objectives Fire Department Department Summary Performance Measurements Effectiveness Measure: • Customer Satisfaction Rating • °.o of responses, on scene < 5 minutes of dispatch • Number of pounds of all Household Hazardous Waste disposed of Workload Measure: • Total number of responses • Total hours in Training EXHIBIT 6 Actual Actual Actual Target Target 07-08 08-09 09-10 10-11 11-12 90% 90%+ 93% 95% 95% 65% 67% 70% 75% 75% 1,400,000 1,700,000 1,500,000 1,700,000 1,700,000 6,300 6,300 6,868 7,064 7,300 5,500 6,300 6,500 6,750 6,750 PS 36 2011-2013 Budget Objectives Fire Department Operations Program Description EXHIBIT 6 This program includes service to County Service Area (CSA) 19 and Marinwood Community Services District. The goal of this essential service is to maximize the performance of the Emergency Operations personnel to prevent, respond and mitigate emergency incidents as an individual unit, as a team and/or as an integral part of an area -wide response group. Operations personnel effectively balance emergency responses with operational training and other non -emergency work such as fire prevention projects, facility and equipment maintenance, and public education. Support staff personnel provide assistance in program delivery and training, as well as have responsibilities for financial management, human resources, database and other recordkeeping, and pubic/internal communications. Prograa�g Emphasis • Provide a safe and productive work environment for all employees. • Provide Emergency Response and Training. • Provide Prevention Inspections and Loss Control Activity. • Participate in events within respective Response District Communities. • Perform facility, apparatus and equipment maintenance. • Provide Outstanding Public Service. 2011-13 Objectives iu n -L ft: • Establish a Training/Safety Coordinator Ongoing: Position established and frozen Continue to pursue position to manage required training, due to budgetary restraints. Need remains alternative funding. recruitment, evaluations and to serve as due to mandatory training and significant the departmental Safety Officer. impact of attrition. • Initiate a multi -agency Training/Safety Ongoing: San Rafael is advancing a Continue coordinated Group to facilitate developing and multi -dept. training effort representing effort and focus on delivery of trainings. five agencies (San Rafael, Marinwood, safety plus pursue Larkspur, Corte Madera and Kentfield). training site. Over 150 training sessions were provided in the past 18 months. • Ensure fire response personnel are Increased utilization of outside Continued effort. continuously available to provide for resources to lower training costs. Made public safety and at a reduction in some progress on streamlining hiring overtime by hiring and training new effort and completed promotional exams FF/Paramedics to fill existing vacancies without the expense of an outside & conduct promotion training. consultant. • Ensure the full staffing is adequate to Hired (8) new Firefighter/Paramedics in Must hire to keep pace provide for public safety with enhanced 2010, (14) in the past 18 months and will with attrition. efforts to establish a workforce reflecting have at least (11) more vacancies by May the diverse racial/ethnic/ gender makeup 2011. of the San Rafael community. • Evaluate personnel needs for the ensuing In progress. Complete report in 5 -year period and create an effective 2011. management succession plan to ensure highly qualified personnel in leadership roles. PS 37 2011-2013 Budget Objectives EXHIBIT 6 oi_lg.:a�w►'x^{ • Develop and implement annual personal, On hold pending appointment of a Funding. company and platoon evaluations. Training Officer. • Participate as a member in the California Coordinated the enrollment of four Continue working to Fire Fighter Joint Apprenticeship additional agencies (Larkspur, Kentfield, maximize benefit. Committee (CFFJAC). Corte Madera and Marinwood) which will help reimburse training costs and support training activities. Hired part- time assistance to support. • Work to enhance training and capabilities In progress. Several training sessions Ongoing effort. of the Marin County Communications completed for both dispatchers and fire Center personnel to improve the Fire personnel. Dispatch system in San Rafael and, as possible, throughout the County. • Expand our joint operations with and Completed (24) months of service with Ongoing effort. commitment to the Larkspur Fire excellent results. Considering other Department by combined trainings and opportunities in the areas of Ross Valley. incident coverage by SRFD Duty Chiefs to the Larkspur areas. • Completed study of the SRFD- Established Working Group and five Working Group effort Marinwood mutual aid contract and, as proposals have been made to date continues. directed by the City Council, renegotiate involving services. contract with Marinwood. • Develop additional regional opportunities Initiated Marin Fire and Rescue. Working Group of Fire with Marin County fire agencies. Regional service provider involving San Chiefs continuing effort Rafael, Larkspur, Corte Madera, Southern on shared services and Marin and Marinwood. steps toward full implementation. • Continue and enhance training between Completed disaster training and working Continued effort needed Fire, Police, OES and Public Works for on an evacuation exercise in Dominican for environmental/storm multi -discipline response to major this Spring. prep/response and incidents using the Incident Command increased DPW coop. System (unified command). • Improve cost effective opportunities for Ongoing: Solar panel installation Continued effort. future spending practices by reviewing continues. Introduced more recycling and comparing methods for saving. and reuse practices of apparatus/facility maintenance. Completing refurbishment of a second ambulance to extend life. • Evaluate current practices and work Completed: Fire Prevention Enhance service and toward a higher integration of fire responsibilities were reassigned to the integrate fire companies prevention services into the fire Fire Department in March 2010. with inspection activity. departments operations to improve services to the community. • Initiating a Fire Explorer Program. Ongoing. Initiate in late 2011. NEW INITIATIVES: Use volunteers. Initiating use of volunteers within the mechanical maintenance to assist with support efforts to increase repair capability. Automatic Vehicle Location System. Ongoing: Grant received and vendor selected. Countywide project. PS 38 2011-2013 Budget Objectives Fire Department Emergency Medical Services (Program ®escrOption EXHIBIT 6 Advanced (ALS Paramedic) Emergency Medical Services is provided by the San Rafael Fire Department to Paramedic Service Area B which includes: San Rafael, Community Service Area (CSA) 19, Marinwood, and CSA 13 (Upper Lucas Valley). Basic Life Support (BLS) services are provided by all six San Rafael Fire Stations and Marinwood. The department currently has 25 Licensed Paramedics providing excellent ALS services and emergency medical transport; all of the fire department response personnel are trained Emergency Medical Technicians -Defibrillator (EMT -D) providing a high level of Basic Life Support. Program Emphasir • Emergency Medical Services Training. • Emergency Medical Services Response. • High Quality Patient Care at best available standards of care. • Coordination of EMS Fire/Rescue deployment and action. 2011-13 Objectives • Continue to evaluate EMS operations Ongoing effort with demonstrated Ongoing effort. procedures to improve, wherever improvements realized in on -scene possible, competency of patient care, response time and improved patient response times, revenue generation and outcomes. Significant reduction in cost savings. use of private providers increasing cost recovery. • Improve ambulance billing/collections Replaced contract service with in- Work with Novato to complete by continued evaluation of the third house billing in association with backlog of billing from FY party billing contract; negotiate to Finance Dept. to improve turnaround, 09/10. improve this relationship as required. cost recovery and service. • Continuous Quality Improvement Plan. Completed draft of CQI Plan. Completed. Working with new RN to implement. • Establish an EMS Coordinator position Position established, funded and Work to address priority issues. to handle oversight of training and assigned effective July 1, 2010. service delivery. • Renewal of Paramedic Tax in CSA 19, Working toward November 2011 for CSA 13 and Marinwood based on lack all three jurisdictions of passage in Nov 2010. • Hire new Nurse Educator and assign Assigned new Medical Director and Nurse educator starts in May. new Medical Director. have hired a new Nurse Educator. that starts in May. NEW INITIATIVES: • Initiate a Basic Life Support EMS Continuing effort towards an Program with hourly EMT/EMT-P. implementation preliminary on July 1, 2011. • Use volunteers. Use volunteers to assist with Citizen CPR. PS 39 2011-2013 Budget Objectives Fire Department Fire Prevention Bureau Public Safety and Education Picogram Doscrip t6on EXHIBIT 6 Department personnel provide on-going educational opportunities to children and adults through classroom visitations, station site tours and presentations, fire extinguisher and other safety trainings, coordinated instruction in conjunction with OES programs (CERT, Get Ready), and hazard abatement instruction and inspection._ The department is the management oversight agency for the privately operated, county -wide Household Hazardous Waste Disposal program. The City's Vegetation Management program is fully staffed by department personnel who provide resources to neighborhood areas in the Wildland Urban Interface (WUI) areas to create defensible spaces on private properties as well as to manage the City's clearing and maintenance of City -owned open space areas in WUI portions of the community. The Fire Prevention Bureau issues three different types of Fire Permits; construction permits, operational permits and SFM permits. Construction fire permits are issued for fire protection system installation; some examples include automatic fire sprinkler systems, fire alarm systems, and wet- and dry -chemical automatic fire -extinguishing systems. These complex fire protection systems are regulated by SRFD, not by the Building Division. Operational fire permits are issued for activities or uses such as, tents, public displays of fireworks, model rocket launches, public assemblies, just to name a few. The SFM fire permits are used for inspections to sign -off on fire clearance, typically for licensed facilities such as, day cares, residentially based care, community treatment centers, plus many more. All of the fire permits issued requires plans review and at least one inspection depending upon the permitted activity; typically for construction projects multiple inspections are required during the different phases of construction. Our staff reviews Building and Planning Permit applications to ensure adequate access is provided for emergency response and to ensure an adequate water supply is available from fire hydrants for firefighting operations. We also determine where fire sprinklers, fire alarms and other fire and life safety features are required and properly specified on the building plans. To compliment the Engine Company inspections, Prevention staff continues to perform fire and life safety inspections in commercial businesses. We routinely handle referrals from the Engine Company inspections where unusual fire hazards are discovered, for unsafe construction, or for hazardous operations upon premises and for follow-up on 2"d reinspections. We also assist the Engine Companies when questions arise during an inspection or about the proper application of the fire code. Prob, am Emp hasps • Effective public education to reduce the incidence and severity of emergency occurrences. • The provision of high quality citizen training to permit broader base of individuals available to provide effective emergency responses. • Enhanced cooperative efforts with other local emergency response organizations. • Establishment of adequate defensible parameters are established around all structures that border wildland areas to maximize protection of human life and property. • Highest possible efforts by the community to properly dispose of potentially hazardous materials in a safe manner. PS 40 2011-2013 Budget Objectives EXHIBIT 6 • Integrate the Office of Emergency Continued effort toward integration. Continued effort. Services more closely into the Fire Department and expand the CERT and "Get Ready" opportunities to include businesses and schools. • Enhance partnership with Red Cross Ongoing: Need to provide greater emphasis Continued effort. and Salvation Army to offer advanced on regular contact, inclusion and information training opportunities and to improve updates to maximize usage and effectiveness. coordination of services delivery to the community. • Work to obtain increased grant funding Received two grants along with gratis service Continue to pursue for the City and neighborhood groups from State and County with brush clearance opportunities with State to assist in all clean-up efforts. producing significant results. Facilitated local and County. grants from Fire Safe Marin to several neighborhoods. • Ensure an in depth high quality fire Ongoing: training is being provided to Fire Continue effort. plans review is provided for all Fire Prevention Inspectors to ensure consistent Permit applications. quality fire plans review. • Ensure all fire plans review Ongoing: fire plans review turnaround times Continue effort. applications are reviewed within a two are maintained to meet the objective. week turnaround. • Ensure all Building Permit and Ongoing: training is being provided to Continue effort. Planning Applications are reviewed qualify Fire Prevention Inspectors to perform within turnaround times established by reviews of Building Permit and Planning CDD. applications. • Provide quality fire prevention Ongoing: training is being provided to Fire Continue effort. inspections of all work performed Prevention Inspectors to ensure consistent under construction fire permits, at the quality inspections. time requested by our customers. • Provide quality fire prevention Ongoing: fire prevention inspections Continue effort. inspections'of all operations and uses performed in a timely manner as requested by performed under operational and SFM our customers. fire permits, at the time requested by our customers. • Ensure each new business receives a Ongoing: fire prevention inspections Continue effort. fire prevention inspection as part of the performed in a timely manner as requested by new Business License application the Finance Department. process. • Ensure each preschool and K thru 12th Ongoing: annually Fire Prevention Continue effort. grade school receives a thorough fire Inspectors perform inspections at each prevention inspection annually. preschool and K thru 12 schools located in San Rafael. • Provide fire safety public education Ongoing: need to provide a greater emphasis Continue effort with information to the children of the to reach all of the children. We are hoping to increased emphasis. community at the schools. expand the use of volunteer educators to meet the ob*ective. • Provide SFM level fire prevention Ongoing: bi-annually Fire Prevention Continue effort. inspection of all detention and high-rise Inspectors perform inspections of all detention facilities bi-annually. and high-rise facilities located in San Rafael. • Provide inspection support to the Code Ongoing: Fire Prevention Inspectors perform Continue effort. Enforcement Division as requested for inspections as requested by the Code the HIP and for public complaints. Enforcement Div. PS 41 2011-2013 Budget Objectives C"1 EXHIBIT 6 • Perform routine inspections of Ongoing: Fire Prevention Inspectors perform Continue effort. commercial businesses in support of inspections and handle referrals and the Engine Company Inspection reinspections from Engine Companies. Program. • Provide training to Engine Companies Ongoing: the Fire Prevention Bureau Continue effort. to support the Engine Company Fire & provides training to the Engine Companies Life Safety Inspection Program. regarding the fire code, inspection process and procedures and computer data entry. NEW INITIATIVES: Use volunteers. Volunteers will be used to assist with public fire safety education. One volunteer already working to assist. PS 42 2011-2013 Budget Objectives Emergency Services Management Services Irogrann Description EXHIBIT 6 The City's emergency management program involves all City Departments as well as other local, public, private, and non-profit organizations in preparation for major emergencies and disasters. This program emphasizes three areas of focus: 1. Developing internal City preparedness through resource and system development as well as specialized staff training and exercises. 2. Providing a comprehensive community emergency preparedness program for residents and business owners. 3. Establishing and developing relationships and coordinating disaster response and recovery systems with partner organizations and agencies. Program Emphasis • Lead the enhancement of the City's operational readiness for major emergencies and disasters and ensure State and Federal emergency management compliance. • Ensure coordination with other disaster response and recovery agencies. • Provide emergency and disaster education and training in the community. • Schedule and support emergency preparedness efforts that meet State and Federal requirements. 2011-13 Obi ectives • Train and prepare City employees to respond to disasters and major emergencies while filling their roles as disaster service workers. • Build new and further develop existing partnerships with neighboring agencies and jurisdictions through organizations like the Marin Interagency Disaster Coalition and the San Rafael Disaster Council. • Continue to explore and implement alternative public disaster education classes to include Get Ready 5`1' Grade, Get Ready Spanish, and Get Ready Businesses. • Identify and develop available public and private facilities to support a variety of emergency uses. • Continue to participate in the development and implementation of the Marin County CERT Program to provide a more streamlined and effective training program for the community. • Revise the City's Emergency Operations Plan and supporting emergency management documents, to include City's policies and procedures to ensure FEMA compliance. • Maintain proactive information sharing with the community and partner agencies in an on- going fashion and during emergency/disaster events. • Implement the City's recently expanded Disaster Council to enhance multi -agency, multi- discipline coordination for major emergency and disaster related issues and projects. • Combine and enhance training between fire, police, OES, and Public Works for multi- discipline response to major incidents using the Incident Command System (unified command). PS 43 2011-2013 Budget Objectives EXHIBIT 6 Emergency Services Management Services Peurffor mance Measu rervents Effectiveness Measure: • % of employees in compliance with State and Federal emergency training requirements. Workload Measure: • Number of Get Ready trainings • Number of Get Ready students trained • Number of Get Ready 5"' Grade trainings • Number of Get Ready 5"' Grade students trained • Number of Get Ready Spanish trainings • Number of Get Ready Spanish students trained • Number of CERT Basic Classes • Number of CERT Basic graduates • Number of CERT Refresher/Light Classes • Number of CERT Refresher students trained • Number of EOC trainings • Number of EOC exercises Actual Estimated Target Target 09-10 10-11 11-12 12-13 80 90 90 95 15 19 20 20 310 641 300 300 6 8 8 8 311 409 300 300 7 9 4 4 129 182 50 50 3 2 2 2 80 60 54 54 4 4 4 4 120 100 100 100 7 6 6 6 4 1 2 2 PS 44 Public Assets EXHIBIT 6 PA 45 2011-2013 Budget Objectives EXHIBIT 6 Public Works Department Summary Department Goal To manage the design and construction of all capital projects, manage traffic operations, and to maintain San Rafael's streets, parks, vehicles, sanitation system and public buildings, in accordance with City Council and community priorities. Areas ov beovuit. The areas of City service include Engineering, Administration, Facility Repair, Fleet Vehicles, Parks Maintenance, Sewers Maintenance, Street Maintenance, Traffic Operations and development impact analysis. 2009-11 Accomplishments • Completed the following major capital projects: 0 4°i St./Street West End Village Improvements ($5,232,500, 96% grant funded) o Medway/Canal Undergrounding & Streetscape Project ($3,870,000, 91% grant funded) o Street Resurfacing 09-10 ($1,251 103, 95% federal American Recovery and Reinvestment Act (funding) o Americans With Disabilities Act Curb Ramps 08-09 ($400,000, 75416 grant funded) & ■ 09-10 ($600,000, 100% grant funded) o D St. 2 -way conversion between I" & 26d ($101.982, Construction Vehicle Impact Fees) 0 3`d & Union St. Intersection Improvements ($1.202,120, 100% Traffic Mitigation Fees) o #5 Fair Dr. Retaining Wall ($91 174, 10046 Construction Vehicle Impact Fees) o #60 Hillside Ave. Retaining Wall ($86,530, 100% Refuse Vehicle Registration Fees) • Secured grants for the following capital projects, currently completed or under design: o Non -Motorized Transportation Pilot Program (NTPP): 5 projects to fund bicycle and pedestrian improvements throughout San Rafael ($2,800,000, 100% grant funded) o Canal St. Pedestrian Access & Safety Improvements ($355,000, 95% grant funded) o Safe Pathways to School -Woodland Ave. ($250,000, 100% grant funded) o Safe Routes to School -Sun Valley Elementary School ($363,179, 100% grant funded) o Association of Bay Area Governments/Bay Trails grant -design and environmental study for Grand Ave. Pedestrian and Bicycle Bridge ($200,000, 100% grant funded) • Additional accomplishments: o Collaborate with SMART on rail design, implementation and operations. o Provided traffic control and crowd assistance for the October 2010 gubernatorial debate at Dominican University o Collaborate with Caltrans and TAM on the Highway 101/580 connector project and the Bellam Blvd. and Francisco Blvd. East sidewalk widening projects. * Completed update of San Rafael Bicycle and Pedestrian Master Plan a Utilized grant funds to offset $200,000 in salary expenses related to capital projects. PA 46 2011-2013 Budget Objectives Public Works Department Summary Performance Measurements Effectiveness Measure: • Maximize capital project grant funding opportunities — major pedestrian, bicyclist and roadway rehabilitation projects (° o of overall budget) • Percentage of capital projects completed in accordance with City Council -approved 5 -year CIP plan • Traffic Coordinating Committee items analyzed • Prepare upgrades and new traffic control device work orders • % of Facilities Division Work Orders completed within 14 days of receipt • Increase frequency of preventive inspection of City facilities to at 2 times per year • Reduce fleet unleaded fuel consumption • Maximize 0 o of water use under MMWD tier I allocations • Respond to public inquiries within 48 72 hours • Respond immediately to malfunctioning storm water pump stations Workload Measure: • # of capital projects completed to be completed • Update intersection data citywide • Update roadway traffic data citywide • # of scenarios -collect data and run major traffic model scenarios for major development projects and Environmental Impact Reports. • Analyze planning/development applications and development project feasibility studies. • Frequency of roadway, intersection volume and travel time data collection and analysis. EXHIBIT 6 Actual Estimated Target Target 09-10 10-11 11-12 12-13 88% 85% 8500 8500 1000.0 100% 1000'0 10000 120 120 120 120 50 40 30 30 80% 800o 80° 0 80% 2X 1X 1X 1X 5% 5% 5% 5% 93% 93% 93% 93% 90% 90% 90% 90% 100% 100% 100% 100% Actual Estimated Target Target 09-10 10-11 11-12 12-13 25 25 23 20 40 18 30 30 50 30 30 30 80 20 20 20 75 50 75 75 40 10 15 15 PA 47 2011-2013 Budget Objectives Public Works Engineering Program Descriptioai EXHIBIT 6 The Engineering Division is responsible for the design, construction management and inspection of all City Capital Improvement Projects. Division personnel also manage the citywide Geographic Information System (GIS) and frequently respond to citizen requests about mapping, city facilities, and parcel information. Employees also manage San Rafael's Pavement Management System to assure that our street maintenance program is as cost-effective as possible. Division personnel review and make recommendations for land development issues and issue encroachment pen -nits. Program Emphas� • Assure that all capital improvement projects are completed on time and within budget. • Minimize flooding in San Rafael by replacing, improving and/or maintaining storm drain infrastructure components. • Coordinate regional transit projects with Caltrans, Transportation Authority of Marin (TAM), Marin County and Sonoma Marin Area Rail Transit (SMART). • Expand utilization of Geographic Information System (GIS) and integrate with maintenance programs. Share maps and documents via scanned images on the Intranet. • Coordinate all Land Development requirements with Community Development. • Issue encroachment and grading permits, inspect projects. 2011-13 Objectives • Continue implementation of five-year Capital Improvement Project (CIP) list based on City Council priorities and available funding. • Maximize grant funding for all City capital projects, e.g., American Recovery and Reinvestment Act (ARRA), Surface Transportation Improvement Program (STIP), Transportation Enhancement Act (TEA 21), Local and Regional Measure A, Proposition 1 B, Proposition 42, Surface Transportation Program (STP), Non -Motorized Transportation Pilot Program (NTPP), Safe Routes to School (SR2S), Safe Pathways to School, etc. • Secure grant, design and construct pedestrian safety improvement projects for Woodland Ave., Canal St. (phases I & II), Coleman School. • Continue to implement Department of Justice -City of San Rafael Settlement Agreement projects and assure that all projects meet federal and state accessibility requirements. • Initiate storm drainage system improvements in accordance with CIP priority list. • Utilize federal Energy Efficiency and Conservation Block Grant funds to upgrade 45 year-old City Hall Heat, Ventilation and Air Conditioning system. • Collaborate with Community Services on Park development and improvement projects. • Update Pavement Management System to optimize the number of streets to be paved annually, in accordance with Metropolitan Transportation Commission mandates. • Respond to public inquiries regarding property improvements, flood zone information, land development, City infrastructure repairs/upgrades, etc. PA 48 2011-2013 Budget Objectives Public Works Traffic Operations Program Description EXHIBIT 6 The Traffic Division coordinates and directs the operation and maintenance of San Rafael's traffic signal and street lighting system. Division personnel collect and analyze traffic model data, oversee signing and striping, establish speed limits, conduct and analyze private/public project development traffic impact, and formulate mitigation strategies. Division personnel seek federal, state and local grants for citywide traffic system improvement projects and for traffic and pedestrian safety programs. Program Emphasis • Study, design and construct traffic system improvements. • Effectively maintain traffic signal and street lighting system. • Secure grants to upgrade traffic control devices and implement safety programs. • Model, analyze, calculate and optimize remaining traffic capacity citywide. • Review, analyze, and recommend mitigation strategies for traffic impact of private and public development. 2011-13 Objectives • Complete design and construction of Safe Pathways to School for Woodland Ave. • Complete design and construction of various grant funded, non -motorized pedestrian safety projects. • Upgrade traffic signal equipment at 9 intersections. • Analyze SMART rail crossing at Andersen Dr. alternatives; work with design teams to recommend a final option to SMART board, City Council and Public Utilities Commission. • Work with Police Dept. to implement red light camera enforcement system. • Establish City-wide speed limits based on current Caltrans policy recommendations. • Update City-wide traffic signal timing based on current traffic counts and future grant -funded projects. • Continue proactive inspection of traffic signals to minimize maintenance costs and emergency repairs. PA 49 2011-2013 Budget Objectives Public Works Development Impact Analysis Prowam DescrlrotOon Model, analyze, calculate, and optimize remaining traffic capacity citywide. Review, analyze and recommend mitigation strategies for traffic impact of private and public development. 'rog ram !i mV EXHIBIT 6 • Monitor/update and calculate remaining capacity for development citywide. • Update/calibrate AM and PM peak traffic models; perform level of service analysis for intersections and arterials. • Continue expansion of database system linking land use, traffic data, traffic model results and analysis to GIS system. • Analyze development project impacts and recommend traffic mitigation strategies. 2011-13 ®bjectiv, • Utilize the traffic model to evaluate the Gerstle Park Traffic Operation Study final impact analysis and make improvement recommendations. • Finalized Target Environmental Impact Report traffic impact modeling and analysis. • Assist with General Plan 2020 five-year update program. • Assist in developing model scenarios to address future impact of SMART operations. PA 50 2011-2013 Budget Objectives Public Works Facility Maintenance Program Description EXHIBIT 6 Facility Repair personnel maintain all City -owned buildings and facilities. In addition, the Division manages contracts for such specialized functions as janitorial service, elevator maintenance, HVAC maintenance, fire safety and security and electrical repairs. Employees assist with minor remodeling and alterations to existing structures, and provide assistance to the Parks, Streets, and Fleet Maintenance Divisions. Program Emp hasps • Routine inspection of all facilities for proactive maintenance efforts. • Efficient review, prioritization and scheduling of Work Orders. • Timely, effective response to emergency service calls. • Effective contract administration. 2011-13 Objectives • Initiate and maintain regular cooperative work projects involving employees from other Public Works divisions with the goal of increasing preventive./scheduled work and inspection frequency of City facilities. • Increase frequency of preventive inspection of all City facilities to at least two times per year. • Complete survey of facilities and recommend/implement energy saving lighting upgrades and other energy reduction measures. • Develop a facility inventory/condition rating system and rate the current condition of all City facilities. PA 51 2011-2013 Budget Objectives Public Works Fleet Maintenance {Program Description EXHIBIT 6 The Fleet Maintenance Division supports the vehicle and mobile (e.g., trailers, generators) equipment needs of all City departments by maintaining a fleet of 145 vehicles. Fleet Maintenance operations are governed by the management policies and practices established by the Fleet Advisory Board. Program Yi mp Nasus • Ensure vehicle safety and reliability through routine inspection and maintenance. • Ensure maximum fuel efficiency of City fleet. • Reduce carbon footprint of City fleet operations. • Conduct smog tests for City, Police, Fire and Sanitation District vehicles. 2011-13 Objectives • Perform a fleet vehicle evaluation by City department with the goal of reducing the overall size of the City fleet to match existing staffing levels and the operational needs of each department. • Work with the Fire Department to incorporate Fire fleet data into City fleet data (e.g., fuel consumption per vehicle, maintenance and repair costs, etc.). • Establish a customer satisfaction data collection program. • Investigate opportunities to provide fleet maintenance services to other public agencies to generate revenue. PA 52 2011-2013 Budget Objectives Public Works Park Maintenance Program Description EXHIBIT 6 Park Maintenance personnel maintain City -owned parks, athletic fields and the Terra Linda pool, as well as the landscaping at several facilities such as the Falkirk Cultural Center, the San Rafael Public Library and City Hall. Also maintained are 3 community centers, 10 neighborhood parks, and 10 mini parks totaling 149 acres. This Division provides landscape maintenance of City -owned roadway medians (24 acres), roadsides (17 acres) and thousands of trees. A private tree contractor supplements City resources by providing emergency response, hazard reduction and pruning services. Division personnel also support City events, and maintain landscape improvements in the downtown area. (Pc®graovo Emphasis • Efficient execution of division maintenance schedules. • Timely and efficient response to public and other department/division service requests. • Provide landscape design review and maintenance input for City projects. • Maintain Terra Linda Pool to the highest standards. • Maintain City playgrounds in safe and functional condition. • Maintain City trees to maximize safety and health of the urban forest. • Graffiti abatement in collaboration with Street Maintenance Division. 2011-13 0bje iLuv�_, • Create an inventory of park assets with service levels and maintenance requirements, including fiet e* landscaping irrigation systems, buildings, structures, drainage facilities and related infrastructure. • Implement maintenance management software to increase operational efficiencies and track division activity/performance. • Establish estimated park and facility user rates to assign resources for greater community benefit. Report on feasibility of establishing different maintenance levels for different park assets. ? • Identify and implement strategies to reduce water consumption by 1) updating irrigation technologies, and 2) reducing water consumptive landscaping (e.g., ). • Consolidate chemical vegetation control programs of Parks Division and Streets Division with the goal of creating operational efficiency and reducing total quantity of chemicals applied; identify and pursue alternative means of weed suppression. • Implement street tree urban forestry strategies as identified by the Tree Advisory Committee • Abate graffiti in all public spaces and right-of-way areas in a timely, efficient way; develop and publicize abatement procedures in conjunction with other City departments. • Collaborate with Streets Division to maintain Puerto Suello/Highway 101 multi -use path. PA 53 2011-2013 Budget Objectives Public Works Street Maintenance Program Description EXHIBIT 6 The Street Maintenance Division is responsible for San Rafael's 176 miles of streets and 260 mile stone water system. Street Maintenance employees are responsible for asphalt repair, replacing traffic signs and guard rails, temporary and pennanent sidewalk hazard repairs, curb and gutter repair and related tasks. Street Maintenance Division personnel sweep all city streets with curbs and gutters with one mechanical sweeper. In the fall, a leaf vacuum machine is used to supplement leaf pickup to avoid clogging the storm drain system. Street Maintenance Division personnel maintain San Rafael's storm and flood control system, which consists of 101 miles of storm drain pipes, 12 pump stations, 29 pumps, and 8 generators. Employees inspect and clean over 3,600 catch basins annually, maintain the City's system of drainage ditches and channels and provide ongoing maintenance of the new Puerto Suello/Highway 101 multi -use pathway. Program Emphasis • Augment in-house pavement maintenance efforts with contractual programs. • Maximize preventive maintenance of City streets. • Provide timely response to reports of public safety deficiencies and City service requests. • Maximize the number of streets swept per day and collect leaves before they enter the storm drain system. • Maximize effectiveness and functionality of all storm water pump stations, storm water channels and drainage structures. • Graffiti abatement in collaboration with Parks Division. 2011-13 Obs ectives • Implement maintenance management software to increase operational efficiencies and track division activity performance. • Monitor and report on scheduled versus demand-based/unscheduled maintenance with the goal of providing 800 o scheduled maintenance. • Consolidate chemical vegetation control programs of Streets and Parks divisions -ongoing. • Collaborate with Parks Division on maintenance of Puerto Suello/Highway 101 multi -use path. PA 54 2011-2013 Budget Objectives EXHIBIT 6 San Rafael Sanitation District Department Summary Department GoPI To manage the design and construction of all Capital Projects and manage the maintenance and operations of the sanitation district facilities in order to collect and transport waste water from properties within the District to the treatment plant in compliance with the District's Sewer System Management Plan. gees of Seivuce The San Rafael Sanitation District is a Sanitation District of the County of Marin formed in 1947 under Section 4700 of the California Health & Safety Code. It serves the southern two-thirds of the City of San Rafael and adjacent unincorporated areas. The District is administered by a three person Board of Directors comprising two members of the San Rafael City Council and one member from the Marin County Board of Supervisors. The District provides waste water collection and transportation service over the entire service area. Waste water treatment is performed at the Central Marin Sanitation Agency treatment plant located on Andersen Drive under a Joint Powers Agreement with neighboring Sanitary Districts. The District contracts with the City of San Rafael for all personnel to oversee operations and perform maintenance services for District infrastructure. 2009-11 Accomp Idshments • Developed a Strategic Business Plan. • Reduced the amount of sanitary sewer overflows. • Increased preventive maintenance of sewer lines. • Established a maintenance tracking system into the GIS. • Developed sewer emergency response procedures and maintenance activities. • Initiated public outreach program with newsletters and magnets. • Completed Capacity Assessment Report for several trunk sewers. Capital Projects Completed • Pt. San Pedro Road Sewer Improvement Project $ 3,800,000 • Fifth Avenue Sewer Improvement Project $ 1,280,000 PA 55 2011-2013 Budget Objectives San Rafael Sanitation District Department Summary Performance Measurement - EXHIBIT 6 Actual Estimated Target Target 09-10 10-11 11-12 12-13 • Replace miles of sewer main 1.8 1.6 1.6 1,6 pipe. • Replace miles of lower sewer 0.5 0.5 0.5 0.5 lateral pipe. • Replace/upgrade Sewer Pump Stations 1 1 1 1 • Percentage of capital projects completed in accordance with 100% 100% 100% 100% CIP plan. • Miles of CCTV sewer lines 3 7 14 16 • Install SCADA telemetering 2 5 5 5 at major pump stations • Miles of problem sewers 65 65 65 65 cleaned at least twice year • Miles of non problem sewers 25 25 25 25 cleaned • Number of Sanitary Sewer 23 19 15 12 Overflows EXHIBIT 6 2011-2013 Budget Objectives EXHIBIT 6 San Rafael Sanitation District Administration and Engineering Program DescrOpition Administration and Engineering functions are the responsibility of the District Manager/District Engineer with support from one Senior Civil Engineer, one Assistant Civil Engineer, one Administrative Assistant III and one Construction Inspector. Responsibilities include developing and implementing the Districts 80 year life cycle sewer main replacement program, design, construction management and inspection of the District's extensive CIP program, complying with increasing Federal and State regulations and managing the day to day operations of the District. Staff also works with the city GIS staff to continually update District's facilities and track work maintenance activities. Program Emphasis • Implement the 80 year life cycle program • Update and implement the District's Sewer System Management Plan. • Oversee the District's Fats, Oil and Grease (FOG) program. • Reduce Inflow and Infiltration into the District's sewer lines. • Ensure capacity of the District's sewer system • Expand coordination and cooperation with the JPA member agencies. • Review and comment on plans submitted through the Planning Dept. and Building Dept. 2011-13 Objectives • Continue to implement the Closed Circuit Televising Program. • Develop and adopt a "Backflow Prevention" Ordinance. • Develop and adopt a Sewer Lateral Program. • Develop a District website. • Update the Sewer System Management Plan. • Update GIS maintenance activity tracking input to field "Tough Books". • Develop SCADA and telemetering program to all major pump stations. Design and or construct the following CIP projects: • Magnolia and Acacia Sewer Improvement • Peacock Pump Station Improvements and Force Main Replacement • Warner Court and Woodland Place Sewer Improvement • Irwin St, Lynn Ct to Woodland sewer main • Alpine St sewer main PA 57 2011-2013 Budget Objectives EXHIBIT 6 San Rafael Sanitation District Operations and Maintenance Program ®pscrip tion Operations and Maintenance activities are the responsibility of the Sewer Maintenance Superintendent. This includes the operation and maintenance of 134 miles of sewer mains, 11.5 miles of force mains and 32 pump stations to ensure that all systems are operating at peak efficiency in order to reduce sanitary sewer overflows. Program Emphast • Increase sewer line cleaning to prevent sanitary sewer overflows • Increase pump station preventative maintenance • Improve and update written procedures manuals and emergency response plan. • Improve activity tracking in Websoft GIS 2011-13 Obyecuuveb • Improve and update written procedures for routine maintenance of all sewer lines, pump stations and air release valves. • Continue to develop pump station failure plan for all major pump stations and by-pass pumping procedures. • Improve and update -On call" and emergency call out procedures. • Simplify maintenance activity entry in Websoft by use of field entry with "Tough Books". • Develop and implement SCADA and Telemetering program at all major pump stations • Review and improve Cathodic protection to force mains. • Assess condition of Interceptor force main in Andersen Drive. PA 58 The Foundation EXHIBIT 6 F 59 2011-2013 Budget Objectives EXHIBIT 6 Administration Department Summary _)epav'Imenff G®ao To enhance the quality of life and to provide for a safe, healthy, prosperous and livable environment in partnership with the community. Areas of Servuc These areas of city service include the Offices of the City Manager, City Attorney, City Clerk, as well as Human Resources, and Information Technology. 2009-11 Accco pg5shments • Developed and implemented a Recession Action Plan and Economic Vitality Plan to address the General Fund deficit. • Implemented employee -related actions from the Recession Action Plan including a Voluntary Retirement Separation Program, Layoff Severance Program, Furlough and other cost saving measures. • Implemented online video streaming of City Council and other public meetings, including access to staff reports and documents, which improved transparency of City business and reduced costs. • Provided legal oversight in processing of development applications, Elk Club development, Target project, Clean & Sober Homes (Urgency Ordinance), BMR ownership, housing, land use, zoning, planning and CEQA issues. • Created and implemented an employee training program to improve safety measures, reduce liability, and increase employee health and wellness as well as effectiveness. F 60 2011-2013 Budget Objectives Administration City Manager's Office Irog awn Description EXHIBIT 6 The City Manager's office advises the City Council on policy matters and manages the operations of the City of San Rafael with economy, efficiency, equity and effectiveness. This office oversees City Hall Coordination, Intergovernmental Relations, Public Information, Sustainability Programs, and the City's Volunteer Program. • Pursue City Council's FY2011-13 Budget Emphasis/Priorities, including: o Providing Financial Viability to Preserve Critical Services o Enhancing Community Safety o Fostering Community Partnerships and Volunteerism o Improvements in Economic Vitality o Improvements in Sustainability o Investment in Infrastructure/Transportation. 2011-13 Objectives • Continue to implement strategies to reduce General Fund budget shortfalls as outlined in the Recession Action Plan. • Move forward with the Economic Vitality Plan to foster business expansion and attraction as well as job development. • Implement sustainability goals incorporated in the Climate Change Action Plan, Solid Waste JPA and Zero Waste Initiatives, Garbage Franchise Agreement and other "green initiatives". • Pursue consolidation/regionalization efforts and shared services agreements with other agencies to create efficiency and save costs. • Complete negotiations to approve labor agreements for all bargaining units. • Communicate with residents, businesses, neighborhoods and schools through community outreach, public meetings, e -newsletter, new media, San Rafael Connects and direct mailings. • Implement Volunteer Program Strategic Plan, including increases in high impact volunteerism, staff training in volunteer coordination, and cross -training of public safety volunteers. • Implement a comprehensive graffiti program focused on volunteer efforts in accordance with the Graffiti Action Plan. • Work closely with the League of California Cities to take action on the behalf of the City and MCCMC on key legislation. F 61 2011-2013 Budget Objectives Administration City Manager's Office Performance Measurements Workload Measure: # of meetings with neighborhood groups (e.g., HOAs), business community (e.g. Chamber of Commerce) and School District officials EXHIBIT 6 Actual Estimated Target Target 09-10 10-11 11-12 12-13 F 62 2011-2013 Budget Objectives Administration City Attorney's Office EXHIBIT 6 Program Description The City Attorney's office provides prompt and effective legal assistance to the City Council, officials and all departments of San Rafael City government. Program Emphasis • Provide quality, reliable and efficient delivery of legal services to the City Council and City departments to assure compliance with applicable laws and to minimize exposure to legal liability. • Provide prompt and effective legal support for Code Enforcement activities that will ultimately improve the quality of life for neighborhoods. • Provide legal support for risk management, claims processing, tort litigation management and excess liability program. 2011-13 Objectives • Training as required for City Council and Board members on meeting procedures, Brown Act, Public Records Act, and conflicts of interest. • In cooperation with the Human Resources Department and City Clerk's Office, conduct periodic short trainings to educate supervisory and other employees regarding the City Council agenda process, including writing of staff reports, resolutions, contracts and insurance requirements for Council approval. • To update existing City ordinances as appropriate, and to draft and assist with the implementation and enforcement of new ordinances as requested or required, such as the Purchasing Ordinance, Massage Ordinance, and Campaign Finance Ordinance. • Review of the San Rafael Municipal Code to remove obsolete Chapters and Sections. F 63 2011-2013 Budget Objectives Administration City Attorney's Office Performance Measurement! Workload Measure: • Written Requests for Legal Services from City staff EXHIBIT 6 Actual Actual Target Target 09-10 10-11 11-12 12-13 190 175 180 200 EFFECTIVENESS MEASURE: • Code Enforcement -- Assistance with enforcement of Notice & Orders resulting in prosecution of approximately 5 administrative hearings and/or negotiation of settlement agreements per fiscal year. Compliance has been increasing since the beginning of the program. Property owners have complied, paid their fines, or their properties have been liened. Target: Decisions from these hearings have been 90% favorable to the City. This program generates revenue for the City and assists neighborhoods to maintain a level of safe and healthy living. • Legal services -- Open door consultations; review and approval of staff reports; preparation and drafting of contracts, agreements, resolutions, ordinances and summaries, legal opinions and analysis. Target: Oral opinions on routine matters within 3 days, on non -routine matters within 10 days. Written opinions on routine matters within 10 days, on non -routine matters within 30 to 60 days. Work on long term projects dependent on time constraints and work load of attorneys. WORKLOAD MEASURE: • Litigation -- tort claims, writs, misdemeanor Municipal Code complaints, weapons confiscation petitions, police Pitchess motions, inspection warrants, civil trespass on open space actions, and collection actions. Target: Average litigation is 12 cases per year. Responsive action by City is mandatory, and time sensitive. • Review & processing of Public Records Act requests and subpoenas — Fire, Community Development & Building, Finance, Public Works, Police, and Human Resources. Target: Records request responses are due within 10 days and subpoena responses normally within 15 days. Responses are given 90% of the time within those time -frames, and longer only where additional time is needed to collect and reproduce records. • Legal oversight in processing of development applications, Elk Club development, Target project, Clean & Sober Homes (Urgency Ordinance), BMR ownership, housing, land use, zoning, planning and CEQA issues. Legal oversight of formation of assessment districts, bond issues, and special tax measures. Target: City Attorney involvement with Community Development Department is from initial application through completion of projects. F 64 2011-2013 Budget Objectives Administration City Clerk's Office Plrog am Description EXHIBIT 6 Tile City Clerk's office is responsible for maintaining the City's official records and records and produces City Council and Redevelopment Agency meeting minutes. This department provides accurate, timely assistance to the public, elected officials, and City staff relating to the duties and responsibilities of the City Clerk. Program Emp hash • Creating, publishing, and distributing City Council/Redevelopment Agency Agendas, meeting schedules and packets. Publish meeting minutes in a timely manner. • Process Ordinances, Resolutions, agreements, contracts, and deeds approved by CC/RA. • Handle public liability (tort) claims and lawsuits in a timely manner. • Administer City elections including candidates, ballot measures and School District candidates. • Research Council and Agency actions for City staff/public. 20111-13 Objectives • Assist in the development of a Records Retention Schedule/System and implement the City Clerk's Office element • Consolidate with Marin County with regard to November 2011 Elections • Continue to publish Candidates' Contribution Statements on the City website • Research an Automated Agenda Management System • Ongoing research on cost-cutting/efficiency generating technology systems • Use volunteers as often as possible to assist with workload F 65 2011-2013 Budget Objectives Administration Finance Program Description EXHIBIT 6 Finance delivers timely and accurate financial information to employees, residents, and businesses of San Rafael. The Department seeks to deliver quality financial services and prudent investment strategies for the City's resources. Program EEmp hasp • Provide high levels of financial services for both internal and external customers. • Provide prudent financial management and practices that enhance the City's long-term fiscal strength and protect San Rafael's assets. • Provide professional treasury management of idle cash resources. • Seek effective methods to inform the public regarding business license requirements. • Safeguard the City's assets using a comprehensive framework of internal controls. 2011-13 Objectives • Bring unlicensed businesses into compliance with the business license ordinance. • Collect on small claims matters for Finance and other departments. • Search for new revenue opportunities that support short-term and long -tern financial strategies in San Rafael. • Work with departments to provide a comprehensive billing process to ensure all costs are captured and appropriate fees are collected. • Prepare award-winning comprehensive annual financial reports. • Identify and develop a database of vendors and contractors to support a variety of emergency uses. • Update purchasing ordinance to follow purchasing best practices and to seek long-term savings in looking at alternatives in contracting services and purchasing capital assets. • Update City's Financial Policies with a focus on appropriate reserve requirements. • Obtained a highly qualified audit finn beginning January 2012 for the next four fiscal years F 66 2011-2013 Budget Objectives Administration Finance Performance Measaureutir en", Effectiveness Measure: • # of unlicensed businesses discovered Workload Measure: • # of new Business Licenses processed • # of Business License renewal notices issued (2nd fiscal quarter only) • # of Business License renewal notices issued (1st, 3rd, and 4th fiscal quarters) Actual Estimated Target 09-10 10-11 11-12 479 345 345 EXHIBIT 6 Target 12-13 350 1404 1200 1200 1225 8335 7896 8000 8100 951 1100 800 825 F 67 2011-2013 Budget Objectives Administration Management Services - Human Resources Program Description EXHIBIT 6 This program provides support to the operating departments in the centralized functions of recruitment and selection, policies and procedures, training and development, benefits administration and wellness, risk management and workers' compensation, and labor/employee relations. Program IEn phase. • Provide quality recruitment services in a timely manner. • Maintain a classification/compensation plan and quality cost-effective employee benefits programs. • Promote human resource policies and practices that create and maintain good labor relations. • Offer a comprehensive employee development program that includes succession planning. • Heighten employee awareness of liability issues. • Comply with all OSHA, State and Federal law requirements. • Reduce number of workers compensation claims by promoting return to work programs and safety awareness. 2011-13 Objectives • Reach mutual agreement on all bargaining unit contracts with a focus on cost savings such as pension reform. • Issue quarterly HR newsletter to City employees. • Update Personnel Rules and Regulations. • Continue to work with the Employee Benefits Committee to enhance City benefit programs. • Offer Supervisory Academy annually. • Administer an annual comprehensive training program. • Promote health and wellness programs. • Offer the Employee Orientation Program for new employees; update as appropriate. • Issue RFP for Human Resources/Payroll timekeeping and record processing software system. • Review cafeteria plan for efficiency. • Update and promote use of HR intranet. • Review Employee Recognition programs for cost saving measures. • Issue the follow-up employee satisfaction survey (Summer 2011). • Review HR policies to ensure they meet current legal regulations; write new policies as needed. • Condense Open Enrollment Fair and Health Fair into one event. • Transfer application review process from the HR office to the recruiting department. • Maintain HR procedures manual and update as needed. Liabili • Develop a periodic reporting system of liability claims for City Manager, City Council and Department Directors Ensure the Loss Committee meets regularly to review claims and maintain accountability of correcting identified hazards. F 68 2011-2013 Budget Objectives Workers' Compensation: • Increase use of City's modified duty program • Oversee the Employee Safety Committee. • Continue to implement the provisions of the Injury Illness and Prevention Policy. • Meet regularly with Department Directors to review open cases. • Work with MCERA on disability retirements; increase San Rafael's involvement. • Implement an online safety training program for employees. EXHIBIT 6 F 69 2011-2013 Budget Objectives Administration Management Services - Human Resources Performance Measurements Effectiveness Measure: • Workers Compensation: Number of new claims filed • Workers Compensation: Number of closed claims • Workers Compensation: Number of lost - time days • Workers Compensation: Average cost of closed claims • Liability: Number of new tort claims • Liability: Number of claims closed without litigation • Liability: Number of claims closed with no paid liability Workload Measure: • Increase the number of employee training courses • Accomplish HR Strategy Plan Goals o Short-term o Mid- term o Long- term • Expand Scope of Recruitments to reach larger population (# of Recruitments/ # of Applicants). Report all in summary of long range goals EXHIBIT 6 Actual Estimated Target Target 09-10 10-11 11-12 12-13 97 76 65 65 109 82 70 70 646 400 350 350 $6,800 $6,800 $6,500 $6,500 56 35 30 30 33 25 35 35 19 20 30 30 10 13 34 25 5 1 1 1 5 1 1 1 2 3 3 3 20/1425 20/1750 15/ 1750 15/ 1750 F 70 2011-2013 Budget Objectives EXHIBIT 6 Administration Management Services - Information Technology Program Description To provide a full range of technology -related services enabling departments to successfully accomplish the City's strategic goals. Program services include enterprise network administration, small computer and telecommunications support, and operating a central document center and mailroom. erograG'aD rtmphssO • Proactively respond to customer requests and provide technology solutions to improve department effectiveness and efficiency. • Maintain high network availability and scheduled preventive maintenance. • Maintain effective, user-friendly voice and data communications systems. • Provide efficient and timely mail delivery • Provide efficient and professional document management services to all City departments. 2011-13 Objectives • Complete web site migration to new design • Revise/update the City's IT Strategy Plan for 2011-13 • Upgrade/Migrate Class recreation system for improved credit card security • Update Computer Use Policy to cover additional security topics • Implement IT Customer Satisfaction Surveys • Begin migration to Windows 7 and Office 2010 • Develop plan to procure enterprise document management system • Develop plan to procure customer relationship management system • Develop plan to procure integrated time accounting and billing system • Evaluate potential for consolidating City Call copiers • Develop strategy for orderly replacement of enterprise databases and network systems • Examine transfer of Geographic Information Systems (GIS) function to IT • Complete network risk analysis and business continuity plans • Implement IT training program to educate City employees on basic system functions F 71 2011-2013 Budget Objectives Administration Management Services - Information Technology Performance Measurements Effectiveness Measure: • % of customers satisfied with results of service request • # of workstations replaced prior to failure • # of hours of unplanned network outage Workload Measure: • # of service requests per year • # of workstations in inventory • # of telephone lines • Pages processed in document center • Postage processed by mailroom Actual Estimated Target 09-10 10-11 11-12 EXHIBIT 6 Target 12-13 N/A N/A 80% 90% 14 15 60 60 Unk Unk 300 200 2111 2100 2100 2100 441 448 440 440 801 800 780 750 1.09M —0.9M 1.0M 1.0M $57.2K —$75.OK $65.OK $60.OK F 72 City of San Rafael -Department of Public Works Capital Improvement Program FY 11-12 FY 12/13 Total Measure Safe Routes Surface Assoc Prop IS CDBG (FY A (FY 11" Gas Tax (FY Traffic to Transit Transportation Bat (Accumulated Prop 42 (10- CVIF (FY 11- RVRF (10_ RVRF (FY 11-12 11-12 812- 12 812_ 1142 812- Mitigation NTPP Federal Program Golden Gate Gover Prosect Name Category Previously) 11 12 812-13) 11) 812_131 131 131 13,E Fees Grants Grant Federal Transit Grant Gi FY 2011-2012 Miscellaneous Traffic Signal Projects ROW $196,000 Miscellaneous ROW (11-12) ROW $ 100,000 NTPP-Puerto Suello Hill Connector ROW $600,000 $ 600,000 Pt. San Pedro Medians (City Property Assessments) ROW $ 50,000 Freitas -Las Gallinas Intersection Improvements (Design) ROW $ 300,000 Street Resurfacing (11-12) ROW $ 269,610 $ 196,000 $300,000 Grand Ave Pedestrian/Bicycle Bridge (Bay Trail) ROW $ Canal Lifeline Phase II (Design) ROW $100,000 Safe Routes to School Belle Ave Pedestrian Improvements ROW $ 30,390 ADA -DOJ Ramps (11-12) ROW $ 300,000 Pt. San Pedro Resurfacing (City Share) ROW $ 250,000 Total FY 2012-2013 Miscellaneous ROW (12-13) ROW $ 100,000 Street Resurfacing (12-13) ROW $ 300,000 $ 196,000 $ 50,000 $ 640,339 ADA -DOJ Ramps (12-13) ROW $ 300,000 Canal Lifeline Phase II (Construction) ROW $ 609,408 Bungalow Ave. Reconstruction ROW $ 277,946 $ 72,054 Pt. San Pedro Resurfacing (City Share) ROW $ 250,000 Federal STP Funds -Swap with Marin Jurisdictions ROW $400,000 Total City of San Rafael -Department of Public Works Capital Improvement Program FY 11-12 FY 12/13 Parkland Total Dedication Parking Available Estimated Unfunded Protect Name Category General Fund Funds Services Fund Funds Protect Cost Amount FY 2011-2012 Parks Pathway Resurfacing COP $ - $ 75,000 $ (75,000) Bernard Hoffman Park Handrails (ADA - DOJ) COP $ 20,000 $ 20,000 $ 20,000 $ - Schoen Park Improvements COP $ 80,000 $ 80,000 $ 80,000 $ 5th & D St. Parking Lot Resurfacing COP $ 75,000 $ 75,000 $ 75,000 $ 5th & Lootens Parking Lot Resurfacing COP $ 100,000 $ 100,000 $ 100,000 $ - B St. Community Ctr. Flooring Replacement COP $ 175,000 $ 175,000 $ 175,000 $ - Emergency/Miscellaneous Facility Repairs (11-12) COP $ 100,000 $ 100,000 $ 100,000 $ $ 550,000 $ 625,000 $ (75,000) FY 2012-2013 5th & Menzies Parking Lot Resurfacing COP $ 50,000 $ 50,000 $ 50,000 $ - 5th & Garden Parking Lot Resurfacing Parking StructureUpgrade/Replacement Study Emergency/Miscellaneous Facility Repairs (12-13) COP COP COP $ 100,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 200,000 $ 200,000 $ 200,000 $ - $ 100,000 $ 100,000 $ $ 400,000 $ 400,000 $ - Stormwater Fees Total (Accumulated Stormwater Stormwater Available Estimated Unfunded Proiect Name Cateaory Previouslvl Fees (11-121 Fees Ll2-131 Funds Proiect Cost Amount FY 2011-2012 Miscellaneous Storm Drain, Slide Repair Projects (11-12) Drainage $ 100,000 $ 100,000 $ 100,000 $ FY 2012-2013 Rossi Pump Station Repairs (12-13) Drainage $ 270,000 $ 200,000 $ 200,000 $ 670,000 $ 670,000 $ Miscellaneous Storm Drain, Slide Repair Projects (12-13) Drainage $ 100,000 $ 100,000 $ 100,000 $ $ 770,000 $ 770,000 $ - Parkland Total Dedication Parking Available Estimated Unfunded Protect Name Category General Fund Funds Services Fund Funds Protect Cost Amount FY 2011-2012 Parks Pathway Resurfacing COP $ - $ 75,000 $ (75,000) Bernard Hoffman Park Handrails (ADA - DOJ) COP $ 20,000 $ 20,000 $ 20,000 $ - Schoen Park Improvements COP $ 80,000 $ 80,000 $ 80,000 $ 5th & D St. Parking Lot Resurfacing COP $ 75,000 $ 75,000 $ 75,000 $ 5th & Lootens Parking Lot Resurfacing COP $ 100,000 $ 100,000 $ 100,000 $ - B St. Community Ctr. Flooring Replacement COP $ 175,000 $ 175,000 $ 175,000 $ - Emergency/Miscellaneous Facility Repairs (11-12) COP $ 100,000 $ 100,000 $ 100,000 $ $ 550,000 $ 625,000 $ (75,000) FY 2012-2013 5th & Menzies Parking Lot Resurfacing COP $ 50,000 $ 50,000 $ 50,000 $ - 5th & Garden Parking Lot Resurfacing Parking StructureUpgrade/Replacement Study Emergency/Miscellaneous Facility Repairs (12-13) COP COP COP $ 100,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 200,000 $ 200,000 $ 200,000 $ - $ 100,000 $ 100,000 $ $ 400,000 $ 400,000 $ - City of San Rafael -Department of Public Works Capital Improvement Program FY 11-12 FY 12/13 FY 2012-2013 Miscellaneous ROW (12-13) ROW $ 100,000 Street Resurfacing (12-13) ROW $ 300,000 $ 196,000 $ 50,000 $ 640,339 ADA -DOJ Ramps (12-13) ROW $ 300,000 Canal Lifeline Phase II (Construction) ROW $ 609,408 Bungalow Ave. Reconstruction ROW $ 277,946 $ 72,054 Pt. San Pedro Resurfacing (City Share) ROW $ 250,000 Federal STP Funds -Swap with Marin Jurisdictions ROW $ 400,000 Total I Total Measure Safe Routes Surface Associ Prop 1 B CDBG (FY A (FY 11- Gas Tax /FY Traffic to Tran it- Transportation AR( (Accumulated Prop 42 (10- CVIF (FY 11- RVRF 0- RVRF (FY 11-12 11-12 812- 12 8.12- 11-12 812- Mitigation NTPP Federal Program Golden Gate Gover Prosect Name Category Previously) 111_..,, 12 812-13 812-131 131 13) 13� Fees Grants Grant Federal Transit Grant Gi FY 2011-2012 Miscellaneous Traffic Signal Projects ROW $196,000 Miscellaneous ROW (11-12) ROW $ 100,000 NTPP-Puerto Suello Hill Connector ROW $600,000 $ 600,000 Pt. San Pedro Medians (City Property Assessments) ROW $ 50,000 Freitas -Las Gallinas Intersection Improvements (Design) ROW $ 300,000 Street Resurfacing (11-12) ROW $ 269,610 $ 196,000 $300,000 Grand Ave Pedesbian/Bicycle Bridge (Bay Trail) ROW $ Canal Lifeline Phase II (Design) ROW $100,000 Safe Routes to School Belle Ave Pedestrian Improvements ROW $ 30,390 ADA -DOJ Ramps (11-12) ROW $ 300,000 Pt. San Pedro Resurfacing (City Share) ROW $ 250,000 FY 2012-2013 Miscellaneous ROW (12-13) ROW $ 100,000 Street Resurfacing (12-13) ROW $ 300,000 $ 196,000 $ 50,000 $ 640,339 ADA -DOJ Ramps (12-13) ROW $ 300,000 Canal Lifeline Phase II (Construction) ROW $ 609,408 Bungalow Ave. Reconstruction ROW $ 277,946 $ 72,054 Pt. San Pedro Resurfacing (City Share) ROW $ 250,000 Federal STP Funds -Swap with Marin Jurisdictions ROW $ 400,000 Total I Total City of San Rafael -Department of Public Works Capital Improvement Program FY 11-12 FY 12/13 Parkland Total Dedication Parking Available Estimated Unfunded Protect Name Cateaory General Fund Funds Services Fund Funds prosect Cost Amount FY 2011-2012 Parks Pathway Resurfacing COP $ - $ 75,000 $ (75,000) Bernard Hoffman Park Handrails (ADA - DOJ) COP $ 20,000 $ 20,000 $ 20,000 $ - Schoen Park Improvements COP $ stonn,water $ 80,000 $ 80,000 $ 5th & D St. Parking Lot Resurfacing COP $ Fees $ 75,000 $ 75,000 $ Total COP $ 100,000 (Accumulated Stormwater Stormwater Available Estimated Unfunded Protect Name Category Previously) Fees (11-121 Fees (12-131 Funds Prosect Cost ount FY 2011-2012 $ 175,000 $ Emergency/Miscellaneous Facility Repairs Miscellaneous Storm Drain, Slide Repair (11-12) COP $ 100,000 $ 100,000 $ 100,000 Projects (11-12) Drainage $ 100,000 $ 100,000 $ 100,000 $ - FY 2012-2013 $ 625,000 $ (75,000) Rossi Pump Station Repairs (12-13) Drainage $ 270,000 $ 200,000 $ 200,000 $ 670,000 $ 670,000 $ Miscellaneous Storm Drain, Slide Repair Projects (12-13) Drainage 5th & Menzies Parking Lot Resurfacing $ 100,000 $ 100,000 $ 100,000 $ $ 50,000 $ 5th & Garden Parking Lot Resurfacing COP $ $ 770,000 $ 770,000 $ - Parkland Total Dedication Parking Available Estimated Unfunded Protect Name Cateaory General Fund Funds Services Fund Funds prosect Cost Amount FY 2011-2012 Parks Pathway Resurfacing COP $ - $ 75,000 $ (75,000) Bernard Hoffman Park Handrails (ADA - DOJ) COP $ 20,000 $ 20,000 $ 20,000 $ - Schoen Park Improvements COP $ 80,000 $ 80,000 $ 80,000 $ 5th & D St. Parking Lot Resurfacing COP $ 75,000 $ 75,000 $ 75,000 $ 5th & Lootens Parking Lot Resurfacing COP $ 100,000 $ 100,000 $ 100,000 $ B St. Community Ctr Flooring Replacement COP $ 175,000 $ 175,000 $ 175,000 $ Emergency/Miscellaneous Facility Repairs (11-12) COP $ 100,000 $ 100,000 $ 100,000 $ $ 550,000 $ 625,000 $ (75,000) FY 2012-2013 5th & Menzies Parking Lot Resurfacing COP $ 50,000 $ 50,000 $ 50,000 $ 5th & Garden Parking Lot Resurfacing COP $ 50,000 $ 50.000 $ 50,000 $ Parking StructureUpgrade/Replacement Study COP $ 200,000 $ 200,000 $ 200,000 $ Emergency/Miscellaneous Facility Repairs (12-13) COP $ 100,000 $ 100,000 $ 100,000 $ $ 400,000 $ 400,000 $ - 11 City of San Rafael -Department of Public Works Capital Improvement Program FY 11-12 FY 12/13 Total FY 2012-2013 Miscellaneous ROW (12-13) ROW $ 100,000 Street Resurfacing (12-13) ROW $ 300,000 $ 196,000 $ 50,000 $ 640,339 ADA -DOJ Ramps (12-13) ROW $ 300,000 Canal Lifeline Phase II (Construction) ROW $ 609,408 Bungalow Ave. Reconstruction ROW $ 277,946 $ 72,054 Pt. San Pedro Resurfacing (City Share) ROW $ 250,000 Federal STP Funds -Swap with Marin Jurisdictions ROW $400,000 Total Page 1 of 2 Measure Safe Routes Surface Asso Prop 1B CDBG (FY A FY 1- Gas Tax (FY Traffic to Transit- Transportation Ba (Accumulated Prop 42 (10- CVIF (FY 11- RVRF (10- RVRF (FY 11-12 11-12&12 12&12 11-12&12- Mitigation NTPP Federal Program Golden Gate Govr Protect Name Category Previously) 11) 12 & 12-131 111 & 12-13) j3J 13) U Fees Grants Grant Federal Transit Grant FY 2011-2012 Miscellaneous Traffic Signal Projects ROW $196,000 Miscellaneous ROW (11-12) ROW $ 100,000 NTPP-Puerto Suello Hill Connector ROW $600,000 $ 600.000 Pt. San Pedro Medians (City Property Assessments) ROW $ 50,000 Freitas -Las Gallinas Intersection Improvements (Design) ROW $ 300,000 Street Resurfacing (11-12) ROW $ 269,610 $ 196,000 $300,000 Grand Ave. Pedestrian/Bicycle Bridge (Bay Trail) ROW $ Canal Lifeline Phase II (Design) ROW $100,000 Safe Routes to School Belle Ave. Pedestrian Improvements ROW $ 30,390 ADA -DOJ Ramps (11-12) ROW $ 300,000 Pt. San Pedro Resurfacing (City Share) ROW $ 250,000 Total FY 2012-2013 Miscellaneous ROW (12-13) ROW $ 100,000 Street Resurfacing (12-13) ROW $ 300,000 $ 196,000 $ 50,000 $ 640,339 ADA -DOJ Ramps (12-13) ROW $ 300,000 Canal Lifeline Phase II (Construction) ROW $ 609,408 Bungalow Ave. Reconstruction ROW $ 277,946 $ 72,054 Pt. San Pedro Resurfacing (City Share) ROW $ 250,000 Federal STP Funds -Swap with Marin Jurisdictions ROW $400,000 Total Page 1 of 2 City of San Rafael -Department of Public Works Capital Improvement Program FY 11-12 FY 12/13 Parkland Total Dedication Parking Available Estimated Unfunded Protect Name Category General Fund Funds Services Fund Funds Proiect Cost Amourrt FY 2011-2012 Parks Pathway Resurfacing COP $ - $ 75,000 $ (75,000) Bernard Hoffman Park Handrails (ADA - DOJ) COP $ 20,000 $ 20,000 $ 20,000 $ - Schoen Park Improvements COP $ 80,000 $ 80,000 $ 80,000 $ 5th & D St. Parking Lot Resurfacing COP $ 75,000 $ 75,000 $ 75,000 $ 5th & Lootens Parking Lot Resurfacing COP $ 100,000 $ 100,000 $ 100,000 $ B St. Community Ctr. Flooring Replacement COP $ 175,000 $ 175,000 $ 175,000 $ Emergency/Miscellaneous Facility Repairs (11-12) COP $ 100,000 $ 100,000 $ 100,000 $ $ 550,000 $ 625,000 $ (75,000) FY 2012-2013 5th & Menzies Parking Lot Resurfacing COP $ 50,000 $ 50,000 $ 50,000 $ - 5th & Garden Parking Lot Resurfacing Parking StructureUpgrade/Replacement Study Emergency/Miscellaneous Facility Repairs (12-13) COP COP COP $ 100,000 Page 2 of 2 $ 50,000 $ 50,000 $ 50,000 $ - $ 200,000 $ 200,000 $ 200,000 $ - $ 100,000 $ 100,000 $ $ 400,000 $ 400,000 $ - Stormwater Fees Total (Accumulated Stormwater Stormwater Available Estimated Unfunded Proiect Name Category Previously) Fees 111-12) Fees(12-131 Funds Protect Cost Amount FY 2011-2012 Miscellaneous Storm Drain, Slide Repair Projects (11-12) Drainage $ 100,000 $ 100,000 $ 100,000 $ FY 2012-2013 Rossi Pump Station Repairs (12-13) Drainage $ 270,000 $ 200,000 $ 200,000 $ 670,000 $ 670,000 $ Miscellaneous Storm Drain, Slide Repair Projects (12-13) Drainage $ 100,000 $ 100,000 $ 100,000 $ $ 770,000 $ 770,000 $ Parkland Total Dedication Parking Available Estimated Unfunded Protect Name Category General Fund Funds Services Fund Funds Proiect Cost Amourrt FY 2011-2012 Parks Pathway Resurfacing COP $ - $ 75,000 $ (75,000) Bernard Hoffman Park Handrails (ADA - DOJ) COP $ 20,000 $ 20,000 $ 20,000 $ - Schoen Park Improvements COP $ 80,000 $ 80,000 $ 80,000 $ 5th & D St. Parking Lot Resurfacing COP $ 75,000 $ 75,000 $ 75,000 $ 5th & Lootens Parking Lot Resurfacing COP $ 100,000 $ 100,000 $ 100,000 $ B St. Community Ctr. Flooring Replacement COP $ 175,000 $ 175,000 $ 175,000 $ Emergency/Miscellaneous Facility Repairs (11-12) COP $ 100,000 $ 100,000 $ 100,000 $ $ 550,000 $ 625,000 $ (75,000) FY 2012-2013 5th & Menzies Parking Lot Resurfacing COP $ 50,000 $ 50,000 $ 50,000 $ - 5th & Garden Parking Lot Resurfacing Parking StructureUpgrade/Replacement Study Emergency/Miscellaneous Facility Repairs (12-13) COP COP COP $ 100,000 Page 2 of 2 $ 50,000 $ 50,000 $ 50,000 $ - $ 200,000 $ 200,000 $ 200,000 $ - $ 100,000 $ 100,000 $ $ 400,000 $ 400,000 $ -